Gpt conference presentation march 20 2014 final

© 2013 Intel-GE Care Innovations LLC. All rights reserved.
*All other third-party trademarks are the properties of their respective owners.
© 2013 Intel-GE Care Innovations, LLC. All rights reserved.
* All other third-party trademarks are the properties of their respective owners.
Remote Patient Monitoring:
Control costs, improve outcomes, avoid returns, and modify patient behavior
Georgia Partnership for TeleHealth Conference, Atlanta, Georgia - March 21, 2014
David Wellons, Intel-GE Care Innovations
February 13, 2014

Agenda
• The What:
• Current issues in chronic care and short term
acute care management
• The Ideas:
• Ways to Address these issues
• The Overview of the Effort:
• Care Transitions to Self-Management (steps)
• The Impact of Care Management programs
• real life examples
• The How:
• A Four-Phased approach to achieving a
successful care management program
2

Issues We All Face in Providing Care
3

THE GROWING PROBLEM
4

5

6

7

8

9

10

11

12

13

14

15

16
“Barriers to patient participation need
to be low. To minimize any potential
barriers to maximizing enrollment,
patient participation should be at no or
little financial cost and enrollment
should be automatic for all eligible
patients.”
“To be successful in this marketplace, it
has become highly essential for
technology developers to roll out high-
quality, low-cost solutions that are
available worldwide.”

Transition to
Self-Management
Phase 4
Care Transitions to Self-Management
17
Acute
Physiologica
l
Monitoring
Phase 1
Adherence
Phase 2
Behavior
Change
Phase 3
Learn and model self-management behaviors
Learn and demonstrate self-monitoring and response
Phase 1
Learn new medical regimen
Medication management; adherence to orders
Disease process education
Support for changing behaviors
Monitoring signs and symptoms
Identify resources needed
Phase 2
Phase 3
Phase 4

The Impact of Remote Care Management
Broader Clinical Reach = Greater Intervention
Potential
• At least 9 patients avoided a potential hospitalization due
to an “intervention”.
• “I believe the major item that defines success for (Payer)
is lack of CHF hospitalization.”
• “I noted [via the technology] that a patient’s HR was
elevated significantly over a couple of days…phone calls
to member + physician… refill a Beta Blocker…member
resumed med…HR normal…elevated HR would have
likely gone unnoticed had she not been doing daily
biometric measurement using her (vendor name) device.”

The Impact of Remote Care Management
Broader Clinical Reach = Greater Intervention
Potential
• “Success can also be defined as improving quality of life
and empowering patients to have more ownership in their
health.”
• “We had one member … began program with very
elevated BP…patient had never taken her BP
daily…unaware…worked with medical team to adjust her
meds… now consistently has a good BP within normal
parameters...elevated BP could have done significant
renal damage.”
• “I had a member whose weight was elevated by 5lbs
overnight...excessive sodium intake…examined diet.. ID
better nutrition choices and consequences…member
verbalizes that he is trying to make better food choices
and more aware of what choices he needs to make.”

How to Plan for Implementation: A Four-Phased Approach
A phased approach to successful implementation including change
management, workflow transformation and virtual care program readiness.
• Clinical workflow
readiness
• Technical readiness
assessed
• Design customized
implementation
• Develop a realistic
and achievable
project plan
• Complete
preparation tasks
• Launch program:
begin patient
deployment and care
delivery
• Monitor progress
• Track outcomes
• Extend to additional
populations
Assess
Gather
Information
Plan
Create a
Blueprint
Deploy &
Monitor
Grow &
Maintain
Go Live Adjust for
Efficiency

Assessment Process
• Roles/Responsibilities: Identify team members and
assign responsibilities
• Clinical Workflow Assessment: Analyze current clinician–
to–member clinical workflow model(s)
• Technical Assessment: Study existing technical
infrastructure and capability set to assess preparedness
for a remote care delivery model
• Member Population Assessment: Assess the traits,
characteristics, and specifics of the selected (and
potentially second/third place contenders for selection)
member population
Assess

Assessment Deliverables
• Completed roles and responsibilities matrix
• Completed and documented analysis of clinician-to-
member clinical workflow model(s)
• Completed and documented technical assessment from
study of existing infrastructure
• Completed and documented member population
assessment
• Documented clinical workflow assessment
Assess

Plan
Planning Process
• Design and document customized implementation and
project plans
• Address specific needs and requirements
• Staff
• Workflow models and support models,
• Technology needs
• Custom organizational characteristics

Plan
Planning Deliverables
• Metrics: Define success criteria, measurement methods,
frequencies, etc.
• Member Population: Define specific inclusion/ exclusion
criteria, screening methods and tools, recruitment
methods and tools, build collateral, etc.
• Workflow: Design, review, iterate and agree upon the
new virtual care delivery program workflows.
Centralized/localized operational models.
• Logistics: Select features, functionality (peripherals),
prepare and design a plan for inventory management,
define connectivity requirements, etc.
• Training: Define staff and member training models and
accompanying plans, develop schedules and assign
owners, prepare content, etc.

Deployment Planning Process
• Disciplined execution is essential to success:
 Finalize changes to workflow
 Create operating procedures
 Define logistics roll-out
 Finalize clinical care model
 Train staff
 Map out population ID, enrollment
• Once all of these tasks are completed, it is time to
identify and enroll care recipients.
Deploy

Deployment Deliverables
Deploy

Growth Planning Process
• Conduct a periodic review of metrics
• Focus on continuous process improvement
• Look for opportunities for expansion
• Real efficiencies only come with large-scale deployments
• Your new model should drive your staff interventions
through management by exception and providing the right
care at the right time.
Grow

Growth Deliverables
• Identification of expansion opportunities
• A continuous process improvement blueprint
• Identification of efficiency and scalability opportunities
Grow

*All other third-party trademarks referenced herein belong to their respective owners.
Care Innovations Confidential
Summary
• Assessment and planning is critical
• Defining Goals are important as the project starts
• Driving towards patient compliance self-administration
• Program can be designed in a tiered manner
• The right foundational platform provides opportunities for
expansion
29

*All other third-party trademarks referenced herein belong to their respective owners.
Care Innovations Confidential
30

Gpt conference presentation march 20 2014 final

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