The Continuum of Virtual Care Applications People, Process, Technology. November 13, 2017

Transcription

1 The Continuum of Virtual Care Applications People, Process, Technology November 13, 2017

2 Presentation Objectives Describe and employ project management insights to implement innovative and demonstrated concepts around virtual care/telehealth. Develop an operational strategy from a menu of demonstrated tactics that can be introduced, evaluated, and rolled out to meet program needs. Apply various communication techniques to engage and manage internal and external stakeholder.

3 Core Services: Five acute med/surg and Henry Ford Medical Group 28 Medical Centers 1200 physicians & scientists Henry Ford Health System 2000 private physicians Two behavioral health hospitals 1500 MD & DO physician trainees Health Alliance Plan (HAP) Insurance Provider

4 Disruption is Inevitable + Virtual technology has disrupted other industries + Virtual care will play an increasingly meaningful role in healthcare

5 What is Telemedicine?

6 World Health Organization (WHO): What is Telemedicine? Delivery of health care services, where distance is a critical factor, using information and communications technologies for the exchange of valid information for diagnosis, treatment and prevention of disease and injuries, research and evaluation, and for the continuing education of health care providers, all in the interests of advancing the health of individuals and their communities. Synchronous/ Live Interactive (Real-time video conferencing) Asynchronous (Secure messaging/store-and-forward) Centers for Medicare and Medicaid Services Two-way, real time interactive communication between the patient, and the physician or practitioner at the distant site. This electronic communication means the use of interactive telecommunications equipment that includes, at a minimum, audio and video equipment

7 HFHS Telemedicine Journey Time Line

8 HFHS Virtual Care by the numbers Virtual patient encounters in in 2017 YTD 21+ Specialty services and growing 93+ HFHS available specialists 47,970 (60+ Days) Patient Miles Saved in ,321 (20+ Days) 39+ Locations equipped for virtual care Provider Miles Saved in 2016 As of Sept 2017

9 Operationalizing Why? Align with organization mission and vision True North Framework: The trusted partner in health, leading the nation in superior care and value

10 Operationalizing Who? Determine Who will own and support Owner/Director Executive Sponsor Physician Champion Governance Structure Resources Stakeholders

11 Governance VP Business Operations Henry Ford Medical Group Virtual Care Team Steering Committee Operational Team Telemedicine Project Team Clinical Stakeholders Prioritization (monthly) Navigation and Resources (Every 2 weeks) Implementation (Weekly) Operationalize (Ad hoc) Virtual Care Summit (organizational awareness and education about the program) Contact Center Compliance Contracting Credentialing Customer Billing Ofc Customer Experience Development Finance Gov Relations Insurance Plan IT Legal Marketing Medical Education Medical Staff Office Planning Population Health Quality Revenue Cycle

12 Role of Virtual Care Team Strategy & Architecture System Strategic Plan Use Case Priorities Develop Operational Models Support & Operations Project Management Regulatory & Payment Standards Vendor Management Knowledge & Sharing Market Sensing Education & Training Analytics and Ongoing Process Improvement

13 Operationalizing How? Ensure knowledge and shared definitions Strategy/Roadmap Voice of the Customer (VOC) Needs Assessment Research/Benchmarking Common Definition/Terms

14 How do YOU envision care at a distance?

15 Virtual Care Definitions Visit Type Definition Method Ins Pay MyChart Video Visit Clinic to Clinic Telemedicine Visit evisits Virtual Post Op Visit Remote Monitoring MyChart Messaging *Some insurance payers will reimburse for these services Scheduled appointment with a doctor where the patient does NOT need to come to a clinic. Video call with their doctor from their home, office, or other location using the MyChart Mobile App on their smartphone. Scheduled appointment with a doctor, patient at one clinic, and doctor at physically different or distant clinic. The patient and doctor communicate using audio and video in real time over a video conference. Non-urgent electronic visit, for a fee. Pt answers online questions based on symptoms. Information sent via electronic message to their doctor to be assessed for diagnosis and treatment within 1 Business Day. Post Surgical Follow up evaluation using MyChart secure messaging with delayed delivery questionnaire and patient provided pictures of wound/incision site. Use of devices to collect and send data to a provider/remote facility for interpretation. Common, non-urgent questions, not used as a means to obtain diagnosis or treatment. Sync Sync Async Async Async Async Yes* Yes Self Pay* No Self Pay* No

16 Patient Testimonial Video

17 Stakeholder Benefits Providers/Administrators Patient compliance Reach patients who have barriers to obtaining care Increase access/growth Increase footprint of organization Patients/Caregiver Radical convenience Reduce time off work & eliminate travel barriers Access to provider Forgo the waiting room full of sick people

18 How does an organization: - Maintain - Contain - Advance with emerging technologies?

19 Operationalizing Standards/Goals Standardize for program development Set goals in alignment with organizational priorities

20 Virtual Care Standardization Virtual Care Structure/Support Virtual Care Project Implementation Work Plan Virtual Care Request Forms Turn-Key Virtual Care Equipment Kit EMR Scheduling & Billing Components/Criteria Training/Support Documents & Services System Virtual Care Space (patient facing) System Vendor Review Process Virtual Care Metrics

21 Virtual Care Work Plan Week Project Request Project Prioritization Kick Off/Detail Form/Clinical Workflow Provider Credentialing Facility & Equipment Assessment Equipment Order & Procurement Helios Build & Coordination Epic Integrated Testing (if necessary) Working Dress Rehearsal/Training Technical Go Live/Build Epic Schedule Clinical Go Live Note: Additional steps required for external Virtual programs

22 Metrics Current Participation Volumes Reimbursement Enhancements Satisfaction Efficiency/Cost Savings Future Growth Clinical Quality Outcomes

23 Stakeholder Engagement Key Stakeholders Executive Leadership Patient/Family Physicians Business Administrators Support Staff (i.e. RN, Medical Assistant, Front Desk/Schedulers) IT (i.e. Deskside Support, EMR, Network, Help Desk) Revenue Cycle/Billing Other Department Project Managers External Partnering Medical Facility

24 How do you communicate with this diverse group?

25 Stakeholder Engagement Interactions Kick off meetings to obtain specific program details Regular updates (meetings or s) with various stakeholder groups Working clinical dress rehearsal Program go live notification s Virtual Care overview and brainstorming presentations Identify clinical and administrative champions Consistent follow up to maintain engagement Strive for initial face to face meetings

26 Stakeholder Engagement Tools SharePoint Document Sharing Training documents, videos, elearning, and dress rehearsal cut sheet Intranet Virtual Care site FAQs Videos Support Resources Virtual Care overview road show presentation Storytelling and testimonials Monthly metrics/scorecard

27 Keys to Success - Operational Engage right Provider, Staff, and Administrator Communicate importance of telemedicine and future role in healthcare delivery Dedicate resources/sme to support implementation for stakeholders Standardize processes and use consistently Start small and focus on quick wins Keep it simple and close to current clinical workflow

28 Keys to Success - Implementation Ensure technology works seamlessly for patient and provider People skills are essential for maintaining the provider/patient experience, even when the service is at a distance Provide education and support resources to patients and providers to ensure exceptional experience and comfort with technology

29 Roadblocks/Opportunities Beyond Pilot to Widespread Adoption & Scale Reimbursement/Revenue Cycle/Insurance Contracting & Coverage EMR Integration Resource Allocation Provider Adoption & Guidelines The Patient Awareness of the value proposition Confidence that telehealth is good medicine Evolution as telehealth becomes more visible part of the healthcare system

30 Virtual Care Enables Us To: Increase/improve access and reach Offer alternate access to healthcare Track with patient experience and expectations Reduce costs (time, travel, convenience, etc.) Increase clinician productivity/efficiency Connecting with customers where, when, and how they want to be reached All For You!

31 Contact Information Courtney Stevens, Director, Virtual Care Taylor Collins, Program Coordinator, Virtual Care Marie Lee, Program Coordinator, Virtual Care