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Primary care physicians who care for complex patients are often challenged with managing their care appropriately. Caring for complex patients involves the need to coordinate with specialty providers, to control the redundancy of tests, reduce the number of avoidable hospital admissions, and to curb costs for the patient and the provider. According to a study report published in the Rand Health Quarterly, “a relatively small proportion of complex patients … incur most of the nation’s health care costs” in the US.
The report, recognizing the challenges faced by primary care physicians in treating complex patients, states that “innovative uses of analytics and health information technology (HIT) may address these challenges.” Analytics, using various types of data, “may help create better risk stratification approaches that more effectively target patients for interventions.” HIT tools “may facilitate communication and improve timely decision making.”
Dr. Clive Fields, president of the Village Family Practice and co-founder/chief medical officer at VillageMD, writes in Physicians Practice that managing complex patients involves thought and planning on the part of the primary care physician. Dr. Fields also cites the need to take advantage of patient data collection and analytics, stating that the successful management of complex patients “involves implementing best practices, using data to identify opportunities for improvement, measuring outcomes, and creating a cycle of continuous improvement.”
Dr. Fields offers some additional advice on complex patient care. Primary care physicians should clearly understand their role in the care of complex patients. When multiple providers are treating the patient, as is usually the case, the primary care provider should take the lead in coordinating that care.
Primary care physicians should also know their patients well to better manage their care. They should be able to answer three questions, Dr. Fields suggests:
The answers can be easily attained by getting to know the patients more thoroughly as individuals and as part of a population group. Answers can also be found in the data contained in the patients’ electronic health records (EHRs), enabling primary care providers to coordinate and manage the care of their complex patients more efficiently and more effectively.
Roy Steiner October 8, 2018Read
Quality is not as easily measured as quantity. Terms like value-based care and quality care are increasingly used by healthcare providers as well as the Centers for Medicare & Medicaid Services (CMS) and even private healthcare payers. Measuring this care has become an integral part of the reimbursement and incentive system, particularly in the case of Medicare, but the question of how to measure quality care may not be clearly resolved for many providers.
CMS has launched a new Meaningful Measures Initiative to help define quality measures for healthcare providers. The Meaningful Measures areas are each linked to specific CMS strategic goals and, in fact, “serve as the connectors between CMS strategic goals and individual measures/initiatives that demonstrate how high quality outcomes for [CMS] beneficiaries are being achieved.”
Nineteen Meaningful Measure areas include such measures as Alcohol Use Screening, Use of Opioids at High Dosage, and Influenza Immunization Received for Current Flu Season, aligning with the CMS goal to Promote Effective Prevention and Treatment of Chronic Disease, for example. These areas have been divided into six quality categories as part of the Meaningful Measures Initiative:
In addition, six cross-cutting criteria are applied to any Meaningful Measure area:
While quality can be a subjective term, particularly when it comes to measuring healthcare quality, CMS emphasizes that its new Meaningful Measure Areas are “concrete quality topics, which reflect core issues that are most vital to high quality care and better patient outcomes.”
Roy Steiner October 8, 2018Read
A patient’s care must be managed appropriately to avoid unnecessary or duplicative tests, to ensure the patient’s medications are not contraindicated, and to improve the patient’s overall health outcomes. Two activities play key roles in the patient’s care: coordination of care and care case management. They may sound very similar but are actually quite different.
Coordination of care is achieved when the primary care physician collaborates with other healthcare providers, such as specialty physicians, to ensure that all are working together for the patient’s good. The Substance Abuse and Mental Health Services Administration (SAMHSA) defines coordination of care as “bringing together various providers and information systems to coordinate health services, patient needs, and information to help better achieve the goals of treatment and care.” SAMHSA adds that coordination of care “increases efficiency and improves clinical outcomes and patient satisfaction with care.”
The New England Journal of Medicine (NEJM) Catalyst explains that there are several elements involved in successful coordination of care:
Care case management is a more episodic approach. It could involve accessing a patient’s electronic health records (EHRs) between visits to ensure tests and medications are appropriate. Care case management can also involve determining if and why a patient is not following the provider’s instructions for ongoing care. In such a situation, the provider would identify factors affecting the patient’s desire and ability to engage in the healthcare program prescribed by the provider and work with the patient to overcome potential barriers.
The eHealth Initiative and Foundation (eHI) clarifies that “a comprehensive, value-based case management system should allow healthcare institutions to … construct a longitudinal record of care, including care that the patient may have received from other providers and organizations, … improve patient safety by avoiding contraindicated prescription medications, and … track in-system progress, so providers can better evaluate quality indicators and the effectiveness of treatments for both individuals and broad populations.”
Care case management can encompass coordination of care activities. Likewise, coordination of care is often included as part of the patient’s care case management strategy.
Prabhat Dhar October 1, 2018Read
Accountable care organizations (ACOs) were developed as a way to emphasize accountability among healthcare providers, moving away from the fee-per-visit model and toward value-based care. First coined in 2006, the term was used by Dr. Elliott Fisher during a meeting with the Medicare Payment Advisory Committee (MedPAC), in which he and others “argued that in order to significantly improve quality and costs, accountability for a patient’s care should be shared among all providers along the health care continuum.”
The Centers for Medicare & Medicaid Services (CMS) Innovation Center defines an ACO as a group of “doctors, hospitals, and other health care providers, who come together voluntarily to give coordinated high quality care to the Medicare patients they serve.” ACOs also involve shared responsibility for the cost of healthcare. Through various CMS programs, independent physicians who participate in ACOs are able to potentially share in the savings of that cost with Medicare.
CMS Innovation further explains that “when an ACO succeeds in both delivering high-quality care and spending health care dollars more wisely, it will share in the savings it achieves for the Medicare program.” Establishing strong partnerships with other physicians within the ACO and coordinating services can result in increased savings for all.
ACO programs within Medicare include:
ACOs are growing in number since they were first established after the Affordable Care Act of 2010 was put into place. There are now ACOs in all 50 states.
Prabhat Dhar October 1, 2018Read
The Centers for Medicare & Medicaid Services (CMS) Medicare Shared Savings Program (MSSP) is offered to healthcare providers as “an opportunity to create a new type of health care entity, an Accountable Care Organization (ACO).” The program is voluntary and is designed to enable “providers to come together as an ACO to give coordinated, high quality care to their Medicare patients.” MSSP offers several tracks for ACOs to “assume various levels of risk” with the potential to share in the cost savings.
CMS recently released data for 472 ACOs participating in MSSP and caring for 9 million beneficiaries in 2017. Generally, the results were positive. More than half of the ACOs saved money and a third earned sharing savings. Both figures were increases from the 2016 participation results.
The National Association of ACOs (NAACO) released a summary of key data points found in the CMS MSSP report:
The net savings to Medicare of $314 million consisted of $291 million from those ACOs participating in Shared Savings only (Track 1) and $23 million from those ACOs participating in Shared Savings/Losses (Track 2 and 3).
While the results were positive for ACOs for 2017, new CMS proposals may “deter new entrants to the Medicare ACO program,” according to NAACO. While ACOs now have up to six years to prepare for taking financial risks while in the MSSP, a proposed rule would shorten the time in a shared savings only model to two years. In addition, CMS has proposed cutting the amount of shared savings in half, from 50 percent to 25 percent for shared savings only ACOs.
Prabhat Dhar September 25, 2018Read
Population health is a relatively new concept but is growing in popularity and importance, with the move toward value-based care. Population health management essentially means tracking the healthcare data in a specific population of patients, being accountable for the health outcomes of that defined population, and providing positive outcomes at the lowest possible cost.
Population health management requires a set of tools that enables the independent physician’s practice to be efficient and organized enough to manage the patient data and provide those positive outcomes. Sometimes that means outsourcing the management tasks to a population health management company.
Health IT Analytics offers several tips for finding the best population health management solution, emphasizing that “understanding patterns of risk and acting proactively to avoid expensive health events are crucial for success in a value-based world.” Tips include:
Create a goal-oriented roadmap. The goal for population health management will be different for each independent physician, depending on the physician and the patient population. Accessing data from electronic health records (EHRs) can help the provider in identifying the specific goals for the practice and for the patient population.
Map population health goals to specific health IT capabilities. Population health management solutions, either standalone or as part of an EHR, must enable one or more of the following capabilities:
Identify vendor-customer partnership values. When choosing a population health management vendor, the independent physician should consider a number of factors that will impact the relationship. Research at the beginning to ensure the values mesh will improve the success of the partnership long-term. The provider should investigate the vendor’s operations in terms of:
Ask for peer recommendations. Population health management is gaining in importance as independent providers become more focused on value-based care. When investigating potential health management solutions, it’s always a good idea to learn from those who have gone before and to seek out their lessons learned from their vendor experiences.
Prabhat Dhar September 24, 2018Read
Collaboration and electronic health record (EHR) interoperability are key factors in closing the care gap that exists among healthcare providers. Sharing information, in real-time, about a patient’s diagnosis and treatment plan can be crucial to a quality outcome for that patient. A recent report, Closing Gaps in Care through Health Data Exchange, points out that providers “are unable to efficiently identify patients in need of healthcare services or deliver services according to evidence-based guidelines in a timely manner.”
The report is the result of mixed methods qualitative research conducted by the Louis W. Sullivan Institute for Healthcare Innovation, in close collaboration with GE Healthcare. It “provides an overview of current approaches, best practices, emerging opportunities and barriers to identifying, preventing and closing gaps in care through data exchange via health information technologies.”
Emphasizing the need to close care gaps, which are defined as “the discrepancy between evidence-based recommendations or best practices and the care that is actually delivered,” the Sullivan Institute report points out the following five tips:
Prabhat Dhar September 18, 2018Read
A group of healthcare providers was recently asked, as part of a larger survey, for their top two reasons that alignment is important to a healthcare organization. Better patient outcomes and organizational stability were overwhelmingly the top responses. The survey was conducted of NEJM Catalyst Insights Council members – “a qualified group of U.S.-based clinical leaders, clinicians, and executives who are directly involved in health care delivery.”
Participants in the survey differed somewhat as to their top reasons, although “all segments of the Insights Council agree that organizational alignment is most important to achieve better patient quality outcomes.” The percentage of those saying that the top reason for alignment is organizational stability in a dynamic, changing health care marketplace were: clinical leaders (65%), executives (60%), and clinicians (48%).
Perhaps not surprisingly, more clinicians participating in the survey (26%) than those executives participating (14%) also said that organizational alignment is important for satisfaction among frontline clinicians.
When asked what is meant by the term “organizational alignment,” more than half (57%) of the clinical leaders and executives participating in the survey said that alignment is “the organization’s mission, vision, and goals…supported by governance, strategy, and incentives.” Just over a third (37%) of the participating clinicians chose this definition. Clinicians (17%) were more likely than executives (9%) and clinical leaders (7%) to say that alignment is achieved when “all functions of the organization are directed toward patient care.”
Almost all of those participating in the survey (99%) said that alignment is necessary for key stakeholders within the healthcare organizations. However, only 63% of the Council members reported that this alignment exists within their own organizations, identifying the gap as being highest among frontline clinicians and top executives such as the CEO.
The survey was conducted of 655 NEJM Catalyst Insights Council members.
Prabhat Dhar September 10, 2018Read
Electronic health records (EHRs) are replacing paper medical records as a more efficient way to maintain patient data. Independent physicians who use EHRs realize a reduced potential for errors and spend less time searching through paper files for information. The next step in the progression toward optimizing healthcare through technology is the comprehensive health record.
Many patients see more than one physician, undergo diagnostic tests, or need treatment in a healthcare facility other than the independent practice. In order for the primary physician to efficiently coordinate patients’ care, records of the external providers should also be easily accessible. That is one of the main reasons that EHRs are embracing the concept of comprehensive health records.
The Northern Arizona Regional Behavioral Health Authority, Inc., now known as the NARBHA Institute, defines a comprehensive health record as a “new term to describe records with even more information than EHRs. Further, the comprehensive health record contains “all communications related to a patient’s physical or mental health or condition that are recorded in any form or medium and that are maintained for purposes of evaluation or treatment, including records that are prepared by a health care provider or by other providers.”
Elation Health’s Collaborative Health Record provides the same coordinated information for independent physicians. Rather than waiting for phone calls or faxes, Elation’s CHR enables you to automatically share updates directly from your Clinical EHR. Other providers get immediately notified so they can take action based on the most up-to-date clinical information.
In healthcare, time can be a significant factor in patient outcomes. Efficient collaboration with all of a patient’s providers can make the difference when confirming a diagnosis or determining a treatment plan. The Elation CHR digitally link a patient’s entire care network, improving care coordination and the quality of care everyone on the team is able to provide. Working across systems, CHRS are designed to enable each provider caring for a patient the access to information needed to care for that patient properly.
Prabhat Dhar July 3, 2018Read
Documenting a patient’s medical history, visit notes, and treatment plan is an often time-consuming but always necessary part of treating that patient. There are a number of methods the independent physician can use for recording this information. Paper files are the traditional way to keep patient records. A clinical charting tool, such as that found in an electronic health record (EHR) can help the independent physician be more efficient and help ensure patient records are more accurate.
Medical records kept on paper in file folders can get lost or damaged. The independent physician searching for information within those records spends valuable time flipping through a stack of papers for the one piece of patient data that could make the difference in a diagnosis. When a specialty provider or laboratory is involved in the patient’s care, requesting and waiting for those records can create problems for both patient and physician.
An EHR’s clinical charting tool makes those records available to the independent physician and to clinical staff with the touch of a screen. Easy access to the patient’s medical history and notes input by other healthcare provides gives the physician more time to spend with the patient during the visit.
Elation Health goes one step further, providing templates for the physician to use that encourage consistent workflows across providers and staff by clearly laying out the steps and questions to be addressed. Independent physicians can export more than one template into a visit note at once to allow for more time-efficient customization. Users can include CPT codes and billing items into Elation’s templates to streamline visit note sign off. In addition, physicians can associate document tags for easier and more consistent reporting.
Another time-saver for the physician is to empower the clinical team to input a patient’s medical information into the EHR. For example, a medical assistant can use the clinical charting tool to update the patient’s record. With the assistant in the room during the visit, documenting the physician’s notes in the clinical charting tool, the physician can focus more fully on the patient, enabling better outcomes for patient and physician.
Prabhat Dhar June 12, 2018Read