2012NAHCAnnualConference
Session604
Welcome
PamelaHall,RN,BSEd,MBA
ExecutiveDirector
Executive Director
AthensRegionalHomeHealthServices
Athens,Georgia
PattyF.Steele,MSN,RN,MBAHCM
SolutionManager,InformaticsNurse
Solution Manager Informatics Nurse
CernerExtendedCare
KansasCity,Missouri
1
8/31/2012
OverviewandObjectives
Describebestpracticeguidelinesforcare
planning
l i
Describetheprocessfordevelopingclinical
assessmenttoolsforpreventionandrisk
reduction
PatientsHealthcareExperience
2
8/31/2012
African Proverb:
OrganizationofHealthCare
(Whatitis)
Carenotbasedonevidence,butexperienceand
t i i
training
Seldomateamapproachcaremainlydrivenbythe
physicianalone
Paternalistic&directiveapproach,littleattentionto
patientsbehavioralneeds
Limitedaccesstospecialistsorreluctanceof
primarycarereferral
i f l
Insurerlimitations
Fragmentedaccess
Informationsystemsinadequatetosupportclinical
decisionmaking
3
8/31/2012
FocusofCare&Incentives
Example:Diabetes
Now IllnessMindset:
Complicationsinevitable
C li ti i it bl
Worldclassfootamputations
TheFuture Preventive/SelfManagementSupport:
Potentialdiabetics diseaseprevention
p
Patientsw/diabetes
preventcomplicationsorevenreverseeffects
patientactivation
OrganizationofHealthCare
(Whatitshouldbe)
Evidencebasedpractice(EBP)
Teambasedapproach
Patientfocused
Accesstoclinicalexpertise&specialists
Supportive information systems
Supportiveinformationsystems
4
8/31/2012
SupportiveInformationSystems
Decisionsguidedatpointofcare
Integratecarewithothersettings
Integrate care with other settings
Abilitytotrackresultsrealtimetoproducemid
coursecorrections
Abilitytoconnectwithpatients
Predictivemodelingandpreventivecare
Rapidadoptionofnewknowledgethroughclinical
decision support tools
decisionsupporttools
Linkagebetweenclinical,financialandsatisfaction
outcomes
Patientregistries
WagnersChronicCareModel
Productive
Informed, Prepared,
Activated Interactions Proactive
Patient Practice
T
Team
Improved Outcomes
Wagner EH. Chronic disease management: What will it take to improve care for chronic illness? Effect Clin
Pract.1998;1:2-4.
5
8/31/2012
MelnyksParadigm
EBPOrganizationalCulture
Context of Caring*
Research evidence
and evidence-based
theories
EvolvingProviderBusinessModels
Wellness/Prevention Acute Care Chronic Care
Wellness centers
Retail clinics
Complimentary medicine
Concierge medicine
Medical home
Telehealth, telemedicine, e-visits
Medical tourism
Ambulatory surgery centers
Centers of excellence
Specialty hospitals
Mobile and home care
Source: IBM Global Business Services & IBM Institute for Business Value
6
8/31/2012
IncreasingValueRequires
IncreasingInformationIntensity
Good
Personalized
(based on people like me)
Access to
relevant Evidence-based
patient (based on population)
information
Evidenced-
based Clinician consensus
Trial & One size fits all
error
Individual clinician knowledge &
experience
Poor Good
Access to clinical knowledge
e.g. diagnostic tools, comparative effectiveness
Source: IBM Global Business Services & IBM Institute for Business Value
Definition:
ClinicalPracticeGuidelines
"Clinical
Clinicalpracticeguidelinesaresystematically
practice guidelines are systematically
developedstatementstoassistpractitionerand
patientdecisionsaboutappropriatehealthcarefor
specificclinicalcircumstances"(Instituteof
Medicine,1990).
Theydefinetheroleofspecificdiagnosticand
treatment modalities in the diagnosis and
treatmentmodalitiesinthediagnosisand
managementofpatients.Thestatementscontain
recommendationsthatarebasedonevidencefrom
arigoroussystematicreviewandsynthesisofthe
publishedmedicalliterature.
7
8/31/2012
LevelsofEvidence
ClinicalPracticeGuidelines
Basedonresearchofwhatworksbest
evidencebased
evidence based
Spansthecontinuumofcare
Driveshighqualitycarethroughtoolsthat
recommendevidencebasedcare
resolvepatientproblems
integratemedicalevidence
reduce unnecessary care
reduceunnecessarycare
Atthepointofcare,helpsclinicianmakedecisionaboutcare
Patientreceivesexcellentcare
Managementprovidedwithrealtimeactionabledata
8
8/31/2012
ExamplesofClinicalPractice
Guidelines
NationalGuidelineClearinghouse
http://guideline.gov/
http://guideline gov/
NationalHeartLungandBloodInstitute
http://www.nhlbi.nih.gov/guidelines/index.htm
AmericanDiabetesAssociation
http://care.diabetesjournals.org/content/35/Supplement_1
OmahaSystem
Omaha System
http://omahasystemmn.org/KBS_care_plans.php
MillimanCareGuidelines notpublic
9
8/31/2012
OverviewandObjectives
DefineClinicalDecisionSupport
Describehowitworks
Describehowweuseit?
Clinicalassessments&RiskAnalysis
Discussuseofclinicalassessmenttools
Describehowtoincorporateriskassessmenttools
Fallrisk/prevention
Readmissionrisk/prevention
Pressureulcerrisk/prevention
Identify
Identifykeyprinciplesinusingclinicaldecision
key principles in using clinical decision
supporttechnologytodriveoptimaloutcomes
Describetransitionsofcaremodels
BuzzwordBingo
10
8/31/2012
Providingcliniciansorpatientswithclinical
knowledgeandpatientrelatedinformation,
intelligentlyfilteredorpresentedatappropriate
times,toenhancepatientcare.Osteroff etal,2006
Clinical Healthy
Decision Support
Provide
Providetherightinformation,totherightperson,in
the right information to the right person in
therightformat,throughtherightchannel,attheright
pointinthehealthcarecontinuumtoinfluencethe
healthydecisionsofindividualsandimprovetheoverall
healthofcommunities.me
11
8/31/2012
12
8/31/2012
Exclusions Healt
Evidence
hy
Triggered
action
Trigger Evaluation response
of
conditional
conditional
DataInput limits
26
13
8/31/2012
Linksthecliniciantoprotocols
Offerscustomizedviews
Improvesriskmanagement
Providesoutcomesassessment
Results in more accurate capture of
Resultsinmoreaccuratecaptureof
financialchargesandbillingefficiency
Increasespatientsatisfaction
27
RiskofCHFrelatedreadmissioncanbeassessed
28
14
8/31/2012
CHC 2011
2011 Cerner Corporation. All rights reserved. This document contains Cerner confidential and/or proprietary information which may not be reproduced or transmitted without the express written consent of Cerner. 29
CHC 2011
2011 Cerner Corporation. All rights reserved. This document contains Cerner confidential and/or proprietary information which may not be reproduced or transmitted without the express written consent of Cerner. 30
15
8/31/2012
ExamplesofClinicalDashboards
16
8/31/2012
17
8/31/2012
18
8/31/2012
ExamplesofPatientDashboards
PhysicianReviewsCompletedeVisit
19
8/31/2012
PhysicianReviewsRichardsQualityCard
PhysicianReviewsRecommendsontheQualityCard
20
8/31/2012
PhysicianAdjustMedicationDosage
RichardandProvidersareNotifiedoftheDoseChange
Richard
21
8/31/2012
ChartSearch
QualityMeasures
Predictive
BigData OASISC Modeling
Rules Clinical
Research Intelligence
Risk
44
22
8/31/2012
EMR
EHR
PHR
45
TraditionalRiskAssessmentTools
Focusedon
Falls
F ll
CHF
Readmission
PressureUlcerPrevention
SmokingCessation
Pneumonia
InfectionSurveillance
DiabeticManagement
23
8/31/2012
IsFocusonReadmissionsJustified?
Medicare spends $17.4 billion annually on
unplanned readmissions that occur within 30
days
y of the p
patient being g 1.
g discharged
1 Hospital Cost of Care, Quality of Care, and Readmission Rates: Penny-Wise and Pound-Foolish
2 Averages for 30-day Risk-Adjusted Readmissions were calculated for the period July 1, 2006 - June 30, 2009 CHC 2011
2011 Cerner Corporation. All rights reserved. This document contains Cerner confidential and/or proprietary information which may not be reproduced or transmitted without the express written consent of Cerner. 48
24
8/31/2012
30DayReadmissionChartReview
HospitalReadmissionReview
25
8/31/2012
HospitalReadmissionReviewHomeHealth
HealthcareProviderswillshare
thefinancialrisk
PercentMedicarerevenueatriskbyyear
8.00%
7.00%
6.00%
5.00%
Upto3%of
4.00% Medicarerevenue
atriskin2017
3.00%
2.00%
1.00%
0.00%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Medicare30DayReadmissions
ValueBasedPurchasing(PayforPerformance)
RHQDAPU(PayforReporting)
26
8/31/2012
HowDoWeTransitionThis?
HistoryofTransitionsofCare
Condition
Managementor
ChronicCondition
Management
27
8/31/2012
1ofevery4patientsdiagnosed
ReadmissionPrevention withCHFisreadmittedwithin30
daysofinitialdischarge
Transitions of Care
Data Source: RTI, 2009: Examining Post Acute Care Relationships in an Integrated Hospital System
28
8/31/2012
TheCareTransitionsIntervention
FundingfromTheJohnA.HartfordFoundationand
TheRobertWoodJohnsonFoundation
Designedinresponsetotheneedforapatient
centered,interdisciplinaryinterventionthataddresses
continuityofcareacrossmultiplesettingsand
practitioners.
Overridinggoaloftheintervention
Toimprovecaretransitionsbyprovidingpatientswith
tools
tools
Providingsupportthatpromoteknowledgeandself
managementoftheirconditionastheymovefrom
hospitaltohome
TheCareTransitionsIntervention
Model
Themodeliscomposedofthefollowingcomponents:
Apatientcenteredrecordthatconsistsoftheessentialcare
elements for facilitating productive interdisciplinary communication
elementsforfacilitatingproductiveinterdisciplinarycommunication
duringthecaretransition(referredtoasthePersonalHealthRecord,
orPHR).
Astructuredchecklist(DischargePreparationChecklist)ofcritical
activitiesdesignedtoempowerpatientsbeforedischargefromthe
hospitalornursingfacility.
ApatientselfactivationandmanagementsessionwithaTransitions
Coach inthehospitaldesignedtohelppatientsandtheircaregivers
understandandapplythefirsttwoelementsandasserttheirrolein
managingtransitions.
i t iti
TransitionsCoach followupvisitsintheSkilledNursingFacility(SNF)
and/orinthehomeandaccompanyingphonecallsdesignedto
sustainthefirstthreecomponentsandprovidecontinuityacrossthe
transition.
29
8/31/2012
NationalTransitionsofCareCoalition
CaseManagementSocietyofAmerica(CMSA)convenes
theNationalTransitionsofCareCoalition(NTOCC)
Distinctionbetweentransitionalcareandtransitionsof
care
Twokeyterms:
CareCoordinationisthedeliberateorganizationofpatientcare
activitiesamongtwoormoreparticipants(includingthe
patientand/orthefamily)tofacilitatetheappropriatedelivery
ofhealthcareservices.
TransitionsofCarerefertothemovementofpatientsbetween
T iti fC f t th t f ti t b t
healthcarelocations,providers,ordifferentlevelsofcare
withinthesamelocationastheirconditionsandcareneeds
change.
30
8/31/2012
NationalTransitionsofCareCoalition
Transitionsofcarecanoccur:
Withinsettings;e.g.,primarycaretospecialtycare,or
g ; g,p y p y ,
intensivecareunit(ICU)toward
Betweensettings;e.g.,hospitaltosubacutecare,or
ambulatoryclinictoseniorcenter
Acrosshealthstates;e.g.,curativecaretopalliativecare
orhospice,orpersonalresidencetoassistedliving.
Betweenproviders;e.g.,generalisttoaspecialist
p
practitioner,oracutecareprovidertoapalliativecare
, p p
specialist.
Transitionsofcareareasetofactionsdesignedto
ensurecoordinationandcontinuity.
ConceptualModelforTransitionsofCare
31
8/31/2012
Theconstantsinallmodels
WiththePersonatthecenter
ManagingHealthandpreventingillness
Patients Home Page
e-Visits
Family
Access Personal Health Record
By2013,25%ofpatientencountersin
NorthAmerica,WesternEuropeand
Asia/Pacificwillbeconductedvirtually.
GartnerPredicts2009
64
32
8/31/2012
InSummary
Thesecretofgettingaheadisgettingstarted.
Th
Thesecretofgettingstartedisbreakingyour
t f tti t t d i b ki
complex,overwhelmingtasksintosmall
manageabletasks,andthenstartingonthe
firstone.
MarkTwain
1887NursingJobDescription
Dailysweepandmopthefloorsofyourward,dustthepatientsfurnitureandwindowsills
Maintainaneventemperatureinyourwardbybringinginascuttleofcoalforthedays
business.
Lightisimportanttoobservethepatientscondition.Therefore,eachdayfillkerosene
lamps,cleanchimneysandtrimwicks
Thenursesnotesareimportantinaidingyourphysicianswork.Makeyourpenscarefully;
youmaywhittlenibstoyourindividualtaste.
Eachnurseondaydutywillreporteverydayat7a.m.andleaveat8p.m.,exceptonthe
Sabbath,onwhichdayshewillbeofffrom12noonto2p.m.
Graduatenursesingoodstandingwithdirectorofnurseswillbegivenaneveningoffeach
weekforcourtingpurposes,ortwoeveningasweekifyougoregularlytochurch.
Each nurse should lay aside from each payday a goodly sum of her earnings for her benefits
Eachnurseshouldlayasidefromeachpaydayagoodlysumofherearningsforherbenefits
duringherdecliningyears,sothatshewillnotbecomeaburden.Forexample,ifyouearn
$30amonth,youshouldsetaside$15.
Anynursewhosmokes,usesliquorinanyform,getsherhairdoneatabeautyshopor
frequentsdancehallswillgivethedirectorofnursesgoodreasontosuspectherworth,
intentionsandintegrity.
Thenursewhoperformsherlabors[and]servesherpatientsanddoctorsfaithfullyand
withoutfaultforaperiodoffiveyearswillbegivenanincreasebythehospital
administrationoffivecentsperday.
33
8/31/2012
Any Questions?
References
AmatayakulMK.Electronichealthrecords:Apracticalguideforprofessionalsandorganizations.Chicago(IL):AHIMA;
2009.
CITL.Thevalueofpersonalhealthrecords.CenterforHealthcareTechnologyLeadership,2008.Availablefrom:
http://tigerphr.pbworks.com/f/CITL_PHR_Report.pdf
GaretsD,DavisM.Electronicmedicalrecordsvs.electronichealthrecords:yes,thereisadifference.Chicago(IL):HIMSS
Analytics,2006,p.2.Availablefrom:http://www.himssanalytics.org/docs/WP_EMR_EHR.pdf
OfficeforCivilRights.HIPAAAdministrativeSimplification;RegulationText.US Department of Health and Human
Services,. 2006 Feb 16. Available from:
http://www.hhs.gov/ocr/privacy/hipaa/administrative/privacyrule/adminsimpregtext.pdf
Markle.ConnectingforHealth. Apublicprivatecollaborative. Thepersonalhealthworkinggroup. Finalreport;2003Jul1;
NewYork:MarkleFoundation.p.3.
NationalTransitionsofCareCoalitionwww.ntocc.org
OfficeforCivilRights.ThePatientSafetyRule.USDepartmentofHealthandHumanServices.2008Nov21.Available
from:http://www.hhs.gov/ocr/privacy/psa/regulation/rule/index.html
OfficeoftheNationalCoordinatorforHealthIT.HealthITterms.[Internet]Availablefrom:
http://healthit.hhs.gov/portal/server.pt/community/health_it_hhs_gov__glossary/1256
ONC Acronyms Available from:
ONC.Acronyms.Availablefrom:
http://healthit.hhs.gov/portal/server.pt/community/health_it_hhs_gov__acronyms/1217
RoadmaptoBetterCareTransitions.CMS;http://www.healthcare.gov/compare/partnershipfor
patients/safety/transitions.html
TheCareTransitionsProgramwww.caretransitions.org
RobertWoodJohnsonFoundationwww.rwjf.org
68
34