Fast forward with Chris Klomp, EVP, Acute & Payer, PointClickCare


In this Fast Forward interview, Home Health Care News sits down with PointClickCare EVP of Acute & Payer Chris Klomp to learn more about the key factors driving the transformation of home health and home care in 2021 and 2022. He also shares his take on where the home health care industry will be in three years, and outlines the opportunities, challenges and disruptors that will help shape that vision.

HHCN: How did you get to your current position at PointClickCare?

Klomp: I lead the Acute and Payer team at PointClickCare. Our team is responsible for the company’s work in all areas of acute, outpatient and at-risk entities, including responsible care organizations and health plans.

Prior to that, I was CEO of Collective Medical, the leading developer of real-time patient care transition and provider activation software based in Salt Lake City. We were acquired by PointClickCare in December 2020.

Fast forward. Where do you see yourself and PointClickCare in three years?

A long time ago, I learned to stop predicting where I will be in three years. I’m not sure where I will be at 3pm today! But from a first principles perspective, PointClickCare will continue to focus on our mission, which is to serve vulnerable populations to ensure their care needs are met as they transition between care settings throughout. of their journey to health. We will do so both as a leader in senior care, but also as a leader in real-time inter-continuum care transitions serving the safety net while continuing to leverage the real-time data network. the most important and of the highest quality in the center. of all that. We will continue to enable collaborative care teams across the continuum of care for the benefit of every patient.

What do you think will be the biggest challenge for PointClickCare towards this short term goal?

I would say the most important challenge is to provide honest and valuable information that 1) prompts the provider to make a better differential clinical decision for the patient because it is 2) very reliable and relevant, and 3) delivered from a way perfectly synchronized and optimized for the workflow. It turns out to be an exceptionally difficult task to accomplish: providing contextual information that allows providers to act with confidence and significantly improve patient care at a lower cost, but it is is a laudable and necessary endeavor, and we continue to pursue it despite the difficulty.

Health care is totally inundated with data. I think we all know that. It’s ubiquitous. The problem, unfortunately, is that much of this data is filled with noise – it is outdated, inaccurate, improperly calibrated, without context, or just plain unreliable. As a result, it is often ignored and the provider starts the diagnosis again. It is completely unnecessary and ridiculous. We can and must do better.

I think the biggest challenges for us are at least twofold: 1) sorting out all that noise and distilling the signals in such a way as to generate high quality information that changes the evolution of a patient’s state of health, and 2) packaging and delivering these signals in a way in which they can be consumed, internalized, invoked and ultimately implemented. Providers need scale, speed and depth to impact the patient journey along the continuum – and that’s our goal. Ours is a quest to turn the tide on for all providers who care for all patients. We care little about creating a competitive advantage for one supplier over another – this is already happening and will continue to happen in the normal course. It is about achieving a collective good for as many vulnerable people as possible.

What do you think will be the biggest source of disruption in health care over the next three years?

One of the things that I think is pretty obvious is the shift of care networks to higher degrees of specialization. This specialization has positive externalities and leads to better outcomes of care by more focused and highly skilled people who are better suited to address the idiosyncratic needs of patients.

It also has negative externalities. It produces much more documentation and data associated with changing risk models. As a result, providers today are much more like payers, and traditional health plans seem almost indistinguishable from providers today. I happen to think convergence is fantastic because I’m a big fan of incentives; when they are aligned, magical things happen.

Gone are the days of white palisades where the doctor of the small town knew everyone and everyone knew them. These fragmented care silos lead to fragmented data, which leads to fragmented ideas and care-delivery care plans, and ultimately under-optimized clinical outcomes. But we’re reaching a breaking point, and I’m really excited about it. Treble and post-treble, for example, are forced to come together in new ways. The obvious catalyst is smart software that connects these otherwise fragmented care settings: acute, at SNF, at home (with ongoing outpatient support), all in a continuum.

Marc Andreessen said: “Software eats the world”. True. And now, as a subset, artificial intelligence eats up traditional software. It’s not a buzzword, it’s not a problem-seeking technology to solve, but neither is it a stand-alone solution without significant human involvement. It is about tackling problems that the human mind alone is incapable of solving at speeds otherwise unachievable. To date, he has largely focused on improving operational efficiency, for example by automating otherwise necessary but mundane and low-value tasks. The most interesting applications – those for which the level of disruptive opportunity cannot be underestimated – lie in the real aspects of delivery and clinical decision-making in healthcare. Both sets are needed, but the first allows the caregiver to focus on the second, which understands the critical path, things that are really difficult to do like collaborating between care facilities in a highly aligned and unified way. We also use it to navigate the quagmire of clinical records to extract information of exceptional value that would otherwise go unnoticed and which, when known and implemented, can differentially improve clinical and economic outcomes. patients.

What do you think is the most exciting economic or financial opportunity during this time?

I’m going to take a vulnerable population lens at that, and when I say vulnerable population, I mean people who are struggling with things like housing insecurity, food insecurity, employment challenges and d other social determinants. I also want to talk about seniors who have greater continuing care needs.

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For me, the most exciting thing is this notion of integrated care coordination because we can bring the continuum of care together for the good of one patient. We could have 15 different provider organizations responsible for a patient’s care, functioning as one contiguous team because they have shared stewardship for their patient. By thinking of different teams and settings of care not as separate stops at which a patient stops to interact, but rather as a continuous continuum of care throughout the patient journey, we can completely restructure the delivery of care in such a way. much more optimized. I’m not saying it’s easy, but it’s incredibly exciting. Obviously, the policy and reimbursement challenges remain, and while technology alone does not magically solve all problems, it can be the big catalyst as we move from one model to another. .

What do you think is the biggest technological advance on the horizon compared to what you do at PointClickCare?

It is the ability to bring data together and manage it into relevant and reliable information. We will be able to clean it, store it, extract it, transform it and load it in ways that are useful, then distill it into high-trust and valuable information, across the continuum of care.

Just as important to improving health outcomes is being able to put this information in the right place for the right stakeholders. We are developing technology that provides a holistic view of the patient that breaks not only data silos, but also care silos that bring teams together in focused and connected ways.

What do you think will be the greatest social influence on the industry in the short term?

That’s such a cliché answer, but it must be the baby boomers. Seniors outnumber children for the first time in our country’s history by 2030. It creates all kinds of very complex demographic challenges. The baby boom generation will put pressure on our health care system like never before. It’s a huge social influence.

Suppliers must prepare for these truly seismic and transformative demographic changes. They also need to get used to the fact that this and the following generations expect real customer service and that healthcare, as a sector, needs to surpass itself and enter the 21st century.st century in all dimensions of the consumer experience. We feel compelled to be part of the solution to this need. Within the framework of this, the exchange of flawless records is a real table stake. To borrow a restaurant analogy, I would expect to make a reservation online. When I introduce myself, I expect that I will no longer have to provide all of my information. And then I wait for a table to be ready, for the waiter to show up quickly and be informed, to coordinate with the kitchen and the waiters, for there to be transparency in the prices of the menus (sorry, but the “market price” at the end of the meal does not cut it). I also expect to be asked if everything met my expectations, and when not, to get everything fixed. Finally, I expect to be able to pay easily in a simple and systematic way without any surprises. The same goes for my healthcare (albeit much more complex), and doing it right starts with the foundations of our technical infrastructure, data, and software layers.

Complete the sentence: In three years, I hope that the delivery of care will be …

Seamless. Let’s eliminate friction and create a high-value, highly coordinated customer experience.


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