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Reunión líderes Médicos CMABC

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REUNION DE LIDERES MEDICOS CENTRO MEDICO ABC LINEA DE SERVICIO Y PRACTICA MEDICA GRUPAL NEUROCIENCIAS:

REUNION DE LIDERES MEDICOS CENTRO MEDICO ABC LINEA DE SERVICIO Y PRACTICA MEDICA GRUPAL NEUROCIENCIAS CENTRO NEUROLÓGICO ABC Aurelio Méndez y Roberto de Leo Abril 2014

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PRIMERA REUNION ANUAL DE LIDERES MEDICOS 2014 “FACTORES CLAVE EN EL EXITO INSTITUCIONAL” CLUB DE GOLF CHAPULTEPEC VIERNES 9 DE MAYO 2014 AGRADECIMIENTOS A: DR. J. OCTAVIO RUIZ SPEARE DIRECTOR DEL CUERPO MEDICO DRA. BLANCA VELAZQUEZ DIRECTORA CORPORATIVA DE OPERACIONES CMABC DR. ELIAS HORTA BUSTILLOS VICEPRESIDENTE MEDICO CMAC

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PRIMERA REUNION ANUAL DE LIDERES MEDICOS 2014 “FACTORES CLAVE EN EL EXITO INSTITUCIONAL”

CLAVES DE EXITO:

CLAVES DE EXITO

1. LA IMPORTANCIA DE LA ELECCION DEL LIDER:

1. LA I MPORTANCIA DE LA ELECCION DEL LIDER VISION CARACTER ACTITUD INTEGRIDAD CREATIVO INTELIGENTE GENERADOR DE EQUIPOS GESTOR DE EMOCIONES COMUNICADOR ENTUSIASTA CATALIZADOR DE RESULTADOS DESTRUCTOR DE BARRERAS NEGOCIADOR PREDICA CON EJEMPLO

1. LA IMPORTANCIA DE LA ELECCION DEL LIDER:

1. LA I MPORTANCIA DE LA ELECCION DEL LIDER VISION CARACTER ACTITUD INTEGRIDAD CREATIVO INTELIGENTE GENERADOR DE EQUIPOS GESTOR DE EMOCIONES COMUNICADOR ENTUSIASTA CATALIZADOR DE RESULTADOS DESTRUCTOR DE BARRERAS NEGOCIADOR PREDICA CON EJEMPLO Leadership That Gets Results Harvard Business Review March-April 2000

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PRIMERA REUNION ANUAL DE LIDERES MEDICOS 2014 “FACTORES CLAVE EN EL EXITO INSTITUCIONAL”

2. IMPORTANCIA DE LA ALINEACION:

2. IMPORTANCIA DE LA ALINEACION

2. IMPORTANCIA DE LA ALINEACION:

2. IMPORTANCIA DE LA ALINEACION APRENDE A COMBATIR ENSEÑA EL CAMINO HAZLOBIEN CONOCE LOS HECHOS ESPERA LO PEOR APROVECHA EL MOMENTO QUEMA LAS NAVES HAZLO MEJOR EMPUJAR TODOS QUE NO ADIVINEN TUS INTENCIONES SUN TZU

IMPORTANCIA DE LA ALINEACION:

IMPORTANCIA DE LA ALINEACION

3. INCLUSION/PARTICIPACION:

3 . INCLUSION/PARTICIPACION

4. COMUNICACION INTERNA:

4. COMUNICACION INTERNA

5. INNOVACION:

5 . INNOVACION INNOVAR ES… MEJORAR CAMBIAR TRANSFORMAR LOGRAR RESULTADOS

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FONDO DE RETIRO UNA PROTECCION PARA EL MEDICO, GRACIAS AL TRABAJO EN LINEAS DE SERVICO Y PRACTICAS MEDICAS GRUPALES EN EL CM ABC 2012

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The Neurohospitalist . Key Performance Indicators . Experience in The American British Cowdray Medical Center , Centro Neurologico ABC in Mexico City El Neurohospitalista . Indicadores Clave de Desempeño Centro Neurológico

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The Hospitalist has been proven to maintain and increase the standards of quality and safety in health care systems. The results of incorporating a Hospitalist have impacted on reducing morbidity, increasing hospital safety markers and impacting in socioeconomic factors such as: length of stay, costs, early readmission rates and others markers. Background Design/Methods Results Five KPIs used were: 1) Mean length hospital stay. 2) Integration of the clinical chart. 3) Supervision of medical orders. 4) Early detection of risks and accidents during the hospital stay and 5) Satisfaction rates at hospital discharge and after it. the two periods. Neurological and neurosurgical miscellaneous diagnoses were included for this evaluation . The results of the KPIs: 1 (5.2 vs 7.1 days, P <0.001), 2 (medium to high satisfaction vs poor integration record. 3 (high verification of medical orders vs poor check medical orders. 4) 1.5 vs 4.5 risks and accidents/month, p <0.001) and 5) high satisfaction rating vs median satisfaction. Conclusions Strong evidence supports the importance of having a Neurohospitalist as a member of a Neurological Center. The Neurohospitalist has a direct impact in preserving and maximizing quality and safety standards especially when the institution is looking to maintain the quality of international certification as by JCI. The Neurohospitalist . Key Performance Indicators. Experience in The American British Cowdray Medical Center, Centro Neurologico ABC in Mexico City. Aurelio Mendez Dominguez, Roberto Alfonso De Leo-Vargas, Felipe Castellon- Aviña , Marco Antonio Alegria -Loyola, Melanie Marmolejo , Manuel Ruiz-Alvarez, Claudia Cabrera. México City, Mexico ABC Medical Center (The American British Cowdray Medical Center I.A.P.) is a non-profit medical institution, founded in 1886 by American and British collaboration. Since then it has provided medical care with the best medical standards as well as philanthropic actions which are important values for us. Strategic alliance with Methodist International (the international branch of The Methodist Hospital in Houston, Texas USA) gave us the opportunity to compare our practice with international standards. In 2000 we established The Medical Group Practice and Speciality Services Lines as Neurology, Cardiology, Oncology, etc. Our institution has achieved the most important international certifications. The Centro Neurologico consider the Hospitalist as a fundamental tool to increase the quality and safety for our patients since it was adopted 3 years ago Disclosure The authors have nothing to disclose. This is a retrospective cohort study using survey data from our center and applying only 5 important KPIs during 12 months/1000 patients vs same time/same number patients in two periods: pre- neurohospitalist and with aid of Neurohospitalist , between Sep 2009 and Sep 2011. The ABC Neurological Center is an institution with high expertise in Neurosciences part of the ABC Medical Center with international certification (JCI). Applying five Key Performance Indicators ( KPIs ) we evaluate the effect provided by the role of the Neurohospitalist in preserving standards of quality and safety. Objective Correspondence Aurelio Mendez Dominguez. Carlos Graeff González 154-154, Tlaxala Santa Fe , Cuajimalpa , Mexico City, 05300, Mexico a_mendez3@hotmail.com Category - Global Health: Education and Capacity Building [P04.233] Session Info:  Session P04: Global Health (7:30 AM-12:00 PM)   Presentation Time:  Wednesday, March 20, 2013, San Diego, Cal. USA. About ABC Medical Center IAP and Centro Neurologico AB Key Performance Indicators used: Mean length hospital stay Integration of the clinical chart Supervision of medical orders 4) Early detection of risks and accidents during the hospital stay 5) Satisfaction rates at hospital discharge and after it BSC /Objective/Indicator (KPIs)/Basal/Outcome

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Private hospitals operating as academic and educational institutions such as university type are organizations that include in its specialized services, diversified and complex, are models of sensitive institution innovation, its method of financing often is mixed with the participation different economic structures, are alert to the competitive environment in the healthcare market looking for leadership in local health markets. For most hospitals in Latin America to comply with local certification enough for continuity of the model, however the international benchmarking by branching theory can be a tool to innovate the functioning of medical institutions, this experience has been poorly documented. Background Design/Methods Results Since we addopted the modernization process and the international affiliation the performance matrix archived goals over 95% for all bechmarks and all process used (see tables and graphics). Conclusions We suggest that strategies to modernize the operation of a Neurological Center is an international affiliation must contemplate as this allows for benchmarking elements that promote best practices in hospitalized patients International Affiliation As A Tool To Improve The Quality And Safety Of Inpatient Care. Experience Neurological Center, The American British Cowdray Medical Center. México Aurelio Mendez-Dominguez, Roberto Alfonso de Leo-Vargas, Alejandro Alfonso-Diaz, Guillermo Reyes-Caballero, Marco A. Alegria-Loyola, Patricia Concha-Hein, Claudia Cabrera. México City, México ABC Medical Center (The American British Cowdray Medical Center I.A.P.) is a non-profit medical institution, founded in 1886 by American and British collaboration. Since then it has provided medical care with the best medical standards as well as philanthropic actions which are important values for us. Strategic alliance with Methodist International (the international branch of The Methodist Hospital in Houston, Texas USA) gave us the opportunity to compare our practice with international standards. In 2000 we established The Medical Group Practice and Speciality Services Lines as Neurology, Cardiology, Oncology, etc. Our institution has achieved the most important international certifications. Disclosure The authors have nothing to disclose. Since 2000 based on a modernization process seeking operational efficiency, financial and clinical migrated our institution hospital a monolithic system to a system with an international focus developing: Service Lines, change to corporate structure management, clinical guidelines , guides productivity and efficiency, modernization of technology and strategic alliance with the Methodist International (MI), the international arm of TMH. In 2007, fully adopted Neurological Center Institutional Quality Programs, compliance with Joint Commission International criteria, standardized medical protocols, correlation with clinical complexity supported resource demand DRGs, formalized an intensive program of education and training to be a priority and Quality patient Safety (includes hand washing, hospital infections, satisfaction and safety), all led to a performance matrix evaluated every quarter. Elucidate our experience in innovation about in terms of Neurological standards of quality and safety for in-patients by adopting benchmarking and international affiliation. Objective Correspondence Aurelio Mendez Dominguez. Carlos Graef Fernandez 154-154, Tlaxala Santa Fe , Cuajimalpa, Mexico City, 05300, Mexico a_mendez3@hotmail.com Category - Global Health: Education and Capacity Building [P4.300] Session Info:  Session P04: Global Health   Presentation: Wednesday, 4/30/2014, Philadelphia, PA. USA. About ABC Medical Center IAP and Centro Neurologico ABC Case Mix Index (In-patient admission) Goal <95.35 R2013=75.69 Incidents of medication per 1000 patient days Almost error per 1000 patient days Without damage per 1000 patient days Incidents of medications per 1000 patient days SAFETY-PATIENT BENCHMARKS / NEUROCIENCES / SANTA FE Indicator 2012 2013 Goal 2013 Sugar Land 2013 Goal TMH Q3 2012 U.S National Rate 2012 1° QTR 2° QTR. 3° QTR Oct. Nov. Dic. Patient falls x 1000 patient days . 0.37 0.00 1.64 0.00 0.00 0.00 2.41 ≤0.70 1.30 2.31 1.60 Lesions related to fall x 1000 patient days 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ≤0.20 0.00 0.35 ND SAFETY-PATIENT BENCHMARKS / NEUROCIENCES / SANTA FE Indicator 2012 2013 Goal 2013 Sugar Land 2013 Goal TMH Q3 2012 U.S National Rate 2012 1° QTR 2° QTR 3° QTR Oct. Nov. Dic. % Program Hand Hygiene nursing 82% 81% 80% 87% 91% 93% 91% ≥ 90 97% ND ND % of Pressure ulcer developed during care 3.22% 0.00% 0.00% 0.00% 0.89% 0.00% 0.00% SAFETY-PATIENT BENCHMARKS / NEUROCIENCES / SANTA FE Indicator 2012 2013 Goal 2013 Sugar Land 2013 Goal TMH Q3 SANTA FE U.S National Rate 2012 1° QTR 2° QTR 3° QTR Oct. Nov. Dic. Bacteremia associated with VCC x 1000 catheter days 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ≤0.40 0.57 0.95 0.80 Related urinary tract infection x 1000 days urinary catheter. 6.59 7.87 7.75 0.00 0.00 0.00 0.00 ≤ 2.00 0.00 0.24 1.0 QUALITY BENCHMARKS/ NEUROCIENCES / SANTA FE CAMPUS Indicator 2012 2013 Goal 2013 TMH Q3 2012 1° Trim 2° Trim 3° Trim Oct. Nov. Dic. % Patient o verall satisfaction 68.76% 76.10% 78.58% 79.18% 73.59% 73.03% 76.17% >76% 88.7% % Satisfaction in the care received by nursing 76.45% 82.72% 83.16% 78.70% 75.12% 74.80% 80% > 80% 90.7% % Satisfaction in the management of pain 65.90% 69.12% 72.48% 76.67% 71.50% 74% 80% ≥70% 74% % Identification prior to drug administration and/or procedures. 97.15 97.78% 100% 100% 100% 100% 100% 100% 64%

5. INNOVACION:

5 . INNOVACION

5. INNOVACION:

5 . INNOVACION

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“FACTORES CLAVE EN EL EXITO INSTITUCIONAL”

Origen de los Ingresos:

Origen de los Ingresos

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“FACTORES CLAVE EN EL EXITO INSTITUCIONAL”

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“FACTORES CLAVE EN EL EXITO INSTITUCIONAL”

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“FACTORES CLAVE EN EL EXITO INSTITUCIONAL” Donativo para Edificio Escuela de Medicina TEC-ABC (2014) $ 2,600, 000.00

CLAVES DE EXITO:

CLAVES DE EXITO CLIMA LABORAL

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“FACTORES CLAVE EN EL EXITO INSTITUCIONAL”

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“FACTORES CLAVE EN EL EXITO INSTITUCIONAL” PERSPECTIVAS DE LA LINEA DE SERVICIO Y PRACTICA MEDICA GRUPAL DE EL LIMITE DE CRECIMIENTO Y DESARROLLO ?

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PRIMERA REUNION ANUAL DE LIDERES MEDICOS 2014 “FACTORES CLAVE EN EL EXITO INSTITUCIONAL”

PowerPoint Presentation:

“FACTORES CLAVE EN EL EXITO INSTITUCIONAL”

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