It is 4:30 pm and Marge, 95, is being discharged from the hospital to recover at home after being told she was going to be discharged at 7:00 that morning. It is not an ideal scenario, but it is sometimes a reality in the complex world of health, insurance and systems design. With that, it is likely to be a problem that occurs across multiple facilities within a healthcare organization.
As a result, healthcare systems must develop a way for their facilities to work together in identifying challenges, developing solutions, and implementing best practices. That is why Performance Improvement at OSF HealthCare developed the Regional Performance Improvement Model.
This model supports the use of data, methodologies to address identified opportunities, and a robust implementation and sustainability approach to ensure that our Key Results are achieved. It also ensures the effective use of IP professionals to support the region’s top priorities and drive strategy execution.
As an example, one of our facilities in the northern region recently completed a project with the goal of discharging patients from the hospital at 11am. At the same time, another of our entities in the eastern region was seeking to do this same job.
Through the Regional Performance Improvement Model, the eastern team approached the northern team to understand the solutions implemented. The idea was for the eastern region to determine how they could apply those ideas to their own facilities rather than starting from scratch.
How does it work
As part of the model, there is an oversight committee comprised of a CEO, hospital presidents, a CFO, an IP champion, and other senior leaders across all care settings. As projects are proposed, the team is responsible for prioritizing projects based on impacts on key results, regulatory and compliance requirements, and support for operational excellence plans.
“This not only ensures that the PI portfolio is connected to strategy and supports the achievement of results,” said Laura Sarff, Director of Performance Improvement. “It also ensures that IP resources are appropriately allocated across different care settings.”
Once new projects are prioritized, leaders can expect project updates outlining status and progress up to a timeline. The oversight committee also reviews the metrics for each project at specific intervals after completion to support maintaining the metrics. This new model was first tested in the eastern region, covering Pontiac, Bloomington, Urbana and Danville.
“Historically, our IP professionals were site-specific,” said JR Elling, manager of PI strategic programs in the eastern region. “Now, we have the flexibility to move Mission Partners within the region to where they are most needed, as well as the ability for an IP specialist to run a regional project for all of our entities. This allows the IP experience to be shared across an entire region. “
The oversight committee also plays a role in supporting the advancement of the Rapid Improvement Model (RIM). This is done by identifying RIM project ideas, prioritizing projects, and determining leaders to facilitate RIM projects. This fosters a culture of continuous improvement through the development of competencies in our leaders.
One of the key components of this model is the shared participation of leaders in different care settings. This allows the information necessary to collaborate and better meet needs throughout the care process.
The Regional Performance Improvement Model has been implemented in most of our Ministry. We continually collect feedback to allow for iterative changes to the model as it progresses.
In the long term, to support the success of the model and continue to build the culture of continuous improvement, we are measuring the achievement of results, the adoption of RIM and the value of the model.