Operations and Implementation

Facilitated Roundtable Discussion

O-10 - Henry Ford “Driving” Care Redesign Through Virtual Care

Monday, April 30
4:35 PM - 5:00 PM
Location: Education Zone, Booth 2416, Zone 2

The future of healthcare delivery includes faster and bigger changes ahead. Telehealth and other emerging tools are being used by many organizations to foster service innovation. Henry Ford Health System (HFHS) has developed standards and operating procedures to make implementation of virtual care, or telehealth, programs seamless for stakeholders. By completing various care redesign virtual pilot programs, including both primary care and specialty virtual encounters, HFHS has been able to increase volume and participating specialties with positive patient and provider results. The experiences of HFHS will reaffirm both Abraham Lincoln's sentiment, "The best way to predict your future is to create it" and Henry Ford's profound assessment, "Whether you think you can, or think you can't, you're right."
In the beginning stages, HFHS worked with early clinical adopters to develop care redesign opportunities, standards and streamline implementation. As the program matured, the deployment and adoption of virtual care has fostered growth year over year in both synchronous virtual video visits/consults and asynchronous/store-and-forward encounters. Through July 2017, HFHS has conducted 1,500 virtual video visits/consults and over 1,100 asynchronous/store-and-forward encounters. In addition, Henry Ford also admitted more than 1,600 new patients to their e-Home Care program (remote tele-monitoring at home) with 200 patients active daily.
Through the use of project management tools, standardization, and operational strategy, HFHS the Virtual Care department has been able to support the mission which includes improvement to the healthcare experience by leveraging virtual care to increase access, reduce costs, improve workflows, increase quality, improve customer convenience and enhance existing portals. Through successful pilot experiences, the team was able to use lessons learned and PDCA (Plan, Do, Check, Act) methodology to fine tune the virtual care implementation and structure to support adoption and scalability in program deployment. As we progressed through program deployments consistent themes presented as opportunities for improvement. These roadblocks and opportunities included reimbursement, EMR integration, compliance (i.e. security, licensure, and credentialing), and the patient's perception. The key roadblocks to the patient's perception included awareness of the value proposition for telehealth, confidence that telehealth was good medicine, and the evolution of telehealth as a more visible part of our healthcare system. In tandem, some of the keys to the successful infrastructure and programs have included executive leadership support, engaged stakeholders, communication, dedicated telehealth subject matter experts for the enterprise, and standard processes.
Henry Ford Health System's Virtual Care footprint continues to grow, and as it does the infrastructure and processes will evolve to ensure that we are creating a sustainable and innovative product. This pioneering product will "drive" the adoption and scale of Virtual Care throughout the organization, which has allowed us to not only predict, but create our future in telehealth.

Learning Objectives:

Courtney B. Stevens

Director, Virtual Care
Henry Ford Health System

Courtney Stevens, the Director of Virtual Care for Henry Ford Health System (HFHS), has been with the HFHS for over 10 years. She started at HFHS in Process Improvement as a management engineer, where she has applied her industrial engineering and project management skills to various projects to aid in health system integration and alignment. She transitioned to Customer Engagement where she helped to improve the customer experience through project management, data/root cause analysis, training, and process improvement initiatives. Courtney was integral in the development and deployment of various system-wide (over 24,000 team members) trainings, as well as a standard system approach to leadership rounding. In 2016 Courtney accepted a leadership role in Virtual Care developing the strategy and standards for telehealth expansion throughout Henry Ford Health System’s continuum of care. These applications, include remote monitoring, e-visits, Clinic to Clinic telemedicine appointments/consults, MyChart Post Op Follow Ups, and MyChart Video Visits, produced over 3200 visits/consults in 2016, saving patients almost 48,000 miles or 60 days of travel and providers over 13,000 miles or over 20 days of travel, and an additional 40% growth for 2017.
Courtney has a Bachelor of Science in Industrial Engineering from Western Michigan University and Masters of Science in Engineering Management from Wayne State University. She also has 4 years of experience as a Senior Product Engineer at TRW Automotive Occupant Safety Systems in their driver side airbag and steering wheel division.

Presentation(s):

Send Email for Courtney Stevens

Marie D. Lee

Program Coordinator, Virtual Care
Henry Ford Health System

Marie Lee, a Program Coordinator for Virtual Care at Henry Ford Health System (HFHS) deploys telehealth programs throughout the health system. She started her career with HFHS 10 years ago as the Training Coordinator for the Contact Center, the centralized appointment scheduling hub for over 600 of the system’s providers. Marie obtained multiple Epic certifications and was part of the project team to roll out the system electronic medical record [Epic], which had a project scope of 3 years, 26,000 employees, 7 phases and $300M. Marie then worked as part of the Revenue Cycle Team in Performance Improvement to identify and remediate cash flow issues and reduce accounts receivable. Marie recently joined the Virtual Care team where she is able to utilize her project management, training, and telecommunications background to effectively implement and support teleheath at HFHS. She has also been a part time faculty lecturer at Eastern Michigan University for the College of Technology for 19 years.
Marie has a Bachelor of Science in Communications Technology from Eastern Michigan University, a Masters of Education in Instructional Technology from Wayne State University, and earned her Project Management Professional (PMP) certification in August of 2015.

Presentation(s):

Send Email for Marie Lee


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