Speaker: Francesco Carli, MD, MPhil, senior staff anesthesiologist at the McGill University Health Centre
Cost: Complimentary, sponsored by Wellbe
There is strong evidence that many of aspects of surgical care have little evidence, and therefore the Enhanced Recovery After Surgery (ERAS) program has been set up to accelerate the recovery process and decrease the rate of postoperative complications. There is an opportunity to improve outcomes by using team approach and revision of the standard procedures.
Learn about:
– The elements of ERAS protocols
– How to structure the Team approach
– The role of the patient in ERAS
– How to perform an audit of your program
About the Speaker:
Francesco Carli, MD, MPhil, is Professor of Anesthesia at McGill University and Associate Professor in the School of Dietetics and Human Nutrition at McGill University and a senior staff anesthesiologist at the McGill University Health Centre. He is currently an Elected Member of the American Academy of Anesthesia and a Board Member of the Enhanced Recovery After Surgery (ERAS) Society. Dr. Carli completed his medical training and anesthesia training in Turin, Italy, Paris, France, and London, England. He completed a Master’s Degree in surgical metabolism at the University of London, England.
His research interests are: metabolic changes associated with surgery and the impact of perioperative interventions (regional analgesia, nutrition, hormones, exercise) on postoperative recovery; evaluation of functional outcome measures during the surgical recovery process; prehabilitation of surgical patients. He is the author of over 250 peer-review scientific articles and has been a recipient of over 50 peer and non peer-review grants.
Enhanced recovery care pathways: a better journey for patients seven days a week and a better deal for the NHS - presentation from the Health and Care Innovation Expo 2014 - Sue Cottle, Amy Kerr and Neil Betteridge
Enhanced Recovery after Surgery its relevance - Evidence BasedDeep Goel
Enhanced recovery programs are evidence-based protocols designed to standardize medical care, improve outcomes, and lower health care costs. These protocols include evidence-based techniques to minimize surgical trauma and postoperative pain, reduce complications, improve outcomes, and decrease hospital length of stay, while expediting recovery following elective procedures.Protocols have been developed for colorectal surgery patients to reduce physiological stress and postoperative organ dysfunction through optimization of perioperative care and recovery
Enhanced recovery care pathways: a better journey for patients seven days a week and a better deal for the NHS - presentation from the Health and Care Innovation Expo 2014 - Sue Cottle, Amy Kerr and Neil Betteridge
Enhanced Recovery after Surgery its relevance - Evidence BasedDeep Goel
Enhanced recovery programs are evidence-based protocols designed to standardize medical care, improve outcomes, and lower health care costs. These protocols include evidence-based techniques to minimize surgical trauma and postoperative pain, reduce complications, improve outcomes, and decrease hospital length of stay, while expediting recovery following elective procedures.Protocols have been developed for colorectal surgery patients to reduce physiological stress and postoperative organ dysfunction through optimization of perioperative care and recovery
A talk by Olle Ljungqvist at the 2017 meeting of the Scandinavian Society of Anaestesiology and Intensive Care Medicine.
All available content from SSAI2017: https://scanfoam.org/ssai2017/
Delivered in collaboration between scanFOAM, SSAI & SFAI.
Enhanced Recovery After Surgery (ERAS®) is the Enhanced Recovery After Surgery (ERAS®) is the implementation of patient-focused, standardized, evidencefocused, standardized, evidencefocused, standardized, evidencefocused, standardized, evidencefocused, standardized, evidencefocused, standardized, evidence-based, interdisciplinary perioperative guidelines.
Learn more about Enhanced Recovery Canada:
http://ow.ly/hR3j30jsnjR
Information about Fast Track Surgery by Dr. Dhaval Mangukiya
Details of Fast Track Surgery, ERAS, Sir David Cuthbertson, Procedure-Specific fast-track surgery results, Colorectal surgery, Esophageal Resection, Pancreatic Surgery, Liver Surgery, Cochrane Database of Systematic Reveiws, Primary outcomes, Secondary outcomes, and Results
https://drdhavalmangukiya.com/
http://www.youtube.com/c/DrDhavalMangukiyaGastrosurgeonSurat
https://gastrosurgerysurat.blogspot.com/
An opportunity to hear how service redesign positively impacts on the patient experience and improves outcomes for both the patient and NHSScotland. Showcasing examples of changes to pathways of care in orthopaedics and community support for people with complex and chronic conditions.
A talk by Olle Ljungqvist at the 2017 meeting of the Scandinavian Society of Anaestesiology and Intensive Care Medicine.
All available content from SSAI2017: https://scanfoam.org/ssai2017/
Delivered in collaboration between scanFOAM, SSAI & SFAI.
Enhanced Recovery After Surgery (ERAS®) is the Enhanced Recovery After Surgery (ERAS®) is the implementation of patient-focused, standardized, evidencefocused, standardized, evidencefocused, standardized, evidencefocused, standardized, evidencefocused, standardized, evidencefocused, standardized, evidence-based, interdisciplinary perioperative guidelines.
Learn more about Enhanced Recovery Canada:
http://ow.ly/hR3j30jsnjR
Information about Fast Track Surgery by Dr. Dhaval Mangukiya
Details of Fast Track Surgery, ERAS, Sir David Cuthbertson, Procedure-Specific fast-track surgery results, Colorectal surgery, Esophageal Resection, Pancreatic Surgery, Liver Surgery, Cochrane Database of Systematic Reveiws, Primary outcomes, Secondary outcomes, and Results
https://drdhavalmangukiya.com/
http://www.youtube.com/c/DrDhavalMangukiyaGastrosurgeonSurat
https://gastrosurgerysurat.blogspot.com/
An opportunity to hear how service redesign positively impacts on the patient experience and improves outcomes for both the patient and NHSScotland. Showcasing examples of changes to pathways of care in orthopaedics and community support for people with complex and chronic conditions.
Hospice care and palliative care: Is there a difference between the two, and if so, what?
Many people still think that palliative care means hospice care. But today, hospice is only a small part of palliative care.
The goal of palliative care is to prevent or treat the symptoms and side effects of a disease; and it should be part of the picture from the first day a serious illness is diagnosed.
Dr. Jim Meadows, Director of Hospice and Palliative Care at Tennessee Oncology, will discuss this important topic. How does a family and a health care team best work together to guide a patient through a terminal illness? How does everyone continue to support quality, patient-centered, end-of-life care?
I didn't know this option of Palliative care existed prior to my mother's passing earlier this year of colorectal cancer. However, I do now know about it and want to share it with all of you
Background: Traditionally, Patients are not given fl uids or food after abdominal surgery until bowel functions returns, as by bowel sounds, passage of flatus or stool, or a feeling of hunger, Early versus Traditional oral hydration have been studied to evaluate prospectively the benefits and safety of early hydration on bowel movement after Cesarean Section.
Aim of the work: To evaluate prospectively the benefits and safety of early hydration on bowel movement after Cesarean Section.
QUALITY OF LIFE AS A PREDICTOR OF POST OPERATIVE OUTCOME FOLLOWING REVASCULAR...Shantonu Kumar Ghosh
World Health Organization (WHO) defines quality of life as an individual’s perception of their position in life in the context of the culture and value systems in which they live and in relation to their goals, expectations, standards and concerns.8
QOL encompasses the concept of health-related quality of life (HRQOL) and other domains such as environment, family and work. HRQOL is the extent to which one’s usual or expected physical, emotional and social well-being is affected by a medical condition or its treatment.9
For patients suffering from peripheral arterial disease (PAD), quality of life (QoL) has become as important as medical outcome end points, such as mortality and morbidity, to evaluate the effect of disease and treatment.10
MedicalResearch.com: Exclusive Interviews with Medical Research and Health Care Researchers from Major and Specialty Medical Research Journals and Meetings
Similar to Using Enhanced Recovery After Surgery (ERAS) to Enhance Postoperative Outcomes (20)
10-Year Orthopedics and Spine Forecast: Factors Impacting DemandWellbe
Advances in technology and surgical techniques, fluctuations in population, ever-increasing demand for outpatient procedures combined with an array of economic and policy factors will shape our opportunity for growth in Orthopedics and Spine over the next decade. What’s in store for the next 10 years of orthopedics and spine service lines? Mike Graham of Sg2 will review future inpatient and outpatient forecasts for orthopedics and spine services, the key factors impacting their growth, and opportunities to differentiate your orthopedics and spine services to capture additional market share.
About the Speaker:
Mike Graham supports Sg2’s intelligence and analytics in both orthopedics and spine and contributes to the orthopedic and spine forecasts. As an Sg2 thought leader, he writes extensively on the development of orthopedic and spine service line strategy. He also works directly with health care executives and physicians to apply knowledge and strategy to their unique circumstances and environment.
With 20 years of experience in health care management and information systems, Mike has devoted much of his career to sharing best practices in service line development, physician engagement, care redesign and payment reform through publications, webinars, conference presentations and consulting engagements.
Immediately prior to joining Sg2, Mike engaged with hospitals and providers to grow their orthopedic service lines, improve patient outcomes and transition to value-based models of care. Earlier in his career he participated in the creation of groundbreaking approaches in comprehensive spine center development, focusing on innovative methods to improve patient access and employ nurse navigation and outcomes collection throughout the continuum of care.
Mike earned a master in health care administration from Xavier University in Cincinnati and an undergraduate degree in management information systems from the University of Dayton (OH).
Performance and Reimbursement under MIPS for OrthopedicsWellbe
The 2015 MACRA legislation fundamentally changed the way in which providers are paid for their services. It also provides some relief from the “all or nothing” approach used by Meaningful Use.
This session, a review of the Final Rule published on Oct 14, 2016, conveys a practical approach to maximizing reimbursement under MIPS while reducing burden on clinical staff.
After this session, attendees will have a firm grasp of:
– the major components of the Quality Payment Program
– operational strategies for measure selection
– orthopedic-specific quality measures
About the Speaker:
karenclarkKaren R. Clark is chief information officer for OrthoTennessee, where she has worked since 1998. In that role, she serves on national committees for the Healthcare Information Management Systems Society (HIMSS.) A HIMSS Fellow and Certified Professional in Healthcare Information and Management Systems, her current HIMSS committee is the HIT User Experience, which focuses on clinician experience with health information technology.
She has spoken at the AAOE, AAOS and OrthoForum conferences on both information security and the 2015 MACRA legislation, specifically on the Merit Based Incentive Payment System (MIPS.). She is a member of the College of Healthcare Information Management Executives (CHIME) as well as the CIO/CMIO Council with the American Medical Group Association.
After graduating from American University with a degree in marketing in 1979, she joined Brooks Brothers in New York, where she was a buyer. She earned her MBA in finance from Fordham University in 1984. She moved to Knoxville in 1988 and joined Watson’s as director of planning and distribution when her husband, Brooks, was recruited from Sports Illustrated to Whittle Communications. They have two adult daughters, Isabel, and Olivia.
Managing Total Joint Replacement Bundled Payment Models: Keys to SuccessWellbe
Speaker: Andrew Duncan, Executive Director for Orthopaedics and Rehabilitation at University of Florida Health
This webinar will describe bundled payments and episode of care based patient management strategies. Attendees can learn to successfully manage total joint replacement bundled payment programs and what clinical service delivery strategies to use to be positioned for success. The importance of collecting and using data to understand costs for the episode of care and to negotiate will also be a focus.
About the Speaker:
Andrew Duncan has been a licensed physical therapist since 1991, when he graduated from the State University of New York at Buffalo with his Bachelor of Science in Physical Therapy. Upon completion of entry-level training, he worked as a physical therapist for two years and then completed his post professional Master’s degree in Human Movement Science and became certified in Athletic Training at the University of North Carolina at Chapel Hill. He then underwent board certification by the American Board of Physical Therapy Specialties and became a Sports Certified Specialist in 2002. While working as a manager at rehabilitation corporations and later at an academic health care center, he developed a passion for the business of health care and went on to complete his MBA from the Simon School of Business at the University of Rochester and has also earned his DPT from Boston University. Since 2012, Duncan serves as the Executive Director for Orthopaedics and Rehabilitation at the University of Florida College of Medicine, Co-Director of the UF Health Orthopaedic and Sports Medicine Institute, and also serves as the Executive Director for Rehabilitation and Radiology Services at UF Health Shands Hospitals. He holds an adjunct clinical lecturer appointment in the University of Florida Department of Physical Therapy providing instruction in the Patient and Families First and Professional Issues courses of the DPT curriculum.
Regional Anesthesia and Bundled Payments – Opioid-sparing Pain Management for...Wellbe
Speaker: Sonia Szlyk, MD, Director of Regional Anesthesia, Mid-Atlantic Division, North American Partners in Anesthesia
This webinar will:
-Discuss Enhanced Recovery After Surgery (ERAS) protocols for joint replacement
-Review the positive impact of regional anesthesia throughout the episode of care
-Spotlight the key components of successful value-based orthopedic care – length of stay, discharge to home, patient and surgeon satisfaction
About the Speaker:
Sonia Szlyk, MD, is the Director of Regional Anesthesia for North American Partners in Anesthesia’s Mid-Atlantic division. Dr. Szlyk orchestrates an outcomes-based regional anesthesia service focused on patient and surgeon satisfaction, safety, and efficiency. She oversees regional anesthesia quality metrics, billing compliance, strategic growth, and education. Dr. Szlyk specializes in opioid-sparing ERAS protocols for joint replacement, sports medicine, colorectal, general, and cosmetic surgery. Her initiatives highlight the value of regional anesthesia in the evolving era of bundled payments.
Dr. Szlyk served as the Director of Regional Anesthesia at the Ambulatory Surgery Center of Bethesda, MD where she oversaw the design and implementation of anesthesia services as well as AAAHC accreditation. The center’s comprehensive pain management program included ultrasound-guided peripheral nerve blocks and catheters for outpatient knee and hip replacements, and sports medicine procedures.
Dr. Szlyk is a board-certified anesthesiologist. She completed medical school and anesthesia residency at the George Washington University School of Medicine and was a Clinical Instructor in regional anesthesia at Stanford University Hospital.
NYU Langone Medical Center’s TJA BPCI Experience: Lessons in How to Maximize ...Wellbe
The Bundled Payments for Care Improvement (BPCI) Initiative began generating data in January of 2013. Dr. Iorio will outline the challenges and benefits of implementing BPCI for Total Joint Arthroplasty at an urban, tertiary, academic medical center with a hybrid compensation model. Early results from the implementation of a Medicare BPCI Model 2 primary TJA program demonstrate cost-savings with an improvement in quality of care metrics and continued cost savings through year 3 of our experience. Changes in patient optimization, care coordination, clinical care pathways, and evidence-based protocols are the key to improving the quality metrics and cost effectiveness within the implementation of the Bundled Payment for Care Initiative, thus bringing increased value to our TJA patients.
Maximizing Value in a Bundled Environment – Keys to Success:
• Evidence based, cost effectiveness analysis
• Standardized protocol adoption
• Transparent data
• Perioperative Patient Optimization
• Care management
• Physician-hospital alignment with Gain sharing
• Enhanced pain relief and rehabilitation protocols
• Blood management and rational VTED prophylaxis
About the Speaker:
Richard Iorio, MD, is the William and Susan Jaffe Professor of Orthopaedic Surgery at New York University Langone Medical Center Hospital for Joint Diseases and Chief of Adult Reconstruction at NYU Langone HJD. He co-founded Labrador Healthcare Consulting Services, Responsive Risk Solutions, and the Value Based Healthcare Consortium in 2015. He is a member of the Board of Directors for LIMA, the Lifetime Initiative for the Management of Arthritis. Dr. Iorio is a national expert in physician and hospital quality and safety and a leader in the implementation of alternate payment paradigms in orthopaedic surgery.
The process, people, and tools required to bring total joint replacements to the ambulatory surgery center setting will be presented by members of the team from the Orthopedic & Sports Institute of the Fox Valley (OSI). OSI has been performing total knee & hip replacements in their ASC since 2009.
The Orthopedic & Sports Institute of the Fox Valley (OSI) was created by its independent physician-owners to offer a full spectrum of patient services under one roof. Their unique care model encompasses sports medicine, total joint replacement, spine surgery, and work-related rehabilitation. OSI’s flagship facility in Appleton includes a surgery center, MRI, physical therapy, pain management, orthotics, and a skilled nursing facility. OSI’s commitment to providing industry-leading results has spawned innovations in Direct Contracting, bundled pricing, Work Comp rehabilitation, and recovery facility design.
About the Speakers:
Curt Kubiak, CEO, OSI: Curt has been the guiding force at OSI, an innovative provider of accessible and affordable patient care since 2006. Comprehensive offerings at OSI include orthopedic & spine surgery, imaging/MRI, bundled payments, work comp rehabilitation, physical therapy, and skilled nursing.
Kim Jablonski, Joint Program Director, OSI: Kim coordinates and oversees the entire carepath experience for patients undergoing total joint replacement at the Orthopedic & Sports Surgery Center.
Aaron Bleier, Director of Finance, OSI: A member of the OSI team since its inception, Aaron has been instrumental in the development of OSI’s cost-saving surgical price bundles.
Learn about a model that is applicable to all service lines as healthcare transitions from volume to value. The model concentrates on transforming from services & procedures, to formalized programs, to centers of excellence, while focusing on the four pillars of service line management: Quality/Outcomes; Service/Satisfaction; Volume/Market share Growth; and Cost Containment. Quality and outcomes are particularly stressed as the key to program differentiation and value. Positioning as a regional destination center for managed care and industry is also discussed.
Presentation to cover:
Learn about a model applicable to all service lines
Learn how to transition from performing procedures to becoming a center of excellence
Learn how to transition from volume to value
Learn how to differentiate your centers of excellence
Learn how to create dashboards to maximize quality
Learn some marketing strategies for your service line
Learn how to position yourself as a regional referral destination
About the Speaker:
Bill Munley is a 30-year veteran of the healthcare system and a recognized leader and strategist in Orthopedics, Service Line Development, and Rehabilitation. He currently serves as Vice President of Orthopaedics, General Surgery, and Professional Services at Bon Secours St. Francis Health System in Greenville, SC, where he has served for 27 years. He is responsible for all inpatient and outpatient Orthopedic, General Surgery, and Rehabilitation programs across three campuses. During his tenure there, he has served as a consultant to other healthcare systems, on editorial advisory boards of professional magazines, as a charter board member and officer of multiple state and local organizations, and has developed numerous programs in his specialty areas. Bill has also appeared as a guest speaker at multiple local, state, and national symposiums, presentations and webinars. Bill holds a BA in General Science from the University of Rochester and a MHSA from George Washington University.
Improving Trust Between Physicians and AdministrationWellbe
MidMichigan Health is a four hospital health system located in the Central portion of the Lower Peninsula. I am responsible for operations of both Neuroscience and Surgical Services. As such, I am accountable for the overall contribution of the service lines to the organization. Prior to taking on my current role, I was a Physician Liaison for the Gamma Knife center, which is one of three within the entire State. I was able to increase the referrals from 9 per month to 20 per month. I spent 15 years in the Pharmaceutical Industry in various roles. My entire career has been one requiring the ability to communicate well with physicians as well as with administration. Within our health system, it has been a challenge to move the Neuro and Surgical Service programs forward. This is due to a clear disconnect between Administration and the Providers. Recently, I have begun a process of working with both sides of this equation with some great success. My goal is to share with everyone the ideas that have worked to bring both sides to common ground and ultimately grow the programs.
At the end of this presentation, participants will be able to:
• Identify the key issues that need to be addressed from Administration as well as from the Providers
• Develop a communication strategy that will open discussion
• Begin to build trust through example
• Understand the difference between a “smoke screen” and a true issue
• Become the conduit to facilitate change within the system.
Using the Perioperative Surgical Home as a Model to Implement CJRWellbe
Watch the webinar on youtube: https://youtu.be/rNaU_P2mHXE
The transition to value-based care models has increased pressure to deliver high quality and cost effective care. The medical home concept has gained traction in the primary care setting, and now, the perioperative surgical home has the potential to improve patient satisfaction, outcomes, and cost-effectiveness in the acute setting.
Dr. Zeev Kain, Chancellor’s Professor of Anesthesiology and former Associate Dean of Clinical Operations at University of California at Irvine Health, will share challenges and lessons learned implementing their Joint Replacement Surgical Home to provide more coordinated, standardized care.
What you’ll learn:
– An overview of the Perioperative Surgical Home model, and how it can improve outcomes while reducing cost
– Lessons learned from UC Irvine’s implementation of a Joint Replacement Surgical Home
– Considerations for implementing a Perioperative Surgical Home in your organization
About the Speaker:
Zeev N. Kain is a Chancellor’s Professor of Anesthesiology & Pediatrics & Psychiatry and the Chair of the Department of Anesthesiology & Perioperative Care at UC Irvine Health. Dr. Kain completed residency training in Pediatrics and Anesthesiology, a fellowship in Pediatric Anesthesia and was received an MBA from Columbia University. After 19 years at Yale University he joined UC Irvine Health in 2008. Dr. Kain has had continuous NIH funding since 1996 and had published over 200 publications in the peer-reviewed literature. His main research focus was stress in children undergoing surgery and invasive procedures.
Dr. Kain established the annual summit on the Perioperative Surgical Home and is a member of the steering committee of a 43 hospital collaborative on this topic. His training in Lean Six Sigma and his MBA and his management background have enabled him to embark on the quest to make the Perioperative Surgical Home ubiquitous at UC Irvine Health and to help bring this care model to institutions nationally.
Registry Participation 101: A Step-by-Step Guide to What You Really Need to K...Wellbe
– Is your hospital contemplating joining a registry but you don’t know where to begin?
– Do the acronyms CJR, QCDR, and PROMs cause you angst?
– Have you heard that registry participation can count towards quality programs but you don’t understand the connection?
– Are you a surgeon needing a registry to meet Meaningful Use requirements?
– Are you in one of the 67 geographical areas mandated by the CMS’s Comprehensive Care for Joint Replacement (CJR) program?
– Is your hospital considering a patient-reported outcome measure (PROMs) program and you want to know more about what that entails?
If so, the American Joint Replacement Registry (AJRR) will walk you through everything you need to know about participating in a registry. This session will focus on best practices from over 4,500 surgeons and 675+ hospitals who have successfully implemented and engaged with the data from over 400,000 hip and knee replacement procedures. AJRR will help you to debunk the myth that submitting private health information is complicated, time consuming, and that it takes hundreds of man-hours to participate in a registry.
You’ll also learn how:
• Registry participation can support mandated quality programs – including Meaningful Use, CJR, and PQRS
• To implementing a PROM system in your hospital – what to look out for when starting and helpful tips from current users on what they have learned
• Not all data elements are mandatory – what are the different levels, what does the national registry require, and what is optional
About the Speakers:
Joe Greene is currently the Program Manager of Outreach and Development for the University of Wisconsin Hospital and Clinics in the Department of Orthopedics and Rehabilitation. In this role, Joe coordinates business and philanthropic development activities for the UW Hospital department and University of Wisconsin Department of Orthopedics and Rehabilitation. He represents the needs of all orthopedic subspecialties and has worked for the UW since 1991 when he initiated his career there as an athletic trainer and clinician. He has worked in management and administration across the Department since 1997.
In addition to his role with the UW Hospital, Joe also is the CEO and Owner of OrthoVise. OrthoVise is an Orthopedic advisory firm that assists orthopedic practices of all types with operational and business development needs. His experiences have allowed him and his advisors the opportunity to consult formally with orthopedic practices since 2010. He has particular areas of interest that include Orthopedic and Sports Medicine Program Business Development, Service Line Development, Health Information Technology and EMR Operational Optimization for Orthopedics, Innovative Service Delivery Implementation, Smart Staffing, and Workflow Enhancement.
Joe will be joined by AJRR staff who are experts in guiding individual surgeons and hospital orthopaedic service line directors through the process.
Using Patient Navigation in an Orthopedic Service Line to Drive Outcomes and ...Wellbe
Preparing for joint replacement surgery can be overwhelming for many patients; they often feel inundated with the number of tasks that need to be completed prior to surgery such as medical appointments, preadmission testing, and preparing for their recovery. Learn how one health system used technology and nurse navigation to guide their patients through the joint replacement journey.
About the Speakers:
KateG100Kate Gillespie is the AVP of the Orthopedic Service Line at Virtua in Southern New Jersey. Kate received her BSN from the College of New Jersey and her MBA in Health Care Administration from Eastern University, she is certified in Nursing Administration. As the Orthopedic service line leader her responsibilities include driving efficiency through standardization, cost containment and quality outcomes. Kate is a certified Six Sigma Black Belt with expertise in operation efficiency and lean methodology. As a Six Sigma Black Belt, Kate has led quality and financial projects, and co-led multiple Kaizen projects. She is also active in New Jersey State Nurse Association and chairwoman for the NJ INPAC.
J Smith100Jennifer Smith is the Director of Clinical Outcomes for the Orthopedic Service at Virtua in Southern NJ. Jennifer received her BSN from Thomas Jefferson University and her MSN in Nursing from Villanova University. As the Director of Clinical Outcomes her responsibilities include driving standardization and quality outcomes for the service line. Jennifer is certified as both a Clinical Nurse Specialist in Adult health and Professional in Health Care Quality.
Developing and Operating Post-Acute Networks in Value-Based ProgramsWellbe
Today’s value-based programs (ACOs, bundled payments, etc.) are shifting the responsibility for total spend from the payer to the provider. As the primary contractor under many of these programs, hospitals take on the responsibility for post-acute spend while generally having little experience in that area. This creates a significant challenge to create a successful and profitable programs.
This session will focus on the design and development of an effective post-acute provider network through implementation and ongoing operation. Specific areas to be covered include:
– The role of post-acute care in value-based programs
– Identifying post-acute opportunity for your partnerships
– Designing a post-acute network
– Developing your network
– Operational issues
– Monitoring performance
Learning Objectives:
1. Establish an effective post-acute network
2. Understand performance drivers for post-acute partners
3. Create incentives for post-acute partners to participate
4. Evaluate partner performance within your program
5. Communicate network value to patients
About the Speaker:
Sheldon Hamburger is an alternative payment model advisor for hospitals and healthcare firms nationally. With a focus on program implementation, he brings extensive knowledge and experience gained from more than 25 years of healthcare financial consulting, technology design and development, and sales & marketing strategy for Fortune 1000 clients. He is a frequent speaker and writer on regulatory and technology trends affecting hospital operations, provider reimbursement issues, BPCI and CJR, programs and regulations, medical expense strategies and payer-provider dynamics.
Residing in Raleigh, he is an Executive-In-Residence at North Carolina State University – Poole School of Management and an investor at RTP Capital Associates. He continues to be an active member of national and regional HIMSS and HFMA.
He holds a degree in Computer Engineering from the University of Michigan.
Making CJR Work for You: A Roadmap for Successful Implementation of Medicare ...Wellbe
This presentation will describe a structured approach to successfully launching a program for the Comprehensive Care for Joint Replacement (CJR) Model. Based on years of experience with bundled programs, this roadmap provides the basis for developing a targeted plan for your organization as the April 1, 2016 deadline for CJR rapidly approaches.
Key topics to be addressed include:
• Overview of CJR rules and program requirements
• CJR implications for your organization
• Bundle evaluation – financial and clinical issues
• Gainsharing considerations with program collaborators
• Designing an effective post-acute care network
• Using analytics to develop and monitor your program
• Key “must-dos” for an April 1, 2016 launch
Learning Objectives:
1. Describe the rules and requirements of CJR
2. Assess the key success drivers in bundle performance
3. Evaluate where and why organizations fail in bundles
4. Develop strategies and tactics to create a post-acute partnership
5. Illustrate risk stratification factors in bundle design
About the Speaker:
Sheldon Hamburger is an Alternative Payment Model advisor for hospitals and healthcare firms nationally. With a focus on program implementation, he brings extensive knowledge and experience gained from more than 25 years of healthcare financial consulting, technology design and development, and sales & marketing strategy for Fortune 1000 clients. He is a frequently sought-after speaker and writer on regulatory and technology trends affecting hospital operations, provider reimbursement issues, BPCI / CJR, programs and regulations, medical expense strategies and payer-provider dynamics. Residing in Raleigh, he is an active member of HIMSS, HFMA, & ACHE. He earned his B.S.E. in Computer Engineering from the University of Michigan.
How to Engage Physicians in Quality/Safety Improvement Using MetricsWellbe
The unsustainable rising cost of medical care is creating financial pressures that will critically alter the way that health care is both paid for and delivered. Limited resources dictate that we become more efficient at providing high quality care. In an effort to provide financial incentive for delivering quality care the Federal government instituted Value Based Purchasing (VBP) and Bundled Payments. In order to maximize reimbursement under these programs, providers of health care must follow to the basic tenants of the quality principles.
Lorraine Hutzler, Associate Director of the Center for Quality and Patient Safety at NYU Hospital for Joint Diseases at the NYU Langone Medical Center, will discuss:
• How to build a quality infrastructure for your orthopedic program
• What quality metrics to measure and how to engage surgeons using them
• Lean and Six Sigma principles to use to accelerate improvement
About the Speaker:
Lorraine100Lorraine Hutzler is the Associate Director of the Center for Quality and Patient Safety at NYU Hospital for Joint Diseases at the NYU Langone Medical Center and a Principal of Labrador Healthcare Consulting. She designed, built and maintains a robust quality infrastructure for the Department of Orthopaedic Surgery. Lorraine has extensive expertise in quality metrics management and reporting as well as Lean and Six Sigma Certification.
Fundamentals of Bundles for Joint Replacement – Creating the Competitive EdgeWellbe
Medicare is expected to issue the final rule for the Comprehensive Care for Joint Replacement (CJR) initiative soon. As proposed, hospitals in chosen MSAs must be ready to take on this new challenge by January 1, 2016.
The Connecticut Joint Replacement Institute (CJRI) at Saint Francis Hospital has performed more than 20,000 procedures since opening in 2007. CJRI has been on the forefront of bundled payments for joint replacements since implementing their first bundle agreement in 2010. CJRI will share the essential elements to developing a bundle program and the challenges of evolving towards a value-driven, risk bearing model in today’s healthcare environment.
Attendee Takeaways:
– Learn the essential ingredients to develop a successful bundle payment program
– Understand the fundamentals of value-based healthcare
– Learn how to create sustainable bundled payments and maintain a competitive edge in the marketplace
About The Speaker:
Maureen Geary is the Program Director at the Connecticut Joint Replacement Institute in Hartford, Connecticut. Maureen been involved with bundle payments since 2009. CJRI signed their first commercial contract in 2010. She leads strategic initiatives and new product development for the company. Maureen also provides consultative services for orthopedic organizations seeking to develop a bundled product or expand their service line.
Prepping for CCJR: Lessons Learned in Physician Alignment and Bundled PaymentsWellbe
With CMS’ recent announcement of its Comprehensive Care for Joint Replacement (CCJR) payment model and its plan to implement in seventy-five geographic areas, hospitals must be prepared to manage the entire episode of care from the time of surgery through ninety days after discharge. CCJR presents both opportunities and challenges for hospitals. In order to achieve success, organizations must manage their system of care delivery, ensure they are aligned with their physicians and post acute providers, and master the analytics necessary for driving high quality, low cost care.
MedAssets has worked with numerous providers to implement alignment models that bring hospitals and their physicians together, evaluate, identify, and implement changes to the care delivery system to improve quality and decrease cost across the continuum, and employ meaningful analytics for managing an episode of care.
Kevin Lieb, Senior Director for MedAssets’ Physician Alignment Solutions division, will share examples demonstrating how organizations have successfully implemented Episodes of Care. Mr. Lieb will also share examples from both hospital led and specialist led programs and provide lessons learned from these experiences.
This webinar will enable attendees to do the following:
• Identify alignment models within bundled payments and understand their applicability to your organization
• Understand the analytic capabilities necessary for success in a bundled payment environment
• Identify opportunities and strategies for cost reduction and quality improvement
About the Speaker:
Mr. Lieb has more than 20 years of healthcare-related experience focusing on quality improvement, market development and cost reduction initiatives for the hospital provider market. Mr. Lieb has worked for a number of well-known healthcare companies including GE Medical Systems, HCIA and LBA in Denver, Colorado. His responsibilities included healthcare consulting with a focus on process improvement and quality initiatives.
Implementation of a Perioperative Surgical Home (PSH)Wellbe
The PSH is a patient-centered, physician-led system of coordinated care that guides patients through the entire surgical experience. From the decision for surgery to 30-90 days post discharge from a medical facility, the PSH model of care is re-engineered to improve patient care and outcomes while decreasing total cost. Learn how your physicians can earn financial incentives from both the PSH and the new CMS requirements for Alternative Payment Models (APMs).
What does SGR Reform and PSH have in common? Dr. Mike Schweitzer, a national leader in PSH, will show you how physicians can leverage a PSH to meet the new APM requirements. The Medicare Access and CHIP Reauthorization Act (MACRA) replaces SGR with a new performance-based payment system and financial incentives for participation in alternative payment models. The law requires that major changes occur by January 1, 2017 – the measurement year for penalties and rewards in 2019. Dr. Schweitzer will describe how to develop a PSH program in your organization. He will share strategies to engage physician leaders to prepare for MACRA or Value Based Payments through PSH.
This webinar will enable you to:
- Identify the burning platform for a PSH
- Define the elements of a PSH
- Outline the infrastructure needed to implement a PSH
- Build and sustain the metrics to support a PSH
- Learn how to engage physician champions
About the Speaker:
Dr. Mike Schweitzer is the Vice President of Healthcare Delivery Transformation at VHA Southeast in Tampa, FL. Mike is also the Medical Director guiding the ASA-sponsored Perioperative Surgical Home Collaborative involving 44 healthcare organizations across the nation. Dr. Schweitzer is a nationally recognized speaker and has published many articles on the Perioperative Surgical Home.
Dr. Schweitzer previously served as the Chief Medical Officer for Northeast Baptist Hospital in San Antonio, TX where he was involved in the CMS Pilot for Acute Care Episodes, ACO development, and co-management programs.
Disease-Specific Care Certification for Hip and Knee Replacement ProgramsWellbe
The Joint Commission Disclaimer: This presentation is current as of June 30, 2015. The Joint Commission reserves the right to change the content of the information as appropriate.
The Joint Commission’s Disease-Specific Care (DSC) certification program is designed to evaluate clinical programs across the continuum of care. Orthopedic joint replacement programs (hip, knee and shoulder) are certified under the standards for DSC programs.
Joint replacement programs seek certification because it:
Demonstrates commitment to a higher standard of service
Provides a framework for organizational structure and management
Provides a competitive edge in the marketplace
Enhances staff recruitment and development
Is recognized by insurers and other third parties
In this webinar, David Eickemeyer, MBA, Associate Director of Certification for The Joint Commission, will:
Define the main components of certification
Provide examples of performance measures
Provide tips on assessing readiness and preparation timelines
Discuss how and when to apply
About the Speaker:
David Eickemeyer is Associate Director for The Joint Commission’s certification programs. In this role, he manages all of the marketing efforts for Disease-Specific Care certification, Palliative Care certification and Health Care Staffing certification.
In his 18 years at The Joint Commission, Eickemeyer has conducted marketing efforts for most of The Joint Commission’s various accreditation programs, as well as marketing for publications and educational offerings from Joint Commission Resources.
Before joining The Joint Commission in 1993, Eickemeyer marketed health care consulting services and third-party administrative services for Price Waterhouse and Unum Insurance Company.
Eickemeyer holds a bachelor’s degree and master’s degree in business administration from the University of Illinois, Urbana, Illinois.
90 Days to Bundled Payments: Roadmap and Methodology for Implementing Your Bu...Wellbe
CMS’ recent announcement to “double down” on value-based models including bundled payments demonstrates their commitment to this paradigm. Providers need to respond in kind and launch their programs ASAP.
The complexities and time associated with changing focus, care design, and operations can be daunting and this has caused many organizations to delay or reject implementation. But it doesn’t have to be this way.
This session will describe a structured approach that was successfully used to launch a BPCI Model 2 program in 90 days. This particular case study involved an organization that needed to change conveners making the challenge even more difficult. Nevertheless, the program moved along on schedule.
Key topics to be addressed include:
Organization, planning, project management, and priorities
Selecting (or changing) the convener
Bundle selection (even in the absence of data)
Expediting the CMS application process
Keys to establishing/launching an effective post-acute care network
Organizational alignment and change management
Performance metrics – another approach
Leveraging success to expand the program
Learning Objectives
Learn how to prioritize objectives to simplify the bundled payment project plan
Understand the key drivers in bundle selection to avoid analysis paralysis
Learn how to measure real-time progress of the plan and the bundle
Develop strategies and tactics to create a post-acute partnership
Understand the role of change management in a complex project
About the Speaker:
Sheldon Hamburger serves as a Principal of The Aristone Group, a healthcare consulting group. With focus on helping healthcare enterprise organizations address emerging trends, Aristone provides expertise in strategy, process, and technology. With over 30 years of experience in developing and marketing healthcare technology products and services, Mr. Hamburger’s career includes various “firsts” in medical and pharmaceutical financial processing systems.
Evaluating the Effectiveness of Current Pain Management StrategiesWellbe
Pain management of orthopedic surgery patients is being impacted by the changes in health care regulation and reimbursement. There is a need for safer, more effective pain management pathways that can provide opportunities for early discharge without increasing the risk of readmissions or compromising outcomes.
Current pain management strategies for joint replacements, spine surgery and outpatient knee and shoulder procedures will be examined from clinical, safety, satisfaction and cost perspectives. The process of implementing and evaluating these pathways will also be discussed.
Nina Whalen will demonstrate how she evaluated, developed and improved pain management pathways for patients. These pathways include:
– Multimodal pain management for total joint and spine
– Peripheral nerve block utilization for inpatients and outpatients
– Customized pain pathways for special populations
– The use of intraoperative tissue infiltration with medications as a primary pain management strategy in joint replacement surgery
About The Speaker:
Nina Whalen, RN, APN-C, has over 30 years of experience as a nurse practitioner in orthopedic medicine. She has been involved in every phase of patient care at both the clinic and tertiary care levels. In the 1990’s she created and worked in a nurse practitioner hospital program at Presbyterian St Luke’s hospital that provided 24 hour coverage for the needs of hospitalized orthopedic surgery patients. She has worked in research and has co-authored publications in the areas of sports medicine and total joint. She is currently the manager of clinical outcomes at OrthoIndy Hospital (formerly Indiana Orthopaedic Hospital) which is a 38 bed, physician owned, orthopedic specialty hospital in Indianapolis.
CRISPR-Cas9, a revolutionary gene-editing tool, holds immense potential to reshape medicine, agriculture, and our understanding of life. But like any powerful tool, it comes with ethical considerations.
Unveiling CRISPR: This naturally occurring bacterial defense system (crRNA & Cas9 protein) fights viruses. Scientists repurposed it for precise gene editing (correction, deletion, insertion) by targeting specific DNA sequences.
The Promise: CRISPR offers exciting possibilities:
Gene Therapy: Correcting genetic diseases like cystic fibrosis.
Agriculture: Engineering crops resistant to pests and harsh environments.
Research: Studying gene function to unlock new knowledge.
The Peril: Ethical concerns demand attention:
Off-target Effects: Unintended DNA edits can have unforeseen consequences.
Eugenics: Misusing CRISPR for designer babies raises social and ethical questions.
Equity: High costs could limit access to this potentially life-saving technology.
The Path Forward: Responsible development is crucial:
International Collaboration: Clear guidelines are needed for research and human trials.
Public Education: Open discussions ensure informed decisions about CRISPR.
Prioritize Safety and Ethics: Safety and ethical principles must be paramount.
CRISPR offers a powerful tool for a better future, but responsible development and addressing ethical concerns are essential. By prioritizing safety, fostering open dialogue, and ensuring equitable access, we can harness CRISPR's power for the benefit of all. (2998 characters)
QA Paediatric dentistry department, Hospital Melaka 2020Azreen Aj
QA study - To improve the 6th monthly recall rate post-comprehensive dental treatment under general anaesthesia in paediatric dentistry department, Hospital Melaka
Navigating Challenges: Mental Health, Legislation, and the Prison System in B...Guillermo Rivera
This conference will delve into the intricate intersections between mental health, legal frameworks, and the prison system in Bolivia. It aims to provide a comprehensive overview of the current challenges faced by mental health professionals working within the legislative and correctional landscapes. Topics of discussion will include the prevalence and impact of mental health issues among the incarcerated population, the effectiveness of existing mental health policies and legislation, and potential reforms to enhance the mental health support system within prisons.
R3 Stem Cells and Kidney Repair A New Horizon in Nephrology.pptxR3 Stem Cell
R3 Stem Cells and Kidney Repair: A New Horizon in Nephrology" explores groundbreaking advancements in the use of R3 stem cells for kidney disease treatment. This insightful piece delves into the potential of these cells to regenerate damaged kidney tissue, offering new hope for patients and reshaping the future of nephrology.
Using Enhanced Recovery After Surgery (ERAS) to Enhance Postoperative Outcomes
1. Enhanced Recovery After Surgery (ERAS)
To Improve Recovery
Francesco Carli MD, MPhil
Professor of Anesthesia
McGill University
franco.carli@mcgill.ca
3. Improving Patient’s Recovery
What if surgery could be done without:
Metabolic stress response
Catabolism
Organ dysfunction
Complications
Pain
Fatigue…
…length of stay and costs will decrease too
4. We’re not there yet
• Complications: 21-45% of patients have
complications after cancer surgery and 1-4% die.
• Variations: Significant differences between and
within centers in perioperative processes,
complications and hospital stay
• Patient centered outcomes: Full recovery takes
longer than we think.
5. Colectomy outcomes remain poor
Schilling, Dimick, Birkmeyer JACS 2008. 207(5):698-704
Prioritizing quality improvement in general surgery
6. Cohen ME Ann Surg 2009
Variability in long length of stay after uncomplicated
colorectal surgery in NSQIP hospitals
87% had no complications: 6.1(3.8) days, median 5 days
13% had complications: 16.1(14.2) days, median 12 days
7. Variability in Processes of Care:
Responses (%) to questionnaire on perioperative care
in colonic resection in 5 northern European countries
Response Scotland Netherlands Sweden Norway Denmark Range
NG is removed in OR 75% 22% 83% 82% 85% 22-85%
Epidural analgesia is used
routinely on ward
11% 83% 93% 89% 96% 11-96%
Clear fluids day of surgery 38% 58% 71% 82% 96% 38-96%
Oral intake at will by POD1 27% 46% 44% 53% 85% 27-85%
Lassen K, BMJ, 2005
Based on traditions
8. Patients
(n=17)
Clinicians
(n=15)
Energy Level 88% 67%
Carrying out daily routine 76% 60%
General physical endurance 53% 53%
Sensation of pain 47% 87%
Recreational activities 47% 33%
Walking 41% 47%
Sleep functions 41% -
Appetite 35% 40%
Moving around 35% 47%
Defecation functions 18% 47%
Quality of consciousness - 60%
Doing housework - 47%
Family relationships - 40%
Informal social relationships - 40%
Lee L, Dumitra T, Fiore J Jr, Mayo NE, Feldman LS. How well are we measuring postoperative “recovery”? Qual Life Res, 2015
Outcomes that matter to patients recovering from GI surgery
Patients emphasized
energy level, functional
status (daily routine,
recreational activities,
endurance) and sleep
Compared to patients,
clinicians put more
emphasis on symptoms
(pain, cognition, bowel
function)
9. Patient Expectations:
What day do you tell patients to expect to be
discharged after uncomplicated colon resection?
0
10
20
30
40
50
60
70
POD 1 POD 2 POD 3 POD 4 POD 5 POD 6 POD 7
Responses
Keller DS, Delaney CP, Senagore AJ, Feldman LS. Surg Endosc 2016
10. Trajectory of functional ability throughout the
perioperative periodLevelofFunctional
ability
Preop Recovery
Recovery = time to recovery to baseline
Surgery
13. How long to full recovery? longer than we think
>1 month to recover higher intensity physical activities after
ambulatory laparoscopic cholecystectomy
19
0
6
20
14
19
0
10
20
30
40
50
Baseline 1 week 1 month
kcal.kg-1.wk-1
higher intensity lower intensity
Feldman LS, Kaneva P, Demyttenaere S, Carli F, Fried GM, Mayo NE. Validation of a physical activity questionnaire (CHAMPS) as an
indicator of postoperative recovery after laparoscopic cholecystectomy. Surgery, 146 (1): 31-9, 2009.
p<0.05
p=0.68
14. Surgical stress:
pain, catabolism, fluid/salt
retention, immune dysfunction,
nausea/vomiting, ileus, impaired
pulmonary function, increased
cardiac demands,
hypercoaguability, sleep
disturbances, fatigue
Kehlet and Wilmore, Ann Surg 2008 (revised)
Approaches to reduce surgical stress and improving outcomes
Minimally Invasive Surgery
Afferent neural blockade:
thoracic epidural
local infiltration anesthesia
peripheral nerve blocks
Pharmacologic interventions:
non-opioid, multimodal analgesia
anti-emetics
glucocorticoids
systemic local anesthetics
insulin
β-blockers
α2-agonists
anabolic agents
Other interventions:
fluid balance
normothermia
preoperative carbohydrate
exercise
15. Perioperative care in GI Surgery:
• >20 elements
• “Strong” recommendations
• Several challenge traditions
• Multiple stakeholders
• How do we get all this into
practice?
Lots of evidence
16. “Health care historically has been a very siloed
field that’s organized around medical
specialties... The patient is the ping-pong ball
that moves from service to service”
-Michael Porter
17. Enhanced Recovery Pathway
• Integrated, evidence-based, multimodal, consensus
on perioperative care
• Goals:
– Support early return of function
– Reduce morbidity
– Improve efficiency
– Decrease variability
– Increase value (outcomes/cost)
18. CHO loading
Activation
Optimization
Reduced fasting
Fast acting anesthetics
Multimodal opioid
sparing analgesia
Fluid balance
Normothermia
Regional anesthesia
Periop nutrition
Early mobilization
Daily care maps
Discharge criteria
Early removal
catheters &
drains
PONV and Ileus
prophylaxis
Prehabilitation
?bowel prep
Components of an Enhanced Recovery Program
Preop
Intraop
Postop
No NG
Minimally Invasive
20. Ann Surg 2000
60 patients (74 yo)
Open colon resection + “accelerated
multimodal rehabilitation program”
Epidural, early feeding and mobilization
Median LOS 2 days (mean 3 days)
15% readmissions
21. • Lap foregut pathway
• Started in 2001
• Nutrition management
• Limited investigations
• Excellent patient acceptance
• Colorectal fast track
• Started in 2006
• Laparoscopic cases only
• Surgeons selected patients
• Limited patient education
22. Mission: Implement multidisciplinary
ERPs across department
• Initiated by clinicians, supported by
Chair
• Started October 2008
• Target prevalent in-patient
procedures
• Pathways would be standard of care
(all start pathway)
• Full time coordinator as pilot
project (1 year)
• Multidisciplinary team with clinical
experts for each pathway
• Weekly meeting
23. ERP Team: Steering Group
• Pathway coordinator
• Surgeon lead
• Anesthesia lead
• Nurse manager surgery ward
• Clinical nurse specialist- pain
• Physiotherapist
• Nutritionist
• Pharmacist
• Librarian
PLUS Clinical Experts
for each pathway – surgical
lead, anesthesia, nursing
24. Literature review- guidelines, discharge target
Perioperative medical and pharmaceutical orders
ADL flowsheets and nursing documentation
External prescriptions
Pathway creation
Nurses: preoperative clinic and the recovery room
Surgeon staff and Surgical Residents
Launch date- “everyone starts the pathway”
MUHC Committees Reviews and Approvals
Personnel Training
Development of an ERP
Surgical Recovery team Review Committee
Nursing Clinical Practice Review Committee (NCPRC)
Pharmacy and Therapeutics (P&T) Committee
Form Committee (medical archives)
Audit and Revision
New Perioperative Pathway
Surgeons & nurses:
Standard orders
Patient:
Education & care map
26. The ”evidence” behind NPO
• Mendelson paper 1946
• Textbook ”thruth” from 1964
But:
• No true scientific backing
• Few aspirations in elective surgery
• Risk: associated with concomitant
disease
J R Maltby in Best Practice in Anaesthesia and Intensive Care 2006
28. Gastric emptyng after 400 cc of carbohydrate
MRI
Lobo et al. Clin Nutr 2009:28(6)636-41
29. Why challenge NPO?
• Normal physiology
• NPO is no guarantee of an empty stomach
• The same gastric volume with/without clear
fluids
• Improved well being: thirst (headaches,
hunger)
30. Modern fasting guidelines
Elective surgery
• Clear fluids
– water, coffee, tea (no milk), some juice
• 2 h before anaesthesia & surgery
• Exclusions
– Emergency surgery
– Upper GI symtoms, GI transit slow
Ljungqvist & Söreide Br J Surg 2003
31. Cochrane review 2003
• No evidence that liberal fasting guidelines had
negative impact on gastric volumes or pH
• Intake of water up to 90 mins preop resulted
in lower gastric volumes
• Clinicians should …. when necessary adjust
existing fasting policies
PC Stuart in Best Practice in Anaesthesia and Intensive Care 2006
32. Why carbohydrate treatment?
• Animal work showed survival benefit from fed
state in stress
• Short term fasting changes metabolic setting
• Un-natural way to prepare for stress
• Potential metabolic gains…..
Ljungqvist et al, Best Pract & Res Clin Anaesthiol 23 (2009) 401–409
33.
34. • Reading level of patient education materials: Grade 11.5
Smith & Haggerty, 2003
• 1 out of 5 American adults reads at the 5th grade level or below, and the
average American reads at the 8th to 9th grade level, yet most health
care materials are written above the 10th grade level
National Patient Safety Foundation, 2011
• Printed materials should be accurate, easily accessible, and at a 6th to
7th grade reading level National Institutes of Health, 2011
• 800 studies between 1970 and 2006 indicate most health materials
exceed high-school graduate reading levels
Canadian Council for Learning, 2008
Patient Education Is An Important Element
35. What is Health Literacy?
The degree to which individuals can obtain, process and
understand basic health information and services they
need to make appropriate health decisions.
Institute of Medicine’s report Health Literacy: Prescription to End Confusion (2004) ;
36. Prevalence of low Health Literacy
• In the USA- 90 million people- nearly half of the
adult population have low health literacy.
• In Canada-
– 60% of adult Canadians have low health
literacy.
Canadian Council on Learning (2008).; IOM (2004)
37. Prevalence of low Health Literacy
The European Health Literacy Project. /The European Health Literacy Projec
38. How to get ready for your surgery
The evening before your surgery take a shower. The morning of your surgery
take another shower. On the day of your surgery do not put any makeup,
cream or lotions.
We strongly suggest you stop smoking completely before your surgery, as this
will reduce the risk of lung complications afterwards and help the incision to
heal. Doctors can help you stop smoking by prescribing certain medications.
Please discuss these options with your doctor.
Decrease your alcohol use. Alcohol can interact with medications. Do not drink
alcohol 24 hours before surgery. Please let us know if you need help
decreasing your alcohol use before surgery.
If you get sick before your surgery please phone the hospital to cancel.
Some pain medications can cause constipation. If constipation becomes a
problem, increase the amount of fluids you drink, add more whole grains,
fruits and vegetables to your diet and continue to exercise and walk regularly.
47. Is achieved when a process or outcome, measured at least a year later,
has not returned to its past state. (Parsons & Cornett 2011)
Sustainability
Share Data Visual Cues
slide: Debbie Watson
48. 1. Esophagectomy June 2010; revised 2014
2. Colorectal Aug 2010; RVH 2014
3. Prostatectomy Nov 2010 ; revised 2014
4. Lap chole Aug 2011; revised 2016
5. Thyroidectomy Oct 2011; revised 2014; revised 2016
6. Inguinal hernia Feb 2012
7. Lung resection Sept 2012
8. Hip and Knee Arthroplasty Sept 2013; hip revised 2016
9. Nephrectomy June 2014
10. Hepatectomy RVH June 2014
11. Spine (day surgery) Sept 2014
12. EVAR RVH march 2016
13. Cystectomy RVH Sept 2016
14. Bariatric March 2017
15. Hip fracture
16. Head and neck oncology
17. Gastrectomy
18. Video assisted Thoracic surgery
19. Kidney transplant
20. Gyne Oncology
21. Hysterectomy
22. Pancreatectomy
Implemented
In Development
49. Adherence to ERP: 23 elements
Preoperative Intraoperative Postoperative
Preadmission education 347 (100) Antibiotic prophylaxis 345 (99) Multimodal analgesia 241 (98)
Selective MBP 246 (71) Epidural analgesia 253 (73) Oral liquids on POD 0 209 (89)
Carbohydrate loading 213 (61) Laparoscopic approach 250 (72) Nutritional drink POD 0 146 (42)
No long-acting sedatives 347 (100) Balanced IV fluids 90 (26) Regular food on POD 1 282 (81)
PONV prophylaxis 320 (92) Early termination of IV 201 (58)
Normothermia 223 (64) Early mobilization 275 (79)
No abdominal drainage 298 (86)
Early termination of urinary
drainage
298 (86)
TED prophylaxis 346 (100) Chewing-gum 217 (63)
No nasogastric tube 344 (99) Laxative 210 (61)
Transition to oral analgesia on
POD 2
255 (73)
Mean overall adherence: 77% ± 11%
50. Predictors of “successful hospital recovery”
(LOS≤4d, no complications, no readmission)
ERP element OR 95% CI p-value
Laparoscopy 4.32 2.260 – 8.267 < 0.001
Early mobilization* 2.25 1.130 – 4.474 0.021
Early termination of IV fluids 1.99 1.158 – 3.445 0.013
Regular food on POD 1 2.37 0.952 – 4.393 0.067
Early termination of urinary drainage 2.05 0.956 – 5.854 0.063
Adjusted multivariate regression model (n=347)
*Early mobilization = out of bed at least once in first 24 hours
Pecorelli N, Fiore Jr J, Charlebois P, Liberman S, Stein B, Baldini G, Carli F, Feldman LS. Impact of adherence to care pathway
interventions on recovery following bowel resection within an established enhanced recovery program. Surg Endosc 2016
51. Relationship between overall adherence to enhanced
recovery pathway elements, successful recovery and 30-day
complications
Pecorelli N, Hershorn O, Baldini G, Fiore Jr JF, Stein BL, Liberman AS, Charlebois P, Carli F, Feldman S, Impact of adherence to
care pathway interventions on recovery following bowel resection within an established enhanced recovery program, Surgical
Endoscopy, April 2017, 31(4), 1670-71
n=347 elective colorectal surgery
52. Average LOS CUSM
2011-12 2012-13 2013-14 2014-15 2015-16
%difference 5% 2% 2% -2% -7%
-8%
-6%
-4%
-2%
0%
2%
4%
6%
Average LOS: % difference vs MSSS target for typical
cases
53. LOS as measure of recovery?
Fiore et al, WJS 2013
n=70 colorectal
54% lap
Traditional care
LOS = TRD + 1 day
No ERAS
Tolerance of oral intake 2 [1-3]
Recovery of lower GI function 1 [1-2]
Adequate pain control with oral analgesia 3 [2-3]
Ability to mobilize and self-care 3 [2-3]
No evidence of complications 2 [1-2.5]
Time to readiness for discharge 3 [2-4]
Length of hospital stay 3 [3-5]
Balvardi et al, SAGES 2017
n=100 colorectal
81% lap
Enhanced Recovery Pathway
LOS = TRD
+ ERAS
54. Conventional
Care (n=95)
Enhanced Recovery
(n=95)
p
Preoperative management
Written patient education 0 (0%) 95 (100%) <0.001
Mechanical bowel prep 63 (66%) 34 (36%) <0.001
Sedative 54 (57%) 0 (0%) <0.001
Carbohydrate drink 0 (0%) 46 (48%) <0.001
Intraoperative management
Antibiotic prophylaxis 95 (100%) 95 (100%) 1.000
Mean IV crystalloid, ml (SD) 2475 (1368) 1707 (1122) <0.001
Mean IV colloid, ml (SD) 429(405) 305(385) 0.038
Abdominal drain 13(14%) 4(4%) 0.022
NG tube left in situ 5(5%) 1(1%) 0.097
Normothermia 91 (96%) 91 (96%) 0.710
Thoracic epidural 61 (64%) 56 (59%) 0.456
Laparoscopic 45(47%) 71 (75%) <0.001
New stoma 33(35%) 22 (23%) 0.056
Cost-Effectiveness of Enhanced Recovery vs
Conventional Perioperative Management
Lee L, Mata J, Augustin B, Ghitulescu G,
Boutros M, Charlebois P, Stein B,
Liberman AS, Fried GM, Morin N, Carli F,
Latimer E, Feldman LS. Cost-Effectiveness
of Enhanced Recovery versus
Conventional Perioperative Management
for Colorectal Surgery. Ann Surg 2015
Dec; 262(6):1026-33
55. Postoperative Management Conventional
Care (n=95)
Enhanced
Recovery (n=95)
p
Median days to mobilization > 2h/day, days
[IQR]
2[1-2] 1[1-2] <0.001
Median days to discontinuation of IV fluids,
days [IQR]
3[2-5] 1[1-1] <0.001
Median days passage of first flatus, days [IQR] 3[2-3] 1[1-2] <0.001
Median days to receive oral fluids, days [IQR] 2[1-3.5] 0[0-0] <0.001
Median days to tolerate solid diet, days [IQR] 4[3-5] 1[1-2] <0.001
Median days to removal of bladder catheter,
days [IQR]
2[1-3] 1[1-1] <0.001
Enhanced Recovery met discharge milestones sooner and less variability
56. Postoperative Management Conventional
Care (n=95)
Enhanced
Recovery (n=95)
p
Median days to mobilization > 2h/day, days
[IQR]
2[1-2] 1[1-2] <0.001
Median days to discontinuation of IV fluids,
days [IQR]
3[2-5] 1[1-1] <0.001
Median days passage of first flatus, days [IQR] 3[2-3] 1[1-2] <0.001
Median days to receive oral fluids, days [IQR] 2[1-3.5] 0[0-0] <0.001
Median days to tolerate solid diet, days [IQR] 4[3-5] 1[1-2] <0.001
Median days to removal of bladder catheter,
days [IQR]
2[1-3] 1[1-1] <0.001
Median total hospital stay, days [IQR] 7 [5-9] 4 [3-7] <0.001
Results in decreased length of stay
57. Clinical outcomes
Total hospitalization, mean (SD): 9.8(12) vs 6.5(6)d*
60-d readmissions: 11 vs 13%
60-d complications: 43 vs 40%
Complication severity, mean (SD): 10.7(17) vs 10.2(14)
Postdischarge outcomes
Lost days from work: 35(20) vs 26(18)*
Caregiver lost days from work: 5(12) vs 1.3(2.6)*
Postoperative CLSC visits: 3.7(9) vs 1.4 (4.6)*
No difference in HRQoL (SF-6D)
Lee L, Mata J, Augustin B, Ghitulescu G, Boutros M, Charlebois P, Stein B, Liberman AS, Fried GM, Morin N, Carli F, Latimer E, Feldman LS. Cost-Effectiveness
of Enhanced Recovery versus Conventional Perioperative Management for Colorectal Surgery. Ann Surg 2015 Dec; 262(6):1026-33
58. Implementation Costs
Source What was included? Cost*
(2013 CAN$)
Roulin (BJS 2013)
Switzerland
“Implementation costs” 19 800
Travel and lunch of multidisciplinary team 5 423
Full-time nurse coordinator (6 mos) 36 300
Total 61 523**
Sammour (NZ Med J 2010)
New Zealand
Denmark visit (3 persons) 12 190
Research fellow salary (15 mos) 97 128
Total 109 318
Lee (Ann Surg 2014)
Canada
Booklet development 14 320
Pathway creation 19 340
Full-time nurse coordinator 81 225
Total 108 770
*Currency conversion using purchasing power parity from OECD
• Colorectal
• Esophagectomy/gastrectomy
• Pulmonary resection
• Thyroidectomy
• Laparoscopic cholecystectomy
• Inguinal hernia
• Prostatectomy
708 total patients 2012-2013
= $153 per patient
59. Mean difference in costs from
Different Perspectives (per patient)
Institutional cost saving
-$1,150 (-3487 to 905)
Health care system cost saving
-$1,602(-4,050 to 517)
Society cost saving
-$2,985(-5,753 to -373)*
Lee et al, Ann Surg 2015
60. Br J Surg 2013;100(10); 1326-34
Expected cost savings per patient: $2666
Average caseload: 50-60 per year
$2666 savings/patient X 50
patients/year = $133,300 savings/year
61. Economic Impact of an Enhanced
Recovery Pathway for Lung Resection
Paci et al. STS 2017 (Submitted to Ann Thor Surg, in revisions)
CC (n=58 ) ERP (n= 75 ) p-value
Clinical outcomes
Any complication 30 (52) 24 (32) 0.022
Pulmonary complication 20 (34) 12 (16) 0.013
Minor (Clavien I-II) 20 (34) 17 (23) 0.13
Urinary tract infection 8 (14) 2 (3) 0.021
Major (Clavien III-V) 10 (17) 7 (9) 0.18
Mortality 0 1 (1) 1.00
Readmission 3 (5) 3 (4) 1.00
Emergency department visit 9 (16) 0 <0.001
Length of Stay
Overall 6 [4-9] 4 [3-6] 0.002
Discharged by target (POD#4) 16 (28) 39 (52) 0.005
Prolonged LOS (>14 days) 8 (14) 1 (1) 0.01
62. Adherence to elements of the standardized
postoperative pathway in the conventional care (CC)
and enhanced recovery pathway (ERP) groups
Paci et al. STS 2017 (Submitted to Ann Thor Surg, in revisions)
63. Zaouter C, Kaneva P, Carli F. Reg Anesth Pain Med 2009; 34:542-8
Early removal
(n=105)
Standard
removal
(n=110)
p
UTI 2% 17% 0.004
In and out catheterization 8% 2% 0.09
Reinsertion of Foley 3% 0 0.229
• Patients with continuous thoracic epidural at low risk for POUR
• RCT of early removal urinary catheter POD 1 vs standard
• Bladder scan every 3 hours if no void
Less urinary tract infection by earlier removal of bladder catheter in surgical patients
receiving thoracic epidural analgesia.
64. Economic Impact of an Enhanced
Recovery Pathway for Lung Resection
Mean difference in costs per patient from all perspectives
Favors ERP Favors Conventional Care
Institutional
Health care system
Societal
-8000 -4000 0 4000 8000
Mean difference (95% CI), CAN$
Institutional cost saving
-$2,580 (-6,245 to 576)
Health care system cost saving
-$2,850 (-6,380 to 244)
Societal cost saving
-$4,396 (-8,674 to -618)
Paci et al. STS 2017 (Submitted to Ann Thor Surg, in revisions)
66. Shifting role for preoperative team and
preoperative time
Risk stratification
Resource allocation (ICU)
“OK for OR”
Optimization
Metabolic preparation
Prehabilitation
67. Prehabilitation and functional capacity before and
after colorectal surgery: 5-years McGill experience
Minella et al Acta Oncol. 2017 Feb;56(2):295-300
n=185
+30(47)m*
-11(72)m*
17(84)m*
-5.8(40)m
-72(129)m
-9(74)m
* p <0.05
68. Recovered to baseline walking capacity 5-
9 wks post CRS
59 66 60
84
0%
20%
40%
60%
80%
100%
not recovered
recovered
1998-2000 2005-06 2009-11 2011-13
Laparosc. No 24% 93% 97%
ERP No - + +
Prehab No - - +
Moriello C Phys Med Rehab 2008;
69. Recovered to baseline walking capacity
5-9 wks post CRS
59 66 60
84
0%
20%
40%
60%
80%
100%
not recovered
recovered
Moriello C Phys Med Rehab 2008; Carli F BJS, 2010;
1998-2000 2005-06 2009-11 2011-13
Laparosc. No 24% 93% 97%
ERP No No + +
Prehab No No - +
70. Recovered to baseline walking capacity
5-9 wks post CRS
59 66 60
84
0%
20%
40%
60%
80%
100%
not recovered
recovered
Moriello C Phys Med Rehab 2008; Carli F BJS, 2010; Li Surg Endosc, 2013;
1998-2000 2005-06 2009-11 2011-13
Laparosc. No 24% 93% 97%
ERP No No Yes +
Prehab No No No +
71. Recovered to baseline walking capacity
5-9 wks post CRS
59 66 60
84
0%
20%
40%
60%
80%
100%
not recovered
recovered
Moriello C Phys Med Rehab 2008; Carli F BJS, 2010; Li Surg Endosc, 2013; Gillis C Anesthesiology 2014;
1998-2000 2005-06 2009-11 2011-13
Laparosc. No 24% 93% 97%
ERP No No Yes Yes
Prehab No No No Yes
72. Summary: Pathway approach
• Need to change the culture
• Focus on patient’s recovery
• Get evidence into practice
• Improve interdisciplinary environment
• Applicable across procedures
• Decreases variability
Increase value* of what we do
*outcomes that matter to patients/ cost