OSF Weight Management Center changes woman’s life

Barb Hausler, 34, of Bloomington, found herself in tears while paying a visit to her primary physician at OSF HealthCare. She was at the highest weight of her life.

Her physician, Dr. Jack Spaniol at OSF HealthCare Medical Group – St. Joseph Drive, initially suggested surgery, but she asked for other options. It was then her physician recommended the Health Management Resources (HMR) Weight Loss Program through OSF HealthCare.

“I attended orientation and felt I had no choice but to give this a try,” Barb said. “I knew I had to do something to get healthy or I was going to die from my weight at an early age.”

The HMR program partnered with OSF Weight Management Center in Bloomington to provide a non-surgical, weight-loss program based on healthy lifestyle changes. In order to obtain essential nutrients, patients follow a minimum meal prescription plan. However, the program focuses on a “more is better” philosophy – meaning patients can always have more meal replacements during the day to avoid feeling hungry.

Barb chose an individual plan that included meals provided by HMR to ensure she would stay on track.

“HMR is different from other weight-loss programs because you have so much support from the medical team and dietitians at OSF HealthCare, as well as your fellow classmates,” Barb said.

A new way of life

Since joining HMR and her local gym, Barb has found she enjoys exercising more than she ever expected.

“If someone would have told me that I would enjoy exercising prior to beginning this program, I would have laughed at them,” Barb said. “With the guidance of the HMR professionals and gym trainers, I have truly changed my life.”

Barb’s biggest fear going into the program was that she wouldn’t be able to stick to it. However, since joining HMR, she has lost nearly 100 pounds. This year, Barb was able to ride on the rides at the fair without fear of not being able to fit in the seats.

“I don’t think of HMR as a diet program, but a lifestyle change program,” Barb said. “There is so much support offered and I have continued to lose weight and keep it off for a longer period of time than ever before.”

As the leading provider of diet programs to the medical community, HMR has helped more than 1 million people make lifestyle changes to lose weight and be healthy.

HMR classes are 20 weeks long and involve education and problem solving through group discussion. HMR also includes exercise consultations and nutrition consultations conducted by a licensed dietitian.

HMR has been named a Best Diet for FAST Weight Loss, and a Best Diet for Weight Loss by U.S. News & World Report 2017.

TeleHealth brings comfort to parents of NICU babies

As if delivering a baby prematurely wasn’t stressful enough, there are circumstances when new mothers can’t be physically near their babies. Perhaps the mother telehealthhad complications following birth and has to stay in her hospital bed or maybe her baby is just too sick for physical contact. It’s in these cases that OSF HealthCare Children’s Hospital of Illinois is finding new ways to connect parents with their newborns who require neonatal intensive care.

The Neonatal Intensive Care Unit at OSF Children’s Hospital in Peoria with the help of the OSF Innovation TeleHealth team in March 2016 implemented the use of tablet computers so moms could see, talk and essentially sleep side by side with their babies even though they were in different parts of the hospital. The mobile tablets also give parents the opportunity to talk with the NICU nurses about their babies’ progress.

Since the TeleNICU program’s inception, there have been about 85 cases where the tablet computers were used. The TeleHealth team is hoping to expand this program across the Ministry.

A Test Case

The TeleHealth team recently expanded the TeleNICU program to OSF HealthCare St. Joseph Medical Center in Bloomington. The idea was to test the telehealth equipment at a distance and to comfort families who had premature and sick babies transferred to the OSF Children’s Hospital in Peoria while they had to stay behind.

Our next goal is to apply for funding to purchase a camera system for every bed in the NICU. The system we are considering would give families a 360-degree view of their babies, 24 hours a day from any location.

There would also be an opportunity for parents to share a web link with expanded family members who want to virtually visit newborns. Privacy options could shut down video while patient care is taking place.

Using TeleHealth to Give Patients the Care They Need

As a member of the TeleHealth team, we discuss how we are using technology to help improve outcomes, reduce costs and improve access to care, allowing for timely diagnosis and treatment. However, we are also using technology and other types of health care solutions to go the extra step and give patients peace of mind.

As a mother, I know how difficult it can be being away from your baby. We don’t want parents to have to feel that separation, and we’re doing everything we can to ensure that their tiny babies are in the right hands, receiving the best care we have to offer.

Spiritual support helps NICU mom on difficult journey

Aubrie McShane, of Peoria, chose OSF HealthCare Saint Francis Medical Center to deliver her baby girl. She knew all of her and her baby’s medical needs would be met at the time of delivery – and after.

But when the first-time mom unexpectedly went into preterm labor, she never knew how much she would also appreciate the spiritual support shown to her during one of the most difficult times of her life.

An unforeseen circumstance

Photo provided by family

At just 24 weeks, Aubrie felt like her water started to leak, and she began to experience some bleeding. She immediately went to OSF Saint Francis. Her obstetrician performed a sonogram, and the baby appeared to be doing just fine.

“I naively thought that since she and I were fine, we would be heading home,” Aubrie said. “However, I was told my water broke, and I wouldn’t be going home until I delivered her.”

The doctors gave Aubrie steroids and other preventive medicine to help avoid brain bleeds and to help the baby’s lungs grow faster.

“After a few days of being in the hospital, I started kind of losing my mind,” Aubrie said. “Being on bed rest is so foreign to me. I felt like I had no control over anything, knowing there was little I could do to help my baby.”

To help sort out her thoughts, a Sister in Pastoral Care at OSF Saint Francis came to talk with her. “She really helped me to work through my feelings. We still keep in contact with her to this day.”

And just as Aubrie was adjusting to life on bed rest, Aubrie’s daughter was ready to make her grand entrance into the world.

Praying for the best outcome

On March 25, 2012, six days after Aubrie first arrived at OSF Saint Francis, her contractions increased and she felt the need to push.

“I remember the staff, neonatologists, my obstetrician, my mom and sister all gathered around me, and we prayed before delivery,” Aubrie said.

At 3:54 a.m., little Ava was born at 24 weeks, 6 days gestation, weighing 1 pound, 6 ounces. She was 12 inches long. Aubrie recalls that Ava “looked like a baby bird who had fallen out of its nest way too soon.”

Aubrie had Ava baptized right after she was born. “I was so afraid she was going to die,” Aubrie said.

But little Ava was a resilient one.

Photo provided by family

Ava spent 90 days in the Neonatal Intensive Care Unit (NICU) at OSF HealthCare Children’s Hospital of Illinois, which is connected to OSF Saint Francis.

Thankfully, Ava had few health concerns considering she was born early. Her health issues included her kidney functionality, a congenital heart defect and retinopathy of prematurity – an eye condition where abnormal blood vessels grow in the retina. But miraculously, all of these conditions healed on their own without further medical intervention.

“I believe those six days in the hospital prior to her birth not only saved her life but her quality of life.” Aubrie said. “She has zero delays. The outcomes at OSF Children’s Hospital’s NICU are unmatched.”

On the morning of Ava’s birth, Aubrie and her family were able to go to Mass at OSF Saint Francis. “One of the biggest things for me was that my spiritual needs were met. You can’t say that about every hospital.”

A kind-hearted kindergartener

Ava is now 5 years old and developmentally on track with children her age. She has no lingering effects from her prematurity and has not required any type of therapy.

Aubrie said she and Ava have a very strong bond, and to her it feels like they are “one and the same.”

“I work in health care and have a good understanding of the decisions doctors have to make. Yes, it’s protocols, best practices, etc. But often times in these critical situations, it comes down to the doctors’ quick decision-making based on their own experiences and training. The specialists in the NICU at OSF Children’s Hospital are the best of the best. The decisions they made throughout this experience saved Ava’s life. I am forever grateful for the team who saved my child.”

How can a Portfolio Management Office (PMO) support the advancement of your innovation strategy?

I am sure you may be asking, “What is a Portfolio Management Office (PMO)?” In order to better understand a PMO, we can begin with some high-level definitions.

A portfolio is a collection of projects and/or programs that are coordinated (timed and sequenced) to support the efficient execution of strategic initiatives. Portfolio management is an approach that incorporates tools, processes and methodologies to support achievement of strategic goals through transparent reporting and outcomes tracking. The Portfolio Management Office serves as a center of excellence to ensure project prioritization, resource allocation, goal alignment and outcomes achievement are occurring in an efficient and effective manner. Portfolio management ensures that the collection of projects/programs selected are supporting the achievement of the strategic goals of the organization.

Shortly after the OSF HealthCare Performance Improvement division (supporting the execution of strategic initiatives) was formed in 2009, the need to establish a PMO was quickly identified. Absent a PMO, speed to value and achievement of outcomes were stifled. The challenges included:

  • No central tracking for project work
  • Lack of visibility into resources and timelines
  • No shared reporting to executive leadership
  • Inability to spread internal best practice when outcomes where achieved
  • No consistent tracking of outcomes achievement
  • Lack of project transparency resulting in duplication

A small team began working to build a customizable, centralized database that would allow consolidation of information across the organization and mitigate the challenges encountered. Building the shared database was complex. We had to understand and agree upon what information was needed within the database to support an efficient and effective PMO. Our ability to build a robust tool linking our strategic goals, prioritized initiatives, ongoing progress monitoring, detailed reporting and outcomes tracking provided significant value across OSF for executives, PI practitioners and other Mission Partners.

Developing a PMO for OSF Innovation

In 2016, Performance Improvement moved into the OSF Innovation space along with several other disciplines including Jump Simulation, OSF Ventures, OSF Partnerships, Healthcare Analytics and Telehealth. These disciplines were brought together to work collaboratively to solve the most complex problems facing health care. As our teams began working together we quickly identified the need for a shared portfolio. We had all been working on various strategic initiatives but were doing so within our own silos. We recognized that in order to collaborate, create speed to value and solve the most complex problems facing health care we needed a PMO for Innovation.

OSF defines innovation as the process of translating ideas that align with our vision of transforming health care into value for the benefit of the patients and communities we serve. Our ability to translate ideas into value requires efficient portfolio management and transparent sharing of information both of which are achieved through the PMO.

PMOManaging an Innovation portfolio introduces additional complexities such as the mix or balance of projects within core, adjacent and breakthrough. Core initiatives involve optimization of existing products, processes or assets for existing patients and employees. Adjacent projects are those that expand from an existing model to a new model. Breakthrough projects include developing concepts and inventions for areas and/or markets that don’t yet exist. Many studies have been conducted over the past several years linking effective portfolio balance to improved outcomes.

The “gold standard” when determining balance is 70% core initiatives, 20% to adjacent and 10% to breakthrough. Focusing efforts in the core allows you to build a solid, stable, reliable foundation that can support the introduction of new adjacent models as well as new inventions. Organizations will always have a need to advance their strategy which requires 70% focus on the core initiatives, but if you don’t balance that with the other 30%, you will likely only achieve incremental improvement and miss the opportunity to introduce innovative solutions. You must also consider how to manage adjacent and breakthrough work as an integrated component of your portfolio to achieve your desired outcomes.

The PMO at OSF supports our ability to make decisions that will advance our innovation portfolio and extend our Mission to serve with the greatest care and love.

Healthcare Analytics: Leveraging data to transform health care

healthcare analyticsIn today’s reform environment, the importance of turning data into timely and informed decision-making is a fundamental requirement for health care provider organizations. Analytics are vital to support health care transformation by providing the key information for the management of populations to achieve value. Data on patients, their medical status and the progression of their conditions will be available from new sources, in new formats, in much greater volumes and at more regular intervals. This avalanche of data including the kind related to new practices, devices, treatments and outcomes will need to be organized and structured in a logical framework to enable informed decision-making.

As we continue to transform Healthcare Analytics at OSF HealthCare, we must make critical decisions about future partnerships to support big data analytics, predictive modeling, population health analytics, as well as, implement systems and processes that support the ability to truly understand the cost of care.

OSF Healthcare Analytics Vision & Guiding Principles

The vision for the Healthcare Analytics Division, a part of OSF Innovation, is to enable and enhance an analytics capability that supports a growing culture of data-driven and contextual decision-making. Continued development will enable OSF to leverage analytics and process improvement techniques to serve high-performing care delivery teams and our patients, in a manner where OSF is seen as one of the innovative pioneers of the new health care model.

We have a variety of roles within OSF including to support the One OSF strategy, clinical agenda and the execution of strategic initiatives. Our group establishes an enterprise view of revenue, cost and quality information for every patient and clinician and encourages a single source of truth for the tactical and strategic analytics information needs for the organization.

We’ve developed a common analytics model to easily track ministry priorities. Healthcare Analytics continually explores and tests new data sources, techniques, and tools, seeking to optimize and enhance our clinical and strategic analytics.

It’s also our role to grow a robust, thriving team with a depth of technical knowledge, clinical expertise and business acumen.

Healthcare Analytics Scope

As OSF HealthCare continues to expand geographically, enhance patient care to provide excellence in clinical outcomes and move to value-based population health care, there is increased need to integrate and transform more data from our source of electronic health records and many other external data sources. The integration and development of data provide the capability to turn the data into information driving knowledge, insight and ultimately outcome optimization and foresight for OSF leaders, clinicians and Mission Partners. As we advance down the analytics journey to having more capability to provide prospective analyses, we will be able to reveal systemic issues and accelerate diffusion of best practices which represents the next phase of advanced analytics.

The health care industry has an imperative to do more with less which means growing systems like OSF have ever-growing demands for analytics capabilities to support their decision-making needs. OSF Healthcare Analytics continues to support the strategic goals and initiatives of OSF through the ongoing development and expansion of its scope of services.

To keep pace with the needs and demand, OSF must continue to invest in the resources (Mission Partners and Technology). That includes developing ways to recruit and retain the best candidates. In addition, the need for new sources of data, predictive algorithms and modeling will require expansion and new technology infrastructure considerations such as evolving from a data warehouse to a data ecosystem which includes both on-premise hardware and cloud-based infrastructure.

Products – Clinical, Population Health, Market/Consumer, Financial & Operational Analytics

Over the past four years, Healthcare Analytics has developed and maintains numerous Dashboards to assist in monitoring progress toward OSF goals as the dashboards have established targets and are used to drive performance improvement. In addition, several self-service Explorers which are information exploration tools, assist our Mission Partners in using available information to uncover valuable insights and opportunities.

Over the years as Healthcare Analytics has matured and extended the access to key strategic information across the Ministry, there continues to be a growing need for analysis and insight development in partnership with many business/clinical leaders driving change and improvement. Healthcare Analytics provides expanded analytic information, services and analytic insight to improve patient care, outcomes, population health, operational and financial performance.

Advanced Analytics

The Advanced Analytics team was established as part of the Analytics Transformation at OSF, with the vision to create a focused functional team that specializes in utilizing advanced analytics techniques including Descriptive, Predictive and Prescriptive Modeling, Decision Trees, Machine Learning, Natural Language Processing, Image Processing, Simulation & Optimization and robust statistical analysis to serve high-performing care delivery teams and their patients.

The Advanced Analytics team is composed of Data Scientists and Statisticians. At its core, the team focuses on matching the best tools to the project needs and audience. There is a tremendous opportunity at OSF to leverage advanced analytics resources to innovatively enhance the way we care for our patients. To create value for OSF, Advanced Analytics team members closely collaborate with business and clinical leaders to understand the problem, define focus questions, prepare appropriate data, build effective models and implement solutions to enable business and clinical actions guided by model results. Business value is often maximized when the deployment of the model is integrated with clinical workflow to provide prompt or near-real-time opportunity for intervention.