Preventing Hospital Readmissions

Jul 16, 2024

Why Preventing Hospital Readmissions Matters

Hospital readmissions occur when a patient is admitted back into an acute care center within 30 days after discharge. This metric assesses the quality of inpatient and post-discharge care, as readmitted patients often face increased mortality risks. The factors contributing to readmissions, including inadequate initial treatment, poor discharge planning, and lack of coordination with post-acute care providers, work as great markers for improvement when looking at the state of healthcare within a particular area.

Readmissions negatively impact patient outcomes and impose significant financial burdens on healthcare institutions. High readmission rates can lead to severe financial penalties and deter potential patients. To mitigate these issues, hospitals must prioritize optimizing inpatient care, care transitions, and case management. Effective discharge planning and care coordination are crucial strategies to reduce preventable readmissions and, ultimately, to ease the financial toll on the US healthcare system.

Why Hospital Readmissions Occur

Hospital readmissions can stem from a variety of factors, many of which revolve around the complexity of managing chronic or multiple medical conditions. As patients age, their risk of readmission increases due to the presence of comorbidities, polypharmacy, and the need for more substantial post-discharge social care. Mental illness further complicates the picture, contributing to higher risks of readmission.

One of the critical issues is inadequate follow-up care after discharge. When information isn’t properly handed over to general practitioners, patients, and home caregivers, the likelihood of readmission rises significantly. Further compounding the issue are the social factors that also play a crucial role; limited transportation, financial constraints, and difficulties accessing care can all lead to a return to the hospital. Additionally, demographic characteristics, such as where patients live, their health insurance status, or limited access to healthcare services, can cause delays in treatment and subsequent readmissions.

There are factors that occur directly within a hospital or care center that can also affect hospital readmission rates. For instance, improper treatment, inadequate care transfer from secondary to primary care, and ineffective social assistance plans, particularly for older adults, can prevent individuals from adequately caring for themselves and preventing further complications following discharge, warranting a need for readmission. Lastly, the pressing issue of alleviating the pressure to reduce inpatient lengths of stay can inadvertently increase readmissions. It should, therefore, come as no surprise that hospitals with manageable nurse workloads, including higher staffing levels of registered nurses, tend to have lower readmission rates.

Economic Impact of Hospital Readmissions

Hospital readmissions impose a heavy burden on the healthcare system, driving up costs and straining resources. It has been estimated that Medicare’s annual readmission cost is a staggering $26 billion, with $17 billion of that considered avoidable. These costs are driven by the need for additional diagnostic tests, extended hospital stays, and increased medication use, all on top of the further rehabilitation services and home healthcare that certain patients may need.

Beyond the financial impact, readmitted patients face longer hospital stays, higher mortality rates, and increased healthcare costs, which in turn put more pressure on hospital resources, lead to longer wait times, and contribute to a decline in the quality of care. As a result, reducing hospital readmissions has become a top priority for healthcare providers and policymakers, with many fighting to implement clear strategies to combat readmissions in the future.

Better Patient Education

Patients often leave the hospital with a stack of papers, some of which are insufferable to read. It is therefore recommended that patient information should be provided using clear, concise materials that are easy to follow, with appropriate signposting should further help be needed.

Likewise, patients need to know what medications they are taking, why they are taking them, and how to take them correctly. It’s important to provide this information using a patient-centered approach whereby patients are included in all healthcare decisions. This allows clinicians to assess a patient’s health literacy and tailor information appropriately using different resources. 

A patient-centered approach is vital, ensuring that instructions are delivered in an understandable language while also considering cultural factors that might influence a patient’s approach to healthcare. It is important to assess a patient’s health literacy, which includes their ability to comprehend and adhere to hospital instructions. Utilizing various resources, such as printouts, animations, and educational websites, can be incredibly helpful in educating patients, especially those with lower literacy skills.

Clear Discharge Planning

Preventing hospital readmissions begins with clear and comprehensive discharge instructions, particularly when looking at elderly patients. Studies show that close to 80% of readmissions are preventable, most of which occur as a result of poor discharge planning.

Delays and inadequate planning can lead to worsened health outcomes and increased long-term care needs. Effective transitional care programs, focusing on coordinated care and education for patients and caregivers, have been shown to significantly reduce readmission rates and healthcare costs, improving the overall quality of life for patients and their caregivers.

Managing Medications

Patients often struggle to adhere to their medication schedules due to complexity, side effects, or simply forgetting doses. Healthcare providers can help by simplifying medication regimens where possible and providing clear instructions. 

Ensuring medication appropriateness, where therapeutic objectives are likely to be achieved, and benefits outweigh risks, can significantly enhance patient outcomes.  Medication review, particularly when combined with co-interventions like medication reconciliation, patient education, and professional training, significantly reduced all-cause hospital readmissions within 30 days.

Pharmacist-facilitated medication management has also demonstrated a reduction in medication errors and readmission rates in several studies. An unpublished study evaluated the impact of pharmacist-facilitated discharge education and medication reconciliation on high-risk heart failure and pneumonia patients showed a statistically significant 34% reduction in readmission rates, suggesting that pharmacists’ interventions improve patient care quality and decrease significant medication-related errors.

These outcomes can be further enhanced by identifying medication-related discrepancies upon admission and ensuring close follow-up after discharge. Multifaceted programs that include medication reconciliation, patient counseling, and follow-up by healthcare professionals have proven effective in minimizing readmissions.

Building a Support System

Social support, encompassing psychological and material resources, plays a rather crucial role in reducing hospital readmissions. High perceived social support, particularly from friends, significantly lowers 30-day readmission and mortality rates among ethnically diverse older adults, and so assessing perceived social support would offer a better reflection of readmission risk than structural factors like living alone. 

Studies show that culturally diverse patients, especially minorities, benefit greatly from robust social networks, which buffer against the stresses of hospitalization. To effectively reduce readmissions, discharge planners should evaluate and enhance patients’ social support systems not only to provide additional layers of care but also to reduce the strain on the healthcare staff who would otherwise have to step up for the role.

The Adobe Way

Reducing hospital readmissions and avoiding penalties hinges on recognizing the importance of patient education through effective engagement and communication strategies following discharge. Hospital readmission rates range from 11.2% to 22.% – that’s more than a fifth of those being discharged from hospitals having to be readmitted within 30 days. With Adobe Population Health’s proprietary risk stratification, transitional care management, and the multitude of other payer-specific services, hospital readmission rates among our members have been successfully reduced to an average of 9%.

During the 30-day window after discharge, patients need clear, simple and accessible communication regarding their care instructions to address issues proactively before they worsen. Without effective communication, patients remain at high risk for readmission, and hospitals with high readmission rates will face severe penalties. Patients should be encouraged to talk to their doctors about their discharge plans and ask questions to fully understand their care instructions. 

Dr. Alina Walden – Vice President Clinical Services

Dr. Alina Walden is a highly accomplished professional with an impressive academic background. She holds a Bachelor of Science degree in Biochemistry and Molecular Cellular Biology from the University of Arizona Honors Program. Subsequently, she obtained her medical degree from New York Medical College and earned her MBA from the University of Phoenix.

With over 15 years of experience in clinical practice, Dr. Walden has specialized in risk adjustment, disease management, and utilization management. Her expertise as a physician executive, combined with an in-depth understanding of the CMS HCC-Risk Adjustment Model and Quality STAR measures, enables her to develop and implement effective population health programs. She is also certified as a Certified Professional Medical Auditor (CPMA), Certified Professional Compliance Officer (CPCO), Certified Professional Coder (CPC), and Certified Risk Adjustment Coder (CRC) from AAPC. These credentials align perfectly with the goals of Adobe Population Health.

Dr. Walden is committed to delivering exceptional customer service to the entire care team, consistently striving to enhance and promote positive patient experiences. She firmly believes that every individual involved in the healthcare process plays a crucial role in advocating best practices. Outside of her professional endeavors, Dr. Walden cherishes spending quality time with her family, which includes her loving husband and four children. Her personal interests include reading and traveling.

Gail Lara – Vice President Strategic Outreach

With extensive experience in healthcare marketing, operations and management, Gail has made a career of developing and growing service lines and businesses from large health systems and specialty practices to wellness and ambulatory services.

As a VP at Adobe Care & Wellness, she oversees outreach to physicians and identifies opportunities for growth that align with the needs of the community and its members.
Gail earned an associate degree in business at Midland College followed by a bachelor’s degree in marketing from the University of Texas. She then worked in operations and business development with a national company upon moving to Arizona and joining the state’s largest urgent care organization where she was instrumental in its growth, identifying new locations, opening clinics, and overseeing licensing, staffing, and compliance. Gail then built and grew service lines at a local hospital group and oversaw marketing and business development for another.

With a commitment to innovative thinking, Gail’s wide range of experience is enhanced by her ability to foster collaborative relationships to achieve goals.

Residents of Arizona, Gail, and her husband have three children. She is passionate about community service, has served on the board of the Arthritis Foundation, and regularly volunteers at The Society of St. Vincent de Paul.

Maria Martinez – Vice President Population Health

Maria Martinez started with Adobe Care & Wellness in the call center, making health risk assessment (HRA) calls to members. She soon took on new responsibilities, learning the ins and outs of Salesforce and helping to build the company’s initial technology platform. Maria never expected that her first post-college job would lead to a career in health care solutions. Maria was born and raised in Phoenix and earned a Bachelor of Science in justice studies with a minor in women and gender studies, graduating Summa Cum Laude. She quickly rose to Senior Director of Clinical Services at Adobe Care & Wellness and later to Vice President of Operations. As VP of Operations, Maria oversees the nurse practitioner scheduling and in-home assessments program to ensure members receive the care needed. She is passionate about making health care more accessible to those living in rural areas or lacking the mobility to get to a doctor’s office helping the company grow and expand its ability to help others.

David Heinrich – Vice President, Integrated Care

A Chicago native with more than 20 years of management experience, David began his management career in the retail industry, quickly working his way up to Store Manager and then Regional Manager. While overseeing multi-million dollar retail stores, David felt the pull to venture into the medical field. He began working for an ambulance company providing pre-hospital care to the sick and injured which inspired him to further his education in nursing school. As he earned his degree, David worked full-time doing organ and tissue recovery for one of the nation’s largest not-for-profit body donation programs.

Since graduating as a registered nurse, David has worked in medical-surgical, trauma, and telemetry units as well as in home health, hospice, and nursing education. He has held clinical leadership roles including Clinical Manager and Director of Nursing.

When Adobe Care and Wellness started their Special Needs Plan in 2019, David joined the team and quickly helped grow the program. He was promoted to Director of Case Management and then to Senior Director of Integrated Care. David, who is also a Certified Case Manager, now serves as Adobe’s Vice President of Integrated Clinical Services.

Alex Waddell – Chief Information Officer

Alex Waddell is an Arizona native and graduate of Arizona State University, where he earned a Bachelor’s in economics. Alex began his career in IT as a software developer for a home health and case management provider. Over the next four years, Alex took on increasing responsibilities and began earning certifications as a Salesforce developer. In 2018, he was hired as Director of Software Development for Outreach Health Services, where he worked for two years before accepting the position of Executive Vice President of Technology at Adobe Care and Wellness. Alex has continued his drive for excellence and is now a Certified Salesforce Application Architect as well as a member of the Forbes Technology Council. In his current position as CIO,  Alex manages and directs a team of developers and oversees the design and development of the proprietary software that supports the expanding healthcare solutions Adobe Care and Wellness offers. Alex and his department, provide internal staff and external entities with analytics that measures results and helps drives decisions. He and his team also ensure data security for the company’s hardware and software.

Chad Wolver – Chief Financial Officer

36-year-old Arizona native Chad Wolver brings nearly a decade of commercial banking, strategic finance, and management experience to the Adobe Population Health leadership team. Phoenix-based Adobe Population Health ranks 2,271 on the 2023 Inc. 5000 annual list of the fastest-growing private companies in America.

A graduate of the University of Arizona’s Eller College of Management, Chad earned an Executive MBA with a focus in Accounting and Finance. While serving as Vice President at Bank of America, Chad was the banker for Adobe Care & Wellness (rebranded as Adobe Population Health in 2022), which has experienced 242% three-year growth from 2020 to 2023.

CFO since 2021, Chad has managed Adobe Population Health’s strategic financial strategy, overseeing its budget by using technology to create efficiency, synergy, scalability, and deeper insight to grow the organization efficiently as it expands as a multi-state provider.

Chad serves on the boards of some of Arizona’s most well-recognized philanthropic organizations, including Arizona Community Foundation’s Kellenberger + Tollefson Center for LGBTQ Philanthropy Advisory Council and ONE Community’s Millennial Advisory Board. He’s a past board member of ASU Lodestar Center’s Leadership Council, Human Rights Campaign Arizona, Southwest Center for HIV/AIDS and Phoenix Community Alliance’s Social & Housing Advancement Committee.

In his free time, Chad enjoys traveling with his partner and spending time with their beloved Italian greyhounds.

Challas Ray – Chief Operating Officer

Challas Ray has spent more than a decade building a career in the health care industry. Challas holds a Master’s in Clinical Kinesiology from Eastern Illinois University. After completing his education, he began work with Sara Bush Lincoln Health System, where he helped create and expand an external wellness program for companies interested in providing wellness programs to their employees. Challas is originally from Toledo, Illinois, but now calls Arizona home.  He moved to the Valley of the Sun seeking warmer weather and new opportunities. Joining The Beech Group as a Transitional Specialist, it was there Challas met and began collaborating with Jayme Ambrose. In 2017, he joined Jayme’s team to help launch Adobe Care & Wellness. As Adobe Care & Wellness COO, Challas provides oversight of the operational process to improve efficiencies and conducts the cost-benefit analysis of new and existing initiatives.

Pat Duryea, PhD – Chief Inspiration Officer

Patricia (Pat) Duryea earned her bachelor’s in Business Administration with an emphasis in Human Resource Management from Arizona State University. She then served as a Human Resource Director for nearly six years before returning to school to earn a Master of Educational Psychology from Northern Arizona University and a Doctorate in Counseling Psychology from Walden University.  Through her career spanning three decades, Pat has worked as a clinical manager, employee assistance program director, an adjunct professor at ASU and she’s owned and operated multiple small businesses. She has extensive knowledge in developing health and wellness programs, and experience in trauma-related counseling. As Chief Inspiration Officer at Adobe Care & Wellness, Pat manages human resources and the development of company culture.  She also serves as the compliance officer, receiving complaints, solving issues and reporting them to Arizona Complete Health.  She works directly with the management team on leadership development within the organization and monitoring morale. Pat’s overall focus is to ensure that employees feel included and valued in their contributions to the company’s success and to provide them with the opportunity to be the best they can be.

Jayme Ambrose DNP RN CCM – Chief Executive Officer

Jayme Ambrose, DNP, RN, CCM, is the visionary Founder and Chief Executive Officer of Adobe Population Health, an Arizona-based company offering an innovative, first-of-its-kind solution to the issue of health equity. Founded in 2018, Adobe employs a technology-driven model for interventional care management and takes a holistic approach to population health by closing care gaps, reducing costs, and caring for the whole person.

Armed with a Master of Science-Nursing from Arizona State University, Jayme was accepted into the Doctoral program for Nursing Science & Leadership at Case Western University. It was there, she developed an integrated case management model, as part of her doctoral thesis, with the objective of addressing the social determinants of health that often contribute to poor health outcomes for at-risk populations. After completing her doctorate in 2012, Beech Medical Group agreed to pilot her model, if Jayme agreed to accept a position as VP of Clinical Services. In 2016, she signed her first insurance company contract and initiated a holistic approach to case management for Medicare members. Her model integrates data analysis and risk assessment with a human touch to deliver proactive and preventative care that improves health outcomes, decreases hospital and ER visits, and reduces overall healthcare costs. In 2018, Beech Medical Group sold the company but not before giving Jayme the opportunity to purchase her division. On that day, Adobe was born with one mission: To positively impact the lives we touch.

As part of an innovative technology platform, Adobe utilizes proprietary risk stratification tools to identify the issues of those at greatest risk including food insecurities, financial hardships, transportation issues and even loneliness. And then through a proprietary and ground-breaking application called MASLOW™, members are invited to answer questions related to social determinants of health and then are connected to for-profit, non-profit, and governmental resources based on geolocation. To ensure impact, a qualified team member through a hybrid care model reaches out to offer assistance, closing the care loop. It is this human touch that sets Adobe apart from other case management organizations. Today, Adobe employs 300 nurses, nurse practitioners, social workers, support coordinators, dieticians, care navigators, and transition specialists and serves more than 200,000 elderly and underserved patients across three states.

Jayme has served on several boards including The Arizona Homecare Association, The American Association of Occupational Health Nurses and the Case Management Society of America where she is currently a member. She also currently serves on the PAC board of the Arizona Nurses Association. In addition, Jayme is currently adjunct professor for Arizona State University where she teaches RN to BSN and MSN students and develops curriculum.