northwestern medicine - aha · 2018-10-18 · facts •30% of health care spending is unnecessary...
TRANSCRIPT
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Northwestern Medicine
Building in Value by Focusing on Physicians and Patients
Presented for: AHA Webinar
Presented by: Thomas Moran, VP & Chief Medical Informatics Executive NMHC
Presented on: October 18, 2018
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Facts
• 30% of health care spending is unnecessary $750 Billion/year
• Examples:
Antibiotics for Sore throat: don’t do it• 10% of patients have Strep A cause, but 60% get antibiotics
High Cost Imaging: don’t order for uncomplicated headache, low back pain• High cost imaging use has increased in the last 10 years
• If doctors understand what is best, why don’t we change?
Everyone knows what is best practice but…
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Perception of Value
• Views:
Patient: outcomes, quality, satisfaction, access, affordability
Physician: outcomes, quality, high value is what they know of the patient and their needs, to order the right labs, the right exams the right consults, time with patient, efficiency, cost
Health System: Cost, denials, revenue, quality
Payer: cost, quality, outcomes
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Perception of Value
•Value ≠ Quality ≠ Cost
The terms cannot be use interchangeably
The basis of value is defined by the patient not the physician or the system.• Value = is a composite of patient experience, quality and cost. The quality
of services patients receive, how they appreciate what they receive, did it meet their satisfaction and is it delivered at a price they could afford.
• Value = perceived quality + perceived satisfaction + affordability
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What is the problem
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We have so much data we are lost with little to no information and lack of trust
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WHY WE FAIL
If physicians cannot see or find the information needed to care for a patient quickly, what do they do?
They order another one or two
To get the information
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Physician perception of the EHR value
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You make me do more work but it adds no value for me or for my patient
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Patient perception of the EHR Value
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Moving the Needle – Awareness and Education
• Webinars
• MyLearning
• Links to Choosing Wisely
• Medication Cost and efficacy
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DOES NOT MOVE THE NEEDLE MUCH!
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Moving the Needle - EHR Ordering
• Order Set consolidation across campuses
Best practice combined with local knowledge
• Duplicate order checking
• Prior results visible in order completer window
• Prior (within 6 weeks) Renal Function linked to Imaging requiring contrast
• Generic medications as default
• Rx is aligned to payer
• Ortho OP – linking CC to pull what has been done
Right Knee pain = sidebar report of all prior right knee care
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Begins to move the needle
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Moving the Needle – EHR Information Viewing
• 1 Click report for Prior VS
• Synopsis view shows problem over time
• HF synopsis shows parameters over time
• Side Bar reports
• Simplified Navigator – show only needed actions
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Starts turning data into usable information
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It’s Complicated
4 regions
11 campuses
4 Employed medical groups
academic and community focus
1 IT department
Need to align with system goals
Need to meet local goals
Provide consistent experience for patients no matter what door they come in
Oh by the way decrease cost and increase revenue
And, most important keep everyone happy
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Clinical Informatics
The Liaison - the go between for our IT analysts and our front line clinical /operational teams. Working to develop content, workflows, and desired patient outcomes
The Big Picture – helped predict upstream/downstream impacts of decisions, and facilitated discussions to address the right problems
The Reviewer - Participate in training activities, including review of curriculum, roles impacted, and content beyond Epic functionality
The Observer – observe workflows and facilitated improvement efforts to meet needs
The Helper - Participated in and guide charge capture efforts
The Connector - Facilitate relationship building across the system, contributing to NM system development
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Adding Value – The Health Informatics Role
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Welcome to Our Model – The SCC
System Clinical Collaboratives
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System Clinical Collaboratives (SCCs)
• Clinical focus/Specialty-specific, physician-led, Nursing Partnered inclusive work groups
• Supported predictable dedicated resources
IT/Epic, Analytics, Quality, Informatics and PI
• Members responsible for making decisions, disseminating information to Department/Chair, and garnering approvals
To Improve Care across System
Community Physician Co-leadAMC
Physician Co-leadMembers from each hospital
(MD, RN, Admin, Others)
Dedicated Facilitator
IT Analytics Quality PI
System Clinical Collaborative
Informatics
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SCC Areas of Focus
1. Improved patient outcomes
2. Reduce inefficiencies and optimize the EMR
3. Establish and implement best practices
4. Reduce clinical variation
5. Incorporate innovations into clinical care
6. Develop quality measures
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SCC’s
Anesthesia
Emergency Medicine
General Surgery
Hospital Medicine
Lab/Path
Nursing
OB/GYNE
Perioperative
Primary Care
Radiology
Behavioral Health
GI
Medication Safety
NICU/PEDS
Ortho
Transplant
Patient Technology
Pulmonary
BCVI (cardiology)
Critical Care
Neurosciences
Rad Onc
Live
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SCC’s
• Dermatology
• Nephrology
• Oncology
• Ophthalmology
• Otolaryngology
• Urology
• Allergy/Immunology
• Rheumatology
In the works
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SCC Workflow Overview
SCC develops
initial work concept
System and hospital leaders approve concept
development
SCC develops detailed
work plan
System & hospital leaders approve
work plan
SCC and System
Functions (QI, PI, IT,
Informatics, Analytics) carry out
work
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Benefits of the New SCC Model
•Clinicians are at the center of decision-making
• Streamlines improvement initiatives
•Built in dedicated support staff
• Improves engagement and collaboration across NM
•Allows the factory (IT) to get the work done
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Patient Experience
Enhance Patient
Experience
Reduce Duplicate Orders via Decision Support
eSignature Pads Used
at Reg
Reg & Auth Verification Completed
Prior to Arrival
Universal Consent Forms
Patients Attach
Images, Videos,
Docs. via MyChart
Vitals, Problem List and
Shared via MyChart
Enterprise Visit Types &
Question-naires Ease Scheduling
Enterprise Visit Types &
Question-naires Ease Scheduling
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Patient Safety
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Patient Safety
Transparency of
Document-ation Across
Venues of Care
Use Evidence &
Decision Support for
Mobility Promotion
Use Evidence & Decision Support for Falls Risk &
Injury Prevention
Improved Hand-Off Tools & Plan of
Care
Use Evidence &
Decision Support for
Difficult Airway
Use Evidence & Decision Support for
Assessments (Sepsis, Sleep
Apnea, Delirium)
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Clinical Experience
Improve Effectiveness of Clinician
Experience & Outcomes
Discharge Navigator
and Checklist
One-stop-shop for Trauma
Orders via Order Set
Transcrip-tions and Voice-to-
Text Available
Mobile Epic Apps
Provide Easy & Secure Access
Automated Continuum
of Care Reports
Inpatient Header Displays
Standardized Key Patient
Data
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Questions