Partnership for Patients: Preventing Hospital Acquired Conditions

Dennis Wagner & Paul McGann, MDCo-Directors, Partnership for PatientsUS Department of Health & Human Services and CMS Innovation Center

Questions to Run On

• What is the Partnership for Patients?• How can you benefit from the initiative?• What actions and contributions might you

make?• What resources or help can CMS provide to

the you to achieve our bold aims? …we want your answers too

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Meet Josie King

Unfortunately, Josie King’s story is not rare.

• On any given day, 1 out of every 20 patients in American hospitals is affected by a hospital-acquired infection.

• Among chronically ill adults, 22 percent report a “serious error” in their care.

• One out of seven Medicare beneficiaries is harmed in the course of their care, costing the federal government over $4.4 billion each year.

• Medical harm is the fourth leading cause of death in the U.S. Each year, 100,000 Americans die from preventable medical errors in hospitals– more than auto accidents, AIDS, and breast cancer combined.

• Despite pockets of success -- we still see massive variation in the quality of care, and no major change in the rates of harm and preventable readmissions over the past decade.

We can do much better – and we must.

Better Health forthe Population

Better Carefor Individuals

Lower CostThrough

Improvement

The “Three-Part Aim”

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We Are Focused On Our Aims

40% Reduction in Preventable Hospital Acquired Conditions

• 1.8 Million Fewer Injuries

• 60,000 Lives Saved

20% Reduction in 30-Day Readmissions

• 1.6 Million Patients Recover Without Readmission

$35 Billion Dollars Saved (Confirmed by OAct!)

Operating Values

How we shall work together and with others?

• Boundarilessness• Speed and Agility• Unconditional Teamwork• Valuing Innovation• Customer Focus

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Expanding Circles of Influence and Action

Core Team

DHSS Team

Hospitals

P4P Contracts Engine DHHS

Program Engines

CBOs

PartnerEngines

Patients

Advocates

Researchers

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We Are Here

The Last 150 Days… The Next 820 Days…

Declaration of Intent to Create The Future

DeliberateActions

Where We Are Now…

The last 150 days…

• Major, Successful Launch Event in April• Extraordinary Cross-HHS & Public/Private

Teaming, Alignment & Action• Robust NQF/NPP Partner Event(s)• Extensive Action by Many National Partners• 2500+ Hospital Partners• 5500+ Partners• Webinars, Calls, Conferences, Other Events• 6 Secretarial Events & Many Others

The last 150 days…• Over 200 Multimedia & News Stories• 500+ Blog Posts, Facebook Links and Twitters • Apportionments, RFPs, TEPs, Impending

Awards & Provider Agreements• Alignment of Many Departmental Rules &

Regulations with the P4P Aims• Emerging National Measurement Strategy

with Soon to Be Developed Baselines• •

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We Are Here

The Last 150 Days… The Next 820 Days…

Declaration of Intent to Create The Future

Declaration of Intent to Create The Future

DeliberateActions

DeliberateActions

Where We Are Now…

$1 Billion Contract SupportHHS EnginesPartner Engines

NQF/NPP Pacing Events

Proven Network Methods

Robust HHS Team

Alignment with ACA Policies

40% Reduction inPreventable

Hospital AcquiredConditions

20% Reduction in30-Day

Readmissions

We Have MOMENTUM

We Know Major Improvement Is Possible

• Ascension Health sites participating in a 2007 perinatal safety initiative achieved birth trauma rates that were at or near zero.

• 150 New Jersey health care facilities reduced pressure ulcers by 70%• Rhode Island reported a 42% decrease in Central Line-Associated

Bloodstream Infections (CLABSI) (2006-2007)• 65+ IHI Campaign hospitals reported going more than a year without

a ventilator-associated pneumonia in at least one unit.• The 14 QIO Communities participating in the 9th SOW Care Transitions

Theme achieved significant reduction in readmissions compared to 52 peer communities.

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Ascension HealthOur Journey to Zero –FY10 Results

National Average

94%

89%

65%

74%

43%57%

Birth Trauma

VAP

Blood Stream

Infections

Falls with

Serious injuriesNeonatal

Mortality Pressure Ulcers

25%

Mortality

Measurement of Ascension Health Performance 07/01/09 - 6/30/10. National estimates are the latest available in the literature and other sources of data (data collection methodologies may not be identical). Birth Trauma & Neonatal Mortality -2005, Facility-Acquired Pressure Ulcers – 2004 data; Falls with Serious Injury 1985 – 1999 data; Central Line Blood Stream Infection & Ventilator-Associated Pneumonia – 2006 -2008 data, Mortality 2009 data.

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How Will Change Actually Happen?

• There is no “silver bullet”

• We must apply many incentives

• We must show successful alternatives

• We must offer intensive supports

– Help providers with the painstaking work of improvement

Coming CMS Supports

• The Centers for Medicare and Medicaid Services has committed up to $500 million to help hospitals and health care organizations to improve patient care to:• Provide national-level content for anyone and everyone• Support every facility to take part in cooperative learning• Establish an Advanced Participants Network for ambitious

organizations to tackle all-cause harm• Engage patients and families in making care safer• Improve measurement and data collection, without adding

burdens to hospitals• Make data transparent

• Awards to be made in the Fall of 2011

Areas of Focus

• Adverse Drug Events• Catheter-Associated Urinary Tract Infections• Central Line Associated Blood Stream Infections• Injuries from Falls and Immobility• Obstetrical Adverse Events• Pressure Ulcers• Surgical Site Infections• Venous Thromboembolism• Ventilator-Associated Pneumonia

What are some of the practices successful hospitals use to reduce all-cause harm?

• Using checklists and standardized packages containing everything needed to place a central line to reduce the incidence of CLABSI

• Standardized use of urometers for all Foley catheters to reduce the incidence of CAUTI

• Using a Pharmacist-Directed Anticoagulation Service (PDAS) to improve anticoagulant medication selection and improve care transitions

• Use of culture change and PDSA cycles to evaluate the success of these approaches and identify opportunities for improvement

What will be different about hospital care?

Hospital experience of Today

• Irregular leadership review of quality data

• Hodge-podge of different quality programs

• Sometimes outcomes change, sometimes they don’t. Hospitals get credit for participating

• Limited work on readmissions; no clear strategy for care transitions

• Patients and families not an active part of the process; unable to advocate for the highest-quality care

Hospital Experience of Tomorrow

• The Board demands more attention to quality; the hospital administrator reviews safety and quality data every week.

• The organization has a portfolio of 10-12 improvement projects.

• Major incentives to change outcomes (payment at risk, increased transparency and media scrutiny).

• Dedicated staff and programming around seamless care transitions

• The organization interfaces with the patient and family movement, supported by the Partnership.

Questions to Run On

• What is the Partnership for Patients?• How can you benefit from the initiative?• What actions and contributions might you

make?• What resources or help can CMS provide to

the you to achieve our bold aims? …we want your answers too

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Sharing Insight, Possibility and ActionAHRQ Annual Meeting

My biggest insight about how my organization can benefit from the Partnership for Patients initiative is: ________________________________________________

__________________________________________________________________

The possibilities I see for our organization to act on or contribute to the Partnership for Patients are:

1.

2.

3.

My main advice to CMS about what resources or help on the Partnership that would be most helpful to our organization is:

Name, Organization, Email:_______________________________________

I can help you reduce harm in hospitals. Call me!

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Contact Information

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Dennis Wagnerdennis.wagner2@cms.hhs.gov

Paul McGannPaul.McGann@cms.hhs.gov

Centers for Medicare and Medicaid Services7500 Security Blvd.

Baltimore, MD 21244-1850