Population Health Case Studies & White Papers

11. The Power Of Population Health Management To Reduce Costs & Improve Outcomes 3/29/2016

    Healthcare reform in the United States has changed, and continues to change, the way many providers do business. In the fee-for-service age, physician compensation simply boiled down to patient encounters — regardless of the quality of the interaction or care provided. Indeed, even if a surgeon did a suboptimal job in the operating room, causing a preventable complication (a prolonged hospital stay or even a second urgent surgery), the surgeon and hospital were paid for that additional care.

12. Population Health Best Practices Guide 3/17/2016

    Chronic disease is the most significant driver of healthcare costs in the nation, representing an estimated 85 percent of our annual spend. 1 As patients bear a higher share of the expenses and both private and public payers react to rapid changes in our clinical and demographic profile, there is tremendous pressure to shift from a volume- to value-based payment system.

13. Patient Relationship Management: The Patient Engagement Challenge 10/21/2015

    The healthcare industry has entered into a period of massive disruption, with a combination of new technologies, new regulatory requirements, and new market dynamics affecting the way providers interact with patients.

14. Population Health Analytics Reduces Unnecessary ED Services 25% 2/23/2015

    Since its inception, St. Vincent’s Health Partners (SVHP), a physician-hospital organization based in Bridgeport, Connecticut, has focused on optimizing the quality of its patient care in order to improve outcomes, expand access to care, and meet the growing demands of value-based reimbursement models.

15. Meaningful Use Stage 2: Creating The Foundation For Population Health 12/30/2014

    Stage 2 of Meaningful Use (MU) is already underway.  Preparing for MU means adapting workflows to meet Stage 2 criteria and verifying that these changes won't interfere with care delivery.  There are many requirements organizations must adhere to in order to successfully meet MU requirements.

16. Facilitating Evidence-Based Practice Across The Continuum Of Care Improves Critical Thinking 12/8/2014

    Located in Winston-Salem, N.C., Wake Forest Baptist Medical Center is a fully- integrated academic medical center composed of the medical education and research components of Wake Forest School of Medicine; the integrated clinical structure and consumer brand Wake Forest Baptist Health; the commercialization of research discoveries through Wake Forest Innovations, and a network of affiliated community-based hospitals, physician practices, outpatient services and other medical facilities.

17. Orders Sets And CPOE Adoption Creates Culture Of Accountability, Drives Quality Improvement 12/8/2014

    Methodist Health System (Methodist) is a large, integrated health delivery system serving the greater Dallas and North Texas regions. Comprising five hospitals and Methodist Family Health Centers, the nonprofit organization is progressive in its efforts to align technological advances to improved patient care and outcomes. Notably, Methodist has been named a Most Wired System by Hospital and Health Networks for four consecutive years.

18. Quality Improvement In The Advent Of Population Health Management 11/20/2014

    for healthcare organizations whose reimbursement and revenue are tied to patient outcomes, achieving performance on quality measures for the Centers for medicare and medicaid Services (CmS) and other stakeholders drives high-priority quality improvement projects. organizations face challenges, however, in the execution of quality initiatives due to disparate data systems, inefficient clinician workflows, and time-consuming measurement processes. adding to these challenges are the quality demands of risk-based contracts that have grown with the advent of population health management.

19. Clinically Integrated Networks And Population Health 11/20/2014

    Healthcare organizations increasingly face the demands of value-based reimbursement as hospitals and physicians are held accountable for higher quality care delivered at a lower cost. As organizations plan and prepare for value-based care, they also must remain focused on margins threatened by increased cost structure and declines in reimbursement in the current fee-for-service environment.

20. A Roadmap For Population Health: Best Practices For Achieving Operational Alignment 5/19/2014

    Reform under the Patient Protection and Affordable Care Act (PPACA) demands a contractual and financial shift from volume to value, and an operational shift from fee-for-service (FFS) to an “at-risk” payment structure. Within these shifts, there are many dynamics at play. Traditionally, FFS is focused on efficiency, but to move toward at-risk, the focus shifts to effectiveness, while still maintaining efficiency.