Data –The New Healthcare Currency · 2017-02-14 · 4 Strategy -Operational Flows • Improving...
Transcript of Data –The New Healthcare Currency · 2017-02-14 · 4 Strategy -Operational Flows • Improving...
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Data– TheNewHealthcareCurrency
SafetyNetAnalyticsProgramLosAngeles,CAFebruary16,2017
ScottBarlowCEO
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RevereHealth
• Foundedin1969,withover170physicians.Highgrowthrate.• Multi-specialty,physicianowned,costaccountingmodel.• Fullrangeofoutpatient&Inpatientservices.• Operateover100offices– Utah,NV&AZ- 16satelliteruralclinics.• Staffat29hospitals.• Completelypaperlessincareprovidedatalllocationssince2003.• ParticipateinmultipleStatehealthreformworkgroupsandcommittees.• CertifiedMedicareQualityreportingregistry– DSV.• Datainterfaceswithotherhealthsystemproviders.• CMSMSSPACOprogramparticipantandSixcommercialACOmodels.• Havefocusedonconsumerempowermentprinciplesforover10years–
“Let’slivebetter”.
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Strategy- OperationalFlows• Improvingthereliability,safetyandvalueofcareisabout
designingconsistentoperationalflows- logistics.• AnEHRisafoundationaltooltohelpcreateconsistent
designs,butisnotitselfananswer.• Datasetsneedtobemineable,relevantandactionable.• Designoperationalflowssothecareweshouldprovide
happenseverytime– decisionsupport,communication.• Providebetterinformation,education,advocacyand
supportforproviders,patientsandtheirsupportsystem(s).
• Empowerproviderswithquality&costdata.
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ValueofData/InformationHypothesis: Physiciansaredatamasters.• Analysisusuallyaffirms,confirms,perspective.• Ofvaluewhenit’shascontext– referencepoint.• Determinewhatyouwanttomeasure.
“Whatgetsmeasuredimproves.”
“Whatgetsmeasuredandreported,therateofimprovementaccelerates.”(ThomasMonson)
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ValueofTechnology
Improveddataavailabilityandcorrelation- Subsystemsofinformationbrokendown– portable.- Workflowsareconsistent- standardized.- Careprocessesaremeasureable,efficient.- Valuesondatareceivedismineable– Transparent.- Increasedabilitytoseeresults– EvidenceBased.- Enablesbetterengagementofpatientsandfamilies.
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KeyPrinciples
• Datawillneverbeperfect.“Perfectionistheenemyofprogress.”
• Informationgivenneedstoberelevant.• Cycletimeforadditionalinformationneedstobetight- easy
drilldowncapabilitiesforuser.• Datais“informational”notusedtojudge.• Needtoprovidesupporttohelpunderstand- sharebest
practicestoimprove.• EngageALLstaffintheeffort.• Transparencydriveschange– agreementonhowmuch.• Easytoseeareastotarget– colors,trendinformation.• PayerGames- Coding=RiskStratification(HCCCoding).
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AccountableCareModelApproach• Healthy/WalkingWell
– Focusandtargetedprogramsonwellnessandacuteneeds
• Chronic– Managedchronicconditions
• PolyChronic– FocusonIntensiveOutpatientCare
• HighlyComplex– CatastrophicCare/CaseMgmt– NICU,Rehab,RareDiseaseMgmt
• Managetheleakagefromleveltolevel
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ValueBasedJourneyStructure• ITInfrastructuredevelopment– EHR,DW,Interfaces.• Determinerelevantcomparisonpeergroup.• Departmentqualitymodels– 3Clinicaland3Othergoals–
evidencebasedmenu.Goalsaddedovertime.• Systemeducation– Costtrajectory,CulturalValues,Quality
capabilities– CareandBusinesscasetochange.• Payerpartners– Demonstratedperformancecapabilities,
budgetneutralmodels,focusonqualityovercosts.• Infrastructuresupport– tools,Education,WellnessInstitute.• Celebratesuccesses!Crosspollinateideas.• SystemofCare– ValueBasedCareSteeringCommittee.
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CareTeamDevelopment
• Departmentownership– Bottomupapproach.• Sharethesuccess- fundsreceived(MCMP,PQRS,MU,
Reportingfunds,Gainsharing- MSSP)teambaseddistribution;
- 80%todepartmentand20%toEntity;- Departmentfundspaid80%toprovider,20%tostaffwithCap.
• Paymentbasedonidentifiedgoalsachieved.• Addingteamskills– CareManagers,DataAnalyst.• Risksharing– physicians,seniormanagement(1/1/17)
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ExamplesofDataUse• Administrative – waittimes,worktimeliness,workload.• Financial – registrationcompleteness,registrationerror
reporting,A/RDays,CollectionsEfficiency(perCPT,perRVUorwRVU).
• ProcessManagement - Receivableworkmanagement,Phonecallmanagement.
• Benchmarking – MGMA,CHC,AMGA,Peers– datacomparisons,ProviderFinancialDashboard.
• Clinical – Providerreportcards,GapsinCaretools,ProcessImprovementresults.
• TeamBasedCare – Registries,AppointmentscheduleGapsreport,actualtoattribution,CareManagement,NetworkDevelopmentprofiles.
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Administrative- OfficeWaitTimesRowLabels AvgWaitTime2008 27.052009 23.211 23.382 24.853 25.034 25.095 27.236 28.617 29.678 21.209 17.7310 18.8511 20.3812 17.81
2010 16.951 17.592 17.303 16.314 16.39
27
2325 25 25
2729
30
21
1819
20
18 18 1716 16
.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4
2008 2009 2010
AverageWaitTime
Total
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Administrative- TaskTimeliness
Yr- Month %onTime2008 87.06%2009 89.17%1 89.46%2 88.87%3 89.98%4 90.30%5 88.83%6 89.47%7 87.42%8 88.74%9 89.31%10 88.77%11 88.77%12 90.28%
2010 91.13%1 90.89%2 90.48%3 90.61%4 94.24%
87%
89%89%
90% 90%
89%89%
87%
89%89%
89% 89%
90%91%
90% 91%
94%
82.00%
84.00%
86.00%
88.00%
90.00%
92.00%
94.00%
96.00%
1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4
2008 2009 2010
%onTime
Total
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0
100
200
300
400
500
600
700
800
900
1,000
563 1086 1282 1369 1178 420 941 1042 1127 1043 969 1000 1135 1343 69
Num
ber o
f Tas
ks
EMPLOYEE ID #
IM MAs(October)
0.75 FTE
Administrative– Workload
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0
200
400
600
800
Num
ber o
f Tas
ks
ID #
IM MD - TOTAL TASKING(October)
Administrative– Workload/Efficency
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Missing Other
Acct# Sex Address DOB Insurance Phone Minor Cannot be Responsible party
xxxxx Y
xxxxxx Y
Missing Fields Report
Acct# Date of service
Trans. Msg. Denial Post Date
Insurance
xxxxxx 6/4/2008 DENIED CANNOT ID PT AS INSURED
6/18/2008 MR02 - PALMETTO GBA (RAILROAD)
xxxxxxx 5/30/2008 PT ENROLLED IN REPLACEMENT HMO
6/18/2008 MD40 - MEDICAID
Eligibility Denial Report
Financial– RegistrationCompleteness&ErrorsReporting
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Financial– AccountsReceivableTrend
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Financial– CollectionsValue
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Financial– Collectionsefficiency
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Benchmark– ProviderDashboard
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ProcessManagement– A/RStaffWorkEffectiveness
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ProcessManagement– CallCenter
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SummaryValueofData/Information
RelevantInformation,notperfectinformationprovides:• Insight– relevantandactionable.• Determinewhatyouwanttomeasureandmaintain
regularitytounderstandrelevance.• DrawuponthetraitsandskillsofaProvider.• Leveragetheinfrastructurewithinyoursystem,community–
SNAP,Payers,Consultants,HealthDepartments,MedialGroups.
• Establishworkflowlogistics- consistent,efficient.• Usethescienceofmedicinetoimprovetheartofmedicine.
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Registry– DiseaseManagementDatabase
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CostofCare– ProviderCostActualtoAttribution
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CostofCare– ProviderCostAttributionbyArea
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CareManagement– RegistryofCosts&RiskScores
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HospitalCensusReportRunDate:October30,2014ReportDate:10/30/2014
ImputedPCP PatientName PatientDOB Hospital AdmitDate DischargeDate AdmitDX ScheduledSurgery AdmittingMD
09/25/2013 PrimaryChildren's 10/08/2014 ELEVATEDBUN USABDOX
12/06/1932 DixieRegional 10/23/2014 GLF/LTSHOULDERFX/SYNCOPE
08/23/1997 DixieRegional 10/20/2014 LEFTABOVETHEKNEEAMPUTATION,TRAUMA
08/08/1959 DixieRegional 10/28/2014 OA LTTKA
07/14/1993 OremCommunity 10/29/2014 MATERNITY
07/05/1968 UtahValley 10/25/2014 10/29/2014 HYPOKALEMIA
01/01/1994 IntermountainMedicalCenter 10/27/2014 DKA
01/18/1948 IntermountainMedicalCenter 10/27/2014 DJD LTTOTALKNEEARTHROPLASTY
03/22/1949 UtahValley 10/29/2014 RIGHTKNEEPAIN RIGHTTOTALKNEEARTHROPLASTY
06/30/1957 UtahValley 10/28/2014 10/29/2014 GALLSTONES
08/05/1944 UtahValley 10/28/2014 SEPSIS
06/17/1959 AmericanFork 10/28/2014 10/29/2014 RUPTUREDAPPY
03/26/1967 AmericanFork 10/29/2014 FAILURETOTHRIVE
EDVisitsReport
RunDate:October30,2014ImputedPCP PatientName PatientDOB Hospital AdmitDate ChiefComplaint AcuityLevel AcuityLevelDesc EDMD EDDischargeStatus
06/22/2009 DixieRegional 10/29/2014 PAINARM 3 Urgent Discharged
03/20/1993 OremCommunity 10/28/2014 ABDOMINALPAIN 3 Urgent Discharged
05/27/1967 AmericanFork 10/28/2014 CHESTPAIN 3 Urgent Discharged
07/13/1970 OremCommunity 10/27/2014 MOTORVEHICLECRASH 3 Urgent Discharged
06/08/1989 UtahValley 10/28/2014 VAGINALBLEEDING 3 Urgent Discharged
11/23/1982 UtahValley 10/30/2014 FLANKPAIN 3 Urgent Admitted
05/30/2003 DixieRegional 10/29/2014 INJURYOFFINGER 4 Semi-urgent Discharged
10/09/1927 AmericanFork 10/29/2014 ABDOMINALPAIN 3 Urgent Discharged
CareManagement– HospitalCensusbyDay
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Diabetes QIS HbA1c LDL-C Micro Foot Eye LastBP
DiseaseState(s) Sex Age Date Value Date Value Date Date Date Date Value
DiabetesMellitus M 45 10/21/2014
10.9
10/21/2014
133
10/21/2014 10/24/2014 12/23/2013 10/24/2014 141/86
DiabetesMellitus F 62 7/1/2014
12.0
7/1/2014
137
7/1/2014 7/16/2014 6/2/2014 10/30/2014 147/76
DiabetesMellitus F 69 8/19/2014
8.7
12/20/2012
73
3/7/2012 3/7/2012 12/4/2012 8/22/2014 151/78
DiabetesMellitus F 66 8/18/2014
9.0
8/18/2014
50
8/18/2014 5/10/2013 4/2/2013 10/23/2014 139/81
DiabetesMellitus M 41 9/23/2014
9.0
9/23/2014
56
9/23/2014 9/29/2014 1/31/2013 9/29/2014 134/88
DiabetesMellitus F 70 9/17/2014
8.9
9/17/2014
51
9/17/2014 5/12/2014 10/6/2014 10/7/2014 140/70
DiabetesMellitus M 43 5/21/2013
8.6
5/16/2013
87
5/16/2013 5/16/2013 5/16/2013 124/88
DiabetesMellitus M 50 8/29/2014
10.0
8/29/2014
10
8/29/2014 2/18/2014 3/5/2014 9/30/2014 114/80
DiabetesMellitus M 38 5/1/2012
10.1
5/1/2012
48.0
5/1/2012 5/1/2012 4/1/2012 9/17/2012 126/82
DiabetesMellitus F 36 5/14/2013
9.7
5/14/2013
109
5/14/2013 5/14/2013 5/14/2013 9/24/2013 141/88
DiabetesMellitus M 54 10/14/2014
13.4
10/14/2014
107
10/14/2014 5/12/2014 10/14/2014 10/14/2014 132/90
DiabetesMellitus M 38 3/8/2013 2/3/2011 12/11/2012 9/1/2012 1/1/2013 5/1/2013 114/72
CareManagement– A1c>8
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RowLabels BeneCount Encounters Modalities SumofAmt SumofCost/Enc SumofCost/Modality Cost/Patient
PT1 8 39 180 6097.39 156.34 33.87762.17Shoulderarthroscopy/surg 5 22 99 3204.59 145.66 32.37Totalhiparthroplasty 1 6 27 891.34 148.56 33.01Totalkneearthroplasty 2 11 54 2001.46 181.95 37.06
PT2 3 15 33 1096.26 73.08 33.22365.42Shoulderarthroscopy/surg 1 6 16 426.52 71.09 26.66Totalhiparthroplasty 1 3 4 231.94 77.31 57.99Totalkneearthroplasty 1 6 13 437.8 72.97 33.68
PT3 3 22 99 2471.67 112.35 24.97823.89Shoulderarthroscopy/surg 2 10 44 1077.71 107.77 24.49Totalkneearthroplasty 1 12 55 1393.96 116.16 25.34
PT4 28 247 425 17514.04 70.91 41.21625.50Shoulderarthroscopy/surg 6 33 64 2342.93 71.00 36.61Totalhiparthroplasty 5 57 63 3954.07 69.37 62.76Totalkneearthroplasty 17 157 298 11217.04 71.45 37.64
PT5 1 2 19 567.37 283.69 29.86567.37Totalkneearthroplasty 1 2 19 567.37 283.69 29.86
PT6 1 13 29 1008.21 77.55 34.771,008.21Shoulderarthroscopy/surg 1 13 29 1008.21 77.55 34.77
NetworkDevelopment- PhysicalTherapyNetworkCostProfile
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RowLabels Sumofbene_unique_cnt Sumofline_srvc_cnt Sumofaverage_Medicare_payment_amt SumofCostPerBene SumofTotalCost2CUC 2503 6146 2,021.95 63.50 158,929.99ENT1 451 542 255.63 45.79 20,649.23ENT2 591 716 437.39 43.09 25,467.46ENT3 473 538 732.26 74.02 35,012.43
ENT4 567 3852 287.87 96.39 54,654.92ENT5 421 498 308.80 54.98 23,145.95
Group2 1248 1582 2,664.98 98.55 122,987.77ENT6 257 306 382.50 90.04 23,140.67ENT7 248 368 420.04 97.04 24,064.97ENT8 251 288 471.09 86.62 21,741.77ENT9 336 444 1,021.72 117.56 39,499.27ENT10 156 176 369.63 93.21 14,541.09
GrandTotal 3751 7728 4,686.92 75.16 281,917.76
NetworkDevelopment- ENTCaseCostProfile- Affiliation
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HCCcoding,riskscoring
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MSSP Performance2014 2015
Assigned beneficiaries 15,581 15,909
Quality score 81% 92%
Risk score 1.008 1.048
Per capita expenditure benchmark $9,565 $10,181
Total expenditures benchmark $144.7 million $157.5 million
Total expenditures $149.6 million $143.6 million
Total Savings (Loss) ($4.9 million) $13.9 million
Shared Savings (Loss) ($0) $6.3 million
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CostandUtilizationperBeneficiary2015 2014 2013
2015to2014Comparison
ComponentExpendituresperAssignedBeneficiaryHospitalInpatientFacility,Total $2,486 $2,881 $2,886 -13.71%SkilledNursingFacilityorUnit $856 $1,061 $1,102 -19.33%HomeHealthAgency $689 $859 $946 -19.86%
UtilizationRates(per1000personYears)HospitalDischarges,Total 240 279 320 -14.14%SkilledNursingFacilityorUnitDischarges 71 93 76 -23.02%EmergencyDepartmentVisits 586 610 688 -4.05%EmergencyDepartmentVisitsthatLeadtoHospitalizations 127 149 225 -14.88%
1.112
1.0381.008
1.048
0.950
1.000
1.050
1.100
1.150
BaselineYear 2013 2014 2015
AverageTotalRiskScore
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Clinical– GapsinCareprompt
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Clinical– CareGapsworkTable– onestopshop
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Improvements- Diabetes
43
76.0%Improved(p<.0001)1.8TimesBetter
437.7%Improved(p<.0001)5.4TimesBetter
2,277.3%Improved(p<.0001)23.8TimesBetter
7,200.0%Improved(p<.0001)73TimesBetter
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Screening Improvements
44
276.5%Improved(p<.0001)3.77TimesBetter
377.4%Improved(p<.0001)4.8TimesBetter
57.4%Improved(p<.0001)1.6TimesBetter
75.1%Improved(p<.0001)1.8TimesBetter