Anderson Center External Advisory Council
In early 2012 the Anderson Center began efforts toward convening an External Advisory Council to provide ongoing insight and guidance around strategic issues that would arise as the Anderson Center continued to grow and evolve. As envisioned, the ideal group would be comprised of thought leaders with expertise across a number of spectrums - technology, innovation, and systems thinking. True to this idea, Louise Liang (Kaiser Permanente), Frank Moss (MIT Media Lab), Paul Batalden (Dartmouth), and former Secretary of the Treasury Paul O'Neill agreed to sit on the Council and help drive the Anderson Center's vision to reality by challenging our thinking, stretching our aspirations, guiding our strategic direction and exposing us to new ideas and innovations.
In April, the Anderson Center held the first meeting of the External Advisory Council. As anticipated, the discussions and observations were tremendously insightful, and provided the unbiased, reflective opinions needed as the Center continues planning for the future. The dialogue honed in on several areas of focus in the upcoming year, including looking at how to better leverage technology to drive innovation, finding ways to develop innovative approaches that more fully engage patients and families, and how we will effectively sustain our improvement momentum. Following the meeting, Anderson Center leaders have worked to integrate these themes into the Anderson Center operational plans and strategic prioritization for 2013, as well as align efforts in these areas with broader organizational goals. Moving into next year, we will continue to engage the Executive Advisory Council members as we implement these plans and will reconvene the group in the spring of 2013.
Under the leadership of Dr. Steve Muething,
• Solutions for Patient Safety received $4.3 million from the Center for Medicare & Medicaid Innovation to spread the existing safety programs in the original 8 Ohio hospitals to an additional 25 Phase I early adopter pediatric hospitals across the nation,
• The Anderson Center helped CCHMC meet our strategic plan goal for employee safety with significant reduction in OSHA recordable injuries, and
• We initiated Human factors work with initial effort focusing on monitoring reliability.
Chronic and Complex Disease
Under the leadership of Dr. Uma Kotagal, we had several significant accomplishments in this area:
• In support of the CCHMC strategic plan, the Anderson Center completed the Care Coordination and Outcomes rollout design in partnership with Information Services and Patient Services, and
• We also completed the Care Integration Pilot in 2 conditions, Liver Transplant and IBD.
• In support of the CCHMC strategic plan, Dr. Robert Kahn led efforts develop effective core pop health infrastructure teams to coach and measure outcomes improvement in prematurity/infant mortality, asthma, obesity, young child injury prevention, and early child development.
• In addition, we executed frequent PDSA testing in community agencies, with some by community partners including PHHC, CPS, Norwood Health Dept, Literacy West, and Javonte Woods youth group,
• We tested a community organizing framework in Norwood that led to safety improvements in 70+ homes, and
• We developed proposal in conjunction with IHI and community lead agencies for funding QI strategies in the community for better health and social outcomes
Dr. Fred Ryckman led several notable and successful initiatives this year:
• Physiologically Ready for Discharge: We developed processes and procedures to identify ready criteria and achieved 60% target of discharging patients within 2 hours. Significantly reduced Length of Stay for the six conditions selected to participate in the trial when following the new process.
• Capacity Planning for the Future:
- ICU Bed Prediction Project: We completed first system-wide analysis of ICU capacity that incorporated planned growth by Division and/or condition.
- Heart Institute Capacity Planning: We developed in-depth simulation model that identified bed needs for Floor, ICU, and Recovery bays that incorporated current demand and projected growth by diagnosis.
• ED to Inpatient Flow Failures: We made process improvements to reduce median % of patients waiting more than one hour for admission from 35% to 18%.
Health Services Research
• This year Dr. Peter Margolis led efforts to strengthen and integrate health services teaching and knowledge throughout the organization. In support of this, the Anderson Center hosted three community-building events (two HSR Open Houses in September and a workshop on Leading Effective Research Programs) and hosted 19 speakers for the HSR Matrix.
• We also strengthened collaborations with other CCHMC divisions through grant submissions and projects (Pulmonary, Rheumatology, GI, General Pediatrics, Cardiology, Neonatology).
Under the leadership of Dr. Carole Lannon,
• The Anderson Center continued efforts toward fulfilling the CCHMC strategic plan around Learning Networks, this year building an effective Learning Networks core infrastructure and initiating a learning collaborative among 5 CCHMC-supported networks.
• In addition, we used our 'learning networks theme' to successfully compete for pediatric Center for Education and Research in Therapeutics (CERTs); CCHMC was one of only 6 Centers funded, and the only pediatric CERT, and
• We sponsored National Collaborative Improvement Networks meeting and National Meeting on Building Capacity in Quality and Safety in collaboration with the American Board of Pediatrics.
Under the leadership of Dr. Evie Allesandrini, the Leadership Academy continued to oversee and grow successful QI training programs:
• Quality Scholars had the largest number of applicants (10) in the 5 years of the program’s history and have accepted the largest incoming class. The program welcomed 5 new scholars, and a first scholar from the Department of Surgery.
• RCIC: We completed 6 RCICs with a total of 352 participants; total of 67 teams/projects. A median of 88% of RCIC Projects demonstrated at least modest improvement by Graduation.
• I2S2: 55 new students completed the program, with 86% achieving modest results and 74% achieving significant results or better. One project scored a 9 (the highest possible score). This was our second 9 ever, exceeded a national benchmark in ED radiology turnaround time.