GOING FROM VOLUME-BASED TO VALUE-BASED CARE THE EXPERI PERIENCE - PowerPoint PPT Presentation

GOING FROM VOLUME-BASED TO VALUE-BASED CARE THE EXPERI PERIENCE CE OF HOSPITAL SPITAL MOINHOS DE VENTO TO | BRAZIL AZIL MOHAMED PARRINI, CEO, HOSPITAL MOINHOS DE VENTO

Hospital Moinhos de Vento Founded as Deutschen Krankenhause 91 -year 480 + 2800 93 % “ German Hospital ” in October 1927 institution beds physicians (open staff model) occupancy rate

“ Value will be at the heart of care delivery. Reducing costs without sacrificing outcomes will require dedicated teams working collaboratively across the full continuum of care. ” Bernd Montag,CEO Siemens Healthineers, Harvard Business Review, “ Taking the Pulse of Health Care Transformation ”, nov 2017.

“ Patients will be treated as consumers. As patients continue to bear more financial resposibility for their own care, the search for better value will be the driving force shaping decision making. ” Bernd Montag,CEO Siemens Healthineers, Harvard Business Review, “ Taking the Pulse of Health Care Transformation ”, nov 2017.

“ Medicine will be more precise and affordable. Therapies tailored to the individual will move us closer to the goal of “ the right treatment for the right patient at the right time”. ” Bernd Montag,CEO Siemens Healthineers, Harvard Business Review, “ Taking the Pulse of Health Care Transformation ”, nov 2017.

“ Health care will be digital. Digital technologies and big data will continue revolutionizing our understanding and treatment of disease and the very nature of wellness and health care. ” Bernd Montag,CEO Siemens Healthineers, Harvard Business Review, “ Taking the Pulse of Health Care Transformation ”, nov 2017.

THE SECOND CURVE “ You must ride the first curve – a company’s traditional business carried out in a familiar corporate climate – to the all-important second curve. The e secon ond curve rve is is the futu ture re – the new technologies, new consumers, and new markets that companies must command to survive and thrive ” Ian Morrison The he Seco cond nd Curve rve – Mana nagi ging ng the he Velocity city of of Chang ange

STRATEGIC PROJECTS PORTFOLIO 24 Strategic Projects Projects related to: - Patient experience program - Creation of a Value Management Office - Implementing protocols and tools to decrease length of stay - Measuring physicians performance in a value-based approach

Patient Experience Program Client relationship Evolution (Philip KOTLER, Marketing 4.0) ENGAGED DEFENSOR COCREATOR OWNER SATISFIED Groups in areas Net Promoter Score Patient and Family Brand % of satisfied E.g. Juntas , measurement Advisory Committee ambassadors clientes support group in measurement Oncology

Patient Journey: mapping patient experience Design Thinking methods − − Secret Shopper methodology 1 st phase: − Outpatient Radiology Nuclear Medicine Cardiology Inpatient Unique (VIP Unit)

Net Promoter Score – Radiology Would you recommend Hospital Moinhos de Vento? 84.73 73 84.11 11 82.87 82.87 80.91 80.91 81.03 79.8 77.07 83 83 83 83 83 83 83 83 83 83 83 83 83 62.95 62.95 Jan Fev Mar Apr May Jun Jul Aug Sep Oct Nov Dec Actual Target Patient Journey Mapping

Net Promoter Score – Unique (VIP unit) Would you recommend Hospital Moinhos de Vento? 100 100 100 90 90 90 90 90 90 90 90 90 90 90 90 90 90 90 72.73 73 33.33 33.33 33.33 33.33 Jan Fev Mar Apr May Jun Jul Aug Sep Oct Nov Dec Actual Target Patient Journey Mapping

VMO – Value Management Office In-depth and integrated measurement of outcomes

VMO – Value Management Office Center of excellence that: Supports clinical units in the processes of • measuring outcomes; Establishes priorities on continuous • improvement projects, managing costs; Facilitates the creation of value-based • reimbursement methods; Ensures that new IT plataforms are aligned with • the institution’s goals.

VMO – Value Management Office HOSPIT PITAL SOCIAL L LIFE RELEVAN ANCE CE DRG CARE CLINICAL EPISODE DATA MANAGEMENT EMENT TECHNI NICAL CAL Processes of care are measured COMMITTEES ITTEES CLINIC ICAL OUTC TCOMES ES AND PATIE IENT T REPOR PORTE TED OUTC UTCOMES ES (ICHOM OM) and outcome-oriented PATIENT PATHWAY DATA REIMBUR MBURSEMEN SEMENT New models of hospital care and HOSPITAL CARE KPIS QUALITY OF LIFE KPIS patient pathway reimbursements (SHORT TERM) (LONG TERM) COST STS

Physicians Performance Report NPI (CRM RM in Brazil zil ) AND PHYSICIAN’S NAME EFFEC FECTI TIVIN VINES ESS Len ength th of stay, , Reho hosp spital talizatio zation n rate te, , Mortali rtality ty EFFIC FICIE IENCY N of hosp spitali alizatio zations, ns, Reven enue, , Disc schar arges s bet etwee een 6-11 11am, m, etc etc STRUC RUCTU TURE RE Parti ticipati ation in n Med edical al Resi sidenc ncy Progra ram, , insti stitu tuti tional nal CME MEs, , etc tc PATIE IENT T EXPER PERIEN IENCE Ombud udsman sman PERFO RFORMA RMANCE INDEX EX

Reducin ucing Length ngth of Stay ay – proje ject ct HMV’s Chief Medical Officer and Medical Director made an official communication about our Discharge Team

Access to four daily updated KPIs HMV’s electronic record Days of hospita italiza lizatio tion Avera rage leng ngth th of stay in Avera rage leng ngth th of stay of the Physician’s performance in the physician’s specialty physicia ysician n in the last 12 months ths relatio tion n to his/h /her r specia cialty lty

Support of a Discharge Team HMV’s electronic record Ask for support rt of our Discha charg rge Team

Length of Stay – monthly reports Length of Stay • % Discharges before 10am • Rehospitalization rates •

Engaging the medical staff systematically Sharing information about the impact − of having the discharges before 10am to collectively achieve better results

Length of Stay – medical patient 10 8 Days Days 2017 2018 (average) (average)

Mohamed Parrini, CEO ________________________ THANK YOU