Notes and Disclaimers:
- Projects shown may have also operated in other states (see the Geographic Reach)
- Descriptions and project data (e.g. gross savings estimates, population served, etc.) are 3 year estimates provided by each organization and are based on budget submissions required by the Health Care Innovation Awards application process.
- While all projects were expected to produce cost savings beyond the 3 year grant award, some may not achieve net cost savings until after the initial 3-year period due to start-up-costs, change in care patterns and intervention effect on health status.
FEINSTEIN INSTITUTE FOR MEDICAL RESEARCH
Project Title: “Using care managers and technology to improve the care of patients with schizophrenia”
Geographic Reach: Florida, Indiana, Michigan, Missouri, New Hampshire, New Mexico, New York, Oregon
Funding Amount: $9,380,855
Estimated 3-Year Savings: $10,080,000
Summary: The Feinstein Institute for Medical Research received an award to develop a workforce that is capable of delivering effective treatments, using newly available technologies, to at-risk, high-cost patients with schizophrenia. The intervention will test the use of care managers, physicians, and nurse practitioners trained to use new technology as part of the treatment regime for patients recently discharged from the hospital at community treatment centers in eight states. These trained providers will educate patients and their caregivers about pharmacologic management, cognitive behavior therapy, and web-based/home-based monitoring tools for their conditions. This intervention is expected to improve patients’ quality of life and lower cost by reducing hospitalizations. Over a three-year period, the Feinstein Institute for Medical Research will retrain nurse practitioners, physician assistants, physicians, and case managers to use newly available mental health protocols and health technology resources.
PROVIDENCE PORTLAND MEDICAL CENTER
Project Title: “Redesigning service delivery through the Tri-County Health Commons”
Geographic Reach: Oregon
Funding Amount: $17,337,093
Estimated 3-Year Savings: $32,542,913
Summary: The Providence Portland Medical Center, on behalf of Health Share of Oregon, received an award to launch the delivery system transformation of Oregon’s largest Medicaid Coordinated Care Organization (CCO). As a CCO, Health Share is integrating care delivery for Medicaid beneficiaries through an unprecedented level of cooperation among traditional competitors. Known as the Health Commons Project, this work aims to create an integrated patient-centered system to improve care coordination, care quality, and health outcomes among high-cost, high-acuity Medicaid patients while reducing overall health care costs. Through the implementation or expansion of five complementary care model interventions, including the hiring of new community outreach workers and patient guides and the development of a member registry, care will be coordinated more efficiently and effectively across multiple organizations. Additionally, enhanced systems for learning, collaboration, and workforce development are being created. The goal is to develop a sustainable system of care delivery across our community, which will reduce emergency department visits and avoidable hospital readmissions and improve the health of the population. Over a three-year period, this project will create an estimated 67 jobs.
ST. LUKE’S REGIONAL MEDICAL CENTER, LTD.
Project Title: “Tele-critical care and emergency services”
Geographic Reach: Idaho, Nevada, Oregon
Funding Amount: $11,762,777
Estimated 3-Year Savings: $12,567,875
Summary: St. Luke’s Regional Medical Center is receiving an award for remote intensive care unit (ICU) monitoring and care management in rural southwestern and central Idaho and eastern Oregon. Critical care for patients in ICUs will be provided by physician intensivists working in teams with care providers and coordinators working on site and in a central monitoring unit. Through early identification of patients in need of specialized care, improved care coordination, and standardized clinical quality practices, the program will reduce ICU days, increase access to specialty care, and provide more appropriate and timely care for patients.
Over a three-year period, St. Luke’s Regional Medical Center, Ltd’s program will train an 110 workers, while creating an estimated 24.5 jobs for critical care nurses, health care assistants, information technology (IT) support and IT analysts, clinical educators, accountants, billing specialists, financial analysts, an IT project manager, a business analyst, a medical director, and an operations director.
TRUSTEES OF DARTMOUTH COLLEGE
Project Title: “Engaging patients through shared decision making: using patient and family activators to meet the triple aim”
Geographic Reach: California, Colorado, Idaho, Iowa, Maine, Massachusetts, Michigan, Minnesota, New Hampshire, New Jersey, New York, Oregon, Texas, Utah, Vermont, Washington
Funding Amount: $26,172,439
Estimated 3-Year Savings: $63,798,577
The High Value Healthcare Collaborative (HVHC) received an award led by The Trustees of Dartmouth College to implement patient engagement and shared decision making processes and tools across its 15 member organizations for patients considering hip, knee, or spine surgery and complex patients with diabetes or congestive heart failure. The program will hire and train 48 health coaches across the 15 member organizations to engage patients and their families in their health care and health decisions.
High Value Healthcare Collaborative (HVHC) is implementing a bundle of services related to the care of sepsis patients across 13 health care systems around the country. The overall goal of this project is to utilize process improvement strategies to implement specific services at 3- and 6-hours post diagnosis as defined by the Surviving Sepsis Campaign (SSC) and National Quality Forum (NQF) guidelines for the care of severe sepsis or septic shock. Over three years, this intervention aims to improve optimal adherence to sepsis bundled care by 5%, reduce the burden of chronic morbidity from sepsis-associated chronic organ dysfunction, and achieve a 5% relative rate reduction in the number of patients with sepsis requiring long-term acute care or sub-acute nursing care after an incident episode of severe sepsis.