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Patients who no longer may need the intensive 24/7 care, but still need a high-level of care compared to a typical ward patient can be seen in a stepped down level of care. If a patient could be seen in a lower level of care without impacting quality, the risk of ICU delirium, healthcare-associated infections, PTSD and other complications could be reduced, while simultaneously making beds available to those who more urgently need this type of care. Providers that are making progress in optimizing ICU care follow five key best practices: Leverage technology that allows them to identify diagnoses with the greatest variation in outcomes across their health system, benchmark outcomes against peer organizations and monitor patients who no longer need ICU-level care within newly-created intermediate care settings. Premier experts have helped health systems develop a structured approach to performance improvement that leads to fruitful discussions around metrics, including optimal time a transfer order is placed measured against the amount of time measured when tracking a patient being transitioned to the next level of care, room turnover time, time of patient discharge and hours a patient is held while waiting for a bed assignment – all crucial when determining key targets for care transformation within the ICU.

In a new white paper, Premier experts delve into the basics of CINs, including shared challenges of first-generation networks and common success factors needed to make the jump to an enhanced, second-generation model. Physicians in the first-generation model are heavily involved in governance, and many CINs are adept at employing data analytics to hone in on high-risk patients, monitor utilization, manage care and measure outcomes. This includes considerations such as how to recruit and retain talent, and expand to larger geographies and engage different entities with common interests  Networks need to make deliberate and systematic investments in strategies to improve care and lower costs, including new care delivery and payment models, and robust technology platforms and analytics. With robust and integrated data systems in place and supportive leadership, CINs are fertile ground for piloting new ways to engage patients, target care, diagnose and manage disease, and measure and benchmark performance.

Premier’s COO, Mike Alkire, kicked off our 2018 Breakthroughs Conference and Exhibition last month, discussing changes in the healthcare market – from technological advances to new care delivery and payment models. Regardless of the ever-changing landscape, Alkire relayed the importance of staying ahead of the curve, noting that “it isn’t a nice place to be – it’s the only safe place to be

Shifts in reimbursement, increasing reporting burdens and the rapid onset of extensive EHR documentation has filled the typical day for a physician with paperwork, box checking and a myriad of non-clinical duties that don’t merit or challenge their expertise. Sometimes patients pay the price as they experience hurried visits with their caregivers spending much of the time entering in information about their visit