Icare Program Report Improving Communications and Readmissions: Stories from Fourteen Rural Colorado Communities Presented by Colorado Rural Health Center
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iCARE Program Report Improving Communications and Readmissions: Stories from Fourteen Rural Colorado Communities Presented by Colorado Rural Health Center TABLE OF CONTENTS OPENING LETTER FROM THE CEO 1 ABOUT THE COLORADO RURAL HEALTH CENTER 2 HISTORY OF iCARE 3 CONTEXT: PFACS AND iCARE MEASURES 5 iCARE BY THE NUMBERS: CRITICAL ACCESS HOSPITALS 6 iCARE IN NUMBERS: 2018-2020 8 iCARE PARTICIPATING FACILITIES MAP FOR 2019 10 COMMUNITIES: MT. SAN RAFAEL HEALTH CENTER 11 SPANISH PEAKS REGIONAL HEALTH CENTER 13 SAN LUIS VALLEY HEALTH 14 RIO GRANDE HOSPITAL AND CLINICS 15 HEART OF THE ROCKIES REGIONAL MEDICAL CENTER 16 SOUTHWEST HEALTH SYSTEM 17 RANGELY DISTRICT HOSPITAL 18 YUMA DISTRICT HOSPITAL AND CLINICS 19 MELISSA MEMORIAL HOSPITAL 21 SEDGWICK COUNTY HEALTH CENTER 22 SOUTHEAST COLORADO HOSPITAL 23 PROWERS MEDICAL CENTER 24 KIT CARSON COUNTY MEMORIAL HOSPITAL 25 KIOWA COUNTY HOSPITAL DISTRICT 26 CONCLUSIONS AND NEXT STEPS 27 OPENING LETTER FROM THE CEO Numerous reports and publications show the struggles rural communities face with serving a population that is older, sicker and poorer than their urban counterparts. 73% of Colora- do’s landmass is considered rural, with 47 of the 64 counties designated as either rural or frontier, representing 721,500 people. In these areas, the median age is 43, compared to 40 in urban. 22% of adult rural Coloradans are considered obese, 7% of rural adults have diabetes, and 21% of ru- ral kids live in poverty, compared to 11% in urban. These statistics paint a grim picture of rural life and highlight a detrimental national narrative that needs to change. One step towards shifting these stories is by seeing, demonstrating and showcasing the good work being accomplished in our rural communities. Highlighting the “Power of Rural” is one of the reasons that the iCARE Program was created. When rural communities have the power to come up with so- lutions that work for their unique environment, innovation takes place and that innovation results in positive change. CRHC is proud of the work that our rural communities and staff have accomplished over the past ten years and know that more positive change will come through our rural community’s collaboration on the Colorado Rural Sustainabil- ity Network. We hope you enjoy these stories showing how rural is able to demon- strate real change and cost savings through collaborative quality im- provement. I like to say that rural can be summed up in one word: community. Michelle Mills, CRHC CEO 1 ABOUT THE COLORADO RURAL HEALTH CENTER The Colorado Rural Health Center (CRHC) was created in 1991 and serves as Colorado’s State Office of Rural Health (SORH) and Rural Health Association. Formed by a group of organizations to identify and address rural health needs in Colorado, CRHC is one of three SORHs in the nation that is structured as a non-profit organization. CRHC pro- vides a variety of services and programs to assist rural hospitals, clinics, and emergency medical service (EMS) agencies, including Colorado’s 32 Critical Access Hospitals and 52 federally certified Rural Health Clinics, CRHC provides a variety of in addressing healthcare issues. services and programs to CRHC’s mission is to enhance assist rural hospitals [32 healthcare services in the state by providing information, education, CAHs], clinics [52 RHCs], and linkages, tools, and energy toward ad- emergency medical service dressing rural health issues. CRHC’s (EMS) agencies across the vision is to improve healthcare ser- State of Colorado. vices available in rural communities to ensure that all rural Coloradans have access to comprehensive, affordable, high quality healthcare. An innovative leader in addressing rural healthcare issues, CRHC has provided operational, financial and quality improvement assistance to rural hospitals and clinics since its inception. CRHC offers a variety of programs for rural Colorado including: Critical Access Hospitals (CAHs) and small rural hospitals- quality improvement and operations programs Rural Health Clinics (RHCs) - compliance, operations and quality im- provement programs Rural health workforce programs Outreach Emergency Preparedness Policy and Advocacy Health Information Technology (HIT) 2 HISTORY OF iCARE CRHC implemented the Improving Communications and Readmissions (iCARE) program in 2010. The program worked with CAHs and rural clinics across Colorado for over ten years to reduce readmissions, improve com- munications in transitions of care, and improve clinical processes, espe- cially related to chronic disease. The communities engaged in this program had higher populations of patients over the age of sixty, treated patients with multiple chronic conditions, and typically served a higher rate of soci- oeconomically disadvantaged patients. CAHs and rural clinics provide vital access to care in their rural communi- ties, yet they are often overlooked in national and statewide healthcare initiatives. Additionally, many initiatives are designed for an urban envi- ronment. CRHC created iCARE as an opportunity to engage Colorado CAHs and their clinics in a statewide project aligning with national priorities, demonstrating sustainable improvements in reducing hospital readmis- sions and improving communication in transitions of care. The program highlights the unique characteristics of rural healthcare, the strengths of rural health facilities, and their capacity for innovation to meet the needs of their patients. iCARE began with nine CAHs and expanded two years later, in 2012, to in- clude the RHCs affiliated with the hospitals. The focus and goals for clinics centered on quality improvement (QI) for chronic disease management, specifically diabetes, and addressing the clinic’s role in communications and reducing readmissions in partnership with the hospital. The most re- cent cohort of the program (February 2018-2020) involved fourteen “communities,” defined as a CAH and their rural health clinic(s). 3 HISTORY OF iCARE In its ten years of operation, iCARE evolved with its participants to focus on topics that were relevant and timely. In its most recent iteration, partic- ipating CAHs focused on Inappropriate Emergency Department Utilization. Emergency Department (ED) visits are a high-intensity service and a cost burden on the healthcare system, as well as on patients. Some ED events may be attributed to preventable or treatable conditions that could be provided in the clinic. A high rate of ED utilization may indicate poor care management, inadequate access to care or poor patient choices, resulting in ED visits that could be prevented.1,2 For participating RHCs, the program’s focus turned toward patient and family engagement (PFE), and more specifically, establishing Patient and Family Advisory Councils (PFACs). This focus was identified because re- search over the last ten years has pointed to the important role that pa- tients and families play in not only improving patient satisfaction, but in improving patient outcomes, such as shortening hospital stays, reducing falls, and improving safety of care.3,4 Leaders in healthcare have recog- nized that the roles of patients and families in healthcare delivery is essen- tial for improving the patient experience and clinical outcomes, and for de- creasing costs.3,4 This has been reinforced at the national level with the implementation of government programs designed to encourage healthcare organizations to report on specific quality measures, many of which relate specifically to patient engagement. 5 1 Dowd, B., Karmarker, M., Swenson, T., Parashuram, S., Kane, R., Coulam, R., & Moore Jeffery, M. (2014). Emergency department utilization as a measure of physician performance. American Journal of Medical Quality, 29(2), 135-43. http://ajm.sagepub.com/content/29/2/135.long. 2 Agency for Healthcare Research and Quality. (2015). Measures of care coordination: Preventable emer- gency department visits. https://www.ahrq.gov/research/findings/nhqrdr/chartbooks/carecoordination/ measure2.html. 3 Bertakis, K.D., & Azari, R. (2011). Patient-centered care is associated with decreased health care utiliza- tion. The Journal of the American Board of Family Medicine 24(3), 229-239. https://www.jabfm.org/ content/24/3/229.full. 4 Charmel, P.A., & Frampton, S.B. (2008). Building the business case for patient-centered care. Healthcare Financial Management Association. http://pqcnc-documents.s3.amazonaws.com/fpe/ fperesources/BuildingBusinessCasePCCCharmelFrampton2008.pdf. 5 Kuhn, K.J., Mickelsen, L. J., Morimoto, L. N., Larson, D.B. (2016). The use of patient and family advisory councils to improve patient experience in radiology. American Journal of Roentgenology 5(207), 965-970. 4 https://www.ajronline.org/doi/ref/10.2214/AJR.16.16604. CONTEXT: PFACS AND iCARE MEASURES PFACs have been a particularly successful strategy for patient engagement.5 These councils allow communities to gain feedback from patients and their families who frequent the clinic and hospital. PFACs are critical to reducing medical errors, improving healthcare safety and quality, and addressing social determinants of health.5 As part of the last two years of the program, iCARE communities focused on establishing a PFAC if they didn’t already have one, or improving their existing PFAC. iCARE communities also submitted data to help track their QI projects and goals. Participating iCARE clinics re- ported on the following National Quality Forum, or NQF measures, which serve as a national standard for quality improvement and other healthcare