creating data-driven strategies to improve hospital outcomes_oct 16th 2014
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Creating Data-driven Strategies to Improve Hospital Outcomes A Case Manager’s Guide
Data
Information
Knowledge
Annual National Institute
October 16, 2014
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1. Learn to connect the value and impact of hospital case management efforts to key metrics; Review a sample of a scorecard
2. Understand how to establish and use a framework for evaluating and improving key hospital case management processes and outcome metrics
3. Learn how to develop governance practices needed to produce high-quality data and achieve accountability
4. Identify data management strategies to support decision making, performance improvement and regulatory compliance
Objectives
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“Acute Care Case Management is a collaborative and facilitative
process of business, interpersonal, and clinical strategies that, when
successfully applied, effects more efficient delivery of care, reduces
variations in the consumption of clinical resources, and produces
improvement in clinical and financial outcomes.”
- The Leader’s Guide to Hospital Case Management, Stefani Daniels & Marianne Ramey, 2005
Utilization Management, Care Coordination, Transition Management ‘Right Care, Right Setting, Right Time’
Clinical Revenue Cycle
Clinical Business Management
Hospital Case Management (HCM)
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HCM Program Characteristics
Leading Programs:
• Data-driven Performance Improvement
• Focus on Care Transformation and Outcomes Management
• Well-developed Infrastructure
• Alignment with Medical Staff Leadership/ Hospitalists
• Respect and Authority
Challenged Programs:
• Access to Data
• IS Data Integrity
• Effective Reporting Tools
• Knowledge/Skill
• Day-to-Day Focused
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Categories Examples
Regulated/ Must Do
Data to support Utilization Review & Discharge Planning CMS CoPs processes are followed - IP Status Requirements, Status Changes, Beneficiary Notices Delivered, Documented ‘Patient Choice’
Compelled To Do Readmissions - Risk For… Reasons Why… Avoided How….
Monitoring/ Seeking Opportunities
“Avoidable Delays” Tracking – Delays attributed to: Hospital Depts, Physician, Patient/Family, and External/Community
Strategic Initiatives Length of Stay Management/Throughput; Post-hospitalization Services Referrals – In and out of network or ACO referrals
Demonstrate HCM Value
Status OBS IP; “Avoidable Delay” Avoided; ED Patient Readmission Avoided; Concurrent Appeal Successful
HCM Productivity Utilization Reviews Conducted; SW Referrals Initiated/Completed; Post-hospitalization Services Set-up
HCM Data
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“Instead of payment that asks,
‘How MUCH Did You Do?,’
the Affordable Care Act clearly moves us toward payment that asks,
‘How WELL Did You Do?’
and more importantly,
‘How Well Did the PATIENT Do?’”
- Don Berwick, MD, MPP
Former Administrator, Centers for Medicare and Medicaid Services
(CMS)
President Emeritus and Senior Fellow, Institute for Healthcare
Improvement (IHI)
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Revenue Increase Revenue Decrease Avoidance Capacity Management
Length of stay/Throughput Management to improve bed capacity and patient volumes (when unit capacity is an issue); Add the value $$ of filling the bed
Readmission (Unplanned) Reduction
CM or SW in the ED intervenes, sets up services and facilitates release of a Medicare heart failure patient recently hospitalized; Readmission prevented; Readmission rate improves, $$ penalty avoided
Qualifying Bedded Outpatients (OP) as Inpatient (IP)
OP observation patient’s inpatient admission facilitated after the Case Manger applies criteria and discusses case with the patient’s physician can net $6,746 avg./case
Delay/Denial Avoidance/ Mitigation
Care is well coordinated, barriers removed, in order to minimize costly delays and payer $$ denials
Concurrent Appeal
Clinical appeal managed prior to claim and when successful, retro denials management avoided “X”$$
Expense Decrease Compliance Risk/Penalty Avoidance
Resource Utilization/ Efficiency
Orders for duplicative or unrelated tests are ‘caught’ and cancelled reducing excess utilization and cost per case: Tests/Studies (“X” $$ of each)
Accurate IP/OP Status; 2 MN Rule
CMS Billing Compliance; ‘Recovery Auditor’ defensible
Facilitated Transition/ Throughput
A ‘case rate’ or ‘self-pay’ patient’s discharge is expedited once discharge readiness was determined: $450 (Average) multiplied by “X”# Excess Days
CMS Utilization Review and Discharge Planning CoP Compliance; Accrediting Standards
Survey readiness and success CoP = CMS ‘Conditions of Participation’
HCM Improved Clinical Revenue Cycle Outcomes
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HCM Improved Clinical Quality Outcomes
Collaborative Practice/ Patient Experience Patient Outcomes
Interdisciplinary team communication Readmission reduction
Medical staff as partners Patient intermediate and transition outcomes
Patient involvement & adherence to the plan of care
Effective, safe, timely, and complete transitions (discharge)
Care Transformation Patient Safety & Quality Measures
Monitoring/ managing care Evidence-based practice
Data-driven performance improvement Clinical process of care (Core Measures)
Transparency Safety and mortality (HACs)
Delay avoidance/ mitigation
Hospital Case Management contributes as an integral member, and often times the driver, of the interdisciplinary team to achieve optimal clinical quality outcomes.
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• Start with strategic, meaningful metrics (aligned with targets/incentives)
• Develop a subset of tactical metrics (root cause focused)
• Balance (anticipate the impact of relationship between metrics): LOS with readmission rate or satisfaction; OBS volume with IP volume; Initial denials with appeal overturn rate with clinical denials write-offs
• When selecting metrics, back into what you want with what you can get through external benchmarking
• Definitions! Report ‘run’ dates
HCM Scorecard
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HCM Analytics Framework
Fact-Based Decision
Making and Alignment of Resource Use
Information
Needs Assessed & Identified
1
Future State Design &
Build
2
Sustain & Optimize
3
Analytics and
Reporting
4
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1. Information Needs Assessment
• Identify data needs: Mandatory
Strategic initiatives
Compelled to do
Performance improvement:
o Clinical
o Financial
o Operations
Internal reporting:
o Utilization Review Committee
o Quality Management Committee
o Corporate Reporting, as applicable
• Data sources: Case Management System(s)
ADT/EMR
Other organizational applications
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Common CM Data Management Issues
• Data scattered throughout the organization
• Disparate IT systems: Data redundancy
Data isolation – no interfaces
• Multiple sources of data: Internal corporate databases
Government reports
Knowledge – personal experiences and thoughts
• Access to data: Security
Timeliness
• Data integrity
• Lack of clinical analyst support
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HCM Analytics Framework
Fact-Based Decision
Making and Alignment of Resource Use
Information
Needs Assessed & Identified
1
Future State Design &
Build
2
Sustain & Optimize
3
Analytics and
Reporting
4
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• Define data sources for agreed upon metrics:
Accountability parties
Reporting frequency
• Mitigate inefficiencies:
Interoperability
Information system purchases
Current system redesign
Electronic communication workflows
• Enhance effectiveness:
Automate tasks to increase timeliness of reviews/interventions
• Establish Clinical Analyst support
2. Future State Design Goal: Get the right information to the right people at the right time in the right amount and in the right format
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2. Future State Build
Get the right information to the right people at the right time in the right amount and in the right format.
Build: • Data dictionaries (fields defined)
• Data workbook (list of terms)
• Redesigned workflows
• Data quality control processes:
Auditing procedures
Auditing reports
• Staff educational programs and job aids
• Reports
• Reporting scheduling
• Dashboard(s)
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Example Data Dictionary: Avoidable Delays (AD)
Data Field Name Screen/Tab
Dictionary Type Definition
R= Required/ O=Optional
Start Date AD Home Page Date Enter the first AD R as applicable
End Date AD Home Page Date Enter the end AD R as applicable
# Days AD Home Page Calculated The number of days impacted is calculated for you
Location AD Home Page Location Select the location of the patient for the date(s) of the AD O
Entered By AD Home Page Employees
The person whose professional judgment determined the Avoidable Day/Delay R as applicable
Hospital DRG AD Home Page Interfaced
Once the patient is discharged and the record is coded, the MS-DRG will populate via the interface
Comments AD Home Page Free Text Document AD activity not captured by the dictionary fields R as applicable
Cause Attributed Cause Cause Select the attributed cause of the AD R as applicable
Days Attributed Cause Free Text Enter the number of days associated with each cause R as applicable
Attribution Attributed Cause Departments
Select the hospital department attributed with the AD, as applicable R as applicable
Physician Attributed Cause Providers
Select the provider/physician attributed with the AD, as applicable R as applicable
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HCM Analytics Framework
Fact-Based Decision
Making and Alignment of Resource Use
Information
Needs Assessed & Identified
1
Future State Design &
Build
2
Sustain & Optimize
3
Analytics and
Reporting
4
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• Conduct data integrity audits
Data processes and documentation
• Maintain data dictionary and workbook
• Coordinate software upgrade activities
• Manage provider correspondence and fax processes
• Assess changing information needs; recommend solutions
• Build and/or generate auditing reports
3. HCM Auditor & Clinical Data Management
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HCM Analytics Framework
Fact-Based Decision
Making and Alignment of Resource Use
Information
Needs Assessed & Identified
1
Future State Design &
Build
2
Sustain & Optimize
3
Analytics and
Reporting
4
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4. Key Capabilities of HCM Analytics & Reporting
Key Performance Indicators (KPI)
• Ability to produce the specific HCM measures identified through the data needs assessment
Trend Analysis
• Short-, medium-, and long-term trends of KPIs to help project and forecast changes in performance
Drill-down
• Ability to go to details at several levels
Ad-hoc Analysis
• Analyses made any time, upon demands, and with any desired factors and data relationships
Status Access
• The latest data available for a key metric, ideally in real time
Critical Success Factors
• Identify the factors most critical for the success of HCM and the organization
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• Varying levels of knowledge and skills Data management
Data not viewed as an asset
• Decisions are becoming more complex requiring sophisticated analysis
• Most decisions must be made under time pressure
• Information overload
• Lack of IT tools to help perform all the tasks related to information processing and management
Common HCM Analytics & Reporting Challenges
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• Customized reports and dashboards
• Increases trust
Reports: Advances Accuracy and Meaningfulness
• Eases the collection, maintenance, and analysis of information
• Harnesses expertise of HCM clinicians and analytic staff
Analysis: Ensures Conclusions are Valid
• Efficiencies and success
• Progress related to strategic objectives and action plans
• Competitive performance
• Ability to respond rapidly to changing needs and challenges
Data Review: Assesses for …
• Deployed to departments, teams, and organization
Findings: Translates Into Improvement Priorities
High Quality Data for Accountability
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Develop and Foster Key Partnerships
• Partner HCM with an analyst, not just access to ‘analytics,’ in order to provide your organization meaningful business intelligence and develop the HCM leader’s analytical skills
Diminish challenges of data accuracy
• Physicians as partners with HCM: Work with the medical staff and its leaders early on to earn their buy-in and develop the best uses of data
• Revenue cycle: HCM is the bridge between finance and clinical
Collaborate to get past differences and improve communication and outcomes
o Medicare Billing Compliance “Achieving Accurate Reimbursement & Compliance”
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Develop Team-Based Approach/Interventions… To Improve Patient and Organizational Outcomes
Interdisciplinary Review of ‘Actionable Data’/Audit Risk Areas:
• PEPPER and other benchmarking data
• Avoidable delay tracking
Report HCM Program Analytics with Action Plan Recommendations to Key Committees:
• Utilization Review & Medical Executive Committees
• Revenue Cycle Management Committee
• Quality Committee and the Quality Committee of the Board
Include HCM in organizational quality and performance improvement activities/work teams
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Influence Behavior with Data
• Hold others ‘kindly’ accountable
• Select meaningful metrics
• Conduct cost analyses to perform ‘corrective’ tasks: Code 44s
Provider liable claims (12x) and post-bill self denials
Surgical Status (IP/OP) errors
• Provide data/analyses to those that can impact the improvements: HCM staff; patient care units; medical
staff
Performance Improvement Committees Diagnosis/DRG-based data
Promote a culture of enhanced transparency, true
quality care, service, and transformation
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Employ Tactical Efforts – Example: LOS Daily Flash
DEFINITION
• (N): A count of the # of acute inpatients exceeding the threshold, counted at the same designated time each day (MN)
• (D): A count of the total # of acute inpatients, counted at the same designated time each day (MN)
• Acute: All inpatients excluding mother-baby, psych, IP hospice, rehab
Target >4 Days: 25% (TBD) Target >10 Days: 6% (TBD)
115
120
125
130
135
140
145
150
0%
5%
10%
15%
20%
25%
30%
35%
40%
Acu
te IP
Ce
nsu
s
% A
cute
Cas
es
Exce
ed
ing
4 o
r 1
0 D
ays
31-Mar 1-Apr 2-Apr 3-Apr 4-Apr 5-Apr 6-Apr 7-Apr 8-Apr 9-Apr
% >4 Days 34% 31% 29% 27% 25% 24% 23% 28% 23% 24%
% >10 Days 6% 7% 9% 10% 11% 9% 6% 7% 6% 6%
Census 138 139 135 130 132 129 128 132 130 134
Acute LOS Flash
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Knowledge = Improvement = Success
HCM Value
Revenue Increase & Decrease Avoidance; Expense Decrease; Compliance Risk & Penalty Avoidance
Data Governance and Management
Effective Decision-Making, Improvement
and Compliance
HCM Optimization – Organizational, Clinical, Financial
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It’s National Case Management Week!
CMSA
ACMA
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Questions
Contact Information:
Lana Cabral, RN, BSN, MSM, CMAC, CRCR Senior Director, Case Management Services
Conifer Health Solutions Email: [email protected]
Michele Szymborski, CPHQ, CSHA Manager, Case Management Services
Conifer Health Solutions Email: [email protected]
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• A surgeon requests OR time for a Medicare a patient’s procedure and orders Outpatient Status; Upon checking the procedure is determined to be on the Medicare Inpatient-Only List; a corrected Status order is obtained prior to the start of the procedure; Revenue Decrease Avoided
• Case Manager intervenes when duplicative or unrelated tests are ordered, reducing excess utilization and cost per case : Tests/Studies (“X” $$ of each); Expense Decrease
• A ‘case rate’ or ‘self-pay’ patient’s discharge is expedited once discharge readiness was determined: $450 (Average) multiplied by “X”# Days; expense decrease and if a capacity issue add the value$$ of filling the bed; Revenue Increase
• A ‘per diem’ patient’s avoidable delay in care is avoided with Case Manager intervention: “X”$$ (per payer contracted rate); revenue decrease avoided or Case rate Cases: $450 (Average) multiplied by “X”# Days; Expense Decrease
• A concurrent clinical appeal is conducted and is successful: “X”$$ (per payer contracted rate); Revenue Decrease Avoided
• The Case Manager coordinates the multiple consultants’ plans with the interdisciplinary team and the patient/family, streamlining the progression of the patient’s treatment, decreasing length of stay; either Reducing Expense or creating an open bed to be filled-Revenue Increase
HCM - Making the Business Case
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• A hospitalized outpatient Observation patient’s inpatient admission is facilitated after the Case Manger applies criteria and discusses case with the patient’s physician: $6,746 (Average); Revenue Increase
• Social Worker in the ED intervenes, sets up services and facilitates release of a Medicare heart failure patient recently hospitalized: Readmission prevented; Readmission rate improves, Penalty Avoided
• Case Manager’s Medicare patient does not meet InterQual and refers case to the Physician Advisor who applies the CMS definition of inpatient care and approves the inpatient admission; Revenue preserved/Compliance; Risk Avoidance
• Medicare inpatient not meeting criteria, the Case Manager follows CMS Code 44 process involving UR Committee physician; Billing Compliance; Risk Avoidance
• The review of a new patient’s record indicates an opportunity to advance the plan of care, the Case Manager intervenes and with the addition of physician orders the patient’s progression of care is advanced, length of stay is decreased ; either Reducing Expense or creating an open bed to be filled-Revenue Increase
HCM - Making the Business Case (cont’d)