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Direction Générale Disease Management DEVELOPMENT The Independent Health Insurance Funds Brussels,05.07.2010 Strategic context 1. Why introducing DM ? Challenges on the macro-level: Dramatic increase of the number of patients with chronic conditions; High costs to health and social systems Improve care quality Improve efficiency in use of the available resources for treatment of chronic diseases 2 Réunion - Date Strategic context Why introducing DM ? (2) Challenges on the process-level: Systematizing the use of guidelines by physicians Improving coordination of care Improving patient compliance in medication and life style adoption Systematizing the use of ICT in care Systematizing data input/analytics on treatment process and outcome 3 Réunion - Date Strategic context Disease Management Company Vision Integration Need Medical Integration Mgmt Information Integration Mgmt Financial Resources Mgmt Daily operations Mgmt New entity of Disease Management 4 Réunion - Date Unique position MLOZ and NM in HCS Free and independant from others 20% of market Fast growing (2.4%) Open for new partnerships with providers, industry Innovation central strategy 5 Réunion - Date Strategic context Disease Management Company Vision Integrated Care Solutions = IT supported Care Path + Medical Call centre New elements of care: A. Enrolment system based on the risk stratification and the Evidence Based Practice Guidelines B. Patient self management support tools C. Providers support tools (IT based) D. Process and outcomes measurement 6 Réunion - Date Strategic context Activities 1. Care plans development – integration/relation other initiatives 2. Individual Care plan management 3. Education/coaching/monitoring for each pathology and combined pathologies 4. Care plans IT support and maintenance 5. Promotion of care plans and IT support with physicians 6. Training of physicians in system use 7. Facilitating of medical telephone support to patients outsourcing with Home Care/Call centre’s 8. Data processing and analysis 9. System quality monitoring and care plans upgrading 10. Communication Réunion - Date 7 Strategic context Services Patient <= individualized health path; personal electronic record with variety of tools (information/ education/ coaching/monitoring/ authorization and sharing) Physicians <= Health Insurer <= availability of the evidence based clinical guidelines/E-learning/ secure information exchange within the Care Teams / decision support services for members/ process en outcome measurements/efficiency tools 8 Réunion - Date Disease Management Development Program From Consortium to DMC DMC Services DMC DEVELOPMENT P0: DMC operating system requirements & architecture Requirement Analysis MOU April 2010 Réunion - Date Negotiations DMC legal advise & Foundation DMC Business plan DMC Installation DMC Operations& Marketing plan DM C implementation Consortium Consortium DMC Communication DMC OPERATIONS Pre conditions Project Execution P1: Tele-Coaching Service Dvpt Agreement I June 2010 Agreement II 1st Q 2011 Project Delivery Market Launch 1st Q 2011 9 Specialist Nurse Pharmacist GP Consultation Mediscal Follow -up Move DM analysis Enrolement DM PT Informed consent DM Care Plan Agreements GP - DM Coordination Planning Feedback Dietcian Pharmacist Po HIF DATA Stop DM planning Technical equipment Education/ coaching Specialist Monitoring Lab Pharmacist Information Call centre Hospital Social link Welfare Strategic context Value chain model Suppliers Others Consortium Projects Customers Integrator Coordinator Solutions D M C HIF’s; Companies GP associatons Hospitals Nurses associations Patients GP’s Specialists Nurses Pharmacist associations Pharmacies Strategic context Goals 1. Build a Disease Management System and integrate the existing applications/ initiatives into the system (focus on the selected pathologies) 2. Facilitate political lobbying for the implementation of this solution (financing/ legal framework/ adoption by professionals and patients) 3. Create Disease Management Company to bring Solutions to the market 12 Réunion - Date Direction Générale 2. Governance Advisory Board Consortium DMC Governance 2.1. Consortium Structure Steering Groep Advisory Board (CEO’s/staff of member organizations) (political opinion leaders) Consortium Management Staff Office Manager Financial Controller (Project Managers) Project Groups Medical IT Business 14 Réunion - Date Governance 2.2.Advisory board Advisory Board Consortium DMC The role of the advisory board is to give strategic advice and to ensure political endorsement. The advisory board has the important task to put some political pressure on the insurance committee. This paritary committee is responsible for taking decisions whether to reimburse certain activities or not. In order to get structural reimbursements from RIZIV for the services delivered by DMC, the advisory board has to play an active role in the negotiations with this committee. The following persons will be part of the advisory board: Bernadette Adnet (Staff member VBO) Yolande Avontroodt (Member of the federal parliament and president of the management committe of RIZIV) Jo De Cock (General manager RIZIV) Pascal Mertens (General manager MLOZ) Dirk Ramaekers (Medical director ZNA) Michel Vermeylen (General practitioner and vice-president ABSYM) Jan Van Acker (President Pharma.be) 15 Réunion - Date Governance 2.2.Advisory board 2.2.1.Feedback meeting 21/1 (1) Services : IT and individual acces Online data, decision support and suggestions for the GP Coaching as support for the GP Telehealth tools – PHR Homecare functionalities Social services 16 Réunion - Date Governance 2.2.Advisory board 2.2.1. Feedback meeting 21/1 (2) Structure : New structure needed Mixed governance National institute supervision Quality system to be developped 17 Réunion - Date Governance 2.2.Advisory board 2.2.1.Feedback meeting 21/1 (3) Support by members of AB : Endorsement and communication/marketing ABSYM/BVAS Political - legal support and framework Privacy commission Communication and promotion 18 Réunion - Date Feedback advisory board (4.06.2010) Quality is critical success factorvalidation – performance assessment Legal support for IT necessary Start mean and lean in sociodemographic advantaged areas Education/coaching at short term Not for profit structure necessary 19 Réunion - Date Governance 2.3.Consortium Principles Advisory Board Consortium DMC The consortium is a temporary partnership between users and suppliers of disease management solutions. Their task is to: Build a Disease Management System and integrate the existing applications/ initiatives into the system (focus on the selected pathologies) Facilitate political lobbying for the implementation of this solution (financing/ legal framework/ adoption by professionals and patients) Create Disease Management Company to bring Solutions to the market The Consortium has the decision power to initiate projects. The Consortium consists of three major groups 2 health insurance funds Care providers IT suppliers Other parties that will play an important role are Associated partners that can provide support during the different projects. These partners can share their know-how, tools or can contribute financially; Suppliers who provide specific tools (e.g. IT tools). The procedure to enter and exit a partnerships has to be decided by the consortium. 20 Réunion - Date Governance 2.3.Consortium 2.3.1.Daily management Management General Manager : Jan Van Emelen – strategy, communication, medical work packages Operational Program Manager : Irina Odnoletkova: global program manager, busines projects, education and coaching IT program manager : Louis Schilders: IT architecture, standard, integration, applications Staff (financial officer, office manager) The daily management will execute the consortium program as presented today. The Program starts the day the MOU is signed. The daily managemen reports to the steering committee. It has to be decided how frequently the steering committee meets. The consortium functioning is financed by the partners. 21 Réunion - Date Governance 2.4. Disease Management CompanyDMC Advisory Board Consortium DMC DMC is an independent and executive cooperation that facilitates the integration of health care. The development of DMC will be supported by the consortium members, public and government funds (article 56) and other project-based financing. In a later stage financing should happen through structural reimbursement, patient contributions and contributions from companies using the DMC services. The DMC will have a classic corporation structure to run its operations A governance structure for DMC has to be determined. Which parties should be represented in the Board of DMC and what the different roles and responsabilities are, will need to be defined in the DMC Company setup. 22 Réunion - Date Governance 2.4. DMC 2.4.1. Market Penetration Strategy Market potential Commercial Services and projects RIZIV Structural Reimbursement Compulsory Insurance Adjustment Proposal Time Governance 2.4. DMC 2.4.2. Political strategy How to achieve the State reimbursement? DMC set-up and System Evaluation Design should be ruled by HIF’s : • MLOZ and • Neutral HIF Health Care Providers Associations : • ABSYM, • APB DM 2010/0226 Réunion - Date 24 3. Program Management 25 Réunion - Date Disease Management Development Program From Consortium to DMC DMC Services DMC DEVELOPMENT P0: DMC operating system requirements & architecture Requirement Analysis MOU April 2010 Réunion - Date Negotiations DMC legal advise & Foundation DMC Business plan DMC Installation DMC Operations& Marketing plan DM C implementation Consortium Consortium DMC Communication DMC OPERATIONS Pre conditions Project Execution P1: Tele-Coaching Service Dvpt Agreement I June 2010 Agreement II 1st Q 2011 Project Delivery Market Launch 1st Q 2011 26 Management Structure Consortium Steering Board Political Advisory Board Program Sponsor: Jan Van Emelen DMC Foundation Program Manager Irina Odnoletkova Project Manager DMC Communication (to be appointed) WP1 WP2 Stratification Informed consent Education& Coaching Development Project Manager P0 (to be appointed) WP3 Medical reference WP4 Careplan WP5 Com/feedback WP6 WP7 Evaluation Edu&Coach 27 Réunion - Date DMC Foundation DMC Legal Advise & Foundation DMC preconditions definition (by future DMC owners: Independent HIF’s; Neutral HIF’s; Political Physician Association; National Pharmacist Assotiation) Legal and Financial/Fiscal Advise DMC Value: Offering Tele-health Services To the whole Belgian Populatian (patients and health care providers) Final Agreement by future owners, and Company Foundation Mei 2010 June 2010 July 2010 28 Réunion - Date DMC Communication Stakeholders Identification TO WHOM? DMC Communication Communication Strategy Development Development of consequent Communication Strategy and Plan With all stakeholders WHAT? Communication Plan Development HOW? Mei 2010 June 2010 July 2010 29 Réunion - Date DMC operating system requirements & architecture P0: DMC Enterprise Architecture Business, System and Technical blueprints Business architecture • Strategy • Medical-functional analysis • Business analysis By Independent System architecture • Data • Application • Infrastructure • Integration Technical architecture • Standards • Services BA Blueprint September 2010 Réunion - Date Experts AA+DA Blueprint October 2010 By Consortium Partners TA Blueprint December 2010 30 Specialist Nurse Pharmacist GP Consultation Mediscal Follow -up Move DM analysis Enrolement DM PT Informed consent DM Care Plan Agreements GP - DM Coordination Planning Feedback Dietcian Pharmacist Po HIF DATA Stop DM planning Technical equipment Education/ coaching Specialist Monitoring Lab Pharmacist Information Call centre Social link Welfare Hospital 31 Réunion - Date Program Po DMC Enterprise Architecture Development Blueprints describe the business requirements and technology components in a way that enables their linkages to be traced from business owner to system developer. Architecture Guiding Principles Architecture Guiding Principles serve as guideposts for strategic and tactical technology decisionmaking. Organization & Skills details the structure, capabilities and qualifications needed to build, maintain, and implement the architecture. Architecture Blueprints Architecture processes Organization & Skills Architecture Governance Architecture Processes document how architecture design is performed and implemented in the organization. Metrics & Measurement Metrics & Measurements describe the quantitative and qualitative goals for the enterprise architecture to ensure that value is measured and communicated. Architecture Repository Architecture Repository is the control point for all architectures assets – blueprints, processes, metrics. The repository is accessed and managed through the architecture toolset. Architecture Governance is a comprehensive set of policies, processes and procedures that ensure proper, yet flexible, guidance and approval checkpoints for architecture. 32 Réunion - Date Program DMC Lifecycle As-Built architecture Approved Projects Business Strategic Planning Enterprise Architecture Blueprinting Project Release Planning Portfolio Mgmt Project Execution Business Operations EA Governance Objectives&measurements Indicators Architecture benefits results Metrics Business benefits results 33 Réunion - Date Programme IT Architecture (1) 34 Réunion - Date Programme IT Architecture (2) WEB Based Architecture Security & confidentiality – Authentication of patients & Healthcare Professionals (eHealth & EID) Authorisation (standard eHealth – application/disease specific DMC) Patient Informed Consent Upload of Medical Patient Summary (cross diseases) Collection of disease specific parameters/values Secured Sharing of information both medical and personal between members of the Care Team Education of enrolled patients – eLearning - ZorgTV Coaching of enrolled patients – Personal Health record 35 Réunion - Date Coaching&Education Service Development Coaching&Education Service Development The objective is to develop Services Functional Requirements & Preconditions Analysis Make or buy? Fit into the System Design? • B2B2C to members of MLOZ&NZ – via complementary insurance products (25% of the Belgian market) • B2C – to non-members. The Service will be offered to other HIF’s on B2B2C basis. Service Development •Operational plan •Marketing Plan Service Implementation September 2010 Réunion - Date December 2010 Market Launch 1st Q 2011 36 International trend in chronic care 90% of chronic care = selfcare Symptoms monitoring + appropriate actions (adjust medications, schedule a doctor visit); Major lifestyle changes (e.g., stop smoking, reduce alcohol consumption, modify diet, lose weight, and increase exercise); Medication compliance; Office visits for lab tests, physical exams, and clinician consultations. => Self-Management Support is necessary! Telecoaching aims to change patient behavior 37 Réunion - Date Self-management support is “the systematic provision of education and supportive interventions by health care staff to increase patients’ skills and confidence in managing their health problems, including regular assessment of progress and problems, goal setting, and problem-solving support.” 38 Réunion - Date Chain of self-management support effect Patient Behaviour Disease Control Health Care Utilization Health Outcomes Patient Satisfaction Less Costs 39 Réunion - Date Own experience: pilote project CareTV Problem with patient education paid by RIZIV (diabetes 2): too late no standard efficiency loss on nurse traveling Information “push” Preliminary conclusion CareTV: Distant coaching is feasible; Travel time becomes patient contact time; Individual coaching based on behavioral change theory is efficient 40 Réunion - Date Design Options for a Self-Management Support Program Place within the health care system (who offers the service?) Enrolment procedure Role and background of the coaching staff Content of the support Patient population served Communication tools (Website/ telefone/ combination) Protocols for how staff is to provide the support. Staff training Communication between physicians and coaching staff 41 Réunion - Date Target groups • Patients Belgium Diabetes 500.000 Asthma 600.000 COPD 385.000 Cardiovascular 400.000 Cancer 300.000 Depression 900.000 TOTAL 3.085.000 Pregnancy Smokers etc. MLOZ 95.000 114.000 73.150 76.000 57.000 171.000 586.150 • GP Circles: +/-260 • Hospitals: +/- 250 • Data collectors: Pharmaceutical industry, IMS, Cegedim, academic centres, scientific organizations 42 Réunion - Date DMC operating system requirements & architecture P0: DMC Enterprise Architecture Business, System and Technical blueprints Business architecture • Strategy • Medical-functional analysis • Business analysis By Independent System architecture • Data • Application • Infrastructure • Integration Technical architecture • Standards • Services BA Blueprint September 2010 Réunion - Date Experts AA+DA Blueprint October 2010 By Consortium Partners TA Blueprint December 2010 43 L’Union Nationale des Mutualités Libres regroupe :