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Home > Managed Care
How to Structure a Healthcare Performance Improvement Process That Results in Incentive Payments, an Audio Conference on CD-ROM
How to Structure a Healthcare Performance Improvement Process That Results in Incentive Payments, an Audio Conference on CD-ROM
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How to Structure a Healthcare Performance Improvement Process That Results in Incentive Payments, an April 18, 2007 audio conference on CD-ROM, presents case studies from three hospitals whose quality improvement efforts have paid off. Cleveland County Healthcare System, Hackensack University Medical Center and Memorial Medical Center described the performance improvement programs at their respective organizations that yielded bonus quality incentive payments from the Centers of Medicare and Medicaid Services (CMS) under the Premier Hospital Quality Improvement Demonstration program.

Of the 260 hospitals participating in the Hospital Quality Demonstration program, 115 shared in $8.6 million in recently awarded bonus payments. All of the participating hospitals showed improvement in quality of care based on the CMS' performance measures on which these hospitals are judged.

During How to Structure a Healthcare Performance Improvement Process That Results in Incentive Payments, a 90-minute audio conference on CD-ROM, industry experts Jim Benté, vice president of quality and organizational development at Memorial Medical Center, Regina Berman, administrative director for performance improvement with Hackensack University Medical Center and Elizabeth Popwell, vice president of systems management at Cleveland County Healthcare System, gave us the inside details on how these hospitals have structured their internal processes to support an environment of performance improvement that has led to quality incentive payments from CMS under the Hospital Quality Improvement program.

Listen to some pre-conference comments from our audio conference presenters.

You will get details on how to:

  • Establish executive support to create and sustain a clinical performance program;
  • Foster a culture of quality across all departments;
  • Make the internal changes needed to support a performance improvement program;
  • Create a concurrent chart review program;
  • Operationalize improvements from the PFP pilot;
  • Monitor real-time key processes; and
  • Dedicate appropriate resources for performance improvement programs.

Here's what participants said about the live program

The speakers were very open about issues/problems and about they are doing in their programs to improve. The information presented was extremely helpful to me, said a director of research and quality at a physician practice.

PRE-CONFERENCE COMMENTS FROM OUR PRESENTERS:





Memorial Medical Center employees get on board with the hospital's mission, vision and values from the day they're hired, explains Jim Benté, Memorial's vice president of quality and organizational development:




Cleveland County Healthcare Systems' Vice President of Systems Management Liz Popwell credits a holistic approach to outpatient care -- including proper discharge instructions, disease-specific survival kits, and outpatient care analysis -- with Cleveland Regional Medical Center's 37 percent drop in hospital readmissions:



The quality message has shifted where patients go for care, says Regina Berman, HUMC administrative director for performance improvement, citing a "reverse migration" of patients from New York City to HUMC, which is receiving national attention for its bariatric surgery program and cancer center:

WHO WILL BENEFIT FROM THIS AUDIO CONFERENCE?

CEOs, CFOs, chief medical officers, chief nursing officers, medical directors, quality improvement executives, performance improvement executives, disease management directors, managers and coordinators, health plan executives, care management nurses, strategic planning directors and human resources executives.

Available in three formats

  • CD-ROM for computer play
  • CD-ROM for stereo play
  • On Demand version accessible online

Please note the stereo version ships as two CD-ROMs, whereas the .mp3 version ships as one CD-ROM.

ABOUT OUR PANELISTS:

Jim Benté

James R. Benté, RN, MBA is vice president of quality and organizational development for Memorial Health System, a three hospital system located in Springfield, Ill. He provides the strategy and leadership necessary to create an organizational culture capable of delivering operational and safety performance excellence as outlined in the Malcolm Baldrige National Quality Program. Benté is also responsible for ensuring that Memorial Health System maintains a state of constant compliance with all accreditation and regulatory standards as set forth by the Joint Commission, the Centers for Medicare and Medicaid Services, State of Illinois, and other agencies.

Benté has over 25 years of healthcare experience. Before starting with Memorial Health System in April 2000, he was vice president of Quality Management for Heritage Valley Health System, a two hospital system located in western Pennsylvania. From 1989 through 1995, he served as vice president of quality: organizational development for VHA Pennsylvania, a regional healthcare alliance. In his role at VHA, Benté provided leadership in designing and implementing a comprehensive continuous quality improvement strategy for over 25 VHA affiliated healthcare organizations.

As an adjunct assistant professor of health systems at Carnegie Mellon University, Heinz School of Public Policy and Management, Benté taught for six years in the Master of Public Management (MPM) program, and continues to teach physician leaders in the Master of Medical Management (MMM) degree program.

Benté received a diploma in professional nursing (RN) from Saint Francis Medical Center, Pittsburgh, holds an undergraduate degree in Health Administration from Wheeling Jesuit University, and a Master of Business Administration from West Virginia University. He has presented at numerous local, state, and national conferences, is a published author, and is a member of ASQ’s (American Society for Quality) Quality Press Review Board, for which he regularly reviews and assesses the quality of pre-published manuscripts.

Elizabeth A. Popwell

Elizabeth A. Popwell, FACHE, is the vice president of systems management and safety officer at Cleveland County Healthcare System in Shelby, N.C. She is responsible for quality, patient safety, infection control, environment of care, accreditation services, and case management at Cleveland County Healthcare System. Prior to that, Popwell served as director of performance improvement for Caromont Health in Gastonia, N.C.; manager of decision support with Premier, Inc., Charlotte, N.C. and client services executive for Mecon in Washington, D.C.

In 2006, a Premier case study was published honoring accomplishments led by Popwell; “Cleveland Regional Medical Center dramatically improves quality of patient care with weekly monitoring tools from Premier.” Additionally, an AHA case study “Process Improvement Using Premier’s HQID Pay for Performance Pilot” was also published.

Cleveland Regional Medical Center was recognized in 2005 as “Top Performer” in the CMS pay for performance demonstration project, and in 2003 Popwell was awarded the Early Career Healthcare Executive Regent’s Award of the American College of Healthcare Executives.

Popwell currently serves on the North Carolina Hospital Association’s Work Group for public reporting. She is a member of the National Association for Healthcare Quality, and is a Fellow of the American College of Healthcare Executives.

Popwell received her Bachelor of Arts degree from Illinois State University in Normal, Ill. and her Master of Arts in Public Administration at St. Louis (Mo.) University.

Regina S. Berman

Regina Berman is the administrative director of performance improvement services for Hackensack University Medical Center (HUMC). In 1999, she was recruited by HUMC to develop a performance improvement program that reflected use of contemporary models for improvement and to implement a “systems” approach to improvement activities.

Berman served as the project director for HUMC’s application for the Quality New Jersey (QNJ) Governor’s Award, which is based on Malcolm Baldrige criteria for which the Governor’s award in the Gold Category was awarded to HUMC. Additionally, HUMC received JCAHO Accreditation with Commendation, and the National Pursuing Perfection in Healthcare Grant funded by the RWJ Foundation. Most recently, HUMC has been recognized as a top decile performer in the CMS Demonstration Project, achieving high levels of performance for publicly mandated reporting of clinical outcomes and processes. Berman’s leadership was pivotal to these initiatives.

She serves as the past Chair of Quality New Jersey and is a Member of the Board of Examiners for the Malcolm Baldrige National Quality Program. She is a Diplomat of the American Board of Quality Assurance and Utilization Review Physicians and a Certified Professional in Healthcare Quality (CPHQ) of the National Association for Healthcare Quality. Berman is also serving on the advisory board for the National Committee for Quality Healthcare (NCQHC) Executive Institute and Performance Measurement Task Force. This group has developed “The CEO Survival Guide on Performance Measurement,” which suggests a framework in which healthcare executives consider performance measurement as a core component of an organizational strategy.

Berman speaks extensively on topics related to performance measurement and improvements strategies, process management and redesign, public reporting and pay for performance strategies.

Berman holds a Graduate Degree from New York University with a concentration in Delivery of Patient Care Services and Quality and has held various staff nurse, clinical specialists and managerial positions and spent much of her career developing and refining clinical and operational programs.

Publication Date: April 18, 2007
Number of Pages: 90 Minutes of Audio
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