may 20 2014 robert wyllie, md chief medical operations ... › collective ›...
TRANSCRIPT
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Patient Experience Summit
May 20 2014
Patient Experience Summit
May 20 2014
Robert Wyllie, MDChief Medical Operations
Cleveland Clinic
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Organization StructureOrganization Structure• Not for Profit
• Group Practice
• Physician Leadership
• Salaried
• Annual Professional Review
• 1 Year Contract
• Not for Profit
• Group Practice
• Physician Leadership
• Salaried
• Annual Professional Review
• 1 Year Contract
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Business IntelligenceBusiness Intelligence
• If you cannot measure it, you cannot manage it.
• The less uncertainty there is about the future, the better.
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Business Analysts
Information Management Information Management
Data Sources
Data Aggregation & Transformation
Internal
DataStore
DataStore
DataStore
Data Mart Financial
External
Visualization / Reporting
Data Mart
Data Mart
Data Mart External Reporting
Executive Dashboards
Internal MgtReporting
Clinical
OperationalOperational Dashboards
Population
Analysis
Infrastructure
Analytics
Other
Governance
Clinical
Operations
Other
Payer
Quality Alliance
Other
DataWarehouse
Technical Resources Data Analysts
Other
Data Stewards
Improvem
ent
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Ambulatory VisitsAmbulatory Visits
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Clinic VisitsClinic Visits
Prior Years
8.2%
April YTD
974,162
1.3%
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Same Day VisitsApril YTD
Same Day VisitsApril YTD
5%5%3%3%
373,242
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Days Wait – New Visits 2013 Compared to April 2014
Days Wait – New Visits 2013 Compared to April 2014
Days
Target
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Heart and Vascular InstituteAmbulatory Clinic
Heart and Vascular InstituteAmbulatory Clinic
“We need more exam rooms & support staff”
1
2
3
4
5
6
7
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HVI Ambulatory ClinicHVI Ambulatory Clinic
Improvements
- Operations• Roles of MA & RN• Room Assignments• Revised Templates
8173
9377
7500
8000
8500
9000
9500
Before After
Annual Patient Visits
15%
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Team Care Practice ModelTeam Care Practice Model
Medicine InstituteKevin Hopkins, M.D.
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TeamCare ModelHigh Efficiency Practice Design
TeamCare ModelHigh Efficiency Practice Design
• Structure- 2 Medical Assistants - Physician
• Responsibilities - Each functions highest level
• Improve throughput & satisfaction
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Digestive Disease Institute
Mid – Level Clinic
Digestive Disease Institute
Mid – Level Clinic
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DDI- NP/PA Clinic PilotMatch Medical Complexity & ProviderDDI- NP/PA Clinic Pilot
Match Medical Complexity & Provider
Targeted Outcomes:Improved AccessIncrease % of “Top of license” workFinancially viable (prove efficiency)Same or better patient experience
0%10%20%30%40%50%60%70%80%90%
100%
Staff Midlevel 0%10%20%30%40%50%60%70%80%90%
100%
Staff Midlevel
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Mid-Level Care Path ClinicNurse Practitioners & Physician Assistants
Mid-Level Care Path ClinicNurse Practitioners & Physician Assistants
New Patient Rectal Bleeding Blood in Stool Constipation
NP/PA Clinic
• Develop Care Paths• Trained Staff
Managed in Clinic
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NP/PA Clinic Pilot – Care PathNP/PA Clinic Pilot – Care Path
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NP/PA Clinic - ResultsNP/PA Clinic - Results
Physician Clinic (Control)Physician Clinic (Control)
New Patient (Rectal Bleeding, Blood in Stool, Constipation)
New Patient (Rectal Bleeding, Blood in Stool, Constipation)
- Median days Wait (7 days)- Reimbursement/visit ($87)- Cost per 1hr visit ($54)
76% Managed by PA/NP or
successfully treated
- Median days Wait (15 days)- Reimbursement/visit ($102)- Cost per 1/2 hr visit ($87)
95% Managed by Physician
Margin= 38%
Margin= 14%
9.5/10Patient
Satisfaction
TBD/10
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NP/PA Clinic - ResultsNP/PA Clinic - Results
Physician Clinic (Control)Physician Clinic (Control)
New Patient (Rectal Bleeding, Blood in Stool, Constipation)
New Patient (Rectal Bleeding, Blood in Stool, Constipation)
- Median days Wait (7 days)- Reimbursement/visit ($87)- Cost per 1hr visit ($54)
76% Managed by PA/NP or
successfully treated
- Median days Wait (15 days)- Reimbursement/visit ($102)- Cost per 1/2 hr visit ($87)
95% Managed by Physician
Margin= 38%
Margin= 14%
9.5/10Patient
Satisfaction
TBD/10
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Ambulatory ManagementKey Takeaways
Ambulatory ManagementKey Takeaways
However…
• Learned – greater efficiency- Same day appointments- Efficient space utilization- Physicians - Team Care Model - Top of license: Mid-levels Clinics
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Population ManagementPopulation Management
Integrated Care Model
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Care Paths
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Care System
Cleveland Clinic Integrated Care ModelCleveland Clinic Integrated Care Model
Retail Venues Home
CC ClinicCommunity- Based
Organizations
Ambulatory D&TIndependent Physician
Offices
Hospitals
Rehab
Skilled Nursing Facilities
MyChart
EmergencyPost-Acute(other)
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CarePath Development Cycle
Care Guide Analysis AlgorithmPractice
TransformationEMRBuild
Training and Implementation
Transform the Guide into an algorithm - defining the critical
steps and episode
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Light Bulb MomentLight Bulb Moment• It’s not just about guide content “the What”
• It’s all about flow and model of care … the Who and the Where
• “I wish I’d had a chance to think through this before beginning to build the EMR-enabled Care Path.”
• … which is currently being implemented and we will share with you…
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Neurological Institute
Low Back Pain Care Path
Neurological Institute
Low Back Pain Care Path
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Case Study – Back PainCase Study – Back Pain
• Common and expensive conditions• Favorable natural history - majority • Tremendous variation - care and expense• Care givers – ED, primary care, therapists and surgeons• Impacts – multiple facilities and service lines• Focus of Payers and employers
JAMA 7/29/13
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8 Surgical Locations 17 Outpatient Sites
Lakewood - 61 Lakewood Lorain/Avon
Fairview - 66 Fairview BroadviewHeights
Medina - 61 Medina Strongsville
Lutheran - 317 Lutheran Wooster
Hillcrest - 791 Hillcrest Twinsburg
Main Campus - 1774 Main Campus Solon
South Pointe - 15 South Pointe Willoughby Hills
Marymount - 62 Marymount Lake West
* Lake West/St. John’s - 118
Current State Locations
Visits = 39,000Intervention = 4,000Surgery = 3,400
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Analysis of Base CaseAnalysis of Base Case
Reviewed 1,000 cases•Supply & labor costs•Fixed, variable expenses•Direct, indirect charges
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Analysis of Base CaseAnalysis of Base Case
•Results
•Imaging – 40%•Opioids – 23%•Physical Therapy – 33%s
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My Care: Spine AppMy Care: Spine App
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Lower Back Pain Care PilotLower Back Pain Care Pilot
• Twinsburg and Strongsville FHC- Physician Lead: Dr. Mazanec
• Results:- Initial pilot: 40 patients pre/40 patients post - results: reduced cost per patient
• 57% - from $554 to $237- 513 pts per month qualify – care path
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Lower Back Pain Care Path Pilot
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
Visits Therapy Imaging
Total Cost by Service
Pre
Post
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Lower Back Pain Care Path Pilot
Cost Reduction
Pre - Post Per Patient $316
Projected Year $1.9 M
Full Year Potential $2.5 M
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Population Management Key Takeaways
Population Management Key Takeaways
• Care Paths - “What”- Reduced variability – medical care
• Need to consider- “Who” – provide the care- “Where” - “Right Patient, Right Place”
However…
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Reference PricingReference Pricing
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Reference Pricing Health Affairs - August 2013
Reference Pricing Health Affairs - August 2013
• How it works…- Employers - Financial Upper Limit on Procedures
• Classified providers - Value and Non-Value- Patients - Freedom of Choice
• More Financial Responsibility
• Implemented in 2011- California Public Employees Retirement System
• Knee and Hip Replacement Data
Source: Health Affairs 2013
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Reference PricingReference PricingKnee and Hip Replacements
Market Share - CalPERSKnee and Hip Replacements
Market Share - CalPERS
Source: Health Affairs 2013
Facilities
* Implemented in 2010