The University of Kentucky and the Kentucky TeleHealth Network are pushing the envelope of telemedicine, driving reimbursement policy and expanding care. By Vicki Amendola, Editor, Health IT Outcomes
How criteria and quality measure exclusions provide specialists with an opportunity to receive maximum incentive funds. By Justin Barnes, former vice president of marketing, corporate development and government affairs, Greenway Medical Technologies, Inc.
athenahealth’s Physician Sentiment Index reveals a wide range of opinions on EHRs, ICD-10, government involvement, and more By Greg Bengel, contributing writer
Northern Ohio Medical Specialists will utilize the eClinicalWorks system for population health management. By Julia Ernst, MS, contributing writer
With the cost of mapping an individual human genome poised to break the $1,000 barrier – bringing personalized medicine closer to reality – the healthcare and life sciences industries are now grappling with managing the explosive growth of data.
As healthcare organizations develop strategies to comply with federal mandates and succeed in the new environment, wireless is one of the emerging technologies that can enable organizations to meet their clinical and business objectives, especially in this era of having to do more with a finite set of resources.
Movement within the nation’s healthcare system has been swift and broad-‐based since the October 2011 Centers for Medicare & Medicaid Services (CMS) Shared Savings Final Rule.
Many industry leaders championed a free market approach to healthcare during the 12th Annual World Health Care Congress last week. Here are a few key reasons why I don’t think this model is “the fix” our industry so desperately needs.
Health IT is in a state of constant evolution, and it often seems that, for every problem solved, another is created. That’s why it’s vital we stop to assess where the industry stands from time to time, as well as look to the future to determine the best course to take to achieve our collective goals.
With all the talk of Big Data, there are still big questions as to how to most effectively leverage information and data to make a positive impact on healthcare delivery, cost, and outcomes. One health system leader thinks an approach developed by a Major League baseball team might be a game changer.
An Accountable Care Organization (ACO) utilizes a payment and care delivery system that bases payments to providers on quality metrics and seeks to reduce the total cost of care for a certain population of patients. ACOs use a range of payment models and consist of groups of coordinated healthcare providers that provide care to groups of patients. ACOs are accountable to a third-party payer and the group of patients for the appropriateness, quality, and efficiency of the health services they provide.
In 2011, the Department of Health and Human Services (DHHS) set forth initial guidelines for ACOs to be created under the Medicare Shared Savings Program. These guidelines contained all necessary steps required for a physician, health care provider, or hospital to voluntarily participate in ACOs.
The quality measures used to evaluate an ACO's performance as defined by the Center for Medicare and Medicaid Services (CMS) fall into five domains. These domains are patient/caregiver experience, care coordination, patient safety, preventative health, and at-risk population/frail elderly health.
The three stakeholders in an ACO are the providers, payers, and patients. Providers are a network of hospitals, physicians, and other healthcare professionals. The primary payer is the federal government, Medicare, but also includes other payers such as private insurances or employee-purchased insurance. The patient population of an ACO will primarily consist of Medicare beneficiaries, but in larger ACOs can also include those who are homeless and uninsured.
According to a new report, a lack of out-of-network interoperability is the biggest obstacle facing ACOs today. By Katie Wike, contributing writer