GOING FROM VOLUME-BASED TO VALUE-BASED CARE THE EXPERI PERIENCE - - PowerPoint PPT Presentation

GOING FROM VOLUME-BASED TO VALUE-BASED CARE

THE EXPERI PERIENCE CE OF HOSPITAL SPITAL MOINHOS DE VENTO TO | BRAZIL AZIL MOHAMED PARRINI, CEO, HOSPITAL MOINHOS DE VENTO

480

beds

+2800

physicians (open staff model)

93%

• ccupancy rate

91-year

institution

Hospital Moinhos de Vento Founded as Deutschen Krankenhause “German Hospital” in October 1927

Value will be at the heart of care delivery.

Reducing costs without sacrificing outcomes will require dedicated teams working collaboratively across the full continuum of care.

“ ”

Bernd Montag,CEO Siemens Healthineers, Harvard Business Review, “Taking the Pulse of Health Care Transformation”, nov 2017.

Patients will be treated as consumers.

As patients continue to bear more financial resposibility for their own care, the search for better value will be the driving force shaping decision making.

“ ”

Bernd Montag,CEO Siemens Healthineers, Harvard Business Review, “Taking the Pulse of Health Care Transformation”, nov 2017.

Medicine will be more precise and affordable.

Therapies tailored to the individual will move us closer to the goal of “the right treatment for the right patient at the right time”.

“ ”

Bernd Montag,CEO Siemens Healthineers, Harvard Business Review, “Taking the Pulse of Health Care Transformation”, nov 2017.

Health care will be digital.

Digital technologies and big data will continue revolutionizing our understanding and treatment

• f disease and the very nature of wellness and

health care.

“ ”

Bernd Montag,CEO Siemens Healthineers, Harvard Business Review, “Taking the Pulse of Health Care Transformation”, nov 2017.

THE SECOND CURVE

“You must ride the first curve – a company’s traditional business carried out in a familiar corporate climate – to the all-important second curve. The e secon

• nd curve

rve is is the futu ture re – the new technologies, new consumers, and new markets that companies must command to survive and thrive” Ian Morrison The he Seco cond nd Curve rve – Mana nagi ging ng the he Velocity city of

• f Chang

ange

STRATEGIC PROJECTS PORTFOLIO

24 Strategic Projects

Projects related to:

• Patient experience program
• Creation of a Value Management Office
• Implementing protocols and tools to

decrease length of stay

• Measuring physicians performance in a

value-based approach

Patient Experience Program Client relationship Evolution (Philip KOTLER, Marketing 4.0)

SATISFIED

% of satisfied clientes measurement

ENGAGED

Groups in areas E.g. Juntas, support group in Oncology

DEFENSOR

Net Promoter Score measurement

COCREATOR

Patient and Family Advisory Committee

OWNER

Brand ambassadors

Patient Journey:

mapping patient experience

− Design Thinking methods − Secret Shopper methodology − 1st phase:

Radiology Nuclear Medicine Cardiology Outpatient Unique (VIP Unit) Inpatient

80.91 80.91 79.8 77.07 81.03 82.87 82.87 62.95 62.95 84.73 73 84.11 11 83 83 83 83 83 83 83 83 83 83 83 83 83

Jan Fev Mar Apr May Jun Jul Aug Sep Oct Nov Dec Actual Target

Net Promoter Score – Radiology

Would you recommend Hospital Moinhos de Vento? Patient Journey Mapping

Net Promoter Score – Unique (VIP unit)

Would you recommend Hospital Moinhos de Vento?

100 100 33.33 33.33 100 33.33 33.33 72.73 73 90 90 90 90 90 90 90 90 90 90 90 90 90 90 90

Jan Fev Mar Apr May Jun Jul Aug Sep Oct Nov Dec Actual Target

Patient Journey Mapping

VMO – Value Management Office

In-depth and integrated measurement of outcomes

VMO – Value Management Office

Center of excellence that:

• Supports clinical units in the processes of

measuring outcomes;

• Establishes priorities on continuous

improvement projects, managing costs;

• Facilitates the creation of value-based

reimbursement methods;

• Ensures that new IT plataforms are aligned with

the institution’s goals.

CLINICAL EPISODE DATA DRG CLINIC ICAL OUTC TCOMES ES AND PATIE IENT T REPOR PORTE TED OUTC UTCOMES ES (ICHOM OM) PATIENT PATHWAY DATA

HOSPITAL CARE KPIS (SHORT TERM) QUALITY OF LIFE KPIS (LONG TERM)

REIMBUR MBURSEMEN SEMENT

New models of hospital care and patient pathway reimbursements

CARE MANAGEMENT EMENT

Processes of care are measured and outcome-oriented TECHNI NICAL CAL COMMITTEES ITTEES

RELEVAN ANCE CE

COST STS

HOSPIT PITAL SOCIAL L LIFE

VMO – Value Management Office

NPI (CRM RM in Brazil zil) AND PHYSICIAN’S NAME

Physicians Performance Report

EFFEC FECTI TIVIN VINES ESS

Len ength th of stay, , Reho hosp spital talizatio zation n rate te, , Mortali rtality ty

EFFIC FICIE IENCY

N of hosp spitali alizatio zations, ns, Reven enue, , Disc schar arges s bet etwee een 6-11 11am, m, etc etc

STRUC RUCTU TURE RE

Parti ticipati ation in n Med edical al Resi sidenc ncy Progra ram, , insti stitu tuti tional nal CME MEs, , etc tc

PATIE IENT T EXPER PERIEN IENCE

Ombud udsman sman

PERFO RFORMA RMANCE INDEX EX

Reducin ucing Length ngth of Stay ay – proje ject ct

HMV’s Chief Medical Officer and Medical Director made an official communication about our Discharge Team

Access to four daily updated KPIs

HMV’s electronic record Days of hospita italiza lizatio tion Avera rage leng ngth th of stay in the physician’s specialty Avera rage leng ngth th of stay of the physicia ysician n in the last 12 months ths Physician’s performance in relatio tion n to his/h /her r specia cialty lty

Support of a Discharge Team

HMV’s electronic record Ask for support rt of our Discha charg rge Team

• Length of Stay
• % Discharges before 10am
• Rehospitalization rates

Length of Stay – monthly reports

Engaging the medical staff systematically

− Sharing information about the impact

• f having the discharges before 10am

to collectively achieve better results

10

Days

2017

(average)

Length of Stay – medical patient

8

Days

2018

(average)

Mohamed Parrini, CEO

________________________

THANK YOU