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Readmission Race: Checkpoint Call Improving the Discharge Planning Process October 22, 2012 12:00 to 12:45 pm CST.

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Presentation on theme: "Readmission Race: Checkpoint Call Improving the Discharge Planning Process October 22, 2012 12:00 to 12:45 pm CST."— Presentation transcript:

1 Readmission Race: Checkpoint Call Improving the Discharge Planning Process October 22, :00 to 12:45 pm CST

2 Welcome and Overview Welcome, thank you for joining us today! Housekeeping – This webinar is being recorded and will be archived. – You will receive a PDF of todays presentation, as well as a link to fill-out the evaluation and a summary of Q&A. – For questions: please reach out to your state lead or us: Agenda – Improving the Discharge Planning Process – Hospital Sharing and Coaching – Q&A 2

3 Introductions Tasha Gill, MPH, HRET Denise Remus, PhD, RN, Cynosure Health Amy E. Boutwell, MD, MPP, Collaborative Healthcare Strategies Misti Wedding, RN, Medical/Surgical/ICU Nurse Manager, Harrison Memorial Hospital 3

4 Readmissions Race: Improve the Discharge Planning Process Amy E. Boutwell, MD, MPP Collaborative Healthcare Strategies

5 Terminology Matters Discharge planning process…. – Implies we in the hospital make the plans – Discharge is rather unilateral in nature Transition to the next setting of care…. – Reminds us there is a next setting with needs – Transition is more bilateral in nature

6 Improving Transition Process Matters A lot of focus on NEW work and NEW tools – Transitional care coaches – Transitional care Nurse Practitioners – Disease-specific clinics – Medical home care managers – Tele-monitoring We have a lot of opportunity to improve our DAILY work: – 81% of patients requiring assistance with basic functional needs failed to have a home-care referral – 64% said no one at the hospital talked to them about managing their care at home Clark PA. Patient Satisfaction and the Discharge Process: Evidence-Based Best Practices. Marblehead, MA: HCPro, Inc.; 2006.

7 42 million family caregivers 46% perform nursing tasks 75% of them manage medicines 33% of them do wound care 66% of the patients had no VNA Available at:

8 We ask caregivers to do things that would make even nursing students tremble……. As hospitals discharge patients quicker and sicker….. family caregivers are responsible for medical and nursing care including medication management and wound care. ~ Susan Reinhard SVP & Director, AARP Public Policy Institute

9 Despite frequent encounters with the acute care system, family caregivers were not prepared for the medical and nursing tasks they were expected to provide at home… We asked family caregivers how they learned to manage their family members medications and 61 percent said, I learned on my own. Clearly, professionals need to do a better job of training family caregivers. ~ Carol Levine Director of Families and Health Care Project United Hospital Fund

10 Step 1: Study your existing process * WARNING: Do not get stuck in process mapping quicksand! This does not need to take months – I have seen hospitals take over 18 months – Aim for basic blueprint in 2-3 meetings This does not need to be done perfectly with complete review and consensus prior to starting improvements – Many teams do not start on clear tests for too long – Aim for first test of change by Tuesday

11 Step 1: Study your existing process Describe the existing steps and tasks involved in the discharge planning process currently – Involve multiple stakeholders input Admitting RN Floor RN Floor CM/discharge planner Floor Nurse Manager Resident MD (they do most teaching discharges) NP/PA if part of floor team (they do most discharges) Attending MD (especially those that discharge non-teaching patients) PT/OT/SLP/RT/nutrition/SW/clergy – Dont forget the receivers on your cross-continuum team! Patients/families/caregivers Home health, hospice SNF/LTAC Outpatient providers, when available (dont always need MD; practice manager/RN)

12 Step 2: Compare to Best Practice 1.Role Definition, Responsibility & Standardization – Discharge Advocate – Checklist or bundle 2.Enhanced Assessment of Risk – Patient/caregiver/provider interview for readmitted patients – Expanded view of risk, and assessment techniques 3.Enhanced Teaching & Learning – Teach-back/ personal health record – Identify the appropriate learner/ engage caregiver 4.Timely Communication – Communication with PCP at admission and d/c; same-day summary – Warm handoffs to clinicians for complex/high risk 5.Timely Follow-Up – 24-48h contact for complex/high risk ; availability for contact – Follow up 3-5 days

13 Step 3: Implement Tests of Change Examples of tests you could implement today: 1.Enhanced assessment – Use your data systems: daily readmission reports; high utilizer reports – Risk screens include: BOOST 8P or STAAR readmission interview 2.Identify Learner – As the patient/family who will help you with your care/medications…? – It is NOT always the visitor at the bedside, NOT always the spouse 3.Use Teach-Back – Use the entirety of the hospital stay to engage in education – Ask the patient/learner to describe medications, care plan, follow up when & why 4.Timely communication – Warm handoffs with SNFs – Clinical synopsis sent to receiving MD at time of discharge (real-time) 5.Follow-up – Make follow up appointment(s) for the patient prior to discharge – Coordinate follow up phone call <72h to review medications, plan, questions

14 Three recent excellent transitional process improvements

15

16 SNF Circle Back Multi-hospital system in North Carolina Pilot in one hospital; commitment to spread system-wide if effective Problem: early readmissions from SNF Test: – warm handoffs to SNF – Call back to SNF 3-24 hours after transfer to answer questions Details: – RCA revealed SNF-readmission patters – Hospital readmission champion met with SNFs to discuss shared goals – Hospital (with some leadership effort) asked SNF to participate in this communication – RN calls nurse at SNF – SW or care coordinator calls for follow up clarification 3-24 hours after transfer – Daily workflow (with some modifications for weekends, done next business day) – Follow up calls are scripted and documented in Allscripts system – Pilot on paper with 1 RN and 1 SW – Pilot expanded to RN call report to SNF – Pilot expanded to add follow up calls – Pilot expanded to build questions into Allscripts – Expand to all; new standard of practice Source: Emily Skinner, Carolinas Healthcare System

17 SNF Circle Back -2 SNF Circle Back Questions 1.Did the patient arrive safely? 2.Did you find admission packet in order? 3.Were the medication orders correct? 4.Does the patients presentation reflect the information you received? 5.Is patient and/or family satisfied with the transition from the hospital to your facility? 6.Have we provided you everything you need to provide excellent care to the patient? Insights – Transitions are a PROCESS (forms are useful, but only a tool to achieve intent) – Best done ITERATIVELY with COMMUNICATION Source: Emily Skinner, Carolinas Healthcare System

18 Transition to SNF Medication Safety 2007, medication events, patient complaints re: d/c process Evaluated medication orders Found that only 8% of their patients had NO errors Medication reconciliation was complete >90% of the time! Common medication errors: – Formulation errors – Duplicates – Incorrect dose – Missing medications – Insulin dosing errors Source: Bruce Thompson, AHRQ Innovations Exchange

19 Transition to SNF Medication Safety-2 New Process: Enhanced medication review MD orders Pharm D and CC SNF Identify patients being d/c to SNF When bed available, MD, Pharm D and CC paged MD has 4 h to enter d/c orders CC scans orders hourly; paged Pharm D when entered Pharm D & CC have 2 hours to review; clarify with MD When errors are noted, resident AND attending are paged Outcomes: enhanced review group had 5.7% readmissions v. 10.2% High patient satisfaction, high physician satisfaction Source: Bruce Thompson, AHRQ Innovations Exchange

20 Thank you! Amy Boutwell, MD, MPP President, Collaborative Healthcare Strategies Faculty, HRET HEN Readmissions Race Co-PI, AHRQ Reducing Medicaid Readmissions Project Physician Consultant, CMS QIO Care Transitions Theme

21 Readmission Race: Checkpoint Call Improving the Discharge Planning Process Misti Wedding, RN, Medical/Surgical/ICU Nurse Manager, Harrison Memorial Hospital

22 22 Harrison Memorial Hospital Who We Are… Speaking; Misti Wedding, RN, Harrison Memorial Hospital Medical/Surgical/ICU Nurse Manager Cynthiana, Kentucky, 61 beds, private not-for-profit hospital A full-service regional medical center meeting the needs of residents of seven central Kentucky counties HMH and its employees are accredited members of the following organizations, showing that we meet or exceed strict guidelines for healthcare quality: The Joint Commission College of American Pathologists American College of Radiology for– CT, Mammography, Nuclear Medicine, MRI Fifty-eight percent of hospital staff are clinical staff members who have multiple certifications and licensures

23 23 Reducing Readmissions Our readmission rate for Congestive Heart Failure (CHF) is higher than the state and the nation. Medicare Readmission Rate ( 10/1/08-6/30/10) HMH rate for CHF – 26.2 % KY rate for CHF – 25.3% U.S. rate for CHF – 24.8% Goal: Reduce CHF Readmissions by 20% by December 2013

24 Improve discharge process – Multidisciplinary team participation – Community Collaborative against readmissions – Improve patient compliance – Standardize discharge process – Provide CHF patients with the Heart Healthy Handbook – Increase patient safety and improve patient outcomes 24 Reducing Readmissions

25 25 Improving the Discharge Planning Process Multidisciplinary team approach CEO Nurses Physicians Pharmacists Information Technologists Dieticians Case Managers Everyone contributes to the discharge process

26 26 Improving the Discharge Planning Process Community Collaborative Quarterly meeting with Nursing Homes, Hospice, Home Health, Physicians, Nurse Practitioners, and our readmission team members. Improve communication. Standardize discharge process decreasing preventable readmissions.

27 27 Improving the Discharge Planning Process Discharge teaching and planning begins on admission Utilize the teach-back method Follow-up phone calls to patients and nursing homes after discharge. Bedside nurse verifies phone number with patient at discharge. Ensuring patients have the means to be compliant Can they afford the prescribed medications? Do they have a scale to weigh on daily? Are they able to obtain transportation to their follow-up appointments?

28 28 Improving the Discharge Planning Process Heart Healthy Handbook CHF discharge instructions Low sodium diet with sample menu Medication list (Pharmacist review) Calendar of appointments After hospital care plan Weight log Scale provided if unable to obtain one CHF magnet with heart healthy reminders Teach-back method utilized Checklist for discharging nurse to complete

29 Medications

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31 Calendar of Appointments

32 After Hospital Care Plan

33 Heart Failure Daily Weight Log

34 CHF Discharge Checklist

35 Heart Healthy Reminders

36 CHF discharge process changes effective October 1 st CHF patients are contacted after discharge by a nurse – Can they verbalize the instructions they were given? – Example: Mrs. Jones can you tell me when your appointment is with Dr. Besson? 36 Improving the Discharge Planning Process

37 37 Lessons Learned Hard to receive and maintain physician participation Interim team meetings are beneficial to keeping the interest and process flowing Team approach requires the division of labor and the relinquishing of control thereby encouraging ownership and buy- in.

38 38 Resources Meister, C., Re-engineered discharge A conversation about Barriers & Opportunities. K-HEN Kickoff Conference. Retrieved from

39 39 Questions 39 ?

40 Coming Up…. 40 Upcoming Readmissions Race Events Thank you for joining us! SpeakerDate and TimeTopic Eric Coleman, MD Monday, November 05, 12:00 – 1:30 PM, Central Hospital Sharing & Coaching Eric Coleman, MD Monday, November 26, 12:00 – 12:45 PM, Central Providing Transitional Care Processes


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