| Since joining the HMC Partnership in 1994, Mary Washington Hospital has seen dramatic improvements in clinical cost and length of stay performance. The hospital has successfully integrated HMC benchmark targets into their quarterly performance improvement reports (aka Dashboards). A 15% reduction in overall cost per case and 20% reduction in length of stay have been realized over the past six years. |
| The Challenge |
 | When Mary Washington Hospital received their first HMC Clinical Service Review in 1994, they realized they were much higher cost than their peers, driven primarily by a very high length of stay. |
| They saw the need to develop a comprehensive clinical performance improvement initiative focused around more intensive case management resources, education of clinicians, and implementation of care paths. |
Raising Awareness is Key |
| "Benchmarking with other organizations has raised the awareness of our physicians and hospital staff regarding our performance in comparison to our peers," said Beth Gentry, Manager of Project Resources within the Organization Development department. "The annual HMC Operations Benchmark Report helps us to identify and prioritize improvement opportunities within our four Care Centers: Cardiac, Medical, Surgical, and Women's & Children's." |
| "Education is an ongoing process. As managers and physicians learn more about benchmarking, it becomes increasingly important in the decision-making process. Gentry said. |
| The selection of clinical improvement projects was a designed as a data driven, collaborative process |
| In addition, the hospital learns from its peers. "We use HMC's excellent networking resources to investigate practice innovations at other aggressively managed institutions," Gentry said. |
| "They understand that the benchmarking initiative supports and adds value to our improvement efforts."
Beth Gentry,
Manager, Project Resources
Mary Washington Hospital
Fredericksburg, VA |
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Generating Results |
| Cost per Case and LOS show dramatic improvement since 1994:
- Since 1994, cost per case has improved 15%
- MWH has moved from the highest quartile of its peers to the lowest quartile.
- Length of stay has decreased 20% over 6 years.
- Volume has increased 40% since 1994.
- Each top 20 excess DRG has a care path in place.
- The Cardiovascular service line improved by over 15%, achieving profitability in 1999.
- Total cited savings potential down 28% since 1998.
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