Panel II: Clinical Practice in the Era of Integrated Care and ......Big Social, Big Mobile...
Transcript of Panel II: Clinical Practice in the Era of Integrated Care and ......Big Social, Big Mobile...
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Panel II: Clinical Practice in the Era of Integrated Care and Population
Moderator: Arthur Evans, Ph.D.Commissioner, Department of Behavioral Health and Disability Services,
City of Philadelphia
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31st Annual Rosalynn Carter Symposium on Mental Health Policy
November 13, 2015
Arthur Evans, Ph.D., Commissioner
Clinical Practice in the Era of Integrated Care and Population Health
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• Untreated behavioral health conditions major cost driver
• Retention
• Engagement
• Dose
• Transitions
Behavioral Health System Challenges
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TRADITIONAL TREATMENT MODEL
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Severe Mental Illness
Diagnosable Mental Disorder
Everyone Else
5%
20%
75%
Our Current Treatment System$100 BILLION
Arthur C.
Evans Jr.
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Factors that Influence Health Status
HEALTHCARE
LIFESTYLESmoking
Obesity
Stress
Nutrition
Blood Pressure
Alcohol
Drug Use
ENVIRONMENT
HUMAN BIOLOGY
10%
19%
20%
51%
Arthur C.
Evans Jr.
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Population Health: Kindig, 2003 (IHI)
the health outcomes of a group of individuals, including the
distribution of such outcomes within the group. These groups
are often geographic populations such as nations or communities,
but can also be other groups such as employees, ethnic
groups, disabled persons, prisoners, or any other defined group.
Arthur C.
Evans Jr.
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• Addresses social determinants of health
• Is focused on long-term outcomes
• Has health as the goal (not symptom reduction)
• Requires partnership
• Requires creativity and innovation
• Utilizes a data driven approach
• Involves systemic strategies
• Can use managed care approaches
Elements of a Population Management Approach
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Public Health Approach to Population Health
EFFECTIVE TREATMENT & SYSTEMS COMMUNITY
HEALTH STRATEGIES
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1. Working at the community and group level
2. Working upstream
3. Broad set of strategies
4. Working with non-diagnosed populations
5. Deliver health promotion interventions
6. Working in community and other non-clinical settings
7. Health activation approaches and empowering others
7 Competencies Needed for Population Health Management
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Community Screenings
Arthur C.
Evans Jr.
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Screenings
HealthyMindsPhilly.org
Community Screenings
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www.healthymindsphilly.org
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Mental Health Kiosk
VOTED "PHILADELPHIA'S BEST GYM“
-THE PHILADELPHIA INQUIRER
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Early Intervention
Trauma Response Teams
Arthur C.
Evans Jr.
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Arthur C.
Evans Jr.
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“When the community starts getting together around this process, other good things start happening too."
Betsy – Porch Light Participant
Arthur C.
Evans Jr.
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Arthur C.
Evans Jr.
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Finding the Light Within
© 2012 City of Philadelphia Mural Arts Program / James Burns. Horizon House, 119 S. 31st Street. Photo by Steve Weinik
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Panel II: Clinical Practice in the Era of Integrated Care and Population
Panelists:Lisa Goodale, M.S.W., Vice President of Training, Depression and Bipolar Support Alliance
Frank de Gruy III, M.D., M.S.F.M., Woodward Chisholm Professor and Chair, Department of Family Medicine, University of Colorado School of Medicine
Benjamin Miller, Psy.D., Assistant Professor, Director, Office of Integrated Healthcare Research and Policy, Department of Family Medicine, University of Colorado School of Medicine
Naakesh Dewan, M.D., Medical Director for Behavioral Health, BayCare Medical Group
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PEER SUPPORT SERVICESIN THE ERAOF POPULATION HEALTH AND INTEGRATED CARE
20
15
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Led by and created for individuals living with mental
health conditions, and that experience informs everything
that we do
National leader in training people with mental health
conditions to use their experiences to work with others as
Peer Specialists.
First-ever national contractor for training/certification of
VA peer support staff members
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What are we integrating?
Care and services
The patient’s perspective and
desires
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CHALLENGES
1. Need for recognized, accessible training
and certification
2. Salary inequities and limited career path
2015 National Web Survey of Peer Support Specialist Wages and Salaries
Daniels et al, 2015
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CHALLENGES
3. Effective utilization of peer support services
4. Lack of recognized legitimacy and worth
VA Consumer Provider StudyProvider comments:
– CP would be “not completely stable all of the time”, “too fragile”, or “inconsistent”
– CPs “may fall apart” or would have “difficulty in all the paperwork”
– “Given that CPs are not professionals, who will be responsible when something bad happens?”
Chinman, Young, Hassell, Davidson (2006). Toward the implementation of mental health consumer providers services. Journal of Behavioral Health
Services & Research, 33, 2, 176-195
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Do not work on me.
Work with me.- Kunc & Van der Klift
DBSAlliance.org/Training
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Enablers of Integrated CareFrank deGruyCarter Center
November 12, 2015
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Culture & Conventions PC
Fast, loud, interrupted
Lots of live problems
Shifting lead clinician
BH
Longer visits
Wraparound services
PCC needs rooms, stuff
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Physical Space
Proximity
Interruptibility
Bumpability
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Staffing & Scheduling
PC
Psychologist: 4:1 adults, 3:1 kids
Psychiatrist: .2 FTE per 10,000 pts
BH
1 PCC/500-800 pts
Flex schedule : available, but not idle
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Communication
Shared EHR (including on phone)
Phone
Huddles
Telehealth
Common clinical workspace
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Teamwork
Consultation
Coordination
Collaboration
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Complete Integration
One clinic, no wrong door
All patients have a PCC
All have access to BH clinicians
Deep end covered
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Leadership
Complex adaptive system
Complex adaptive leadership
Administrative leadership
Enabling leadership
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Barriers to Integrated Care
Benjamin F. Miller (@miller7)Carter Center
November 12, 2015
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The barriers
Payment
Policy
Workforce
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Action items for better behavioral health
Behavioral health is a critical facet of comprehensive primary care — no different than investments in practice-based care management, measurement and other data use competencies, technology and practice transformation support.
Global payment based upon defined practice budgets for personnel, interventions and related infrastructure – to create team-based, whole-person care (e.g. CoACH)
Changing payment allows behavioral health providers to not be trapped in a workflow designed to maximize volume-based payments, or pigeon holed into distinct “physical” and “mental health” coding categories
Primary care practices “own” their own behavioral health resources and are fully accountable for measured outcomes
http://sustainingintegratedcare.net/
http://farleyhealthpolicycenter.org/cost-assessment-of-collaborative-healthcare/
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TCOC = total cost of care.
Substantial, independently evaluated TCOC differentials
Normalized for differences in population, demographics, risk and price
Cost Outcomes
Medicaid Medicare
- 5.5%
- 3.0%
- 5.4%
Medicare-Medicaid
Beneficiaries
http://sustainingintegratedcare.net/
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Payment recommendations
Make sure the practice is getting paid by keeping the patient healthy, not per patient visit
If the practice is not getting one payment per patient, make sure there are incentives in place to encourage primary care clinicians to work with behavioral health (e.g. hold them accountable for certain behavioral health conditions)
Make sure behavioral health providers share in gains, when appropriate
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Consider your policy Consider what impact carving out behavioral health in all forms and permutations does at
all levels and all policy processes
End legacy "home grown" assessment and reporting processes that drain resources and often lack any basis in evidence
See the mental health “system” clearly for what it is now (a 'safety net' and a source of 'specialty care') -- and what it CAN be (a very useful vehicle for community based interventions, a much wider array of social determinant supports and population campaigns)
Dispel any and all myths that “one size fits all” for behavioral health
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Workforce The current
The future
The community
Generalist vs. specialist
Rethink the who and where
Behavioral health in all
contacts
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Legacy systems and often antiquated payment policies limit primary care
practices ability to provide integrated behavioral health
There should be “no wrong door” for patients in our community when it
comes to receiving behavioral health care
All health policies should be measured against the question, “Will this
limit my patients’ choice in receiving behavioral health where they want?”
In closing
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ResourcesOne stop: http://integrationacademy.ahrq.gov/
Implementation guide: http://www.safetynetmedicalhome.org/change-concepts/organized-evidence-based-care/behavioral-
health
Policy: http://farleyhealthpolicycenter.org
Case study: http://www.advancingcaretogether.org/
Webinars: http://www.youtube.com/CUDFMPolicyChannel
State example: http://coloradosim.org/
National organization: http://www.cfha.net/
More: http://www.pcpcc.org/behavioral-health
Email: [email protected]
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Integrated Care in a Digital World
N.A. Dewan,M.D. Medical Director for Behavioral Health,
BayCare Medical Group, BayCare Health [email protected]
Editor : Mental Health Practice in a Digital World: A Clinicians Guide, Springer 2015
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BayCare ApplicationsBayCare utilizes over 500 different applications for its customers.
Users
Application Software
Operation Software
Hardware System
Source: Greg Hindahl, CMIO BayCare
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Financial
BEACONPharmacy
Clinical
HIE
Predictive Outcomes
Population Management
Dashboard
KPI
Scorecards
Analytics
EDW
DM&ACapabilities
Creation
Storage
Movement
Usage
Retirement
DG
Financial SustainabilityLabs
Act
(‘14-)
Analytics & Predictive
Modeling (‘14-’16)
Collection
(‘13-’15)
Integration
(‘12-’16)
Digitization
(-’12)
Soarian
BayCare Technology Strategy
49Source : Greg Hindahl , CMIO BayCare
1001011010111010
Analytics & Predictive
Modeling (‘14-’16)
Collection
(‘13-’15)
Integration
(‘12-’16)
Digitization
(-’12)
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50
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51
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ACO Overview Physician Compensation
Participating Physicians
ACO
Attributed BeneficiariesCMS
FFS Payments
Cost Trend Met
Quality Met
Performance
YES
NO
YES
NO
CMS Shared Savings
CalculationShared Savings
Non Physician Provider
Participants
Source: John Gantner , BayCare
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53
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Our Changing Technology Landscape
Valuations and Investments
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$3
$12
$170
$75
$487
$25
$224
$92
$393
$5
$53
$79
$42
$160
$3
$58
$72
$54
$128
$16
$37
$26
$186
$0
$15
$10
$154
$1
$48
$8
$42
$1
$7
$4
$37
$0
$1
$39
$80
$142
$163
$113
$203
$28
$54
$116
$70
$175
$14
$46
$65
$38
$100
$53
$49
$13
$70
$8
$25
$53
$20
$53
$5
$61
$65
$32
$141
$0
$38
$42
$18
$43
$100
$293
$350
$135
$302
$110
$141
$153
$70
$133
$42
$129
$209
$80
$122
$52
$54
$138
$63
$55
$17
$55
$152
$33
$30
$24
$31
$49
$18
$18
$11
$69
$20
$9
Evolution
Source: Qatalyst
($Bn)
1996
2004
2007
2009
2014
New Leaders Last Gen LeadersLeaders in Transition
(4)
Apple’s Acquisition of NeXT (Dec. 20, 1996)
Google’s IPO (Aug. 19, 2004)
Prior NASDAQ Peak (Oct. 31 2007)
Recent NASDAQ Trough (Mar. 9, 2009)
Current (January 13, 2014)
Δ in market cap since…
Dec. 20, 1996 + $1,616B + $651B + $323B
Aug. 19, 2004 + $1,461B + $367B - $45B
Oct. 31, 2007 + $976B + $234B - $452B
55
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Greylock Enterprise PortfolioAPPLICATIONS
FRONT OFFC. BACK OFFC. PRODUCTIVITY ANALYTICS
SECURITY
INFRASTRUCTURE
COMPUTE NETWORKING STORAGE
MANAGEMENT
SAGAN
APIs/DEV
FIGMA
KRYTPON
Source: Asheem Chandna
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Social
Platforms/
Communication
Marketplaces/
Commerce
Media Convergence
Monetization Search
Internet of Things
Payments
Productivity
Greylock Consumer Portfolio
Source: Asheem Chandna
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Enterprise Investment Themes
HOTCloud, Mobility
Big Analytics
Security
Storage
Software Center
SDN
Internet of Things
Vertical SaaS
Healthcare IT
NOT– Semiconductor
– Cleantech
– Hardware-centric
???Bitcoin
3D Printers
Robotics
Drones
Source: Asheem Chandna
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Healthcare Technology Trends – Big Data , Big Cloud, Big Social, Big Mobile
Investments 2013: $3.0B
2014: $6.8B
2015: $6.0B
ThemesWearables, Ingestibles
Data Analytics
Precision-Personalized Medicine
mHealth app count2013: 44k iOS
2015: 90k iOS, 165k all platforms
29% are now mental healthAutism: 33%, Depression/Anxiety: 36%
1/3 of MDs recommend apps
Source: Startup Health, IMS Institute Sept 2015
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Crowded landscape, many players creating resources and touching the patient, disconnected and confusing, and problems persist
Patients
HCPs
Payers
AdvocacyVendors
Pharma
Source: Charles Peipher, Rajas Consulting
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Our Concept of Integrated Care Technologies
Outcomes
DSCIS
Self
61
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Future of Decision Support in a Measurement Based Care World
Physician/Nurse-Patient Decision
Making
PhQ-9
Care Manger
Consumer Provided
Therapeutics
Warehouse Analytics
Big Trials/Literature Coupling
Personalized Decision Options
62
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Future of Self-Management On-Demand -CCBT Support = Finally!!
Scores, Skills, Rich Media/ Video
Dynamically Responsive/ Guided
Learn
Motivational Logic
Social Movement
Change
63
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0
10
20
30
40
0 1 2 3 6Bec
k D
epre
ssio
n In
ven
tory
Week
Computerized cognitive therapy v.face-to-face CBT v. wait list control
CBT: computers and humans clinically equivalent
Selmi PM, et al.: AJP, 1990;147:51-56
0
10
20
30
0 1 2 3 4 5 6 7 15Bec
k D
epre
ssio
n In
ven
tory
Week
Computerized CBT v.face-to-face CBT v. wait list control
ES: 1.3
ES: 1.4
Computer
ES: 1.1*ES: 1.0*
Wait listClinician
Wright JH et al, Am J Psychiatry 2005; 162: 1158-1164*Mean effect size for BDI and Ham-D 64
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Computerized CBT effect size compares favorably
65
0 0.2 0.4 0.6 0.8 1Effect size
Meta analyses for mood and anxiety disorders
Computer CBT for mood & anxiety disorders1
Clinician CBT for mood & anxiety disorders1
Antidepressant medications2
Antihypertensive medications
(Effects on bp: 0.56 systolic; 0.54 diastolic)3
1. Andrews et al. PLoS ONE, www.plosone.org 2010;5:e131962. Otto et al. AJP 2001;158:1989-1992. 3. Leucht et. al., BJP 2012: 97-106
N=94 studiesDrugs: Any antihypertensive
N=5 studiesDisorders: MDD, Panic
N=23 studiesDisorders: MDD, GADpanic, social phobia
N=35 studiesDrugs: fluoxetine, paroxetine, nefazadone, venlafaxine
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Historically, coaching increases cCBT effectiveness
0.24
1.00
0.0
0.5
1.0
1.5
without coaching with coaching
Effe
ct s
ize
cCBT meta analysis Meta analysis of 11 studies of computerized CBT programs for depression and anxiety (n = 2,157)
Support only in working through standardized course material; no “therapeutic alliance”
Therapist support increased effect size four-fold
66Spek et al. Psychological Medicine 2007:37:319-328
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But is coaching still necessary?
29%31%
28%
0%
10%
20%
30%
40%
50%
no coaching w/ lay coach w/ therapist coach
Sym
pto
m im
pro
vem
ent
“BT Steps” for OCD (2015)
no significant difference
Kobak et. al. Ann Gen Psychiatry. 2015 Feb 22;14:10.
67
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Future Workforce OptimizationUsual Productivity vs Tech Driven Care
Usual Care Therapists
1500 hrs serving 250 individuals x (6) 60 minute visits = 1500 visits
Tech Driven Therapists
1500 hrs serving 750 individuals x 1 60 min visits and (2) .5 hr visits = 2250 visits + unlimited computer visits
Usual Care ARNP or MD
1500 hrs serving 1000 individuals x (1) 45 min visit and (3) 15 min visits = 4000 visits
Tech Driven ARNP or MD
1500 hrs serving 1500 individuals x (1) 30 min visit and (3) 10 min visits = 6000
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Peer network/ Connector
Provider
OrganizationPatient/Consumer
Technology Based Asynchronous Care Needs Organizational, Policy, and Reimbursement Innovations
Tech Interface &
StorageAnalytics
Decision Construction Messaging
Only Essential
Face to Face Visit
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Q & A
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Panel III: Innovations in Education and Training
Moderator: Ben Druss, M.D.Rosalynn Carter Chair in Mental Health, Rollins School of Public Health,
Emory University
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MEDICAL EDUCATION AND TRAINING: WHERE
WE’VE BEEN AND WHERE WE NEED TO GO
Benjamin Druss MD, MPH
Carter Center Symposium
November 13, 2015
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The Old Model of Care Delivery
Physicians largely in solo practice
Treatment about providing the best care
possible for individual patients
Skills needed: clinical knowledge,
good listening skills
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The New Model of Care Delivery
Physicians increasingly working as part of
large organizations
Skills needed: understand principles of
population-based care, work as part of
teams; leadership
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The Old Model of Learning
Knowledge relatively static
Goal is to memorize body of
medical knowledge during
medical school and residency
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The New Model of Learning
Knowledge base constantly
changing
Learning occurs throughout career
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The Old Model of Training
Problem: not enough information
Training model: memorization and
apprenticeship
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The New Model of Training
Problem: too much information
Training model: learn to isolate signal
from noise
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Summary
Can’t understand workforce without
considering how they are trained
Training needs to embody skills in
interpreting data and continues across a
lifetime