MED STAFF NEWS - Intermountain Physician
Transcription
MED STAFF NEWS - Intermountain Physician
INTERMOUNTAIN MED STAFF NEWS THIRD QUARTER SEPTEMBER 2015 IN THIS ISSUE OPENING MESSAGE CLINICAL PROGRAM AND SERVICE LINE UPDATE INTERMOUNTAIN BOARD GOALS 18 Cardiovascular 1 2 Message from Brent and Susan 2015 Board Goal Results – July Update INTERMOUNTAIN SYSTEMWIDE INITIATIVES 17 Behavioral Health 18 Imaging Services 19 Intensive Medicine 4 Intermountain Innovations: Using Data to Improve Care and Reduce Costs 21 Musculoskeletal 5 Patient Education Library Now Available on the Health Hub Mobile App 23 Oncology 5 Transparency Initiative – Data Collection and Sharing 25 Pediatrics 7 All Old ID Badges Will Expire on December 31 7 Zero Harm Update 8 Intermountain Health Answers Is Live 9 ICD-10 Implementation Begins October 1, 2015 ICENTRA UPDATE 10 Improvements to iCentra ahead of October 24 Launch in North Region SHARED ACCOUNTABILITY UPDATE 11 New SelectHealth Share Product Launched COMPLIANCE UPDATE 14 Understanding the Anti-Kickback Statute QUALITY AND PATIENT SAFETY UPDATE 15 It Happened Here – Retained Foreign Objects 21 Neurosciences 25 Pain Management 26 Primary Care 27 Surgical Services 29 Women & Newborns SELECTHEALTH UPDATE 30 Request for Confirmation of Diagnoses 30 SelectHealth Advantage Home Visit Evaluations 31 M-Tech Reviews Healthcare Technologies 32 Medical Policy Bulletin NEWS FROM THE REGIONS 38 New Regional Vice President Joins Intermountain’s Central Region FITNESS FEATURE 39 If We Want Kids to Be Physically Active, Make It Fun! DEAR COLLEAGUES, In our continuing efforts to improve communication between Intermountain and credentialed practitioners, we are pleased to present the 8th installment of Intermountain Med Staff News, our quarterly newsletter for the medical staff. We hope that you will find timely information and news that will keep you informed and up to date. To make navigation easy, you can click on any article noted in the table of contents that is of interest to you and you will be taken directly to that article or, of course, you can read the entire newsletter. We encourage you to reach out to either of us if you have questions, comments, or suggestions. Thank you for all that you do in support of Intermountain Healthcare and the patients and communities we serve. Sincerely, Brent Wallace, MD Susan DuBois Chief Medical Officer Intermountain Healthcare [email protected] (801) 442-3866 Assistant Vice President Physician Relations and Medical Affairs [email protected] (801) 442-2840 INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 1 INTERMOUNTAIN BOARD GOALS 2015 BOARD GOAL RESULTS JULY UPDATE JULY 2015 – BOARD GOAL PROGRESS Clinical Excellence PROGRESS Create the foundation and framework for “Zero Harm” (eliminated all avoidable medical errors) Patient Engagement Goal is on track Goal is on track Hospital Value-based Purchasing Patient Experience Domain On Track Medical Group Rating Clinic Experience as Excellent On Track SelectHealth Rating their Health Plan 8-10 On Track Complete two of the following to be on track: Goal is on track iCentra installed in two regions Off Track iCentra installed in three regions Off Track 30 med-surg commodity categories will be standardized by June 30, 2015. By the end of the year, achieve at least 90% compliance for these 30 categories and have an additional 30 categories committed to standardization in 2016. On Track Demonstrated improvement for enhanced completeness of documentation and coding Of Concern Operational Effectiveness Physician Engagement Goal is on track 75% of affiliated physician practices that request iCentra interfaces will have access On Track New payment model in place with physicians participating in the shared accountability product by the end of 2015 Of Concern Geographic region committees will be functioning in at least four regions Of Concern INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 2 TABLE OF CONTENTS INTERMOUNTAIN BOARD GOALS, CONTINUED Community Stewardship NEXT Goal is on track Develop Value-based SelectHealth Commercial Product for launch by January 1, 2016 On Track Achieve 95% of Cash Flow Target On Track Achievement of Community Benefit Initiatives On Track Employee Engagement Goal is on track LiVe Well Goal – 70% of employees enrolled in a medical plan will earn the LiVe Well participation incentive for at least one quarter. To receive a payout an employee must complete two learning modules and one LiVe Well activity. On Track Achieve a Gallup Accountability Index score of 4.33 Off Track Achieve a Gallup Grand Mean score of 4.15 On Track If you have questions, please contact Brent Wallace, MD, at [email protected]. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 3 INTERMOUNTAIN SYSTEMWIDE INITIATIVES INTERMOUNTAIN INNOVATIONS: USING DATA TO IMPROVE CARE AND REDUCE COSTS At Intermountain Healthcare, we successfully use data to drive value within our healthcare system. This approach allows us to better understand, and ultimately treat, diseases; eliminate waste from the system; align incentives so they match desired outcomes; and provide clinicians with all the information they need to deliver high-quality care. Essentially, our data-driven model helps us improve health outcomes and reduce overall costs. Here are current examples of Intermountain innovations that harness the power of data to drive value: DATA-DRIVEN CARE PROCESS MODELS • Targeting Zero Initiative: This initiative reduced surgical site infection rates by over 50 percent, resulting in 33 fewer serious infections at Intermountain Medical Center per year, reduced patient suffering, and saved $650,000 per year. • Enhanced Recovery After Surgery (ERAS) Program: This program aimed to standardize bowel surgery and resulted in patients being able to go home two to four days earlier and with fewer complications. The cost of the surgery dropped from $18,000 per patient to $12,000 per patient. • Activity Tracker Protocol: Giving patients pedometer watches to measure and remind them to walk after surgery led to increased walking, shorter length of stay, and a 50 percent reduction in readmission rates. Intermountain is the leader in this research and development. DATA-DRIVEN, PHYSICIAN-SPECIFIC REPORT CARDS ON OUTCOMES AND COSTS • Blood Utilization Program: This program led to a 38 percent reduction in the number of patients who get transfusions in our system, $7.5 million less in charges to patients for blood products over 18 months, decreased hospital acquired infections, and decreased 1-year mortality. • Tonsillectomy Study: We studied the cost and outcomes of five different ways we do outpatient tonsillectomies on 20,000 children to determine the technique with the best outcomes, lowest cost, and highest patient/parent satisfaction. We were able to share this data with our ENT surgeons who each have their own score card and can see how they compare to their peers. This has led again to a change in practice that has decreased cost and complications. At Intermountain Healthcare, we successfully use data to drive value within our healthcare system. POINT-OF-CARE COSTING INFORMATION TO ALLOW TRUE MARKET FORCES TO OPERATE • ProComp Surgical Data System: We invented the ProComp surgical data system that allows surgeons and OR staff to see the true cost of everything we use to care for patients. The surgeons and surgical teams have this information in the operating room at the point of healthcare delivery. Sharing this data with the surgeons, along with their outcomes, led to the surgeons deciding what was worth the cost and what was not on behalf of their patients. This led INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 4 TABLE OF CONTENTS INTERMOUNTAIN SYSTEMWIDE INITIATIVES, CONTINUED to $43 million in savings in 2014 and $38 million in lower charges to payers in the same time period. This is currently being commercialized to share with other healthcare systems. EQUIPMENT-SPECIFIC VALUE DATA ANALYSIS • EEA Staplers: After a cost and outcomes analysis of two EEA staplers showed that both devices have the same outcome, we got the supplier of the more expensive device to match the price of the less expensive device, saving $235,000 per year. If you have questions, please contact Mark Ott at [email protected]. PATIENT EDUCATION LIBRARY NOW AVAILABLE ON THE HEALTH HUB MOBILE APP Intermountain’s patient education library is now available through the Intermountain Health Hub mobile app. This on-the-go resource gives your patients easy access to health information documents you may share during a clinic or hospital visit: Patient Fact Sheets, Let Talk About… info sheets, etc. NEXT We encourage you to let your patients know about this convenient resource. The patient education feature lets patients and physicians: • Easily search for documents by name • Navigate through a consumer-friendly list of medical topics • Filter adult versus pediatric documents • “Favorite” documents for easy future reference • Save documents to a mobile device • Quickly share documents with others through email You and your patients can download the Health Hub app from Intermountain’s Mobile App Center or directly from the App Store or Google Play. Search for “Intermountain Health Hub.” Intermountain’s Mobile App Center If you have questions, please contact Tammy Richards at [email protected]. TRANSPARENCY INITIATIVE DATA COLLECTION AND SHARING Intermountain’s overall transparency initiative is designed to provide clinicians and patients with complete and accurate data on patient experience (satisfaction), healthcare costs, quality, and patient safety. We believe strongly that this type of data will engage patients in making healthcare decisions and will help clinicians improve overall outcomes in these areas. DATA COLLECTION AND SHARING A recent study conducted by National Research Corporation looked at people’s behavior as they determine who to go to for healthcare. The study discovered the following: • 77 percent of consumers begin their healthcare search online • 45 percent read online reviews before booking an appointment INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 5 TABLE OF CONTENTS INTERMOUNTAIN SYSTEMWIDE INITIATIVES, CONTINUED • 29 percent of consumers claim that viewing online ratings/reviews is their first step in a doctor search • 1 out of 3 patients said they have changed their mind after reading negative reviews online • 52 percent of seniors ages 65 and older view ratings/reviews • 70 percent of consumers would like to see performance data before choosing a healthcare provider Recognizing the importance of this type of consumer data, we partnered with Dan Jones/Cicero to survey SelectHealth and Medical Group patients by telephone about their outpatient clinic visit experience beginning in March 2015. These surveys consist of nine approved CG-CAHPS patient experience questions. The data collected from the surveys is shown as star-ratings (generated by our third party partner, National Research Corporation) and patient comments on a public site. We began sharing the results and verbatim comments with physicians on June 1, 2015 and began posting the star-ratings and verbatim comments on our public-facing provider directories on July 31, 2015. KEY ELEMENTS OF THE PATIENT EXPERIENCE TRANSPARENCY INITIATIVE • Patients are notified at the beginning of the phone survey that their responses are anonymous and will be used to create a star-rating. They are told their comments will be posted on Intermountain and/or SelectHealth’s provider directories. • Questions are limited to only the patient/physician interaction at the time of the appointment. NEXT verbatim comments. Of those comments, 83 percent of comments were positive, 7 percent were negative, and 10 percent were a mix of positive and negative. NEXT STEPS The next priorities for the patient experience transparency initiative are to focus on the following: • Patient experience with physicians for hospital-based outpatient services: Outpatient Surgery, Emergency Room, and Radiation Oncology • Patient experience with physicians for InstaCare, KidsCare, and WorkMed • Patient experience with physicians for inpatient services • Clinic level ratings / comments (roll-up of all physicians) • Inclusion of all clinicians • Hospital ratings and comments If you provide outpatient services, please take the time to review your ratings by logging into the Physician Portal at www.intermountainphysician.org, then click on the patient experience link under tools and resources. We understand this initiative may raise questions or concerns for physicians. If you have questions or would like more information about the initiative, please contact Dr. Brent Wallace, Chief Medical Officer ([email protected] | 801.442.3866) or Susan DuBois, AVP, Medical Affairs ([email protected] | 801.442.2840). • Physicians need at least 30 ratings to have a public profile. • Ratings will roll off the public site on an 18-month cycle. • The data are updated daily. • All comments are reviewed. We are committed to posting all comments so long as they don’t contain vulgar language or patient identifiable information. • Physicians are notified when we receive a negative comment before it is posted to the public-facing directory. Between March 1, 2015 and July 31, 2015, we collected 70,533 patient surveys. During that same time frame, we collected data on 2,211 physicians, with the average starrating for these physicians being 4.64 out of 5. More than 1,400 physicians met the required 30 ratings and have a public profile. About 90 percent of all patients provided INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 6 TABLE OF CONTENTS INTERMOUNTAIN SYSTEMWIDE INITIATIVES, CONTINUED ALL OLD ID BADGES WILL EXPIRE ON DECEMBER 31 As you may know, all Intermountain employees and affiliated physicians are currently transitioning to a new ID badge. This new ID badge enhances patient safety at our facilities, as well as complies with a new state law regarding healthcare provider identification. If you have not gotten your new badge yet, please do so as soon as possible. NEXT ZERO HARM UPDATE As a result of your help over the past few months, we have completed the first of three important milestones in our journey toward Continuous Improvement – Zero Harm. After December 31, all old badges will expire. You will not be able to access Intermountain’s clinical systems, computers, buildings, Kronos, Courier Services, and other resources without your new badge. You can get your new ID badge during regular work hours (9 a.m. to 5 p.m.) at the following locations: • Any Intermountain hospital in Utah • Intermountain’s Employee Services Center in Murray • Intermountain’s Central Offices in downtown Salt Lake City Call ahead to the Security or Human Resources Department in your region to make sure there is ID badge coverage at the time and location you plan to visit. Contact your manager to see if Human Resources will be scheduling an ID badge session at your clinic. Some medical staff have requested two name badges to keep in multiple locations when they’re on call (in a spouse’s car, for instance). If you’re regularly on call or otherwise need two badges, you can make the request wherever you get your badge (usually Security or HR, depending on the facility). Allowing two badges is ultimately at the discretion of each hospital’s medical director. Name Badge FAQ If you have any questions about getting your new ID badge, please review the Name Badge FAQ or contact the Security or Human Resources Department in your region. Diagnostic and safety culture assessments are finished at each of our hospitals and in the Salt Lake Clinic, Central Region. These assessments involved: • Reviewing all serious patient harm events over the last three years • Classifying those events in serious safety event categories • Calculating a Serious Safety Event Rate (SSER) for the hospital/regions and Salt Lake Clinic • Completing interviews with hundreds of staff, leaders, and physicians across the Intermountain system to help understand current perceptions of our safety culture Our data suggests that although we have a strong vertical approach to keep patients safe – for example, our best practice care process bundles like central line infections, surgical site infections, and hand hygiene monitoring – this tactical approach is not sufficient. We need to establish a horizontal/cultural approach based on behavioral interventions if we expect improved safety for our patients and staff. This cultural shift must be owned and lead by physicians. In partnership with Healthcare Performance Improvement (HPI), we are currently educating all Intermountain physicians, leaders, and staff on targeted leadership commitments. In the next few months you will be invited to participate in Leadership Methods classes. You can begin to practice these commitments (shown below) and implement the accompanying behaviors immediately. The Safety Commitments documents and other tools are available on the Intermountain Zero Harm website. continued on next page INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 7 TABLE OF CONTENTS INTERMOUNTAIN SYSTEMWIDE INITIATIVES, CONTINUED NEXT Many of you will be asked to participate in education, attend daily safety briefs, and join Safety Event Review Panels (SERP teams). Our Continious Improvement – Zero Harm efforts must by driven and supported by each of you. If you have further questions, please contact Brent Wallace, your Regional Performance Improvement Leader, or your Regional Quality Director. INTERMOUNTAIN HEALTH ANSWERS IS LIVE POST-DISCHARGE PATIENT CALLING SERVICE Intermountain Health Answers launched discharge calling at Intermountain Medical Center and LDS Hospital for inpatients and ED patients. Patients receive an automated call 24 to 48 hours post discharge to follow up on clinical symptoms and to ensure they make a seamless transition back to a primary care provider. They are asked about their understanding of their discharge instructions, getting prescriptions filled, and getting followup appointments scheduled. If they have any concerns, a registered nurse from the Clinical Communications Center calls them back to answer questions and resolve any issues. The rest of the Central Region and Primary Children’s Hospital will receive the service over the next few months. It will be implemented throughout the system by Q1 2016. After Leadership Methods training is complete, every leader, physician, and Intermountain employee will be expected to complete Error Prevention training. These techniques will further specify six behavioral changes we can all learn, practice, and incorporate into our individual daily practice. Once trained, together we will be 10 times less likely to experience a human error and harm a patient. You, as a physician, set the tone and move us along our course by: • Demonstrating a commitment to safety • Giving people license to speak up for safety, then thanking them for doing so • Practicing the six error prevention techniques It’s not just about being seen, it’s about what you are doing and asking. Early results have been very positive. The automated call has reached 60 percent of inpatients, with 14 percent requiring a follow-up call for issue resolution. The reach rate for ED patients is at 42 percent, with 7 percent requiring a follow up. The nurses have helped patients schedule follow-up appointments, clarified discharge instructions, and assisted in getting prescriptions filled. A Success Story A patient was discharged from an inpatient unit. When the nurse from the Clinical Communication Center talked to her, the patient shared that she did not have a required oxygen tank. The nurse was able to conference with the home health agency and make arrangements for a prompt delivery of the needed equipment. INBOUND ADVICE LINE The inbound advice line is up and running 24/7 for SelectHealth members and uninsured patients who have INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 8 TABLE OF CONTENTS INTERMOUNTAIN SYSTEMWIDE INITIATIVES, CONTINUED medical concerns. Using nationally recognized protocols, the RNs triage patients to the most appropriate care setting, which will range from home care to the emergency room. Initial call volume has been predictably slow, but an increase is expected as marketing materials are distributed. NEXT (IPAS) will also provide additional training to all inpatient physicians, including affiliated providers, and is currently scheduling training meetings before October 2015. In addition Medical Group coders will provide education and training to all Intermountain employed physicians. CMS Press Release - July 6, 2015 If you have any questions about Health Answers, please contact Ben Becker, Director of the Clinical Communication Center, at 801.442.3258 or [email protected]. ICD10 IMPLEMENTATION BEGINS OCTOBER 1, 2015 According to a CMS press release on July 6, 2015, the Centers for Medicaid and Medicare Services (CMS) and the American Medical Association (AMA) announced a joint effort to ease the transition from ICD-9 to ICD-10 for physicians, providers, and payers. “The International Classification of Diseases, or ICD, is used to standardize codes for medical conditions and procedures. The medical codes the US uses for diagnosis and billing have not been updated in more than 35 years and contain outdated, obsolete terms. On October 1st, the transition for ICD-9 to ICD-10 will occur. Medicare claims processing systems will not have the capability to accept ICD-9 codes for dates of services after September 30, 2015, nor will they be able to accept claims for both ICD-9 and ICD-10 codes.” Intermountain Healthcare is committed to adopting the new ICD-10 standards scheduled to go live on October 1, 2015. Providers can begin to familiarize themselves with these new standards by reviewing Precyse University’s compliance training content available on Intermountain’s ICD-10 website. The Intermountain Physician Advisory Service Intermountain’s ICD-10 website ICD-10 CONTACTS BY REGION REGION CONTACT PERSON/EMAIL North Region Dr. Timothy Trask timothy.trask@ intermountainmail.org Central Region Dr. Jason Spaulding [email protected] South Region Dr. Daniel Ricks [email protected] Southwest Region Dr. Christine Foster [email protected] Rural & System Dr. Masood Safaee [email protected] Medical Group Adam Freebairn [email protected] Jason Denson [email protected] If you have any questions or you need additional information regarding ICD-10 education, please contact the appropriate person listed above. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 9 iCENTRA UPDATE IMPROVEMENTS TO ICENTRA AHEAD OF OCTOBER 24 LAUNCH IN NORTH REGION iCentra will be implemented starting October 24 at McKay-Dee Hospital, Cassia Regional Medical Center, and Medical Group clinics in Weber and North Davis counties. The iCentra configuration required for these locations is nearing completion and will be finished and tested in August. Below are details about what we learned from the first iCentra implementation in Logan and Bear River, what improvements we made to the system, and how training will be provided to those in the North Region. • Since going live in Logan and Bear River earlier this year, we’ve worked with our colleagues in the North Region to understand and improve the user experience and expand the support resources available to all users. We redesigned key workflows, and the majority of employees and physicians are using the system effectively. • We’ve made significant improvement in stabilizing the system. Now 99 percent of sessions are disruptionfree. Initial problems with software memory leaks that caused slowdowns or freezes have substantially improved. • The majority of Revenue Cycle metrics have improved, and we’re keeping up with new accounts and claims. Some earlier work queue issues are still being resolved, but bills are going out and are being paid. • We heard from many of those in the first implementation that we needed to completely retool the training curriculum, so we made many sweeping improvements to the learning process that happen both before and after go-live. • Physician training will focus on computerized physician order entry and their most common workflows. In the hospital, these include admission, rounding, discharge, and some examples of complex orders. • Physicians will complete a self-assessment to establish readiness. One-on-one assistance with a physician coach will supplement any knowledge gaps. Best practices for physicians, such as the use of templates and macros in Dragon Dictation, are included in the training activities. • Staff training will consist of classroom and on-unit practice as they learn new workflows. • The training domain includes most of the recent system changes and is quite similar to the production environment. New items that can’t be put in the training domain are being identified to address with staff. • An important reminder for physicians and staff: Pre go-live training is the first step of training. Most learning occurs as you use iCentra. We’ll be communicating soon about how physicians and nurses in the North Region can practice in iCentra in the months preceding implementation. Intermountain has always been a leader in using technology in innovative ways to help everyone work together to improve care. iCentra represents the next step toward meaningful solutions and technology that physicians, nurses, and healthcare consumers can use now and into the future. If you have any questions, please email [email protected]. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 10 SHARED ACCOUNTABILITY UPDATE NEW SELECTHEALTH SHARE PRODUCT LAUNCHED Recently, Intermountain Healthcare reached an important milestone in our journey toward high-value healthcare with the announcement of SelectHealth Share—a new commercial health plan product for large employers effective January 2016. This product represents many years of planning and effort from both Intermountain and SelectHealth. SelectHealth Share offers affordable and predictable rates—a three-year proposal with guaranteed rates in years two and three. For participating large employers starting in 2016, the guaranteed rates for years two and three is 4 percent—closer to the general inflation rate. This rate structure is revolutionary and transformative in the health insurance market. With SelectHealth Share, all participants are accountable: • Provider compensation reflects productivity, quality, service, and total cost-of-care goals communication applications, and cost transparency. Patricia R. Richards, President and Chief Executive Officer for SelectHealth, says, “We believe that a highly engaged, collaborative relationship between individuals and their providers is the foundation for high-value care at an affordable cost, while helping people live the healthiest lives possible.” Built on a population health model. Distinct from historical fee-for-service health plan products, SelectHealth Share is built on a population health model that rewards highly effective care. In this context, population health is when healthcare provider organizations (health systems, hospital organizations, physician groups) take on financial accountability for the health of a population. A payer, such as SelectHealth, contracts with the provider organization to prepay a set dollar amount for a covered population (such as a group of employees). We are committed to improving population health. This is consistent with our mission— helping people live the healthiest lives possible. The SelectHealth Share product is an example of tangible savings to patients and the community. We believe this approach, which is based on a sustained commitment from all participating parties, is the future of healthcare. • Employers support and engage employees in a culture of health • Employees collaborate in making decisions that affect their care and its cost • SelectHealth provides innovative benefit plans that engage members for better health This is a sustainable model, driving continued innovation, affordable costs, and better health outcomes. Numerous tools are used to support this unique arrangement, including advanced product designs, engaging wellness programs, care management, digital and telehealth INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 11 TABLE OF CONTENTS SHARED ACCOUNTABILITY UPDATE, CONTINUED INTERMOUNTAIN AIMS TO PROVIDE HIGHER QUALITY CARE WHILE CREATING A MORE AFFORDABLE COST TREND LINE. When Intermountain launched our Shared Accountability efforts in 2011, we had just completed a five-year projection showing our patient revenue growing at historical rates. We set a goal to bring the healthcare trend line down by growing healthcare spending at a slower rate. Our goal was to provide all the appropriate care, continue to improve quality, and bill the community $700 million less by 2016 than we would have if we didn’t make any changes. We will achieve $300 million projected savings to the community through efficiencies and economies of scale. An additional $120 million in lowered projected cost increases will be achieved through continued improvements in supply expenses and through our Staffing Best Practices initiative. The remaining goal of $280 million in lowered projected cost increases will come through better managing the amount of healthcare provided, or “right-sizing” utilization by following best practices related to appropriate use of tests and treatments. We are on track to achieve our goals. Last year, we collected $400 million less than we would have collected had we not launched the Shared Accountability initiative. Overall, demand for healthcare will continue to grow. By providing care as effectively as possible, we can optimize health, maintain high clinical quality, and “bend the cost curve” so that care is more affordable and available to those who need it. NEXT A network of more than 2,200 physicians supports SelectHealth Share. SelectHealth has contracted with physicians to serve on provider networks supporting SelectHealth’s Share, Medicare Advantage, and Medicaid products. These networks will grow to meet the overall demand of the marketplace. Participating physicians agree to “18 Shared Commitments” covering: • Clinical excellence, integration, and improvement • Patient access • Accountability, operational commitment, and mutual respect We are developing measurement tools for these commitments to be mutually supportive and to enable collective success. As a true collaborative effort, physicians are involved at all levels of development and governance. A physician payment model supporting these networks pays for care provided, plus a performance-based payment for meeting quality, service, and budget goals. A Physician Payment Governance Committee, chaired by Chief Medical Officer Brent Wallace, MD, will make recommendations on measures, targets, and incentives; consult on changes to and implementation of the model; consult on population health contracts; and solicit input from physicians. Committee members include affiliated physicians, Medical Group physicians, Intermountain leaders, and SelectHealth leaders. Expanding the model to other health plan payers. In addition to SelectHealth products, Intermountain plans to enter into similar population health contracts with other highly aligned health insurance payers. Intermountain plans to contract with Intermountain Medical Group and affiliated providers to organize a new Intermountain provider network. This network will be similar to the SelectHealth Share network, but will be a legally distinct network to comply with Utah law. Intermountain will offer this new provider network, along with hospital and other healthcare services, to highly aligned payers for population health contracts. Physicians must be on the SelectHealth Share panel to participate in the new Intermountain network. However, if a physician chooses not to participate on the Intermountain network, it will not affect their relationship with SelectHealth. Further, providers participating on the Intermountain provider network do not need to accept patients from all payers that enter into population health contracts with Intermountain. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 12 TABLE OF CONTENTS SHARED ACCOUNTABILITY UPDATE, CONTINUED NEXT Geographic committees are organized in each region to support physicians in providing care to people through timely access to network clinics and hospitals, service excellence, quality of care, use of resources, and other shared commitment objectives. These committees are co-chaired by physician and administrative leads and include both Medical Group and affiliated physicians. Geographic committees do not have operational responsibilities. Improving quality of care while keeping costs affordable is a key priority for Intermountain Healthcare, as articulated by our vision, which says we’ll “Be a model health system by providing extraordinary care and superior service at an affordable cost.” If you have any questions, please contact Steve Burrows at [email protected]. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 13 COMPLIANCE UPDATE UNDERSTANDING THE ANTIKICKBACK STATUTE At Intermountain we aim to foster a culture of ethical behavior and compliance with federal and state regulations and organizational standards. As a physician, you play an important role in ensuring compliance at your clinics and hospitals. Please be aware of specific regulations related to your field, such as the Anti-Kickback Statute, and report concerns. CASE STUDY Health Diagnostic Laboratory, Inc. (HDL) opened in 2008 and sold laboratory tests that measured cardiovascular biomarkers. With their process, as many as 28 tests could be conducted on one vial of blood. Medicare may pay as much as $1,000 for some configurations of these bundled tests. By 2013, HDL reported $383 million in revenue. HDL was allegedly paying physicians between $10 and $17 per referral for processing and handling fees, significantly higher than most other labs. Some physicians reportedly made thousands of dollars a week from this arrangement. The lab also had a practice of routinely waiving patient co-pays and deductibles, leading to the submission of unnecessary tests billed to federal healthcare programs like Medicare. As a result, three whistleblower lawsuits were filed under the federal False Claims Act, and the Department of Justice (DOJ) intervened. The DOJ alleged that the processing and handling fees were kickbacks to induce physicians to refer patients to HDL. While admitting no guilt, HDL settled for $47 million, entered into a five-year corporate integrity agreement with the Department of Health and Human Services’ Office of Inspector General, replaced its CEO, filed for Chapter 11 bankruptcy protection, and is awaiting permission from the Bankruptcy Court to sell the company. The takeaway message from this case study is something we instinctively know – if it sounds too good to be true, it probably is. Caution is advised when entering into arrangements where the remuneration (on either side of the transaction) is not commercially reasonable. For example, when items or services are offered for free or far below fair market value or when payment for services greatly exceeds the normal going rate, there may be some risk that one party is trying to induce or reward referrals from the other. The Anti-Kickback Statute prohibits offering, paying, soliciting, or receiving remuneration to induce referrals of items or services covered by federally funded programs. The statute is intended to ensure that medical judgment is not compromised by improper financial incentives and is instead based on the best interests of the patient. Kickbacks are said to drive up the cost of federal healthcare programs with medically unnecessary tests. Violation of the statute constitutes a felony punishable by a maximum fine of $25,000, imprisonment up to five years, and automatic exclusion from federal healthcare programs. The Anti-Kickback Statute is also often used as the basis for a False Claims Act prosecution. The DOJ says that the False Claims Act is one of its most powerful tools to control financial fraud in federally funded healthcare programs. Since January 2009, it has recovered more than $15.2 billion in such cases. Please be attentive to your transactions as criminal liability attaches to both sides of such a transaction under the AntiKickback Statute. If you have any questions or concerns regarding compliance at Intermountain, please contact Don Martin at [email protected]. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 14 QUALITY & PATIENT SAFETY UPDATE IT HAPPENED HERE RETAINED FOREIGN OBJECTS Learning From Our Mistakes CASE #1 DISPOSABLE WASHCLOTH A baby’s umbilical cord tore during delivery, and the mother suffered a 2nd degree laceration. The physician placed a disposable washcloth in the vagina to help control the bleeding, turning his attention to the infant with concern of hypovolemia due to the torn cord. Radiopaque sponges with tails are usually used in the vagina. During the laceration repair, the physician failed to recheck the vaginal cavity. A pre and post-delivery sponge count was performed and recorded as correct. Washcloths are not part of the count procedure. What We Learned • What were the causes: (equipment/supplies) Physician used washcloth instead of the radiopaque sponges. • What we learned: Equipment/supplies should be used for intended purposes only. Any deviation from the normal process needs to be communicated to all procedural team members and documented. CASE #2 WOUND VAC GRANUFOAM DRESSING Six days after a back fusion, a 43-year-old female returned to the hospital with a wound dehiscence and infection. She returned to surgery for an I & D. A Wound VAC was placed with six Granufoam dressings used during the procedure. The patient underwent multiple dressing changes over time. The patient continued to spike fevers and developed significant mental status changes, elevated white blood count, and hypoxia. The wound was explored, and retained Granufoam dressings from the original Wound VAC application were discovered deep in the wound. What We Learned • What were the causes: (procedural compliance) Surgeon did not document the number of Granufoam dressings used on the correct form or in the operative report. As a result, the OR staff and the nursing staff on the unit were not aware of the number of Granufoam dressings originally inserted. • What we learned: Use the appropriate procedure and documentation forms and communicate to all team members. CASE #3 HEMOVAC A 53-year-old male had a right total hip replacement with a Hemovac drain placed but not sutured to the skin. At the end of the case, the scrub tech held the dressings and drain tubing in place and trimmed the tubing too close to the skin. This caused the drain tubing to pull back into the patient’s skin as the surgeon removed the drapes. Team members assumed the drain had come out and steristripped the wound. Drain segments were not inspected. The surgeon was informed the drain had accidently come out. Charting initially stated drain placement. This entry was later crossed out. On post-op x-ray, the retained drain segment was not obvious. Upon returning six weeks later, the retained drain segment was identified on x-ray and removed without complications. What We Learned • What were the causes: (distraction) Scrub tech distracted by multiple end-of-case activities and inadvertently cut drain tubing off too short, thus it pulled back under the skin and was not seen. (handoff) When patient was transferred to other areas for ongoing care, care providers did not notice there was no Hemovac drain in use, which is standard in a hip replacement procedure. • What we learned: ALL individuals who care for patients need to be empowered to ask questions INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 15 TABLE OF CONTENTS QUALITY & PATIENT SAFETY UPDATE, CONTINUED and speak up if things are out of the norm. We will learn more about this as Zero Harm techniques are rolled out regionally. In this case, no one stopped and questioned why there was no drain placed on a post-op hip patient. No validation steps were taken by the physician and staff in consideration for risk of a retained foreign object. CASE #4 PORT-A-CATH A 24-year-old female required a port-a-cath for chemotherapy. This device has three pieces – the last part should be tightened prior to insertion. The cath was placed in Interventional Radiology and when no longer needed, removed without difficulty about eight months later. Approximately seven weeks after removal, the patient noticed a hard lump in her chest. She was already scheduled for an additional scan to evaluate response to chemo. During this exam, a retained piece of the cath was seen in the chest area. It was removed without difficulty. NEXT • What we learned: It was not clear who was accountable for inspection and documentation of the device. No clarity of roles. It is important to remember to submit an iReport anytime there is a device malfunction or failure. This action will support further notification to the FDA for future product improvement. CONFIDENTIAL: This information is for an Intermountain Healthcare Peer or Care Review Committee to evaluate and improve healthcare. See Utah Code 26-25-1, et seq., U.R.C.P. 26(b)(1), or Idaho Code 39-1392, et seq. If you have questions, please contact Jeanne Nelson at [email protected] What We Learned • What were the causes: (human factors) The individual who is explanting a device needs to inspect the device upon removal to ensure it is complete and all pieces, including the cuff, are accounted for and documented appropriately. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 16 CLINICAL PROGRAM & SERVICE LINE UPDATE Behavioral Health AN INTEGRATED APPROACH TO BEHAVIORAL HEALTH CARE The Behavioral Health Clinical Program continues to implement a model that emphasizes overall health and wellness, integration of services, and treatment of each patient in the most appropriate setting. A systematic approach is in place to enhance current services and increase coverage across the system. Work has begun in three regions to introduce Behavioral Health Access Centers. The BHCP is assisting regional leadership teams to define Access Center roles and anticipate budgeting and recruiting needs. Behavioral Health teams in every region are actively involved in recruiting providers and clinicians to meet these demands. The Behavioral Health Clinical Program is revising its webpages on Intermountain.net to meet providers’ varied needs. New pages will increase access to resources, share information, and connect providers between specialty and primary care clinics. In collaboration with United Way of Salt Lake, Intermountain’s Integrated Care Management team has established a resource list called 2-1-1 for use by providers and clinicians. Links to 2-1-1 are located on the new BHCP Community Resources page, along with additional mental health and substance use disorder resources by community. In addition to new resources, the Behavioral Health Clinical Program has been presenting the Suicide Prevention Care Process Model at Medical Group Clinical Learning Days. Acute care sessions have been held at various facilities with Behavioral Health Units. Program leadership invites any groups that may be interested in a thorough review of the Suicide Prevention CPM or the Substance Use Disorder CPM to please contact Carolyn Tometich. If you have any questions about Behavioral Health Clinical Program activities, please contact Carolyn Tometich at [email protected]. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 17 Cardiovascular INTERMOUNTAIN CV PROGRAMS RECEIVE NATIONAL ATTENTION Within the Cardiovascular Clinical Program, we continuously refine our clinical processes in order to ensure high-quality care, service, and value for our patients. This commitment to excellence is reflected in the success of our CV programs, which recently received national attention. Our program to rapidly treat STEMI patients systemwide specifically gained national recognition for its success. Likewise, our heart failure program was recognized for having some of the lowest 30-day readmission rates in the nation for hospitalized heart failure patients. ICENTRA UPDATE We are excited by the progress being made to develop comprehensive order sets for most clinical processes in cardiology, electrophysiology, CV surgery, vascular surgery, and thoracic surgery. These order sets appear to successfully manage the office/hospital workflows using the Cerner structure. Many clinicians throughout our system have contributed significantly to the clinical content. If you have questions, please contact Donald Lappe at [email protected]. Imaging Services TRANSITION TO STRUCTURED REPORTING OF IMAGING EXAMINATIONS Radiology reports are produced using voice dictation. Traditionally, each radiologist has used his or her personal approach, resulting in reports that vary considerably in style, completeness, and content. In an effort to better serve the needs of referring clinicians, Intermountain Imaging Services is working with subspecialty radiology leaders (section chiefs) and their respective clinical colleagues to develop and deploy a standardized system for formatting imaging reports. The intent is to: 1) standardize formatting and headings; 2) ensure that clinical content required by referring physicians is always included in the report; and 3) bring consensus between radiology and other clinical leaders around standardized content based on best medical evidence. The first set of standardized reports deployed on August 11. These reports were largely in pediatrics, but also included standards for lung cancer screening CT reports. These standardized reports were developed with significant multidisciplinary input. Multidisciplinary groups are working on standardized templates for other exam types, and the portfolio of standardized report structures will increase over time. We are confident that these changes will improve efficiency for referring physicians and improve the completeness and accuracy of imaging reports. If you have questions, please contact Keith White at [email protected]. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 18 Intensive Medicine FOCUS ON REDUCING OPIOID ABUSE AND MISUSE Dr. Brent James memorably said, “We count our successes in lives.” In cooperation with Intermountain Healthcare Community Benefits and the State Department of Health, the Intensive Medicine Clinical Program (as well as several other clinical programs) has embarked upon a multiyear initiative to reduce unintentional deaths due to opioid abuse and misuse. It was a long and winding road that got us here, and it will take a sustained effort to reverse the trend of this healthcare tragedy. As many clinicians know, over the last two decades, hundreds of thousands of Americans have died from unintentional overdose on prescription medications. Opioid pain relievers, such as morphine, hydrocodone, oxycodone, and methadone, are the class of medication most strongly associated with these deaths. Trade names of these medications are among the most widely recognized prescription drugs in America: Vicodin, Lortab, and Percocet. Many times our patients ask for these medications by name. In the 1990s, the American Pain Society launched a campaign to highlight the under-treatment of pain by American physicians. The campaign recommended more frequent pain assessments and improved analgesia through use of opioid pain relievers. (The campaign was funded and strongly influenced by manufacturers of these drugs.) The Federation of State Medical Boards, the Joint Commission, and other influential healthcare organizations soon adopted policies supporting this emphasis on pain control. Physician colleagues in all specialties decried the unnecessary suffering of our patients due to inadequate use of opioid pain medications. The number of opioid prescriptions subsequently skyrocketed. Between 1991 and 2013, the number of opioid prescriptions in the United States doubled on a per-capita basis from 76 million prescriptions in 1991 (305 prescriptions per 1000) to 207 million in 2013 (655 prescriptions per 1000).(1) The quantity of opioids prescribed increased even more quickly. Between 1997 and 2007, the per-capita dose of prescribed opioid in the United States increased from 96 milligram morphine equivalents (MME) to 700 MME. This quantity would be sufficient for every US adult to take a 5mg tablet of hydrocodoneacetaminophen (Vicodin) every four hours for a month.(2) As prescription volume and strength increased, rates of death increased in parallel.(2) Prescription opioid overdose deaths more than tripled from 1991 to 2011, with 16,917 deaths reported in 2011. Prescription opioids represented 21 percent of all poisoning deaths in 1999, but by 2006 that proportion had grown to 37 percent.(3) Since 2003, deaths from prescription opioids have exceeded those from heroin and cocaine combined.(4,5) In 2011, unintentional drug overdose was the leading cause of death among individuals between age 25-44, and it surpassed motor vehicle collision to become the overall leading cause of death from unintentional injury. Utah was not immune to these trends. In fact, Utah has been one of the states most affected by the scourge of opioid abuse and misuse. From 1999 to 2007, the number of prescription opioid deaths in Utah increased over 600 percent, from 39 to 261 cases per year.(6) Methadone was responsible for the largest number of prescription opioid deaths in Utah from 2000 to 2006, although only half of these individuals had a valid prescription for methadone when they died.(6) By 2008, Utah had the second-highest age-adjusted rate of drug overdose in the country, with 18.4 deaths per 100,000 compared to the national average of 11.9 deaths per 100,000.(7) While there has been some slight improvement in these statistics in recent years, the incidence and prevalence remains unacceptably high. “We count our successes in lives.” – Dr. Brent James, Chief Quality Officer at Intermountain Healthcare The Intensive Medicine Clinical Program has and will play a significant role in ensuring proper use of opioid medications. No one has to practice very long in our hospitals to be touched by a patient or a family who has suffered from opioid misuse, overdose, hospitalization, or even death. And even when we leave the hospitals and return to our own neighborhoods we don’t have to look far to see family members or neighbors that have been devastated by the scourge of this disease. As a leading healthcare organization, we have a moral and professional imperative to try to do something. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 19 TABLE OF CONTENTS CLINICAL PROGRAMS AND SERVICE LINE UPDATES, CONTINUED Consequently, a number of organizations including Intermountain Healthcare have organized together to create the Utah Pharmaceutical Drug Community Project (UPDCP), and Intermountain Healthcare has graciously provided a large portion of the funding for this effort. The aims of the UPDCP are to: • Understand the opioid abuse problem relevant to each clinical program and practice setting, • Ensure clinicians know how Intermountain is getting involved in the problem of opioid use and misuse, • Ensure clinicians know which of their patients are most at risk for misuse and abuse of opioid medications and are thus at the most risk of overdose and death, • Understand why opioids are over-prescribed, and • To teach how our clinicians can make a difference in preventing this huge medical and societal harm. Under the direction of Intermountain Healthcare Community Benefits, the IMCP is working with other clinical programs, data analysts, and administrators to meet the aims above. Currently the clinical program leaders are traveling and meeting with the clinical groups across the spread of Intermountain Healthcare in department or other clinical meetings. In coming years, further initiatives, including best practice guidelines and clinician-specific prescribing data, will be deployed to help meet the aims of the UPDCP. The IMCP has long been involved in making the delivery of healthcare safer, reliable, and patient-centered. This initiative fits perfectly within that history and will help us save lives consistent with the main measure of our collective success. NEXT Sources: 1. Volkow ND. Testimony on Prescription Opioid and Heroin Abuse before US House Committee on Energy and Commerce, Subcommittee on Oversight and Investigations. April 29, 2014. http://www.drugabuse. gov/about-nida/legislative-activities/testimony-tocongress/2014/prescription-opioid-heroin-abuse. Accessed July 1, 2014. 2. Centers for Disease C, Prevention. Vital signs: overdoses of prescription opioid pain relievers---United States, 1999--2008. MMWR. Morbidity and mortality weekly report. Nov 4 2011;60(43):1487-1492. 3. Warner M, Chen LH, Makuc DM. Increase in fatal poisonings involving opioid analgesics in the United States, 1999-2006. NCHS data brief. Sep 2009(22):18. 4. Paulozzi LJ, Budnitz DS, Xi Y. Increasing deaths from opioid analgesics in the United States. Pharmacoepidemiology and drug safety. Sep 2006;15(9):618-627. 5. CDC. CDC grand rounds: prescription drug overdoses - a U.S. epidemic. MMWR. Morbidity and mortality weekly report. Jan 13 2012;61(1):10-13. 6. Johnson E. HB 137 Final Report. 2009; http://health. utah.gov/prescription/pdf/2009final_programreport. pdf. Accessed July 1, 2014. 7. Centers for Disease C, Prevention. Adult use of prescription opioid pain medications - Utah, 2008. MMWR. Morbidity and mortality weekly report. Feb 19 2010;59(6):153-157. If you have any questions, please contact SarahAnn Whitbeck at [email protected]. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 20 Musculoskeletal BUNDLED PAYMENT CARE INITIATIVE BPCI The following are Intermountain Healthcare hospitals within these counties that perform Lower Extremity Joint Replacement and are required by CMS to participate with the Bundled Payment Model: The Musculoskeletal Clinical Program (MSKCP) met with physician representatives on July 28 to discuss the new CMS mandate regarding the Comprehensive Care for Joint Replacement (CCJR) Model or Lower Extremity Joint Replacement (LEJR) Model. Please review the summary of this initiative. • American Fork Hospital CMS identified the mandatory participation of most hospitals performing Lower Extremity Joint Replacement in 75 metropolitan areas, by their respective county, within the United States. The Bundled Payment Model is scheduled to begin on January 1, 2016. The two Metropolitan Statistical Areas (MSAs) identified by CMS for Utah are as follows: • Utah Valley Regional Medical Center • Ogden-Clearfield, UT: Box Elder, Weber, Davis, and Morgan Counties • Bear River Valley Hospital • McKay-Dee Hospital • Orem Community Hospital (does not perform LEJR procedures) Please take time to review the summary of this CMS initiative, and share it with the appropriate people in your respective regions. If you have any questions, please contact Joan Lelis at [email protected]. • Provo-Orem, UT: Juab and Utah Counties Neurosciences KEY INITIATIVES FOR THE NEUROSCIENCES DEVELOPMENT TEAMS The Neurosciences Clinical Program has established or transitioned all of its development teams targeted for the first year rollout. Listed below are the six teams, their medical directors, and initiatives they will be focused on over the next year. In addition to their development team roles, the medical directors also sit as members of the Neurosciences Clinical Program Guidance Council. We encourage you to reach out to them with any questions or suggestions for their teams or initiatives. SPINE DEVELOPMENT TEAM Medical Director: Dr. Stephen Warner, [email protected] Initiatives: This team is focused on creating a care process model for acute low back pain through surgical care management, creating and implementing a patient outcomes tracking tool for conservative and surgical management for spine patients, the management of spine implants and vendor relationships, and standardizing back brace use and clinical indications. continued on next page INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 21 TABLE OF CONTENTS CLINICAL PROGRAMS AND SERVICE LINE UPDATES, CONTINUED STROKE DEVELOPMENT TEAM Medical Director: Dr. Kevin Call, [email protected] Initiatives: This team is focused on creating care process models for hyper-acute stroke (ED to intervention), acute stroke (in-hospital management and rehab), and prevention and post-stroke care management (SNF to clinic). Additionally, they will be standardizing neuro checks for hospitals across the system, as well as iCentra order sets and work flows. EPILEPSY DEVELOPMENT TEAM Medical Director: Dr. Tawnya Constantino, [email protected] Initiatives: This team is focused on creating a care process model for seizure care management in the ED, designing a hub & spoke model for continuous EEG monitoring and epilepsy care, and developing EEG technician training and education guidelines. NEUROSURGERY DEVELOPMENT TEAM Medical Director: Dr. Ben Fox, [email protected] Initiatives: This team is focused on standardizing the care of intracranial bleeds, creating neuro critical care and intraoperative monitoring guidelines, and developing systemwide iCentra order sets and work flows for neurosurgery patients. NEXT CONCUSSION MANAGEMENT DEVELOPMENT TEAM Medical Director: Dr. Eric Robinson, [email protected] Initiatives: This team is focused on the development of a care pathway for concussion management across multiple specialties (ED, Primary Care, Neurology, Sports Medicine). They are establishing clinical criteria for defining which pathway patients with concussion should follow and coordinating new software trials and rollout for concussion management. DEMENTIA DEVELOPMENT TEAM Medical Director: Interviewing physician candidates Initiatives: This team is focused on collaborating with Brigham and Women’s on the development of a care pathway for dementia patients in the primary care and outpatient settings. They are establishing a dementia patient registry for Intermountain patients and building iCentra works flows for dementia care management. If you have questions, please contact the appropriate development team medical director listed above. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 22 Oncology ADVANCING INTERMOUNTAIN’S ONCOLOGY INITIATIVES OUTCOMES-BASED RESEARCH The Oncology Clinical Program and our disease-specific development teams have initiated more than 40 quality improvement and outcomes-based research projects. A few examples include: low risk breast cancer cases with advanced imaging in the surveillance period; MRI use to incidence of bilateral mastectomy; colonoscopy frequency status post definitive cancer surgery; rectal cancer patients receiving treatment without staging; and prostate cancer quality of life, including patient reported outcomes. As a primary reviewer and voting member of the National Cancer Institute’s (NCI) Cancer Care Delivery Research Steering Committee (CCDR), Mr. Bott has reviewed three concepts this past quarter from the following National Clinical Trial Network (NCTN) Research Bases: Alliance, Children’s Oncology Group (COG), and the Southwest Oncology Group (SWOG). PRECISION MEDICINE INITIATIVE Intermountain Precision Genomics (IPG) continues to grow as more doctors regionally and nationally begin to adopt the test. In fact, its genomics core laboratory, located in southwest Utah, is now certified to accept tissue samples from cancer patients in California. Volumes of test requests have continued to grow each month. At the beginning of the year, the lab averaged about five samples per week with a turnaround time of 21 days. Now, the average turnaround time is 16 days, and the lab is receiving about 10 orders per week. In addition to providing its testing and interpretation services to oncologists, IPG is in early discussions with pharmaceutical and biotech companies, such as Loxo Oncology and AstraZeneca. The Oncology Clinical Program is partnering with Intermountain Precision Genomics, the Oncology Clincial Trials Office, Investigational Drug Services, Central Lab, the Office of Research, and many other departments to expand its clinical trial portfolio, while introducing early-phase and targeted investigational clinical trials. The phase I program will be physically located at IMED; Dr. Craig Nichols has accepted one of two academic medical oncology physician positions and will co-lead this program. Dr. Nichols starts December 1, 2015. Recruitment is ongoing for the second academic medical oncologist position. GENETIC COUNSELING Exciting advances and rapid change also continue in the area of germline genetic testing for cancer susceptibility. The costs of performing this testing continue to decline despite expansion of the numbers of genes tested in various clinical situations. Taken together, these factors contribute to everincreasing complexity surrounding testing decisions and create evermore demand for genetic counseling services. After some turnover in staffing, the recent hire of three licensed genetic counselors for oncology, two in the Central Region and one in the South Region, brings the total to four counselors. Plans to expand genetic services for oncology further and to improve the coordination of these services through recruitment of a director-level genetic counselor are in the works. The implementation of Progeny, a systemwide, genetics-specific database, is also in the final stages. These plans are being coordinated with the overall goal of the precision genomic initiative. ONCOLOGY CLINICAL TRIALS OFFICE This past quarter, the Oncology Clinical Trials (OCT) Office has developed many standard operating procedures (SOPs) and is actively preparing for its emerging Neuro Oncology and Phase I clinical trial programs. The OCT currently has 35 open and actively enrolling trials, with 122 projected/ annualized 2015 enrollments. This is a 21 percent clinical trial enrollment increase from 2014. REGIONAL UPDATES North Region: Plans are underway to build a new outpatient medical center in Layton, Utah. The new center will provide the following outpatient services: radiology/ screening mammography, surgery, pharmacy, and infusion services, among others. Infusion services and the pharmacy will be in place to provide excellent care for cancer patients, as well as meet other infusion needs, close to home. The targeted opening of this new outpatient medical center is mid-year 2017, with a groundbreaking tentatively planned for late fall 2015 or early spring 2016. Central Region: The Central Region opened its Neuro Oncology Clinic on August 10, 2015. This clinic will be open each Wednesday, and when the need arises, it will expand its hours to Monday and Friday mornings. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 23 TABLE OF CONTENTS CLINICAL PROGRAMS AND SERVICE LINE UPDATES, CONTINUED The Central Region also started a High Risk Cancer Clinic and is currently seeing patients with high risk breast cancer lesions (ADH, LCIS), family history of cancer, known mutation carriers, and those who received radiation to the chest as children. Patients will receive information about high risk screening guidelines and follow up, genetic counseling, chemoprevention, and surgical interventions. This clinic is run by Dr. Teresa Reading and a team of genetic counselors. The Central Region is in the final phase of development of an outreach marketing package. The materials will include a description of all the oncology services offered in the region and identification of all the physician cancer specialists. The packets will be used when marketing to rural physicians as well as providing information to all new physicians that are employed in the region. The Oncology Clinical Program and IMED leadership, in partnership with Integrated Care Management, are assessing feasibility to develop a Cancer Concierge program. This program will be designed to streamline the new patient intake process and assist patients with seamless patient navigation throughout the full menu of cancer services, including specialty and ancillary care. The Central Region is considering piloting this program at IMED for neuro oncology and unassigned patient referrals. On August 5, 2015, Radiation Oncology received official notice from the American College of Radiology (ACR) regarding approval of its three-year reaccreditation. South Region: The Outpatient Palliative Care Clinic opened at Utah Valley Regional Medical Center on August 4, 2015. Dr. Gary Garner is acting medical director for this clinic. NEXT Southwest Region: The Intermountain Southwest Cancer Center welcomes two new medical oncologists. Dr. Zachary Reese, who completed an oncology/hematology fellowship at the University of Utah, joined the team in July 2015, and Dr. Ryan Wilcox, who completed an oncology/hematology fellowship at Mayo Clinic, joined in August 2015. Beginning Sept 4, 2015, the BMT physicians will be conducting a clinic once a month at Dixie Regional Medical Center. The team is excited for its patients to have BMT transplant consultations and follow-ups in St. George. The Southwest Region’s nurse navigation program has also been conducting an oral medication support class each month for the past year for its oral therapy patients. They have done a study demonstrating that this class increases understanding and compliance with oral therapy. Below is the content: • Week 1- Monitoring Medications, Resources, and Support-Nurse Navigators • Week 2- Know Your Medications-Pharmacist • Week 3- Medication Delivery and Financial ResourcesFinancial Advocates • Week 4- Motivation, Change, and Survivorship-LCSW and Nurse Navigators INTERMOUNTAIN BIOREPOSITORY Currently, the Intermountain BioRepository (IBR) is providing service for 20 research projects in development and active phases, as well as collaborating with Oncology Clinical Program physicians from surgery, pathology, and oncology. Biomarker and molecular studies are being performed to evaluate ovarian cancer, head and neck cancers, bladder metastasis, lung cancer, and paraganglioma/ pheochromocytoma, among others. The IBR is expanding the fresh tissue collection program with new protocols in ovarian, colorectal, and head and neck cancers and is recruiting additional Intermountain doctors to participate. The IBR collaborated with the Oncology Clinical Program and Office of Research on a CDMRP grant application for the study of neurofibromatosis, for which Dr. Lincoln Nadauld is the principal investigator. Dr. Brad Isaacson from the Office of Research facilitated the grant submission, and Dr. Melissa Cessna from the IBR is a co-investigator. The goal of this proposal is to determine clinical and genomic indicators of NF-associated tumors and functionally validate the candidate genomic drivers in a genetically tractable model to improve future clinical care. This project will collaborate with Dr. Larry Meyer from the University of Utah and Department INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 24 TABLE OF CONTENTS CLINICAL PROGRAMS AND SERVICE LINE UPDATES, CONTINUED of Veteran’s Affairs and Dr. David Jones from the University of Oklahoma. The IBR is also assisting in the development of a large-scale retrospective cancer genomics study with Dr. Lincoln Nadauld and Derrick Haslem’s team from Intermountain Precision Genomics in St. George. IBR leadership attended the Leaders in Biobanking conference in Toronto, Canada in July and learned about technical advances in fresh tissue collection, innovative methods for biobanking best practices, and challenges of informed consent/re-consent. The conference offered the ability to network with established biobank experts and learn NEXT what is working, why it is, and how the IBR can bring this knowledge back to its department to nurture its continued development, leverage the resource of material, and better align with the vision of research at Intermountain Healthcare. If you have questions about IBR initiatives, please contact Greta Koontz at [email protected] or Dr. Melissa Cessna at [email protected]. If you have questions about these oncology initiatives, please contact Brad Bott at [email protected] or Dr. William Sause at [email protected]. Pain Management TAPERING OPIOID PAIN MEDICATION FOR PATIENTS WITH CHRONIC PAIN “Tapering Opioid Pain Medication for Patients with Chronic Pain” is a newly developed clinical practice guideline and patient education fact sheet developed by Pain Management Clinical Services’ Functional Restoration Chronic Pain Development Team to assist providers with tapering patient’s opioid pain medications. The fact sheets and guidelines are available for order through the iPrint store. CGL019 Tapering Opioid Pain Medication for Patients with Chronic Pain FS052 Opioid Medication for Chronic Pain FS454 Cutting Back on Opioid Pain Medication If you have questions, please contact Linda Caston, Pain Management Clinical Services at [email protected]. Pediatrics NEW SKIN AND SOFT TISSUE INFECTION CARE PROCESS MODEL This topic was chosen because skin and soft tissue infections (SSTI) are so common. Between the years of 1997 and 2005, there was a 50 percent increase nationally in these infections. The largest increase came from patients younger than 18 years old. The Pediatric Infectious Disease Development Team is publishing a new care process model titled “Assessment and Management of Skin and Soft Tissue Infection.” This care process model should be used for the care of pediatric patients above the age of 3 months. In addition, care of these conditions is costly and varies widely. In a recent study in children, two-thirds of the children with SSTI were exposed to either unnecessary broad-spectrum antibiotics or prolonged duration of antibiotic therapy, and in some cases they were exposed to INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 25 TABLE OF CONTENTS CLINICAL PROGRAMS AND SERVICE LINE UPDATES, CONTINUED NEXT both. Considering the alarming rise in antibiotic-resistant organisms and the emerging impact of antibiotic overuse in chronic disease, it would be wise to use antibiotics in care of patients with SSTI judiciously. Please review this new care process model and implement as appropriate. Skin and Soft Tissue Infection Care Process Model If you have questions, please contact Carolyn Reynolds at [email protected]. Primary Care GETTING UPSTREAM OF CHRONIC DISEASE TO SUPPORT POPULATION HEALTH HIGH BLOOD PRESSURE We continue our focus on rapid cycling for High Blood Pressure management. The research shows that for every 34 patients that are in control of their blood pressure, one heart attack can be avoided. From our reports, we had 73,086 patients in control in August 2014, and now in August 2015, we have 78,082 patients in control. By applying this statistic we have saved an additional 146 people from heart attacks over the course of the last year. Additionally, our rate for percent in control for the system has risen from 61 percent to 66 percent over the last year. To improve processes we are continuing our collaboration with both the American Medical Group Association (AMGA) and the Utah Million Hearts Coalition. To evaluate blood pressure control, our primary care clinics and some specialty clinics participated in the Million Hearts Assessment. From this assessment we learned that one of the greatest challenges to BP control was time. Many clinics reported it was difficult for patients to rest before their blood pressure was measured in the clinic, and if the BP was elevated, there wasn’t always an opportunity to allow for another measurement at the end of the visit. The Hypertension Specialty Clinic is up and running at the IMC campus, and patients can be referred for specialty consultation if there are diagnostic challenges or if the patient is taking three to four mediations and are still not in control. The Hypertension Specialty Clinic can be reached at 801.507.3577. TELEHEALTH FOR PREDIABETES AND DIABETES EDUCATION BEGAN IN OUR RURAL FACILITIES In an effort to help people live the healthiest lives possible, we are leveraging TeleHealth in our rural facilities to extend access, strengthen teamwork, and improve care. Presently, there are 1,600 patients with diabetes and 463 patients with prediabetes in our rural facilities. A recent study published by the Primary Care Clinical Program in the Journal of Multidisciplinary Healthcare showed that diabetes selfmanagement education improves quality of care and clinical outcomes determined by a diabetes bundle. Our rural facilities do not have CDEs so we are providing siteto-site visits between physical locations with synchronous audio and video communication from the American Fork Clinic to all other rural clinics within Medical Group. CHRONIC KIDNEY DISEASE The prevalence of chronic kidney disease (CKD) is on the rise and is often undiagnosed. CKD is a significant risk factor for cardiovascular disease. Patients at stage 2 have a 51 percent greater risk of death from cardiovascular disease than non-CKD patients. Additionally, patients with stage 3 are more likely to die from cardiovascular disease than to progress to dialysis. There are also increased hospitalization and medical expenditures in patients with CKD. The Primary Care Clinical Program CKD Development Team has just completed updating the CKD care process model. Through adoption of care process model INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 26 TABLE OF CONTENTS CLINICAL PROGRAMS AND SERVICE LINE UPDATES, CONTINUED guidelines, we will be able to prevent the progression of CKD in the patients we serve. Presently, there are 166,000 patients with CKD seen within our system. ICENTRA The Primary Care Clinical Program continues to define best practices for configuration and implementation of iCentra. Most recently we are adding two additional care process models (Lipid Management and CKD) to the clinic workflow. FLASHCARD APP IS NOW AVAILABLE FOR PRIMARY CARE CPMS The Flashcard App is a provider tool that offers flashcards that summarize key decision points from a care process model. These flashcards: • Provide brief decision advice or quick reference information • Contain algorithms that aid in the diagnosis or treatment • Link to the CPM or guideline they support NEXT To download the electronic app: • Go to physician.intermountain.net on your phone, scroll to the bottom of the page, and click on “Physician Apps.” Once on the “Physician Apps” page, select “Best Practice Flashcards,” and the app should launch and install. • By the 3rd week of August the flashcards will also be available through the Physician Mobile App, which can be downloaded through the Apple store. Things to know: • This app should automatically update as CPMs are updated • The Flashcards App is currently only available for iPhones & iPads • An android version is in production and should be available shortly. If you have questions, please contact Tonya Schaffer at [email protected]. Surgical Services INTRAOPERATIVE LACERATION CODING When a tear or laceration is documented in the operative report, the provider should document if the tear or laceration is incidental or inherent in the procedure or if it is a complication of the procedure. Properly documenting this information ensures the appropriate diagnosis and procedure codes are assigned. intervention. Additionally, the provider should document a cause and effect relationship between the care given and the tear or laceration. In ICD-9-CM and ICD-10-CM, the term “complication” does not imply that improper or inadequate care is responsible for the problem. It indicates that the patient’s care was complicated and required additional intervention. Using terms such as “inadvertent,” “incidental,” or “inherent” in conjunction with laceration or tear indicates that the tear/laceration did not complicate the procedure and no diagnosis codes would be assigned. Per the AHA Coding Clinic for ICD-9-CM, injuries to surrounding organs or tissues during a procedure such as serosal tears may be unavoidable, and only the provider can determine if these are surgical complications. However, a dural tear or laceration would always be considered a complication due to the significant potential for cerebrospinal leakage. For a tear or laceration to be considered a complication of care, it must be an unexpected or abnormal circumstance. The provider should clearly state that the tear or laceration has complicated the surgical operation and requires If you have questions, please contact Jeannette Prochazka at [email protected]. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 27 TABLE OF CONTENTS CLINICAL PROGRAMS AND SERVICE LINE UPDATES, CONTINUED FACT SHEET: HUMAN CELL, TISSUE, AND CELLULAR AND TISSUEBASED PRODUCT RECEPTION This information regarding human cell, tissue, and cellular and tissue-based product reception applies to Intermountain Healthcare hospitals, Medical Group, and Ambulatory Surgical Centers. IMPORTANCE OF CARE The U.S. Food and Drug Administration (FDA) and the Joint Commission require Intermountain facilities to only receive human cells, tissues, and cellular and tissue-based products (HCT/Ps) from FDA-registered manufacturers or distributors that provide acceptable shipping conditions and are able to track the HCT/P bi-directionally to minimize the introduction, transmission, and spread of communicable disease. KEY POINTS • Human cell, tissue, and cellular and tissue-based products (HCT/P) are an article containing or consisting of human cells or tissues and cellular and tissue-based material that is intended for implantation, transplantation, infusion, or transfer into a human recipient. NEXT • HCT/P can be requested via the Human Tissue Request Form or by working with the facility’s tissue coordinator to order the tissue. • Intermountain facilities follow the tissue suppliers’ or manufacturers’ written directions for transporting, handling, storing, and using tissue. • The assigned Intermountain employee documents the receipt of all tissues and verifies at the time of receipt that package integrity is met and transport temperature range was controlled and acceptable for tissues requiring a controlled environment. ADDITIONAL RESOURCES • U.S. Food and Drug Administration: 21 CFR Part 1271.265, 1271.290 • The Joint Commission Standard TS 03.01.01, TS 03.02.01, TS 03.03.01 • Human Cell Tissue Cellular and Tissue Based Products Receipt Policy CHECK YOUR KNOWLEDGE • How can I ensure that I have the correct HCT/P for my patients? • Who can order HCT/P in my Intermountain facility? If you have questions, please contact Jeannette Prochazka at [email protected]. • Intermountain facilities must confirm that tissue suppliers are registered with the U.S. Food and Drug Administration (FDA) as a tissue establishment. • The FDA requires each establishment that performs recovery, processing, storage, labeling, packaging, or distribution of any human cell or tissue maintain a tracking system that enables the tracking of all HCT/Ps from the donor to the recipient or final disposition. • Intermountain has a tracking system able to track the product from reception at the Intermountain facility to the recipient or its final disposition. • Intermountain facilities assign responsibility to one or more individuals for overseeing the acquisition, receipt, storage, and issuance of tissues throughout the hospital. • Intermountain facilities only receive HCT/P products that have been ordered by an Intermountain employee from an FDA-registered manufacturer or distributor. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 28 Women & Newborns CHANGES TO NEONATAL CHEMISTRY CODES NEONATAL BILIRUBIN In the past year, there have been changes to the neonatal chemistry codes as a result of new equipment in the lab. These changes have affected how orders need to be written to obtain the correct results for treatment and follow up, as well as to provide patients with a proper bill. Intermountain has corrected the pre-printed Well Newborn Standing Orders. However, we continue to see practitioners write orders incorrectly, as well as receive incorrect orders from the provider’s office. The primary order concerns occur when a clinician orders a Neonatal Bilirubin or Bili, which continue to be ordered on newborns for outpatient follow up lab work. If entered in Tandem, this order will be transposed to a Total Bilirubin with the explanation “Bilirubin, Neonatal (Total Only) – for fractionated, order BILTDI.” Total Bilirubin is the “standard” to measure for neonatal bilirubin assessment. Please take this time to review the acceptable lab orders in the table below. If you have questions, please contact Teri Kiehn at [email protected]. DEACTIVATED - DO NOT ORDER CORRECT ORDER Code Name Code Name BILN Neonatal Bilirubin BILT Bilirubin, Total BILC Bilirubin, Conjugated BILD Bilirubin, Direct BILU Bilirubin, Unconjugated BILTDI Bilirubin, Total, Direct, and Indirect BILNCU Neonatal Bilirubin Fractionation BILTCU Bilirubin Fractionation BILTC Bilirubin, Total and Conjugated BUBC Bilirubin, Conjugated and Unconjugated NEOCMP Neonatal Comprehensive Metabolic Panel CMP* Comprehensive Metabolic Panel NEOHFP Neonatal Hepatic Function Panel HFP Hepatic Function Panel CRPN CRP (C-Reactive Protein), Neonatal CRP CRP (C-Reactive Protein) *Please note CMP includes a total bilirubin. If you also want a direct bilirubin (BILD), you must order both. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 29 SELECTHEALTH UPDATE SELECTHEALTH REQUEST FOR CONFIRMATION OF DIAGNOSES Many primary care physicians will soon be receiving (or may have already received) a request from Cognisight to confirm that specific diagnoses for selected patients are complete and accurate. We have partnered with Cognisight to perform medical record reviews to capture diagnoses in patient records that were not submitted on claims. This effort is to satisfy a Centers for Medicare & Medicaid Services (CMS) requirement for health plans to compile and report complete diagnostic profiles annually for Medicare Advantage members. We ask that providers carefully review and determine which, if any, of the diagnoses listed on the form were recognized, considered, and/or treated during the referenced 2014-noted encounter. The form must be signed and dated within one year of the date noted at the top of the addendum form. If you have questions about this process, please contact Jason Brockett at 801.442.7977 or [email protected]. SELECTHEALTH ADVANTAGE HOME VISIT EVALUATIONS SelectHealth has partnered with a company called MedXM to provide an in-home comprehensive health assessment for selected members of SelectHealth Advantage. A physician, nurse practitioner, or physician assistant working with SelectHealth Advantage will complete this assessment. The purpose of this visit is to: • Improve the health and wellness of SelectHealth Advantage members by allowing SelectHealth to better understand their healthcare needs and coordinate their care accordingly. • Assess the services our members are receiving under their SelectHealth Advantage coverage and determine whether they are eligible for additional healthcare screening services for improved member care and for HEDIS and/or Star Rating purposes. • Determine whether the member qualifies for other services offered by SelectHealth such as care management or chronic condition management. • Conduct an environmental scan of the home for safety risks and need for adaptive equipment. As part of this program, a representative from MedXM may be calling your patient(s) to schedule an appointment for an in-home comprehensive health assessment visit. Please encourage them to accept this invitation and schedule the visit at their convenience. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 30 SELECTHEALTH UPDATE, CONTINUED TABLE OF CONTENTS NEXT If your patient chooses to accept the invitation and schedule a health assessment, here is what they can expect: • A licensed, credentialed healthcare provider will come to their home to review their current health status, medical history, and any current prescription medications. • The visit is expected to take approximately 45 minutes to one hour. • There will be no cost to your patient, and participation will in no way impact their premiums, benefits, or copayments. • The results will be sent to you as their Primary Care Physician (PCP) within 45 days of their scheduled health assessment. This visit is not meant to take the place of any existing doctor’s appointments or any care you currently provide to your patients, nor the payment you receive for any services, such as an Annual Wellness Visit. This program is voluntary and does not affect your patient’s healthcare coverage in any way. If you have questions, you can call SelectHealth Provider Relations at 800.538.5054 (toll-free), Monday through Friday, 8:00 a.m. to 5:00 p.m. MTECH REVIEWS EMERGING HEALTHCARE TECHNOLOGIES M-Tech is SelectHealth’s formal process for reviewing emerging healthcare technologies (procedures, devices, tests, and “biologics”) for the purpose of establishing coverage benefits. Existing technologies are, at times, also examined through this process. The following is a list of recent technologies reviewed by M-Tech Committee: TECHNOLOGY DATE REVIEWED* COMMITTEE DECISION Anterior Lateral Ligament Repair of Knee July 28, 2015 Not Covered. There is a lack of substantive published evidence demonstrating anterolateral ligament repair/reconstruction to be safe and effective in producing clinically meaningful outcomes. MAGEC/VEPTR for Scoliosis July 28, 2015 Covered. Current evidence suggests MAGEC growth rods are to likely be clinically equivalent to the established titanium VEPTR though direct head-to-head comparative studies are lacking. There also seems to be potential cost savings related to the reduction in surgical procedures though the upfront cost of the MAGEC system is significantly more than the VEPTR rods. Propel Stent for Chronic Sinusitis July 28, 2015 Not Covered. Current evidence fails to allow for conclusions with regard to the effectiveness of this therapy as it compares to alternative standard therapy. *Date Reviewed does not necessarily reflect the date of implementation of coverage policy. Other technologies currently under active assessment by the M-Tech Committee include the following. As the reviews are completed, notices will be sent to stakeholders accordingly to inform them as to SelectHealth’s coverage determinations: • Bariatric Surgery • Decipher Prostate Cancer Classifier • Cologuard for Colorectal Cancer Screening • Entarra Gastric Pacemaker for Gastroparesis • ConfirmMDx Prostate Cancer Test • Hemorrhoid RFA Ablation INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 31 SELECTHEALTH UPDATE, CONTINUED TABLE OF CONTENTS NEXT • Iluvien Stent for Ocular Conditions • Prolaris for Prostate Cancer • iStent for Glaucoma • Prosigna Breast Cancer Gene Expression Profile • Ligament Sparing knee replacement devices (e.g. Biomet Vanguard XP knee) • Psych Med Genetic Testing • Magnetic Resonance-guided Focused Ultrasound (MRgFUS) for Bone Cancer • SIRT for Liver Cancer • Magnetic Resonance-guided Focused Ultrasound (MRgFUS) for Prostate Cancer • Sublingual Immunotherapy • RFA of Low-grade Dysplasia in Barrett’s Esophagus • SphenoCath SPG Block for Migraine Management • VBLOC for Weight loss • Magnetic Resonance-guided Focused Ultrasound (MRgFUS) for Uterine Fibroids • Vermillion OVA1 for Ovarian Cancer • Oncotype DX Colon If you have questions regarding coverage of these or any other technologies or procedures, or if you would like SelectHealth to consider coverage for an emerging technology, please email us at [email protected] or call 801.442.7585. All SelectHealth medical policies and technology assessments can be viewed on our website. Go to selecthealth.org, click on the “Provider” tab (upper right corner), enter your log in information, and then click on “Policies and Procedures” (left side of page) to be directed to the website. MEDICAL POLICY BULLETIN The following tables contain a directory of policies, effective dates, and a summary of changes. You can access the full policy text by going to physician.intermountain.net/selecthealth/policies and searching by policy number. NEW POLICIES POLICY NUMBER POLICY NAME AND LINK EFFECTIVE DATE 565 Cryoablation for Desmoid Tumors (NEW) 6/2/2015 SUMMARY OF CHANGES New policy developed for cryoablation for the treatment of desmoid tumors. SelectHealth Commercial does NOT cover cryoablation for the treatment of desmoid tumors as this procedure is considered unproven and not medically necessary. SelectHealth Advantage does NOT cover cryoablation for the treatment of desmoid tumors as there are no specific Medicare or InterQual guidelines for medical necessity that specifically address these services, SelectHealth commercial will apply. SelectHealth Community Care does NOT cover cryoablation for desmoid tumors as there are no Utah Medicaid or InterQual specific guidelines for medical necessity that specifically address these services, SelectHealth commercial will apply. continued on next page INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 32 TABLE OF CONTENTS SELECTHEALTH UPDATE, CONTINUED POLICY NUMBER POLICY NAME AND LINK EFFECTIVE DATE 570 Genetic Testing: Molecular Profiling for Determining Therapy of Molecular Tumors (NEW) 7/28/2015 NEXT SUMMARY OF CHANGES New policy developed for molecular profiling for determining therapy of molecular tumors. SelectHealth Commercial does NOT cover molecular profiling for determining therapy of molecular tumors as it is considered investigational and not medically necessary. SelectHealth Advantage covers molecular and genetic testing consistent with Medicare Local Coverage Determination (LCD) L24308 and Noridian guidelines on specific covered and excluded molecular tests. Where Medicare policy does not explicitly outline coverage and there are no InterQual guidelines, commercial plan policy will apply. SelectHealth Community Care covers selected genetic testing covered by Medicaid when Utah Medicaid criteria are met, as outlined in the Utah Medicaid Laboratory Services Manual. Refer to the Medicaid Code Look-Up Tool for coverage status of specific codes. For those codes that are covered by Utah Medicaid but addressed with criteria in the Utah Medicaid Code Look-Up Tool, commercial criteria will apply. REVISED POLICIES POLICY NUMBER POLICY NAME AND LINK EFFECTIVE DATE SUMMARY OF CHANGES 129 Hyperbaric Oxygen Therapy (Revised) 6/2/2015 Raynaud’s Phenomenon added as a noncovered indication. 150 Mohs Surgical Guidelines (Revised) 5/25/2015 Addition under Commercial Policy: Change criteria to clarify amount of tissue required to be removed and anatomical location to read: • In cosmetically sensitive areas where preservation of as much normal tissue as possible is important to maintain normal appearance and optimize the potential for cure and to minimize the potential for recurrent surgery, if >2 cm diameter tissue must be removed • Skin cancers > 4.0 cm in diameter on any location 172 Reduction Mammoplasty (Breast Reduction) (Revised) 5/8/2015 Addition of “Documentation of signs and symptoms provided by a practitioner independent of the requesting surgeon’s practice” under criteria for coverage. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 33 TABLE OF CONTENTS SELECTHEALTH UPDATE, CONTINUED POLICY NUMBER POLICY NAME AND LINK EFFECTIVE DATE 223 Continuous Glucose Monitoring (CGM) Systems with and without Real Time Monitoring (Revised) 5/4/2015 Oral Appliances for Sleep Apnea (Revised) 5/7/2015 Sphenopalatine Ganglion (SPG) Injection in the Management of Headaches (Revised) 5/15/2015 Radiofrequency Ablation (RFA) of the Dorsal Root Ganglion (DRG) of the Spine (Revised) 5/15/2015 492 559 226 NEXT SUMMARY OF CHANGES Revision under “Replacements will only be allowed when All of the following criteria are met: #2-Documentation is provided demonstrating the member has used the device at least 50 percent of the time for a 30-day period within the past 90 days. #3d-The member demonstrates stability or improvement in the A1Clevel. Under criteria for coverage: #6-addition of “Temporal Mandibular Joint Syndrome or other TMJ-related pathological processes insufficient dentition to support device stability” Addition of new LCDs L34775 and L34779 under SelectHealth Advantage was added. Since these CMS LCD’s do not list headaches as a covered diagnosis for these procedures, this procedure is not covered for this diagnosis. SelectHealth Community Care language was added: “SelectHealth Community Care does NOT cover sphenopalatine ganglion (SPG) block for acute and chronic headaches because SelectHealth has found this procedure to be not medically reasonable and necessary since current evidence is insufficient to determine the efficacy and safety. As there are no other Utah State Medicaid specific guidelines or InterQual guidelines for sphenopalatine ganglion (SPG) block for acute and chronic headaches, commercial plan policy applies.” Addition under SelectHealth Advantage: SelectHealth Advantage covers radiofrequency ablation of the dorsal root ganglion of the spine consistent with Medicare Local Coverage Determination (LCD) L34127, L33842, L34775, and L34779. Addition under SelectHealth Community Care: SelectHealth Community Care covers non-pulsed radiofrequency rhizotomy of the cervical and lumbar spine. Since there are no Medicaid guidelines on this procedure, InterQual guidelines will apply. continued on next page INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 34 TABLE OF CONTENTS SELECTHEALTH UPDATE, CONTINUED NEXT POLICY NUMBER POLICY NAME AND LINK EFFECTIVE DATE 265 Radiofrequency Ablation (RFA) for Back or Neck Pain (Radiofrequency Neurolysis, Facet Joint Rhizotomy) (Revised) 5/15/2015 518 Physical Therapy (PT) Occupational Therapy (OT) (Revised) 6/10/2015 Addition under SelectHealth Commercial: SelectHealth covers physical therapy (PT) and occupational therapy (OT) for habilitative services on non-grandmothered (transition relief) Small Employer and Individual commercial plans. SelectHealth does NOT cover physical therapy (PT) and occupational therapy (OT) for habilitation for any other indications not mentioned above. 357 Gene Expression Profiling for Monitoring Acute Rejection in Cardiac Transplant (Allomap®) (Revised) 7/17/2015 Addition under SelectHealth Commercial Plan: Exclusion Criteria: The addition of >5 years after heart transplantation 386 Gender Reassignment Surgery (Revised) 6/17/2015 This policy was specifically for American Express members and now the wording has been changed to include “only for plans with the gender reassignment supplemental coverage and SelectHealth Advantage members.” SUMMARY OF CHANGES Addition under SelectHealth Advantage: SelectHealth Advantage covers non-pulsed radiofrequency ablation (RFA) of the lumbar, thoracic, and cervical facet joints consistent with Medicare Local Coverage Determination (LCD) L34127, L33842, L34775, and L34779. Addition under SelectHealth Community Care: SelectHealth Community Care covers non-pulsed radiofrequency rhizotomy of the cervical and lumbar spine when all of the medical necessity criteria are met according to the Special note on Medicaid Coverage Look-Up tool, also available on the State of Utah Medicaid Program Medicaid Information Bulletin (January 2014, page 21 14-34) and State of Utah Medicaid Provider Manual, Section 2, page 35. Also, the term “gender dysphoria” has replaced “gender identity disorder” throughout the policy. 444 Trancatheter Aortic Valve Implant (TAVI) Transcatheter Aortic Valve Replacement (TAVR) (Revised) 7/10/2015 Addition to the description section of the policy. In June 2015, the first repositionable transcatheter valve, the CoreValve Evolut R received FDA approval. This is the first valve which can be repositioned after initial deployment so as to reduce valve leakage or other issues. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 35 TABLE OF CONTENTS SELECTHEALTH UPDATE, CONTINUED NEXT POLICY NUMBER POLICY NAME AND LINK EFFECTIVE DATE 334 Neuropsychological Testing (Revised) 7/10/2015 Clarification of language was made on this policy to include: SelectHealth does NOT cover computerized or standard neuropsychological testing when performed to establish a baseline (prior to injury) assessment for individuals participating in sporting activities or similar scenarios as the validity of this testing has not been proven in the published literature. 185 Negative Pressure Wound Therapy (Revised) 7/16/2015 Change made under Indications for initial approval from three week trial of therapy will be authorized to 30 day trial of therapy will be authorized if all of the following conditions are met. 509 Fetal Cell Free SNA (cfDNA) Testing for Down Syndrome (Revised) 7/16/2015 Added Exclusion SelectHealth Commercial: SelectHealth does NOT cover fetal cell-free DNA (cfDNA) in multiple gestation pregnancies or any other indication. 430 Left Atrial Appendage Closure (LAAC) devices (Watchman®) (Revised) 8/6/2015 Removed following requirement: 545 Propel® Implant for the Treatment of Chronic Rhinosinusitis (Revised) 7/28/2015 Updated policy to reflect recent evidence from technology assessment completed 7/28/15. Noncoverage of this technology not modified. 302 Cochlear Implantation (Revised) 8/6/2015 Change made to include coverage and link updates: SUMMARY OF CHANGES SelectHealth Commercial removal of language under criteria for coverage as it no longer applies: “The device is being used as part of the required post approval registry of approximately 2,000 newly enrolled patients, followed to at least 2 years to evaluate acute procedural and longer term outcomes, similar to those from the pivotal study, with FDA to make the final recommendations with respect to study size. In addition, that the patients enrolled in the premarket trial (PROTECT-AF), both arms, be followed for 5 years.” SelectHealth Community Care covers cochlear implants only for children under 21 and pregnant adults on a case-by-case basis, consistent with codes covered in the Utah Medicaid LookUp Tool and Utah State Medicaid Policy. As Utah State Medicaid does not have specific coverage criteria, InterQual procedure criteria for cochlear implants are used to determine coverage for these devices. Audiology services and related devices are not covered for non-pregnant adults. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 36 TABLE OF CONTENTS SELECTHEALTH UPDATE, CONTINUED POLICY NUMBER POLICY NAME AND LINK EFFECTIVE DATE SUMMARY OF CHANGES 524 Bone-Anchored Hearing Aids (BAHA) (Revised) 8/6/2015 Changes made to include coverage and links updated: NEXT SelectHealth Advantage covers implantable bone-anchored hearing aids (BAHA), also called Osseointegrated implants, subject to Medicare criteria found in Medicare Benefit Policy Manual, Chapter 16-General Exclusions from coverage, Section 100. SelectHealth Community Care covers implantable boneanchored hearing aids (baha), also called Osseointegrated implants, only for children under 21 and pregnant adults on a case-by-case basis, consistent with codes covered in the Utah Medicaid LookUp Tool and Utah State Medicaid Policy. As Utah State Medicaid does not have specific coverage criteria, SelectHealth commercial coverage criteria are used to determine coverage for these devices. Audiology services and related devices are not covered for nonpregnant adults. If you have questions, please contact Jill Peterson at [email protected]. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 37 NEWS FROM THE REGIONS NEW REGIONAL VICE PRESIDENT JOINS INTERMOUNTAIN’S CENTRAL REGION Moody Chisholm has joined Intermountain Healthcare as Regional Vice President of Intermountain’s Central Region, succeeding Larry Hancock. Moody offices in the south office tower on the Intermountain Medical Center campus; he’s available at [email protected] or 801.507.9517. Moody comes to Intermountain with more than 30 years of healthcare experience, most recently as President and CEO of St. Vincent’s HealthCare in Jacksonville, Florida. St. Vincent’s HealthCare is a multi-hospital Catholic health system and a ministry of Ascension Health, the nation’s largest Catholic nonprofit healthcare organization. St. Vincent’s is comprised of four medical centers totaling 1,145 beds, a physician enterprise with 242 employed providers and a primary care residency program, and extensive community ambulatory entities. Moody earned an MBA at Nova Southeastern University in Fort Lauderdale, Florida, and a bachelor’s degree in business administration and economics at Appalachian State University in Boone, North Carolina. “Moody was chosen from among a number of excellent candidates,” says Laura Kaiser, Intermountain’s Executive Vice President and Chief Operating Officer. “He brings a wealth of experience with key accomplishments in his former role that include establishing a strategic vision for a dual strategy to optimize opportunities in the transition from fee-for-service to value-based payment models. Throughout his career Moody has overseen significant improvements in a wide range of key measures including patient safety, quality, employee and physician satisfaction, and finance. Moody has a style of servant leadership focused on clinical quality and operational effectiveness. He will quickly become a strong member of the Intermountain team. “Moody shares Intermountain’s values and our commitment to our mission of ‘Helping people live the healthiest lives possible.’ I have every confidence he’ll be a great asset to Intermountain and to the Central Region.” If you have questions, please contact Lonnie Owen at [email protected]. INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 38 FITNESS FEATURE IF WE WANT KIDS TO BE PHYSICALLY ACTIVE, MAKE IT FUN! With summer coming to a close, how can parents and kids stay active given the competing demands of work and school? I’ve devoted previous fitness features to strategies aimed at supporting regular physical activity for adults including active transportation, accessing fitness facilities, and integrating functional physical activity into daily life like yard work and gardening in the summer and shoveling snow in the winter. But how do we help our kids get the 60 minutes of moderate to vigorous physical activity they need each day? I don’t know about your kids, but mine are less keen on yard work, gardening, and snow shoveling. Heck, I can’t even get them to walk the dog they so dearly love! The key is to help kids take advantage of school-based physical activity and to make being active fun! School-age children and adolescents spend the majority of their waking hours in school. Activities before, during, and after school offer the greatest opportunity to increase physical activity. Activities that count toward the accumulation of 60 minutes per day of moderate to vigorous physical activity can include walking to and from school, physical education classes, recess activities, recreational activities in and around the school day, and sports participation. Unfortunately though, only 3.8 percent of elementary schools, 7.1 percent of middle schools, and 2.1 percent of high schools offer daily physical education classes. In addition, a minority of kids either walk or bike to school. In fact, amongst kids living within a mile of school, only a third walk to school compared to almost 90 percent 40 years ago. Of all the potential kid-centered options for physical activity, sports participation may be their best opportunity. Currently, a majority (65 percent) of youth under the age of 17 will participate in at least one organized sport. Since sports typically occur outside the academically focused school day, they represent a real opportunity for kids to engage in physical activity that supports health and quality of life. The benefits of sports participation extend beyond just physical health and energy balance. Sports participation also leads to improved academic performance and lower rates of substance use and teen pregnancy. Yet despite these benefits, dropout rates from sports are high, with as many as 70 percent dropping out in their teen years. Why do kids drop out? The primary reason is a lack of positive experiences associated with sports participation, aka it’s not fun anymore. As physicians, it’s not our job to make sports fun for our patients, but knowing what components of sports contribute to fun may help us counsel a child or adolescent who has lost interest in sports. This information could also be used as a tool to identify the determinants that resonate the loudest with an individual and help them find their way back into sports. The key is to help kids take advantage of school-based physical activity and to make being active fun! INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 39 TABLE OF CONTENTS FITNESS FEATURE, CONTINUED So what are the components that contribute most to the “fun” in sports participation? Three dimensions rise to the surface: 1) positive team dynamics, 2) trying hard, and 3) positive coaching. “Positive team dynamics” encompasses playing well together as a team, being supported by teammates, and showing good sportsmanship. “Trying hard” includes trying your best, exercising and being active, and being strong and confident. “Positive coaching” involves a coach treating a player with respect, encouraging the team, and serving as a positive role model. school to make it feasible. We can and should advocate for high quality physical education in local schools and school districts and encourage participation in afterschool sports and activities. Finally, we must keep in mind during all of these conversations the importance of making sports and activities fun, while understanding what makes these activities fun. If you have questions, please contact Liz Joy, MD, at [email protected]. Activities in and around school hold the most promise for promoting access and achievement of recommended levels of physical activity. Physicians can suggest active transportation as an option for those who live close enough to INTERMOUNTAIN MED STAFF NEWS | THIRD QUARTER 40