2016 HOSPITAL ENGAGEMENT NETWORK CONFERENCE Reducing Readmissions Enhancing the Patient Experience Improving End-of-Life Care Ramada Plaza Suites, Fargo, ND February 25-26, 2016 Join your colleagues in the North Dakota Hospital Engagement Network and a faculty of experts for a split-day of learning, discovery, and networking as we explore strategies to reduce readmissions with a special emphasis on readmissions for end-of-life care. Attendees will have the opportunity to participate in a facilitated session to discuss the challenges of providing end of life care in rural areas with limited services and resources and will strategize solutions to meet patient and family needs/expectations while being mindful of the need to avoid hospital readmissions. Who Should Attend Hospital CEOs; Chief Nursing Officers; Quality Improvement Professionals; Case Managers/Risk Managers and other healthcare professionals with an interest in patient safety, the patient experience and readmission reduction. Registration Attendees must register by February 17, 2016, by clicking here. All members of the North Dakota Hospital Engagement Network are invited and encouraged to send multiple staff at no cost to the facility. All other North Dakota hospitals are welcome to attend at the cost of $100 per attendee. Hotel Accommodations A block of rooms has been reserved for the evening of February 25, 2016, at the Ramada Plaza Suites, 1635 42 nd Street SW, Fargo, ND, under North Dakota Hospital Engagement Network. The rate is $99 plus tax. Rooms may be reserved by calling 701-277-9000. Agenda February 25, 2016 12:30-5:00 p.m. 12:30-12:45 p.m. Welcome & Opening Remarks Jerry Jurena, President North Dakota Hospital Association 12:45-1:30 p.m. HEN 2.0 Updates and Overview Natalie Erb Health Research & Educational Trust 1:30-1:45 p.m. ND HEN Priorities, Timeline, Resources Jean Roland/Nikki Medalen Quality Health Associates of ND 1:45-2:00 p.m. Not Just Any Dad—(Patient/Family Story) Loretta Swanson and Geneal Roth
Transcript
2016 HOSPITAL ENGAGEMENT NETWORK CONFERENCE
Reducing Readmissions Enhancing the Patient Experience
Improving End-of-Life Care
Ramada Plaza Suites, Fargo, ND
February 25-26, 2016
Join your colleagues in the North Dakota Hospital Engagement Network and a faculty of experts for a split-day of learning, discovery, and networking as we explore strategies to reduce readmissions with a special emphasis on readmissions for end-of-life care. Attendees will have the opportunity to participate in a facilitated session to discuss the challenges of
providing end of life care in rural areas with limited services and resources and will strategize solutions to meet patient and family needs/expectations while being mindful of the need to avoid hospital readmissions.
Who Should Attend
Hospital CEOs; Chief Nursing Officers; Quality Improvement Professionals; Case Managers/Risk Managers and other healthcare professionals with an interest in patient safety, the patient experience and readmission reduction. Registration
Attendees must register by February 17, 2016, by clicking here. All members of the North Dakota Hospital Engagement Network are invited and encouraged to send multiple staff at no cost to the facility. All other North Dakota hospitals are welcome to attend at the cost of $100 per attendee. Hotel Accommodations
A block of rooms has been reserved for the evening of February 25, 2016, at the Ramada Plaza Suites, 1635 42nd Street SW, Fargo, ND, under North Dakota Hospital Engagement Network. The rate is $99 plus tax. Rooms may be reserved by calling 701-277-9000. Agenda February 25, 2016 12:30-5:00 p.m.
12:30-12:45 p.m. Welcome & Opening Remarks Jerry Jurena, President North Dakota Hospital Association
12:45-1:30 p.m. HEN 2.0 Updates and Overview
Natalie Erb Health Research & Educational Trust
1:30-1:45 p.m. ND HEN Priorities, Timeline, Resources
Jean Roland/Nikki Medalen Quality Health Associates of ND
1:45-2:00 p.m. Not Just Any Dad—(Patient/Family Story) Loretta Swanson and Geneal Roth
2:15-4:30 p.m. Reaching Your Readmission Reduction Goal in HEN 2.0
Pat Teske Cynosure
4:30-5:00 p.m. Debrief/Looking Ahead to Tomorrow All
February 26, 2016 8:00 a.m.-12:30 p.m.
8:00-8:15 a.m. Welcome & Opening Remarks Jerry Jurena, President North Dakota Hospital Association
8:15-8:30 a.m. Highlights and Review of Day 1 Natalie Erb Health Research & Educational Trust Pat Teske Cynosure
8:30-10:00 a.m. Reducing Readmissions through Community Collaboration—Partnerships and collaborations between healthcare systems and communities is critical in reducing avoidable hospital readmissions. This session will focus on community services that address the unique needs of patients, families and caregivers.
ND Partners/Stakeholders Honoring Choices ND Faith Community Nursing &
Health Ministry Community Paramedic Program Hospice of the Red River Valley American Cancer Society Cancer
Action Network
10:00-10:15 a.m. Break
10:15-11:15 a.m. Project ECHO—Project ECHO (Extension for Community Healthcare Outcomes) uses teleconferencing technology to support and train healthcare providers remotely. Dr. Watson will share his experience in providing community palliative care education and support to community healthcare professionals.
Max Watson, MD Medical Director Northern Ireland Hospice
11:15 a.m.-12 noon Interactive Readmission Reduction Session: Successes, Challenges and Solutions in Rural ND
Pat Teske Cynosure
12:00-12:30 p.m. Debrief and Next Steps All
Contact Information
For additional information, feel free to contact Jean Roland, ND HEN Program Manager, Quality Health Associates of North Dakota, 701-852-4231, [email protected].
* Applications submitted could not be validated this week.
HealthCare.gov State-by-State Snapshot
The Week 13 Snapshot provides cumulative individual plan selections for the states using the HealthCare.gov platform.States with the fastest rate of growth between Week 12 and Week 13 are Nevada (12%), Texas (11%) and Hawaii (10%).[Those states with the largest rate of growth increase between OE3 and OE2 are Oregon (31%), Utah (25%), Iowa (22%),South Dakota (22%) and Nevada (20%).]
Individual plan selections for the states using the HealthCare.gov platform include:
Week 13Cumulative Plan Selections
Nov 1 – Feb 1
Alabama 195,055
Alaska 23,029
Arizona 203,066
Arkansas 73,648
Delaware 28,256
Florida 1,742,819
Georgia 587,845
Hawaii 14,564
Illinois 388,179
Indiana 196,242
Iowa 55,089
Kansas 101,555
Louisiana 214,148
Maine 84,059
Michigan 345,813
Mississippi 108,672
Missouri 290,201
Montana 58,114
Nebraska 87,835
Nevada 88,145
New Hampshire 55,183
New Jersey 288,573
New Mexico 54,865
North Carolina 613,487
North Dakota 21,604
Ohio 243,715
Oklahoma 145,329
Oregon 147,109
Pennsylvania 439,238
South Carolina 231,849
South Dakota 25,999
Tennessee 268,867
Texas 1,306,208
Utah 175,637
Virginia 421,897
West Virginia 37,284
Wisconsin 239,034
Wyoming 23,770
HealthCare.gov Local Market Snapshot
The Week 13 snapshot includes a look at plan section by Designated Market Areas (DMAs) which are local mediamarkets. These data provides another level of detail to better understand total plan selections within local communities.Some DMAs include one or more counties in a state that is not using the HealthCare.gov platform in 2016. Planselections for those DMAs only include data for the portions of these areas that are using the HealthCare.gov platform,so the cumulative totals in the snapshot do not represent plan selections for the entire DMA. In addition, some DMAscross into multiple states that use the HealthCare.gov platform and those totals are cumulative for all HealthCare.govstates in that DMA. Because some communities do not fall into a DMA, cumulative plan selections for local markets willnot total to the national cumulative plan selection number.
The ten markets showing the fastest rate of growth between Week 12 and Week 13 include Yuma, Arizona (21 percent),Corpus Christi, Texas (17 percent), Harlingen, Texas (16 percent), Laredo, Texas (16 percent), El Paso, Texas (14 percent),Odessa-Midland, Texas (14 percent), San Antonio, Texas (14 percent), Abilene-Sweetwater, Texas (13 percent), LasVegas, Nevada (13 percent) and Lubbock, Texas (12 percent). Eight of the ten markets showing the strongest growth arein Texas.
Local Markets in HealthCare.gov States StateCumulative Plan Selections
*Because there was a change of 11 or fewer enrollments between Week 12 and Week 13 and this data needed to be suppressed in
the Week 12 snapshot, the growth in these markets is from Week 11 to Week 13.
Glossary
Plan Selections: The weekly and cumulative metrics provide a preliminary total of those who have submitted anapplication and selected a plan. Each week’s plan selections reflect the total number of plan selections for the week andcumulatively from the beginning of Open Enrollment to the end of the reporting period, net of any cancellations from aconsumer or cancellations from an insurer during that time.
Because of further automation in communication with insurers, the number of net plan selections reported this yearaccount for insurer-initiated plan cancellations that occur before the end of Open Enrollment for reasons such as non-payment of premiums. This change will result in a larger number of cancellations being accounted for during OpenEnrollment than last year. Last year, these cancellations were reflected only in reports on effectuated enrollment after
the end of Open Enrollment. As a result, there may also be a smaller difference this year between plan selections at theend of Open Enrollment and subsequent effectuated enrollment, although some difference will remain because plancancellations related to non-payment of premium will frequently occur after the end of Open Enrollment.
Plan selections include those consumers who are automatically re-enrolled into their current plan or another plan withsimilar benefits, which occurs at the end of December.
To have their coverage effectuated, consumers generally need to pay their first month’s health plan premium. Thisrelease does not include totals for effectuated enrollments.
Basic Health Program: Under the Affordable Care Act, the Basic Health Program is a tool states can choose to use thatprovides alternative coverage to people with incomes below 200 percent of the federal poverty level, who wouldotherwise be eligible to buy Qualified Health Plans through their Marketplaces. Plans selected under the Basic HealthProgram are very similar to Marketplace coverage. It is health insurance that is bought through a state Marketplace,contains all ten categories of essential health benefits, and provides financial assistance to consumers.
Marketplace: Generally, references to the Health Insurance Marketplace in this report refer to 38 states that use theHealthCare.gov platform. The states using the HealthCare.gov platform are Alabama, Alaska, Arizona, Arkansas,Delaware, Florida, Georgia, Hawaii, Illinois, Indiana, Iowa, Kansas, Louisiana, Maine, Michigan, Mississippi, Missouri,Montana, Nebraska, New Hampshire, New Jersey, Nevada, New Mexico, North Carolina, North Dakota, Ohio, Oklahoma,Oregon, Pennsylvania, South Carolina, South Dakota, Tennessee, Texas, Utah, Virginia, West Virginia, Wisconsin, andWyoming.
HealthCare.gov States: The 38 states that use the HealthCare.gov platform for the 2016 benefit year, including theFederally-facilitated Marketplace, State Partnership Marketplaces and State-based Marketplaces.
Local Markets: Cumulative plan selections for local markets are based on Designated Market Areas (DMAs) which aremedia markets. Some DMAs include one or more counties in a state that is not using the HealthCare.gov platform in2016. Plan selections for those DMAs only include data for the portions of these areas that are using the HealthCare.govplatform, so the cumulative totals in the snapshot do not represent plan selections for the entire DMA.
Applications Submitted: This includes a consumer who is on a completed and submitted application or who, throughthe automatic re-enrollment process, which occurs at the end of December, had an application submitted to aMarketplace using the HealthCare.gov platform. If determined eligible for Marketplace coverage, a new consumer stillneeds to pick a health plan (i.e., plan selection) and pay their premium to get covered (i.e., effectuated enrollment).Because families can submit a single application, this figure tallies the total number of people on a submitted application(rather than the total number of submitted applications).
Call Center Volume: The total number of calls received by the Federally-facilitated Marketplace call center over thecourse of the week covered by the snapshot or from the start of Open Enrollment. Calls with Spanish speakingrepresentatives are not included.
Calls with Spanish Speaking Representative: The total number of calls received by the Federally-facilitated Marketplacecall center where consumers chose to speak with a Spanish-speaking representative. These calls are not included withinthe Call Center Volume metric.
Average Call Center Wait Time: The average amount of time a consumer waited before reaching a customer servicerepresentative. The cumulative total averages wait time over the course of the extended time period.
HealthCare.gov or CuidadodeSalud.gov Users: These user metrics total how many unique users viewed or interactedwith HealthCare.gov or CuidadodeSalud.gov , respectively, over the course of a specific date range. For cumulativetotals, a separate report is run for the entire Open Enrollment period to minimize users being counted more than once
during that longer range of time and to provide a more accurate estimate of unique users. Depending on an individual’sbrowser settings and browsing habits, a visitor may be counted as a unique user more than once.
Window Shopping HealthCare.gov Users or CuidadoDeSalud.gov Users: These user metrics total how many uniqueusers interacted with the window-shopping tool at HealthCare.gov or CuidadoDeSalud.gov, respectively, over the courseof a specific date range. For cumulative totals, a separate report is run for the entire Open Enrollment period tominimize users being counted more than once during that longer range of time and to provide a more accurate estimateof unique users. Depending on an individual’s browser settings and browsing habits, a visitor may be counted as aunique user more than once. Users who window-shopped are also included in the total HealthCare.gov orCuidadoDeSalud.gov user total.
Visit us at http://www.fema.gov/national-preparedness-goal
“FEMA’s mission is to support our citizens and first responders to ensure that as a nation we work together to build, sustain, and improve our capability to prepare for, protect against, respond to, recover from and mitigate all hazards.”
Information Sheet National Preparedness Goal, Second Edition: Overview
Preparedness is the shared responsibility of our entire nation. With so many people involved and so much at stake, it is important to establish a common preparedness goal. The first edition of the National Preparedness Goal, released in September 2011, described a vision for preparedness nationwide and identified the core capabilities necessary to achieve that vision across the five mission areas—Prevention, Protection, Mitigation, Response and Recovery. The second edition of the National Preparedness Goal incorporates critical edits identified through real world events, lessons learned and implementation of the National Preparedness System.
The Goal The National Preparedness Goal defines what it means for the whole community to be prepared for all types of disasters and emergencies. The goal itself is:
“A secure and resilient nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that
pose the greatest risk.”
These risks include natural hazards such as hurricanes and pandemic influenza, accidental hazards such as dam failures and chemical spills, and manmade threats such as acts of terrorism and cyber attacks.
The National Preparedness Goal is capabilities-based and is organized into the five mission areas:
• Prevention. Avoid, prevent or stop an imminent, threatened or actual act of terrorism.
• Protection. Protect our citizens, residents, visitors, assets, systems and networks against the greatest threats and hazards in a manner that allows our vital interests and way of life to thrive.
• Mitigation. Reduce the loss of life and property by lessening the impact of disasters.
• Response. Respond quickly to save lives, protect property and the environment, and meet basic human needs in the aftermath of an incident.
• Recovery. Assist communities affected by an incident to recover through a focus on the timely restoration, strengthening and revitalization of infrastructure, housing and the economy, as well as the health, social, cultural, historic and environmental fabric of communities affected by an incident.
Figure 1: National Preparedness Goal, Second Edition
Visit us at http://www.fema.gov/national-preparedness-goal
“FEMA’s mission is to support our citizens and first responders to ensure that as a nation we work together to build, sustain, and improve our capability to prepare for, protect against, respond to, recover from and mitigate all hazards.”
Federal Emergency Management Agency
Capabilities to Reach the Goal The National Preparedness Goal identifies 32 distinct activities, called core capabilities, which are needed to address our greatest risks. The core capabilities serve as both preparedness tools and provide a common language for preparedness activities. They are highly interdependent and
require us to use existing preparedness networks and activities, coordinate and unify efforts, improve training and exercise programs, promote innovation and ensure that the administrative, finance and logistics systems are in place to support these capabilities.
Intelligence and Information Sharing Community Resilience Long-term
Vulnerability Reduction
Risk and Disaster Resilience
Assessment Threats and
Hazards Identification
Infrastructure Systems
Interdiction and Disruption Critical Transportation
Environmental Response/Health and
Safety Fatality Management
Services Fire Management and
Suppression Logistics and Supply Chain
Management Mass Care Services
Mass Search and Rescue Operations
On-scene Security, Protection, and Law
Enforcement Operational
Communications Public Health, Healthcare, and Emergency Medical
Services Situational Assessment
Economic Recovery
Health and Social Services
Housing Natural and
Cultural Resources
Screening, Search, and Detection
Forensics and Attribution
Access Control and Identity Verification
Cybersecurity Physical Protective
Measures Risk Management for Protection Programs
and Activities Supply Chain
Integrity and Security
Figure 2. Core Capabilities, Organized by Mission Area
Whole Community Involvement The National Preparedness Goal follows a whole community approach to preparedness. It recognizes that everyone can contribute to and benefit from national preparedness efforts. The Goal, itself, is a result of contributions from the whole community,
including individuals, communities, the private and nonprofit sectors, faith-based organizations and all levels of government (local, regional/metropolitan, state, tribal, territorial, insular area and Federal).
