1 / 0

Surgery Acute Critical Care Service Line (SACC) Service Line Review Session #1 Dean’s Meeting – January 11, 2010

Surgery Acute Critical Care Service Line (SACC) Service Line Review Session #1 Dean’s Meeting – January 11, 2010. Samir M. Fakhry MD, FACS Service Line Medical Director. Sharon M. DeGrace RN, MN Service Line Administrator. COM Departments involved in SL. Significant

tyne
Download Presentation

Surgery Acute Critical Care Service Line (SACC) Service Line Review Session #1 Dean’s Meeting – January 11, 2010

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Surgery Acute Critical Care Service Line (SACC)Service Line Review Session #1Dean’s Meeting – January 11, 2010

    Samir M. Fakhry MD, FACS Service Line Medical Director Sharon M. DeGrace RN, MN Service Line Administrator
  2. COM Departments involved in SL Significant Surgery Anesthesia Neurosciences Medicine Orthopedics Others Radiology Psychiatry Pediatrics Otolaryngology Urology Lab. Med/Pathology OB/GYN Regenerative Medicine
  3. SACC Clinical Programs Meducare (Transport Service and Consolidated Communication Center) Clinical Disaster Preparedness Adult ED and Chest Pain Center Trauma Center and Injury Prevention Program Acute Care Surgery Service (24/7 in house) Surgery and Trauma ICU 6 West (non-ICU ventilator unit)
  4. SL Big Bets (3-5 year strategic goals)in collaboration with MACC SL National and State Recognition for quality, cost and efficiency ACS COT Level 1 Trauma Center Verification AACN Beacon designation for ICUs 24/7 in-house Acute Care Surgery program Develop nationally recognized research program Establish multidisciplinary Critical Care research group Increase extra and intramural funding Collaborate with SCTR and others Unified MUHA Critical Care Environment Campus-wide, evidence based Critical Care model Standardized certification and credentialing Interdisciplinary collaboration Philanthropy for named centers for clinical and research excellence Combine SACC and MACC SLs
  5. 2010-2011 Progress towards Big Bets National and State Recognition for quality, cost and efficiency ACS COT Level 1 Trauma Center Verification: May 2011 Consultation visit FY2010 with strong review Final Visit planned May 2011 AACN Beacon designation for STICU: 2009 & 2010 Only hospital in SC with Beacon designated units One of 61 units nationally with multi-year designation 24/7 in-house Acute Care Surgery program: FY2010 SL led successful collaboration between hospital and COM to establish 24/7 in house Acute Care Surgery coverage Oct 2009 Develop nationally recognized research program Establish multidisciplinary research group: FY2011 Injury and Acute Care Research Group established Increase extra and intramural funding: FY2010 NIH Challenge Grant (CREST-Fakhry & Ford Co-PI) Duke Endowment Proposal submission (Fakhry PI) Industry sponsored clinical trials (SyNAPSE-Fakhry PI, Rib Plating National Trial-Fakhry PI) Collaborate with SCTR and others: FY2010 Telemedicine Retreat with SCTR Nov 2010 Led original national research projects (e.g. National AAST VAP study-Fakhry PI)
  6. 2010-2011 Progress towards Big Bets Unified MUHA Critical Care Environment Campus-wide, evidence based Critical Care model ICU Task Force established: FY2010 Standardized certification and credentialing In process with Medical Staff Office: FY2011 Interdisciplinary collaboration Interdisciplinary Critical Care Grand Rounds: FY2011 SACC growth 4.9% FY10-FY11 (YTD) Philanthropy for named centers for clinical and research excellence Collaborating with Terry Stanley, MUSC Development Office, and Vera Ford, Dept. of Surgery Development Officer, for major gift: FY2011 Combine SACC and MACC SLs SACC and MACC integrated strategic planning: FY2010 SACC and MACC Medical Directors meet weekly: FY2010 SACC and MACC joint weekly operations meeting: FY2010 MUHA Medical Director in support of merger:FY2011
  7. What is going well in SL? SACC effectively leveraging SL concept through productive collaborations of hospital and COM (eg Hospital support for 24/7 Acute Care Surgery, Trauma & ICU coverage initiatives) QI more robust with effective PI processes and MD engagement Cost reduction underway, growth in patient volume and RVUs Research increasing, engaging collaborators (eg SCTR) Seamless collaboration with MACC SL
  8. Opportunities for improvement in SL Market SACC and MACC as region’s best for the care of the sickest patients Data Concurrent information on performance Standardized definitions across enterprise Resources for development No control over capital Dean and Admin. support for Critical Care initiatives
  9. Input on SL as a structure Recommend SACC & MACC merge into one SL Re-engage SL advisory group Overall, the SL structure has been an effective means to address acute and critical care challenges that span different medical specialties and hospital departments.  This applies not only to clinical and fiscal affairs but also to academic affairs including research
  10. Tab 2SL Dashboard November 2010 dashboard from Enterprise Analytics
  11. Click on image to open PDF
  12. Tab 3Goal Performance Executive Summary – Annual LEM performance Executive Summary – 2011 Pillar performance YTD 2011 LEM Monthly Report Card
  13. SLL Goal (LEM) PerformanceExecutive Summary - Annual Green – 4; Yellow – 3; Red - <2.5 Scale 1-5; 4 is goal attainment
  14. SLL Goal (LEM) PerformanceExecutive Summary – YTD Green – 4; Yellow – 3; Red - <2.5 Scale 1-5; 4 is goal attainment
  15. Click on image to open PDF
  16. Tab 4SL 5/10 Performance YTD 5/10 Performance YTD 5/10 Plan Executive Summary
More Related