Speakers: Bill Looby "Social Business for Healthcare Social is everywhere. Patients and providers are living in a socially networked world. Healthcare is a social business. Are you ready? Social businesses leverage collaboration capabilities to connect people and break down traditional boundaries. They activate networks of people that apply relevant content and expertise to improve and accelerate how work gets done. This is a demonstration of social business capabilities applied to healthcare for improved patient outcomes and efficiency of care delivery. See examples of connecting providers across acute and ambulatory care settings in new ways via social business technologies and open standards. Featured technologies include IBM Connections social business software for healthcare and IBM InfoSphere® HC solutions built on Initiate® technology.

1. 02/20/2012
Social Business for Patient Care
Coordination
© 2011 IBM Corporation
© 2012 IBM Corporation

2. Healthcare is a Social Business. Are you ready?
• Social is everywhere. Patients and providers are living in a socially networked world.
Healthcare is a social business. Are you ready?
• Social businesses leverage collaboration capabilities to connect people and break down
traditional boundaries. They activate networks of people that apply relevant content
and expertise to improve and accelerate how work gets done.
• This is a demonstration of social business capabilities applied to healthcare for
improved patient outcomes and efficiency of care delivery. You will see examples of
connecting providers across acute and ambulatory care settings in new ways via
social business technologies and open standards.
• Featured technologies are IBM Connections social business
software for healthcare and InfoSphere MDM (formerly Initiate).
© 2012 IBM Corporation

3. In a smarter healthcare system, patients receive collaborative, coordinated
services and care.
GOVERNMENTS CARE DELIVERY ORGANIZATIONS
Provide leadership and political Expand focus on episodic, acute care to
willpower, remove obstacles, encourage more proactive chronic disease
innovation and guide countries to management for illness prediction and
sustainable healthcare delivery. prevention.
DOCTORS, NURSES AND
OTHER CAREGIVERS
COMMUNITIES Collaborate through partnership
with individuals, payers/health
Make realistic, rational decisions plans and other stakeholders, to
regarding lifestyle, acceptable promote and deliver personalized,
behaviors, healthcare rights and evidence-based healthcare.
wellness.
PHARMACEUTICALS AND
DEVICE MANUFACTURERS PAYERS AND HEALTH PLANS
Collaborate with care delivery Promote individual wellness and derive higher
organizations, clinicians and individuals value from the healthcare system by assisting
to create products that improve care delivery organizations and clinicians in
outcomes at lower costs. delivering higher-value care.
Source: “Healthcare 2015 Series,” IBM Global Business Services and IBM Institute for Business Value
© 2012 IBM Corporation

4. Turning Smarter Healthcare into reality requires a new approach – Social
Business – leveraging people networks to provide interconnected, intelligent
and instrumented healthcare.
© 2012 IBM Corporation

5. Social healthcare organizations share common characteristics—they are
highly collaborative and networked.
Connect people, information and systems across
all types of boundaries
Enable people networks to form and dissipate as
needed
Deliver the right content and expertise to the right
people
Improve and accelerate how things get done
Share the data generated by these networks inside
and outside the organization to make better
treatment decisions.
© 2012 IBM Corporation

6. Care Coordination
Information flow
Work
flow
Identification and
Care Coordination Intervention of patient-
specific gaps in care
Analyzing and monitoring Development and
a patient’s use of implementation of care
pharmaceuticals plans with support for
and diagnostic devices the patient, family and
care team
Patient Information
Coordination at the time Coordination and
of transition from one communication among
care setting to another providers
Social Business enables provider and patient communication across systems for
better care coordination
6 © 2012 IBM Corporation

7. Why Social Business for Care Coordination?
Public & private payors are introducing new reimbursement models to incent care coordination
• However, there are many challenges to care
coordination today, e.g. What if?
•
Systems of record not timely or accurate • Providers could easily connect and collaborate
•
Handoffs cross organizational on patient care coordination across
boundaries organizations
• Systems not integrated
Discharge communication provided to post- • Important patient events could be quickly
hospitalization care providers. surfaced to key providers
Ample literature identifies the frequent delays • You could easily connect to your patients online
between the time of patient discharge and written
communications regarding the hospitalization
reaching the principle care providers. Often, the
discharge summary fails to arrive before
follow-up visits and is surprisingly inadequate
Result
or incomplete for the needs of these providers. • Shorten LoS in hospital
(Kripalani, LeFevre et al. 2007) • Avoid non-reimbursable expenses, reduce
AHRQ REPORTS HOSPITALS SPENT $3O.8 BILLION ON 4.4 risk for hospital acquired conditions,
MILLION UNNECESSARY READMISSIONS IN 2006 improve patient workflow / capacity
• Realize faster & better transition, avoid
Is the care plan being followed? Is it effective? Is the patient taking their readmissions - increase bonuses,
meds? As prescribed? eliminate penalties
Did they schedule / keep their GP appt? What was result?
What are their vitals? How is the patient feeling?
© 2012 IBM Corporation

8. PoC Scenario
• The patient is Laurie Thompson, suffering Congestive Heart Failure (CHF).
• Starting point is Laurie’s admission to the hospital.
• Scenario explores the roles involved, collaboration required, and use of social business
technologies to coordinate Laurie’s care as she transitions across care settings
© 2012 IBM Corporation

9. Primary Actors and Care Settings
Laurie Thompson
Patient
Patient Centered Hospital Skilled Nursing Specialist
Medical Home Facility
Henry Riggins Sarah Nicholls
RN Receiving RN
Patricia Carlson Caroline Doogan
Care Manager Cardiologist
Hannah Douglas Steve Norquist
Hospitalist Attending Physician
Philip Cartier
PCP
The challenge:
Effectively coordinate Laurie’s care to achieve a quality outcome.
All while using different systems that may or may not be integrated….
© 2012 IBM Corporation

10. A Collaboration Platform for the Care Team
Extensible collaboration platform
allows providers x-enterprise to find
and communicate with each other
Route, transform, monitor HL7 and IHE
messages between systems. Surface key
milestones to collaboration platforms
Accurate identification of patients and
providers through master data
management
© 2012 IBM Corporation

11. Workflow
• Care Manager (Patricia) logs in
• Patricia creates community for patient (Laurie)
• Patricia finds and invites care team members
• Together they work on care plan for Laurie
• Share files - discharge summary, care plan
draft
• Forum - Q&A, clarifications
• Care plan is communicated to care team
• Notifications (news feed, mobile devices)
• System of record notifications to care team
(patient discharged)
• Laurie is successfully transferred from hospital
to Skilled Nursing Facility
© 2012 IBM Corporation

12. Setting up the Community
© 2012 IBM Corporation

13. Care Team Relationships – IBM Initiate
• Manages patient and provider profiles, relationships, userids
• Easy to find and invite to a community
© 2012 IBM Corporation

14. Collaborating on the Care Plan
© 2012 IBM Corporation

15. Notifications, and Form Factors
© 2012 IBM Corporation

16. Surface Key Patient Events from Core Systems to the Care Team
with Activity Streams
© 2012 IBM Corporation

17. How well are we doing? Analyzing impact of connecting provider
with social business technology
• Patient outcomes (30-day hospital re-admission rate) mapped to measurable online
collaboration and communication among providers
• with IBM CoreMetrics Web Analytics Community access mapped to
outcomes
Usage by role and type of interaction
Usage by time period
Correlate engagement across 30 days with
outcomes
Patient satisfaction
© 2012 IBM Corporation

18. © 2012 IBM Corporation

19. W3C Social Business Community Group – Join us!
• W3C Social Business Community Group – join - http://www.w3.org/community/socbizcg/
• W3C Social Business JAM Report - http://www.w3.org/2011/socialbusiness-jam/report.html
© 2012 IBM Corporation

20. Start your social business transformation with IBM Today…
Next Steps:
 Assess Your Organization: Take the IBM Collaboration Assessment
 Build a Roadmap: Schedule a Social Business Agenda Workshop
Get More Information:
• Whitepaper: The Social Business, Advent of a New Age
• Whitepaper: Forrester Study: Total Economic Impact of IBM Social Collaboration
• Video: Business Value of Social Software
Get Plugged In:
• Register with the IBM Reinventing Relationships Social Media Aggregator
• Follow us on Twitter: SocBizAgenda
Note: Click on the links above for more
information.
© 2012 IBM Corporation

21. Contacts
Joseph Preston – joseph_preston@us.ibm.com
Francois Commagnac – commagna@fr.ibm.com
Deanna Nole – dnole@us.ibm.com
Jacob Eisinger – eising@us.ibm.com
Rich Rogers – rrogers@us.ibm.com
© 2012 IBM Corporation