Fifty percent of ambulatory care

Size: px
Start display at page:

Download "Fifty percent of ambulatory care"

Transcription

1 Health Tracking From the Field Transforming Care: Medical Practice Design And Information Technology How one innovative medical practice has eliminated many office visits and improved continuity of care for patients with chronic conditions. by Charles M. Kilo ABSTRACT: The transformation of the medical practice is possible today because of the advancement of system design knowledge coupled with innovations in information technology (IT). Examples of such transformed care are present today, and they are creating a roadmap for others. Those efforts are also elucidating critical issues in the use of IT to advance health care quality. Connectivity, electronic integration, and knowledge management are the key functionalities emerging as levers to promote this transformation. Fifty percent of ambulatory care visits are unnecessary. This statement might garner some attention. Some view it with skepticism and resistance, demanding data to justify the claim. Others simply consider it absurd. The reasons for this reaction are multiple, but they are largely driven by a pervasive mindset that automatically equates visits with care. Note that I do not claim that the care being delivered is unnecessary, but simply that the visit as a mechanism of care is unnecessary. Over the past fifty years, while the environment of care has changed dramatically with the development of new clinical knowledge, diagnostic and treatment technologies, and pharmaceuticals, the clinical office has been remarkably stable in structure and function. The physical layout, the exam room, the scheduling system, and visits as the mechanism of care are all virtually unchanged. The deficiencies of current ambulatory care systemsandtheimperativetomovetoward higher performance are well documented. 1 Fortunately, for the first time in history, we now possess both the knowledge and the technology to fundamentally transform the medical practice. 2 If these capabilities are rigorously applied, the coming decade will see remarkable changes in care delivery. This paper discusses aspects of the transformative changes under way in ambulatory care from an information technology (IT) perspective, using examples from GreenField Health in Portland, Oregon. GreenField Health was established in 2001 based on a foundation of knowledge established by the Institute for Healthcare Improvement, the Robert Wood Johnson Foundation s Institute for Chronic Illness Care, and others. It is an independent clinic with four internists and one adolescent medicine specialist. It also serves as a research and development laboratory for ambulatory system design. We actively explore the use of IT and system design to understand how they can be better applied to improve care. An example. Malcolm is a healthy fortysix-year-old male who was noted to have high blood pressure on periodic screening in March Chuck Kilo (chuck.kilo@greenfieldhealth.com) is a fellow at the Institute for Healthcare Improvement and chief executive officer of GreenField Health in Portland, Oregon September/October 2005 DOI /hlthaff Project HOPE The People-to-People Health Foundation, Inc.

2 From the Field He was seen as a new patient for hypertension management. Malcolm s past medical history and physical exam were remarkable for a blood pressure of 165/100 and a possible midsystolic click followed by a murmur suggestive of mitral value prolapse. As is routine for new patients, Malcolm had a cardiac risk assessment based on the National Cholesterol Education Program guidelines using a tool built into our electronic health record (EHR). This assessment took approximately one minute to complete while simultaneously providing an explanation to Malcolm. Based on his age and diagnosis of hypertension, he fell into a moderate risk category for coronary artery disease, meaning that his LDL cholesterol target was less than 130 mg/dl. Malcolm had not had his cholesterol level checked in several years. Generic lisinopril, an effective antihypertensive, was started, and he was encouraged to purchase an automated blood pressure monitor. Instructions were given, including systolic and diastolic blood pressure targets and directions on the lisinopril dosage range that he could try, to achieve the targets. He was encouraged to test different doses within this range. Fasting lipids were ordered as well as echocardiogram to evaluate his heart. Malcolm left the initial visit without a scheduled follow-up visit. Instead, or phone follow-up was planned, and automated future reminders were placed in his EHR as prompts to review his blood pressure management. would be used to provide rapid feedback of test results, to answer questions, and to provide ongoing coaching about hypertension self-management. Because hypertension was coded on his problem list, he was also automatically placed into our electronic hypertension registry. If planned nonvisit follow-up should fail, our computer system would alert us a safety net for Malcolm. The lipid panel was performed at our local lab and fed directly back in an electronic format into our EHR. Using secure , those results were sent to Malcolm the next day with an explanation a twenty-four-hour turnaround time for laboratory results. Malcolm sldlwasbelowhistarget,sono specific treatment would be necessary. The echocardiogram was performed by a local private cardiology group, and the reading was also ed directly to me (his physician) the following day. Upon reviewing the result, I forwarded it in its entirety to Malcolm via secure , simultaneously inquiring about his blood pressure management. Malcolm has not had a second clinic visit, nor is one scheduled. We have had several exchanges to continue his hypertension management, with each exchange documented in his EHR. Role of IT. Malcolm s care demonstrates the rapid evolution of ambulatory care. Such transformation requires both system design knowledge to give guidance on the construction of effective medical practices as well as the necessary IT to support redesigned clinical workflow. AtGreenFieldHealth,wehaveusedboth telephone and electronic contact extensively to explore how patient management might be more appropriately designed. Approximately 80percentofourpatientcontactsoccurvia phone and , with only 20 percent occurring in visits. Since visits require more time, this translates into approximately half of a clinician s time being dedicated to visits and half to phone and contact. Providing such care requires a stringent focus on quality and the patient s experience of care. It necessitates an IT infrastructure that provides rapid access to appropriate, patientspecific information; an e-connectivity infrastructure that integrates with EHRs; systems to assure adequate patient follow-up; and methods to track patients so that they do not become lost to follow-up. The technology necessary to transform the medical practice even a small medical practice is a complete, integrated, interoperable information system. GreenField Health s clinical information system contains the following components: (1) EHR; (2) practice management system; (3) customized encounter forms; (4) disease registries; (5) secure messaging ( ) and connectivity; (6) secure Internet portal for pa- HEALTH AFFAIRS ~ Vo l u m e 2 4, N u m b e r

3 Health Tracking tients; (7) online clinical information; (8) practice decision support; (9) patient decision support; (10) electronic diagnostic technology; (11) scanning; (12) network faxing; (13) interfaces with laboratory, radiology, and hospital systems; (14) medical group intranet; (15) patient e-newsletter; and (16) telecommunication systems. These products reside on a network that includes an operating system, high-speed Internet access, voice recognition software, secure remote access, backup systems, antispam and antiviral software, word processing, spreadsheet, general ledger and accounting software, and more. Such a system must, by necessity, connect and integrate information from both within and outside of the practice, including the patient. Malcolm s care illustrates this connectivity. While Malcolm s needs were relatively straightforward, it is easy to see how such technology-enabled care can be applied to other patient populations. For example, people with chronic conditions can have a greater amount of contact with the practice using fewer visits when self-management training and support are coupled with direct practice connectivity and electronic systems. Appropriate lab studies can be ordered and the results communicated rapidly and directly to the patient along with self-management coaching without depending on visits and such care is possible with technology available today. It is not just the individual components of the system that produce higher-quality care. Rather, it is the way in which the components are connected to each other and integrated into the clinical workflow that matters. Disease registries further illustrate this point. Registries and tracking. A critical barrier to moving toward nonvisit care is that medical practices use their scheduling system as a follow-up system. They instruct patients to schedule return visits largely because visits are the only way practices are aware of their Time-pressured visits represent episodic care at a time when a large percentage of patients needs are continuous. patients. In a world less dependent on visits, tracking patients is of vital importance. The transformed practice must be aware of its patients continually, regardless of whether or not visits are scheduled. Not only are time-pressured visits a limiting way of interacting with patients, but they represent episodic care at a time when a large percentage of patients needs are continuous particularly for those with chronic conditions. A disease registry is a tracking system necessary for the optimal provision of chronic and preventive care. Registries generally draw their data from EHRs and present the data to clinicians. 3 They perform three functions: (1) Visit planning: they provide summarized, patient-specific reminders for chronic and preventive service needs at the time of a visit. (2) Proactive care: they identify patients who are due for services, independent of whether or not they have a visit scheduled. For example, they can identify all diabetics due for necessary blood tests. (3) Performance measurement: they provide aggregate, real-time data on performance. The power of this functionality cannot be overestimated. Using registries, practices can generate lists of patients due for specific services. For example, a registry will list diabetics who have not had a glycosylated hemoglobin test in the past six months, those with a glycosylated hemoglobin of greater than 7.0 mg/dl, those who are due for yearly retinal eye exams, and much more. Registries can also list, for example, patients on thyroid replacement who are due for appropriate monitoring and people in the high-risk category for cardiovascular disease, based on specific national guidelines, who are not at the recommended LDL cholesterol target. The implications of these data can be overwhelming. How should a practice with limited resources assure that these needs are being addressed? It is unrealistic to think that a practice can hand such registry-generated lists of 1298 September/October 2005

4 From the Field specific patient needs to physicians or others in the practice, expecting them to call each person for follow-up. The volume tends to outstrip the capacity. The solution to this problem brings us back to the topic of system design enabled with sophisticated technology. A 2004 California HealthCare Foundation review of registries concluded that a disease registry is only one component of a more comprehensive disease management strategy. To effectively manage chronic conditions and provide better care to patients, a registry must be integrated into a program that includes elements such as provider support, use of multidisciplinary provider teams, and increased patient self-management. A registry can enhance disease management of a population, but it is not a disease management program by itself. 4 Addressing the conundrum of providing registry-directed patient-specific follow-up is an area of active investigation. At GreenField, we believe that the solution again lies in IT system integration along with connectivity. We are working to merge our registry data, derived from our EHR, directly to a secure messaging system, so that patients are automatically informed of their care needs via e- mail, without the need for human intervention. These messages will not only inform patients of their prevention and screening needs, but they will also provide specific instructions on fulfilling those needs. Forexample, willbegeneratedona regular basis to all diabetics summarizing their current prevention and screening data such as the date and result of their last glycosylated hemoglobin and the date of their last eye exam. Concordant with this, orders will be sent to the laboratory, and patients will be instructed to get the test done if necessary. They will also be given the opportunity to update oursystem,sincewemaynotbeawareoftheir last dilated diabetic eye exam, for example. Others are rapidly pursuing similar constructs using secure patient portals. Some will certainly be concerned that not all patients have access to . Although this is true, is a pervasive form of communication, and its use is increasing rapidly, even among the elderly and people in lower socioeconomic strata. Such tools do not spell a solution for all patients or all conditions, but in our experience, they do apply to a very large percentage of patients. Knowledge management. Malcolm s care demonstrates another valuable aspect of available information technology: the capabilities of knowledge management. Knowledge management tools take many forms and fulfill various functions. Cardiovascular risk management provides an effective example of how such simple tools can provide important clinical benefits. National recommendations are for all adults to be risk-stratified to determine their cardiovascular risk, with cholesterol management based on this risk classification. 5 People at high, moderate, and low risk have different LDL cholesterol targets, which guide the aggressiveness of lipid management efforts. Although some practices accomplish this with individual patients, very few have all of their patients risk-stratified with a measurement system that allows them to know their specific performance against each risk category for example, the percentage of high-risk patients who are not at the LDL target, and which specific patients are not at the target. In the absence of such risk-stratification and population-monitoring capabilities, many low-risk patients receive treatment when it is not indicated, and many high-risk patients remain undertreated. Within our EHR, we use a simple risk stratification program. 6 This program automates the National Heart, Lung, and Blood Institute s National Cholesterol Education Program s risk classification. Each new patient undergoes a risk stratification that is updated periodically. Lipids are managedtospecifictargetsbasedoneachperson s risk category. Each patient s risk category is listed on his or her electronic problem list, which makes it possible to monitor our overall performance. Such measurement also requires each patient s lipid results to be electronically filed in the EHR s database. This is difficult to accomplish if lab results are reported back to HEALTH AFFAIRS ~ Vo l u m e 2 4, N u m b e r

5 Health Tracking the practice on paper in those cases, detailed performance measurement requires the manual input of data into the EHR, which is a time-consuming task. At GreenField Health, we accomplish this by having our lab results delivered to our system electronically in an appropriate format, so that they automatically flow into the EHR s database. This requires an electronic interface with a lab vendor and a reconciliation process to assure that the lab results are flowing into the appropriate patient record. The morbidity of cardiovascular disease and the expense of commonly used lipidlowering medications necessitate the provision of reliable preventive services. Simple tools integrated into the information system make the promise of reliable care a reality. IT challenges. Two IT challenges are worth noting. The first is connectivity between practices to allow for rapid coordination of care and sharing of information. Within integrated multispecialty groups, a common IT infrastructure allows all provides instant access to patients information, direct electronic communication and feedback between clinicians, and much more. IntheworldofprivatepracticeinwhichI work, achieving virtual integration across independent medical groups is a more difficult challenge. However, technology companies are now providing connectivity tools that allow rapid sharing of information across platforms, products, and organizations, resulting in more efficient coordination of services between practices. The continued development of such tools will help accomplish virtual integration across independent practices and organizations. For example, several specialty colleagues are available to my practice via to address clinical questions, and several of them provide rapid electronic feedback following consults. This occurs by the transmission of consult notes, radiology results, and procedure results directly to us via secure messaging, generally within twenty-four hours after the serviceisperformed.thisallowsmuchmore timely coordination of care. Other efforts to facilitate connectivity on a much larger scale include the creation of data standards and the rapidly growing interest in regional health information organizations (RHIOs). The second challenge is the development of more advanced knowledge-management tools. Although bits and pieces of knowledge management are available in some EHRs, truly advanced capabilities have lagged in development. Technology companies working on this complicated challenge do exist, but products remain in their early stages of development. Knowledge management, not electronic record keeping, should become the primary capability of our electronic systems. Most EHRs available today are focused primarily on creating a record and documenting compliance with evaluation and management standards for billing purposes. Although these are important functions, they should in fact be secondary to clinical knowledge management. The development of true knowledgemanagement tools will likely lag for some years, since the health care marketplace is not yet ready for such advanced products and since funding sources namely venture capitalists are generally skeptical of health care IT because of their adverse experiences in this sector in recent years. Policy challenges. Although it is not my intent to discuss policy in depth, a few issues are worth noting. First, the finance system should align itself with advanced methodologies of care. The experience at GreenField Health is evidence that much care can be delivered without resource-intensive office visits when phone, , group medical appointments, and other methods are supported by theappropriateitinfrastructureandsystem design. The question is how to appropriately remunerate such services. Pay-for-performance and pay-for- initiatives are a worthy start. Laudable as these efforts are, however, I believe that payment innovation should be more tightly coupled with efforts to truly transform care, to accelerate that work. A second issue pertains to the verification of outcomes and sustainability of transformed practices. Although the availability of perfor September/October 2005

6 From the Field mance data is growing, independent verification is needed. This will require investigative methodologies robust to multiple simultaneously changing interventions. Traditional research methodologies will have difficulty discriminating the effect of any one change during this time of rapid innovation. Researchers will be challenged to understand which of the many changes under way are responsible for the changes in performance. Conclusions. Intheirpaperaboutthe use of EHRs, Robert Miller and Ida Sim observe that the [EHR] is an enabling technology for physician practices to pursue quality improvement in potentially powerful ways. Our research finds, however, that systematic quality improvement using [EHRs] is neither low-cost nor easy. There is no simple solution to accelerating [EHR] adoption and use for quality improvement. 7 The ability to improve quality is dependent on using the right technology and using it the right way. Integration, connectivity, and the incorporation of IT into intelligent system design will be critical to the large-scale success of performance improvement efforts. Although it is easy to point to the payment system as the root cause of our current situation, and although we should be pushing for major changes in financing, particularly for primary care, it is critical that financing changes be thoughtfully designed, based on well-vetted data on the design and performance of transformed systems. It is shortsighted for clinicians to point to the financing system and state, I ll change when you change first. The job is ours: to define new approaches to care, to collect supportive data, and to then work with our health care financing colleagues to support the rational delivery of care. NOTES 1. See, for example, Institute of Medicine, Crossing the Quality Chasm: A New Health System for the Twentyfirst Century (Washington: National Academies Press, 2001); E.A. McGlynn et al., The Quality of Health Care Delivered to Adults in the United States, New England Journal of Medicine 348, no. 26 (2003): ; and M.R. Goulding, Inappropriate Medication Prescribing for Elderly Ambulatory Care Patients, Archives of Internal Medicine 164, no. 3 (2004): See, for example, Institute for Healthcare Improvement, Office Practices, Topics/OfficePractices (2 May 2005); Proceedings from the Institute for Healthcare Improvement s Sixth Annual International Summit on Redesigning the Clinical Office Practice, Washington, D.C., 30 March 1 April 2005, 6thAnnualOfficePracticesSummit.htm (2 May 2005); and C.M. Kilo and M. Leavitt, eds., Transforming Care using Information Technology (Chicago: Health Information Management and Systems Society, 2005). 3. J. Metzger, Using Computerized Registries in Chronic Disease Care, February 2004, chronicdisease/computerizedregistriesinchronic Disease.pdf (2 May 2005). 4. J. Simon and M. Powers, Chronic Disease Registries: A Product Review, May 2004, chronicdisease/chronicdiseaseregistryreview.pdf (2 May 2005). 5. More information about the National Heart, Lung, and Blood Institute s National Cholesterol Education Program (NCEP) is available at (2 May 2005). 6. See an example of this at content.healthaffairs.org/cgi/content/full/24/5/1296/dc1. 7. R.H. Miller and I. Sim, Physicians Use of Electronic Medical Records: Barriers and Solutions, Health Affairs 23, no. 2 (2004): The author thanks the physicians and staff of GreenField Health for their persistent pioneering efforts, Don Berwick and colleagues at the Institute for Healthcare Improvement, Ed Wagner and colleagues at the Improving Chronic Illness Care Initiative, and John Wasson for his ongoing guidance. HEALTH AFFAIRS ~ Vo l u m e 2 4, N u m b e r

Executive Summary: Davies Ambulatory Award Community Health Organization (CHO)

Executive Summary: Davies Ambulatory Award Community Health Organization (CHO) Davies Ambulatory Award Community Health Organization (CHO) Name of Applicant Organization: Community Health Centers, Inc. Organization s Address: 110 S. Woodland St. Winter Garden, Florida 34787 Submitter

More information

Aggregating Physician Performance Data Across Health Plans

Aggregating Physician Performance Data Across Health Plans Aggregating Physician Performance Data Across Health Plans March 2011 A project funded by The Robert Wood Johnson Foundation Measures Included in The Pilot: 1. Breast cancer screening 2. Colorectal cancer

More information

CPC+ CHANGE PACKAGE January 2017

CPC+ CHANGE PACKAGE January 2017 CPC+ CHANGE PACKAGE January 2017 Table of Contents CPC+ DRIVER DIAGRAM... 3 CPC+ CHANGE PACKAGE... 4 DRIVER 1: Five Comprehensive Primary Care Functions... 4 FUNCTION 1: Access and Continuity... 4 FUNCTION

More information

Jumpstarting population health management

Jumpstarting population health management Jumpstarting population health management Issue Brief April 2016 kpmg.com Table of contents Taking small, tangible steps towards PHM for scalable achievements 2 The power of PHM: Five steps 3 Case study

More information

CASE STUDY. An HIE-populated personal health record for cardiac revascularization patients

CASE STUDY. An HIE-populated personal health record for cardiac revascularization patients CASE STUDY An HIE-populated personal health record for cardiac revascularization patients PROGRAM NAME ONC Challenge Grant Consumer-Mediated Information Exchange PILOT SITE LOCATION Parkview Physicians

More information

BUILDING BLOCKS OF PRIMARY CARE ASSESSMENT FOR TRANSFORMING TEACHING PRACTICES (BBPCA-TTP)

BUILDING BLOCKS OF PRIMARY CARE ASSESSMENT FOR TRANSFORMING TEACHING PRACTICES (BBPCA-TTP) BUILDING BLOCKS OF PRIMARY CARE ASSESSMENT FOR TRANSFORMING TEACHING PRACTICES (BBPCA-TTP) DIRECTIONS FOR COMPLETING THE SURVEY This survey is designed to assess the organizational change of a primary

More information

2015 MEANINGFUL USE STAGE 2 FOR ELIGIBLE PROVIDERS USING CERTIFIED EMR TECHNOLOGY

2015 MEANINGFUL USE STAGE 2 FOR ELIGIBLE PROVIDERS USING CERTIFIED EMR TECHNOLOGY 2015 MEANINGFUL USE STAGE 2 FOR ELIGIBLE PROVIDERS USING CERTIFIED EMR TECHNOLOGY STAGE 2 REQUIREMENTS EPs must meet or qualify for an exclusion to 17 core objectives EPs must meet 3 of the 6 menu measures.

More information

Patient Centered Medical Home The next generation in patient care

Patient Centered Medical Home The next generation in patient care Patient Centered Medical Home The next generation in patient care Provider Training Module I OBJECTIVE To explain... What Patient Centered Medical Home is How it works Why it s important Where to begin

More information

1 Title Improving Wellness and Care Management with an Electronic Health Record System

1 Title Improving Wellness and Care Management with an Electronic Health Record System HIMSS Stories of Success! Graybill Medical Group 1 Title Improving Wellness and Care Management with an Electronic Health Record System 2 Background Knowledge It is widely understood that providers wellness

More information

Use of Information Technology in Physician Practices

Use of Information Technology in Physician Practices Use of Information Technology in Physician Practices 1. Do you have access to a computer at your current office practice? YES NO -- PLEASE SKIP TO QUESTION #2 If YES, please answer the following. a. Do

More information

Population Health. Collaborative Care. One interoperable platform. NextGen Care

Population Health. Collaborative Care. One interoperable platform. NextGen Care Population Health. Collaborative Care. One interoperable platform. NextGen Care We ve become very proactive in identifying at-risk patients and getting them in our door before they get sick. Our physicians

More information

Health Management Information Systems: Computerized Provider Order Entry

Health Management Information Systems: Computerized Provider Order Entry Health Management Information Systems: Computerized Provider Order Entry Lecture 2 Audio Transcript Slide 1 Welcome to Health Management Information Systems: Computerized Provider Order Entry. The component,

More information

Big Data NLP for improved healthcare outcomes

Big Data NLP for improved healthcare outcomes Big Data NLP for improved healthcare outcomes A white paper Big Data NLP for improved healthcare outcomes Executive summary Shifting payment models based on quality and value are fueling the demand for

More information

Transforming Health Care with Health IT

Transforming Health Care with Health IT Transforming Health Care with Health IT Meaningful Use Stage 2 and Beyond Mat Kendall, Director of the Office of Provider Adoption Support (OPAS) March 19 th 2014 The Big Picture Better Healthcare Better

More information

Advancing Care Information Performance Category Fact Sheet

Advancing Care Information Performance Category Fact Sheet Fact Sheet The Medicare Access and CHIP Reauthorization Act of 2015 (MACRA) replaced three quality programs (the Medicare Electronic Health Record (EHR) Incentive program, the Physician Quality Reporting

More information

All ACO materials are available at What are my network and plan design options?

All ACO materials are available at   What are my network and plan design options? ACO Toolkit: A Roadmap for Employers What is an ACO? Is an ACO strategy right for my company? Which ACOs are ready? All ACO materials are available at www.businessgrouphealth.org What are my network and

More information

Tips for PCMH Application Submission

Tips for PCMH Application Submission Tips for PCMH Application Submission Remain calm. The certification process is not as complicated as it looks. You will probably find you are already doing many of the required processes, and these are

More information

MEANINGFUL USE STAGE FOR ELIGIBLE PROVIDERS USING CERTIFIED EMR TECHNOLOGY

MEANINGFUL USE STAGE FOR ELIGIBLE PROVIDERS USING CERTIFIED EMR TECHNOLOGY MEANINGFUL USE STAGE 2 2014 FOR ELIGIBLE PROVIDERS USING CERTIFIED EMR TECHNOLOGY STAGE 2 REQUIREMENTS EPs must meet or qualify for an exclusion to 17 core objectives. EPs must meet 3 of the 6 menu measures.

More information

Patient Centered Medical Home. History of PCMH concept. What does a PCMH look like? 10/1/2013. What is a Patient Centered Medical Home (PCMH)?

Patient Centered Medical Home. History of PCMH concept. What does a PCMH look like? 10/1/2013. What is a Patient Centered Medical Home (PCMH)? What is a Patient Centered Medical Home (PCMH)? Patient Centered Medical Home Jeremy Thomas, PharmD, CDE UAMS Department of Pharmacy "an approach to providing comprehensive primary care that facilitates

More information

Component Description Unit Topics 1. Introduction to Healthcare and Public Health in the U.S. 2. The Culture of Healthcare

Component Description Unit Topics 1. Introduction to Healthcare and Public Health in the U.S. 2. The Culture of Healthcare Component Description (Each certification track is tailored for the exam and will only include certain components and units and you can find these on your suggested schedules) 1. Introduction to Healthcare

More information

Building a healthy legacy together. Presentation by Shelley Lipon, Executive Regional Director, Canada Health Infoway to ICTAM October 28, 2009

Building a healthy legacy together. Presentation by Shelley Lipon, Executive Regional Director, Canada Health Infoway to ICTAM October 28, 2009 Building a healthy legacy together Presentation by Shelley Lipon, Executive Regional Director, Canada Health Infoway to ICTAM October 28, 2009 Expectations What Canadians expect from their health care

More information

Promoting Interoperability Measures

Promoting Interoperability Measures Promoting Interoperability Measures Previously known as Advancing Care Information for 2017 and Meaningful Use from 2011-2016 Participants: In 2018, promoting interoperability measure reporting (PI) is

More information

The 10 Building Blocks of Primary Care Building Blocks of Primary Care Assessment (BBPCA)

The 10 Building Blocks of Primary Care Building Blocks of Primary Care Assessment (BBPCA) The 10 Building Blocks of Primary Care Building Blocks of Primary Care Assessment (BBPCA) Background and Description The Building Blocks of Primary Care Assessment is designed to assess the organizational

More information

Driving Business Value for Healthcare Through Unified Communications

Driving Business Value for Healthcare Through Unified Communications Driving Business Value for Healthcare Through Unified Communications Even the healthcare sector is turning to technology to take a 'connected' approach, as organizations align technology and operational

More information

Informatics, PCMHs and ACOs: A Brave New World

Informatics, PCMHs and ACOs: A Brave New World Informatics, PCMHs and ACOs: A Brave New World R. Clark Campbell, MSN, RN-BC, CPHIMS, FHIMSS Kathleen Kimmel, RN, BSN, MHA, CPHIMS, FHIMSS Engagement Executive with Health Catalyst Objectives - Define

More information

The Virtual Connection: Electronic Visits. Joseph E. Scherger, MD, MPH National Medical Home Summit March 3, 2009

The Virtual Connection: Electronic Visits. Joseph E. Scherger, MD, MPH National Medical Home Summit March 3, 2009 The Virtual Connection: Electronic Visits Joseph E. Scherger, MD, MPH National Medical Home Summit March 3, 2009 The Holy Grail of Health Care 2009 Cost Reduction Quality Improvement Service Improvement

More information

Health Management Information Systems

Health Management Information Systems Health Management Information Systems Computerized Provider Order Entry (CPOE) Computerized Provider Order Entry (CPOE) Learning Objectives 1. Describe the purpose, attributes and functions of CPOE 2.

More information

The Heart and Vascular Disease Management Program

The Heart and Vascular Disease Management Program Element A: Program Content The Heart and Vascular Disease Management Program GHC-SCW is committed to helping members, and their practitioners, manage chronic illness by providing tools and resources to

More information

Pursuing the Triple Aim: CareOregon

Pursuing the Triple Aim: CareOregon Pursuing the Triple Aim: CareOregon The Triple Aim: An Introduction The Institute for Healthcare Improvement (IHI) launched the Triple Aim initiative in September 2007 to develop new models of care that

More information

Program Overview

Program Overview 2015-2016 Program Overview 04HQ1421 R03/16 Blue Cross and Blue Shield of Louisiana is an independent licensee of the Blue Cross and Blue Shield Association and incorporated as Louisiana Health Service

More information

diabetes care and quality improvement in our practice

diabetes care and quality improvement in our practice The Multidisciplinary Team: The key to successful planned diabetes care and quality improvement in our practice Robb Malone, PharmD UNC General Internal Medicine January 20, 2009 Objectives Review the

More information

2011 Electronic Prescribing Incentive Program

2011 Electronic Prescribing Incentive Program 2011 Electronic Prescribing Incentive Program Hardship Codes In 2012, the physician fee schedule amount for covered professional services furnished by an eligible professional who is not a successful electronic

More information

HIE Implications in Meaningful Use Stage 1 Requirements

HIE Implications in Meaningful Use Stage 1 Requirements s in Meaningful Use Stage 1 Requirements HIMSS Health Information Exchange Steering Committee March 2010 2010 Healthcare Information and Management Systems Society (HIMSS). 1 An HIE Overview Health Information

More information

Partner with Health Services Advisory Group

Partner with Health Services Advisory Group Partner with Health Services Advisory Group Bonnie Hollopeter, LPN, CPHQ, CPEHR Health Services Advisory Group (HSAG) Quality Improvement Lead Rosalie McGinnis, MS, RN HSAG Quality Improvement Lead November

More information

Meaningful Use Measures: Quick Reference Guide Stage 2 (2014 and Beyond)

Meaningful Use Measures: Quick Reference Guide Stage 2 (2014 and Beyond) Meaningful Use Measures: Quick Reference Guide Stage 2 (2014 and Beyond) Core Measures Required: All 17 objectives Objective: Requirement: Exclusions: Accomplish in Clinical 1. Computerized - Documenting

More information

Accelerating the Impact of Performance Measures: Role of Core Measures

Accelerating the Impact of Performance Measures: Role of Core Measures Accelerating the Impact of Performance Measures: Role of Core Measures Mark McClellan, MD, PhD Director, Engelberg Center for Health Care Reform Senior Fellow, Economic Studies Leonard D. Schaeffer Chair

More information

Using Updox to Succeed with MIPS

Using Updox to Succeed with MIPS Using Updox to Succeed with MIPS Who is Updox? A Communications Platform built by physicians, for physicians 56,000+ providers and more than 300,000 users--and growing 100+ EMR integrations 72 million

More information

A strategy for building a value-based care program

A strategy for building a value-based care program 3M Health Information Systems A strategy for building a value-based care program How data can help you shift to value from fee-for-service payment What is value-based care? Value-based care is any structure

More information

A. DIABETES AND HEART/STROKE Data Detail

A. DIABETES AND HEART/STROKE Data Detail A. DIABETES AND HEART/STROKE Data Detail Under the category of Effective Care, MHMC currently reports practices who have achieved national recognition for any of the Bridges to Excellence (BTE) clinical

More information

APPENDIX 2 NCQA PCMH 2011 AND CMS STAGE 1 MEANINGFUL USE REQUIREMENTS

APPENDIX 2 NCQA PCMH 2011 AND CMS STAGE 1 MEANINGFUL USE REQUIREMENTS Appendix 2 NCQA PCMH 2011 and CMS Stage 1 Meaningful Use Requirements 2-1 APPENDIX 2 NCQA PCMH 2011 AND CMS STAGE 1 MEANINGFUL USE REQUIREMENTS CMS Meaningful Use Requirements* All Providers Must Meet

More information

Accountable Care and the Laboratory Value Proposition. Les Duncan Director of Operations Highmark Health - Home and Community Services

Accountable Care and the Laboratory Value Proposition. Les Duncan Director of Operations Highmark Health - Home and Community Services Accountable Care and the Laboratory Value Proposition Les Duncan Director of Operations Highmark Health - Home and Community Services Agenda The Goals and Status of Delivery System Reform and Alternative

More information

Advancing Care Information Measures

Advancing Care Information Measures Participants: Advancing Care Information Measures In 2017, Advancing Care Information (ACI) measure reporting is optional for Nurse Practitioners, Physician Assistants, Clinical Nurse Specialists, CRNAs,

More information

Peripheral Arterial Disease: Application of the Chronic Care Model. Marge Lovell RN CCRC BEd MEd London Health Sciences Centre London, Ontario

Peripheral Arterial Disease: Application of the Chronic Care Model. Marge Lovell RN CCRC BEd MEd London Health Sciences Centre London, Ontario Peripheral Arterial Disease: Application of the Chronic Care Model Marge Lovell RN CCRC BEd MEd London Health Sciences Centre London, Ontario Objectives Provide brief overview of PAD Describe the Chronic

More information

Rules Based Orders. Good For Your Practice Today. And Tomorrow

Rules Based Orders. Good For Your Practice Today. And Tomorrow Rules Based Orders Good For Your Practice Today And Tomorrow Pat Wolfram Liaison Healthcare Director EMR-to-Lab Integration 971-255-9282 pwolfram@liaison.com What We ll Cover Today Adding Order Intelligence

More information

PROPOSED MEANINGFUL USE STAGE 2 REQUIREMENTS FOR ELIGIBLE PROVIDERS USING CERTIFIED EMR TECHNOLOGY

PROPOSED MEANINGFUL USE STAGE 2 REQUIREMENTS FOR ELIGIBLE PROVIDERS USING CERTIFIED EMR TECHNOLOGY PROPOSED MEANINGFUL USE STAGE 2 REQUIREMENTS FOR ELIGIBLE PROVIDERS USING CERTIFIED EMR TECHNOLOGY On February 23, the Centers for Medicare & Medicaid Services (CMS) posted the much anticipated proposed

More information

Improvement Activities for ACI Bonus Measures

Improvement Activities for ACI Bonus Measures Improvement Activity Performance Category Subcategory Expanded Practice Activity Name Activity Improvement Activity Performance Category Weight Provide 24/7 access to eligible clinicians or groups, who

More information

Promoting Interoperability Performance Category Fact Sheet

Promoting Interoperability Performance Category Fact Sheet Promoting Interoperability Fact Sheet Health Services Advisory Group (HSAG) provides this eight-page fact sheet to help providers with understanding Activities that are eligible for the Promoting Interoperability

More information

W. Douglas Weaver, MD, MACC. American College of Cardiology SENATE FINANCE COMMITTEE

W. Douglas Weaver, MD, MACC. American College of Cardiology SENATE FINANCE COMMITTEE Statement of W. Douglas Weaver, MD, MACC On behalf of the American College of Cardiology Presented to the SENATE FINANCE COMMITTEE Roundtable on Medicare Physician Payments: Perspectives from Physicians

More information

Ophthalmology Meaningful Use Attestation Guide 2016 Edition Updated July 2016

Ophthalmology Meaningful Use Attestation Guide 2016 Edition Updated July 2016 Ophthalmology Meaningful Use Attestation Guide 2016 Edition Updated July 2016 Provided by the American Academy of Ophthalmology and the American Academy of Ophthalmic Executives (AAOE), the Academy's practice

More information

Sources of value from healthcare IT

Sources of value from healthcare IT RESEARCH IN BRIEF MARCH 2016 Sources of value from healthcare IT Analysis of the HIMSS Value Suite database suggests that investments in healthcare IT can produce value, especially in terms of improved

More information

Medical Nutrition Therapy (MNT): Billing, Codes and Need at Adelante Healthcare

Medical Nutrition Therapy (MNT): Billing, Codes and Need at Adelante Healthcare Medical Nutrition Therapy (MNT): Billing, Codes and Need at Adelante Healthcare An investigation of Medical Nutrition Therapy (MNT) billing requirements and handling By Melissa Brito Phillips Beth Israel

More information

Cultural Transformation and the Road to an ACO Lee Sacks, M.D. CEO Mark Shields, M.D., MBA Senior Medical Director

Cultural Transformation and the Road to an ACO Lee Sacks, M.D. CEO Mark Shields, M.D., MBA Senior Medical Director Cultural Transformation and the Road to an ACO Lee Sacks, M.D. CEO Mark Shields, M.D., MBA Senior Medical Director AMGA Pre-conference Workshop 1 April 14, 2011 Washington, D.C. Disclosure Nothing in Today

More information

SWAN Alerts and Best Practices for Improved Care Coordination

SWAN Alerts and Best Practices for Improved Care Coordination SWAN Alerts and Best Practices for Improved Care Coordination IHIN and SWAN Course Overview Our Goal: To educate healthcare providers in how to manage SWAN alerts for meaningful impact at the point of

More information

PPS Performance and Outcome Measures: Additional Resources

PPS Performance and Outcome Measures: Additional Resources PPS Performance and Outcome Measures: PPS Performance and Outcome Measures: This document includes supplemental resources to the content on PPS Performance and Outcome Measures presented at the December

More information

MEANINGFUL USE STAGE 2

MEANINGFUL USE STAGE 2 MEANINGFUL USE STAGE 2 PHASED-IN IMPLEMENTATION PROCESS DECEMBER 2014 - PREPARATION MONTH Start this process as early as possible WATCH VIDEO TRAINING SESSIONS: (Sessions available starting December 1,

More information

Strengthening Primary Care for Patients:

Strengthening Primary Care for Patients: Strengthening Primary Care for Patients: Geisinger Health Plan Danville, Pa. Background Geisinger Health Plan (GHP) is a nonprofit health maintenance organization serving the health care needs of more

More information

IMPROVING TRANSITIONS OF CARE IN POPULATION HEALTH

IMPROVING TRANSITIONS OF CARE IN POPULATION HEALTH IMPROVING TRANSITIONS OF CARE IN POPULATION HEALTH TABLE OF CONTENTS 1. The Transitions Challenge 2. Impact of Care Transitions 3. Patient Insights from Project Boost 4. Identifying Patients 5. Improving

More information

Enhancing Outcomes with Quality Improvement (QI) October 29, 2015

Enhancing Outcomes with Quality Improvement (QI) October 29, 2015 Enhancing Outcomes with Quality Improvement (QI) October 29, 2015 Learning Objectives! Introduce Quality Improvement (QI)! Explain Clinical Performance Person-Centered Medical Home (PCMH) Measures! Implement

More information

PROMISe Phase Two Final Report to the Pharmacy Guild of Australia (RFT , Evaluation of Clinical Interventions in Community Pharmacies)

PROMISe Phase Two Final Report to the Pharmacy Guild of Australia (RFT , Evaluation of Clinical Interventions in Community Pharmacies) PROMISe Phase Two Final Report to the Pharmacy Guild of Australia (RFT 2003-2, Evaluation of Clinical Interventions in Community Pharmacies) This research was funded by the Australian Government Department

More information

Essential Characteristics of an Electronic Prescription Writer*

Essential Characteristics of an Electronic Prescription Writer* Essential Characteristics of an Electronic Prescription Writer* Robert Keet, MD, FACP Healthcare practitioners have a professional mandate to prescribe the most appropriate and disease-specific medication

More information

Staying Connected with Patient-Generated Health Data

Staying Connected with Patient-Generated Health Data Staying Connected with Patient-Generated Health Data April 14, 2015 Dr. Danny Sands, Chief Medical Officer Dr. Philip Marshall, Chief Product Officer DISCLAIMER: The views and opinions expressed in this

More information

Fast-Track PCMH Recognition

Fast-Track PCMH Recognition Fast-Track PCMH Recognition i2i Systems integrated package of Population Health Management and reporting technology, documented processes and consulting services aligned with NCQA guidelines supports and

More information

Integration Workgroup: Bi-Directional Integration Behavioral Health Settings

Integration Workgroup: Bi-Directional Integration Behavioral Health Settings The Accountable Community for Health of King County Integration Workgroup: Bi-Directional Integration Behavioral Health Settings May 7, 2018 1 Integrated Whole Person Care in Community Behavioral Health

More information

SNOMED CT AND ICD-10-BE: TWO OF A KIND?

SNOMED CT AND ICD-10-BE: TWO OF A KIND? Federal Public Service of Health, Food Chain Safety and Environment Directorate-General Health Care Department Datamanagement Arabella D Havé, chief of Terminology, Classification, Grouping & Audit arabella.dhave@health.belgium.be

More information

March Crossing The Quality Chasm, A New Health Care System For The 21 st Century An Overview

March Crossing The Quality Chasm, A New Health Care System For The 21 st Century An Overview Crossing The Quality Chasm, A New Health Care System For The 21 st Century An Overview In March 2001, The Institute of Medicine (IOM), which was established by the National Academy of Sciences in 1970,

More information

The History of the development of the Prometheus Payment model defined Potentially Avoidable Complications.

The History of the development of the Prometheus Payment model defined Potentially Avoidable Complications. The History of the development of the Prometheus Payment model defined Potentially Avoidable Complications. In 2006 the Prometheus Payment Design Team convened a series of meetings with physicians that

More information

Optum Anesthesia. Completely integrated anesthesia information management system

Optum Anesthesia. Completely integrated anesthesia information management system Optum Anesthesia Completely integrated anesthesia information management system 2 Completely integrated anesthesia information management system Optum Anesthesia Information Management System (AIMS) helps

More information

Transforming Delivery Systems for Population Health

Transforming Delivery Systems for Population Health Transforming Delivery Systems for Population Health George Isham, M.D., M.S. Senior Advisor, HealthPartners Senior Fellow, HealthPartners Institute for Education and Research October 9, 2015 Presenter

More information

The TeleHealth Model THE TELEHEALTH SOLUTION

The TeleHealth Model THE TELEHEALTH SOLUTION The Model 1 CareCycle Solutions The Solution Calendar Year 2011 Data Company Overview CareCycle Solutions (CCS) specializes in managing the needs of chronically ill patients through the use of Interventional

More information

Michigan Primary Care Transformation Project. HEDIS, Quality and the Care Manager s Role in Closing Gaps in Care

Michigan Primary Care Transformation Project. HEDIS, Quality and the Care Manager s Role in Closing Gaps in Care Michigan Primary Care Transformation Project HEDIS, Quality and the Care Manager s Role in Closing Gaps in Care 7.22.15 Topics for Today s Webinar Healthcare Effectiveness Data and Information Set (HEDIS)

More information

Meaningful Use Certification Details

Meaningful Use Certification Details May 2, 2016 TRIARQ Health 1050 Wilshire, Suite 300 Troy, MI 48084 Meaningful Use Certification Details CHPL Practice Date CERTIFICATION Product Version Classification PRODUCT Type Certified EDITION NUMBER

More information

YOUR HEALTH INFORMATION EXCHANGE

YOUR HEALTH INFORMATION EXCHANGE YOUR HEALTH INFORMATION EXCHANGE Introduction to Health Information Exchange Healthcare organizations are experiencing substantial pressures from initiatives and reforms such as new payment models, care

More information

Population Health Management. Shaping the future of healthcare. How health systems can move beyond sick care to proactively keep populations healthy

Population Health Management. Shaping the future of healthcare. How health systems can move beyond sick care to proactively keep populations healthy Population Health Management Shaping the future of healthcare How health systems can move beyond sick care to proactively keep populations healthy Introduction: We see the transition from fee-for-service

More information

Appendix 4 CMS Stage 1 Meaningful Use Requirements Summary Tables 4-1 APPENDIX 4 CMS STAGE 1 MEANINGFUL USE REQUIREMENTS SUMMARY

Appendix 4 CMS Stage 1 Meaningful Use Requirements Summary Tables 4-1 APPENDIX 4 CMS STAGE 1 MEANINGFUL USE REQUIREMENTS SUMMARY Appendix 4 CMS Stage 1 Meaningful Use Requirements Summary Tables 4-1 APPENDIX 4 CMS STAGE 1 MEANINGFUL USE REQUIREMENTS SUMMARY 1. Use CPOE (computerized physician order entry) for medication orders directly

More information

BCBSM Physician Group Incentive Program

BCBSM Physician Group Incentive Program BCBSM Physician Group Incentive Program Organized Systems of Care Initiatives Interpretive Guidelines 2012-2013 V. 4.0 Blue Cross Blue Shield of Michigan is a nonprofit corporation and independent licensee

More information

Midmark White Paper The Connected Point of Care Ecosystem: A Solid Foundation for Value-Based Care

Midmark White Paper The Connected Point of Care Ecosystem: A Solid Foundation for Value-Based Care Midmark White Paper The Connected Point of Care Ecosystem: A Solid Foundation for Value-Based Care Introduction This white paper examines how new technologies are creating a fully connected point of care

More information

Registry General FAQs

Registry General FAQs Registry General FAQs September, 2016 Table of Contents 1 Overview... 1 2 Frequently Asked Questions... 2 2.1 General... 2 2.2 Data... 5 2.3 Population Health... 6 2.4 Security and Privacy... 6 2.5 Cost

More information

Population Health Management Tools to Improve Care for Individuals and Populations of Patients

Population Health Management Tools to Improve Care for Individuals and Populations of Patients June 1, 2015 Population Health Management Tools to Improve Care for Individuals and Populations of Patients Joel Diamond, MD, FAAP Building Population Health Information-powered clinical decision-making

More information

Using Data for Proactive Patient Population Management

Using Data for Proactive Patient Population Management Using Data for Proactive Patient Population Management Kate Lichtenberg, DO, MPH, FAAFP October 16, 2013 Topics Review population based care Understand the use of registries Harnessing the power of EHRs

More information

I-PASS is Recognized in the Medical Community and is Award Winning

I-PASS is Recognized in the Medical Community and is Award Winning THE COMPANY AND ITS BUSINESS Evolution of the Company and Definition of Terms I-PASS Patient Safety Institute, Inc. (referred to herein as I-PASS Institute, the Company, us or we ) was founded in April

More information

Population Health Management Tools and Strategies to Support Care Coordination An InfoMC White Paper April 2016

Population Health Management Tools and Strategies to Support Care Coordination An InfoMC White Paper April 2016 Population Health Management Tools and Strategies to Support Care Coordination An InfoMC White Paper April 2016 Norris, Susan, Ph.D., Chief Clinical Officer, InfoMC Daniels, Allen S., Ed.D., Clinical Director,

More information

Medical Home Renovations: A Patient-centered Medical Home Case Study

Medical Home Renovations: A Patient-centered Medical Home Case Study Medical Home Renovations: A Patient-centered Medical Home Case Study Robert Reid MD PhD, Group Health Research Institute Annual Snively Lecture, University of California Davis January 18, 2011 Medical

More information

UPDATE ON MEANINGFUL USE. HITECH Stimulus Act of 2009: CSC Point of View

UPDATE ON MEANINGFUL USE. HITECH Stimulus Act of 2009: CSC Point of View HITECH Stimulus Act of 2009: CSC Point of View UPDATE ON MEANINGFUL USE Introduction The HITECH provisions of the American Recovery and Reinvestment Act of 2009 provide a commanding $36 billion dollars

More information

WHY WHAT RISK STRATIFICATION. Risk Stratification? POPULATION HEALTH MANAGEMENT. is Risk-Stratification? HEALTH CENTER

WHY WHAT RISK STRATIFICATION. Risk Stratification? POPULATION HEALTH MANAGEMENT. is Risk-Stratification? HEALTH CENTER 1 WHY Risk Stratification? Risk stratification enables providers to identify the right level of care and services for distinct subgroups of patients. It is the process of assigning a risk status to a patient

More information

Transforming to Value: One Way Forward

Transforming to Value: One Way Forward Transforming to Value: One Way Forward Intermountain Healthcare s Value-Based Reimbursement and Change Management Strategy Mark Briesacher, MD Senior Administrative Medical Director Intermountain Medical

More information

The Point of Care Ecosystem Four Benefits of a Fully Connected Outpatient Experience

The Point of Care Ecosystem Four Benefits of a Fully Connected Outpatient Experience Midmark White Paper The Point of Care Ecosystem Four Benefits of a Fully Connected Outpatient Experience Introduction This white paper from Midmark is the first in a series that defines the outpatient

More information

IPIP PROGRAM BRIEF. Improving Performance in Practice: Rx for Primary Care. Improving Performance in Practice MARCH 2010

IPIP PROGRAM BRIEF. Improving Performance in Practice: Rx for Primary Care. Improving Performance in Practice MARCH 2010 PROGRAM BRIEF IPIP MARCH 2010 Improving Performance in Practice Improving Performance in Practice: Rx for Primary Care In the burgeoning movement to lift the quality of health care in America, small primary-care

More information

Direct Messaging is live! Enroll for your mailbox today! Are you attesting for Meaningful Use 2 for Transitions of Care?

Direct Messaging is live! Enroll for your mailbox today! Are you attesting for Meaningful Use 2 for Transitions of Care? Direct Messaging is live! Enroll for your mailbox today! Please click HERE for more information and to enroll Are you attesting for Meaningful Use 2 for Transitions of Care? Now you can electronically

More information

Meaningful Use Hello Health v7 Guide for Eligible Professionals. Stage 1

Meaningful Use Hello Health v7 Guide for Eligible Professionals. Stage 1 Meaningful Use Hello Health v7 Guide for Eligible Professionals Stage 1 Table of Contents Introduction 3 Meaningful Use 3 Terminology 5 Computerized Provider Order Entry (CPOE) for Medication Orders [Core]

More information

California Academy of Family Physicians Diabetes Initiative Care Model Change Package

California Academy of Family Physicians Diabetes Initiative Care Model Change Package California Academy of Family Physicians Diabetes Initiative Care Model Change Package Introduction The Care Model (CM) is a unique and proven approach for implementing proactive strategies that are responsive

More information

Overview. Overview 01:55 PM 09/06/2017

Overview. Overview 01:55 PM 09/06/2017 01:55 PM Inactive No Effective Date Date of Last Change 07/16/2017 08:34:13.108 AM Job Profile Name Director of Clinical Quality Informatics for Regulatory Performance- Enterprise Job Profile Summary Job

More information

ACO Practice Transformation Program

ACO Practice Transformation Program ACO Overview ACO Practice Transformation Program PROGRAM OVERVIEW As healthcare rapidly transforms to new value-based payment systems, your level of success will dramatically improve by participation in

More information

Partners HealthCare Primary Care Quality and Patient Experience Reports 2017

Partners HealthCare Primary Care Quality and Patient Experience Reports 2017 Partners HealthCare Primary Care Quality and Patient Experience Reports 2017 North Shore Health System QUALITYANDSAFETY.PARTNERS.ORG 1 INTRODUCTION Dear Patients, Colleagues and members of the Commonwealth

More information

PATIENT-CENTERED MEDICAL HOME ASSESSMENT (PCMH-A)

PATIENT-CENTERED MEDICAL HOME ASSESSMENT (PCMH-A) SAFETY NET MEDICAL HOME INITIATIVE PATIENT-CENTERED MEDICAL HOME ASSESSMENT (PCMH-A) Organization name Site name Date completed Introduction To The PCMH-A The PCMH-A is intended to help sites understand

More information

Managing Risk Through Population Health Initiatives

Managing Risk Through Population Health Initiatives Managing Risk Through Health Initiatives Vicki DeBaca, DNS, RN Vice President, Health & Provider Services Sharp Rees-Stealy Medical Centers 1 Sharp Rees-Stealy Medical Centers San Diego s Multi-Specialty

More information

COMPUTERIZED PHYSICIAN ORDER ENTRY (CPOE)

COMPUTERIZED PHYSICIAN ORDER ENTRY (CPOE) COMPUTERIZED PHYSICIAN ORDER ENTRY (CPOE) Ahmed Albarrak 301 Medical Informatics albarrak@ksu.edu.sa 1 Outline Definition and context Why CPOE? Advantages of CPOE Disadvantages of CPOE Outcome measures

More information

Primary Care/Public Health Partnership for Improved Type 2 Diabetes Outcomes at Roane County Family Health Care

Primary Care/Public Health Partnership for Improved Type 2 Diabetes Outcomes at Roane County Family Health Care Page 34 Commune Bonum Primary Care/Public Health Partnership for Improved Type 2 Diabetes Outcomes at Roane County Family Health Care By: Adam Baus, Emma White, Gina Wood, Belinda Summerfield & Cecil Pollard

More information

June 25, Barriers exist to widespread interoperability

June 25, Barriers exist to widespread interoperability June 25, 2018 Centers for Medicare & Medicaid Services Department of Health and Human Services Attention: CMS-1694-P P.O. Box 8011 Baltimore, MD 21244-1850 RE: Docket ID: CMS-1694-P, Medicare Program;

More information

New Models of Care: Diabetes and the Triple Aim

New Models of Care: Diabetes and the Triple Aim Robert Gabbay MD, PhD, FACP Chief Medical Officer Joslin Diabetes Center Harvard Medical School Boston, MA The Triple Aim New Models of Care: Diabetes and the Triple Aim Healthcare is changing, what does

More information

Real-time adjudication: an innovative, point-of-care model to reduce healthcare administrative and medical costs while improving beneficiary outcomes

Real-time adjudication: an innovative, point-of-care model to reduce healthcare administrative and medical costs while improving beneficiary outcomes Real-time adjudication: an innovative, point-of-care model to reduce healthcare administrative and medical costs while improving beneficiary outcomes Provided by Conexia Inc Section 1: Company information

More information