Performance Monitoring and Dashboards for Hospitalists
Transcription
Performance Monitoring and Dashboards for Hospitalists
Performance Monitoring and Dashboards for Hospitalists Leslie Flores MHA, SFHM April 29 and 30, 2014 2 Housekeeping • Questions? – Type them into the “Questions” box in the GoToWebinar panel on the right side of your screen at any time. – We will wait and address questions at the end of the session. • Copies of the slide set will be available via the CHMB website at www.chmbinc.com • For questions, contact Lacey Buquet at [email protected] 3 Leslie Flores MHA, SFHM • Former hospital executive in Southern California • Partner, Nelson Flores Hospital Medicine Consultants • Advisor to the Society of Hospital Medicine for practice management issues 4 Agenda • Why is it important to have a formal performance monitoring process? • What types of metrics should you be measuring? • Key data and analysis considerations • Steps in developing a dashboard • Sample reports and dashboards Why Have a Dashboard, Report Card, Performance Report, etc.? • • • • • • Understand how you’re performing Reduce variation Demonstrate value Identify trends External comparisons Reward good performance 5 Why Have a Dashboard, Report Card, Performance Report, etc.? • To drive change – Identify areas for improvement – Hawthorne effect 6 7 Suggested Approach Generate and analyze Set targets reports Decide what to measure Distill key indicators into a dashboard Develop an action plan 8 WHAT TO MEASURE? Take a Balanced Approach 9 Key Hospitalist Performance Domains Descriptive Metrics Work Effort and Productivity Clinical Quality Resource Management Service and Satisfaction Financial 10 In Reality, There’s Lots of Overlap Quality Productivity Service Resources Financial 11 Descriptive Metrics • Not performance per se, but these metrics inform discussions about performance – Volume • Number and types of services – Acuity • CMI • Top diagnoses or DRGs – Payor mix 12 13 Work Effort and Productivity – Shifts worked per physician • Number and type – Clinical productivity • Encounters and wRVUs • Number of patients seen per shift – Other work effort • Committee meetings • Academic work • Performance improvement projects 14 Management Reports – RVU Metrics 16 Quality • What to measure here is evolving quickly – Hospital Value-Based Purchasing metrics • Clinical Process of Care domain – Heart failure discharge instructions – Pneumonia initial antibiotic selection • Patient Experience of Care domain – Communication with doctors • Outcome domain – 30-day O/E mortality (AMI/HF/pneumonia) 17 Quality – Readmission rates • 72-hour – Did focus on LOS management result in patients being discharged too early? • 30-day – How good are care transitions and post-discharge follow-up? – Other TJC core measures • e.g. stroke core measures 18 19 Quality • Care transitions measures – PCP notification of admissions and discharges – Percent of patients with follow-up appointment scheduled prior to discharge – Proportion of discharge summaries dictated or entered on the date of discharge – Percent of time the discharge summary medication list matches that given to the patient 20 Quality – Percent of patients with more than one attending hospitalist • A measure of physician-patient continuity – Compliance with order sets and pathways – PQRS measures – Percent of required VTE risk assessments performed on admission – Percent of diabetes patients managed within target glucose range 21 22 Resource Management – Severity-adjusted ALOS • Comparison to non-hospitalist peer group, external peer group (e.g., Premier, Crimson, etc.) or Medicare GMLOS – Severity-adjusted average cost per discharge • Major ancillary categories like imaging, clinical laboratory and pharmaceutical costs – Avoidable/denied days as a percent of total days – Utilization of consultants 23 Resource Management • Patient flow variables – ED admission notification to initial hospitalist order time – ED admission notification to hospitalist in-person visit – Time elapsed between ED call/page & hospitalist call-back – Percent of discharge orders entered before 10:00 a.m. 24 25 26 Service and Satisfaction • Citizenship – Attendance at hospitalist group meetings – Participation on hospital/medical staff committees and performance improvement initiatives – Working extra shifts or otherwise helping out when needed • Patient complaints • Satisfaction surveys – PCPs, ED physicians, specialists, nursing staff 27 Financial • Hospitalist program cost center – Performance to budget – Financial support/stipend/loss per FTE • Revenue cycle performance – – – – – – – Charge capture rate and/or charge lag Total charges and collections by provider CPT code utilization Average net collections per wRVU Days in A/R Claim edits, rejection and denial rates PQRS performance 28 Source: Society of Hospital Medicine’s 2012 State of Hospital Medicine Report 30 Coding Intensity Operational Reports - E&M Utilization Andrews, James Brandon, Kim Davidson, Tom Garcia, Fred Liget, Vicki Marnet, Stewart Rodriquez, Mary Thompson, Ed Wynn, David Yasini, Shabar 32 CPT Distribution Management Reports – Key Performance Indicators Operational Reports – Rejections and Denials Analysis 35 DATA/ANALYSIS CONSIDERATIONS 36 Understand Your Environment • Each organization has a unique culture, goals, priorities, operational habits – Terminology – Analytical methods Understand Data Sources and Limitations • Common sources of data – Hospital ADT, clinical, EHR, and financial systems – Practice management and revenue cycle software – Third-party data warehouses • Premier, Crimson, Truven, UHC, CHMB – Medicare data – Third party survey data • MGMA, AMGA, Sullivan Cotter, ECG, SHM 37 Understand Data Sources and Limitations • Limitations – Completeness and accuracy of inputs – Reliability of reporting methodologies • Attribution issues – Availability and timeliness – Sample size – Sheer volume of data 38 39 Decide What Types of Analyses • Individual vs. group? • Snapshot vs. trend? • Comparison to . . . – Internal peer group? External peer group? Survey data? Established target? • Statistical analysis options – Average vs. median – Arithmetic mean vs. geometric mean 40 The Problem of Attribution • Which hospitalist? Hospitalist or consultant? • Many metrics are best reported at the group level – Mortality and readmission rates • Some metrics best reported by admitting provider – Initial antibiotic selection for pneumonia • Some metrics best reported by discharging physician – HF discharge instructions • Some practices allocate credit based on the proportion of days each hospitalist cared for the patient – Patient satisfaction or LOS 41 Blinded or Un-blinded? • Usually best to present performance data about individual hospitalists un-blinded – Example: • Each doctor sees every other doctor’s wRVU reports with names attached Note: where attribution is an issue, it’s usually better to blind the data or report it at the group level 42 What To Do With All This Information? • High-level assessment – Is this a plausible representation? • What does this information mean for your practice? – Opportunities for improvement – Is the information actionable? • Distill key metrics into a dashboard or report card 43 CREATING YOUR DASHBOARD 44 Creating Your Dashboard 45 Steps in Creating Your Dashboard Choose Dashboard Metrics Of all the information available to you, which few metrics should be presented in the monthly dashboard? Set Performance Targets Who/what is the comparison group? What is the range of acceptable performance? Design Dashboard Format Assign Responsibility How often will the dashboard be distributed? How best to show performance against targets? Who is responsible for producing source data? Who is responsible for preparing and distributing the monthly dashboard? Who is responsible for following up? 46 Creating a Dashboard • Pick a handful of key indicators (10 – 15) – Important to hospitalists AND stakeholders – Readily measurable – Consistently available – Seen as valid – Actionable 47 Creating a Dashboard • Make it simple, short and attractive – Show results graphically where possible • Ensure the dashboard is regularly produced – Routinely distributed to all hospitalists and key stakeholders • “Push” vs. “pull” 48 Just Do It! • Precise metrics and format are important – but the most important thing is to have a dashboard – And that it is updated and distributed regularly • Don’t let uncertainty about metrics and format paralyze you – Plan to revise metrics and format periodically 49 Common Challenges • Consistent access to meaningful, reliable, timely data • Who “owns” dashboard production? – Manual work to produce the dashboard • Look for IT solutions • Ensuring the dashboard serves as a stimulus to action – Build in accountability mechanisms 50 51 52 Page 1 - Productivity XYZ Hospitalist Group ABC Hospital Current Month Encounter-Equivalents vs. Target 250 Total Encounter-Equivalents Trend 230 0 83 82 96 35 88 82 100 96 50 1,916 1,412 1,500 94 138 144 192 192 192 192 2,000 188 204 210 192 192 192 155 189 197 192 100 Jan-10 2,500 200 150 For the month of: 1,000 500 0 0 0 0 0 0 0 0 0 0 0 Jan Current Month Actual Target Monthly Target Current Month wRVUs vs. Target 3,500 365 Aug Sept Oct Nov Dec Total Enc-Equiv 3,419 3,298 3,000 152 148 50 173 2,000 145 148 168 173 2,500 175 248 255 345 345 345 345 344 404 410 345 345 203 345 360 388 Jul Total wRVUs Trend 4,000 345 450 400 350 300 250 200 150 100 50 0 Feb Mar Apr May Jun 1,500 1,000 500 0 0 0 0 0 0 0 0 0 0 0 Jan Current Month Actual 183 Total EKG interpretations 337 Total stress tests 26 Total bedside procedures 1,802 Total E&M and other encs 2348 Total encounters of all types Monthly Target 7.8% 14.4% 1.1% 76.7% % of total encounters % of total encounters % of total encounters % of total encounters Feb Mar Apr May Jun Target Jul Aug Sept Oct Nov Dec Total Enc-Equiv 148 Total shifts worked during the month 12.9 Average billable encounter-equivalents per shift this month 11.0 Target billable encunter-equivalents per shift Page 2 - Revenue Cycle XYZ Hospitalist Group ABC Hospital For the month of: Quarterly CPT Code Distribution - Admissions Last Year 26% Total This Qtr Mark 26% 44% 18% 38% 19% 33% Edgar 19% 24% Diana 4% 14% 45% 48% 53% 15% 22% 0% 14% 59% 20% 40% 99221 99222 60% 80% 100% 24% 48% 38% 65% 35% 54% Jack 46% 47% Irene 52% 21% 79% Geetha 63% Freda 64% 49% Diana 73% 27% 85% Bruce 15% 60% Anne 40% 81% 0% 20% 40% 99238 19% 60% 99239 19% 53% 24% 19% 68% 15% 8% 69% 35% 15% 14% 51% 59% 20% 29% 40% 99232 60% 12% 80% 99233 Monthly Statistics: Target < 10% < 2% > 85% 51% Charlie 27% 48% Quarterly Statistics: 37% 36% Edgar 31% 40% 28% 0% 13% 17% 15 Total "No Charge" or un-billed encounters 0 Target "No Charge" or un-billed encounters 53% 48% Hank 33% 31% 33% 1.78 Average wRVUs per encounter-equivalent 1.80 Target wRVUs per encounter-equivalent 62% Lenny Kareem 33% Freda 99231 52% Mark 52% 99223 76% Total This Qtr Hank Geetha 26% 26% 40% 54% Anne Quarterly CPT Code Distribution - Discharges Last Year 29% Bruce 29% 26% 40% Irene Charlie 64% 12% 28% 43% 49% Diana 69% 38% 31% 33% Edgar 39% 57% 15% 34% Jack 6% 56% 27% Lenny 33% 28% 38% Kareem 60% Freda Anne 26% 32% Geetha Bruce Mark 54% 26% Charlie 35% 49% 13% Hank Total This Qtr 49% 40% Jack Last Year 37% 55% 11% Irene 17% 46% 10% Lenny Kareem 57% 18% 80% 100% Jan-10 Quarterly CPT Code Distribution - Subsequent Visits Actual 16.1% Submitted claims that were rejected 1.8% "Clean" claims that were denied 89.0% Denied claims paid upon appeal $48.37 Average net professional fee collections per wRVU $50.00 Target net professional fee collections per wRVU 100% 53 54 Page 3 - Quality Indicators XYZ Hospitalist Group ABC Hospital For the month of: 100% 1.28 This month's case mix index 74.2% This month's proportion of Medicare patients 82.0% 80% 89% Order set usage this month > 95% Target order set usage 60% Jan-10 DRG Assurance Query Response Trend 64.0% 58.0% 45.0% 40% 86% VTE Risk Assessments Performed on Admission 85% VTE Risk Assessment Target 20% 0% Jan 92% Medication Reconciliation Complete on Discharge > 95% Medication Reconciliation Target Feb Mar Apr May Target > 95% Jun Jul Aug Sept Oct Nov Dec Query Response Rate Severity-Adjusted ALOS Trend Core Measures: 6 5 77% "Heart Failure Discharge Instructions" performance 100% "Heart Failure Discharge Instructions" target 5.5 4.2 4 3.8 3.6 3 2 1 0 Jan Feb Mar Apr May Target < 3.9 Readmission Rates Trend $6,000 Average Length of Stay (Sev. Adj.) $4,898 $4,630 $2,000 1.9% 2.2% 1.6% 1.7% $1,000 0.0% Feb Mar Nov Dec $3,000 9.4% 8.8% Jan Aug Sept Oct $4,000 12.6% 5.0% $5,216 $5,087 $5,000 16.0% 10.0% Jul Severity-Adjusted Cost per Case Trend 20.0% 15.0% Jun Apr May Jun 72-Hr Readmissions Jul Aug Sept Oct 30-Day Readmissions Nov Dec $0 Jan Feb Mar Apr May Target < 4,249 Jun Jul Aug Sept Oct Nov Dec Average Cost per Disch (Sev. Adj.) 55 Page 4 - Service Indicators XYZ Hospitalist Group ABC Hospital For the month of: Jan-10 Percent of Discharge Orders Written by 10A 80.0% 68.0% 70.0% 61.0% 58.0% 60.0% 54.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% Jan Feb Mar Apr May Jun Jul Disch Orders by 10A Aug Sept Oct Nov Dec Oct Nov Dec Target 60% Percent of Discharge Summaries Complete at Discharge 100.0% 80.0% 85.0% 88.0% 90.0% Feb Mar Apr 72.0% 60.0% 40.0% 20.0% 0.0% Jan May Jun Jul D/S Complete @ Discharge Press Ganey Patient Satisfaction Scores 80% 60% 52% 48% 56% Aug Sept Target 85% 4.8 Current Physician Satisfaction Survey score > 4.5 Physician Satisfaction Survey score target 62% 4.4 Current Nursing Satisfaction Survey score > 4.5 Nursing Satisfaction Survey score target 40% 20% 0% Jan Feb Mar Apr May Jun Jul "Physician" Question %tile Rank Aug Sept Target Oct Nov Dec 0 Number of patient complaints this month 0 Patient complaints target 56 Source: Measuring Hospitalist Performance: Metrics, Reports and Dashboards, Society of Hospital Medicine 2006 57 Source: Crimson – a product of The Advisory Board How Can We Help? • Hospitalist practice management consultants • Leslie Flores, MHA and John Nelson, MD • Helping clients build successful new hospitalist programs and enhance the effectiveness and value of existing programs since 2004. • Collectively we’ve worked with more than 300 sites • Services: – Start-ups, comprehensive practice assessments, compensation plans, staffing/scheduling models, integration of APPs, teambuilding and leadership development, patient experience training 58 59 How Can We Help? • Founded in 1999 by physicians • 25,000 users across 900 healthcare facilities – 12,000 Hospitalist Users • Patient encounter platform that increases quality and revenue by streamlining and automating the following key areas: – – – – – Care Coordination and Communication Quality Enhancement and Cost Reduction Coding, Compliance, and Documentation Revenue Cycle Management Data Analytics and Business Intelligence How Can We Help? • Since 1995, serving 4,000+ physicians nationwide • Comprehensive RCM Solution for Hospitalists – 11% Average Collections Increase – 8 Days Decrease in Days Charges in AR (DAR) – Integrated Electronic Charge Capture Solutions – Advanced Reporting and Analytics Engine - CURVE • Consulting, Credentialing and Group Formation • Systems Integration, Interfaces, Data Conversions • Coding, Education and Training • Contact us to arrange for a comparative assessment of your current RCM Results • Deliverables include a complete practice Dashboard 60 61 Contact Us Leslie Flores Ron Anderson Nelson Flores Hospital Medicine Consultants CHMB Inc. Partner Director 760-520-1340 [email protected] www.chmbinc.com 760-771-3323 [email protected] www.nelsonflores.com Mimi Thornton Regional Mgr., Southwest Ingenious Med, Inc. 678-501-6237 [email protected] www.ingeniousmed.com