Provider
Southern California Permanente Medical Group
California
Alyssa
Millan
Senior Manager, Health Innovation Studio
626-376-6552
alyssa.tjajadi-millan@kp.org
WHAT:
The COVID-19 pandemic presented challenges to all health systems, including an anticipated strain on hospital capacity. The unpredictable nature of the disease progression further posed a challenge for clinical teams to manage patients. In response to the predicted surge, Kaiser Permanente Southern California rapidly developed a COVID-19 Home Monitoring program to reduce the burden on the health system while keeping patient safety at the forefront. In this way, patients were provided an alternative to admission, or offered early discharge, reducing COVID-19 exposure to the patient, family members and health care workers. Additionally, timely clinical detection was intended to provide a safety net for our patients. The program was designed to provide safe, high-quality care to patients at home and allow medical professionals to identify signs of worsening illness early so they can intervene. This is aligned with national guidelines that suggest most mildly ill patients can be managed in an ambulatory setting or at home through telemedicine and patients with moderate disease should be closely monitored.
WHO:
The program development and implementation were commissioned by Kaiser Permanente Southern California regional executive leadership as well as executives from the Southern California Permanente Medical Group. Operational leaders from Pulmonology, Infectious Disease, Hospital Medicine, Emergency Medicine, Continuing Care and Population Care Management were all engaged. Through partnership with the Health Innovation Department, a core work team was formed.
WHAT:
During enrollment, patients are educated and provided with clear instructions and what to expect while on the program. Enrolled patients are provided a pulse oximeter, thermometer and access to an application that allow them to enter their daily vital signs and symptoms. The Home Monitoring application was designed to run on a smart mobile device or over the Internet on a computer. Patients with limited access are given the option of having a care team member enter their daily information on their behalf. The symptom survey includes cough, shortness of breath, confusion, and other indicators. The program is also available in Spanish to support the region’s large Hispanic population. Additionally, access to our standard interpreter services is available to further support health equity for our diverse membership. Patients and caregivers are provided registration and education support prior to being monitored. Handouts and patient videos were developed to allow patients and caregivers to review instructions they may have missed or may wish to revisit. Patients are also prompted to learn about COVID-19, as they were provided access to the CDC and other information through the app. A “Take a Break” applet also encouraged patients to view meditation and relaxation videos to help with anxiety.
The information the patients or caregivers reported is monitored by a care team for appropriate action. Clinicians are in daily contact with the patients and are able to use a video platform to discuss symptom details. While the patients are monitored, clinicians are alerted if survey answers or biometric readings fall outside of defined parameters or if symptoms were worsening. Based on the patient’s daily entry, a three-tiered alert protocol (green, yellow or red) generates the appropriate task for the monitoring team. Depending on the patient’s symptoms, additional diagnostic testing can be ordered. Some patients are provided with home oxygen and other treatment protocols as indicated, including remdesivir and dexamethasone. The program was designed to support a 24/7 coverage model with proactive outreach to patients who were non-adherent to their care plan. Medical centers provided coverage during the daytime, seven days a week. A centralized clinical pool of nurses and Permanente physicians at the Virtual Medical Center are engaged to provide coverage for all participating sites after hours, seven days a week.
HOW:
To date, over 15,000 patients have been enrolled and approximately 95% recovered and completed the program and 10% were admitted to the hospital for timely treatment. A recent analysis found that the mortality rate at 30 days from enrollment was 1.6%. Of the patients who died or were hospitalized, a larger percentage was found to have existing comorbidities. Of the patients enrolled in the program, 47% were enrolled from an inpatient setting, 25% from an emergency department and 28% from an urgent care or outpatient setting. A high volume of demographically diverse patients were managed in a short timeframe and the program served as a safe alternative for managing sick patients outside of our brick and mortar facilities. Patient adherence and satisfaction was high, which is encouraging as we see increasingly more care shift into the home.
Please note: This work is currently under journal submission.
The COVID-19 pandemic presented challenges to all health systems, including an anticipated strain on hospital capacity. The unpredictable nature of the disease progression further posed a challenge for clinical teams to manage patients. In response to the predicted surge, Kaiser Permanente Southern California rapidly developed a COVID-19 Home Monitoring program to reduce the burden on the health system while keeping patient safety at the forefront. In this way, patients were provided an alternative to admission, or offered early discharge, reducing COVID-19 exposure to the patient, family members and health care workers. Additionally, timely clinical detection was intended to provide a safety net for our patients. The program was designed to provide safe, high-quality care to patients at home and allow medical professionals to identify signs of worsening illness early so they can intervene. This is aligned with national guidelines that suggest most mildly ill patients can be managed in an ambulatory setting or at home through telemedicine and patients with moderate disease should be closely monitored.
WHO:
The program development and implementation were commissioned by Kaiser Permanente Southern California regional executive leadership as well as executives from the Southern California Permanente Medical Group. Operational leaders from Pulmonology, Infectious Disease, Hospital Medicine, Emergency Medicine, Continuing Care and Population Care Management were all engaged. Through partnership with the Health Innovation Department, a core work team was formed.
WHAT:
During enrollment, patients are educated and provided with clear instructions and what to expect while on the program. Enrolled patients are provided a pulse oximeter, thermometer and access to an application that allow them to enter their daily vital signs and symptoms. The Home Monitoring application was designed to run on a smart mobile device or over the Internet on a computer. Patients with limited access are given the option of having a care team member enter their daily information on their behalf. The symptom survey includes cough, shortness of breath, confusion, and other indicators. The program is also available in Spanish to support the region’s large Hispanic population. Additionally, access to our standard interpreter services is available to further support health equity for our diverse membership. Patients and caregivers are provided registration and education support prior to being monitored. Handouts and patient videos were developed to allow patients and caregivers to review instructions they may have missed or may wish to revisit. Patients are also prompted to learn about COVID-19, as they were provided access to the CDC and other information through the app. A “Take a Break” applet also encouraged patients to view meditation and relaxation videos to help with anxiety.
The information the patients or caregivers reported is monitored by a care team for appropriate action. Clinicians are in daily contact with the patients and are able to use a video platform to discuss symptom details. While the patients are monitored, clinicians are alerted if survey answers or biometric readings fall outside of defined parameters or if symptoms were worsening. Based on the patient’s daily entry, a three-tiered alert protocol (green, yellow or red) generates the appropriate task for the monitoring team. Depending on the patient’s symptoms, additional diagnostic testing can be ordered. Some patients are provided with home oxygen and other treatment protocols as indicated, including remdesivir and dexamethasone. The program was designed to support a 24/7 coverage model with proactive outreach to patients who were non-adherent to their care plan. Medical centers provided coverage during the daytime, seven days a week. A centralized clinical pool of nurses and Permanente physicians at the Virtual Medical Center are engaged to provide coverage for all participating sites after hours, seven days a week.
HOW:
To date, over 15,000 patients have been enrolled and approximately 95% recovered and completed the program and 10% were admitted to the hospital for timely treatment. A recent analysis found that the mortality rate at 30 days from enrollment was 1.6%. Of the patients who died or were hospitalized, a larger percentage was found to have existing comorbidities. Of the patients enrolled in the program, 47% were enrolled from an inpatient setting, 25% from an emergency department and 28% from an urgent care or outpatient setting. A high volume of demographically diverse patients were managed in a short timeframe and the program served as a safe alternative for managing sick patients outside of our brick and mortar facilities. Patient adherence and satisfaction was high, which is encouraging as we see increasingly more care shift into the home.
Please note: This work is currently under journal submission.
Improved the care of patient populations
Provider
Lucile Packard Children’s Hospital Stanford / Stanford Children’s Health
California
Kishore
Reddipeta
Director, Web Systems and Technologies
650-497-3723
kreddipeta@stanfordchildrens.org
The Johnson Center for Pregnancy and Newborn Services at Stanford Children’s Health is exclusively focused on delivering the strongest possible start for pregnant women and their babies. We are the only children’s hospital in the Bay Area—and one of the few in the country—to offer obstetric, neonatal, and developmental medicine services all in one place. Our Stanford Medicine physician-scientists in the divisions of Neonatal and Developmental Medicine, Maternal-Fetal Medicine and Obstetrics have an outstanding record of excellence in clinical investigation, patient-oriented research, and translational medicine. Through collaboration across specialties, we are focused on discovering ways to address the full range of disorders that may occur in the mother and fetus during pregnancy and gestation.
The Fetal Center team experienced challenges with using a legacy application to track fetal status, and the unique functionality required does not currently exist in the industry standard electronic health records (EHR) systems. Therefore, we developed our own application in-house, with the goal of replacing the legacy application, improving user experience, and optimizing clinical workflows.
The Information Services team, including our Clinical Informatics physician champion, partnered with clinical and business leaders and providers from the Stanford Medicine Fetal Center program. This team was fully engaged from development through implementation. The clinical needs of the patient population and combined goals, required us to take a user experience design approach similar to that of Amazon, Facebook, Uber and Netflix. The innovative application, named Puffin, has generated tremendous results. In addition to being a cute bird with a colorful beak, the name represents the Pregnancy, Fetal, and Neonatal aspects of the application.
Puffin outcomes include enabling the Stanford Medicine Fetal Center program to track critical information of complex pregnancies for maternal, fetal, and neonatal cases to provide comprehensive care. Puffin has led to significant improvements in clinical workflows, including reducing duplicative documentation and improving patient specific outcome reviews. Provider feedback has been extremely positive. In addition, the new modern web application has improved provider productivity. It has significantly improved stability, usability, and offers the ability to handle higher patient volume and reduce data driven backlog. Improved data entry was evident in the accuracy of census and patient reports which has further enabled research and outcomes reporting.
Artificial Intelligence (AI) features include diagnostic search, which is a game changing functionality. For new patients where diagnostics are not as common, the clinical staff and providers can pull from the Puffin application and gather a list of patients with similar profiles and clinical attributes which assist our providers to provide informed patient care and treatment plans. Another unique functionality is the ability to integrate with our organization's EHR and pull appointment and demographic data in real time at the point of care. This enables seamless patient care across the continuum. Stanford Children's Health is looking to further enhance this innovative platform to bring more AI and Machine Learning clinical care capabilities.
The Fetal Center team experienced challenges with using a legacy application to track fetal status, and the unique functionality required does not currently exist in the industry standard electronic health records (EHR) systems. Therefore, we developed our own application in-house, with the goal of replacing the legacy application, improving user experience, and optimizing clinical workflows.
The Information Services team, including our Clinical Informatics physician champion, partnered with clinical and business leaders and providers from the Stanford Medicine Fetal Center program. This team was fully engaged from development through implementation. The clinical needs of the patient population and combined goals, required us to take a user experience design approach similar to that of Amazon, Facebook, Uber and Netflix. The innovative application, named Puffin, has generated tremendous results. In addition to being a cute bird with a colorful beak, the name represents the Pregnancy, Fetal, and Neonatal aspects of the application.
Puffin outcomes include enabling the Stanford Medicine Fetal Center program to track critical information of complex pregnancies for maternal, fetal, and neonatal cases to provide comprehensive care. Puffin has led to significant improvements in clinical workflows, including reducing duplicative documentation and improving patient specific outcome reviews. Provider feedback has been extremely positive. In addition, the new modern web application has improved provider productivity. It has significantly improved stability, usability, and offers the ability to handle higher patient volume and reduce data driven backlog. Improved data entry was evident in the accuracy of census and patient reports which has further enabled research and outcomes reporting.
Artificial Intelligence (AI) features include diagnostic search, which is a game changing functionality. For new patients where diagnostics are not as common, the clinical staff and providers can pull from the Puffin application and gather a list of patients with similar profiles and clinical attributes which assist our providers to provide informed patient care and treatment plans. Another unique functionality is the ability to integrate with our organization's EHR and pull appointment and demographic data in real time at the point of care. This enables seamless patient care across the continuum. Stanford Children's Health is looking to further enhance this innovative platform to bring more AI and Machine Learning clinical care capabilities.
Improved the life of healthcare providers
Provider
VUMC
Tennessee
Kate
Carlson
Medical Director of Pediatric Primary Care Clinics
6153227080
kate.carlson@vumc.org
Dr. Carlson has overseen the development of an integrated telemedicine program for the Vanderbilt Pediatric Primary Care clinic during the COVID19 response. This clinic serves more than 18,000 families, most of whom are insured by Medicaid and 40% of whom are non-English speaking. She worked with clinic management to arrange the details of providing access to patients via this new modality, and then elevate the lessons-learned about barriers for patients with low English proficiency or low digital proficiency to inform institutional leadership for considerations of solutions across Vanderbilt University Medical Center (VUMC). Because the patient portal is vital to not only for access to telemedicine but other forms of communication with the healthcare system, she implemented interventions to increase uptake of the VUMC patient portal “My Health at Vanderbilt” (MHAV) from 11.9% of patients being seen for a visit before March 2020 to 46.8% as of December 2020. This work has been foundational to bake-in health equity into health care infrastructure. This project is dynamic and includes interpreter services, patient appointment staff, biomedical informaticians, providers, nurses, the library who specializes in digital literacy, and patients. The iterative nature has allowed us to introduce a new healthcare modality to diverse patient populations.
Improved the care of patient populations
Provider
Advocate Illinois Masonic Medical Center
Illinois
Elliot
Levine
Director of Informatics and Research
312-771-0171
infodoctor@gmail.com
The journey towards technology innovation of our Obstetrics and Gynecology Department at Advocate Illinois Masonic Medical Center (AIMMC) began years ago, with the design of our Structured Query Language (SQL) perinatal database (PG Works), which has been regularly used to this very day, and includes a couple of decades of clinical data. It has enabled us to create efficiencies for our departmental function, track clinical activities to produce documentation for research publications, and to improve the quality of the delivered healthcare. The details of this has been documented with its publication in Applied Clinical Informatics (2020, Vol 4, Issue 1, pp e44-e47).
As a recently recognized Fellow of the American Medical Informatics Association (AMIA), I am proud to have contributed to this effort. Further details can be provided if desired.
As a recently recognized Fellow of the American Medical Informatics Association (AMIA), I am proud to have contributed to this effort. Further details can be provided if desired.
Improved the care of patient populations
Provider
Family Health West
Colorado
Polly
Kennedy
Grant Writer
970379-5129
pkennedy@fhw.org
Post-COVID Recovery program
Improved the life of healthcare providers
Provider
Medavie Health Services
Outside the United States
Benjamin
Hunter
Manager, EMP Education Programs
5068725020
Benjamin.Hunter@MedavieNB.ca
Medavie Health Services went through a digital transformation of sorts, taking some of the biggest time-consuming and inefficient parts of a paramedic’s day and digitizing them.
Advanced Care Paramedics (ACP) and the Rapid Response Unit (RRU) had several crucial pieces of daily paperwork to complete. Typically, these were printed off, filled out by hand, scanned to a computer and then emailed.
This approach carried many risks and negatives. It took up valuable time from the teams’ workday and ran the risk of paperwork being lost or illegible.
The shift to a digital tool changed these issues, digitizing all of the paperwork, forms and checklists and turning them into searchable, traceable resources. For paramedics, this meant that they could just open up their personal device (phone, tablet), tap on their app and pull up the daily checklist. Their submission gets sent to the manager, and then everything is logged and stored.
The app’s library is searchable, so they can quickly locate the form or document they need. Managers now have full at-a-glance analytics for everything, and automation tools mean that items can be scheduled as recurring or targeted to a specific unit or employee.
Digitizing these processes and switching to an app has made daily life substantially better for both employees and managers at Medavie Health Services. The paramedics now have more time for their essential, life-saving jobs, and managers have an easy-to-use set of tools that’s more accessible than ever.
Advanced Care Paramedics (ACP) and the Rapid Response Unit (RRU) had several crucial pieces of daily paperwork to complete. Typically, these were printed off, filled out by hand, scanned to a computer and then emailed.
This approach carried many risks and negatives. It took up valuable time from the teams’ workday and ran the risk of paperwork being lost or illegible.
The shift to a digital tool changed these issues, digitizing all of the paperwork, forms and checklists and turning them into searchable, traceable resources. For paramedics, this meant that they could just open up their personal device (phone, tablet), tap on their app and pull up the daily checklist. Their submission gets sent to the manager, and then everything is logged and stored.
The app’s library is searchable, so they can quickly locate the form or document they need. Managers now have full at-a-glance analytics for everything, and automation tools mean that items can be scheduled as recurring or targeted to a specific unit or employee.
Digitizing these processes and switching to an app has made daily life substantially better for both employees and managers at Medavie Health Services. The paramedics now have more time for their essential, life-saving jobs, and managers have an easy-to-use set of tools that’s more accessible than ever.
Improved the life of healthcare providers
Provider
Anfosys
Outside the United States
Aniket
Kakde
Founder
7745886929
aniketkakde509@gmail.com
IN THIS SITUATION OF COVID-19 MANY CORONA AFFECTED AREAS ARE SANITIZED BY SANITATION WORKERS MANUALLY WHICH MAY CAUSE CORONA TO THEM ALSO. SO TO AVOID THIS PROBLEM WE HAVE DEVELOPED AUTOMATIC SANITIZER SPRAYING MACHINE (SAN-AUTO) WHICH WILL SPRAY THE SANITIZERS IN CORONA AFFECTED AREA AUTOMATICALLY ( WITH THE HELP OF ANDROID MOBILE).
Improved the life of healthcare providers
Provider
Texas Children's Hospital
Texas
Gayathri
Subramanian
Senior Developer
281-725-7795
gxsubra1@texaschildrens.org
When Texas Children’s Hospital built our new acute care tower in 2018, we took the opportunity from both a Facilities Planning and Development and an Information Services perspective to improve upon our old space and practices. One change we implemented with the new tower was replacing the old paper-taped-to-the-door system of flagging infection control precautions and NPO status with new digital signs, which pull that data straight from the Epic electronic health record (EHR). These digital signs were upgraded in 2020 and 2021 to include additional information.
A developer from the Innovations team partnered with Epic analysts and an ICU physician to design and develop the signs. Content was reviewed and validated by Infection Control, Marketing, Legal, and the Inpatient technology governance workgroup.
189 room display signs now have content that updates dynamically based on real-time integration with the EHR. They display room number, attending provider name, bedside nurse name, infection control precautions (contact, droplet, and special precautions, including enhanced respiratory precautions for COVID-19), and diet order. We are currently working to add code status, and if the patient has a difficult or critical airway. Every provider and ancillary staff member entering a room can see key information at a glance, in a consistent location. As COVID-19 infection control protocols changed throughout the pandemic, having the patient’s active order, along with pictograms describing the associated Personal Protective Equipment (PPE) protocol was incredibly helpful to clinicians. In an emergency situation, having clinical decision support displays for code status and airway status will allow for activation of additional staff as needed, without having to review the chart extensively during an emergency.
Key improvements over the old laminated signs taped to room doors include aesthetics and workflow consistency leading to reduced errors. Aesthetically, the physical space looks more professional and less cluttered. From a workflow standpoint, real-time updates ensure that EHR documentation and door signs are always in sync, and encourages timely documentation. The digital approach means fewer human factors that can lead to errors.
A developer from the Innovations team partnered with Epic analysts and an ICU physician to design and develop the signs. Content was reviewed and validated by Infection Control, Marketing, Legal, and the Inpatient technology governance workgroup.
189 room display signs now have content that updates dynamically based on real-time integration with the EHR. They display room number, attending provider name, bedside nurse name, infection control precautions (contact, droplet, and special precautions, including enhanced respiratory precautions for COVID-19), and diet order. We are currently working to add code status, and if the patient has a difficult or critical airway. Every provider and ancillary staff member entering a room can see key information at a glance, in a consistent location. As COVID-19 infection control protocols changed throughout the pandemic, having the patient’s active order, along with pictograms describing the associated Personal Protective Equipment (PPE) protocol was incredibly helpful to clinicians. In an emergency situation, having clinical decision support displays for code status and airway status will allow for activation of additional staff as needed, without having to review the chart extensively during an emergency.
Key improvements over the old laminated signs taped to room doors include aesthetics and workflow consistency leading to reduced errors. Aesthetically, the physical space looks more professional and less cluttered. From a workflow standpoint, real-time updates ensure that EHR documentation and door signs are always in sync, and encourages timely documentation. The digital approach means fewer human factors that can lead to errors.
Improved the care of patient populations
Provider
NMC Health
Kansas
Todd
Tangeman
Project Lead
3162832700
nmcmarketing@mynmchealth.org
NMC Health’s Healthy Lifestyle Campus – An Innovation in Lifestyle Medicine
According to the Centers for Disease Control and Prevention (CDC), 85% of healthcare spending is attributed to chronic conditions such as heart disease and diabetes. Both of these conditions are tied strongly to lifestyle choices such as poor nutrition and lack of physical activity.
Furthermore, it is reported that one-half of all American adults have a lifestyle-based chronic condition.
The solution is Lifestyle Medicine.
Because of this, NMC Health has innovated by creating a Healthy Lifestyle Campus to help reverse these alarming trends.
Just think. How would it change healthcare if you went to the hospital, not to be treated for your illness, but to develop habits that keep you healthy? How much more would it change if these opportunities were FREE for everyone?
This is one of NMC Health’s effort to improve health in our community. It is an innovative approach developed with the assistance of our schools, health department and many other key leaders.
NMC’s Healthy Lifestyle Campus has been designed to inspire families to live better through outdoor features that support physical activity, family recreation, and heathy eating. Our campus brings to our community things like: expanded walking paths, outdoor fitness equipment, an accessible fishing dock with stocked pond, a two-acre no-till "Giving Garden" and fruit orchard (supplying free fresh produce for area families in need), wildflower fields with bee hives and butterfly habitat, and both community building and inter-generational education opportunities.
Development of the Healthy Lifestyle Campus started in 2018. Phases one and two of the project were wrapped up in 2020 and were readily adopted by the community during COVID-19. When isolation was common, the outdoor walking paths, fitness equipment, life path (contemplation path), and fishing pond were a welcomed addition to many local families.
In fact, it was rare that a week passed without multiple individuals, groups of kids or families seen fishing at the pond. Since it’s on private property, no fishing license is required, and beyond the mental health escape the fish were a great source of protein for families in need.
A steady stream of walkers, joggers and bike riders were also visible along the improved path each morning, during lunchtime strolls and every evening.
Groups from the nearby YMCA, individuals with their regular fitness routines and kids who turned the equipment into their personal mini playgrounds, used the Fit Trail equipment daily. Some of the first honey harvests from our campus hives came in this year as well. The honey was used by our food and nutrition team.
In addition, we heard comments on a regular basis about how much people loved using the pond, equipment and updated walking path. Pictured: Photo sent by local family of their kids enjoying the fishing pond.
According to the Centers for Disease Control and Prevention (CDC), 85% of healthcare spending is attributed to chronic conditions such as heart disease and diabetes. Both of these conditions are tied strongly to lifestyle choices such as poor nutrition and lack of physical activity.
Furthermore, it is reported that one-half of all American adults have a lifestyle-based chronic condition.
The solution is Lifestyle Medicine.
Because of this, NMC Health has innovated by creating a Healthy Lifestyle Campus to help reverse these alarming trends.
Just think. How would it change healthcare if you went to the hospital, not to be treated for your illness, but to develop habits that keep you healthy? How much more would it change if these opportunities were FREE for everyone?
This is one of NMC Health’s effort to improve health in our community. It is an innovative approach developed with the assistance of our schools, health department and many other key leaders.
NMC’s Healthy Lifestyle Campus has been designed to inspire families to live better through outdoor features that support physical activity, family recreation, and heathy eating. Our campus brings to our community things like: expanded walking paths, outdoor fitness equipment, an accessible fishing dock with stocked pond, a two-acre no-till "Giving Garden" and fruit orchard (supplying free fresh produce for area families in need), wildflower fields with bee hives and butterfly habitat, and both community building and inter-generational education opportunities.
Development of the Healthy Lifestyle Campus started in 2018. Phases one and two of the project were wrapped up in 2020 and were readily adopted by the community during COVID-19. When isolation was common, the outdoor walking paths, fitness equipment, life path (contemplation path), and fishing pond were a welcomed addition to many local families.
In fact, it was rare that a week passed without multiple individuals, groups of kids or families seen fishing at the pond. Since it’s on private property, no fishing license is required, and beyond the mental health escape the fish were a great source of protein for families in need.
A steady stream of walkers, joggers and bike riders were also visible along the improved path each morning, during lunchtime strolls and every evening.
Groups from the nearby YMCA, individuals with their regular fitness routines and kids who turned the equipment into their personal mini playgrounds, used the Fit Trail equipment daily. Some of the first honey harvests from our campus hives came in this year as well. The honey was used by our food and nutrition team.
In addition, we heard comments on a regular basis about how much people loved using the pond, equipment and updated walking path. Pictured: Photo sent by local family of their kids enjoying the fishing pond.
Improved the care of patient populations
Provider
Texas Children's Hospital
Texas
Lisa
Stark
Assistant Director, Care Coordination
832-824-7193
lmstark2@texaschildrens.org
As part of the Solutions for Patient Safety (SPS) collaborative, Texas Children’s Hospital (TCH) helped to develop a readmission-prevention strategy for pediatrics. This readmissions bundle is resource-intensive, and TCH does not have the resources to implement it for 100% of patients. Therefore, we were interested in using risk scores to help focus our efforts on the highest-risk patients. Readmission prevention programs that utilize risk scoring tools are common in adult medicine, but many available models don’t perform as well in a pediatric environment. Building on our strong foundation of 10+ years of EHR data, we developed our own predictive model using machine learning technology to create an algorithm based on historical pediatric data at TCH.
Thinking about desired interventions throughout the development process allowed us to create a model that would be useful to operationalize in real-world conditions in the hospital—which is a slightly different focus than developing a model for publication. This laser focus on real-world use guided decisions about what data to include in the model, and it shaped how we evaluated when model development was “done”—when it was good enough to support interventions. It also ensured operational buy-in for implementation.
Model development was primarily done by a Team Lead, Data Scientist, and Data Architect from Information Services, supported by subject matter experts from existing readmissions workgroups in the organization, including physician, Quality, and Care Coordination representation. Operationalization flipped those roles: it was driven by operational champions (primarily the Assistant Director for Care Coordination and the Associate Medical Director for Care Coordination), and supported by Information Services staff and an Outcomes Analyst from Quality.
We chose three acute care units plus the Heart Center to pilot our risk-based interventions. Low risk patients received a high-quality After Visit Summary (AVS), Medium risk patients received the AVS plus meds-to-beds for discharge medications and the scheduling of any necessary subspecialty follow-up visits before they left the hospital, and High risk patients received all that plus a follow-up phone call from a nurse within 72 hours of discharge.
Thinking about desired interventions throughout the development process allowed us to create a model that would be useful to operationalize in real-world conditions in the hospital—which is a slightly different focus than developing a model for publication. This laser focus on real-world use guided decisions about what data to include in the model, and it shaped how we evaluated when model development was “done”—when it was good enough to support interventions. It also ensured operational buy-in for implementation.
Model development was primarily done by a Team Lead, Data Scientist, and Data Architect from Information Services, supported by subject matter experts from existing readmissions workgroups in the organization, including physician, Quality, and Care Coordination representation. Operationalization flipped those roles: it was driven by operational champions (primarily the Assistant Director for Care Coordination and the Associate Medical Director for Care Coordination), and supported by Information Services staff and an Outcomes Analyst from Quality.
We chose three acute care units plus the Heart Center to pilot our risk-based interventions. Low risk patients received a high-quality After Visit Summary (AVS), Medium risk patients received the AVS plus meds-to-beds for discharge medications and the scheduling of any necessary subspecialty follow-up visits before they left the hospital, and High risk patients received all that plus a follow-up phone call from a nurse within 72 hours of discharge.
Improved the care of patient populations
Provider
Landmark Health
California
Jill
Schwartz-Chevlin
Senior Medical Officer
9085074503
jschwartzchevlin@landmarkhealth.org
The ultimate goal of this initiative is to ensure we provide the best standard of care to seriously ill patients by aligning medical care with patient goals and wishes. We do this through improving patient satisfaction, improving quality of care, reducing unnecessary hospitalizations and procedures, improving earlier referral to hospice, increasing hospice LOS, and reducing overall cost of care. In the medium-term, we plan to monitor leading indicators of success, such as the number of prognosis-focused visits, the number of joint medical-social work visits focused on serious illness conversations, symptom score improvement, and hospice referral timeliness.
This initiative will build on Landmark’s experience in serving frail patients with multiple chronic conditions. Based on a retrospective cohort study of 36,393 Landmark Medicare Advantage patients who were attributed to Landmark between January 1, 2016 and June 30, 2018, patients who were engaged in Landmark’s program, within at least nine months from the time of engagement, had a 26% lower chance of death compared to the unengaged population. Meanwhile, the overall cost of care was reduced by 20% in the last 12 months of life, even for patients who did not elect hospice. And finally, patient satisfaction scores — using net promoter score, an industry standard — were in the 90th percentile.[1]
In preparation for this initiative, several projects indicated potential for impact. While palliative care training is a regular feature of Landmark’s interdisciplinary team meetings, the frequency of these trainings was increased in 2020. These building blocks included sessions on prognostication, the role of hospice, interactive communication skills practice, personal death awareness, trauma-informed care, cultural humility, COVID-specific advance care planning skills, and more. Over 90% of patients across all Landmark geographies had at least one Palliative Performance Scale assessment (PPS), and 75% of the assessments were done within the first 3 months of their engagement.
To identify patients further upstream from a crisis, Landmark’s data science team developed a predictive algorithm to assess each patient’s risk of death, hospice, or palliative encounter in the next year. The team tested over 200 clinical, demographic, and social factors associated with end-of-life risk mined from clinical literature, expert interviews, and Landmark experience. The model uses the factors identified as statistically significant to calculate a risk score for each patient. We can use the model scores to select a cohort of patients that will comprise about half the total end-of-life events in a Medicare population with at least one Elixhauser chronic condition. In addition to having more than four times the risk of death, hospice, or palliative care the selected cohort also experienced 2.6 times as much medical cost on a per member per month basis over the next 12 months.[2] Pairing the mortality risk score with the PPS scores collected by Landmark clinicians allowed data and clinician judgment to complement one another in a powerful way, referring patients that may not have been flagged solely through data or solely through clinician identification.
In the first several weeks of this initiative, we have seen some evidence in favor of automatic patient flagging to drive focus in upcoming visits. Nearly 2,000 prognosis-focused visits have been completed, laying the foundation for future goals of care conversations. Joint provider and social work visits are underway to have interdisciplinary serious illness conversations with patients, with early signs pointing to some key benefits, including bidirectional learning between provider and social work, increased focus on incorporating family decisionmakers, and the ability to understand patient wishes more deeply.
Later this year, Landmark will evaluate the impact of this initiative by reviewing both qualitative and quantitative outcomes including percentage of decedents who were proactively identified and received a prognosis-focused visit, percentage of cohort with documented ACPs, percentage of cohort who elect hospice LOS less than 7 days prior to death and cost of care in the last 6 months of life between patients who were flagged for this program versus not. We look forward to making iterative modifications to improve the program over time to facilitate improved patient outcomes and clinical team effectiveness.
[1] Mancuso S., MacRae DC., Chu L., Roch-Levecq AC., Denny J., A home-based program that extends life and reduces cost. Poster presented at: Center to Advance Palliative Care National Seminar; 2019 Nov 12-14; New Orleans, LA. Unpublished conference paper.
[2] Center to Advance Palliative Care 2x4 2020. (2021, April 9th). Expanding Access to Quality Palliative Care [Poster Session]. Retrieved from https://www.capc.org/seminar/poster-sessions/tapping-machine-learning-expand-access-patients-who-need-supportive-care/
This initiative will build on Landmark’s experience in serving frail patients with multiple chronic conditions. Based on a retrospective cohort study of 36,393 Landmark Medicare Advantage patients who were attributed to Landmark between January 1, 2016 and June 30, 2018, patients who were engaged in Landmark’s program, within at least nine months from the time of engagement, had a 26% lower chance of death compared to the unengaged population. Meanwhile, the overall cost of care was reduced by 20% in the last 12 months of life, even for patients who did not elect hospice. And finally, patient satisfaction scores — using net promoter score, an industry standard — were in the 90th percentile.[1]
In preparation for this initiative, several projects indicated potential for impact. While palliative care training is a regular feature of Landmark’s interdisciplinary team meetings, the frequency of these trainings was increased in 2020. These building blocks included sessions on prognostication, the role of hospice, interactive communication skills practice, personal death awareness, trauma-informed care, cultural humility, COVID-specific advance care planning skills, and more. Over 90% of patients across all Landmark geographies had at least one Palliative Performance Scale assessment (PPS), and 75% of the assessments were done within the first 3 months of their engagement.
To identify patients further upstream from a crisis, Landmark’s data science team developed a predictive algorithm to assess each patient’s risk of death, hospice, or palliative encounter in the next year. The team tested over 200 clinical, demographic, and social factors associated with end-of-life risk mined from clinical literature, expert interviews, and Landmark experience. The model uses the factors identified as statistically significant to calculate a risk score for each patient. We can use the model scores to select a cohort of patients that will comprise about half the total end-of-life events in a Medicare population with at least one Elixhauser chronic condition. In addition to having more than four times the risk of death, hospice, or palliative care the selected cohort also experienced 2.6 times as much medical cost on a per member per month basis over the next 12 months.[2] Pairing the mortality risk score with the PPS scores collected by Landmark clinicians allowed data and clinician judgment to complement one another in a powerful way, referring patients that may not have been flagged solely through data or solely through clinician identification.
In the first several weeks of this initiative, we have seen some evidence in favor of automatic patient flagging to drive focus in upcoming visits. Nearly 2,000 prognosis-focused visits have been completed, laying the foundation for future goals of care conversations. Joint provider and social work visits are underway to have interdisciplinary serious illness conversations with patients, with early signs pointing to some key benefits, including bidirectional learning between provider and social work, increased focus on incorporating family decisionmakers, and the ability to understand patient wishes more deeply.
Later this year, Landmark will evaluate the impact of this initiative by reviewing both qualitative and quantitative outcomes including percentage of decedents who were proactively identified and received a prognosis-focused visit, percentage of cohort with documented ACPs, percentage of cohort who elect hospice LOS less than 7 days prior to death and cost of care in the last 6 months of life between patients who were flagged for this program versus not. We look forward to making iterative modifications to improve the program over time to facilitate improved patient outcomes and clinical team effectiveness.
[1] Mancuso S., MacRae DC., Chu L., Roch-Levecq AC., Denny J., A home-based program that extends life and reduces cost. Poster presented at: Center to Advance Palliative Care National Seminar; 2019 Nov 12-14; New Orleans, LA. Unpublished conference paper.
[2] Center to Advance Palliative Care 2x4 2020. (2021, April 9th). Expanding Access to Quality Palliative Care [Poster Session]. Retrieved from https://www.capc.org/seminar/poster-sessions/tapping-machine-learning-expand-access-patients-who-need-supportive-care/
Improved the care of patient populations
Provider
hearX Group
Outside the United States
Danita
van der Walt
B2B General Manager
012 030 0268
danita@hearxgroup.com
Hearing loss is referred to as a silent epidemic affecting 466 million people globally. 34 million of these being children. The effects of untreated hearing loss are pervasive and far reaching and impacts communication, socio-emotional as well as academic and vocational success. The World Health Organization estimates that unaddressed hearing loss poses an annual global cost of US $750 billion.
The good news is that early detection can dramatically alter life-outcomes for persons with hearing loss. To overcome the greatest barriers to hearing health access, such as expensive and fixed equipment and a lack of trained personnel, hearX Group, an award-winning medtech scale-up, has developed hearScreen®. hearScreen® is a world-first, clinically validated smartphone-based hearing screening audiometer.
hearScreen® provides an entirely new solution for traditional barriers to the detection of disabling hearing loss by using low-cost, commercially available hardware (a smartphone and headphone) together with a custom developed software application. Besides cutting costs by more than 50% compared to traditional devices, the innovation significantly improves and alters current models of service delivery for hearing loss by allowing non-specialist personnel to conduct screening in resource-constrained environments for the most far-reaching social impact. hearScreen® is an ideal solution for school screening, community projects, governmental services or for population based screening across all age groups.
In 2013, Prof De Wet Swanepoel, a professor in the Department of Speech-Language Pathology and Audiology at the University of Pretoria, came up with the idea to develop a hearing screening solution, based on a smartphone device. Prof Swanepoel approached the Engineering Department at the University of Pretoria, where he met with Prof Herman Myburgh who saw the potential in Prof Swanepoel’s idea. In collaboration, they worked on the initial version of hearScreen®. After the success of the initial version, the hearX® founders applied for a patent on the intellectual property of the invention – approved in 2014. Once the patent was approved, Prof Swanepoel and Prof Myburgh approached Nic Klopper to be the Chief Executive Officer of hearX Group since they believed that Nic would be the best person to take the company’s IP to the market in a commercial manner.
To date, more than 140 000 hearScreen® tests have been conducted - thus creating access to early detection of hearing loss. 40 800 children have been reached through hearX’s direct impact projects and those identified with potential hearing loss were linked to appropriate follow-up care. Many job opportunities have also been created due to the fact that minimally trained persons can facilitate the test. To reach even more people, hearScreen® is now also available in English Spanish and French translations. hearScreen® has been used in numerous programmes with applications from early childhood right through to the elderly. hearX’s project partners include the National and Provincial Departments of Health and Basic Education in South Africa and abroad, a number of multinational NGO's like Partners in Health, RTI Read and the World Health Organisation. hearScreen® has been recognised in >10 peer-reviewed research publications and has been awarded various grants for implementation projects.
The good news is that early detection can dramatically alter life-outcomes for persons with hearing loss. To overcome the greatest barriers to hearing health access, such as expensive and fixed equipment and a lack of trained personnel, hearX Group, an award-winning medtech scale-up, has developed hearScreen®. hearScreen® is a world-first, clinically validated smartphone-based hearing screening audiometer.
hearScreen® provides an entirely new solution for traditional barriers to the detection of disabling hearing loss by using low-cost, commercially available hardware (a smartphone and headphone) together with a custom developed software application. Besides cutting costs by more than 50% compared to traditional devices, the innovation significantly improves and alters current models of service delivery for hearing loss by allowing non-specialist personnel to conduct screening in resource-constrained environments for the most far-reaching social impact. hearScreen® is an ideal solution for school screening, community projects, governmental services or for population based screening across all age groups.
In 2013, Prof De Wet Swanepoel, a professor in the Department of Speech-Language Pathology and Audiology at the University of Pretoria, came up with the idea to develop a hearing screening solution, based on a smartphone device. Prof Swanepoel approached the Engineering Department at the University of Pretoria, where he met with Prof Herman Myburgh who saw the potential in Prof Swanepoel’s idea. In collaboration, they worked on the initial version of hearScreen®. After the success of the initial version, the hearX® founders applied for a patent on the intellectual property of the invention – approved in 2014. Once the patent was approved, Prof Swanepoel and Prof Myburgh approached Nic Klopper to be the Chief Executive Officer of hearX Group since they believed that Nic would be the best person to take the company’s IP to the market in a commercial manner.
To date, more than 140 000 hearScreen® tests have been conducted - thus creating access to early detection of hearing loss. 40 800 children have been reached through hearX’s direct impact projects and those identified with potential hearing loss were linked to appropriate follow-up care. Many job opportunities have also been created due to the fact that minimally trained persons can facilitate the test. To reach even more people, hearScreen® is now also available in English Spanish and French translations. hearScreen® has been used in numerous programmes with applications from early childhood right through to the elderly. hearX’s project partners include the National and Provincial Departments of Health and Basic Education in South Africa and abroad, a number of multinational NGO's like Partners in Health, RTI Read and the World Health Organisation. hearScreen® has been recognised in >10 peer-reviewed research publications and has been awarded various grants for implementation projects.
Reduced healthcare costs
Provider
Aster DM Healthcare
Outside the United States
Dr. Satish
Rath
Chief Innovation Officer
+917760963746
satish.rath@asterdmhealthcare.com
Over 30 years, Aster DM Healthcare, an Integrated Healthcare Provider, has created a healthcare eco-system across two geographical regions. Aster DM, one of the largest integrated healthcare service providers operating in multiple GCC states, with “caring mission with global vision”, striving to serve world with accessible, affordable and high tech-enabled quality care have already reached in 7 countries so far. Dr Azad Moopen, founder, chairman and managing director, Aster DM Healthcare, laid down strategic vision: “Our main objective as an innovative health organization has been to ensure that quality and affordable healthcare is easily available at the doorsteps of our patients. With evolving societal health needs, it is essential to focus on the innovative healthcare delivery models because of advances being made in various areas like AI, genomics and molecular biology which is likely to produce a quantum leap. Aster Centre of Digital Health Excellence (Aster CDHE) was started with same innovation strategy in 2019 to achieve key milestones like the introduction of innovative solutions for home healthcare with a focus on digital primary care, establishing a rich eco-system of digital health partners from start-ups to academia and starting digital health/ informatics/ medicine as a stream for future healthcare workers. It has been playing a major role in introducing the most advanced and unique patient care solutions and enable organization to become one of the most technologically progressive healthcare providers in the world".
With ongoing community-based initiatives in India, GCC and MENA regions, like Vision 2030 projects, Indian National Digital Health Mission, Insurance reforms, increasing participation from private providers in high quality and accessible care to all citizens has been fast-tracking the Aster CDHE efforts. Infrastructure readiness in GCC and Indian regions in terms of electronic public health records, data interoperability, favourable insurance regimes has been role-model for “future-ready” health systems. With progressive policies taking shape and seamless information integration, Aster CDHE is successfully empowering advanced digital tools like clinical decision, patient monitoring and hospital systems in its facilities. Aligned with the National Health vision 2030 to build a vibrant, healthy and productive society,
Further recent development in Healthcare, The Ministry of Health and Prevention (MoHAP) in GCC and Ayushman Bharat from Government of India has been preparing to link the National Unified Medical Records (Riayati) with all other affiliate medical records (including ‘Nabidh’ and ‘Malaffi’), and Health ID, respectively. Aster Innovation team led by Dr. Satish helps empower organisation to exchange health information, in order to improve health services quality and boost customer and patient satisfaction. Aster CDHE aims to partner in this vision by transforming into most technologically driven Healthcare provider in region.
Dr. Satish who lead the effort on this front cites open innovation Innovation strategy framework - “Inspired by our six core principles, and Vision of the legends as part of our DNA, we constantly strive our best to provide Quality Healthcare at Affordable Cost to our patients. Our Centre of Digital Health Excellence in developed and developing ecosystems in GCC and India is a part of Aster Mission 2030 to digital transform and innovate while consistently trying to deliver our brand promise "We’ll Treat You Well".
With ongoing community-based initiatives in India, GCC and MENA regions, like Vision 2030 projects, Indian National Digital Health Mission, Insurance reforms, increasing participation from private providers in high quality and accessible care to all citizens has been fast-tracking the Aster CDHE efforts. Infrastructure readiness in GCC and Indian regions in terms of electronic public health records, data interoperability, favourable insurance regimes has been role-model for “future-ready” health systems. With progressive policies taking shape and seamless information integration, Aster CDHE is successfully empowering advanced digital tools like clinical decision, patient monitoring and hospital systems in its facilities. Aligned with the National Health vision 2030 to build a vibrant, healthy and productive society,
Further recent development in Healthcare, The Ministry of Health and Prevention (MoHAP) in GCC and Ayushman Bharat from Government of India has been preparing to link the National Unified Medical Records (Riayati) with all other affiliate medical records (including ‘Nabidh’ and ‘Malaffi’), and Health ID, respectively. Aster Innovation team led by Dr. Satish helps empower organisation to exchange health information, in order to improve health services quality and boost customer and patient satisfaction. Aster CDHE aims to partner in this vision by transforming into most technologically driven Healthcare provider in region.
Dr. Satish who lead the effort on this front cites open innovation Innovation strategy framework - “Inspired by our six core principles, and Vision of the legends as part of our DNA, we constantly strive our best to provide Quality Healthcare at Affordable Cost to our patients. Our Centre of Digital Health Excellence in developed and developing ecosystems in GCC and India is a part of Aster Mission 2030 to digital transform and innovate while consistently trying to deliver our brand promise "We’ll Treat You Well".
Improved the care of patient populations
Provider
Best Home Healthcare Network
Illinois
Iqbal
Shariff
CEO
3124017757
iqbal@bhhcare.com
Best Home Healthcare Network provides short term in home rehabilitation services. This means that patients discharged from the hospital will received skilled nursing, physical therapy, occupatioanl therapy and other skilled services based on physician recommendations.
The mission of Best Home Healthcare Network is to do whatever is in our power to provide the best healthcare service at home. Although this may be an obvious thing to say, one example of how we think outside of the box of a traditional home healthcare agency is our support to healthcare organizations throughout the pandemic.
There are 2 things we learned from this pandemic
First we realize that we had to prepare and respond in a different way and we were very early in securing extra ppe, we were very early to change some of the standard procedures and practices like leaving ppe at the patients house, we were able to get ahead of that curve. And by getting ahead of that curve, we were able to stay ahead whereas some other home healthcare agencies, we heard, once they were behind that curve they could not keep up because of supply chain issues.
What we have heard consistently from our hospital partners is that the home healthcare agencies that they rely on are either shutting down, not admitting because of lack of PPE's, ill staffing, or are reusing PPE's from one home into another home and spreading the virus. This is NOT the case with Best Home Healthcare Network.
Our company has been in high demand because of our preparedness since Day 1 of the pandemic. We possess a surplus in disposable PPE's (isolation gowns, DuPont Tyvex Biohazard Coveralls, n95, surgical masks, booties, etc,) and leave medical devices (such as pulse ox, blood pressure cuffs, etc) at patients homes to prevent the infection from spreading from one home visit to another home visits. Our clinicians are compliant with infection control protocols. What this means is that hospitals and health plans will have high quality care with predictable outcomes
Patients at the hospitals cry out of thankfulness that a clinician (RN, PT, OT) can make a home visit after hospitalization and care for their wounds and prevent infection, provide life saving infusion at home, heal hospital acquired infections (Sepsis, UTI), and manage chronic conditions, care for COVID-19 patients or COVID-19 patients with multiple co-morbidities.
Patients are thankful for the education for COVID-19, and for the supplies we provided them.
Low income patients that did not have access to food, water, and toilet papers we provided for or connected with a social service group.
Discharge planners are relieved that a reliable, responsible, and safe choice is available for patients when all home healthcare agencies are silent.
Pandemic taught us we have to react fast and because we are a smaller, leaner, agile organization we were able do that.
Second, we realized that we had to be more proactive with the organizations who were using our resources. By and large, the home health agency, home healthcare infrastructure, home healthcare marketplace have been based on this idea that you have demand, we have capacity, we react. In the pandemic we realized that model was going to stretch to the point it would broke. We realized we have to get much more proactive with the hospitals in trying to do our resource planning than we ever had to do prior to this in the regular open marketplace.
What we learned is that home healthcare nurses is a finite resource pool and that by proactively developing a communication stream with hospitals, the capacity, we were able to ensure patients are discharged from the hospital safely.
Those 2 things we are very proud of how our organization was able to react and develop those 2 strategies and we know they made a difference to the patients and the organizations we serve. There are certain operational efficiencies that some organizations have gain and when the pandemic subsides we don’t expect organizations are going want to let go of that. There is no doubt in my mind that the pandemic exposed certain areas of operational inefficiency, and maybe even neglect, between organizations like yours, the hospitals, the health plans, the clincinas, the in-home care providers, there was areas of weakness in the model that were exposed
The mission of Best Home Healthcare Network is to do whatever is in our power to provide the best healthcare service at home. Although this may be an obvious thing to say, one example of how we think outside of the box of a traditional home healthcare agency is our support to healthcare organizations throughout the pandemic.
There are 2 things we learned from this pandemic
First we realize that we had to prepare and respond in a different way and we were very early in securing extra ppe, we were very early to change some of the standard procedures and practices like leaving ppe at the patients house, we were able to get ahead of that curve. And by getting ahead of that curve, we were able to stay ahead whereas some other home healthcare agencies, we heard, once they were behind that curve they could not keep up because of supply chain issues.
What we have heard consistently from our hospital partners is that the home healthcare agencies that they rely on are either shutting down, not admitting because of lack of PPE's, ill staffing, or are reusing PPE's from one home into another home and spreading the virus. This is NOT the case with Best Home Healthcare Network.
Our company has been in high demand because of our preparedness since Day 1 of the pandemic. We possess a surplus in disposable PPE's (isolation gowns, DuPont Tyvex Biohazard Coveralls, n95, surgical masks, booties, etc,) and leave medical devices (such as pulse ox, blood pressure cuffs, etc) at patients homes to prevent the infection from spreading from one home visit to another home visits. Our clinicians are compliant with infection control protocols. What this means is that hospitals and health plans will have high quality care with predictable outcomes
Patients at the hospitals cry out of thankfulness that a clinician (RN, PT, OT) can make a home visit after hospitalization and care for their wounds and prevent infection, provide life saving infusion at home, heal hospital acquired infections (Sepsis, UTI), and manage chronic conditions, care for COVID-19 patients or COVID-19 patients with multiple co-morbidities.
Patients are thankful for the education for COVID-19, and for the supplies we provided them.
Low income patients that did not have access to food, water, and toilet papers we provided for or connected with a social service group.
Discharge planners are relieved that a reliable, responsible, and safe choice is available for patients when all home healthcare agencies are silent.
Pandemic taught us we have to react fast and because we are a smaller, leaner, agile organization we were able do that.
Second, we realized that we had to be more proactive with the organizations who were using our resources. By and large, the home health agency, home healthcare infrastructure, home healthcare marketplace have been based on this idea that you have demand, we have capacity, we react. In the pandemic we realized that model was going to stretch to the point it would broke. We realized we have to get much more proactive with the hospitals in trying to do our resource planning than we ever had to do prior to this in the regular open marketplace.
What we learned is that home healthcare nurses is a finite resource pool and that by proactively developing a communication stream with hospitals, the capacity, we were able to ensure patients are discharged from the hospital safely.
Those 2 things we are very proud of how our organization was able to react and develop those 2 strategies and we know they made a difference to the patients and the organizations we serve. There are certain operational efficiencies that some organizations have gain and when the pandemic subsides we don’t expect organizations are going want to let go of that. There is no doubt in my mind that the pandemic exposed certain areas of operational inefficiency, and maybe even neglect, between organizations like yours, the hospitals, the health plans, the clincinas, the in-home care providers, there was areas of weakness in the model that were exposed
Improved the life of healthcare providers
Provider
Children’s Health: Integrated Behavioral Health Team and Virtual Health Program
Texas
Sue
Schell
Vice President and Clinical Director, Behavioral Health
214-354-1722
sue.schell@childrens.com
The COVID-19 pandemic has created numerous obstacles, and that is especially true for the health care industry. At Children’s Health, one of the largest and most prestigious pediatric health care systems in North Texas, team members strive to provide the highest standard of care throughout nearly 75,000 patient visits annually. However, the typical patient experience at Children’s Health began to shift as COVID-19 became more prevalent in the Dallas metro area. Suddenly, patients were hesitant to attend their in-person appointments, schedule new appointments or receive care altogether in fear of contracting the virus.
The Children’s Health Behavioral Health team offers its patient population various behavioral services, treatments and therapy, and has been named a “TeleHealth Company to Know” by Becker’s Hospital Review for the past three years. The team’s essential work became even more vital during this unprecedented time, which propelled team members to pivot their existing strategies and operations to provide comfort and safety to both patients and their families, while continuing to deliver exceptional care.
When the Behavioral Health team evaluated its patient populations, three key groups came to the forefront – general patients with various conditions, patients in recovery from substance abuse and those with developmental disabilities. With this key audience information, the Children’s Health Behavioral Health team set out to create strong alternatives to traditional in-person care.
General patients with various conditions:
The School-based Tele-Behavioral Health program connects students throughout 178 North Texas schools with licensed behavioral health specialists virtually, addressing common behavioral health issues, including depression, anxiety, self-esteem and coping skills. This offering ensures children do not have to miss school in order to receive the care they need. As children were required to learn from home as a result of COVID-19, the team at Children’s Health wanted to ensure this service continued to be available to students as they faced new challenges that could negatively impact their mental health. The team pivoted this program to host videoconference psychosocial assessments from home using a tablet device. In the past year, the system has continued to increase access to behavioral health care through innovative virtual care.
Patients in recovery from substance abuse:
At the same time, the Behavioral Health team wanted to ensure essential care continued for patients participating in the Teen Recovery program, which aims to help children and teens struggling with substance abuse. In an effort to prevent relapsing amidst the pandemic, the Behavioral Health team immediately pivoted its clinic to be 100% virtual, including group therapy sessions. Additionally, the team purchased drug testing kits, which they then mailed to patient homes for the parents to administer. This allowed the team to continue monitoring patient progress similarly to how they did prior to the pandemic. These initiatives and innovations in care resulted in 57% of patients successfully completing the program in 2020.
Patients with developmental disabilities:
Lastly, the Behavioral Health team needed to pivot protocols for the Center for Autism and Developmental Disabilities (CADD) and Applied Behavior Analysis Program (ABA). While CADD patients were a priority, the team also recognized that patients within the ABA program likely suffered the most with the pandemic, as the ABA program serves young children who are unable to mask.
The CADD program team modified the protocols for necessary psychological testing, allowing them to treat patients virtually at home. For several months, the team was also able to complete all but the portion of the evaluation that required a clinic visit during the mandatory quarantine.
While many parents opted to postpone treatment throughout 2020, the team continued parent training sessions virtually and used this time to create new training materials for families, including a newsletter. These materials are now incorporated into all services as easily accessible parent resource tools.
Additionally, the Children’s Health team was able to begin a new research study during this time, where providers use ukuleles in their sessions to better engage patients with autism. The team is still awaiting these results, but the study has continued to gained interest as families continue to be seen virtually.
All of these efforts have proven to be successful, as the Behavioral Health team completed more patient visits in each of these programs in 2020 than in 2019. This is indicative of both the increased need for Behavioral Health services during this time, as well as the team’s ability to pivot and create virtual program innovations quickly and efficiently. All of these efforts work together to live out the Children’s Health mission – to make life better for children
The Children’s Health Behavioral Health team offers its patient population various behavioral services, treatments and therapy, and has been named a “TeleHealth Company to Know” by Becker’s Hospital Review for the past three years. The team’s essential work became even more vital during this unprecedented time, which propelled team members to pivot their existing strategies and operations to provide comfort and safety to both patients and their families, while continuing to deliver exceptional care.
When the Behavioral Health team evaluated its patient populations, three key groups came to the forefront – general patients with various conditions, patients in recovery from substance abuse and those with developmental disabilities. With this key audience information, the Children’s Health Behavioral Health team set out to create strong alternatives to traditional in-person care.
General patients with various conditions:
The School-based Tele-Behavioral Health program connects students throughout 178 North Texas schools with licensed behavioral health specialists virtually, addressing common behavioral health issues, including depression, anxiety, self-esteem and coping skills. This offering ensures children do not have to miss school in order to receive the care they need. As children were required to learn from home as a result of COVID-19, the team at Children’s Health wanted to ensure this service continued to be available to students as they faced new challenges that could negatively impact their mental health. The team pivoted this program to host videoconference psychosocial assessments from home using a tablet device. In the past year, the system has continued to increase access to behavioral health care through innovative virtual care.
Patients in recovery from substance abuse:
At the same time, the Behavioral Health team wanted to ensure essential care continued for patients participating in the Teen Recovery program, which aims to help children and teens struggling with substance abuse. In an effort to prevent relapsing amidst the pandemic, the Behavioral Health team immediately pivoted its clinic to be 100% virtual, including group therapy sessions. Additionally, the team purchased drug testing kits, which they then mailed to patient homes for the parents to administer. This allowed the team to continue monitoring patient progress similarly to how they did prior to the pandemic. These initiatives and innovations in care resulted in 57% of patients successfully completing the program in 2020.
Patients with developmental disabilities:
Lastly, the Behavioral Health team needed to pivot protocols for the Center for Autism and Developmental Disabilities (CADD) and Applied Behavior Analysis Program (ABA). While CADD patients were a priority, the team also recognized that patients within the ABA program likely suffered the most with the pandemic, as the ABA program serves young children who are unable to mask.
The CADD program team modified the protocols for necessary psychological testing, allowing them to treat patients virtually at home. For several months, the team was also able to complete all but the portion of the evaluation that required a clinic visit during the mandatory quarantine.
While many parents opted to postpone treatment throughout 2020, the team continued parent training sessions virtually and used this time to create new training materials for families, including a newsletter. These materials are now incorporated into all services as easily accessible parent resource tools.
Additionally, the Children’s Health team was able to begin a new research study during this time, where providers use ukuleles in their sessions to better engage patients with autism. The team is still awaiting these results, but the study has continued to gained interest as families continue to be seen virtually.
All of these efforts have proven to be successful, as the Behavioral Health team completed more patient visits in each of these programs in 2020 than in 2019. This is indicative of both the increased need for Behavioral Health services during this time, as well as the team’s ability to pivot and create virtual program innovations quickly and efficiently. All of these efforts work together to live out the Children’s Health mission – to make life better for children
Improved the care of patient populations
Provider
LifeBridge Health
Maryland
Pothik
Chatterjee
Executive Director, Innovation
4106019000
pchatter@lifebridgehealth.org
LifeBridge Health recently launched a “Care Happens Here” mobile unit, which will brings a wide range of healthcare testing and treatment services, including COVID-19 vaccinations, to vulnerable communities throughout central Maryland. The new mobile unit will offer a targeted “on the ground” approach to providing COVID-19 testing, medical care (including pediatrics, specialized senior care and post-acute care), as well as immunizations and referrals for further medical and social services.
At LifeBridge Health, our purpose statement is ‘Caring for Our Communities Together,’ and we are proud to join with the City of Baltimore and our fellow health partners in this initiative to bring COVID-19 vaccines into our communities. We are excited to be launching our new ‘Care Happens Here’ mobile unit at this same time, as this new mobile resource allows us to bring more of our healthcare services, including vaccinations, directly to the residents we serve.
LifeBridge Health developed the Care Happens Here unit to assess and address social determinants of health and unmet needs in neighborhoods where residents often face multiple barriers to care, including lack of transportation, access to telemedicine resources, inability to afford care or prescriptions, and housing and food insecurity. The Care Happens Here unit debuts at the same time when LifeBridge Health joined with the Mayor of Baltimore, the City Health Commissioner and other local health partners in a coordinated initiative to use mobile units to bring COVID-19 vaccines to older adults and other priority groups who may have challenges in getting to vaccination clinics.
The customized van includes a mobile treatment room equipped with clinical supplies and equipment found in a typical doctor’s office, including:
• A full patient exam table that can accommodate adult and pediatric patients. Refrigeration and freezer space for storage of vaccines, including the Moderna COVID-19 vaccine.
• Technology and connectivity required to record data and support telehealth visits if patients require care from a provider in LifeBridge Health’s Virtual Hospital.
• Infant scale as well as a regular scale for weighing adults and children.
• Privacy curtains and window tinting to protect patient privacy.
• Eye-catching custom graphics that signify to area residents that Care Happens Here and resources are available.
Care Happens Here unit visits are scheduled in advance with patients and are targeted using a data-driven approach to get resources to those individuals at greatest risk based on numerous factors, including age, chronic diseases, population density, and social determinants of health. The units are staffed by a combination of physicians, nurses, community health workers, and other team members, including advanced practice providers such as nurse practitioners and physician assistants. The composition of the staff on board is customized each day depending on the types of patients they are serving.
Our Care Happens Here unit is the latest example of our commitment to getting resources into the communities we serve in innovative and practical ways that meet the evolving needs of residents. While our team at LifeBridge Health has always been proactive in this regard, the COVID-19 pandemic has caused us to dig deeper to find novel ways to Care Bravely and make a positive impact on the health of our communities.
The Care Happens Here Unit was inspired and informed by a pilot program LifeBridge Health implemented following the onset of the COVID pandemic using repurposed patient transport vans.
Those two initial units made more than 315 patient visits during the six-week pilot program in this past summer. The visits were targeted using a data-driven approach to get resources to those individuals at greatest risk for negative outcomes for COVID-19. Of the 315 patients seen, more than 80% had abnormal blood pressure, more than 50% had three or more underlying chronic medical conditions, and more than 30% had not seen a primary care physician in over a year.
The results of our pilot program spoke to a growing need in our communities that has to be addressed. Beyond the impacts of COVID-19 within these vulnerable populations, we saw alarming trends of people deferring care for other medical issues, and it was clear we needed to take a more personal approach to serving people’s holistic needs in the home. The Care Happens Here unit is a perfect extension of our ongoing population health efforts throughout central Maryland.
So many people living in communities in central Maryland face barriers to health care. Our Care Happens Here Unit goes a long way to minimizing the barriers of limited mobility and access to transportation to bring care and resources to people’s doorstep. Hundreds of Baltimoreans have benefited already and this program has huge potential to change the way healthcare services are offered.
The biggest immediate goal that has been achieved is getting vaccines into the arms of some of our areas most vulnerable residents and providing healthcare and other resources to those that need them.
At LifeBridge Health, our purpose statement is ‘Caring for Our Communities Together,’ and we are proud to join with the City of Baltimore and our fellow health partners in this initiative to bring COVID-19 vaccines into our communities. We are excited to be launching our new ‘Care Happens Here’ mobile unit at this same time, as this new mobile resource allows us to bring more of our healthcare services, including vaccinations, directly to the residents we serve.
LifeBridge Health developed the Care Happens Here unit to assess and address social determinants of health and unmet needs in neighborhoods where residents often face multiple barriers to care, including lack of transportation, access to telemedicine resources, inability to afford care or prescriptions, and housing and food insecurity. The Care Happens Here unit debuts at the same time when LifeBridge Health joined with the Mayor of Baltimore, the City Health Commissioner and other local health partners in a coordinated initiative to use mobile units to bring COVID-19 vaccines to older adults and other priority groups who may have challenges in getting to vaccination clinics.
The customized van includes a mobile treatment room equipped with clinical supplies and equipment found in a typical doctor’s office, including:
• A full patient exam table that can accommodate adult and pediatric patients. Refrigeration and freezer space for storage of vaccines, including the Moderna COVID-19 vaccine.
• Technology and connectivity required to record data and support telehealth visits if patients require care from a provider in LifeBridge Health’s Virtual Hospital.
• Infant scale as well as a regular scale for weighing adults and children.
• Privacy curtains and window tinting to protect patient privacy.
• Eye-catching custom graphics that signify to area residents that Care Happens Here and resources are available.
Care Happens Here unit visits are scheduled in advance with patients and are targeted using a data-driven approach to get resources to those individuals at greatest risk based on numerous factors, including age, chronic diseases, population density, and social determinants of health. The units are staffed by a combination of physicians, nurses, community health workers, and other team members, including advanced practice providers such as nurse practitioners and physician assistants. The composition of the staff on board is customized each day depending on the types of patients they are serving.
Our Care Happens Here unit is the latest example of our commitment to getting resources into the communities we serve in innovative and practical ways that meet the evolving needs of residents. While our team at LifeBridge Health has always been proactive in this regard, the COVID-19 pandemic has caused us to dig deeper to find novel ways to Care Bravely and make a positive impact on the health of our communities.
The Care Happens Here Unit was inspired and informed by a pilot program LifeBridge Health implemented following the onset of the COVID pandemic using repurposed patient transport vans.
Those two initial units made more than 315 patient visits during the six-week pilot program in this past summer. The visits were targeted using a data-driven approach to get resources to those individuals at greatest risk for negative outcomes for COVID-19. Of the 315 patients seen, more than 80% had abnormal blood pressure, more than 50% had three or more underlying chronic medical conditions, and more than 30% had not seen a primary care physician in over a year.
The results of our pilot program spoke to a growing need in our communities that has to be addressed. Beyond the impacts of COVID-19 within these vulnerable populations, we saw alarming trends of people deferring care for other medical issues, and it was clear we needed to take a more personal approach to serving people’s holistic needs in the home. The Care Happens Here unit is a perfect extension of our ongoing population health efforts throughout central Maryland.
So many people living in communities in central Maryland face barriers to health care. Our Care Happens Here Unit goes a long way to minimizing the barriers of limited mobility and access to transportation to bring care and resources to people’s doorstep. Hundreds of Baltimoreans have benefited already and this program has huge potential to change the way healthcare services are offered.
The biggest immediate goal that has been achieved is getting vaccines into the arms of some of our areas most vulnerable residents and providing healthcare and other resources to those that need them.
Improved the care of patient populations
Provider
Blue Cross North Carolina
North Carolina
Ralph
Perrine
Director, IT Strategy and Transformation
9194288735
ralph.perrine@bcbsnc.com
PROBLEM WE ARE TRYING TO SOLVE: Hospital readmissions costs are estimated at $26 billion annually (Wilson, 2019). Readmission also causes untold suffering and anxiety to patients and their families. Hospital readmissions can indicate a breakdown in caregiving when transferring a patient from one care setting to another.1 Blue Cross NC’s purpose statement "we will not stop until healthcare is better for all" compels us to focus on better serving our members and the healthcare providers who care for them.
OUR APPROACH: Identify individuals at risk for hospital readmissions using AI
Blue Cross NC’s Innovation Garage team developed CarePath, an advanced deep learning factory approach for creating predictive models that identify target populations at risk for hospital readmissions. This enables a more focused, personalized patient intervention that is implemented during the transition from the hospital to the home.
This model applies a readmission risk score to members currently undergoing inpatient procedures. Members are further prioritized by:
• Probability of readmission (20% or greater)
• Low PCP engagement
• 8+ Medications
Every model produced by CarePath receives clinical review and approval via the CarePath Medical Council, a governing body for ethical use of AI. CarePath models produce explainability reports which reveal the basis for the model’s prediction and are scrutinized for potential for bias or harm.
OUR FOCUS: Understand predictors for hospital readmissions to identify target populations
We leveraged the innovative partnerships with our network of Value Based providers to:
• Provide actionable data
• Decreased 30-day readmission rates
• Increased primary care engagement
THE SOLUTION: CarePath, a deep learning ecosystem creating predictive models for healthcare operations
CarePath deep learning models predict medical onsets and events for specified individuals in specified periods of time to enable preventative care.
Hospital to Home (H2H) Readmissions Model
• Predicts individuals at risk of preventable readmission when going home from hospital
• Approved by CarePath Medical Council for operational use
THE RESULTS: Predictive models delivering 4X more efficient healthcare interventions
• Care Management team’s engagement success rate rose from 12% to 57%
• Care Management team can focus on serving people who need intervention most urgently
Additional Benefits:
• Identifies candidates for other Care Management programs (i.e. Complex Case Management)
• Previous methods were decommissioned
WHAT’S NEXT
We are continuing to leverage the CarePath AI factory to deliver additional deep-learning models that provide predictions and recommendations for use cases in healthcare and health finance.
CarePath is a unique scalable platform with proven high value potential:
• Strong initial results
• Strong commercial interest from other parties
OUR TEAM
• Mitch Quinn, AI Applied Research Scientist
• Brett Cashman, Infrastructure
• Suzanne Jacobs Manager, Innovation Garage
• Josh Gredvig, Data Scientist
• Peter Blankenship, Insights Analyst
• Roberta Capp, VP Clinical Operations and Innovations
• Natosha Anderson, Director of Health Care Program
• Dr. Sheila Stallings, CarePath Medical Council
* Ralph Perrine, Director IT Strategy & Transformation
OUR APPROACH: Identify individuals at risk for hospital readmissions using AI
Blue Cross NC’s Innovation Garage team developed CarePath, an advanced deep learning factory approach for creating predictive models that identify target populations at risk for hospital readmissions. This enables a more focused, personalized patient intervention that is implemented during the transition from the hospital to the home.
This model applies a readmission risk score to members currently undergoing inpatient procedures. Members are further prioritized by:
• Probability of readmission (20% or greater)
• Low PCP engagement
• 8+ Medications
Every model produced by CarePath receives clinical review and approval via the CarePath Medical Council, a governing body for ethical use of AI. CarePath models produce explainability reports which reveal the basis for the model’s prediction and are scrutinized for potential for bias or harm.
OUR FOCUS: Understand predictors for hospital readmissions to identify target populations
We leveraged the innovative partnerships with our network of Value Based providers to:
• Provide actionable data
• Decreased 30-day readmission rates
• Increased primary care engagement
THE SOLUTION: CarePath, a deep learning ecosystem creating predictive models for healthcare operations
CarePath deep learning models predict medical onsets and events for specified individuals in specified periods of time to enable preventative care.
Hospital to Home (H2H) Readmissions Model
• Predicts individuals at risk of preventable readmission when going home from hospital
• Approved by CarePath Medical Council for operational use
THE RESULTS: Predictive models delivering 4X more efficient healthcare interventions
• Care Management team’s engagement success rate rose from 12% to 57%
• Care Management team can focus on serving people who need intervention most urgently
Additional Benefits:
• Identifies candidates for other Care Management programs (i.e. Complex Case Management)
• Previous methods were decommissioned
WHAT’S NEXT
We are continuing to leverage the CarePath AI factory to deliver additional deep-learning models that provide predictions and recommendations for use cases in healthcare and health finance.
CarePath is a unique scalable platform with proven high value potential:
• Strong initial results
• Strong commercial interest from other parties
OUR TEAM
• Mitch Quinn, AI Applied Research Scientist
• Brett Cashman, Infrastructure
• Suzanne Jacobs Manager, Innovation Garage
• Josh Gredvig, Data Scientist
• Peter Blankenship, Insights Analyst
• Roberta Capp, VP Clinical Operations and Innovations
• Natosha Anderson, Director of Health Care Program
• Dr. Sheila Stallings, CarePath Medical Council
* Ralph Perrine, Director IT Strategy & Transformation
Improved the care of patient populations
Provider
Lake Chelan Health Community Paramedicine
Washington
Ray
Eickmeyer
Director EMS, Lake Chelan Health
509-682-6115
reickmeyer@lcch.net
The growing effects of the COVID-19 pandemic impacted the ability for Lake Chelan Hospital (LCH), a Washington State Critical Care Access Hospital, to deliver care, the team realized they needed a new approach to care for their patient population. A unique aspect of their decision to use the Wanda Health solution was the specific need to provide specialized care to high-risk patients with multiple diagnoses and conditions that live in the rural locations, speaking a variety of languages in which the hospital covers and managed by the Community Paramedicine team.
• LCH integrated the Wanda Health telehealth platform and deployed the COVID-19 Screening program to 481 patients within 10 days spearheaded by their Community Paramedicine Program.
• The results demonstrated that the proactive use of integrated telehealth and remote monitoring was quickly adopted by patients strengthening the connection between the hospital and patients.
• The COVID-19 Telehealth Screening program identified high risk patients in need of ongoing proactive care management. LCH continues to successfully transition these patients to disease-specific remote monitoring and telehealth that is reducing the burden on the health system.
• The high-risk patient population will be provided with ongoing remote monitoring and telehealth for their primary conditions in conjunction with regular COVID-19 Telehealth screenings.
• LCH integrated the Wanda Health telehealth platform and deployed the COVID-19 Screening program to 481 patients within 10 days spearheaded by their Community Paramedicine Program.
• The results demonstrated that the proactive use of integrated telehealth and remote monitoring was quickly adopted by patients strengthening the connection between the hospital and patients.
• The COVID-19 Telehealth Screening program identified high risk patients in need of ongoing proactive care management. LCH continues to successfully transition these patients to disease-specific remote monitoring and telehealth that is reducing the burden on the health system.
• The high-risk patient population will be provided with ongoing remote monitoring and telehealth for their primary conditions in conjunction with regular COVID-19 Telehealth screenings.
Improved the care of patient populations
Provider
Teleplus Healthcare
New Jersey
Suzanne
Shugg
Co-Founder
9084877415
sshugg@teleplushc.com
Access to Detox Facilities and Services were significantly limited prior to the Pandemic due to lack of facilities, high treatment costs, or the lack in ability to leave for treatment for a period of time. This has been compounded by the contagiousness of Covid-19 and the increase in alcoholism and mental health crisis that have been spurred by the pandemic. Online alcohol sales have risen more that 500% during the pandemic and anxiety and depression has risen over 30%. Teleplus’ goal is to make a safe, accessible, and affordable solution for a 4-day remote home detox at a significantly lowered cost and eventually fully covered by all insurances.
We have created and launched a 4 -day remote detox solution where after the patient is deemed appropriate for home detox by (ASAM screening and physical), they will be shipped devices, trained and asked to watch a patient education video on the expectations and processes of detox and sign a consent for enrollment. Patients they will be asked to check in with their recovery provider once a day for the next four days to determine if they need medication assistance and will be asked to take their vitals and a breathalyzer with facial recognition four times a day. This information will then be integrated into our dashboard to alert the provider about patients “at risk of medical complications or relapse”, the provider and their team will not be alerted if the patients are doing well throughout the day.
Teleplus Healthcare’s program has been implemented in a private Manhattan Practice and we have been asked to do a pilot with the VA this month. Our data show equal or superior results as compared to inpatient detox for completion, a decrease in medical complications, and patient and provider satisfaction at a fraction of the cost. The goal is to offer quality recovery services to everyone.
We have created and launched a 4 -day remote detox solution where after the patient is deemed appropriate for home detox by (ASAM screening and physical), they will be shipped devices, trained and asked to watch a patient education video on the expectations and processes of detox and sign a consent for enrollment. Patients they will be asked to check in with their recovery provider once a day for the next four days to determine if they need medication assistance and will be asked to take their vitals and a breathalyzer with facial recognition four times a day. This information will then be integrated into our dashboard to alert the provider about patients “at risk of medical complications or relapse”, the provider and their team will not be alerted if the patients are doing well throughout the day.
Teleplus Healthcare’s program has been implemented in a private Manhattan Practice and we have been asked to do a pilot with the VA this month. Our data show equal or superior results as compared to inpatient detox for completion, a decrease in medical complications, and patient and provider satisfaction at a fraction of the cost. The goal is to offer quality recovery services to everyone.
Improved the care of patient populations
Provider
Houston Methodist
Texas
Roberta
Schwartz
Chief Innovation Officer
8326718787
llucas@llpublicrelations.com
Prior to the first doses of COVID-19 vaccine being available, Houston Methodist knew they were going to have significant challenges in managing a perceived tsunami of phone calls from patients and the general public. With predictions of increased volume reaching 300-400%, Houston Methodist leadership needed a solution that would manage the flood of vaccine-related phone calls without impacting usual operations. Expanding head count in existing call centers could not be achieved in a reasonable amount of time and was financially prohibitive. Outsourcing to external contract call centers risked losing control of the patient experience and was also financially challenging.
Enhanced the patient experience