Downloaded 18 times
Uploaded byLevi Shapiro
mHealth Israel_Hospitals and Healthcare Data_Carol Gomes_Stony Brook University Hospital
The document discusses Stony Brook Medicine's achievements and strategic initiatives, emphasizing its status as a leading healthcare facility in Suffolk County. It outlines the transition from fee-for-service to value-based care, focusing on consumer centricity, digital transformation, and quality metrics to improve patient outcomes. The report also highlights the implementation of innovative programs such as mobile stroke units and telehealth services to enhance healthcare delivery and access.
More Related Content
Similar to mHealth Israel_Hospitals and Healthcare Data_Carol Gomes_Stony Brook University Hospital
mHealth Israel_Hospitals and Healthcare Data_Carol Gomes_Stony Brook University Hospital
- 1.
- 2. Hospitals and Healthcare Data CarolGomes, MS, FACHE, CPHQ Chief Executive Officer March 2, 2021
- 3. STONY BROOK MEDICINEHEALTH SYSTEM
- 4. Suffolk County’s Only…. •America’s 100 Best Hospitals™ – Healthgrades • America’s 100 Best for CardiacCare, Coronary Intervention and Stroke Care – Healthgrades • Level ITraumaCenter for adults and children (highest (highest designation) • TertiaryCare Center • Regional PerinatalCenter (highest designation) • Stony Brook Children’s Hospital • State-designatedAIDSCenter • State-designated Burn Center • Bone Marrow and Blood Stem CellTransplantation Program • KidneyTransplantation Program • PediatricOncology Comprehensive Program • University-Based Level 4 Epilepsy Center • US News &World Report, Neurosciences/Ortho CLINICAL PRIDE POINTS
- 5. • System-wide approach •Strategic alignment • Prioritization • Quality & Patient Safety • Growth • Innovation/Cutting Edge • Patient Care Delivery • Regulatory Requirements • End-of-Life • Input from Operations, Nursing, Physicians • Coordination with Chief Financial Officer and Senior VPs • Multi-year capital planning process IT CAPITAL PLANNING PROCESS
- 6. Transition from Fee-for-Service Thehealthcare industry is in the midst of a business transformation to value- based care and consumer centricity, requiring new means of orchestrating services across the ecosystem. Key business transformations and their implications include: • Changing the value models for healthcare: shared risk, shared financial and shared care delivery responsibilities • Consumer centricity: meeting the health needs of a consumer requires the transition from engagement within fragmented healthcare interactions to longitudinal health engagement • Continuing record pace of mergers and acquisitions: resulting in increased health engagement capabilities across an organization, but complex technical environments and new value streams • Introduction of digital health and digital medicine capabilities: Integrating digital health and medicine into health and healthcare is increasing the number of new business partners and the orchestration of their participation.
- 7. 7 Transition from Fee-for-Service ClinicallyIntegrated Network • Quality Metrics • Applied to the organization • Aligned with IHI Triple Aim: • Improving Health of Population • Reducing Cost of Healthcare • Elevating Patient Experience
- 8. 8 Transition from Fee-for-Service PopulationHealth Analytics Platform • Aggregates data from entire Health System • Aggregates data from external sources such as health insurance partners and CMS • Registries used for Benchmarking o Entity o Unit/Practice o Providers • Accountable Care Organization Dashboards o Compare against known community benchmarks • Cost and Utilization Dashboards o Evaluates opportunities for cost effectiveness o Evaluates opportunities for improving services
- 9. Transition of Feefor Service: REGISTRIES – Benchmarking Quality 9 Quality Measured by: (1) Organization (2) Unit/Practice (3) Individual Provider Drilldown of a Provider’s Diabetes Performance
- 10. 10 Digital Transformation Focus onBusiness and Clinical Capacities Investments made in our Digital Platforms and Analytics Platforms support our business goals
- 11. 11 Digital Transformation Many ofour digital investments align with this survey. Focus includes: • Analytics • Real-Time Health System Capabilities • Telehealth Services • Command Center Capabilities
- 12.
- 13. CTO Approach • Proactive •Standardized • Data-driven • Transparent • Centralized communication • Situational awareness • Accountability
- 14. CommandThroughput Office Dashboard Managingthroughput using advanced analytics 14 Command Center Stony Brook Medicine
- 15. Real-Time Dashboards • House-widecensus • ED status • Surgical projections and PACU status • Discharge Planning and Barriers • EMSTransfer List • EVS/Transport Active List
- 16. Early Progress ED Boarders: 21521 11105 0 5000 10000 15000 20000 25000 Pre CTO Post CTO Hours Avg ED Boarder Hours per Month 1898 1907 0 500 1000 1500 2000 Pre CTO Post CTO Number Avg Number of Adult ED Admits per Month Pre = Feb 2019 – Oct 2019 Post = Nov 2019 – Jan 2021
- 17. Early Progress 4.3 1.9 0.0 1.0 2.0 3.0 4.0 5.0 Pre CTOPost CTO Hours Average Hold Hours per Patient 442 416 0 100 200 300 400 500 Pre CTO Post CTO Number Average Number of Cases OR Boarders: Pre = Feb 2019 – Oct 2019 Post = Nov 2019 – Jan 2021
- 18. CT Scanner withContrast Injector (CT/CTA) MOBILE STROKE UNIT PROGRAM
- 19. A Mobile StrokeUnit is an ambulance equipped with: Tele-Neurology(audio/video) Tele-Radiology CT Scanner with Contrast Injector (CT/CTA) Key Medications (IV-TPA, K- Centra) Lab Equipment (POC INR, Creatinine, Glucose) Advanced stroke trained staff • Critical Care Nurse, Paramedic, EMT, CT Tech MOBILE STROKE UNIT PROGRAM SBUH MSU Program is a success! Technology has aided in: Shorter time to IV tPA Shorter time to thrombectomy Better functional outcomes Reduced death
- 20. Telehealth Program Telehealth Video VisitsRemote Patient Monitoring Health Equity Smart Phone Distribution Virtual Rounds Remote Auscultation E-Consults Telemedicine
- 21. Grant Awards forCOVID-19 Patients "Stony Brook University Hospital, in Stony Brook, New York, was awarded $966,026 for tablets, smartphones, a telehealth platform subscription, and remote monitoring equipment and a platform to provide remote, ongoing care for high-risk patients, to allow enhanced virtual visits for patients using a telehealth platform, to provide safe and effective hospital triage, to increase the number of remote consults with tablet computers, and to improve access to care by distributing smartphones to patients in need."
- 22. 22 Data Strategy in DecentralizedEnvironment Data Sharing RHIO – Regional Sharing of Data • Between entities • Patient must consent HIE – Sharing of Data within Health System • Local • Patient does not have to consent Transition of Care Documents - EHR to EHR • Provider to Provider Data Sharing • Propagation reliant upon the Provider’s skills to incorporate into the EHR
- 23. 23 Data Strategy inDecentralized Environment Data Sharing Work To Be Done • Disparate Data Elements • Data Conventions • Competition Barriers • Vendors Improving due to: • Technologies like FHIR • Information Blocking/Open Notes (Cures Act)
- 24. 24 Call to Actionfor Startups Transformation: • Improves Outcomes • Reduces Costs of Healthcare • Improves Experience of Patients, Providers, and Customers