take control of your patient flow initiatives€¦ · mining data that makes sense 18. all-cause...
TRANSCRIPT
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Take Control of Your Patient Flow InitiativesMICHELLE SKINNER, RN, BSN, MBA
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9/27/2019 Presentation Information [OPTIONAL] 2
In a pickle?
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In a jam?
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Goals
• Tips For Generating Organizational Buy-In
• How to Mine Data that Makes Sense
• Attainable Goal Development
• Overcoming Setbacks and Challenges
• Celebrating Success
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The Magic Recipe…
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It Depends!
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Why Patient Flow?
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Value Equation in Healthcare
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V(Value)
C(Cost)
Q(Quality)
S(Service)
A(Access)
+ +
=
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V(Value)
C(Cost)
Q(Quality)
S(Service)
A(Access)
+ +
=
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C O M M U N I C A T I O N
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C O M M U N I C A T I O N
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Cultural Goals
• Organizational Buy-In
• Connection to the cause
• Voice
• Empowerment
• Leading from the front
• Celebrating Success
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Kotter’s 8 Step Change Model
1
CREATE
Sense of
Urgency 2
BUILD
Guiding
Coalition
3
FORM
Strategic
Vision &
Initiatives
4
ENLIST
Volunteer
Army5
ENABLE
Action by
Removing
Barriers
6
GENERATE
Short Term
Wins
7
SUSTAIN
Acceleration
8
INSTITUTE
Change
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“If you want to build a ship, don’t drum up
the men to gather wood, divide the work,
and give orders. Instead, teach them to
yearn for the vast and endless sea.”
― Antoine de Saint-Exupéry
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Th
rou
gh
pu
t Ste
eri
ng
Co
mm
itte
e
ED Admit Taskforce
DC TaskforceTransportation
Workgroup
EPIC
Case Management/UR Readmissions
Other Throughput
Committees/ActivitiesHAC
Have an organized structure
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Shape or Reduce Demand:
Improve transitions and post-hospital care to reduce readmissions for high-
risk populations
• Readmission reduction program
• Inpatient superutlizer targeted care management
Use enhanced care management and coordination of services for patient
populations with complex medical care and social needs.
• Targeted Case Management: ED superutilizers
Decrease complications and harm, and subsequent increases in hospital
length of stay, resulting from errors and hospital-acquired conditions
• HAC identification/reduction
Match Capacity and Demand:
Use hospital-wide patient flow planning huddles and real-time demand and
capacity problem solving
• Safety huddle
• Bed huddles
• Implement use of HEV during bed huddles
Use early recognition of high census and “surge” protocols to expedite plans
for accommodating unplanned increases in patient volume
• Implement and Hard Wire Patient Flow and
Capacity Management Plan
Redesign the System:
Use proactive discharge planning focused on patients’ medical-readiness
criteria for discharge
• Discharge planning
• Discharge checklist
Use a framework
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Readmissions and Serial AdmissionsGENERATING ORGANIZATIONAL BUY-IN
MINING DATA THAT MAKES SENSE
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All-Cause Readmissions
• Patient Flow Working Definition:
▪ Hospitalization followed by a readmission (for any diagnosis) within 30 days of discharge.
• CMS Definition:
▪ The 30-day All-Cause Hospital Readmission measure is a risk-standardized readmission rate for beneficiaries age 65 or older who were hospitalized at a short-stay acute-care hospital and experienced an unplanned readmission for any cause to an acute care hospital within 30 days of discharge.
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Readmissions and Serial Admissions
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18
All Cause Readmissions
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Readmits READ
DC Year-Month 2018-4
Row Labels Prior ICD10Desc Count of PriorCID10
871 SEPTICEMIA OR SEVERE SEPSIS W/O MV >96 H 10
291 HEART FAILURE & SHOCK W MCC 7
313 CHEST PAIN 4
193 SIMPLE PNEUMONIA & PLEURISY W MCC 4
470 MAJOR HIP AND KNEE JOINT REPLACEMENT OR 3
190 CHRONIC OBSTRUCTIVE PULMONARY DISEASE W 3
292 HEART FAILURE & SHOCK W CC 2
872 SEPTICEMIA OR SEVERE SEPSIS W/O MV >96 H 2
246 PERCUTANEOUS CARDIOVASCULAR PROCEDURES W 2
372 MAJOR GASTROINTESTINAL DISORDERS & PERIT 2
Diagnosis code Prior to Readmission
Readmits READ
DC Year-Month 2018-4
Row Labels DRGTxtI10 Count of Final DRG ICD-10
871 SEPTICEMIA OR SEVERE SEPSIS W/O MV >96 H 11
291 HEART FAILURE & SHOCK W MCC 9
641 MISC DISORDERS OF NUTRITION,METABOLISM,F 5
313 CHEST PAIN 3
193 SIMPLE PNEUMONIA & PLEURISY W MCC 3
280 ACUTE MYOCARDIAL INFARCTION, DISCHARGED 3
292 HEART FAILURE & SHOCK W CC 3
638 DIABETES W CC 2
689 KIDNEY & URINARY TRACT INFECTIONS W MCC 2
640 MISC DISORDERS OF NUTRITION,METABOLISM,F 2
Diagnosis code For Readmission
Details
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Serial AdmissionsakaInpatient Superutilizers • 5 or more admissions in a defined
calendar year.
• Data from January 2017 – December 2017
• Total Pts = 6229
• IP Superutilizer: 88 = 1.4% of all inpatients
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LOS ReductionGENERATING ORGANIZATIONAL BUY-IN
OVERCOMING SETBACKS AND CHALLENGES
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Month# of Pts LOS >
Expected
Total Number of
Patients%
Sum of Days >
ExpectedSum of Day Actual LOS %
Jan 370 729 51% 1489 4054 37%
Feb 385 723 53% 1444 3988 36%
Mar 394 742 53% 1467 4215 35%
Apr 353 730 48% 1368 3853 36%
May 378 730 52% 1325 3853 34%
Jun 355 720 49% 1428 3915 36%
Jul 394 755 52% 1768 4423 40%
Aug 364 732 50% 1495 4090 37%
Sep 370 748 49% 1269 3881 33%
Oct 367 713 51% 1211 3513 34%
Nov 309 621 50% 941 3140 30%
Dec 346 666 52% 1184 3532 34%
Jan-17 388 763 51% 1490 4154 36%
Feb-17 289 556 52% 1433 3457 41%
Mar-17 341 717 48% 1357 3793 36%
Apr-17 351 699 50% 1327 3743 35%
May-17 431 785 55% 1722 4522 38%
Jun-17 372 712 52% 1320 3757 35%
Jul-17 354 730 48% 1277 3672 35%
Aug-17 396 775 51% 2078 4663 45%
Sep-17 337 702 48% 1374 3729 37%
Oct-17 360 692 52% 1488 3861 39%
Nov-17 354 710 50% 1466 3912 37%
Dec-17 365 756 48% 1392 3858 36%
Jan-18 465 826 56% 2684 4736 57%
Feb-18 385 694 55% 1685 4049 42%
Mar-18 476 807 59% 1838 4644 40%
Apr-18 428 756 57% 1845 4428 42%
Grand Total 9573 18726 51% 38482 102363 38%
Potential
actual
patient
days that
could be
saved.
Length of Stay(LOS)
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Count of Hour DC Hour DC
Yr-Wk 0-11 12-23 Grand Total % DC
2018-1 2 31 33 6%
2018-2 5 23 28 18%
2018-3 7 20 27 26%
2018-4 3 23 26 12%
2018-5 6 35 41 15%
2018-6 6 30 36 17%
2018-7 7 25 32 22%
2018-8 5 31 36 14%
2018-9 2 25 27 7%
2018-10 6 26 32 19%
2018-11 5 30 35 14%
2018-12 2 40 42 5%
Grand Total 56 339 395 14%
DC Before Noon- Pilot
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Order Written to DC Overall Stats-October-December (“Control Data”)
Unit NAvg
(Min)
Stdev
(Min)
Max
(Min)
Min
(Min)
Median
(Min)CV
A 469 186 160 1555 0 146 86%
B 456 226 291 3116 3 149 129%
C 395 199 316 4730 1 138 159%
D 338 161 148 1647 13 119 92%
E 224 330 854 10197 1 156 259%
F 47 214 121 642 29 192 57%
All 1929 211 371 10197 0 145 176%
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Unit N Avg
(Min)
Stdev
(Min)
Max
(Min)
Min
(Min)
Median
(Min)
CV (Stdev/Avg)
A 121 144.1 84.647 462 15 128 59%
B 120 174.7 149.351 1312 23 140.5 85%
C 116 160.0 102.447 548 24 131 64%
D 90 150.4 94.423 580 30 124.5 63%
E 63 217.4 216.597 1240 32 150 100%
F 36 188.1 119.845 513 19 153 64%
Overall546 166.6 129.945 1312 15 135.5 78%
** Arrows in relation to prior month
Order Written to DC Overall Stats-February (“Control Data”)
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C O M M U N I C A T I O N
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“Sound strategy
starts with having
the right goal.”
-Michael Porter
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Strategic Goals
• TJC requirement
• Outlying organizations
• Transitional care back to community or
critical access hospital
• Lower cost of care
• Care closer to home
• Maximize margin
• Capacity
• Surge plan
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ED SuperutilizersCELEBRATE SUCCESS
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ED Superutilizers• What is a “Superutilizer”?▪ 5 or more Emergency
Department visits in one year
• What’s appropriate for your organization and population?
• Look at the data for trends. ▪ Families?
▪ Certain diagnosis?
▪ Time of month?
▪ Day of week?
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ED Superutilizers
• Shape or reduce demand.
• Right care, right place, right time
• Lower cost of care
• Reduce readmissions
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Patient # of visits in past 12
months
2016
# of visits in past 12
months
2018
1 496 205
2 145 128
3 114 76
4 107 73
5 92 55
ED Superutilizers- Rolling 12 Months
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• Define
• Analyze
• Determine next steps:
▪ Primary Care
▪ Intensive Case Management
▪ Community Resources
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ED Superutilizers- Strategy
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C O M M U N I C A T I O N
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9/27/2019 Presentation Information [OPTIONAL] 39
“To achieve great things, two
things are needed: a plan and not
quite enough time.”
― Leonard Bernstein
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Operational Goals
• Alignment-
▪ What is the problem we are trying to solve?
• Why patient flow?
▪ LOS
▪ Capacity
▪ Right patient, right place, right time
▪ Surge
• Define and clarify
▪ Physician
▪ Nursing
▪ Ancillary and support
▪ Administration
• Monitor/measure40
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Decision to Admit ->DepartATTAINABLE GOAL DEVELOPMENT
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Timely Emergency Department Care
(Data from Hospital Compare as of 9/5/18)
Measures
Hospital
Other Very
High Volume
Hospitals State
Average
Other Very
High Volume
Hospitals
National
Average
Emergency department volume Very High
Average (median) time patients spent in the emergency department,
before they were admitted to the hospital as an inpatient. A lower number
of minutes is better.
429 Minutes 416 Minutes 334 Minutes
Average (median) time patients spent in the emergency department, after
the doctor decided to admit them as an inpatient before leaving the
emergency department for their inpatient room. A lower number of
minutes is better.
242 Minutes 183 Minutes 140 Minutes
Average (median) time patients spent in the emergency department
before leaving from the visit. A lower number of minutes is better. 143 Minutes 193 Minutes 171 Minutes
Average (median) time patients spent in the emergency department
before they were seen by a healthcare professional. A lower number of
minutes is better.
11 Minutes 27 Minutes 26 Minutes
42
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Timely Emergency Department Care
(Data from Hospital Compare as of 9/5/18)
Measures
Hospital
Other Very
High Volume
Hospitals State
Average
Other Very
High Volume
Hospitals
National
Average
Emergency department volume Very High
Average (median) time patients spent in the emergency department,
before they were admitted to the hospital as an inpatient. A lower number
of minutes is better.
429 Minutes 416 Minutes 334 Minutes
Average (median) time patients spent in the emergency department, after
the doctor decided to admit them as an inpatient before leaving the
emergency department for their inpatient room. A lower number of
minutes is better.
242 Minutes 183 Minutes 140 Minutes
Average (median) time patients spent in the emergency department
before leaving from the visit. A lower number of minutes is better. 143 Minutes 193 Minutes 171 Minutes
Average (median) time patients spent in the emergency department
before they were seen by a healthcare professional. A lower number of
minutes is better.
11 Minutes 27 Minutes 26 Minutes
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Decision to Admit -> Depart
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Timely Emergency Department Care
(Data from Hospital Compare as of 9/5/18)
Measures
Hospital
Other Very
High Volume
Hospitals State
Average
Other Very
High Volume
Hospitals
National
Average
Emergency department volume Very High
Average (median) time patients spent in the emergency department,
before they were admitted to the hospital as an inpatient. A lower number
of minutes is better.
227 Minutes 257 Minutes 334 Minutes
Average (median) time patients spent in the emergency department, after
the doctor decided to admit them as an inpatient before leaving the
emergency department for their inpatient room. A lower number of
minutes is better.
67 Minutes 103 Minutes 140 Minutes
Average (median) time patients spent in the emergency department
before leaving from the visit. A lower number of minutes is better. 130 Minutes 148 Minutes 171 Minutes
Average (median) time patients spent in the emergency department
before they were seen by a healthcare professional. A lower number of
minutes is better.
5 Minutes 7 Minutes 26 Minutes
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Timely Emergency Department Care
(Data from Hospital Compare as of 9/5/18)
Measures
Hospital
Other Very
High Volume
Hospitals State
Average
Other Very
High Volume
Hospitals
National
Average
Emergency department volume Very High
Average (median) time patients spent in the emergency department,
before they were admitted to the hospital as an inpatient. A lower number
of minutes is better.
227 Minutes 257 Minutes 334 Minutes
Average (median) time patients spent in the emergency department, after
the doctor decided to admit them as an inpatient before leaving the
emergency department for their inpatient room. A lower number of
minutes is better.
67 Minutes 103 Minutes 140 Minutes
Average (median) time patients spent in the emergency department
before leaving from the visit. A lower number of minutes is better. 130 Minutes 148 Minutes 171 Minutes
Average (median) time patients spent in the emergency department
before they were seen by a healthcare professional. A lower number of
minutes is better.
5 Minutes 7 Minutes 26 Minutes
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Decision to Admit -> Depart
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What is the problem we are trying to solve?MINING DATA THAT MAKES SENSE
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0.80%
0.69%
0.70%
0.52%
0.71%0.55%
0.48%0.49%
0.71%
0.46%
0.41%
0.58%
0.00%
0.10%
0.20%
0.30%
0.40%
0.50%
0.60%
0.70%
0.80%
0.90%
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
LWBS %
Total Pts Seen LWBS%
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0.80%
0.69%
0.70%
0.52%
0.71%0.55%
0.48%0.49%
0.71%
0.46%
0.41%
0.58%
0.00%
0.10%
0.20%
0.30%
0.40%
0.50%
0.60%
0.70%
0.80%
0.90%
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
LWBS %
Total Pts Seen LWBS%
49
4.13%
3.13%
3.55%
3.11%
4.52%
2.85%
3.70%2.98%
4.09%
3.22%
3.11%
3.08%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
3.50%
4.00%
4.50%
5.00%
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
LPTC %
Total Pts Seen LPTC%
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0.80%
0.69%
0.70%
0.52%
0.71%0.55%
0.48%0.49%
0.71%
0.46%
0.41%
0.58%
0.00%
0.10%
0.20%
0.30%
0.40%
0.50%
0.60%
0.70%
0.80%
0.90%
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
LWBS %
Total Pts Seen LWBS% Linear (LWBS%)
50
4.13%
3.13%
3.55%
3.11%
4.52%
2.85%
3.70%2.98%
4.09%
3.22%
3.11%
3.08%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
3.50%
4.00%
4.50%
5.00%
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
LPTC %
Total Pts Seen LPTC% Linear (LPTC%)
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“Success is the sum
of small efforts
repeated day in and
day out.”
-Robert Collier
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At The Eleva Group, we support our clients in accomplishing their most mission-critical
initiatives. Our team works collaboratively to build processes, develop people, and create
programs to improve performance and ensure long-term sustainability and success.
We use a data-driven assessment and implementation approach to help clients realize
and sustain results. We leverage high-quality, in-depth, subject matter experts and
collaborative partners in all engagements. The Eleva Group’s measure of success is
watching our clients elevate their ability to serve their communities.
Collaborative | Proactive | Sustainable | Scalable
The Eleva Group: Alignment
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Thank You & Questions
53