EXPERIENCE MAKES THE DIFFERENCE: Members of the OB/GYN Care Redesign team, from left, Maryellen O’Dea, senior process improvement consultant in the Center for Quality and Safety; Laura Riley, MD, medical director for Labor and Delivery; and Caryn Wilson, senior administrative director for Obstetrics and Gynecology
As part of the Partners Strategic Initiative, teams of experts from the MGH and other Partners affiliates are focusing on ways to improve the quality and efficiency of care. Since 2010, 20 multidisciplinary care redesign teams have been formed at the MGH to develop and implement recommendations for specific diseases and for procedures involved in disease management. This is the latest of a continuing series of MGH Hotline articles highlighting the efforts of several of these teams.
“Care redesign is about making the experience better for patients and doing it at a lower cost,” said Michael R. Jaff, DO, director of the MGH/MGPO Care Redesign initiative, during a June 20 kick-off event celebrating the latest wave of redesign teams.
Charged with identifying new, more efficient ways to care for patients, the Wave IV care redesign teams will join the 15 existing teams to focus on better positioning the MGH for success in the rapidly changing health care delivery environment. “The care redesign initiative provides an opportunity to make resources work more effectively for the patients we care for and can change the trajectory of our clinical areas in a very meaningful way, leading to happier patients and happier staff,” said David Torchiana, MD, CEO and chairman of the MGPO and co-chair of the MGH/MGPO Care Redesign Leadership Council.
The latest teams will focus on:
• Breast cancer: led by Barbara Smith, MD, PhD, director of the Breast Program and co-director, Gillette Center for Women’s Cancers; Theresa McDonnell, NP, ACNP-BC, ONC, clinical director of the HOPES Program; and Mara Bloom, JD, executive director of the Cancer Center
HEART OF THE MATTER: Members of the Heart Failure Care Redesign team, from left, Judy Silva, RN, nursing director on Ellison 11; Chelby Cierpial, RN, Ellison 11; and Cristina Bethuna, RN, nurse director of the Cardiology Division
• Congestive heart failure: led by Marc Semigran, MD, medical director of the MGH Heart Failure and Cardiac Transplant Program; Judy Silva, RN, nursing director of Ellison 11; and Julie Hennigan, administrative director of Cardiology
• Pain management: led by Padma Gulur, MD, director of Inpatient Pain Services; Patricia Fitzgerald, RN, nursing director of Bigelow 11; and Libby Williams, administrative director of Clinical Operations in the Department of Anesthesia, Critical Care and Pain Medicine
• Renal calculi: led by Brian Eisner, MD, co-director of the Kidney Stone Program; Dianne Sacco, MD, director of the Kidney Stone Program; Mary McDonough, RN, nurse manager in Urology; and Tom Finn, senior administrative director in Urology
• Readmission reduction: led by Walter O’Donnell, MD, clinical director of the Pulmonary Critical Care Unit; Gwen Crevensten, MD, assistant chief quality officer for Quality and Safety; Ryan Thompson, MD, associate director of Quality Improvement; Jessica Smith, RN, clinical nurse specialist on Phillips House 22; and Elizabeth Geagan, executive director, and Rhodes Berube, director of Operational Efficiency, from the Department
The launch of the fourth wave of teams comes on the heels of the completion of the second wave of care redesign teams, which focused on vaginal delivery, total joint replacement, intracranial neuroendovascular procedures, lung cancer and transplantation. In a ceremony during the spring Care Redesign Leadership Council meeting, leaders from the Wave II teams were recognized for achievements in streamlining care for their patients. During the ceremony, some of the program improvements were highlighted.
For example, the arthroplasty team decreased inpatient length of stay by 16.5% percent overall afor patients receiving hip or knee replacements. The vaginal delivery team reduced the time it takes to schedule a patient’s first appointment from days to hours, with more than 90 percent of new appointments now being scheduled on the initial day of the request. And, the intracranial neuroendovascular team created a pilot program and found they could reduce the length of stay for patients undergoing elective endovascular repair of unruptured aneurysms by discontinuing heparin and removing the arterial sheath earlier, which allowed patients to be mobilized sooner after surgery, resulting in hospital stays of 1.2 days as compared to 2.8 days in the past.
For more information, visit the MGH/MGPO Priorities website: http://priorities.massgeneral.org/Home.html
Read more articles from the 07/19/13 Hotline issue.