Answers for a Healthier World

Successful deployment of an Electronic Health Record (EHR) across multiple sites requires significant planning and coordination. Doctors and nurses often struggle to adjust to a new process and technology, and the technical teams are often “on-edge” trying to address any last-minute glitches. The expectation is always that the new EHR will conform to all complex workflows, and leaders are hoping that the adoption happens quickly so that costs can return to normal. Launching a new system, however, often fails to come-off without a hitch- and represents a tense time for a hospital or a clinic.

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Across most industries, legacy systems have become a challenge. They lower efficiency and can at times create regulatory concerns. They also create security gaps and lower the quality of service that customers have come to expect within an “always-on,” mobile world.

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2017 was a year of many great accomplishments and several key insights. At Leidos, we would like to sum up the year recapping some of the major takeaways that may help your organization better prepare for the challenges and opportunities of 2018.

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Achieving a high-level of care through an affiliate model is not easy. Despite the best intentions at improving the quality of care within the healthcare industry, hospital systems can often fall short from a lack of preparedness. Often the goal becomes muted from the start, particularly if the number of siloed or proprietary technology systems that clinicians and patients have are not addressed.

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Collaboration is a main ingredient to successful execution within population health management. Recently, C-Level leaders within the health industry- such as CMOs, CMIOs, CIOs, Population Health VPs- met during a Population Health Exchange to discuss the strategic priorities of the population health field. The exchange is a yearly event run by HealthLeaders Media Exchange, a provider of healthcare business intelligence.

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In part one and part two, I laid out my thoughts on barriers to entry centered around how we pay for telemedicine, some policy issues that exist, and potential solutions. In part three, I want to continue to discuss solutions in relation to state lines.

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In part one, I laid out my thoughts on barriers to entry centered around how we pay for telemedicine and some policy issues that exist. In part two, I want to discuss potential solutions.

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As a board-certified emergency medicine physician, I have had the opportunity to personally experience the joys of providing virtual care. I have seen positive outcomes and happy patients and families. I have seen local communities thrive from the extra support. Overall, I am thankful for the opportunity to provide virtual care to a network of nearly 150 hospitals in 10 states. I firmly believe every virtual shift I work; I am helping us move a step closer to the promise that geography should not dictate the standard of care a patient and family receives.

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Depending upon who you ask, population health may not be too popular. Some of the apprehension concerning population health concerns stems from the ability for Big Data to provide actionable insights that improve the level of care. Additionally, some apprehension around population health comes from the fear of a disconnect between quality care and financial success under new reimbursement models.

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Within the healthcare industry, it can be easy to get lost in the numbers. Sources such as Healthcare Finance even suggest that hospitals looking to gain control over finances and protect their revenue streams should perform tasks such as verifying compliance of financial connectivity software. Although a myriad of activities exist that hospitals can use to potentially secure their revenue stream, in a larger sense, protecting revenue streams relies mostly on a hospital’s ability to achieve Revenue Cycle Readiness.

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