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Welcome to

• five inpatient hospitals:

• Tisch Hospital

• Rusk Rehabilitation

• NYU Langone Orthopedic Hospital

• NYU Langone Hospital - Brooklyn

• Hassenfeld Childrens Hospital

• with locations in

• New York City’s five boroughs

• Long Island

• New Jersey

• Westchester, Putnam, and Dutchess counties

• affiliation with

• Winthrop University Hospital

Over 200ambulatory sites

THE JOINT

COMMISSIONNATIONAL QUALITY APPROVAL

Ranked #1 & #2 – Third

Year in a Row for Overall

Patient Safety & Quality

140 Physicians Listed in

New York Magazine’s

“Best Doctors”

Gold Seal of Approval by

the Joint Commission for

Commitment to High

Quality Care

Magnet Recognized

Hospital for Excellence

in Nursing

Clinical Care

Modern

Healthcare

Modern Healthcare

Top HospitalMost Wired Hospital -

2017

RESEARCH

#1 in licensing

revenue among U.S.

universities

A Top 11

U.S. News & World

Report’s Best

Medical School

$189 million

in new NIH

funding for 2016

435 research

faculty

Among the

fastest growing

NIH portfolios

in the U.S.

4,187 peer reviewed

publications as of

2016

Education

175 Years of Training Physicians and Scientists

75+ Residency and Fellowship Training Programs

5,000 Voluntary, full and part-time faculty

3 -year medical degree program

80 MD/PhD students

233PhD Students

Stage 7

Stage 7 Non-Stage 7

4% of over 5,000

hospitals

evaluated are

Stage 7

Healthcare Information and Management Systems Society (HIMSS) Analytics Electronic

Medical Records (EHR) Adoption Model

Stage 7 Award.

Leverage and govern health data and analytics

Execute computer order entry and electronic documentation

Measure and analyze patient engagement

Demonstrate advanced implementation

and augmentation of EHR

only

Based On Ability To

we’ve achieved

Top 20 in the Nationwith 12 nationally ranked and

8 high performing specialties

Frank Volpicelli, MD

Chief of Medicine, NYU Langone Hospital – Brooklyn

Clinical Lead Value Based Management

Jonathan Austrian, MD

Medical Director, Inpatient Clinical Informatics, NYU Langone Health

VBM Pathways

166%

210%

0%

50%

100%

150%

200%

250%

FY10 FY11 FY12 FY13 FY14 (6-month annualized)

% Increase in Medicare Loss Since 2010Inpatient & Outpatient Inpatient Only

In 2014, our Inpatient Medicare Loss was increasing

62%

6%

-4%-6%

6%

8%

-6%

-20%

0%

20%

40%

60%

80%

2008 2009 2010 2011 2012 2013

Inpatient Medicare Cost per Discharge (WI & CMI Adj.) % Increase since 2008

NYU AMC 1 AMC 2 AMC 3 AMC 4 AMC 5 AMC 6

Plus, other hospitals were better at managing their costs

Value

Based

Management

Value =Quality

Cost

2 Years of Savings from VBM and Health IT Collaboration

Daily Labs

Blood

IV Acetaminophen

Pathways

Daily Labs

Blood

IV Acetaminophen

Pathways

$2,968,979.25

$2,897,345.36

$2,241,861.90

$12,925,172.00


Total Savings $21,033,358.30

Daily Labs

Blood

IV Acetaminophen

Pathways

$2,968,979.25

$2,897,345.36

$2,241,861.90

$12,925,172.00


Pneumonia

Heart Failure

Colon Surgery

Baseline

Pathway

Data

O/E – 1.17

O/E – 1.16

O/E – 0.8

Business Sponsors

Dr. Fritz Francois

Dr. Paresh Shah

Business

Day-to-Day Lead

Dr. Frank Volpicelli

Nursing Informatics

Champions

Michele Costa

Phyllis Murray

Care Manager /

Social Work

Champion

Ana Mola

Nursing Champion

Lizanne Velapoldi

Pharmacy Champion

Roda Plakogiannis

Provider Champion / Team

Lead

Dr. Stu Katz

Project Manager

Kathleen Green

Nursing Informatics

Champions

Michael Emory

Katie Schmidt

Care Manager /

Social Work

Champion

Yuliya Grechukhin

Nursing Champion

Elizabeth Capobianco

Pharmacy Champion

Marco Scipione


Lead

Nancy Amoroso

Vinh Pham

Project Manager

Meredyth Lacombe

Nursing Informatics

Champions

Gary Liu

Kimberly Kenney

Care Manager /

Social Work

Champion

Stephen Markley

Nursing Champion

Margaret Frank-Bader

Jessica Hsu

Pharmacy Champion

Caitlin Aberle


Lead

Mitchell Bernstein

Jason Fisher

Project Manager

Christina Distefano

Congestive Heart Failure Pneumonia Colon Resection

Project Physician

Dr. Jonathan Austrian

Project Manager

Richard Lew

Epic Orders

Hardev Randhawa

Vincent Yuen

Epic ClinDoc

Vicky Javier (Lead)

Lani Albania

Glen DiBenedetto

Mark Durbin

Epic Trainer

Janet Zarecor

Credentialed Trainer

Clarity Reporting

Clarity Reporting

Resource

Reporting Workbench

Hardev Randhawa

Lani Albania

Epic Technical Support

Andrew Munfakh

Pathways

Implementation Org

Chart

MCIT Clinical

Systems Sponsor

Nancy Beale RN

Kay Dickason RN

MCIT

Clinical Systems

Day-to-Day Lead

Cheryl Long

Nursing Informatics

Champions

Michele Costa

Phyllis Murray

Care Manager /

Social Work

Champion

Ana Mola

Nursing Champion

Lizanne Velapoldi

Pharmacy Champion

Roda Plakogiannis


Lead

Dr. Stu Katz

Project Manager

Kathleen Green

Nursing Champion


Pharmacy Champion

Marco Scipione


Lead

Nancy Amoroso

Vinh Pham

Project Manager

Meredyth Lacombe

Nursing Informatics

Champions

Gary Liu

Kimberly Kenney

Care Manager /

Social Work

Champion

Stephen Markley

Nursing Champion


Jessica Hsu

Pharmacy Champion

Caitlin Aberle


Lead

Mitchell Bernstein

Jason Fisher

Project Manager

Christina Distefano

Care Manager /

Social Work

Champion

Yuliya Grechukhin

Nursing Informatics

Champions

Michael Emory

Katie Schmidt

Business Sponsors

Dr. Fritz Francois

Dr. Paresh Shah

Business

Day-to-Day Lead


Project Physician


Project Manager

Richard Lew

MCIT Clinical

Systems Sponsor

Nancy Beale RN

Kay Dickason RN

MCIT

Clinical Systems

Day-to-Day Lead

Cheryl Long

Leadership Team

Epic Orders

Hardev Randhawa

Vincent Yuen

Epic ClinDoc

Vicky Javier (Lead)

Lani Albania

Glen DiBenedetto

Mark Durbin

Epic Trainer

Janet Zarecor


Clarity Reporting

Clarity Reporting

Resource

Reporting Workbench

Hardev Randhawa

Lani Albania


Andrew Munfakh


Business Sponsors

Dr. Fritz Francois

Dr. Paresh Shah

Business

Day-to-Day Lead


Nursing Informatics

Champions

Michele Costa

Phyllis Murray

Care Manager /

Social Work

Champion

Ana Mola

Nursing Champion

Lizanne Velapoldi

Pharmacy Champion

Roda Plakogiannis


Lead

Dr. Stu Katz

Project Manager

Kathleen Green

Nursing Informatics

Champions

Michael Emory

Katie Schmidt

Care Manager /

Social Work

Champion

Yuliya Grechukhin

Nursing Champion


Pharmacy Champion

Marco Scipione


Lead

Nancy Amoroso

Vinh Pham

Project Manager

Meredyth Lacombe

Nursing Informatics

Champions

Gary Liu

Kimberly Kenney

Care Manager /

Social Work

Champion

Stephen Markley

Nursing Champion


Jessica Hsu

Pharmacy Champion

Caitlin Aberle


Lead

Mitchell Bernstein

Jason Fisher

Project Manager

Christina Distefano


Project Physician


Project Manager

Richard Lew

Epic Orders

Hardev Randhawa

Vincent Yuen

Epic ClinDoc

Vicky Javier (Lead)

Lani Albania

Glen DiBenedetto

Mark Durbin

Epic Trainer

Janet Zarecor


Clarity Reporting

Clarity Reporting

Resource

Reporting Workbench

Hardev Randhawa

Lani Albania


Andrew Munfakh

MCIT Clinical

Systems Sponsor

Kay Dickason

MCIT

Clinical Systems

Day-to-Day Lead

Cheryl Long

Dedicated clinical

operations team

working in

conjunction with

health IT

Business Sponsors

Dr. Fritz Francois

Dr. Paresh Shah

Business

Day-to-Day Lead


Nursing Informatics

Champions

Michele Costa

Phyllis Murray

Care Manager /

Social Work

Champion

Ana Mola

Nursing Champion

Lizanne Velapoldi

Pharmacy Champion

Roda Plakogiannis


Lead

Dr. Stu Katz

Project Manager

Kathleen Green

Nursing Champion


Pharmacy Champion

Marco Scipione


Lead

Nancy Amoroso

Vinh Pham

Project Manager

Meredyth Lacombe

Nursing Informatics

Champions

Gary Liu

Kimberly Kenney

Care Manager /

Social Work

Champion

Stephen Markley

Nursing Champion


Jessica Hsu

Pharmacy Champion

Caitlin Aberle


Lead

Mitchell Bernstein

Jason Fisher

Project Manager

Christina Distefano

MCIT Clinical

Systems Sponsor

Nancy Beale RN

Kay Dickason RN

MCIT

Clinical Systems

Day-to-Day Lead

Cheryl Long

Project Physician


Project Manager

Richard Lew

Epic Orders

Hardev Randhawa

Vincent Yuen

Epic ClinDoc

Vicky Javier (Lead)

Lani Albania

Glen DiBenedetto

Mark Durbin

Epic Trainer

Janet Zarecor


Clarity Reporting

Clarity Reporting

Resource

Reporting Workbench

Hardev Randhawa

Lani Albania


Andrew Munfakh


Care Manager /

Social Work

Champion

Yuliya Grechukhin

Nursing Informatics

Champions

Michael Emory

Katie Schmidt

Dedicated health IT

team working in

conjunction with

operational

leadership

Formal project charter with cross-

institutional buy-in

Document approval with

cross-departmental

stakeholder buy-in

Timeline of Clinical Engagement to Support Epic Clinical Pathways

Production

Preparation

End User and

SuperUser Training

Clinical Engagement

Build Validation by

Operations and Epic Build

Adjustments

Dec 30 - Jan 20

Epic Build Dec 1 - Dec 29

Clinical Content

and Design Oct 1 - Nov 28

Nov 19 – Feb 18

Feb 4 – Feb 18

Feb 18 – Mar 5

Decision

strategy

IT Intervention

Selection ProcessGuiding

Principlesa. b. c.

Workflow Development

Guiding Principles

Start with Barriers

Interdisciplinary

Consistency amongst Pathways

Keep it simple

Pathway

• Orders

• Outcomes

• Variances

• Orders

• Outcomes

• Variances

• Orders

• Outcomes

• Variances

Step 1 Step 2 Step 3

Template to

organize

Pathway

content

Developing

the Pathway

NO

YES

Applies Pathway

for Eligible Patient

Signs Orders for

First Step

Provide CareDocument

Outcomes +

Variances

Step

Complete?Pathway

Complete?

Sign Order for

Subsequent Steps

Complete

PathwayYES

Pathways Workflow

Provider

Care Team

NO

NO

YES

Signs Orders for

First Step

Provide Care

Pathway

Complete?

YES

Pathways Workflow

Provider

Care Team

NO

Document

Outcomes and

Variances

Step Complete?

Sign Order for

Subsequent Steps

Applies Pathway


Complete

Pathway

NO

YES

Signs Orders for

First Step


Outcomes +

Variances

Step

Complete?Pathway

Complete?

Sign Order for

Subsequent Steps

YES

Pathways Workflow

Provider

Care Team

NO

Applies Pathway


Complete

Pathway

NO

YES

Signs Orders for

First Step

Provide Care

Pathway

Complete?

YES

Pathways Workflow

Provider

Care Team

NO

Document

Outcomes and

Variances

Step Complete?

Sign Order for

Subsequent Steps

Applies Pathway


Complete

Pathway

NO

YES

Signs Orders for

First Step


Outcomes +

Variances

Step

Complete?Pathway

Complete?

Sign Order for

Subsequent Steps

YES

Pathways Workflow

Provider

Care Team

NO

Discontinue

Pathway

Applies Pathway


Complete

Pathway

Converting Paper into an Electronic Pathway

Pathway

Begins

Inclusion /

Exclusion Criteria

Pathway

Orders

Outcomes

Variance

Status of Pathway Step

Pathway

Dashboard

Change

Management &

Implementation

Content

Changes

Functionality

Changes

Functionality

Changes

Continuous Process

Improvement

Suggested

Outcome

Values

Aggregated

Heart

Failure

Data

Predictive Analytics

$ Realized

Value

0.7

0.75

0.8

0.85

0.9

0.95

1

1.05

1.1

1.15

1.2

Baseline Q3 FY15 Q4 FY15 Q1 FY16 Q2 FY16 Q3 FY16 Q4 FY16 Q1 FY17 Q2 FY17

O:E

Pneumonia

Pneumonia

Observed / Expected Length of Stay

-70

-60

-50

-40

-30

-20

-10

0

10


Per

cent

age

Dec

reas

e

% Decrease in Variable Direct Cost per Case

Pneumonia

Pneumonia

0.5

0.55

0.6

0.65

0.7

0.75

0.8

0.85


O:E

Colon

Colon


-40

-35

-30

-25

-20

-15

-10

-5

0

5

10


Per

cent

age

Dec

reas

e


Colon

Colon

0.8

0.85

0.9

0.95

1

1.05

1.1

1.15

1.2

1.25


O:E

Heart Failure

Heart Failure


-60

-50

-40

-30

-20

-10

0

10


Per

cent

age

Dec

reas

e


Heart Failure

Heart Failure

Epic Clinical Pathways

Pre and Post Implementation

0

500000

1000000

1500000

2000000

2500000

3000000

Q3 FY15 Q4 FY15 Q1 FY16 Q2 FY16 Q3 FY16 Q4 FY16 Q1 FY17 Q2 FY17

Quarterly Savings for Pathway Cases

Colon Heart Failure Pneumonia

Total Savings

Colon

Heart Failure

Pneumonia

$2,579,211

$3,951,855

$6,394,106

$12,925,172

691 Project Team Hours

$79,465Costs

Lessons Learned

• Pathway analytics drive change

• Project management handoff key

• Pathways need to be lean.

• Electronic pathways demonstrate value

Thank You

Dana Ostrow

Senior Director of Clinical Systems, NYU Langone Health

Gabriela Grygus, MBA, RHIA

Senior Director, Health Information Management, NYU Langone Health

Paperless Registration

In the past, our registration process

involved lots of paper.

In 2014, we had over

1.25 million paper

registration

documents signed and

scanned into Epic.

Average registration

time with PAPER took

10 minutes

3,897,690 pieces of paper

were used, costing over

$428,745.90

That’s about

527 trees.

And we spent over $93,986

annually on scanning services

before paperless registration.

Registration

We mapped the

Digital Patient Experience

to better understand the needs of our

patients across the continuum of care

beginning end

In the first half of

2017, over 1.3

million documents

were digitally

signed.

MCIT/Clinical Systems Owner

Dana Ostrow

Hyland

Stacey Less – PM

Marypat Schrantz

Tom Buehner

Tony Turner

Susan de Cathelineau

MCIT/Clinical Systems

Application Leads

Ann Cote – OnBase

Elizabeth Brutti - EpicCare

Mary Ann Cox – Epic ADT/Cadence

Joe Shelmet - Hardware

Samsung

Timothy Gillis

Steven Hamilton

Ben Simmons

Desktop/Hardware/Wireless

Jamie Lynch

Sammy Lee

Rob Dennison

Fabian Clarke

Matt Zago

Matt Horany

Ian Gonsalves

Project Management

Nathan Gollogly

Application/Training Team

Maureen Hickey - EpicCare

Vertil Gourgues - OnBase

Alex Mathew – ADT

Javier Ramos – ADT

Marie Laguerre - Training

MCIT Steering Committee

Nancy Beale

Suresh Srinivasan

James Song

Suzanne Howard

Operational Steering Committee

Andrew Rubin – Business Sponsor

Steven Weiner – Business Owner

Paperless

Implementation

Org Chart

Operational Partners

MCIT Partners

Vendor Partners

Design + Implementation Timeline

September 2014 –

Discovery process for tool selection began

Guiding

Principles for

Tool

Selection

enable positive experience for both employee and patient

leverage existing partnerships if possible

work seamlessly with other registration technologies such as Patient Secure

integrate with Epic

offer a flexible platform that would allow for more than just paperless registration

We counted clicks to ensure that the registrar was

in fact able to work faster.

We timed patients to ensure that registration was in

fact quicker.

Topaz eCapture Access Welcome Kiosk

Patient can see/ complete

form independently

Form is interactive

Error checking on the form

Data Captured Discretely

Signature Embedded on

Saved Form

Can be used for

Questionnaires

Can be used for Clinical

Consents

?

We considered a

wide variety of

platforms and

their capabilities

We tested devices and

platforms and found that

some didn’t meet our

needs.


September 2014 –

Discovery process for

tool selection began

October – November 2014 –

Initial development in coordination with Epic, Samsung

and Hyland

We chose to develop a

paperless platform with these

partners.

The QR Code – what makes our

paperless platform dynamic.

Epic / FOS / Unity eForms

Patient Presents at

Registration Desk

Registrar validates forms for

the registration packet and

creates barcode in Epic

Registrar Scans

barcode using Tablet

Patient completes

prepopulated form on Tablet

Forms saved to OnBase

and then linked to Epic

Patient

Registrar

Paperless Registration Workflow

Registrar begins the

Check-In / Admission in

Epic

Tablet is returned and

Registrar confirms all

forms have been

received in Epic

• Bi-monthly Iterative testing

with each release for a week,

including integrated end to end

testing

• Usability with staff

• Usability with patients

• Trials with multiple types of

tablets and styluses

Testing

• Devices are enrolled in Airwatch, which allows us to manage

them remotely

• Updates can be pushed to devices through Airwatch

• Airwatch Secure Launcher is installed on the devices which

allows us to lock down the home screen of the device to the

Paperless application

Change Management

Infection Control

Paperless Registration Timeline


September 2014 –



October – November

2014 –

Initial development in

coordination with Epic,

Samsung and Hyland

February 2015 –

First Go-Live at NYU Langones Center

for Womens Health

First Test Site –

NYU Health:

Center for Women’s Health

23 providers


September 2014 –




2014 –



Samsung and Hyland

February 2015 –

First Go-Live at NYU

Langones Center for

Womens Health

June 2015 –

Rolled out to large ambulatory location –

Huntington Medical Center – ensuring

enterprise readiness


September 2014 –




2014 –



Samsung and Hyland

February 2015 –

First Go-Live at NYU

Langones Center for

Womens Health

June 2015 –

Rolled out to large

ambulatory location –

Huntington Medical

Center – ensuring

enterprise readiness

December 2015 –

Paperless registration

rolled out to 95% of

enterprise

Continuous Improvement

MyChart ID creation in registration

Multilanguage capabilities

Research Consents

Patient Encounters Using Paperless Registration

0

50000

100000

150000

200000

250000

Q1 2015 Q2 2015 Q3 2015 Q4 2015 Q1 2016 Q2 2016 Q3 2016 Q4 2016 Q1 2017 Q2 2017

Patient

Encounters

Average registration

time with TABLET – 5

minutes

Documents Digitally Signed Since Launch of Paperless Initiatives

0

100000

200000

300000

400000

500000

600000

700000

800000

Q1 2015 Q2 2015 Q3 2015 Q4 2015 Q1 2016 Q2 2016 Q3 2016 Q4 2016 Q1 2017 Q2 2017

Digitally Signed Documents

Signed

Documents

0

200000

400000

600000

800000

1000000

1200000

Q1 2015 Q2 2015 Q3 2015 Q4 2015 Q1 2016 Q2 2016 Q3 2016 Q4 2016 Q1 2017 Q2 2017

Time Saved by Patients Quarterly in Minutes

Over 1 million

PATIENT minutes

saved

Minutes

Saved by

Patients

0

10000

20000

30000

40000

50000

60000

Monthly MyChart Activation Since Paperless Registration Launch

Patients

New

My Chart

Activations

Not using paper saved us nearly

$450,000 a year.

5,613,115 minutes saved 93,552 hours saved

3,898 weeks saved 51.4 years saved

Time Saved by the Registrars

Soft savings of

$1.7 million

in FTE costs

Tablet Replacement budget - $30,000

Annual CostsSoftware Maintenance - $30,000

FTEs to Support- ½ an FTE in steady state. Additional

support as needed for roll outs and forms in other languages

Desktop FTEs to Support- ½ an FTE in steady state

across all locations

Lessons Learned

- Ensure that documents format correctly on tablet and are not merely copies of paper documents

- Ensure that signature requests on electronic forms are in the appropriate place

- Turn on certain interfacing early enough to allow all pieces of the platform to function properly at go-live

- Create an FAQ document for go-live to easily address common questions

- Find secure locations for use of tablets to ensure that they are not taken

- Do not assume that registrars already have full understanding of the registration process before implementation

• In 2016 we signed more then 125,000 surgical/ procedural clinical

consents.

• By the first quarter of 2018 we will be fully digital with all consents.

Next Steps

Questions

Kathleen Mullaly, MSN, RN

Senior Director MCIT, Care Delivery Transformation, NYU Langone Health

Lily Pazand

Director, Managed Care Payment Reform Analytics, NYU Langone Health

Total Joint Arthroplasty Bundled

Payment Care Initiative

CARE

Bundled Payment

for Care

Improvement

(BPCI)

NYUPN

Commercial

Shared SavingsMedicaid IPA United

Delivery System

Reform Incentive

Payment (DSRIP)

Clinically Integrated Network – Risk Programs

NYUPN

Medicaid IPA UnitedDelivery System

Reform Incentive

Payment (DSRIP)

Clinically Integrated Network – Risk Programs

CARE

Bundled Payment

for Care

Improvement

(BPCI)

What We

Considered

• Strong clinical leadership

• Defined, discrete clinical episodes

• Relatively predictable

Clinical Opportunity

• High volume

• Procedure-based

• Attractive to Medicare

Financial Opportunity

Total Joint Replacement• 469-470 Major joint replacement of the lower extremity

• 800 Medicare cases annually

• 31 physicians; 55% employed / 45% voluntary

Spinal Surgery• 459-460 Spinal fusion (non-cervical)


• 18 physicians; 56% employed / 44% voluntary

Cardiovascular Surgery• 216-221 Cardiac valve


• 8 physicians, 100% employed

Bundle Payment Strategy

What We Selected

Cost Drivers Across Episode of Care

Levers to reduce internal hospital cost:

• Reduce LOS

• Reduce implant, supply, and/or drug costs

• Reduce OR time

Internal Cost Reductions

Levers to reduce 90-day episode spend:

• Reduce readmissions

• Alter discharge patterns (home-based vs. facility-based care)

• Decrease utilization (e.g. consults, ancillary tests

• Reduce SNF LOS

90-day Episode Spend Reductions

Baseline Metrics – Total Joint Replacement

Initial Post-acute Setting 90 Day Readmission Rate AVG 90-Day Episode Payment

Inpatient Rehab 15% $40,095

Skilled Nursing Facility 18% $43,466

Home Health 10% $23,462

Outpatient Therapy 18% $27,267

Total Joint

Replacement

Pathway

Org Chart

Total Joint

Replacement

Pathway

Implementation

MCIT Reporting

Epic Workflow

Bundled Payment Initiative Steering Committee

Pre-hospital Team Inpatient Team Post Acute Team

Total Joint Care Pathway Committee

Total Joint Replacement Pathway Development Governance

Total Joint Replacement Pathway Implementation Structure and Leads

Total Joint Care Pathway Committee

Physician / Res.:

Slover

Surgical Care Coordinators:

Frattini / Slover

Case Management / Social Work / Clinical Care

Coordinator

Roesch / Presa

Inpatient

Comeau / Bovery

Physical Therapy / Occupational Therapy

Corcoran / Tafurt

Post Acute:

Goldberg / Mullaly

TJR Pathway Implementation Team

Clinical Management Throughout the Pathway

Standardization

Systematization and standardizing

are the foundations of good

operational routines that can be

measured and facilitate

improvements, outcomes, and

ever-greater efficiency.

Advantages of Standardization

1. Increases efficiency

2. Improves ability to monitor and study individual factors

3. Improves communication

4. Allows for identification of outliers or modifiable factors

Home Health

Agencies

Surgeon Follow-

Up

Visits

Skilled Nursing

FacilitiesInpatient Rehab

90-Day

Post-Acute Period

Surgeon

Pre-Admission TestingOutpatient

Services

Nurse Care

Coordinator

Patient / Coach

Electronic

• EMR: My Chart

• EMR Light: For providers without EMR

TelephonicFax

• For providers without EMR or limited internet connectivity

Communication Modes:

Pre-admission Hospital +

Inpatient

Patient Navigation

Surgeon

Hospital

MyChartEpic

Physician

Dashboard

Bundled Payment

Registry

OpTime Scheduling

System

DRG

Predictive

Model

Clinical Episode Documentation,

including readmissions to

outside hospitals (Outreach/

Telephone Encounter)

Clinical Care

Coordinators

HIE /

Web

Portal

Medicare

Claims

Data

Physician

and

Surgical

Coordinator

History

Questionnaire

Test Results

Conditions

Care Team

Messaging

Educational

Materials/

Videos

PhysiciansPatients

Schedule NYULMC

occupational therapy

home visit for high-risk

patients

Risk stratification to

identify patients at risk

for readmission

SNF

Partners

Home

Health

Partners

EDW

Population

Analytics

BPCI

Episode

Technical

Work

Reporting and Monitoring Tools –

Pre-Care Outcomes Improvement

∴ DRG Predictor

∴ Reporting

∴ Care Coordinator Dashboard

∴ High Risk Readmission Identifier

Surgery

Date

Pre-

Testing

Date

Patient

Name

Patient Age on

Surgery Date Surgeon Name Procedure Home Phone Email Address Birth Date

Patient

PCP Name

PCP Office

Phone Num Schedule Status

10/15/2013 5/8/2013 Patient 1 69.5 Surgeon 1 ROBOTIC MITRAL VALVE ANNULOPLASTY Phone 1 Email 1 DOB 1 PCP 1 PCP 1 Scheduled

10/15/2013 10/1/2013 Patient 2 62.2 Surgeon 2 REVISION FUSION SPINAL POSTERIOR Phone 2 Email 2 DOB 2 PCP 2 PCP 2 Scheduled

10/15/2013 10/2/2013 Patient 3 70.9 Surgeon 3 REPLACEMENT HIP TOTAL Phone 3 Email 3 DOB 3 PCP 3 PCP 3 Scheduled

10/15/2013 10/4/2013 Patient 4 88.6 Surgeon 4 REPLACEMENT KNEE TOTAL Phone 4 Email 4 DOB 4 PCP 4 PCP 4 Scheduled

10/15/2013 10/4/2013 Patient 5 71.5 Surgeon 5 REPLACEMENT HIP TOTAL Phone 5 Email 5 DOB 5 PCP 5 PCP 5 Scheduled

DRG Predictor - Scheduled procedure report kicks off

outreach efforts pre-surgery

FYI Flags identify patients in

the EMR

Data in

Epic

Epic

Registry

Dashboard

BPCI Epic – Patient Identification / Registry

EMR Care Coordination Tools and Patient Registries

Clinical Care Coordinator Preadmission Assessment

Readmission Risk Predictor Tool

Patient Communication Tool – NYU Langone Health MyChart

Inpatient Workflow + Order Sets –

During-Care Outcomes Improvement

∴ Order Sets

∴ Epic Dashboard

∴ Reporting

Pre-op Standard

• Celebrex until day of surgery

• Continue opioids if there is pre-op use

Intra-op Standard

• Routine surgeon wound infiltration with cocktail

• Wound cocktail to be determined by the surgical team

• 250mg ropivacaine with epinephrine

• Ketorolac

Inpatient Goal – Order Sets + Standard Workflow

Analgesic Pathway

POD Standard:

Intra-op Anesthetic

• GETA

• Epidural

• CSE

• Spinal

• Peripheral catheter (femoral, etc.)

PACU/POD#0 Standard

• EPCA or peripheral nerve catheter with +/- IV PCA

• APAP 1g IV upon PACU arrival and q6h ATC

• Ketorolac 30 mg IV q8h ATC

• Lyrica 50 mg bid

• Continue opioids if there is pre-op use

Analgesic

Workflow

VTE

Prophylaxis

Workflow

Acceptable

According to

Workflow

Actual Patient Info

for Comparison

Daily Inpatient Census Report

Homecare Workflow–

Post-Care Outcomes Improvement

∴ Care Coordinator Post-Acute Documentation

∴ Transitional Care Document

∴ Analytics

Real-Time Readmission, ED, Urgent Care Visit Report

Post Discharge

Flow Sheet

Post Acute Care Provider Contact

• Focus on bi-directional exchange of information

• Twice weekly updates on high risk patients

• Interdisciplinary weekly call

• PAC Report card

• Quarterly PAC Committee Meeting

Developed in collaboration with Partners

Standard Post Acute Pathways

Post Acute Goal –Improved Outcomes and Patient Experience NYULMC Post-Acute Partners

8

12

8

6

7

9

3

5

4

3

3

• Two Home Care Pathways

• Standard Pathway

• Enhanced Support Pathway

• VNSNY/TJR Enhanced Support Pathway Pilot Criteria

• Single Joint replacement

• Caregiver able to participate in therapy prior to DC

• Stairs before discharge / No more that 1 flight in home

• If private home bed/bath cant be longer than a flight of stairs

• Eligible for SNF / Complex Needs

• Established risk profile to assist in determining appropriate disposition

• Focus on bi-directional electronic exchange of information

Criteria for

Homecare

Transitional Care Document –

Post-Care Outcomes Improvement

∴ Transfer Document

∴ Follow-up Form

∴ Continuity of Care Document

Components of Transitional Care Communication Tool

Transfer DocumentDelivered at Discharge

o Demographics

o Type of surgery and date

o Care pathway

o Readmission risk

o Clinical Status

o Functional Status

o Patient Preferences / Comments

o Social History

o Knowledge Deficit

o Follow-up Appointments

o Hospital Contact Info

o VS/Smoking Status

o Education

o +CCD

Clinical Status• Pain

• VTE pro

• Surgical Wound

• Pressure Ulcer

• UTI

• Fever

• Diet

• Any new medications added

• Change in clinical condition

• Evaluated by MD/NP

Functional Status• Number of PT/OT visits week

• Ambulation

• Stairs

• Transfers

• Falls

Discharge Status• Anticipated Discharge Date

• Barriers to Discharge

• Patient on Target for Discharge

Follow-Up FormDelivered Weekly

NYULMC EMR Lite

• NYU Clinical Care Coordinator readies documentation

• NYU clinician logs into system & completes Post Acute Transfer Form

NYULMC HIE

• Facilitates exchange of information between NYU and VNSNY systems

VNSNY Homegrown EHR

• Information received at VNSNY/Clinician notified

• Provider logs into system and accesses Post Acute Transfer Form and CCD

Transitional Care Communication Workflow

Patient is

Ready for

Discharge

VNSNY nurse

visits patient at

home

Weekly Meeting with PAC

partners to develop

pathways understand

information critical to

transition

Testing NYU-VNSNY

Mar. - Nov 2012 April. 1st, 2013 Sept, 2014

EMR-EMR transfer with

VNSNYRisk-Bearing Phase 2

Period begins

Oct. 1st, 2013

Live with manual transitional care

communication tool

Mar, 2014

Transitional Care

Communication tool

electronically sent to

NYULMC HIE

Internal/external review of

potential system solutions

Meetings with PAC partners to

develop workflow

Testing solution

Dec 2012 Jan, 2013

Began training with VNSNY and

NYU teams both individually and

together

Made updates based on feedback

from teams

Live with Risk Bearing Phase 2

Bundle Payment for Care

Improvement Initiative

Transitional Care Communication Tool Implementation Timeline

Jan – Mar 1,

2013

We have exchanged over

7,000 forms with VNSNY

Bundle Payment Weekly Dashboard

# Patients

Discharged

ALOS Rehab

Facility

Skilled

Nursing

Facility

Total

Facility-

Based

Care

Home

Health

Care Svc

Home/

Self Care

Total

Home-

Based

Care

# Readmissions

(Closed Episodes

Only)

# Patients

(Closed

Episodes Only)

90-Day

Readmission

Rate (Closed

Episodes Only)

Primary Joint of the Lower Extremity 779 3.52 7% 37% 44% 53% 3% 56% 42 338 12%

HJD 733 3.41 6% 35% 41% 56% 3% 59% 35 317 11%

DRG 469 - Primary Joint w MCC 17 6.76 18% 35% 53% 47% 0% 47% 1 2 50%

Physician 1 4 6.00 25% 50% 75% 25% 0% 25% 0 0 0%

Physician 2 4 8.75 25% 25% 50% 50% 0% 50% 0 0 0%

Physician 3 2 4.50 0% 50% 50% 50% 0% 50% 0 0 0%

Physician 4 2 9.00 0% 50% 50% 50% 0% 50% 0 1 0%

Physician 5 1 7.00 0% 100% 100% 0% 0% 0% 0 0 0%

Physician 6 1 3.00 0% 0% 0% 100% 0% 100% 0 0 0%

Physician 7 1 13.00 0% 0% 0% 100% 0% 100% 0 0 0%

Physician 8 1 3.00 100% 0% 100% 0% 0% 0% 0 0 0%

Physician 9 1 3.00 0% 0% 0% 100% 0% 100% 1 1 100%

90-Day Readmission Rate - Closed Episodes Only 1Discharge Disposition

Weekly Dashboard – Physician Level Reporting

BPCI Discharge Disposition Patterns

Primary Joint Replacement – HJD / Tisch Primary Joint Replacement – Lutheran

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%

Baseline CY 2013 CY 2014 CY 2015 CY 2016 CY 2017

BPCI 90-day Readmission Rate Trends

TJR - NYU TJR - Lutheran

% Readmission

Time

0

2

4

6

8

10

12

Baseline CY 2013 CY 2014 CY 2015 CY 2016 CY 2017

BPCI Average Length of StayTJR - NYU TJR - Lutheran

Time

Length of

Stay in Days

Lessons Learned

- Concept of bundle payment is still very new

- Continuous engagement requires reminders – re-education around reports, and data, new goals and targets, and regular discussion of performance

- Data is consumed and understood differently by different groups

- Leverage IT platforms (EMR, HIE, analytics) to identify population of interest at preadmission and during inpatient stay

- Early identification of BPCI patients is critical to success

- Place focused information in the hands of clinicians on a timely basis in order to facilitate care redesign

- Develop tools to risk stratify patients to allow targeted clinical intervention

- Developed and tested Care Coordination workflow manually

- Advance clinical and technical relationships with post acute partners to expand influence with care delivery

Questions

In Summary

VBM

Pathways

Paperless

Registration

Total Joint

Arthroplasty

Bundled Payment

Care Initiative

BPCI Discharge Disposition Patterns

Primary Joint Replacement – HJD / Tisch Primary Joint Replacement – Lutheran

Thank you

for your consideration.