Dan Aycock

Sr. Director, Continuous Advancement

November 14, 2016

Using Cerner Advance to improve the user experience

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Session goals

• Review purpose of Cerner Advance

• Introduce new functionality

• Share success stories leveraging Cerner Advance

• Where to learn more at CHC

2

“46% of physicians experience symptoms of burnout.

Burnout imperils the Triple Aim.”

Bodenheimer, Sinsky

Annals of Family Medicine

“From Triple to Quadruple Aim: Care of the Patient

Requires Care of the Provider”

BRNDEXP 2.1 0714 © 2014 Cerner Corporation. All rights reserved.

This document contains Cerner confidential and/or proprietary information belonging to Cerner Corporation and/or its related affiliates which may not be reproduced or transmitted in any form or by any means without the express written consent of Cerner

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Application

Experience

Process

Alignment

Guided

Practice

Outcomes

Excellence

Do you use the system

well with consistent

system adoption?

Do you complete the

right tasks on time and

in the right sequence?

Do you embed guidance to

reduce unnecessary clinical

and business variance?

Do you achieve the

right health, financial,

satisfaction outcomes?

Doctors not

adopting Meds

Rec because of

poor user

experience

Un-reconciled

meds lead to

downstream

negative

consequences

Time in EMR to

reconcile meds

Meds Rec

Adoption %

% Meds Administered

w/un-reconciled meds

Average Delay

from Admission to

Reconciliation

Adverse events

lead to more labs,

imaging,

medications, labor,

LOS, procedures

% Meds Rec for 80+

year old polypharmacy

patients

% Meds Rec for

patients with elevated

readmissions risk

• Patient health

declines

• Unreimbursed

care

• Patient and Family

Dissatisfaction

• Mortality and

morbidity rates

• Unreimbursed

Expenses

• Patient Sat

• Brand Value

Exam

ple

Metr

ics

4

Orders Selection Method

5

Why Cerner Advance Exists

• The EMR experience can impact provider productivity

• Providers often quantify that experience in terms of time

• Providers subjectively reported that experience and it was hard to compare it with that of other providers

• We want to help you create a structured, repeatable approach to improvement

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7000+ unique users

500+ organizations

60% repeat visitors

7

Continuous Advancement Approach

• Strategic goals

• Stakeholder input

• Quantify the problem

• Target high value opportunities

• Coordinate change across

• people

• process

• system

• Measure against goals

• Capture end user feedback

• Implement new workflows,

content and capabilities

• Deliver targeted learning

and adoption support

8

New option to explore nursing opportunity

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Identify Who to Help

• Look at specific specialties, facilities, and individual users.

• Compare groups across Cerner client base.

• Identify who is spending more time than average.

• Organize by highest opportunity.

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Identify – Understand EMR use throughout the day

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Identify Opportunity – Actionable List

12

Identify Opportunity – User Targeting

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Identify Opportunity – User Targeting

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Assign coaches to targeted providers

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My Dashboard – manage your coaches

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My Scheduling– Coaches work list

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Document the interaction with the provider

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Measure the Impact – Did it help?

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Putting it all together

& Governance

Data Analyst

Project Team

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88% of 17 coached providers changed behavior.80% of those providers saved time = 1500 hours annualized savings

03:00 × 1247 = 62hr 21minMinute Average Time Savings Patients Seen Time Savings

Per Patient (Aug 1-17) After Coaching

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Patient Portal TAT – Outlier clinic took > 2 days to respond to patient message

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Wait time cut in half through focused engagement and measurement

• After engagement the pool decreased their average time to triage messages by 49%

• Saved patients a combined total of 300 hours in wait time in September

0

5

10

15

20

25

30

May Sept

Hours to Triage Message

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Increased user

productivity

Reduced 3rd

party expense

Increased

reimbursement

Reduced effort to

collect

Faster time to

collect

Reduced

bottlenecks

23%less time

documenting

13 day

Improvement in

charge capture

16% Improvement in

untracked telemetry

equipment

$145keliminated

transcription costs

$840kfrom medically-

necessary duplicate

lab tests

85%Clean claim rate -

requires no manual

intervention

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Continuous Advancement approach

Guiding principle Why?

Clinical/business-led efforts Customer leads the change vs. having technology “done to them”

Set meaningful goals Focus on solving business problems, not just feature installation

Leverage data to prioritize work

and inform design decisions

Learn from the actual usage data to inform decision making and

drive design

Consumable cycles of

improvement

Make continuous progress in consumable steps across a number

of areas rather than playing multi-year catch-up

Pilot early and scaleGet to a proof point quickly and learn from

real users what works and doesn’t work

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Other resources at CHC

• Solutions Gallery

• Cerner Advance booth (Analytics), Physician area, Continuous Advancement booth (Services), Outcomes Excellence

area (focal point area)

• Tuesday

• 11:00 - Cerner Advance: Using Data to Improve the Experience of Physicians AND Nurses (Value Stage)

• Wednesday

• 11:30 – Implementing a Proactive Customer Support System (Banner)

• 11:30 - Continuous Advancement: Using a data-driven approach to drive organizational goals (Augusta University,

Baptist Health, Penn State – Hershey)

• 12:30 - Improving the Physician Experience Using Data Analysis (Adventist Health)

• 12:30 - Cerner Advance: Using data and analytics to enhance the nursing experience (Intermountain)

• 4:30 - Continuous Advancement: Leveraging Model Experience to Optimize (Value Stage)