Using Cerner Advance to improve the user experience€¦ · Using Cerner Advance to improve the...
Transcript of Using Cerner Advance to improve the user experience€¦ · Using Cerner Advance to improve the...
Dan Aycock
Sr. Director, Continuous Advancement
November 14, 2016
Using Cerner Advance to improve the user experience
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Session goals
• Review purpose of Cerner Advance
• Introduce new functionality
• Share success stories leveraging Cerner Advance
• Where to learn more at CHC
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“46% of physicians experience symptoms of burnout.
Burnout imperils the Triple Aim.”
Bodenheimer, Sinsky
Annals of Family Medicine
“From Triple to Quadruple Aim: Care of the Patient
Requires Care of the Provider”
BRNDEXP 2.1 0714 © 2014 Cerner Corporation. All rights reserved.
This document contains Cerner confidential and/or proprietary information belonging to Cerner Corporation and/or its related affiliates which may not be reproduced or transmitted in any form or by any means without the express written consent of Cerner
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Application
Experience
Process
Alignment
Guided
Practice
Outcomes
Excellence
Do you use the system
well with consistent
system adoption?
Do you complete the
right tasks on time and
in the right sequence?
Do you embed guidance to
reduce unnecessary clinical
and business variance?
Do you achieve the
right health, financial,
satisfaction outcomes?
Doctors not
adopting Meds
Rec because of
poor user
experience
Un-reconciled
meds lead to
downstream
negative
consequences
Time in EMR to
reconcile meds
Meds Rec
Adoption %
% Meds Administered
w/un-reconciled meds
Average Delay
from Admission to
Reconciliation
Adverse events
lead to more labs,
imaging,
medications, labor,
LOS, procedures
% Meds Rec for 80+
year old polypharmacy
patients
% Meds Rec for
patients with elevated
readmissions risk
• Patient health
declines
• Unreimbursed
care
• Patient and Family
Dissatisfaction
• Mortality and
morbidity rates
• Unreimbursed
Expenses
• Patient Sat
• Brand Value
Exam
ple
Metr
ics
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Orders Selection Method
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Why Cerner Advance Exists
• The EMR experience can impact provider productivity
• Providers often quantify that experience in terms of time
• Providers subjectively reported that experience and it was hard to compare it with that of other providers
• We want to help you create a structured, repeatable approach to improvement
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7000+ unique users
500+ organizations
60% repeat visitors
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Continuous Advancement Approach
• Strategic goals
• Stakeholder input
• Quantify the problem
• Target high value opportunities
• Coordinate change across
• people
• process
• system
• Measure against goals
• Capture end user feedback
• Implement new workflows,
content and capabilities
• Deliver targeted learning
and adoption support
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New option to explore nursing opportunity
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Identify Who to Help
• Look at specific specialties, facilities, and individual users.
• Compare groups across Cerner client base.
• Identify who is spending more time than average.
• Organize by highest opportunity.
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Identify – Understand EMR use throughout the day
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Identify Opportunity – Actionable List
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Identify Opportunity – User Targeting
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Identify Opportunity – User Targeting
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Assign coaches to targeted providers
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My Dashboard – manage your coaches
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My Scheduling– Coaches work list
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Document the interaction with the provider
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Measure the Impact – Did it help?
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Putting it all together
& Governance
Data Analyst
Project Team
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88% of 17 coached providers changed behavior.80% of those providers saved time = 1500 hours annualized savings
03:00 × 1247 = 62hr 21minMinute Average Time Savings Patients Seen Time Savings
Per Patient (Aug 1-17) After Coaching
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Patient Portal TAT – Outlier clinic took > 2 days to respond to patient message
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Wait time cut in half through focused engagement and measurement
• After engagement the pool decreased their average time to triage messages by 49%
• Saved patients a combined total of 300 hours in wait time in September
0
5
10
15
20
25
30
May Sept
Hours to Triage Message
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Increased user
productivity
Reduced 3rd
party expense
Increased
reimbursement
Reduced effort to
collect
Faster time to
collect
Reduced
bottlenecks
23%less time
documenting
13 day
Improvement in
charge capture
16% Improvement in
untracked telemetry
equipment
$145keliminated
transcription costs
$840kfrom medically-
necessary duplicate
lab tests
85%Clean claim rate -
requires no manual
intervention
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Continuous Advancement approach
Guiding principle Why?
Clinical/business-led efforts Customer leads the change vs. having technology “done to them”
Set meaningful goals Focus on solving business problems, not just feature installation
Leverage data to prioritize work
and inform design decisions
Learn from the actual usage data to inform decision making and
drive design
Consumable cycles of
improvement
Make continuous progress in consumable steps across a number
of areas rather than playing multi-year catch-up
Pilot early and scaleGet to a proof point quickly and learn from
real users what works and doesn’t work
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Other resources at CHC
• Solutions Gallery
• Cerner Advance booth (Analytics), Physician area, Continuous Advancement booth (Services), Outcomes Excellence
area (focal point area)
• Tuesday
• 11:00 - Cerner Advance: Using Data to Improve the Experience of Physicians AND Nurses (Value Stage)
• Wednesday
• 11:30 – Implementing a Proactive Customer Support System (Banner)
• 11:30 - Continuous Advancement: Using a data-driven approach to drive organizational goals (Augusta University,
Baptist Health, Penn State – Hershey)
• 12:30 - Improving the Physician Experience Using Data Analysis (Adventist Health)
• 12:30 - Cerner Advance: Using data and analytics to enhance the nursing experience (Intermountain)
• 4:30 - Continuous Advancement: Leveraging Model Experience to Optimize (Value Stage)