Although quality-reporting programs such as meaningful use provide incentives to help providers implement and use electronic health records (EHRs) to collect and report on clinical data, practices often need help deciding what data to collect, which measures to report on, and how to best use their EHRs to do so. This white paper provides you with the basic information you need to choose appropriate CQMs for your practice, and offers tips on how to use your EHR to store the data in a structured format.
Boards have a duty to see that hospitals and health systems comply with all state and federal laws and regulations, but they generally delegate responsibility for establishing, managing, and monitoring compliance programs to management. They also have a fiduciary responsibility to see that charitable assets are used appropriately.
Creating a successful patient experience strategy is a long-term investment in planning, surveying, training, and technology. Healthcare organizations hope these efforts will pay off at the very least with a growing base of loyal patients, better care quality, and stable reimbursement. And then there are those organizations that are turning patient experience into a movement. What’s their endgame? They intend to build state-of-the-art service-oriented cultures that rival other industries, and they are doing it through data analytics, unique communication programs, radical cultural shifts, and consumer-centric technologies.
From Ebola preparedness to leading large-scale changes, today’s master’s degree programs are producing leaders eager to tackle this generation’s most pressing challenges.
Rahul Anand, MD, is chief epidemiologist at Middlesex Hospital in Middletown, Connecticut, where he heads up all infectious disease prevention activities for the nonprofit integrated delivery network, from Ebola preparedness to hand washing. He’s also adjunct assistant professor in the department of medicine at the University of Utah, where he worked full time prior to moving to the East Coast. On top of that, he is one-third of the way through an MBA program at the University of Massachusetts Isenberg School of Management. It will take him another two years to finish the online program.
As healthcare organizations become more adept at collaboration, data mining, and understanding the unique populations they serve, they are designing innovative care programs that involve higher risks and rewards.
This report reveals how a growing number of patient experience programs have moved beyond focusing primarily on training nurses to also include physicians and a host of nonclinical staff. Another sign of the degree to which organizations are embracing patient experience is the increasing number which feature a chief patient experience officer (or individual with similar responsibilities) on the senior leadership team. Complete this short form to download your FREE copy of PATIENT EXPERIENCE: Cultural Transformation to Move Beyond HCAHPS
Most providers are involved in at-risk payment models of one kind or another. Their experience now should help them develop expertise that will be vital when value-based payments are the norm. Among the lessons to learn today is how to benefit from closer working relationships with payers in the future. In this latest report, peer leaders examine ways to benefit from closer working relationships with payers.
Healthcare reform regulations, increasing costs, and more competition are driving employers and their health plans to focus more than ever on opportunities to reduce cost trends. For example, the country experienced a 3.0% growth in per capita gross (allowed) medical and pharmacy costs from 2012 to 2013. Truven Health Analytics anticipates those costs in 2014 and 2015 will increase by 4% to 5% or more. By taking a data-driven approach, payers can manage costs and, ultimately, make their benefit programs sustainable in the context of healthcare reform. They can also maximize opportunities to improve population health and productivity and optimize the delivery of care.
Healthcare organizations with strong bond ratings are regarded favorably from a financial perspective, of course. In addition, research by the Truven Health AnalyticsTM ActionOI® program shows that such organizations tend to excel in other categories, such as average length of stay and results of Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) surveys.
Partners HealthCare has implemented a program that helps surgeons and other clinicians easily apply best practice guidelines to a patient’s unique status. In this case study executives share the secret to boosting rates of appropriate use of high-cost procedures, and eliminating medical necessity reviews.
Creating a state-of-the-art clinical documentation improvement (CDI) program isn’t just about boosting coding accuracy. It’s a key strategy in managing the transition from volume-based to value-based care, say healthcare leaders. That transition is a risky endeavor that is putting hospital and physician financial performance to the test. As hospitals participate in new care and business models aimed at improving value, leaders must ensure that their organizations are able to maintain reimbursement levels, effectively treat the chronically ill—especially in outpatient settings—and gather accurate data that will allow them to assess performance and segment their varying populations. While some organizations often believe they are leaving revenue on the table because of documentation and coding issues, CDI offers numerous opportunities for improving financial performance, finds a recent HealthLeaders Media survey of 149 healthcare executives at provider organizations.
In the coming era of accountable care, providers will finally have something to gain by actively engaging patients in taking care of their health—and a lot to lose by not doing so. The best way to do that is to manage every aspect of their care. But the patients themselves will remain free to defect to another provider whenever they choose, either temporarily or permanently. Persuading them to centralize their care will rapidly become job 1. This report explores survey results about the primary forces enabling patient engagement and features a case study about the active care management program in development at Beaufort Memorial Hospital in South Carolina.
Published By: Caradigm
Published Date: Feb 16, 2015
Many organizations joined the ACO program with the idea of using it as the first step in the transition to new reimbursement models. It’s a critical time for more ACOs to achieve the milestone of shared savings in order to demonstrate the ability to lower costs for an “at-risk” population. As best practices are emerging from early participants in the ACO program, ACOs have the opportunity to evolve their strategies in order to achieve more success.
In late August 2014, the Centers for Medicare and Medicaid Services (CMS) announced plans to reinstate the Recovery Audit program on a limited basis. CMS reports the delay in restarting the Recovery Audit program was to enable the various RAC regions to restructure, allowing time for the appeals to catch up. Soon, however, the hiatus will end and RACs in all regions will resume automated reviews; these will be in addition to select complex reviews based on topics chosen by CMS.
Rehab programs will experience a major infux of medically complex patients, including those with neurological conditions, in the coming decades. The drastic increase is being spurred by an aging population. For instance, stroke prevalence is expected to rise by 21% by 2030, and more than 1.2 million citizens are projected to have Parkinson’s disease.
This leaves rehab leaders with one signifcant question: What can be done to prepare for the increase of medically complex patients? By evolving to meet the needs of this changing population, rehab programs can successfully meet the challenge, providing patients with the highest level of care while achieving greater performance standards.
In this whitepaper, we’ll examine the three areas that drive the greatest impact on treating medically complex patients: • Clinical staff • Tech innovation • Patient and family member experience
Have you ever wished for an army of clones to do all your thankless tasks and chores? Well, that fantasy is becoming a reality—at least on the Internet. And while they may not be actual clones, bots have begun doing lots of digital dirty work.
Managing your relationship with bots—good and bad—has become an inherent part of doing business in a connected world. With more than half of online traffic initiated by autonomous programs, it’s clear that bots are a driving force of technological change, and they’re here to stay.¹
As bot technology, machine learning, and AI continue to evolve, so will the threats they pose. And while some bots are good, many are malicious—and the cybercriminals behind them are targeting your apps. Preparing your organization to deal with the impact of bots on your business is essential to developing a sustainable strategy that will enable you to grow as you adapt to the new bot-enabled world.
A network of digital twins visually communicates information about products, manufacturing, supply chain, service, and customers for program, scenario, and role-based analysis, and ultimately better collaboration across your business network.
"Have you ever wished for an army of clones to do all your thankless tasks and chores? Well, that fantasy is becoming a reality—at least on the Internet. And while they may not be actual clones, bots have begun doing lots of digital dirty work.
Managing your relationship with bots—good and bad—has become an inherent part of doing business in a connected world. With more than half of online traffic initiated by autonomous programs, it’s clear that bots are a driving force of technological change, and they’re here to stay.1
As bot technology, machine learning, and AI continue to evolve, so will the threats they pose. And while some bots are good, many are malicious—and the cybercriminals behind them are targeting your apps. Preparing your organization to deal with the impact of bots on your business is essential to developing a sustainable strategy that will enable you to grow as you adapt to the new bot-enabled world."
Published By: Mimecast
Published Date: Oct 02, 2019
By any measure, Office 365 is a success as millions of Microsoft seats transition from on-premises Exchange to a cloud-based email service as part of Office 365. While Microsoft has been offering hosted email solutions for more than 20 years, they have hit their stride with Office 365, the third major iteration of the company’s foray into hosted/cloud-based email and collaboration.
This white paper discusses the key issues that decision makers need to consider as they evaluate the email, security, and resilience capabilities of Office 365. After reading this analyst perspective completed by Michael Osterman of Osterman Research, we believe you will better understand:
Special considerations related to hybrid Exchange and Office 365 email deployments
The importance of programmatic security efficacy rather than simple functionality
How to ensure business messaging continuity in the context of Office 365 outages
Whether third-party backup/recovery is critical for protecting your infrastr
Infrastructure efficiency and effectiveness directly support profit and growth as competition increases in the cloud and managed service provider (xSP) market. Savvy service providers understand that storage choices have a profound impact on not only their profit and growth, but also on their customer experience and retention. They also know that storage challenges in all those areas increase exponentially with scale. Infinidat storage platforms allow service providers to build and scale differentiated, profitable solutions without worrying about storage. Infinidat technology enables unprecedented efficiency, performance, and resiliency, while flexible business models make it easy for service providers to operationalize those platform advantages—including unique co-branding and promotional opportunities as part of the Powered by Infinidat program. Cloud providers worldwide trust their businesses to Infinidat storage. This paper explores a path for service providers to unlock greater sc
Für Geschäftsausfälle, oder zumindest für Rentabilitäts- und Gewinnverluste, wurden in den vergangenen 24 Monaten folgende Faktoren verantwortlich gemacht: Die digitale Disruption, wirtschaftliche Instabilität, politische Umwälzungen sowie ein anhaltender Fachkräftemangel. Vermutlich ist es keine große Überraschung, dass eine CEO-Umfrage von Gartner unter Geschäftsleuten ergab, dass das digitale Geschäft im nächsten Jahr oberste Priorität hat. Umfrageteilnehmer wurden gefragt, ob sie eine Management-Initiative oder ein TransformationsProgramm haben, um ihr Unternehmen digitaler zu machen. Die Mehrheit, 62 Prozent, sagte, sie hätten dies. 54 Prozent dieser Unternehmen gaben an, dass ihr digitales Geschäftsziel transformatorisch sei, während 46 Prozent angaben, das Ziel der Initiative sei die Optimierung. * Daher geht es für Unternehmen darum, zu lernen, sich zu entwickeln und agil zu sein. Zudem gilt es für sie, Technologien einzusetzen um effizienter zu konkurrieren und nicht der Trägh
Digital disruption, economic instability, political upheavals and skills shortages have all at some point in the past 24 months been blamed for business failure, or at the very least, lost profitability and earnings.
It’s perhaps not a huge surprise that a Gartner CEO survey on business priorities revealed that digital business is a top priority for next year. Survey respondents were asked whether they have a management initiative or transformation program to make their business more digital. The majority (62 percent) said they did. Of those organisations, 54 percent said that their digital business objective is transformational while 46 percent said the objective of the initiative is optimisation.*
So, for businesses it’s a case of learning to evolve and be agile, to use technology to help compete more efficiently and not fall victim to inertia. As businesses become increasingly dependent on the insights from data analytics and face-up to competition fuelled by the 24/7 society of in
While threat prevention continues to improve with the use of advanced techniques, adversaries are outpacing these advances requiring security teams to implement threat detection and response programs. Security teams are often addressing the process haphazardly, using disconnected point tools and manual processes that consume too many analysts and result in slow mean-time to detection and response. While EDR has enabled security teams to take important steps forward for detection and response, ultimately it can only look at the endpoints which limits the scope of threats that can be detected and if something is detected, limits the view of who and what is affected and thus, how best to respond. ESG therefore recommends looking beyond the endpoint and utilizing natively integrated security solutions across more than just one vector to improve detection and response times. The more data you can knit together, the more effective you can be to uncover the security incidents most dangerous to your organization.
Watch this webinar to learn about the value of XDR: connecting detection and response across multiple security layers. Dave Gruber, senior analyst at ESG, shares recent research and his views on the evolution of threat detection and response; making the case for expanding the capabilities and expectations of detection and response solutions. Wendy Moore, VP of Product Marketing, discusses Trend Micro’s own XDR strategy and the unique value that Trend Micro can bring to detection, investigation and response.