Do you remember. Taking a Leap of Faith: THE DANCE OF CHANGE Della - - PDF document

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Do you remember. Taking a Leap of Faith: THE DANCE OF CHANGE Della - - PDF document

Shall we Do you remember. Taking a Leap of Faith: THE DANCE OF CHANGE Della M. Lin, M.D. Senior Fellow, Patient Safety and System Design What do you want this dance Why are you transforming? to look like and not look like


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SLIDE 1

Shall we… Taking a Leap of Faith:

THE DANCE OF CHANGE

Della M. Lin, M.D.

Senior Fellow, Patient Safety and System Design

Do you remember….

What do you want this “dance” to look like… and not look like Why are you transforming? Setting Expectations… even if you’ve done it before Setting Expectations Medical Home Neighborhood 2.0

Cardiology Dermatology Gastroenterology Nephrology Neurology Oncology Ophthalmology Orthopedics Pulmonary Surgery - Plastics Surgery - Hand Surgery – General Urology 30+ Physicians 17 Specialty offices

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SLIDE 2

Principle Care of Disease

Co-management Referral

Defining Expectations

Collaborative Care Management

Mutual Agreement

Define responsibilities between PCP, specialist and patient. Clarify who is responsible for specific elements of care (drug therapy, referral management, diagnostic testing, care teams, patient calls, patient education, monitoring, follow-up). Maintain competency and skills within scope of work and standard of care. Give and accept respectful feedback when expectations, guidelines or standard of care are not met Agree on type of specialty care that best fits the patient’s needs.

Expectations Primary Care Specialty Care

 Follows the principles of the Patient Centered Medical Home

  • r Medical Home Index.

 Manages the medical problem to the extent of the PCP’s scope of practice, abilities and skills.  Follows standard practice guidelines or performs therapeutic trial of therapy prior to referral, when appropriate, following evidence-based guidelines.  Reviews and acts on care plan developed by specialist.  Resumes care of patient when patient returns from specialist care.  Explains and clarifies results of consultation, as needed, with the patient. Makes agreement with patient on long-term treatment plan and follow-up.  Reviews information sent by PCP  Addresses referring provider and patient concerns.  Confers with PCP or establishes other protocol before orders additional services outside practice guidelines. Obtains proper prior authorization.  Confers with PCP before refers to secondary/tertiary specialists for problems within the PCP scope of care and uses a preferred list to refer when problems are outside PCP scope

  • f care. Obtains proper prior authorization when needed.

 Sends timely reports to PCP to include a care plan, follow-up and results of diagnostic studies or therapeutic interventions.  Notifies the PCP office or designated personnel of major interventions, emergency care or hospitalizations.  Prescribes pharmaceutical therapy in line with insurance formulary with preference to generics when available and if appropriate to patient needs.  Provides useful and necessary education/guidelines/protocols to PCP, as needed

Primary Care-Specialty Care Compacts

Fewer ED visits

50 100 150 200 250 300 350 400 450 US Colorado Westminster Practice

ED visits/1000

ED visits/1000

Anticipation: Organized setting

  • f expectations

Reducing Variation with through tools and data

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SLIDE 3

Data, Tools and Feedback

There is Data for Reporting AND There is Data for Improvement

Hawaii Median Rate at Zero

0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 Median ICU CLABSI Rate in Hawaii

Adult CLABSI Rates have dropped by > 80% Statewide

1.55 1.25 1.33 0.12 0.71 0.58 0.57 0.12 0.37 0.13 0.25 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 CLABSI per 1000 line days 20 40 60 80 100 120 140 160

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63

Days between CLABSI infections  Timeline

Hawaii ICU-CLABSI : # Days between infections increasing from 2009- present

Mean = 9 days (Median = 5 days) Mean + 3 sigma = 36 days 2009 CLABSI Jan-Dec : 41

Up is Good!

2010 CLABSI Jan-Dec:16

2011 CLABSI Jan- Dec: 7

>76 days and counting ! 134 days!

Reducing Variation through Data, Tools and Feedback

20 40 60 80 100 120 140 160

1 5 9 13 17 21 25 29 33 37 41 45 49 53 57 61

Days between CLABSI infections

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SLIDE 4

Tap into Unexpected Partners

Unexpected Partners

Innocentive Challenge grant to design games to improve medication adherence Patients in Remission Increased from 50% to 77%

Who else is sharing the stage? Avoiding unintended consequences

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SLIDE 5

Improvement in Outcome in Heart Failure Patients

LOS dropped from 8.8 to 6.3 days Hospital mortality dropped: 8.5 to 4.3 % 30 day mortality dropped: 12.8 to 10.7% 30 day readmission increased: 17.1-20.1% Post-discharge mortality increased: 4.3-6.4% Discharges to SNF increased 13-20%

JAMA 2010 303 (21):2141-7

Short term

0.8987

5% 15% 25% 35% 45% 0.880 0.900 0.920 0.940 0.960 0.980 1.000 Total Cost Index 97.1% 97.7% 90% 95%

% patients with Optimal Diabetes Control % patients “Would Recommend” HealthPartners Clinics Total Cost Index

(compared to statewide average)

< 1 is better than network average

TRIPLE AIM: Watching others on the same stage

42%

Design Leadership

“The wicked leader is he whom the people revile. The good leader is he whom the people revere. The great leader is he of whom the people say…’We did it ourselves’”

… Lao Tzu

What should be the purpose

  • f the healthcare system for

this city and its future?

Columbus Health Care System, Walk Out Walk On

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SLIDE 6

What do you need and want?

  • What do you need and want?
  • Define Expectations
  • Real time feedback
  • Know who else is on the stage with you
  • Embrace old and new partners
  • Hidden Leadership
  • Performance excellence

can’t be scripted