Information Technology and Chronic Care The Business Case, the Technology, and Two Studies
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1 Information Technology and Chronic Care The Business Case, the Technology, and Two Studies Joe Gifford MD Senior Medical Director Regence Healthcare Unbound June 2009
2 IT-Enabled Business Process Reengineering Not a technology problem A business / system problem No new money Chicken-egg problem No new expensive toys Need IT for the reengineering
3 Chronic Illness Business Case Major Chronic Diseases Diabetes [16 million] Heart disease (CAD, CHF) [18 million] Lung disease (Asthma, COPD) [30 million] Others Arthritis/back pain Obesity/metabolic syndrome Hyperlipidemia Depression Some cancers
4 300 Million Americans Moms & Babies 6 M, 20% Acutely ill 60 M, 20% 50M, 17% 50 million: Chronic Illness Severe Disability 7 M, 2% Healthy 170 M, 57% End of Life 7 M, 2% Source: HHS
5 Total Health Care Costs = $1.7 Trillion Acutely ill $350M, 21% $350 million: Chronic Illness $600M, 34% Moms & Babies $60M, 4% Healthy $120M, 7% End of Life $320M, 19% Severe Disability $250M, 15% Source: HHS
6 Reality -- Disarray in Chronic Care Chronic care today Episodic care model from 50 years ago Constant in-office MD supervision of chronically ill now required Care provided in offices, schools, home, at work; by MDs, nurses, techs, and diverse therapists Spotty evidence-base for care decisions And only 45% get that right
7 The Technology Communication channels & groupware Remote monitoring devices Back-end support Decision support, data analysis Content & algorithms Workflow apps, registries EMRs, PHRs, HRAs (Health 2.0 )
8 Chronic Care Applications Engage Intervene Monitor Patient Focused Health 2.0 communities Educational tools (websites, audio library) Remote monitoring (biometric, tele-monitoring) Case Management Call Support Personal Health Record Predictive Modeling Patient-provider communication tools (IVR, ) Clinical integration tools Decision support tools Provider Focused Disease Registry Electronic Medical Record Workflow Applications Source: Disease Management Association of America
9 Communication Channels: Modes Synchronous phone, chat Asynchronous Unstructured (secure or not), SMS text, IM messaging Web posting Text, rich images, multimedia, video Structured Web visits & requests
10 Communication Channels Patient care team channel Scheduling appointments Prescription refills Online consultation Requesting referrals Receiving routine test results Content push-- Care plan reminders & instructions Treatment options Motivational
11 Communication Channels Team team channel Specialist referral ER & Hospital notification Care plans Registries Clinical Groupware
12 Back-End Applications EMRs & registries Chronic Disease Management Systems Standalone -- DocSite, i2i Systems CDM integrated w EHR Epic, Allscripts, others Guideline management Care plans / decision support Alarms
13 Back-End Applications Workflow apps Predictive modeling / outreach DxCG, Impact Pro Call center management DM firms -- Healthways Business Intelligence Incl Quality / ETG analysis
14 Remote Monitoring Blood sugars O2 Sat & exercise tolerance Weights Blood Pressure & heart rate Future: Pill box monitors, lipids, HbA1c, INR, any variable worth monitoring Seamless / real-time / wireless
15 Remote Monitoring on Starship Enterprise
16 Communication Channels Specialist ER / Hospital PCP Case Manager Payer DM vendor Case Mgmt PBM / RxHub
17 Two studies Medicare High-Cost Beneficiary Demonstration Project Wenatchee Valley Clinic Remote monitoring devices for chronically ill Boeing Intensive Outpatient Care Program Seattle 3 large clinics Intense care to sickest decile
18 Medicare High-Cost Beneficiaries Three sites; Wenatchee Valley Clinic here in WA Remote monitoring with Health Hero Chronic illness Medicare beneficiaries enrolled Site has 5 dedicated case management RNs; 25 MDs participate Reporting 20% lower costs, improvement in quality variables
19 Health Hero Network / Buddy
20 High-Cost Beneficiaries Workflow Small number of monitored variables CHF: Weight, BP, HR COPD / Asthma O2 saturation, exercise tolerance, weight Diabetes Blood sugar Mostly self-entry to device Device uploads to Web
21 High-Cost Beneficiaries Workflow Nurse reviews daily info Variables flagged red, yellow, green Phones patient when into red Manages patient by algorithm MD support if necessary Nurse skill is critical to success
22 Boeing Intensive Outpatient Care Program Three sites: Everett Clinic, Virginia Mason, Valley Medical Center 150 patients each Each site creates a new ambulatory intensivist practice for the predicted highest cost 5-20% of members Practices are staffed by specially identified MD, RN health coach, and other support Sites implement shared care plans, increase access, proactively manage care Started 2007, now results coming in
23 Boeing Intensive Outpatient Care Program No benefit changes, so sites continue to bill fee-forservice for MD visits Copays for 1st intake visit is waived, rest continues as usual Sites are paid a case rate pmpm to cover nontraditional services Consideration will be given to a shared savings model if expanded in future
24 IOCP Communication Technology Patients -- phone & ordinary Specialists -- cell phone channel Clinic-clinic SharePoint, blogs, best practice sharing & clinic-pilot problem resolution Clinic-payer fax notification of events (hospitalizations) Clinic-Regence-Healthways Case mgmt info RxHub-clinic info on fills NO remote monitoring devices
25 Communication Channels Specialist ER / Hospital PCP Case Manager Payer DM vendor Case Mgmt PBM / RxHub
26 Intensive Outpatient Care Program Overall Summary Results IOCP program shows improvement over prior care in virtually all measures of care experience including: Access Communication Provider relationship and care coordination. Significantly increased workup costs (radiology, outpatient facility, other MD costs) seen in some sites, consistent with similar pilots elsewhere; paid off over time
27 Commonalties of two studies Avoiding hospitalizations Patients upload information Nurse case management / relationships High touch Frequent communication Variety of interventions, advice, self-help, coaching Physician oversight Timely and informed Teammates, no perverse incentives
28 Can We Go Lean? Lean theory gadgets are expensive Who really needs daily upload of variables? IOCP: 10% of 10 th percentile, and only for a few weeks How to segment workflow by level of severity IOCP: most patients need upload weekly Low tech s & Excel files How many patients can be trained to monitor their own variables, & how to get them there?
29 Conclusions of Two Studies It s not the gadgets, it s the case management It s the workflow It s the whole medical home It s keeping pts out of the hospital Value of experienced nurse with people skills Training patients to self care Some level of home monitoring can be helpful
30 Conclusion Huge opportunity in Chronic Care Technology necessary but not sufficient Ditto standards, interoperability, etc etc It s about business processes in a messy service industry It s all about the nurse talent
31 Conclusion Start with accountable business units Measure all variables / document processes Add Toyota lean Introduce technology slowly Insist on proof of cost savings for fancy gadgets
32 Questions?
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