The battle cry for healthcare organizations throughout the United States? Improve outcomes! However, as organizations begin to measure outcomes they realize not all outcomes are created equal and the question of what constitutes an improvement becomes more challenging. Healthcare leaders would be wise to keep the Triple Aim in mind when creating a strategy for optimizing outcomes. Achieving the appropriate balance among the three dimensions of the Triple Aim is critical to driving real, long-term change in healthcare delivery outcomes.
Learn more about Michael Barton
Michael Barton joined Health Catalyst as an Engagement Executive Vice President in January 2013. He completed his training at the University of Utah Health Sciences Center. Upon graduation in 1994, he was employed with the Pharmacoepidemiology Team, a multidisciplinary team of epidemiologists, infection control practitioners, quality control specialists, pharmacists, and healthcare IT specialists at the University of Utah. After four years, Michael moved his clinical practice to the Shock-Trauma ICU at LDS Hospital. Here, he had the opportunity to apply his infectious disease and critical care knowledge. After eight years of clinical practice in conjunction with five years of IT industry consulting experience, Michael joined HIT startup TheraDoc, Inc. as a consultant in 2000 and full-time in 2001. Michael spent 12 years with TheraDoc, where he served in various roles. The last 5 years Michael served on the senior leadership team as SVP, Knowledge and Product Development where Michael oversaw the Knowledge Management, Product Management, Engineering, and Quality teams. For Michael, joining Health Catalyst means continuing to pursue his passion of improving the quality and safety of patient care through applied healthcare IT solutions.
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Health systems waste enormous amounts of money on treating and tracking nosocomial infections. Instead of waiting for hospital-acquired infections to surface, health systems should proactively work to prevent such easily preventable infections. These three suggestions will help health systems reduce the rate of nosocomial infections: 1) Use an EDW to reduce wasted tracking time. 2) Create a data-driven culture of commitment. 3) Manage the data on an enterprise level.
Hospitals with high rates of hospital-acquired conditions face steep financial penalties if they can’t adhere to CMS’ new rule. But by following these four tips, hospitals will decrease their risk of penalty for HACs: (1) Proactively evaluate, measure, and optimize critical care processes and outcomes. (2) Put the right coding processes in place to accurately capture your patients’ POA data. (3) Apply what you’ve learned to create a culture of safety. (4) Consider active surveillance systems to identify HACs and potential patient harm.
Hospitals need to be proactive to avoid the penalties from CMS’ reporting measures. In specific, there are 4 changes to be aware of: 1) Value based purchasing will include two additional outcome measures: CLABSI and PSI. 2) The Readmissions Reduction Program will be expanded to include COPD and THA/TKA, plus there’s a proposed 3 percent penalty for readmission. 3) Under the new proposed HAC Reduction Program, hospitals with the highest rate of HACs will receive a 1 percent reduction in Medicare inpatient payments. 4) Medicare proposes to align reporting for the Electronic Health Record and Inpatient Quality Reporting.
Measuring is where successful population health management starts. You can’t do much to manage your diabetes population if you can’t accurately identify that population or see how your population is trending. Identifying diabetes patients and measuring compliance has been difficult in the past—but today, with a healthcare enterprise data warehouse (EDW) and analytics tools, it doesn’t have to be. (Your EMR won’t be enough.) By establishing an EDW, you create a data foundation that enables you to manage your diabetes population in sophisticated ways.
How much time do you routinely spend on hospital-acquired infection (HAI) surveillance activities and reporting for Central-Line Associated Bloodstream Infections (CLABSIs) and Catheter-Associated Urinary Tract Infections (CAUTIs)? CLABSIs and CAUTIs are largely preventable infections that typically result in longer patient stays, increased mortality, as well as increased care costs- estimated at over $20,000 per CLABSI. Do you wish you could decrease surveillance waste and spend more time preventing hospital acquired infections? A client of ours just reduced their time for CLABSI and CAUTI surveillance activities by 90%.