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CARDIOVASCULAR SERVICE LINE

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by

Mark Maslow

on 11 November 2013

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Transcript of CARDIOVASCULAR SERVICE LINE

CARDIOVASCULAR SERVICE LINE
Cardiovascular Service Line
Steering Committee / Core Specialty Objectives
Best Practices/Commitment to Excellence
Opportunities for Improvement
Challenges/Obstacles
Support Needs/Issues
Reduced Readmissions
Referrals/Consulting Practices
Outside Center Service Opportunities
New Technology Opportunities
Market Share/Business Development
Meetings
Steering Committee:
Meets Quarterly (July, October, January, April)
4th or 5th week of the month
Core Specialty:
Meets Quarterly (July, October, January, April)
2nd week of the month
Robert White
Vice President Operations
Dr. Sandra Ruby
NEUROLOGY
Dr. Kristian Hochberg
VASCULAR
Dr. Latha Naganna
CARDIOLOGY
Dr. Amit Narula
PULMONARY
Dr. Ajay Behari
CRITICAL CARE
Mark Maslow
Executive
Director
Cardiovascular Service
Line Steering Committee
Teresa Fletcher
Business Development
Core
Specialty
Stroke
Colleen Duerr
Mari Parker
EEG
Laura Hammer
Tony Pinson
Cath Lab
Tony Pinson
EKG
Stress Tests
ECHO
Tony Pinson
Core
Specialty
Core
Specialty
Core Specialty
Respiratory
Care
Keith Boore
Sleep Diagnostic Center
Kelly Day
Core Specialty
Leanne Bonds
Colleen Duerr
Diane Moore
Keith Boore
CCU:
IMC:
PCU:
RESP:
Steering Committee Ad Hoc Members
Finance
Surgery and Anesthesia Services
ED
Supply Chain Management
Transition Coordinators
Rehabilitation for Cardiac and Pulmonary
Interventional Cardiology
V.P. Operations
Nursing Critical Care Managers
Leanne Bonds
Colleen Duerr
Diane Moore

CVSL Clinical Team
Tony Pinson
Keith Boore
Kelly Day
Diane Moore
Colleen Duerr
Leanne Bonds
Services Overview
VASCULAR
Mortality and Morbidity quarterly Peer Review Meeting
Vascular Registry
Vascular Mckesson Reporting
Renovations to Angio Room with separate control room
Improved intra-vascular ultrasound equipment
Laser technology needing less expensive catheters
CARDIOLOGY
QA Processes:
Echo/EKG interpretation and Technical accuracy
Stress testing appropriateness/CCTA expansion
Fluoro Time
Contrast Quality
STEMI Door to Balloon Time/Complications
STEMI Peer Review
NCDR Registry
Mission Lifeline
Premier physician utilization meetings
Renovations to improve safety
Elective PCI/Emergent PCI
NEUROLOGY
PULMONOLOGY
CRITICAL CARE
EEG tracking of STATS and physican reading times
Designated Stroke Center/MIEMSS Stroke Certification process
Get with the Guidelines Stroke Registry
Core Measures for Stroke
Tele-Stroke Patient Management
Respiratory Best Practices Committee initiated
Patient RCP HCAHPS and Feedback Rounds
G.O.L.D. (Global Obstructive Lung Disease) initiative including Evaluation, Plan of Care, Teaching and Follow-Up
30/90 day Re-admission reductions and reduced Length of Stay
Ventilator Patient Daily Weaning Protocols
Ventilator Patient Daily Ambulation Program
Sleep Diagnostic Center Leadership Changes and OCT (Out of Center Testing)
HCAHPS- Responsiveness (4P Hourly Rounding, No Passing Zone), Meds Teaching, Pain Assessment, Cleanliness, Noise
Huddles, Bedside Handoffs and Patient Rounding
Quality indicators - Critical Results Reporting, Med Reconciliation, Core Measures, Discharge follow-up calls, SCIP, Hand Washing
Glucose Control Protocol in CCU
Open Visitation in CCU
Ambulation of Ventilator Patients
Throughput, Appropriateness of Placement & Triaging
New Monitors and Telemetry Devices
Carroll Hospital Center
Carroll Hospital Center Cardiovascular Service Line Business Plan
Submitted by Mark Maslow, Executive Director
Vision Statement: To develop the (CVSL) Cardiovascular Service Line as an ongoing entity for physician leadership and clinical managers to come together to address the Issues of Growth, New Technologies and Services, Referrals and Market Share, Best Practices, Challenges and Obstacles, Support Needs and Issues, Reduced Readmissions and Opportunities for Improvement.
Fiscal Year 2014 Service Quality Financial People Growth Community
Develop a strategic plan in collaboration with the VP Operations for the Cardiovascular Service Line
x
x
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Have at least $1000.00 per manager in savings for the CVSL team using the Bright Idea process
x
Ensure all CVSL Clinical Managers have completed LEAN Training and possibly Six Sigma
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Have 75% attendance by Physician leaders at CVSL Steering Committee meetings
x
x
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Develop and implement ongoing CVSL Core Specialty quarterly meetings with Physician leaders and Clinical Managers
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Stroke Designation Certification
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PCI Elective Program launched and/or PCI Emergent and CIC renewal process completed
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Reduced Re-admission program implementation for COPD and Pneumonia
Develop and implement Float Nurse position for CCU, IMC and PCU to share and to include Cath Lab RN support for weekdays
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Develop and implement a triage process for the 2nd floor nursing units to streamline patient throughput as well as appropriate patient placement on admissions including DNR & OBS
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x
Getting Down to Business
Next meeting- January 2014
Meet with core specialty manager(s) 2 weeks prior to Steering Committee Meeting
Review current issues and challenges
Set objectives/goals moving forward
Report at Steering Committee Core Specialty summary of objectives and issues
Brainstorming, share priorities and observations and set overall objectives
Intervention
Tony Pinson
CVSL Strategic Plan Overview
Establish & further develop Outreach Clinics in strategically important areas.
Create culture focused on customer service
Create stronger relationships with PCPs
Increased patient access in hospital setting
Drive growth in Cardiology, Pulmonology and Neurology through focus on Patient Access.

Facilitating strong working relationships between Physicians and Clinical Managers and staff within and across Service Lines.
Standardize processes and protocols to ensure a common and high quality patient experience.
Physician Leadership and alignment within the Service Line.
Focus on utilizing resources efficiently and technology appropriately.

Dedicated Service Line Management to drive Accountability and greater Coordination of Care.

Dr. Mark Olszyk
Vice President Medical Affairs & Chief Medical Officer
Stephanie Reid
Vice President Quality
Chief Nursing Officer
Full transcript