the memphis model: mapping and early findings · the memphis model: mapping and . early findings....
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The Memphis Model: Mapping and
Early Findings
Teresa Cutts, Ph.D. : Director of Research for [email protected]; (901) 516-0593
August 18, 2011
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Memphis: Land of Disparity
Egregious disparity exists: Income, Heart Disease, Diabetes, Cancer,
Suicide/Homicide, Limb Amputation
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Memphis: Assets are the Blues and Lots of Church/Faith/”Soul”
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• Anchors Memphis Model• 7 Hospital system• $1.5 Billion budget
• Provides high percentage of all indigent care in Tennessee
• Owned by the UMC Arkansas, Memphis, and Mississippi Conferences
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Metropolitan Inter-Faith Association (MIFA) formed in 1968: Safety Net
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Church Health Center founded 1987: Safety Net
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Christ Community Health Service Neighborhood Clinic Opens 1995:
Safety Net
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Mapping: Memphis Style
Our Ultimate Aim :• Build a trusted care delivery system that
integrates traditional clinical care and community-based caregiving
• Align and leverage religious and community health assets to improve health outcomes and access for all by 2020
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An Integrated Health System
Pharmacy
Employers
CHN Partner
Community Health Worker
Education Church Health Center
MIFA Social Net
Hospice
Christ CommunityHealth Services
PersonFamily
Government
Hospital Health SystemBlue
Care, United, Cigna
Sports ClubsCHN Partner
Memphis Health Ctr.
Nutrition
Environment
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Mapping: Memphis StyleWhat do we mean by “mapping”: making
visible, aligning and leveraging assets(“using what you got”….Memphis Style)Mapping shaped primarily by the patient
journey (not hospital, healthcare or provider-centric)
1. GIS mapping (congregational partners in CHN, safety nets, schools, agencies, others)
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CHN Congregations30 Level 4
176 Level 342 Level 286 Level 1
496 trained liaisons
11,385 members registered
501 members from 128 congregations have been through ‘Visitation Training’
212 persons have been in the ‘Care for the Dying’ training
78 persons were in the first Mental Health First Aid training
106 persons have been in ‘Aftercare’ training
08-18-11
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2. Participatory community based mapping to align and leverage both tangible (e.g., faith based clinic) and intangible assets (e.g., trust) outside hospital walls
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PIRHANA morphs to CHAMP: Community Engagement
• ARHAP PIRHANA tool used for 11 workshops (5 most under-served neighborhoods)
• Adapt to US: renamed Community Health Assets Mapping Partnership to highlight ongoing collaboration (www.memphischamp.org)
• Public “ownership” and transparent sharing of data and models to nurture relationships
• CHAMP model: Specialty mapping done in 2 areas: eldercare, mental health; one case study
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Mapping: Memphis Style3. In-hospital aligning and leveraging of case
management, social work, quality, clinical informatics, marketing, policy and all divisions (e.g., CHF projects, meds) to build seamless care pathways and transitions in terms of continuity of caregiving in community (liaisons and navigators) with clinical in-house staff and Big Table partners (e.g., TennCare)
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Mapping: Strengthening Webs of Trust• Leveraging CHN’s role as
a “trusted intermediary” integrating with other assets for 313 faith entities (Cochrane, 2011)
• Share Abundantly and Transparently
• Invitational, not prescriptive…
• Emergent, leadership holds open space for organic growth; well adapted to turbulence
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Mapping Blended Intelligences through the Center of Excellence in Faith and Health
• Traditional hospital medical and spiritual care structures (>10,000 Associates)
• CHN Covenant with 400 congregations
• Honor and blend local and global intelligence: training, webs of learning, participatory analyses
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Mapping Data Inside the Hospital-Working with Case Management, Social Work, Alliance Aftercare and Hospice to integrate their work with our CHN navigators to seamlessly build care pathways for members/patients
CHN process measures through our Electronic Medical Record (EMR)
-Preliminary CHN outcome and pre-post data tracked through EMR
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Navigator Consult Screen
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Congregational Health Network:Outcome Measures
• Impact measured in hospital from Electronic Medical Record (compare CHN vs. non-CHN patient on disease care piece of “health journey”)– Decreased length of stay?– Decreased recidivism (return within 30 days)?– Decreased total costs?– Decreased mortality rate?
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Member Registration: 11,385
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CHN Early Outcome Data
Initial Data from first 25 months of build-out and operation of CHN: Nov. 2007-Nov. 2009
Comparison of 473 CHN Members who came into MLH to controls who also were patients (matched on age, gender, ethnicity) in this timeframe
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CHN Outcome Data: 25 MonthsCHN Matched Controls*
N=473 473Mean Age: 60 58Gender:Female 304 304Male 169 169Ethnicity:African American 419 358European American 54 115*Matched on age, ethnicity and gender, DRG
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CHN vs. Non-CHN: Admission Flow Portals
0
50
100
150
200
250
EDAdmits
MDRefer
OtherHos.
LTC
CHNNon-CHN
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CHN vs. CHN Payor MixCHN Non-CHN
Medicare A&B 62% 50%
Cigna FlexCare 9.1% 8.5%United HC 6% 7.3%
TennCare 6% 6.1%Uninsured 2.1% 9%
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CHN: Top Diagnoses
Congestive Heart Failure: 23%Fibroids (intramural, uterine): 21%Uncontrolled Diabetes: 10%Coronary Artherosclerosis: 8%Schizoaffective Disorders NOS: 8%Transient Cerebral Ischemia NOS: 6.5%Other: UTI, Septicemia, Renal Failure
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CHN vs. Non-CHN Length of Stay and Re-admissions
0
10
20
30
40
50L
OS
tota
l
Rea
dmits
CHNNon-CHN
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CHN vs. Non-CHN: Mortality Rate
0.00%0.50%1.00%1.50%2.00%2.50%3.00%
Mor
talit
yR
ate
CHNNon-CHN
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CHN vs. Non-CHN CHF and Septicemia Charges
$0
$10,000
$20,000
$30,000
$40,000
$50,000
CHF Septicemia
CHNNon-CHN
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CHN vs. Non-CHN Stroke and DM Charges
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
Stroke DM
CHNNon-CHN
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CHN vs. Non-CHN Renal Failure and Other Cardiac Charges
$0$20,000$40,000$60,000$80,000
$100,000$120,000$140,000$160,000
Ren
alFa
ilure
Oth
erC
ardi
ac
CHNNon-CHN
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CHN vs. Non-CHN: Total Charges
$6,800,000.00$7,000,000.00$7,200,000.00$7,400,000.00$7,600,000.00$7,800,000.00$8,000,000.00$8,200,000.00
Sum ofCharges
CHNNon-CHN
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CHN vs. Non-CHN: System Savings and Per Capita:
25 months, N=473
0100000200000300000400000500000600000700000
Tot
al S
yste
mSa
ving
s
Per
Cap
itaSa
ving
sCHNNon-CHNSystem Savings
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Savings to Patients on Readmits*: CHN vs. Non-CHN
$0$50,000
$100,000$150,000$200,000$250,000$300,000
Rea
dmit
Cos
t to
Pt
Net
Sav
ings
CHNNet SavingsNon-CHN
*Based on Medicare Inpatient Deductible, net savings of $110,000
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CHN vs. Non-CHN Discharge Flow Pathways
0
20
40
60
80
100
120
140
Hom
e
Hhe
alth
Reh
ab
SNF
Hos
pice
LT
C
CHNNon-CHN
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CHN Pre-Post Data• Compared Pre-Post Utilization Patterns in
subset of 50 (N=473) CHN patients 27 months before CHN started and first 27 months of CHN (within subject design)
• Excluded Trauma, Joint replacements and expirations in either pre or post timeframe
• Excluded outliers 3 SD beyond mean for LOS
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CHN Pre-Post Data: Sample Characteristics
• Mean Age=64.5; Median age=65• 58% Female; 42% Male• 86% African-American; 14% Euro Am.• Major DRG: Circulatory System
Disorder• Payor Mix:
68% Medicare; 12% Commercial;14% TennCare/Medicaid; 6% Self-pay/uninsured
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Hospital Metrics Pre-CHN Post-CHNTotal admissions 159 101Admits/patient 3.2 2.0Total readmits 37 17Readmits/patient 0.74 0.34Total patient days 1,268 772Days/admit 8.0 7.6Days/patient 25.4 15.4Total charges $6,396,111 $3,740,973Average charge/admit $40,277 $37,409Average charge/patient $127,922 $74,819ER admissions 84.9% 80.2%
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Statistical Tests: T-TestsHospital Experiences Pre-FBN and Post-FB (N=50)
Characteristic Pre-FBN Post-FBN PAdmits/patient 3.2 2.0 .0180*
Readmits/patient 0.74 0.34 .0632
Days/patient 25.4 15.4 .01111*
Average charge/pt $127,922 $74,819 .0034*Significant at the p<.05 level
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CHN Pre-Post Data• Significant utilization differences existed
for patients served before and after the CHN existed– Fewer Admits, Hospital Days, Lower Average
Charge/Patient– Readmits/Patient Approached Significance – Charge data were not adjusted for inflation
over the full 54 month period– Cohort aged over the timeframe
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CHN Pre-Post Data
In this sample of CHN members:• CHN implementation decreased overall
utilization of services, particularly decreased average number of admissions
• Not due to inpatient clinical management differences (no change in average charge/admission)
• Which leads us outside of the hospital….
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What’s moving the data?
• The hypothesis:– Blended intelligence
• What the hospital knows about disease• What the clergy and liaisons know about life
– Aligned assets leveraging Trust• Faith-driven treatment system (reimbursed)• Faith-driven healing system (non-reimbursed)
– Center of Excellence is the blender• Constant data-driven innovation
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CHN Outcome DataPreliminary data is promising, but
needs more systematic review, more rigorous scrutiny and deeper dive.
• Data sets archive at no cost• Need funds/resources to analyze data• Developing best practice models for
analyzing these data via interdisciplinary models/lens
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CHN Outcome DataBut, imagine what can happen when
we more strategically:• Deeply analyze patterns of data to
drive program and education• Connect the webs of trust• Align and leverage all resources• Grow to scale (400 churches)• Flesh out patient care journeysBuild care-giving and other capacity!!!!
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The Center of Excellence: Blending Faith & Health
• Mature Faith should always mean – “Compassionate”– Merciful– Just
• But also– Smart– Innovative– Disruptively expansive
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The Center of Excellence: Blending Faith & Health
Relevant Science should: – Be evidence based – Result in improvement in
quality of life for all– Eliminate disparity
But also be:– Participatory and teachable by
blended intelligence– Innovative– or grounded in life;– Disruptively useful for
promoting justice…UNTIL
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We Grow into the Vision: The Beloved Community