Navigation Bar for Stanford Health Care Patients“Healthcare today is changing and we need to be a catalyst for change with our patients,” explains Alpa Vyas, Stanford Health Care’s Chief Patient Experience & Operational Performance Officer.  “In order to create a superior experience for our patients, we have expanded our understanding of patient needs through empathy, incorporating design thinking into our clinical and operational processes."

As part of Stanford Medicine, Stanford Health Care has a long history with patient experience and is committed to continuous improvement by collaborating with patients on products, programs and processes. Patient Experience is one of Stanford Health Care’s four main pillars, demonstrating the importance to their organization.

At the PX Symposium in Boston, Alpa will be presenting Design Thinking Rx: A Prescription for Innovative Healthcare Solutions. Join me at the Symposium to learn more about Stanford Health Care and other truly patient- centered organizations. I will be leading a round table discussion to exchange best practices and processes for a superior patient experience. 

5 Questions in 5 mins, Interview by Sherri Dorfman, MBA, CEO Stepping Stone Partners

1. How do you define Design Thinking at Stanford Health Care? How does this fit with Human- Centered Design and Co-creation?

“We view Design Thinking as the ‘How’ we problem solve. We start with the end user/patient and use empathy to gain insight into needs to define the problem. Then we move through the Design Thinking process with ideating, prototyping and testing solutions.

We see Human Centered Design as the ‘What,’ our philosophy of engaging with the patient at the center of our process. Co-creation is the ‘Who’. We collaborate internally with our physicians and staff and externally with our patients.”

2. Tell me how Stanford Health Care gathers and leverages insights during the Design Thinking process.

“We use a ‘Collaboration Model’ where we define the problem statement and then refine it with insights collected from internal (e.g. clinical, operational, technical) and external (e.g. patients, family caregivers) stakeholders. We use surveys, discussions and observations. Depending on the project, our internal discussions may point us to others with specific expertise or experience interacting with patients. For patients, we may observe them (with their permission) in the hospital or their home to understand their needs for care and support.”

3. Can you share an example of how Stanford Health Care has successfully used the Design Thinking process to define a better patient experience?

“We are in the process of enhancing the service that our ground navigation team delivers and are excited about what we have discovered. We want to move beyond typical wayfinding services and hospitality approach. Through discussions with our operational leaders interacting with patients who are looking for information and guidance, and via patient surveys and interviews, we learned about the need for improved communication support and better coordination support. We are defining a new, higher level navigation role which will allow us to expand and enhyance our level of patient support. This may include scheduling appointments post discharge from an inpatient unit or emergency department, arranging transportation, securing lodging for family members and providing care updates on for patients – For example, ‘I spoke with the nursing team and they will be bringing you back in 20 minutes’.”

4. Thank you for that specific use case. Tell me how Stanford Health Care is using Design Thinking to address a broader patient problem.

“During the pandemic, we had to pivot on how we provided care ‘Access’ to our patients, from in -person to virtual visits. Looking forward, we want to start thinking about ‘Access’ differently. We are engaging staff and patients in the process of defining the next generation of care, including asynchronous care. We are learning that patients see care ‘Access’ as much more expansive. Based on insights from staff and patients, we are exploring some ideas including PCP eConsults (curbside) with specialists to determine the need and urgency for the appointment and virtual nurse triage.”

5.  How does Stanford Health Care measure success for PX initiatives?

“Back in 2022, I contributed to a PX Journal article called ‘Measuring what matters: A proposal for reframing how we evaluate and improve experience in healthcare’. Through extensive discussions with industry experts, the journal article concluded that in order to design experiences that are meaningful, we need to understand what really mattered to patients, families and care partners. At Stanford Health Care, we have looked at our surveys where we ask the same questions and engaged with staff and patients for their feedback. With those insights, we have added questions including those to get feedback on new process enhancements.

We are bringing these survey and discussion insights (including open ended comments) to our operational team members in real- time to translate into immediate changes for our patients.”

With planning underway for 2024, Alpa and her team are interested in further utilizing Design Thinking to develop better programming for Stanford Health Care. “We are working on the next generation of care- exploring ways we can use the insights we have gained to create more personalized experiences for our patients.  The Design Thinking process will guide our exploration on how to leverage data and feedback that may be buried within our systems to hone in on specific challenges and solutions – this is where we hope to invest”, Alpa concludes.

In October 2022, Providence Saint John's Health Center invested in Project Ronin, an AI driven cancer intelligence platform to empower cancer patients and their clinical teams to manage treatment symptoms, care communications and clinical decision support. Their goal is to reduce ED visits and deliver better patient care and outcomes.

According to the American Cancer Society’s 2023 Cancer Statistics report, cancer remains the second highest cause of death after heart disease. This is an estimated 2 million newly diagnosed cancer cases resulting in about 610,000 deaths.

Dr. Martin, MD, CMO of Providence Saint John’s believes that providing a new “space where cancer people can engage with their physicians has some very real, tangible benefits.”  The digital tool is designed to support “patients with less-critical symptoms, which has the potential to reduce emergency department visits and improve clinical efficiency, which means a more efficient utilization of resources. Of course, we always advocate patients to come to the emergency department if they believe they are experiencing a medical emergency.”

Cancer Care Collaboration 

Successful treatment of cancer is multifaceted, requires a multi-disciplinary care team, entails managing different data sets with continuous capture and monitoring of data, and has data complexity given the non-linear nature of the disease (i.e. diagnosis, treatment, remission, recurrence, treatment, survivorship/death).

Patients struggle to manage their cancer, both mentally and physically. Patient treatment symptoms can be severe. Questions come up between treatments but care teams are extremely busy. Patients need to remain connected to care teams to stay engaged, better manage, and communicate side effects.

Providers try to navigate their inefficient clinical workflows, address the administrative burden due to documentation requirements, and deal with workforce shortages. Today, providers spend 20-40 minutes finding patient info to prepare for patient visits, sometimes missing key data.  Providers are overwhelmed to make needed decisions for cancer patients at the point of care.

AI Cancer Platform Delivers Care & Decision Support

The Ronin Cancer Platform enables patients to “take control of their care in a way that wasn't possible before and feel better connected to their care teams,” explains Dr. Neil Martin, MD, CMO of Providence Southern California Clinical Institutes and Executive Director of Saint John's Cancer Institute.  Clinicians utilize this cancer intelligence platform’s predictive analytics and clinical dashboard to define treatment pathways and support more informed care decisions.

How does this work? The Ronin cancer platform takes structured and unstructured data from different EHR silos, and then cleans, calibrates, contextualizes this information to present care insights. With predictive analytics, providers can identify at-risk patients and see a complete real-time view of the care journey for immediate actions.  

AI Data- Driven Cancer Platform: Patient Experience

Patient Patricia (patient persona), 74 years old, is newly diagnosed with breast cancer. While meeting with her new care team, Patricia learns about new resources including the free Ronin Symptom Monitoring App, to educate and support her as she navigates her cancer path. During her next appointment, Patricia notices the poster in her doctor’s office prompting her to download this patient app.

   Patient Symptom Monitoring App Poster:

We want to support you through your treatment. In between your visits, please let us know how you're feeling by using the Ronin Symptom Monitoring Application. This will help us catch any side effects that you may experience. Studies show that symptom monitoring can ...

• Help people live longer and improve their quality of life

• Help people stay on treatment longer

• Lower visits to the emergency room and reduce hospital stay

Patricia downloads and begins using the Symptom Monitoring app which captures her Patient Reported Outcomes (PROs), enables her to track and manage side effects for treatment tolerance, displays her symptom history and provides her with personalized education based on what she is reporting. Within the app, Patricia selects from a list of symptoms and then sees a message that her symptoms “are concerning”, that her care team is monitoring this and will reach out to her within 24 hours.

AI Data-Driven Cancer Platform: Provider Experience

Patricia’s care team receives a “symptom alert” through the EHR based on the information that she has entered. Her symptom information has required a response (e.g. new symptom, moderate or severe symptom). The Nurse Navigator reaches out electronically or telephonically to check in on Patricia to understand more about her symptoms.

When her Oncologist Dr. Davis initially set up Patricia’s personalized care pathway on the platform, he indicated her specific disease type, which triggered patient reported outcomes surveys and at-risk surveys which captures data and intelligently prioritizes for the care team to take quick action to course correct and preempt adverse events.

While preparing for an upcoming office visit with Patricia, Dr. Davis uses the Ronin Platform to view a longitudinal timeline of her cancer journey, filled with real-time data (e.g. labs, images, pathology, treatment, surgery notes, past encounters) to make informed, proactive and personalized treatment decisions.  Following the visit, Dr. Davis (or the clinical staff) pushes educational content to help Patricia to navigate her new symptoms or cancer stages.  

AI Driven Care Experience Value Proposition

At Providence Saint John's Health Center, both patients and providers are finding value using the AI Ronin Platform, including clinical efficiencies, better care and outcomes and higher satisfaction. Here are some comments from the patient and provider users:

 Patient Experience:

 “Ronin provided confidence someone was monitoring me.” 

 “Ronin made me feel like my care team was with me, even at home.”

 “I prefer not having to call the hospital. (With app) I am able to record side-effects right away as they are happening”. 

 “It’s (app) so easy to open up and write how I’m feeling…It’s a great reminder to me that even though I may think I’m fine, I need to pay attention to my symptoms.”

Provider/Staff Experience:

  “We were able to catch an immune- related toxicity early for a patient of mine. Without Ronin, I would not have caught it”.  Medical Oncologist

  “We want to make sure the patients are having the best quality of life. With Ronin, we can check in on them more frequently.”  Nurse Navigator

  “From the treatment team’s standpoint, it’s made it easy to follow patients. It’s a great way to stay hands-on.”  Nurse Navigator

  “I had a patient straight up tell me ‘If it wasn’t for the app, I would be calling you guys every day'.” Medical Oncologist

   “Visually, the Timeline tab makes it much easier to get up to speed on a patient. Especially compared to reading my colleague’s last notes.”  Medical Oncologist

 Success Metrics

In addition to gathering qualitative comments about the patient and provider/staff experience, Providence Saint John’s tracks quantitative success metrics for the AI driven Cancer Program. Some key metrics include:

● Reduced unnecessary ED admissions by >20% (early findings)

● Improved efficiencies with 35% decreased patient call volume and 32% patient-initiated messages.

● Strong patient satisfaction & experience

• 84% see positive impact on care experience
• 90% say app is easy to use
• 88% are satisfied with solution

Future for Providence with Ronin Cancer Platform

Moving beyond the patient mobile app and care communication from phase one, Providence Saint John's is planning to provide clinical decision support with oncology and risk dashboards and the capability to view comparative patient analytics in phase two.

"We are proud to implement evidence-based care solutions for patients in our community," said Brad Bott, Executive Director of the Southern California Clinical Institutes. "Our partnership with Ronin will help improve cancer care delivery while empowering our staff to practice more efficiently. It's a win-win."

Digital Medicine is a nationally recognized, clinically proven program revolutionizing how we treat chronic conditions combining digital tools and engagement with a dedicated care team.

Ochsner O Bar Supports Patient's Digital Health needsIn 2015, Ochsner Health launched its first Digital Medicine Program for Hypertension. Since publishing success outcome measures in The American Journal of Medicine, Ochsner’s Chief Clinical Transformation Officer Dr. Richard Milani, and his team have built on the framework to support patients with chronic conditions (e.g., Diabetes, COPD) and Maternal care. Over 30,000 patients have participated in an Ochsner Digital Medicine Program.

With the cost of chronic care, including indirect costs (productivity loss) reaching $3.7 trillion a year, Ochsner is focused on better managing chronic care through three key levers: medication management, behavioral change, and frequent data collection from home.

Milani believes that a successful Digital Medicine Program must:

• use the latest guidelines for medication management, important because ideal medications are always changing, and a certain medication may be more effective for one patient (profile) than another.
• be designed with behavioral science to impact lifestyle change, which includes everything from delivering the right type and timing for nudges to aligning patient needs with right level of high touch care support.
• leverage data captured and presented within a reasonable time so that clinicians can respond before the patient’s health becomes a problem.

Dedicated Team, Centralized Monitoring

Ochsner’s Digital Medicine programs are supported by a dedicated team of over 60 professionals, including clinicians, coaches, pharmacists, physical therapists, behavioral scientists, IT developers, technology engineers, user experience, content specialists, data scientists and advanced analytics.

Team members help patients throughout their program journey, with onboarding, educating and ongoing care support.  An important benefit of having one Digital Medicine team is that the program can be personalized to the patient’s specific needs (e.g., required monitoring devices) and supported by the same clinician and coach.

EMR Foundation  

“The technology foundation of our Digital Medicine Programs is the EMR Epic,” explains Milani.  “Our patients are given clinically validated devices approved for the program, with device data flowing into the EMR.”

Ochsner has evaluated and selected a set of devices for this program for each condition, which patients are required to use to connect into the Program. Ochsner distributes the devices and is the point of contact for any technical issues.

Patients access their Digital Medicine Program through the Epic portal My Chart (via website and patient mobile app), where they can view trends on device measures, access educational information, complete assessments, and exchange messages with the Digital Medicine Care team.

“For our clinicians, we have designed dashboards which help triage and prioritize patients based on incoming patient health data including Social Determinants of Health,” says Milani “We have set up alerts for our program care team based on selected physiological and inputted measures.  Other providers of the patient’s care can access information in Epic, including a Monthly Report.

Patient Digital Medicine Program Experience

Ochsner Digital Medicine Patient After a referral from his physician, patient Peter (not his real name) is invited through Epic to participate in Ochsner’s Hypertension Program. Participating in the program means that Peter can reduce time off from work and save time driving time for some appointments.

Peter has the option of having the device(s) and program setup information mailed to him, or if nearby, Peter can stop by Ochsner’s O Bar – a physical location that allows patients to test drive more than 100 Ochsner-approved health apps and purchase devices. There’s a technology specialist behind the counter to answer questions and give app demonstrations. (Think genius bar to support patient health technology).  

Once Peter sets up his blood pressure monitor, his measures are sent to his care team. If any measures are out of range, his care team will reach out to discuss any possible changes needed. Peter’s coach sets up personalized messages regarding lifestyle changes needed and reminders to keep him on track with taking his medication and taking his readings. Peter can communicate with his coach via SMS texting, My Chart messages or via phone.  

“We are seeing that patients prefer to communicate asynchronously with their clinicians and coaches, so we are giving them the tools to do so,” says Milani.

Digital Medicine Program Success

“We evaluate success based on a few key measures,” says Milani. “We look at outcomes and are seeing a consistent 2-3 times improvement in control rates with our program. We also look at Net Promoter Scores (NPS) and we are getting very high patient satisfaction scores of 87-90.”

Ochsner recently conducted a pilot program (beginning in June 2020 and ongoing) to investigate how digital medicine with remote patient management can improve outcomes for Medicaid patients battling chronic diseases like Hypertension and Type 2 Diabetes. The results were statistically and clinically significant. Enrollment in Ochsner Digital Medicine brought nearly half of all out-of-control Hypertension patients under control at only 90 days, which was 23% more likely than usual care. Control rates continued to improve as patients remained in the program during its first 18 months. More impressively, 59% of people with poorly-controlled diabetes achieved control over their condition as part of the digital program – a rate twice as high as usual care.

Most patients achieved control of their hypertension and diabetes within 90 days of beginning the program, even those who had poor control prior to enrollment.

In addition to improving health outcomes, participation in the digital medicine program resulted in high patient satisfaction, with a net promoter score greater than 91 for Medicaid participants. This is consistent with the high patient satisfaction with digital chronic disease management programs at Ochsner among non-Medicaid patients.

“We're offering patients compassionate human care combined with the power of technology, and we’ll continue to expand these programs to help more patient populations”, Milani concludes.

Success in their words

Patients:

“My care team has been really helpful. They’ve explained things to me… offered me suggestions. I really like the fact of daily accountability. I’ve lost about 103 pounds. I feel better. I have energy that I didn’t have a year ago.”

“I know I’m sleeping better–my hair, my skin, my vision–just different things that you start to notice that we take for granted that are all tied into our blood pressure and blood sugar. I’m a living testimony that it (the program) works! I know for a fact Ochsner Digital Medicine has saved my life.”

“I feel like this is more normal. Someone’s got my back and… I will be able to use [the program] for the rest of my life.”

“The Ochsner Digital Medicine Care Team helped me by guiding me in every way possible – giving me tips on my diet and adjusting my medication on the fly. They are a good support team.”

Staff:

“I love the Ochsner Digital Medicine program. As a physician, I love having the Digital Medicine team helping me because it’s like having other coaches on the team.”  Dr. Victoria Smith

Ochsner’s Digital Medicine Program is available to employees across their health system. 

“The Ochsner Digital Medicine program is one of the most important components of healthcare for our (employees). If I can offer better benefits and possibly reduce healthcare costs, why wouldn’t I? We have had employees sign up for the hypertension and Type 2 diabetes programs and have seen many positive results in a short period of time. The program lets your employees know how much they mean to you by investing in them”, Chief of Administration, Chris Kaufmann