HCM-FPX5310_MusiKeti_Assessment 3-1

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FPX5310

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Health Science

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Dec 6, 2023

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1 Assessment 3: Feasibility Study Keti Musi HCM-FPX5310: Decision-Making in Healthcare System Prof. Nowill Capella University June 25, 2021

2 Executive Summary The United States has the highest health spending per person than comparable countries, with costs approaching 18% of the gross domestic product (GDP). Prior studies estimated that approximately 30% of health care spending may be considered waste (Shrank et al, 2014). NewYork-Presbyterian (NYP) is one of the nation’s most comprehensive, integrated academic healthcare delivery systems, dedicated to providing the highest quality, most compassionate care and service to patients in the New York metropolitan area, nationally, and throughout the globe. I am a department leader in NewYork-Presbyterian health system’s HERCULES project management office (PMO). I have been asked by the Chief Operating Officer (COO) of NewYork-Presbyterian to propose a project or program to address a specific need, and to develop a feasibility study to determine if the proposed project or program should be undertaken. The following feasibility study explored implementing six work groups to significantly improve operational efficiencies (i.e., maintaining the best possible patient care and experience while reducing costs). The Organization NewYork-Presbyterian is one of the nation’s most comprehensive, integrated academic healthcare delivery systems, dedicated to providing the highest quality, most compassionate care and service to patients in the New York metropolitan area, nationally, and throughout the globe. NewYork-Presbyterian encompasses 10 hospital campuses across the Greater New York area, more than 200 primary and specialty care clinics and medical groups, and an array of telemedicine services. A leader in medical education, groundbreaking research, and innovative, patient-centered clinical care, NewYork-Presbyterian Health Care System, is the only academic medical center in the nation affiliated with two world-class medical schools, Weill Cornell

3 Medicine and Columbia University Vagelos College of Physicians and Surgeons. This collaboration means patients have access to the country's leading physicians, the full range of medical specialties, latest innovations in care, and research that is developing cures and saving lives. NewYork-Presbyterian has four major divisions: (1) NewYork-Presbyterian Hospital, (2) NewYork-Presbyterian Regional Hospital Network, (3) NewYork-Presbyterian Physician Services, and (4) Community and Population Health. Problem Objectives NewYork-Presbyterian, as all U.S. hospitals have, has focused on increasing revenue, volume, and growth. At the same time, the healthcare system has wasted millions of dollars on supply chain inefficiencies, variation, service duplication, and suboptimal labor management. To meet the economic challenges faced in the healthcare industry and to continue to provide low cost and high-quality services, NewYork-Presbyterian is striving to control operational costs. While NewYork-Presbyterian has made tremendous strides in achieving operational efficiency in recent years, it still has much to do. Therefore, NewYork-Presbyterian created an overarching project management office (PMO) of NewYork-Presbyterian called HERCULES – which stands for hospital, efficiency, revenue cycle, clinical utilization, length of stay, and enhanced sourcing. HERCULES is the project management office (PMO) of NewYork-Presbyterian focused on quality, cost, and price – i.e., identifying opportunities to achieve operational efficiencies, enhance revenue, and reduce costs OR improving (operational and administrative) efficiency and reducing costs, while maintaining and enhancing patient care. HERCULES focuses on four programmatic pillars: operational excellence (focusing on labor-related projects), LOS of stay, clinical resource optimization, and supply utilization. HERCULES provides comprehensive resources and support to operational leaders to guide their performance improvement efforts (ex.

4 driving efficiencies in operations, reducing length of stay, optimizing labor, and managing supply costs) in a more thoughtful way to maintain the best possible patient care and experience while bending the cost curve. HERCULES has identified six work groups that would be comprise managers and staff from across NewYork-Presbyterian. The groups would be charged with identifying opportunities to reduced costs, increase efficiency, and revenue enhancing solutions, without compromising patient care. Program Value Increasing cost efficiency and simultaneously improving the level of quality-of-care patients receive is the great workhorse of all health administrations (Litvak & Bisognano, 2011). By implementing the six high-value work group initiatives identified by the HERCULES project management office (PMO), we estimate that NewYork-Presbyterian could achieve more than $100 million in cost savings by reducing inefficiencies with operations while maintaining or improving quality of care, access to healthcare, and health outcomes. The six work groups that were identified are: 1. Clinical Resource Optimization – the goal is to enhance patient outcomes by reviewing clinical practice patterns and eliminating unnecessary provision or variation in care whenever possible. 2. Supply Utilization – the goal is to identify opportunities to reduce, and in some cases eliminate, the quantity of goods and services used, as well as review all medical supplies and devices in order to standardize whenever possible. 3. Length of Stay – the goal is to evaluate opportunities to streamline patient care processes while ensuring optimum care and timely discharge.

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