Gpt conference presentation march 20 2014 final
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  • Connect RCM, BYOD, Use your own peripherals, family and caregiver engagement… will all positively contribute to long-term behavior change.
  • Flexible model – technology and servicesActive transition to self-managementClinician, member and family engagementProven foundationClinician driven solutionsFDA clearedEnterprise classRobust integration engineModular solution offering
  • Flexible model – technology and servicesActive transition to self-managementClinician, member and family engagementProven foundationClinician driven solutionsFDA clearedEnterprise classRobust integration engineModular solution offering
  •   Know where you are in order to identify where you need to go and how you will get there. Assess your organizational needs to get from current model to desired modelResourcesClinical workflowTechnical infrastructureOperational needsOrganizational alignment Be well equipped and informed before you move into the planning phase    
  •   Know where you are in order to identify where you need to go and how you will get there. Assess your organizational needs to get from current model to desired modelResourcesClinical workflowTechnical infrastructureOperational needsOrganizational alignment Be well equipped and informed before you move into the planning phase    
  • Gather the appropriate constituents within your organization to plan a customized implementation. ManagementClinicalBusinessTechnicalDME/logisticsFinanceOperationsWhat problem are you trying to solve?The planning phase should result in a specific strategic plan and detailed project plan with timelines, resources and deliverables identified for a successful implementation.   
  • Gather the appropriate constituents within your organization to plan a customized implementation. ManagementClinicalBusinessTechnicalDME/logisticsFinanceOperationsWhat problem are you trying to solve?The planning phase should result in a specific strategic plan and detailed project plan with timelines, resources and deliverables identified for a successful implementation.   
  •  Disciplined execution of your plan is essential to overall program success.Preparation tasks may includedeveloping and finalizing changes to workflow for your programcreating operational policies and proceduresmapping out patient identification, enrollment and equipment logisticsfinalizing your clinical care modelpreparing your staff with training and support planshave a plan for measuring outcomesOnce all of these tasks are completed, it is time to identify and enroll your first care recipients
  •  Disciplined execution of your plan is essential to overall program success.Preparation tasks may includedeveloping and finalizing changes to workflow for your programcreating operational policies and proceduresmapping out patient identification, enrollment and equipment logisticsfinalizing your clinical care modelpreparing your staff with training and support planshave a plan for measuring outcomesOnce all of these tasks are completed, it is time to identify and enroll your first care recipients
  • How can your program become sustainable and grow? Conduct a periodic review of your program metricsFocus on continuous process improvement to optimize your resources, identify potential areas for improvement, and evolve your methods of care delivery. Look for opportunities for expansion of your program  True efficiencies only come with large-scale deployments.Your new model should drive your staff interventions through management by exception and providing the right care at the right time.
  • How can your program become sustainable and grow? Conduct a periodic review of your program metricsFocus on continuous process improvement to optimize your resources, identify potential areas for improvement, and evolve your methods of care delivery. Look for opportunities for expansion of your program  True efficiencies only come with large-scale deployments.Your new model should drive your staff interventions through management by exception and providing the right care at the right time.

Gpt conference presentation march 20 2014 final Presentation Transcript

  • 1. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. © 2013 Intel-GE Care Innovations, LLC. All rights reserved. * All other third-party trademarks are the properties of their respective owners. Remote Patient Monitoring: Control costs, improve outcomes, avoid returns, and modify patient behavior Georgia Partnership for TeleHealth Conference, Atlanta, Georgia - March 21, 2014 David Wellons, Intel-GE Care Innovations February 13, 2014
  • 2. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. Agenda • The What: • Current issues in chronic care and short term acute care management • The Ideas: • Ways to Address these issues • The Overview of the Effort: • Care Transitions to Self-Management (steps) • The Impact of Care Management programs • real life examples • The How: • A Four-Phased approach to achieving a successful care management program 2
  • 3. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. Issues We All Face in Providing Care 3
  • 4. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. THE GROWING PROBLEM 4
  • 5. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. 5
  • 6. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. 6
  • 7. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. 7
  • 8. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. 8
  • 9. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. 9
  • 10. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. 10
  • 11. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. 11
  • 12. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. 12
  • 13. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. 13
  • 14. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. 14
  • 15. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. 15
  • 16. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. 16 “Barriers to patient participation need to be low. To minimize any potential barriers to maximizing enrollment, patient participation should be at no or little financial cost and enrollment should be automatic for all eligible patients.” “To be successful in this marketplace, it has become highly essential for technology developers to roll out high- quality, low-cost solutions that are available worldwide.”
  • 17. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. Transition to Self-Management Phase 4 Care Transitions to Self-Management 17 Acute Physiologica l Monitoring Phase 1 Adherence Phase 2 Behavior Change Phase 3 Learn and model self-management behaviors Learn and demonstrate self-monitoring and response Phase 1 Learn new medical regimen Medication management; adherence to orders Disease process education Support for changing behaviors Monitoring signs and symptoms Identify resources needed Phase 2 Phase 3 Phase 4
  • 18. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. The Impact of Remote Care Management Broader Clinical Reach = Greater Intervention Potential • At least 9 patients avoided a potential hospitalization due to an “intervention”. • “I believe the major item that defines success for (Payer) is lack of CHF hospitalization.” • “I noted [via the technology] that a patient’s HR was elevated significantly over a couple of days…phone calls to member + physician… refill a Beta Blocker…member resumed med…HR normal…elevated HR would have likely gone unnoticed had she not been doing daily biometric measurement using her (vendor name) device.”
  • 19. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. The Impact of Remote Care Management Broader Clinical Reach = Greater Intervention Potential • “Success can also be defined as improving quality of life and empowering patients to have more ownership in their health.” • “We had one member … began program with very elevated BP…patient had never taken her BP daily…unaware…worked with medical team to adjust her meds… now consistently has a good BP within normal parameters...elevated BP could have done significant renal damage.” • “I had a member whose weight was elevated by 5lbs overnight...excessive sodium intake…examined diet.. ID better nutrition choices and consequences…member verbalizes that he is trying to make better food choices and more aware of what choices he needs to make.”
  • 20. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. How to Plan for Implementation: A Four-Phased Approach A phased approach to successful implementation including change management, workflow transformation and virtual care program readiness. • Clinical workflow readiness • Technical readiness assessed • Design customized implementation • Develop a realistic and achievable project plan • Complete preparation tasks • Launch program: begin patient deployment and care delivery • Monitor progress • Track outcomes • Extend to additional populations Assess Gather Information Plan Create a Blueprint Deploy & Monitor Grow & Maintain Go Live Adjust for Efficiency
  • 21. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. Assessment Process • Roles/Responsibilities: Identify team members and assign responsibilities • Clinical Workflow Assessment: Analyze current clinician– to–member clinical workflow model(s) • Technical Assessment: Study existing technical infrastructure and capability set to assess preparedness for a remote care delivery model • Member Population Assessment: Assess the traits, characteristics, and specifics of the selected (and potentially second/third place contenders for selection) member population Assess
  • 22. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. Assessment Deliverables • Completed roles and responsibilities matrix • Completed and documented analysis of clinician-to- member clinical workflow model(s) • Completed and documented technical assessment from study of existing infrastructure • Completed and documented member population assessment • Documented clinical workflow assessment Assess
  • 23. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. Plan Planning Process • Design and document customized implementation and project plans • Address specific needs and requirements • Staff • Workflow models and support models, • Technology needs • Custom organizational characteristics
  • 24. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. Plan Planning Deliverables • Metrics: Define success criteria, measurement methods, frequencies, etc. • Member Population: Define specific inclusion/ exclusion criteria, screening methods and tools, recruitment methods and tools, build collateral, etc. • Workflow: Design, review, iterate and agree upon the new virtual care delivery program workflows. Centralized/localized operational models. • Logistics: Select features, functionality (peripherals), prepare and design a plan for inventory management, define connectivity requirements, etc. • Training: Define staff and member training models and accompanying plans, develop schedules and assign owners, prepare content, etc.
  • 25. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. Deployment Planning Process • Disciplined execution is essential to success:  Finalize changes to workflow  Create operating procedures  Define logistics roll-out  Finalize clinical care model  Train staff  Map out population ID, enrollment • Once all of these tasks are completed, it is time to identify and enroll care recipients. Deploy
  • 26. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. Deployment Deliverables Deploy
  • 27. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. Growth Planning Process • Conduct a periodic review of metrics • Focus on continuous process improvement • Look for opportunities for expansion • Real efficiencies only come with large-scale deployments • Your new model should drive your staff interventions through management by exception and providing the right care at the right time. Grow
  • 28. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks are the properties of their respective owners. Growth Deliverables • Identification of expansion opportunities • A continuous process improvement blueprint • Identification of efficiency and scalability opportunities Grow
  • 29. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks referenced herein belong to their respective owners. Care Innovations Confidential Summary • Assessment and planning is critical • Defining Goals are important as the project starts • Driving towards patient compliance self-administration • Program can be designed in a tiered manner • The right foundational platform provides opportunities for expansion 29
  • 30. © 2013 Intel-GE Care Innovations LLC. All rights reserved. *All other third-party trademarks referenced herein belong to their respective owners. Care Innovations Confidential 30