microsoft powerpoint - session 128
DESCRIPTION
TRANSCRIPT
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Stabilizing Cardiac Services with a
Cardiology Information Management System
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Imagine……..
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Florida Hospital Cardiovascular Services Overview
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2001 and 2002US News and World Report listed Florida Hospital as one of “America’s Best Hospitals” for cardiac care.
2001MSNBC featured its cardiovascular program in the prime-time news special, “America’s Heart Hospital.”
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• 16 Cath/EPS Labs• 133 Invasive Cardiologists• 14,000 Cath/EPS cases• 32,000 Cath/EPS procs• 500,000 Inventory items• 40,000 Echo/Vasc cases• 350 Technicians/Staff • 18 systems/modalities• 30 Viewing Stations • 100 Workstations
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Now imagine the nightmare of managing all this…...
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• Identify high frequency, high intensity cardiac care procedures
• Identify process metrics that enhance the overall efficiency andefficacy of the cardiac services environment
• Understand how to leverage the power of the CIMS to monitor key process metrics
• Identify a successful format for communicating CIMS benefits to corporate executives and decision makers
• Describe the complexities of implementing a Cardiology Information Management System in a highly complex, highly integrated, multi-facility healthcare system
Objectives
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Stabilizing Cardiac Services with a
Cardiology Information Management System
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What we wanted to do…..
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Florida Hospital - CV Services Vision
Implement an integrated suite of Cardiovascular systems that would facilitate the efficient and effective management of:
• Service line outcomes
• Quality improvement
• Standards of care
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• Develop and implement a seamless ED process
• Further enhance the Regional Cardiac Network and digitalize the complete cardiac episode of care
• Reduce costs, improve charge capture, improve data harvesting capability with strategic systems
CV Services Strategic Goals
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What we had to work with…..
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CCL
ApolloGemNetATLInfomedMacLabMUSEIVUS-HPIVUS-CVIS
CV Services Strategic Systems
EPS
ApolloPruckaBiosenseIVUS-Accuson
Echo
EnconcertSonosAccess DB
CVSx
iPathSuncareSiemens
Sleep
NicoletNCI
EKG
TracemasterHP EKG
Research
Access DB
Rehab
Access DB
“Heart Hospital” Patient Care Areas:3N, 3S, 3E, 3M, Rapid R/O, CCL Recovery,CCL Holding,, Satellite Cardiac Floors, ED
SuncareSiemens
Florida Hospital
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What we did…..
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Altamonte Winter Park
Celebration East
OrlandoIntegrated Flow of:
• Cath Lab/EPS Event Data
• Inventory Management
• Physician/Tech On-line Documentation
Technology Includes:
• SQL Data/Application Server: Prod/Test
• Apollo NT Workstations (2/lab)
• Interface Servers:
• ADT
• Billing
• MacLab
Florida Hospital - CIMS Overview
• Results
• EKG
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Phase 1: Inventory Management 4th Q 2001
Phase 2: Clinical Documentation 1st Q 2002
Phase 3: Echo Integration 2nd Q 2002
Phase 4: EKG Integration 3rd Q 2002
Phase 5: CardioChart 2nd Q 2003
Complete
Complete/Current Rollout
Complete/Pending User Live
Incomplete
Future
CIMS Implementation Timeline
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CLOVERLEAFIntegration Engine
SUNCARE
IS Infrastructure
PatientsBusinessRI, RS, RM, AM
ClinicalOC, PH, SI, AD,
MB
(Proprietary)
Charges
ADT
Charges
ADT
CIMS Integration - Phase 1
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CLOVERLEAFIntegration Engine
Cypress (Routing)
LCR
SUNCARE
IS Infrastructure
PatientsBusinessRI, RS, RM, AM
ClinicalOC, PH, SI, AD,
MB
(Proprietary)
Results
Charges, Results
ADT
SiemensInvision
Results
Charges, Results
ADT
Mailroom Physician’s Office
Floor
Results
CIMS Integration - Phase 2
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What we now have …..
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1. Patient Case
(scheduled or unscheduled)
2. Clinical Activity**
•Supplies
• Labor
• Other
• Procedure 1
• Procedure 2
• Procedure 3
3. Charges Captured*
• Supplies
• Procedure 3
• Labor
• Other
4. Cost Tracked by Finance
• Supplies
• Volume
• Labor
• Other
5. Financial Budget• Based on historic Volume
• Projects Supplies
• Projects Labor
• Projects Other
6. Inadequate $to Manage Cardiac Services Activity due to inaccurateVolume
CVS Procedure Process
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May 2002 Procedure Volumes - Orlando Cath Labs
0
20
40
60
80
100
120
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
May 2001
Vo
lum
e o
f P
roce
du
res
Daily Lab Volume - Apollo
Average Daily Lab Volume - Apollo
Interventional Procedure Volume - Apollo
The CIMS allows the study of clinical volume trends and patterns
* Interventional cases include an average of 2.75 procedures
Florida Hospital - CIMS Data Harvest
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Apollo will facilitate the comparison of clinical volume trends against financial volume
Volume of Procedures - Orlando Cath Labs
0500
1000150020002500
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
Month
Volu
me
of P
roce
dure
s
2001 Volume - Finance
2002 Volume Prediction -Finance(12% gw th)
2002 Clinical Volume - Apollo
Florida Hospital - CIMS Data Harvest
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Apollo clinical labor and procedure data shows detail procedure data and case time trending
LHC Case Time Analysis1 Day Sample (13 Cases / 35% of Total Cases for the Day)
020406080
100120140160180
1 2 3 4 5 6 7 8 9 10 11 12 13
LHC Cases (LHC Only)
Cas
e Ti
me
(min
utes
)
Case TimeAverage Case Time
Average - 53
Standard Deviation - 15.6
Range - 52
Florida Hospital - CIMS Data Harvest
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Apollo clinical labor and procedure data shows detail procedure data and case time trending
Stents - Case Time Analysis 1 Day Sample (12 Cases / 32% of Cases for the Day)
020406080
100120140160180
1 2 3 4 5 6 7 8 9 10 11 12
Stent Cases
Case
Tim
e (m
inut
es)
Case Time
Average Case Time
Average - 106
Standard Deviation - 28.2
Range - 100
Florida Hospital - CIMS Data Harvest
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Apollo clinical labor and procedure data shows detail procedure data and case time trending.
Question: Do we acknowledge the same “RVU” factor to a LHC case as to a Stent case? Perhaps the Labor standard can be analyzed….
LHC Case Time Analysis - 1 Day Sample (13 Cases)
020406080
100120140160180
1 2 3 4 5 6 7 8 9 10 11 12 13
LHC Cases (LHC Only)
Case T
ime (
min
ute
s)
Stents - Case Time Analysis - 1 Day Sample (12 Cases)
020406080
100120140160180
1 2 3 4 5 6 7 8 9 10 11 12
Stent Cases
Cas
e T
ime
(min
ute
s)
Florida Hospital - CIMS Data Harvest
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A c t u a l C o s t O f W a s t e ( B y I t e m G r o u p )
$ 7 .9 8
$ 8 .1 9
$ 8 .9 5
$ 1 5 .4 0
$ 5 4 .0 0
$ 8 4 .3 3
$ 1 4 6 .9 4
$ 2 0 0 .0 0
$ 3 4 8 .9 4
$ 3 9 0 .6 8
$ 6 1 5 .0 0
$ 1 ,3 6 6 .3 0
$ 3 ,5 0 3 .4 9
$ 4 ,0 4 8 .5 0
$ 4 ,6 4 5 .0 0
$ 7 .6 5
$ 5 .0 7
$ 2 .9 0
$ 1 .0 2
0 1 ,0 0 0 2 ,0 0 0 3 ,0 0 0 4 ,0 0 0 5 ,0 0 0
W o u n d C a r e
T u b in g
D i la t o r
G o w n
IV
S o lu t io n s
C lo s u r e D e v ic e
N e e d le
S w a n
T r a y
A c c e s s o r ie s
A t h e r e c t o m y
S h e a t h
P T C A
IA B P
W ir e
C a t h e t e r
D i la t a t io n C a t h e t e r
S t e n t
Florida Hospital - CIMS Data Harvest
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Reasons for Delays Given-July (Pt Entered to Start of Case)
29.00
53.32
72.00
32.00
42.00
30.34 30.95
796
1 1
773
191 10.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
ProcedureExtended
PhysicianLate
Lab notReady
HCRU full EquipmentFailure
No ReasonSpecified
Overall
Reason
Tim
e (M
inu
tes)
0
100
200
300
400
500
600
700
800
900
Occ
ura
nce
Time (Minutes)Occurance
Florida Hospital - CIMS Data Harvest
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What we can now do…..
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• A CIMS accurately tracks true clinical procedure Volume and event activity
• Finance says….. “If it isn’t attached to a Pricefile code we can’t count it.”
• Volume drives the Labor Costs which drives the Labor Budget (based on the LTS)
• Volume drives the Supply Utilization which drives the Supply Budget
Know Our Volume
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• A CIMS facilitates improved revenue capture
• Documented procedural data from the CIMS cross-checked with charged items at the point of care
• Discrepancies and omissions identified and investigated at the point of care
• CIMS clinical data can help justify payments for procedures and devices.
Bill Accurately
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• A CIMS helps Reduce Overall Device Costs:– 1. Facilitating Volume / Bulk Purchases - reduces per
device cost to hospital– 2. Tracking par levels according to predicted volume– 3. CIMS Data allows for committed volume purchases -
reductions from vendor
• A CIMS facilitates Utilization Management: – Track– Review– Compare, and – Optimize device utilization per patient case
Minimize Costs
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Key Patient Process Points (>13 Date/Time Fields)
Pt In Pt Ready MD Called MD Arrival Case Start Access Time Case End Pt Out
Pt on EKG Inflation Times
Pt Registration/Admission Pt Transfer Pt Discharge
Manage Throughput
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Key Quality Drivers Collected in the CIMS
Ionic SolutionType
Volume/cc
Non- Ionic SolutionType
Volume/cc
Fluoro TimeTotal Flouro Time
Total Cine Runs
Total Dose
Total Cumulative Dose*
Improve Practice & Patient Safety
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How we are justifying it…..
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Florida Hospital
• 2002 inventory savings (bulk purchases, EPS consignment, price reduction):
$178,585 (Feb. – April)$251,240 (Anticipated June)$50,000 - $100,000 (Other Program)
• 2002 Projected net revenue increase due to increase charge capture.
$83,304
• 22 Patients not converted from outpatient to inpatient followingstent deploymentIP Stent - Increased Revenue - $54,831
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Orlando EPS
Orlando Cath
Altamonte
East
Celebration
Oct Nov Dec Jan Feb Mar Apr
$61,344
$64,752
MD Live Events
* Savings based on 8.2 Procedures/Lab/Day (5 day week) completed 100% in Apollo
Cumulative Savings 1Q 2003 = $66,456
Cumulative Savings 2003 = $ 311,832
Winter Park $66,456
$10,224
$46,008
$56,232
2002 2003
Cumulative Savings 4Q 2002 = $4862
Transcription SavingsFlorida Hospital
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• Engage Physicians, Engage Physicians, Engage Physicians
• Success with Physicians is completely dependant on success with technicians
• System has to accommodate work flow
• Implement CIMS around the data you need for:– Discoverable legal documentation (EMR)– Non-discoverable QA analysis– Administrative Dashboard
• Be prepared for an emotional and difficult install due to the nature of the environment
CIMS Summary Notes
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• Identify high frequency, high intensity cardiac care procedures
• Identify process metrics that enhance the overall efficiency andefficacy of the cardiac services environment
• Understand how to leverage the power of the CIMS to monitor key process metrics
• Identify a successful format for communicating CIMS benefits to corporate executives and decision makers
• Describe the complexities of implementing a Cardiology Information Management System in a highly complex, highly integrated, multi-facility healthcare system
Objectives
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Questions?
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In the pursuit of quality no one is an island. We areall implicated; we are all concerned. We all win or
lose together. It is in this spirit of comradelysolidarity that we should set out to assure for
everyone the full measure of benefit that modernhealth care affords.
AvedisDonabedian