1. Improving Patient Experience and Hospital Service
Methodology used by major hospital to deliver faster, more accurate information to personnel.
Presented by: Steve Pappas, SVP, Panviva

2. We will discuss: Real-world issues facing a large hospital group.
Barriers found in current systems prohibiting care workers from excelling at patient engagement and experience.
Culprits in health systems and hospitals preventing workers from being knowledge experts.
Key methodologies used to chunk and layer information for faster, more efficient information access.

3. First Look: What are the current barriers?
Scripting
Knowledge
Processes
Systems
What’s getting in our way?
Scripting – Carrier and provider front line staff can end up pointing the finger at each other to our customers. “Your insurance requires”. “Your provider didn’t submit it right”.
Knowledge – Carrier and provider may not have shared knowledge. If they aren’t attending the same meetings, then you’re relying on information being accurately cascaded or translated. Even if in the same meeting! Processes – Carrier and provider processes may not be aligned and could even be causing bottlenecks. Referral Center checks every order that comes through for PA needed…..by calling CS? Now by checking website.
Systems – Systems put in place for processes like prior authorizations may make perfect sense to one side and not be useful to the other. Provider Portals needing full notes and Epic not being able to export them.
Confidential: © Copyright Panviva 2017

4. Do your employees have stickies around monitors?
Ask for ID first
ID #2548
Post to
Server
42b use
Code 4
Post to
Sever 3
Reference
Form
#3864
Make copies for Finance
Make changes on form 12
Check
With
Manager on changes
SEE NEW PROC.
Edit address after call
ID #008
Check reference 12
Get card holder info

5. Do you experience desk drops during the day?

6. Any prairie dogging over the cubicles to ask a neighbor?

7. Do workers create email folders to track emails?
QUESTIONS

8. Do workers create their own binder manuals after training?
Are they spending more time on system-based tasks than ever before?

9. Why is this? No sanctioned Knowledge Systems in house.
They develop survival techniques to deal with:
Complexity Levels
Compliance and Auditing Needs
Change that is happening
Hospitals rely on Everyone to be Experts in Everything!

10. The Culprits in Business
COMPLEXITY
Training
Time To Competence Multiple Desktop or Business Systems
Sheer Overload of info
CHANGE
Data, Information, People and Process
Engagement and Resolution
Products and Services
COMPLIANCE
Process Adherence, Security and Operational Procedures
External and Internal Regulations
Let’s talk about these in terms of what they mean to us as individuals: (pass out 3x5 cards)
-How is your life complex or What makes your Life Complex?
Scheduling conflicts, picking up the kids, running them to sports and practices, dealing with procrastination, time management, hobbies, paths not taken, Decisions, other
-What in your Life Do You Need to Comply With?
Taxes, Rules of the Road, Behaviour, Diet, Medical, Medicines, Contracts, Credit Card rules, Payments on time, Cellphone data limits, Don’t give out your NETFLIX password, other
-What things can change in Your Life?
Exercise, Marriage, Big Purchases, Job, Location, Family, Friends, Death, Birth,

11. Complexity 1
Over 85% of patient-facing personnel use multiple applications to facilitate a single interaction
New Channels: Calls, Chats, s, Social, What’s next?
Self-Service alleviates the simple interactions
Now what gets through is MORE complex
Googled over 147,000,000 times
Definition. According to Jost Hoppermann, analyst with Forrester Research, business complexity is the condition of having several interdependent and interconnected stakeholders, information technology systems and organizational structures.

12. Compliance 2
Deloitte estimates that companies spend about $95 billion annually to keep in line with government regulation – and $160 billion to follow their own rules!
Training needs and attrition is increasing
High financial cost of compliance errors
Googled over 375,000,000 times
The hospital says an effective compliance management system manages responsibilities and risks, and it consists of four interdependent control components:
1. Board and management oversight;
2. A coordinated response to consumer complaints;
3. A compliance program; and
4. Compliance audits.
5. Process Adherence and Proof Documented

13. Change 3
Employees are struggling to keep track of rapid changes, creating employee dissatisfaction – which results in poor patient experiences
Manual updating of information means outdated versions of materials
Googled over 3,400,000,000 times

14. Questions
What if all your workers had what they needed to be true experts and able to resolve every interaction?
What if every channel that your workers handle could have a ‘consistent’ answer?
What if?

15. Use Case: The early days - Health Alliance
Health Alliance (Carrier)
Challenge: Expansion into new states as well as the introduction of the Affordable Care Act (ACA).
Need: Harness new data from expansion. Support customer service reps without interrupting service levels members expected.
Implemented: Cloud-based knowledge management system to store and deliver changes in enrollment, benefits and coverage.

16. Use Case: The expansion days - Carle Foundation Hospital
Case Study
Scripting
Knowledge
Processes
Systems
The Referral Center uses SupportPoint. We’ve started to cascade that information to others and/or absorb their work into our WQs. We hosted training for 4 branch clinics and 5 specialty offices plus absorbed the PAs of our transitional care unit and ED. RevCycle identified an orphaned WQ that we picked up too. The work we picked up plus the volume increase for services requiring PA has resulted in 2 employees added to our area. Many areas had been requesting 0.5FTE and we’re proposing that not all of those would be necessary with uniform processes that are consistently documented and better use of our centralized unit. We shared our scripting and knowledge to unify the process using a shared application.
Confidential: © Copyright Panviva 2017

17. PANVIVA ENTERPRISE-WIDE CLOUD
Information at your fingertips!
PANVIVA ENTERPRISE-WIDE CLOUD
KNOWLEDGE MANAGEMEMT
Panviva Enterprise-wide knowledge managememt
Carrier and provider sharing workflow documents.
Every area that’s come to the Referral Center for training leaves with access to our SupportPoint workflows. This protects our investment by avoiding staff returning to their area and forgetting what they’ve been shown. Because we have a dedicated unit that develops and maintains the content, the format is uniform across the enterprise. My administration team also drives conversations with departments that share a process. Health Alliance Medical Management, HACS, Carle Referral Center, other Carle provider offices, and we’re working to get Claims using it too – then we’d truly have all the touchpoints covered from beginning to end. Imagine a day when the member isn’t surprised by a denial for no PA.
Confidential: © Copyright Panviva 2017

18. 9/21/2018
These are examples of the information we’re able to push out to one area or across the organization to help smooth out the prior authorization and referral process. As our Panviva Administrators and Authors build content, they are watching for inconsistencies and unite business leaders to have those critical conversations.

19. 9/21/2018
Cost Savings
As an integrated organization, they weren’t trying to save money on one side to cost it on the other. Provider losses could also be expected to increase as all areas responsible for submitting prior authorizations began requesting unbudgeted staffing additions to offset the increased time commitment – due to volume and requirements. Executive staff began meeting. Revenue Cycle was assigned to find the hole and plug it. They developed work queues just for specific systems to report them. All of the directors were assigned the task of mapping the way their staff processed referrals and PAs so best practice could be determined. Their centralized Referral Center was doing it right. Zero procedural denials.

20. 5 Tips for Better Performance:

21. 5 Tips to Perform Better 1 Provide one source of truth
Having one source of truth allows for less confusion among employees and addresses uncertainty that comes with complexity, compliance and change.
Remove multiple sources from shared servers to sticky notes and printed materials.

22. 5 Tips to Perform Better 2 Remove barriers to access
Cloud-based solution allow users to answer the same question regardless of where they are located - whether staff is on the road, at their desk or working remotely, access is never an issue.

23. 5 Tips to Perform Better 3 Cross-train staff
Training employees in Healthcare can be tricky when they can not spend hours in training sessions but need to answer a variety of issues. Save money but also empower your workers to develop new skills and expertise.

24. 5 Tips to Perform Better 4 Get new employees up to speed faster
Speaking of training: cut training times and allow workers to get on the front lines of care faster, knowing what they need is at their fingertips immediately. Take the fear out of each interaction and replace with confidence.

25. 5 Tips to Perform Better 5 Build confidence
It’s a fact that workers perform better if they are confident and they have what they need to succeed. Confidence breeds competence. That ensures superior care and service for all your patients.

26. SOLUTION: Technology Utilize and leverage a simple methodology.
GPS-like system helps workers navigate their way through every process.
Compatible with all your apps today and what you might buy tomorrow.
Increase ROI on all components.

27. SOLUTION: Methodology
Capitalize on Employee Investment by making every worker a true “expert” that is able to take care of more complex calls (reducing risk, cost, training)
Provide them with a tool that gives them every piece of info they need at the ‘moment-of-need’ to satisfy each patient
Hospitals and Health Systems have a lot of tribal knowledge, when employees leave, the knowledge leaves too. Need to capture this knowledge and leverage it with others workers

28. CAPTURE OPTIMIZE DELIVER The Methodology Complex Processes
Updates to Docs
Changes to Rules
New Content
CAPTURE
Routine tasks
Reduce multiple applications
Eliminate searching
Multichannel info management
OPTIMIZE
Context-aware information
Information in the moment of need
Help your team be qualified experts
DELIVER

29. We’re Here for You www.panviva.com 1500 District Ave
Burlington, MA 01803