Ammonoosuc Community Health Services EMR Medical Record Case Study


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For Ammonoosuc Community Health Services, an Electronic Medical Record proves essential in delivering award-winning care and achieving Level 3 recognition as a patient-centered medical home

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Ammonoosuc Community Health Services EMR Medical Record Case Study

  1. 1. Data-driven careFor Ammonoosuc Community Health Services, an Electronic MedicalRecord proves essential in delivering award-winning care and achievingLevel 3 recognition as a patient-centered medical home
  2. 2. SummaryAmmonoosuc Community Health Services significantlyenhanced patient outcomes and reduced costs withdata-driven care empowered by the ElectronicMedical Record (EMR) system in Centricity PracticeSolution from GE Healthcare. A Care Model Teamused collaboration tools to help deliver integratedcare to complex patients, powerful data reporting tohelp teams improve the care model, and customizableforms to incorporate care model improvements intodaily practice. Notable achievements:• Rated among the nation’s 26 highest-performingcommunity health centers for patient outcomes in2009 among more than 1,000 Federally QualifiedHealth Centers.• Achieved Level 3 recognition, the highestawarded, as a Patient-Centered Medical Home(PCMH) in 2010.• Achieved reductions of 32 percent in avoidableemergency department visits and 22 percent inavoidable hospitalizations in an award-winningpharmacy services project with diabetic patients.
  3. 3. A data-driven practiceSince 1996, Ammonoosuc Community Health Services (ACHS)has leveraged EMR technology and applied data to improveits care processes and deliver award-winning results for itsmore than 10,000 patients in rural New Hampshire.Empowered by technology and guided by its unwaveringcommitment to continuous improvement, ACHS led the wayin data-driven, team-based, patient-centered healthcare. In2009, based largely on its results with diabetic patients, theorganization ranked among the top 26 of more than 1,000Federally Qualified Health Centers (FQHCs) in the nation inthe Health Disparities Collaborative, which tracks healthoutcomes and improvements for patients with chronicconditions including diabetes and heart disease.ACHS tracks patient outcomes using Centricity PracticeSolution, an integrated EMR and Practice Management(PM) system from GE Healthcare. A Care Model Teammeets monthly to discuss how best to care for patientswith chronic conditions. Providers then share ideas andsolutions and develop a consensus on how best to carefor each patient. Patients are at the center of the caremodel and are expected to take responsibility for theirpart in managing conditions.The practice has taken this team approach for 13 years.The prevailing culture and reliance on data from the EMRwere instrumental in ACHS achieving Level 3 recognition,the highest awarded, as a Patient-Centered Medical Home(PCMH) in 2010.Medical home: A natural stepACHS has been an FQHC since 1994, and the transitionto PCMH recognition was a natural one, observes ShawnTester, COO/CIO. “The kind of practice the PCMH promotesreally is how we behave as a practice anyway,” he says.“There were a lot of pieces in place. We have the patient atthe center of care. We have a Care Model Team driving bestpractices in care delivery. Each of our patients is assigneda doctor or nurse practitioner.”In 2008, the New Hampshire Citizens Health Initiative developeda multi-stakeholder medical home pilot program in whichpayers compensated primary care practices for participationon a per-patient basis. Most major payers in the state tookpart. “It looked like a great opportunity, and since our styleof practice already closely mirrored the medical home model,we decided to join the pilot program,” Tester says.Centricity Practice Solution:A fit for the PCMH modelThe rigorous PCMH recognition process through theNational Committee for Quality Assurance (NCQA) includeddeveloping reports to show evidence of care quality,documenting workflow processes, reviewing and updatingall policies and procedures, and developing new forms asnecessary. Director of Patient Services Teresa Brooks ledthe effort, working with the Care Model Team, EMR ManagerLinda Noyes, and EMR Analyst Melissa Norris. “Teresa puttremendous effort into this project, and it couldn’t have beensuccessful without her leadership and vision,” Tester says.Tester notes that the design of Centricity Practice Solutionfit the data-driven, evidence-based PCMH model andplayed a major role in enabling ACHS to attain Level 3. Keyattributes included the ability to support collaboration withother providers, query quickly and easily, report on patientpopulation data, and modify workflow and templates tofacilitate implementation of care model improvements.For example, to enhance collaboration, ACHS shared thesame charting module for all care types between behavioralhealth and clinical services, used flags for communication,and tracked discrete data in the flow sheet. The centereven gave the local emergency rooms access to itspatients’ electronic medical records through a VirtualPrivate Network (VPN). Since ACHS uses templates inCentricity Practice Solution to drive providers’ workflow,these templates helped the organization document itsprocesses for recognition.“You need to demonstrate that you’re capturing the rightdata and that you’re actually seeing improvement in thequality of care you’re delivering,” says Tester. “It would bealmost impossible to reach Level 3 without an EMR. I don’tknow how you could be successful without it unless youspent a lot of man-hours manually processing data.“Take for example smoking status – one item we had tocapture for PCMH recognition. In a paper world, you could haveproviders check it off on a form, but half the time it’snot going to get checked, or it gets checked incorrectly. Howdo you collect and aggregate that data? Are you collectingit for 60 percent of your patients? 80 percent? 100 percent?With the EMR, we build that data collection point into thestandard form our providers use, and we make it a requiredfield. Then we can really process that data and analyze itand use it.”
  4. 4. Collaboration tools helped deliverintegrated care to complex patientsOne of the primary goals of the PCMH is improved outcomes.Tester notes that sharing data within the EMR has helpedcontribute to a higher quality of care, particularly for patientswith complex conditions. “Often, patients will have multipleissues – they’re diabetic, they have an eating disorder, andby the way, they’re depressed,” he says.These patients require collaborative care from multipleproviders. Tester cites care for patients with depression toillustrate how technology facilitates integrated care. “Wehave behavioral health specialists who work in our clinic,”he says. “They manage their patients using the same EMRand the same chart our healthcare providers use.“When a patient exhibits symptoms of depression, ourdoctors can give a PHQ-9 depression screening test togauge the severity. If it’s deemed appropriate, they canrefer the person to a behavioral health specialist, who canthen engage the patient on treatment for depression, whilecollaborating and sharing data with the primary carephysician using the EMR.”Centricity Practice Solution’s intuitive user interface makesit easy for providers to share documents and engage in aninformal dialog about a patient’s condition before makingany permanent notes in the patient’s chart. For ACHS,collaboration is critical.“Through integrated care, they can get treatment for thedepression, which makes it easier for them to receive carefor the diabetes,” says Tester. “If they’re feeling better aboutthemselves, they’re going to eat better. The integrated modelmeans the quality of that person’s life goes up dramatically.That’s one way we leverage the EMR to enhance outcomes.”Powerful data reporting helped teamsidentify care model improvementsCentricity Practice Solution has the ability to store and reportout on structured data, and that has been invaluable inhelping ACHS identify necessary improvements to the caremodel. This benefit is well illustrated by a project under thePatient Safety and Clinical Pharmacy Services Collaborative,a national initiative among community health centers tointegrate evidence-based pharmacy services into the careof high-risk, high-cost, complex patients. Conducted underthe PCMH umbrella, the project aimed to develop bestpractices to minimize what Tester calls “pharmaceuticalmisadventures.”The ACHS pharmacy team first decided to focus on thepractice’s roughly 600 diabetic patients. While at an off-siteworkshop sponsored by the Collaborative, the team wasadvised to sharpen the focus. The team called back to theACHS office and asked EMR manager Noyes to narrow thelist to diabetics taking more than 12 medications. In about15 minutes, she queried the EMR database and generateda report of 62 such patients, then e-mailed it to the team atthe conference. “That’s the magic of the EMR,” says Tester.With the patient cohort selected and the relevant data inhand, the pharmacy team sought to identify opportunitiesfor improvements to the care model. The team asked apharmacist at a hospital in ACHS’s area to review the patients’medication lists for potential adverse drug interactions,for duplicate, expired or unnecessary prescriptions, andfor information to help educate the patients about themedications they were taking. While reviewing the reports,the pharmacist noticed trends in providers’ prescribingbehavior that were detrimental to patients.The pharmacy team then recommended three simple changesto the care model. First, write clear instructions to the patient –without using abbreviations. “Even though the instructionsheets were printed rather than handwritten, we’d still getarcane and obtuse abbreviations that could differ from doctorto doctor,” says Tester. “So we said, ‘No abbreviations.’” Second,make sure each prescription was directly linked to a diagnosis.And third, make sure patients received a complete medicationlist at the end of each visit.
  5. 5. Customizable forms helped providersimplement new best practicesHowever, simply identifying new best practices is notsufficient for improving care – providers have to implementthem: Noyes knew that old habits can be hard to break. Tofacilitate adoption of the third recommendation, for example,Noyes leveraged the ability to customize workflows withCentricity Practice Solution. She modified the assessmentand plan form by adding a button labeled Print MedicationList – just to make it easy for doctors to print the list whilestill in the room with the patient.The results were compelling: “The 62 patients went from anaverage of more than 12 medications on their lists to eight,”says Tester. “Over a 12-month period that we monitored thatpopulation, we observed a 32 percent decrease in avoidableemergency department use and a 22 percent decrease inavoidable hospitalizations. We did this simply by cleaning uptheir medication lists and doing a few simple things to makeit easier for patients to understand what they were takingand when they were taking it.“The EMR gave us access to data so we could identify a patientpopulation and brainstorm ways to change how we delivercare. It gave us the data to measure outcomes, which washuge. And it enabled us to adapt the workflow – by addingthat Print button – to support our effort. That’s the flexibilityCentricity Practice Solution provides.”For the project, the ACHS team received a Clinical PharmacyServices Improvement Award and a Health OutcomeManagement Award, both from the federal government’sHealth Resources and Services Administration. “Since wecompleted that project and saw the amazing results, we arelooking to deploy those best practices across the remainderof our diabetic patient population and then ultimately acrossall patients,” says Tester. “In addition, we have added anin-house pharmacy with two pharmacists to our network –integrating pharmacy within our suite of care.”GE Healthcare provides strongbase of supportTester observes that GE Healthcare has supported ACHSsince the center first became a customer a decade ago andthrough the 2006 upgrade to Centricity Practice Solution,which includes a practice management program on the samedatabase. “By going to the single solution, we were able tocollapse two databases down to one, have a single authorityfor demographics, and streamline administrative tasks,”Tester says.“We’ve had a great working relationship with GE Healthcare,and we consider them in many ways a partner in our efforts.One challenge they have shared with us and the rest ofthe industry is adapting to changes driven by regulation.GE Healthcare has worked hard to help keep us up to dateand make the changes as streamlined as possible.”Advice to othersFor primary care practices seeking PCMH recognition, Testeradvises, “It comes down to having the teams and systems inplace to support it. We had our Care Model Team. There needsto be some kind of analogous structure to help support thePCMH model. You need a structure in place that makes qualityof care and best practices a priority. You need to build teamsand have supportive networks in order to achieve success.”Meanwhile, Tester says ACHS will continue to leverage theEMR for ways to reduce cost and enhance care quality. Thefocus is widening to include exploration of the AccountableCare Organization (ACO) concept – becoming part of an entirefamily of providers caring for a specific patient population.“That’s the next level for the EMR,” says Tester. “We’ll belooking for ways, for example, to share medication lists withhospitals, to share allergy lists and all the basic data, andthen to facilitate the updating of our patients’ chart by thehospital, when those patients present at the emergencydepartment, in real time.”His advice for others looking to adopt EMRs: “The key to beingsuccessful is making sure your culture is prepared to supportthe change. The healthcare providers must be 100 percent onboard with it, because they will define its success or failure.In today’s world, we see an EMR as critical. I don’t see howanyone could be in business without one.”“The EMR gave us access to dataso we could identify a patientpopulation and brainstorm waysto change how we deliver care.It gave us the data to measureoutcomes, which was huge.And it enabled us to adapt theworkflow – by adding that Printbutton – to support our effort.That’s the flexibility CentricityPractice Solution provides.”Shawn TesterCOO/CIOACHS
  6. 6. What is the patient-centered medical home?Patient-Centered Medical Home (PCMH) is a concept designedto deliver more holistic and better-coordinated primaryhealthcare. In contrast with the traditional fee-for-servicemodel, provider teams receive financial incentives for deliveringhigher-quality care at lower cost. The primary care physicianleads the healthcare team and refers patients, when needed,to specialists who share the same goals. The concept removesartificial barriers to holistic care, such as a fee-for-servicereimbursement system that, for example, does not compensatephysicians for taking phone calls with patients.PCMH establishes shared responsibility and accountabilitybetween providers and patients. The “home” denotes not aphysical location but a close relationship between the patientand the healthcare team. The concept’s core tenets are:1• Ongoing partnership between the primary care physicianand patient that encourages patient engagement andemphasizes the patient’s shared responsibility for care.• Physician-directed medical practice in which the providerleads the healthcare team in coordinating proactive andholistic care centered around patient needs.• Whole-person orientation of care in which the providercommunicates with all referral sources throughout thepatient’s life cycle.• Coordination of care in which the provider embraces allelements of the complex healthcare system and usesinformation technology, health information exchange,and patient registries.• Quality and safety focus that includes continuous qualityimprovement, adherence to evidence-based guidelines,and active performance reporting driving behavior change.• Enhanced access to care to anticipate open scheduling,expanded hours, and communication among the care team.• Restructured payment system that recognizes providerperformance and added value by rewarding providersfor performance and for systematizing the necessarycoordination and communication activities, such asenhanced patient communication and remotepatient monitoring. 1 McDaniel, Donald R. and Dishman, Eric. Patient Centered Medical Home: A Foundationfor Delivering Better Care, Better Health, and Better Value, July 2012.“You need to demonstrate thatyou’re capturing the rightdata. Are you collecting it for60 percent of your patients?80 percent? 100 percent?With the EMR, we build thatdata collection point into thestandard form our providersuse, and we make it a requiredfield. Then we can reallyprocess that data and analyzeit and use it.”Shawn TesterCOO/CIOACHS
  7. 7. About Ammonoosuc CommunityHealth Services (ACHS)From its main office in Littleton, ACHS provides award-winning primary preventive healthcare to all in 26 ruralNew Hampshire communities, regardless of patients’social or economic status. The practice serves more than10,000 patients from five locations with 80 employeesand 18 healthcare providers, including physicians, nursepractitioners, and physician assistants. ACHS provideevidence-based, outcome-specific, systematic care thatis patient-centered, prevention-focused, accessibleand affordable for all.
  8. 8. © 2012 General Electric Company – All rights reserved.General Electric Company reserves the right to makechanges in specifications and features shown herein, ordiscontinue the product described at any time withoutnotice or obligation. Contact your GE Representative forthe most current information.GE and GE Monogram, and Centricity are trademarksof General Electric Company.GE Medical Systems Information Technologies, Inc.,a General Electric company, doing business asGE Healthcare.1189181GE Healthcare IT Solutions540 West Northwest HighwayBarrington, IL 60010U.S.A.www.gehealthcare.comAbout GE HealthcareGE Healthcare provides transformational medicaltechnologies and services that are shaping a new age ofpatient care. Our broad expertise in medical imaging andinformation technologies, medical diagnostics, patientmonitoring systems, drug discovery, biopharmaceuticalmanufacturing technologies, performance improvementand performance solutions services help our customersto deliver better care to more people around the worldat a lower cost. In addition, we partner with healthcareleaders, striving to leverage the global policy changenecessary to implement a successful shift to sustainablehealthcare systems.Our “healthymagination” vision for the future invitesthe world to join us on our journey as we continuouslydevelop innovations focused on reducing costs,increasing access and improving quality around theworld. Headquartered in the United Kingdom,GE Healthcare is a unit of General Electric Company(NYSE: GE). Worldwide, GE Healthcare employees arecommitted to serving healthcare professionals andtheir patients in more than 100 countries. For moreinformation about GE Healthcare, visit our website