Future in Focus

2020 Virtual Summit Snapshot Total registered attendees 6206 Member attendees: 3856 Power Huddles: 84 Poster Presentations:61 overall meeting score (Continuing Education): 9.25/10.00 Vizient® members, suppliers, and others came together virtually at the Vizient Connections Education to share discuss innovative creative solutions marketplace demands for cost reduction, better access care, higher quality, performance improvement. The first virtual summit drew record interest, with over 6200 attendees, more than doubling attendance 2019 in-person event. Attendees participated from across country, including representatives academic medical centers, large systems, community hospitals, children’s nonacute ambulatory care providers, supplier organizations. They had opportunity hear from—and in many cases ideas interact with—presenters panelists live plenary sessions Huddles, a multitude of prerecorded poster sessions, member stories. While telecast was held September 15–17, 2020, format provided unique on long after those dates, providing members suppliers view materials earn continuing education credits their convenience. Access opening other educational content continues via vizientinc.com. material represented best who submitted record-breaking 724 abstracts. This overwhelming response clearly demonstrates heightened level passion dedication sharing stories helping through challenges facing health care. A rigorous scoring selection process, careful review by multiple subject matter experts, helped identify summit’s member-driven content. Chosen before pandemic, this year’s theme, “Future Focus: One Clear Vision,” could not have been appropriate framing discussions. As Byron Jobe, president chief executive officer Vizient, noted his remarks, leaders frontline workers are among smartest, most innovative, collaborative people world. Amid once-in-a-century crisis, they come unprecedented ways focus future. Recognizing as true heroes Jobe recognized thanked systems extraordinary efforts, calling them “real made enormous sacrifices overcome monumental help need.” Like firemen running into flames, these risk everything behalf others, ignoring potential consequences themselves loved ones. do so because unrelenting commitment caring patients. nation understands sacrifice, evidenced countless examples honoring workers, such well-publicized story man standing outside an emergency room holding up sign thanking staff saving wife. Sekou Andrews, CEO founder SekouWorld, Inc., put it eloquent moving final presentation. Talking about he noted: “The results you test positive quiet courage that us bear…you afflicted heroic, stubborn, almost delusional improving world’s health, wellness, vitality.” Supporting work heroically, organizations labor tirelessly support them. For example, part panel, Janice Nevin, MD, MPH, ChristianaCare (a community-based system serving Delaware, Maryland, New Jersey), highlighted critical importance “taking our people.” Early treated 1000 COVID physical mental toll became evident, notable increases depression, post-traumatic stress disorder, general burnout. Five years earlier, created its Center WorkLife Wellbeing, program dedicated caregivers flourish thrive. Nevin noted, “when we ourselves, able others.” center promotes culture well-being, psychological safety, connection camaraderie, meaning purpose, choice autonomy. During quickly ramped services capacity meet needs during pandemic. installed sanctuary dealing difficult directed peer supporters seek out colleagues daily provide support. Health only ones stepping heroes. Many vendors, consultants doing well. Since pandemic outbreak, began partnering dramatically expand supply personal protective equipment, vital drugs, supplies. has sourced around country augment workforce areas surges infections, newly constructed field hospitals hot spots. clinical operational resources available deal disseminating emerging practices patient (eg, testing, visitation), chain management, demand forecasting intensive beds, ventilators). also accelerated advocacy efforts Washington, DC, making recommendations how avoid drug shortages promote telemedicine digital health. analytic expertise company Sg2®, is taking lead supporting strategic recovery stabilizing operational, clinical, financial performance, publications “Guidance Resumption Electively Scheduled Surgery Procedures COVID-19 Era” tools Sg2 Surge Demand Calculator Financial Recovery Calculator. Focusing future changed forever coronavirus. devastating been, will emerge stronger it. Technologies might normally take implement achieved broad scale months, thanks federal state governments actions remove barriers telehealth however, just one example what be done improve goal must “the right time, place, people, healthier becomes affordable.” Care address biological issues faced patients, but underlying social determinants Addressing possible without enhance equity, too racial ethnic minorities lack adequate housing, food, education, recreational opportunities. To succeed, need invest robust platforms reach underserved populations, along data generate actionable insights result, according revolutionary, evolutionary, creating whole new world Success easy. commented, changing requires great minds passionate hearts working together. Secret Sauce Achieving Sustaining Top-Notch Performance Julie Cerese, PhD, RN, MSN Group Senior Vice President, Management National Networks, David Levine, FACEP Advanced Analytics Product Management, achieving sustaining strong past 15 years, developed understanding takes specific organizational characteristics required. University Utah Health, excellent case study organization produce sustainable top-notch reducing preventable mortality. System place safety learning mortality incorporates following: deep dive every death understand if prevented; rapid team tailored unit intervenes decompensating patients; inpatient provides hospice patients change beds (ie, bed switched care); intense preventing hospital-acquired conditions, acute respiratory failure catheter-related bloodstream infections. These activities make high-reliability focused safety. Characteristics high-performing much common top performers. In fact, work, identified 5 generally exist within high-achieving organizations: Shared sense purpose: From board staff, everyone can articulate goals organization, knows performing goals, role Cooperative leadership style atmosphere: Leaders model desired behaviors values demonstrate cooperation collaboration. seen regularly floors, conducting rounds which talk engage problems face. celebrate successes (even small ones). day shift, evening overnight shifts sure employees important organization. Results-driven, striving performance: performers set high aspirational zero harm both employees. seldom remain average performance. Centralized decentralized accountability structures: At level, human department puts strict hiring standards fits culture. Similarly, C-suite develops compensation create incentives tied achievement goals. Every employee skin game. Leaders, middle managers, roles responsibilities accountable Culture collaboration respect, deference expertise: Top-performing recognize should contribute. managers know lower levels particularly front lines, often ideas. get implemented, regardless comes them.1 Organizations exhibit structures mechanisms problems, find solutions, evaluate adjust necessary. Collectively, represent secret sauce time recently initiated sustain time. research assessing determining there something different or special still preliminary, initial findings suggest key sustained success seems lie empowerment. Consistently experience looks like empowered deliver Empowering turn, depends maintaining consistency setting reliability evaluating measures may change, structure framework financial, not. gives confidence delivering mission values, even nuances metrics change. Further gleaned whether knocked off Quality & Accountability (Q&A) divided 2 parts: pre-COVID, evaluated July 1, 2019, February 29, post-COVID, having thus far March 1 June 30, (Q&A Awards based pre-COVID period). preliminary comparison between periods shows continued afterwards, while tended stay where were rankings. early finding suggests discussed earlier processes, culture) succeed turbulent challenging times. all organizations, quick changes pivots top. Q&A highlight “systemness” show several achieve indication stems being larger More information found article p. S6 FACEP, Steve Meurer, MBA, MHS, entitled “Centralized Data Support Locally Driven Change, Systemwide Improvement”). Acting appears pay dividends well, enabling flexibility shifting demands. some designated hospital handle minimizing disruptions Going forward, pandemic-related likely accelerate act single rather collection individual silos. Looking ahead Over year, responded rapidly challenges, faster ever thought possible. industry deserves tremendous credit turning dime; once felt would pivot orchestrated transition weeks. Similar ramping staffing, securing scarce areas. Armed experiences, underestimate going forward. commit leveraging momentum back old, familiar things. hurdles seem insurmountable, recent makes clear Incredible things happen when 1.Keroack MA, Youngberg BJ, Cerese JL, et al. Organizational factors associated quality centers. Acad Med. 2007;82:1178–1186. Real-Time Learning Sharing Pandemic Cindy Abel, MSN, CEN Improvement Collaboratives, Joan Moss, , Managing Principal, Intelligence unleashed energy, innovation, agility members. Faced staffing supplies, loss major revenue sources, sprung action revolutionize point industry, marking dawn era country. challenge keep drift outdated practices. Real-time lines learned adapted disease. Countless changes, big small, ranging acceleration equipment (PPE) peaks valleys adaptation summit, Cleveland Clinic chronicled journey surge video featuring numbers grew, isolating infected units, reduce spread preserve PPE. Even cohorted PPE issue. Innovative decided way use extra tubing intravenous (IV) drips, allowing hallway. did enter IV, hence don doff proved be, another problem—IV now lay floor, infection control issues. Within days, Jane Hartman, MS, NP-C, nurse, solution—use little plastic clip device either mounting ceiling wall (the previously used walk pediatric IV tubing). various versions device, known High-Line, risen occasion Another Nebraska shortage N95 masks. Staff figured sterilize ultraviolet light reused. stopgap measure until mask alleviated. Other cooperative spirit industry. Once region hit wave coronavirus same equipment. Seattle area sent ventilators York City. nurses less-affected traveling spots serve per-diem basis. connections knowledge transfer severity sprang happening bring real disseminate rise challenge. Seeing articles January, reaching existing networks implications. mid-January, Emory epidemiologist enlisted speak virus participants Hospital Innovation Network. Despite no United States, disruptive subsequently hosted webinar epidemiologist, experts. event regular networking. end, advisory council consisting roughly dozen chain, pharmacy leaders, turn launched weekly series. Sessions featured integrated learning, tackle perspectives. Washington experienced March. It Christopher Kim, SFHM, who, despite midst surge, volunteered describe incident command center. He shared protocols recreate webinars individuals few months. receded summer, schedule monthly, fall interest return sessions. Hundreds attend each event, watch listen asynchronously recordings. power networking events relatively physicians discussing development Thomas Spiegel, Chicago Medicine, emphasized high-flow oxygen practice onto stomachs proning) allow lungs easily. approach considered practice, ventilator well-attended allowed early, potentially significant number lives, (ventilating aerosolize virus, putting risk). Beyond networking, facilitate knowledge-sharing innovations. released “Covid-19 Compendium: Collection Emerging Practices Guide Resiliency.” publication describes variety promising issues, managing planning, visitation policies, impact staff. employs continuously scour list servers, databases, shared. calls looking issues; on, called recipe hand sanitizer, short Food Drug Administration website. Through Communities platform activities, facilitates real-time connections, post questions requests other. movement supplies City outbreaks shifted west east coast. contracts, alleviate shortages, own money behind sales guarantees secure attention staff-related maintain resilience. Workbooks, speakers, topic. Publicly Critical free charge updates | (vizientinc.com). Continued post-COVID beyond ongoing continue dashboard pairs calculator models predict caseloads states regions, prepare inevitable ebbs flows cases. Weekly evolve, greater emphasis children. once-in-a-lifetime crisis COVID-19, never willingness competitors) lessons learned. MHS Executive Science Insights, related system’s analytics improvement, giving credence Avedis Donabedian’s structure-process-outcome points sensible improved outcomes. decades, dashboards grow exponentially, led siloes sources. Because resulted outcomes, considering harmonized, simplified structure. responsibility improvement away siloed departments, facilities systemwide approach. effort begins creation single, centralized, streamlined fewer metrics; links facility-, service line-, unit-specific comparisons peers ability drill down ever-greater detail identification addressing opportunities Without down, run clinicians becoming uncomfortable disengaged measures, groups, risk-adjustment methodologies used. assisted Study transparent drill-down capabilities Clinical Base. Created 2005, “north star” guide balanced, timely, ready-made scorecard. Multiple centralized using target. Perhaps Huddle Intermountain Healthcare, 23-hospital headquartered Salt Lake City, Utah, quaternary rural hospitals. historically organized federation worked well years. Marc Harrison, revisit 2017, anything explicitly broken, wanted After in-depth discussions physicians, nurses, move Office Patient Experience, brought functions, advocacy, physician services/coding, regulatory affairs, external reporting, antibiotic stewardship, management. Having functions under roof, believe, ensured aligned, agenda. 2018, Study. Experience enterprisewide roll-up scorecard, cohorts 23 flexible meets audiences. aggregate units receive monthly downs very granular gauge kept current release quarterly updates. worked. improvements, 66th 82nd percentile rankings, 37th 50th domain, 56th 76th centeredness, 80th (driven primarily reduction infections). participant pursue centralization strategy. BJC HealthCare St. Louis, Missouri, told similar story. 2003 10-metric By scorecard grown 117 parts completely methodologies. similarly standardized, focuses chose benchmarking star.” infrastructure reporting platform, meaningful improvements mortality, documentation, experience. Representatives Northwestern Memorial Chicago, Illinois, Hermann Houston, Texas, Huddles. interesting—the tool eliminates comb