making the case for advanced team-based care: the right ... · a fuzzy matching model was in-used...
TRANSCRIPT
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Making the Case For Advanced Team-Based Care: The Right Thing to Do in Any Payment Model
American Conference on Physician Health (ACPH)Practice Transformation Boot CampWednesday, September 18, 2019
Kevin D. Hopkins, MDPrimary Care Medical Director, Cleveland Clinic Community Care
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• 66,000 Caregivers• 4,200 Physicians• 295,000 Hospital Admissions• 245,000 Surgical Cases• 7.9 Million Annual Outpatient Visits• 1,923 Residents & Fellows• 18 Hospitals • 210 Outpatient locations • 18 Family Health Centers• 27 Institutes, 140 Specialties
The Cleveland Clinic in 2019
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2018-’19 HIGHLIGHTS
• #2 in the world, Newsweek, 2019• #2 in the nation, US News and World Report in 2018• #4 in the nation, US News and World Report in 2019• #1 in the US for cardiac care since 1995 • Magnet® recognition and Pathway to Excellence® designation
for nursing
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Cleveland Clinic Locations
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Regional Hospital
Family Health Center
Health & Wellness Center
MEDINA HOSPITAL
LODI HOSPITAL
AKRON GENERAL MEDICAL CENTER
MARYMOUNT HOSPITAL
FAIRVIEW HOSPITAL
LUTHERANHOSPITAL SOUTH POINTE HOSPITAL
HILLCREST HOSPITALAVON HOSPITAL
EUCLID HOSPITAL
STOWMONTROSE
GREEN
BRUNSWICK
WOOSTER
STRONGSVILLE TWINSBURG
SOLON
CHAGRIN FALLS
BEACHWOOD
INDEPENDENCE
ELYRIA
LORAINAMHERST
SHEFFIELD VILLAGE
AVON LAKE
AVON POINTE
LAKEWOOD
RICHARD E. JACOBS HEALTH CENTER, AVON
WILLOUGHBY HILLS
STEPHANIE TUBBS JONES HEALTH CENTER
CLEVELAND CLINIC
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Cleveland Clinic Community Care (4C)People-1,600 caregivers: 564 staff and 216 APPs-168 residents: 9% of total GME Care-30% of total discharges (employed)-1.55 million annual visits: 35% of E+M volume of CCFEconomics-750k empaneled patients by the end of 2019-Average $2k downstream revenue per patient/year
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What Is Burnout?
“A stress reaction marked by depersonalization, emotional exhaustion, a feeling of decreased personal achievement
and a lack of empathy for patients”
-AMA Definition
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Burnout
“We feel caught between doing the work our patients need and the work we feel is
mandatory in our environment. When those competing demands are not aligned, it
creates a situation that is simply unmanageable for many physicians and other
health professionals.”- Christine Sinsky, MD, Internist,
VP of Professional Satisfaction, AMA
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Manifestations of Burnout• Exhaustion
• Depersonalization/Cynicism
• Reduced effectiveness
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2011 2012 2013 2014
BurnoutPhysicians 54%
Population 28%
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Female Male
Burnout51%51%
43%43%
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Which specialty has the highest burnout rate?
A. Hematology/OncologyB. Family MedicineC. PediatricsD. Emergency MedicineE. Dermatology
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% Burnout
54 54 56 57 58 59 60 6163 63 64
72
Avg ENT Anes Derm Neuro IM Ortho Rad PM&R FM Uro ER
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Satisfaction With Work-Life Balance
2011 2014
4941
5563
PhysiciansGeneral Population
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The Physician’s Foundation• Only 31% of physicians identify as independent practice owners or
partners, down from 33% in 2016 and down from 48.5% in 2012. • Employed physicians work more hours yet see fewer patients than
practice owners. • 80% of physicians are at full capacity or are overextended. • 55% describe their morale as somewhat or very negative, a number
consistent with findings in previous years. • 78% sometimes, often or always experience feelings of burnout. • 23% of physician time is spent on non-clinical paperwork. • 46% plan to change career paths
- 17% plan to retire (up from 14% in 2016) while - 12% plan to find a non-clinical job or position.
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Medical Economics• What’s ruining medicine for physicians?
- 44%, Paperwork and administrative burdens• What is the top challenge you face in your
practice?- 79%, Administrative tasks
• Do you feel burned out?- 84% Yes, 16% No
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OUCH!
82% of physicians believe that executives within their own organization don’t care
enough to help
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36% would NOT
choose medicine again
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Patient ImpactMedical errors
Quality & outcomes
Patient satisfaction
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Physician Impact
Interpersonal relationships
Substance abuse
Early retirement
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Organizational Impact
Productivity
Engagement
Turnover
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2009 2010 2011 2012 2013 2014 2015 2016
Cleveland Clinic Part-Time Physicians
13.3%
11.2%
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2011 2012 2013 2014
BurnoutPhysicians 54%
Population 28%
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Why is Burnout More Common Among Physicians?
• The Person• The Place• The Profession• The Paradigm
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Causes of Burnout Among Healthcare Workers
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Work OverloadWork Overload
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Loss of Control
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Loss of Autonomy & Prestige
69% of physicians believe that their clinical autonomy is sometimes or often limited and their decisions may be compromised
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Insufficient Reward
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Community Breakdown
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Absence of Fairness
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Conflicting Values
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So, Why Do We Need a Team?
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How many hours per day are required for a physician to perform all recommended preventative care, acute care, and chronic disease
management for a primary care panel of 2,500 patients?
A. 6 hoursB. 8.8 hoursC. 14.2 hoursD. 16.5 hoursE. 22.6 hours
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The Time Problem
• A panel of 2,500 primary care patients- Chronic disease management 10.6
hrs/day- Preventative Care 7.4
hrs/day- Acute Care 4.6
hrs/day
Total 22.6 hrs/day
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136 Million emails in 2015
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2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Patient Messages 3.5Million
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Telemedicine
Alert Fatigue
Electronic Overload
Patient Messages
165,000 Health Apps
Millions of Clicks
AdministrativeBurden
EMR Documentation
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Healthcare Reform
Quality Metrics
Patient Satisfaction
Health-system alignment
ACOs
Population Management
Cost of Care
Retail Clinics
Pay for Performance
Meaningful Use
Value-based Care
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79,000 Clinical Trials
5,600 Journals
Genomics
Knowledge Explosion
Algorithms
Super Computing
Biometric Data
1,500 Drugs
108,000 Medical Researchers
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What is the projected rate at which medical knowledge is doubling?
A. Every 10 yearsB. Every 3.5 yearsC. Every yearD. Every 73 daysE. Every other day
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Healthcare Knowledge
• 1921-Doubling every 150 years• 1950-Doubling every 50 years• 1980-Doubling every 7 years• 2010-Doubling every 3.5 years• 2020-Doubling every 73 days
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• 50% day EHR/desk• 1 hr F2F: 2 hr EHR• 1-2 hr EHR at night 49%
27%
24%
EHR/DeskworkDirect F2F w/ patient
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Work after Work:Evidence From PCP Utilization of an EHR System
Brian Arndt, MD; John Beasley, MD; Jon Temte, MD PhD; Wen‐Jan Tuan, MS MPH; Valerie Gilchrist, MDUniversity of Wisconsin Department of Family Medicine and Community Health
Context
There is growing evidence related to EHR systems adoption and their impact on quality and safety of healthcare services
Less is known about EHR‐related workload impact on primary care physicians (PCP) including: When do physicians complete their work in the EHR
(i.e., during work hours or after hours)? How much physician work in the EHR is related to
face‐to‐face vs non‐face‐to‐face patient care?
Objective To assess usage patterns of PCPs interacting with an EHR system
during and after work hours (“workhours” = 8:00 am –6:00 pm Monday ‐ Friday)
Design
Retrospective cohort study from 1/1/13‐ 6/30/15 System access logs were extracted to compute PCP time spent
on various face‐to‐face and non‐face‐to‐face tasks A fuzzy matching model was used to restructure physicians’
tasks into events, segments, and sessions in a hierarchical manner to depict each physician’s EHR interactions:
Conclusions For most patient care activities there is substantial time spent by physicians in the EHR after hours Physicians spend most time in the EHR doing documentation (33.9%) Physicians spend at least 23.5% of EHR time doing non‐face‐to‐face work The study did not account for the additional physician time spent on EHR systems outside UW Health Future analysis is needed to examine the association between EHR workload, job satisfaction, work RVUs (or other
measures of efficiency), quality outcomes, and care team function including communication style (in‐person vs electronic)
This research enhances understanding of PCP workload and may influence development of policy, reimbursement models, and primary care redesign
Results
The EHR access logs of 130 family physicians from 18 primary care clinics were analyzed
Physician time spent on EHR differs between face‐to‐face and non‐face‐to‐face patient care activities
Average Time per Individual Encounter TypeAverage Time by Encounter Type per Month (NORMALIZED 1.0 FTE – 100% CLINICIAN)
Physician time spent on EHR differs by task type and day of the week (weekday vs weekend)
Category Level N %Sex Female 55 54.5
Male 46 45.5Residency Clinic No 66 65.3
Yes 35 34.7Years of Practice 0-5 4 4.0
6-10 23 22.811-15 16 15.816+ 58 57.4
Direct Clinical Care FTE 0.90-1.0 27 26.70.70-0.89 26 25.70.50-0.69 21 20.80.30-0.49 19 18.8<0.30 8 7.9
Precepting No 70 69.3Yes 31 30.7
Over 160,000 unique patient records analyzed
Category Level N %Sex Female 85,279 51.6
Male 80,115 48.4Age Group 0-5 7,622 4.6
6-17 20,069 12.118-64 119,803 72.465-79 13,844 8.480+ 4,059 2.5
Race/Ethnicity White, non-Hispanic 137,377 83.1Black, non-Hispanic 7,283 4.4Hispanic 7,273 4.4Native American 567 0.3Asian 4,454 2.7Other 8,446 5.1
Payer Category Commercial 101,754 61.5Medicare 17,829 10.8Medicaid 12,224 7.4Uninsured/Unknown 33,592 20.3
Language Preference English 161,462 97.6Spanish 2,614 0.8Other 1,323 1.6
‐
2
4
6
8
10
1 3 5 7 9 11 13 15 17 19 21 23
% of total access
Hour of day
W
Average Time by EHR Task per Month (NORMALIZED 1.0 FTE – 100% CLINICIAN)
EHR Usage Frequency by Time of Day
Date Time Metric Type Metric
ID Metric Name Description Patient Name
12/17/2014 9:05:10 CONNECTION EVENTS 14010 Login
12/17/2014 9:08:01 PATIENT CLINICAL INFO 20620 AC_VISIT_NAVIGATOR AUTAUD,TEST
12/17/2014 9:08:02 PATIENT CLINICAL INFO 17133 MR_VN_CONTACTS Visit Navigator Contacts section initialized. AUTAUD,TEST
12/17/2014 9:08:03 PATIENT CLINICAL INFO 17124 MR_CHIEF_COMPLAINT Visit Navigator Chief Complaint section initializ AUTAUD,TEST
12/17/2014 9:08:03 PATIENT CLINICAL INFO 17117 MR_ENC_SMARTSETS Smartsets activity selected for patient. AUTAUD,TEST
12/17/2014 9:08:03 PATIENT CLINICAL INFO 49008 FLOWSHEET VN Flowsheet section is accessed. AUTAUD,TEST
12/17/2014 9:08:03 PATIENT CLINICAL INFO 17104 MR_ENC_ENCOUNTER A Navigator for a patient encounter opened. AUTAUD,TEST
12/17/2014 9:08:04 PATIENT CLINICAL INFO 17106 MR_MEDICATIONS Medications activity accessed. AUTAUD,TEST
12/17/2014 9:08:15 PATIENT ORDERS 17108 MR_ENC_ORDERS Order Entry activity accessed. AUTAUD,TEST
12/17/2014 9:08:40 PATIENT CLINICAL INFO 17148 MR_COMM_MGT Communication Management Section of the Visit AUTAUD,TEST
Study Clinician Characteristics
Note: Clinician statistics were based on UW Health’s December 2014 panel data.
Note: Panel statistics were based on UW Health’s December 2014 panel data. Patients had a PCP at the study clinics.
More than 63.6 million EHR system accessing log records were extracted
# of Encounters # of Sessions
Total EHR Duration– Workhours and
(%)Total EHR Duration –
Afterhours and (%)
3,493,423 277,497 274,957 hr (83.6%) 53,335 hr (16.4%)
Study Panel Characteristics
Office…
Phon…
Hosp…
Char…
OBv…
Order…
MyC…
Medr…
Off-s…
Clinic…
Letter…
Workhours 1 1 7 6 5 5 4 4 1 1 0Afterhours 1 3 5 1 0 1 1 0 0 0 0
- 1 2 3 4 5 6 7 8 9 10 11 12 13
Aver
age
hour
s pe
r mon
th
Work…90>
15%
15%41%
21%14%25%21%11%31%18%36%
83.515.2
Office…
OBv…
Hosp…
Off-s…
Clinic…
Phon…
Order…
MyC…
Char…
Medr…
Letter…
Workhours 1 1 8 7 5 5 3 2 1 1 0Afterhours 2 1 5 3 1 0 1 0 0 0 0
- 5 10 1520
Aver
age
min
utes Work…
15%12%41%
33%17%14%22%19%18%11%27%
Docu-me…
Chartrev…
In-Basket
Order
Entry
Chartrev…
MyChar…
Systems…
Problemlist
Chartrev…
Admin-istr…
Phonecall
Chartrev…
Lettercre…
Clinicalr…
Billing
and…
Workhours 1 1 1 1 1 3 3 3 2 2 2 1 0 0 0Aferhours 1 4 4 2 1 0 1 0 0 0 0 0 0 0 0
- 1 2 3 4 5 6 7 8 9
10 11 12 13 14 15 16
Aver
age
hour
s pe
r m
onth
Wor…>501
8%
17%
17%
12%
12%
13%
23%
21%
19%
20%
14%
16%
22%
6%
38%
47.323.322.519.4% of Total33.916.515.9 6.912.9 2.52.8 2.31.91.70.50.70.20.10.1
Setting / Participants
130 family physicians (average experience 19.4 years) from 18 clinics (4 residency, 14 community) managed by the University of Wisconsin Department of Family Medicine and Community Health
32 hours Work after Work
per month 1 full week/mo
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“Pajama Time”Saturday nights belong to the EHR
Date-night
Weeknights
1-2 hr/night
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New York Post, March 28, 2019
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https://www.athenahealth.com/videos/providing-care-requires-more-than-a-bunch-of-clicks
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Somebody Call the Cavalry!
• Projected physician shortage 40,800-104,900 (2030)
• 3rd consecutive year projecting supply<demand
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Recognizing and Diagnosing Burnout
• Zero Burnout Program survey (Mini-Z)• Abbreviated Maslach Burnout Inventory• Mayo Well-being Index
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Alternative Recognition Methods
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Burnout Mitigation and Prevention• Measure and listen• Wellness Program• Communication• Shared decision-
making• Remove barriers to
mental health support• Consider panel size
• Calendar planning• Make lists• Work-life boundaries• Share positive
feedback• Necessary offloading• Leverage Technology
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Burnout Mitigation and Prevention
BUILD A TEAM!
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Women’s 400 m World Record
47.60 sec. Marita Koch, October 6, 1985
40.82 sec. USA, August 10, 2012Tianna Madison, Allyson Felix, Bianca Knight, Carmella Jeter
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Rio Olympics, 2016
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Rio Olympics, 2016
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Why does our current system often feel like this?
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Practice TransformationTeam-based Care Options
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Team-Based Care
Satisfaction
Productivity
Charting
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“Team Care” is a higher-efficiency practice style designed to:
Increase accessibilityImprove quality of clinical careIncrease patient throughputImprove satisfaction at all levels (physician, employee, and patient)
Team-Based Care
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Team-Based Care
A “Team Care” model utilizes a team-approach in caring for patients
• Responsibilities are delegated and shared• Each individual in the chain of patient care
functions to the highest level of their qualifications.
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Team Huddles
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Building the TeamIf it takes a village to raise a child, how may people does it take to support a doc?
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Team-Care Medical Assistant• Traditional rooming +
- Intake, Allergies, Medication RF’s, HM, VS
• CC (drives note template selection)
• Agenda Setting• Preliminary HPI + ROS• Administer pre-ordered vaccines• Consider POCT• Oral presentation• Documentation (scribe function)
• Implement plan (pend orders)• Update Problem List• Provide educational resources• Complete forms, letters, etc• Schedule follow-up visits• Gives patient instructions (AVS),
ensures understanding, and completes the visit
• Warm handoff to the next team member
• Charge Entry
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Care Coordination
• Transitions of Care• Chronic Disease Management• High-risk Registry
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Population Health Medical Assistant
• Care Gap Registry• Shared Patient Lists• Proactive Targeted Outreach
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Medicare AWV Nurse• Performed by RNs• Standard Documentation Template• Manages Patient Expectations• Health Maintenance and Care Gaps Addressed• Advance Directives• Offloads Physician Schedules• Increased Retention and Opportunity to Re-
establish
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Clinical Pharmacist• Imbedded within Primary Care clinical space• Available for curbside consults• Real-time in-office medication consults• Telephonic patient contacts• Telehealth virtual visits• Chronic Disease Management referrals for
medication adjustments/titration
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Primary Care Social Work
• Centralized telephonic referral-based outreach
• Community and social services• Medication and transportation assistance• Health literacy• Residential placement
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Behavioral Health- 1 Psych MD, 1 Psych NP, 1 BHSW
• Imbedded within Primary Care clinical space
• Traditional office visits and counseling• Available for curbside consults• Real-time in-office medication consults• Telephonic patient contacts• Telehealth virtual visits
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APP Integration in Primary Care
• Provide Access• Panel Sharing• InBasket Support• Shared Schedules
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STAMP
• “Strengthening Teams in the Advanced Management of Populations”
• 4-6 month education and training of Care Teams
• Continuous Improvement projects• PCP Fidelity, Shared Resources,
Registries, Panel Management meetings
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Panel Management Meetings• Review and Act on Care Gap Registry• Review and Act on Care-coordinated
patients• Review and Act on Hospital and ED
Discharge Patients• PCP Fidelity• Problem List Accuracy and Fidelity• Risk Scoring and Stratification
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Advanced Access
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eConsults
• Electronic access to specialties• Clinical question• Dedicated providers with dedicated time• Electronic response in the EMR to the
referring provider within 72 hrs.• Future expansion utilizing telehealth
platform
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Shared Medical Appointments
• Group appointments around common disease process or condition
• Physician/APP dyad• Nursing and clerical support• Patient education• Additional resources (nutrition, pharmacy,
behavioral health, etc)
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Pre-visit Planning and Bulk Ordering
• Pre-visit planning protocols• Bulk ordering based on EBM protocols• Care gap registry-Rising risk patients• Proactive targeted outreach
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Nontraditional Touches
• Virtual visits• My Chart• Telephonic• Remote monitoring
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Remote Monitoring
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Reducing AdmissionsAmbulatory Visits and AdmissionsInversely Proportional
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PCP Visits/1000 vs. (Inpatient + Obs)/1000
300
350
400
450
4,000
4,200
4,400
4,600
4,800
5,000
5,200
5,400
Q1 2018 Q2 2018 Q3 2018 Q4 2018 Q1 2019
Inpa
tient
+ O
bs/1
000
PCP
Visi
ts /
1000
PCP Visits / 1000(+14.3%)
Inpatient + Obs / 1000(-7.4%)
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Specialist Visits/1000 vs. (Inpatient + Obs)/1000
300
350
400
450
4,400
4,600
4,800
5,000
5,200
5,400
5,600
5,800
Q1 2018 Q2 2018 Q3 2018 Q4 2018 Q1 2019
Inpa
tient
+ O
bs/ 1
000
Spec
ialis
t Vis
its /
1000
Specialist Visits / 1000(+4.2%)
Inpatient + Obs / 1000(-7.4%)
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All Ambulatory Visits/1000 vs. (Inpatient + Obs)/1000(All ambulatory = primary + specialty ambulatory visits)
300
350
400
450
8,800
9,000
9,200
9,400
9,600
9,800
10,000
10,200
10,400
Q1 2018 Q2 2018 Q3 2018 Q4 2018 Q1 2019
Inpa
tient
+ O
bs/ 1
000
All
Am
bula
tory
Vis
its /
1000
All Ambulatory Visits / 1000(+9%)
Inpatient + Obs / 1000(-7.4%)
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We’re All In This Together
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