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Using Evidence Based Practices Turned Things Around for One Hospital

Using Evidence Based Practices Turned Things Around for One Hospital From $12M Loss to $8.4M Profit in 365 Days. Lynn McVey Acting CEO & President Meadowlands Hospital Secaucus , NJ . Lynn McVey Career Path began in 1982 Radiology Manager.

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Using Evidence Based Practices Turned Things Around for One Hospital

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  1. Using Evidence Based Practices Turned Things Around for One Hospital From $12M Loss to $8.4M Profit in 365 Days Lynn McVey Acting CEO & President Meadowlands Hospital Secaucus, NJ

  2. Lynn McVeyCareer Path began in 1982 Radiology Manager • 2008: After 25 years in imaging, elected national president 4000-member AHRA. Discovered Radiology is an industry without external benchmarks • 2009: Discovered extreme practice variations existed in Radiology operations - Published findings. • 2010: As consultant, saved 10 hospitals $million$ by implementing EB practices in their Radiology depts. • 2011: As COO; rolled out EBM to every (clinical + non-clinical) department in 200-bed community hospital • 2012: As CEO, discovered healthcare is an industry without external benchmarks

  3. Results of using EB Practices hospital-wide • 2010: Meadowlands Hospital was losing $1 million/month ($12m/year). • 2011: Twelve months later, Meadowlands Hospital showed a $8.4 million profit. • MHMC captures 6 Key Performance indicators (KPIs) each month, from every manager.

  4. EBM dashboard – Summary of the data collections

  5. Two Practical Case Studies • 1. Evidence based knowledge helped determine that $144 million was left on the floor of an Interventional Radiology Suite. • 2. Evidence based practices reduced OVERTIME and ABSENTEEISM by 7.2% or $5.7 million

  6. Gross charges is one Of the required KPI (Key performance indicators)

  7. Case Study 1 - 2003Practice Variations • 200-bed Community hospital Interventional suite gross charges = $150,000/month • 888-bed Level 1 Trauma Center interventional suite gross charges = $150,000/month

  8. Retro-billed and collected $5million of $144million left on the floor over 20 years Gross charges rose from $150K/month to $750K/month overnight. This means an extra $7.2 million/year for a struggling inner-city hospital.

  9. Case Study 2Monitoring OT + SICK Pay

  10. 2 of 6 KPIs Monitored

  11. Case Study 2Monitoring OT + SICK Pay Nursing began ebm

  12. Case Study 2Monitoring OT + SICK Pay Nursing began ebm

  13. Case Study 2Monitoring OT + SICK Pay

  14. North Jersey hospitals rated for patient safety Wednesday, May 8, 2013 BY LINDY WASHBURN STAFF WRITER - The Record Chilton Hospital dropped to a D and Meadowlands Hospital Medical Center improved to a B in the latest hospital grades for patient safety reported Tuesday by the non-profit Leapfrog Group. The rest of North Jersey's hospitals maintained the grades they received six months ago.

  15. EBM can fill the “GAP” between clinical managers and Business I’ve used EBM since 1982. In 2012, my graduate degree’s theme was “EBM in the acute care setting”. I’ve demonstrated several EB-practices with significant results here today. As a CEO, I witness the “knowledge gap” in Clinical Managers everyday. My role has become EBM educator. I believe EBM should be a required course for both undergraduate and graduate clinical programs. Evidence Based Practices saved MHMC

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