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.
- Upon completion of the presentation, the participant will be able to understand key project management and process components to obtain adoption and scalability in virtual care program development
- Upon completion of the presentation, the participant will be able to develop an operational strategy based on meaningful and demonstrated tactics
- Upon completion of the presentation, the participant will be able to recognize obstacles, keys to success, learnings and opportunities in care redesign using virtual care