Coordination of Care and the
Patient’s Journey
Improving Community
Health Care Systems
Matt Will, BA, NREMT-P
Regional Coach
Mayo Medical Transport
Minnesota Rural Health Conference
July 18, 2006
Objectives
• Components of Mayo Medical Transport
(MMT)
• Identify role of emergency medical
services (EMS) in the continuum of care
• MMT approach to information technology
• MMT applications of information
technology
• Discuss what actions can be taken in your
area
Mayo Medical Transport
• Non-profit organization
• Part of the Mayo Foundation for Medical
Education and Research
• Front-line Team Member Driven
• Standardized business practices to
ensure an efficient and cost effective
organization
Mission Statement
"To provide Superior Patient Care, at a
Reasonable Cost in a way that Engages
the Whole Team, Working Together in
Clinical Practice, Education and
Research."
Measures of Success
• Provide Professional
Health Care Service
• Provide Real Value to
the Patient
• Have Credibility Within
the Mayo Health
System
• Have Effective, Efficient
Methodologies
• Be Innovative
• Exercise Fiscal
Responsibility
• Have An Effective and
Efficient Physical
Infrastructure
• Provide Personal
Satisfaction for Our
Team Members
• Provide Real Value to
Our Partners
• Be Integrated Well With
in the Mayo System
• Produce Usable
Research
Mayo Medical Transport
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Mayo Clinic Preferred Response
Emergency Communications Center
Mayo MedAir
Mayo One
Gold Cross
Mayo Clinic Preferred Response
• Mayo Clinic Executive
Travel Response
• Access to medical
resources of Mayo
• 24 hours a day from
anywhere in the world
Emergency Communications
Center
• Centralized dispatch
services
• Located on Mayo
Campus
• 35 Team Members
• Handle 200
requests per day
Mayo One
• Operates from bases
in Rochester, Eau
Claire, and Mankato
• Accredited
• Recognized as
leader in the industry
Mayo MedAir
• Based in Rochester
• Provides all levels of
care
• Worldwide service
24 hours per day
• 50 Mayo One and
Mayo MedAir Team
Members
Gold Cross
• 325 Team
Members
• Respond to
more than
50,000 calls
per year
Role of EMS
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911 system
Interfacility transportation
Community outreach
Planning activities
Legislative initiatives
Patient Comes First Scorecard
Purpose Statement
To develop and deploy an automated
system that defines, tracks and displays
the performance measures of systems
within MMT which demonstrates that the
patient comes first.
Data Structure
Multiple
Databases that
function
independently
Financial
Fleet
Patient
Care
Human
Resources
Education
Patient Comes First Scorecard
• Mayo Foundation contract with Business
Objects for software
• Contract changed the way MMT
approached project that was in
development for a year
• Multiple initiatives going on at Mayo
• All based on Business Intelligence (BI)
What is Business Intelligence?
• The term Business Intelligence represents
the tools and systems that play a key role
in the strategic planning process of the
organization
• These systems allow a company to gather,
store, access and analyze corporate data
to aid in decision-making
Why Business Intelligence?
• MMT collects a large amount of data
• To keep track of that information, a wide
range of software programs are used
• Using multiple software programs makes it
difficult to retrieve information in a timely
manner and to perform analysis of the
data
• Makes it easier to share information
Data Structure
Financial
Fleet
Patient
Care
Time is spent
calculating the
measurement
or creating the
report
Human
Resources
Education
New Environment
Financial
Fleet
Patient
Care
Education
Human
Resources
New Environment
Financial
Fleet
Patient
Care
Education
Data Warehouse
Human
Resources
New Environment
Financial
Fleet
Patient
Care
Education
Data Warehouse
Business Intelligence
Reports - Measurements
Human
Resources
New Environment
Financial
Fleet
Patient
Care
Education
Data Warehouse
Business Intelligence
Reports - Measurements
Power User Casual User
Viewer
Human
Resources
Patient Comes First Scorecard
• Data typically displayed in the form of a
scorecard
• Includes multiple data elements
• Indicates performance at all levels
• Clearly establishes standards
Patient Comes First Scorecard
• Measurements and reports can be
customized
• Automatic notification occurs
• Ability to drill down into detail
• Scorecards customized for type of user
• Intranet based request tool part of process
Focus
• Measuring and reporting in all aspects of
the organization to impact change
– Financial
– Clinical
– Operations
• Shared access
• Streamlined processes
Cost per Mile Traveled
Cost per Mile Traveled
12 Month Rolling Average
1.000
0.900
0.800
0.700
0.600
0.500
0.400
0.300
0.200
0.100
0.000
Jan-04 Apr-04 Jul-04 Oct-04 Jan-05 Apr-05 Jul-05 Oct-05 Jan-06
Total Cost per Mile
Cost per Mile without Fuel
Critical Failure Value
Per 100K Miles Traveled
12 Month Rolling Average
4.0
3.0
2.0
1.0
0.0
1999
2000
2001
2002
12 Month Average
2003
2004
Target
2005
What can you do?
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Keep the lines of communication open
Determine current status of the provider
Identify needs
Identify opportunities to share resources
Support efforts
Questions?
Matt Will
Regional Coach
Mayo Medical Transport
will.matthew@mayo.edu