This document discusses strategies for increasing patient enrollment and use of patient portals. It begins by outlining the benefits of patient portals such as providing secure access to health records and communication with providers. It then discusses challenges to enrollment and use, such as patient motivation, staff education and physician buy-in. The document proposes strategies like explaining portal benefits to patients, training staff, and streamlining the enrollment process during visits. Ensuring access for low-income and elderly patients is also discussed.
Pcori health 2.0 challenge with screenshots_patients_likeme_041513Sally Okun
PatientsLikeMe is an online network that connects patients and enables patient-powered research. It currently provides tools for patients to search for clinical trials and connect with other patients. PatientsLikeMe proposes improvements to better match patients and researchers, including enhancing clinical trial searches based on patient priorities and feedback. It also suggests tools for researchers to identify patient populations and optimize recruitment messaging. The proposal aims to improve the accessibility and impact of patient-researcher matching through initiatives like expanded language support, mobile access, and awareness campaigns.
Patient engagement in medical device studiesCOUCH Health
Not only will the industry see changes with the EU MDR, but we're glad that patients will recognise changes for the better, too. Patients can expect to make more informed decisions before using medical devices, as more information will become publicly available. And we think this is a big step in the right direction! Read more about our thoughts on involving patients more in the medical device clinical trial process:
Spotlight On... Medical CommunicationsCOUCH Health
Pharma is unique as an industry in the way that there are three equal voices that need to be heard – patients’, HCPs’ and pharma’s.
As pharma brands, it’s all too easy to talk more than we listen. But in order to ensure what we say is meaningful, we need to be able hear what patients and HCPs have to say.
The good news is that there are many ways that pharma can help give others a voice. Which is exactly what we want to see more of in 2017.
And so, 2017's first edition of Spotlight On…is dedicated to discussing all the strategies and tactics we can use to create this three-way conversation. From taking a patient-centric approach and understanding patient behaviour, to creating personas and using personalisation effectively, we explore how you can ensure everyone is heard.
By doing this, we’re ultimately improving engagement between pharma and our target audience. So everyone’s a winner!
The Joint Commission is a Chicago-based organization which accredits 15,000 hospitals in the United States. The Joint Commission International (JCI) is its subsidiary which accredits hospitals outside the U.S. As the medical travel trend grows, JCI accreditation is becoming an important benchmark for quality standards.My questions and answers.
•Identify Key Patient Portal Features and Benefits
•Plan the Implementation and Roll Out of a Patient Portal
•Integrate Patient Portals into Your Practice’s Patient Service Strategy
Health Information Associates provides services to help healthcare practices implement electronic medical records (EMRs), patient portals, and achieve meaningful use criteria. Patient portals allow secure online access for patients to view health information, request appointments, pay bills, and communicate with providers. Patient portals can help practices meet 7 of the 20 required meaningful use objectives, including providing patients electronic access to health records and clinical summaries, and sending preventive care reminders. The future of healthcare involves greater patient engagement through online portals that integrate with EMR systems.
This document discusses customer relationship management (CRM) in healthcare. It defines CRM as creating, developing and enhancing relationships with targeted customers to maximize value for both the customer and provider. The document then discusses why CRM developed, what it involves, and how it can be applied through patient relationship management (PRM) to improve outreach, care coordination, and case management. Some key benefits of PRM for patients include reduced costs and improved convenience, while providers can benefit from increased efficiency, customer satisfaction, and growth. Challenges of implementing PRM are also addressed.
Pcori health 2.0 challenge with screenshots_patients_likeme_041513Sally Okun
PatientsLikeMe is an online network that connects patients and enables patient-powered research. It currently provides tools for patients to search for clinical trials and connect with other patients. PatientsLikeMe proposes improvements to better match patients and researchers, including enhancing clinical trial searches based on patient priorities and feedback. It also suggests tools for researchers to identify patient populations and optimize recruitment messaging. The proposal aims to improve the accessibility and impact of patient-researcher matching through initiatives like expanded language support, mobile access, and awareness campaigns.
Patient engagement in medical device studiesCOUCH Health
Not only will the industry see changes with the EU MDR, but we're glad that patients will recognise changes for the better, too. Patients can expect to make more informed decisions before using medical devices, as more information will become publicly available. And we think this is a big step in the right direction! Read more about our thoughts on involving patients more in the medical device clinical trial process:
Spotlight On... Medical CommunicationsCOUCH Health
Pharma is unique as an industry in the way that there are three equal voices that need to be heard – patients’, HCPs’ and pharma’s.
As pharma brands, it’s all too easy to talk more than we listen. But in order to ensure what we say is meaningful, we need to be able hear what patients and HCPs have to say.
The good news is that there are many ways that pharma can help give others a voice. Which is exactly what we want to see more of in 2017.
And so, 2017's first edition of Spotlight On…is dedicated to discussing all the strategies and tactics we can use to create this three-way conversation. From taking a patient-centric approach and understanding patient behaviour, to creating personas and using personalisation effectively, we explore how you can ensure everyone is heard.
By doing this, we’re ultimately improving engagement between pharma and our target audience. So everyone’s a winner!
The Joint Commission is a Chicago-based organization which accredits 15,000 hospitals in the United States. The Joint Commission International (JCI) is its subsidiary which accredits hospitals outside the U.S. As the medical travel trend grows, JCI accreditation is becoming an important benchmark for quality standards.My questions and answers.
•Identify Key Patient Portal Features and Benefits
•Plan the Implementation and Roll Out of a Patient Portal
•Integrate Patient Portals into Your Practice’s Patient Service Strategy
Health Information Associates provides services to help healthcare practices implement electronic medical records (EMRs), patient portals, and achieve meaningful use criteria. Patient portals allow secure online access for patients to view health information, request appointments, pay bills, and communicate with providers. Patient portals can help practices meet 7 of the 20 required meaningful use objectives, including providing patients electronic access to health records and clinical summaries, and sending preventive care reminders. The future of healthcare involves greater patient engagement through online portals that integrate with EMR systems.
This document discusses customer relationship management (CRM) in healthcare. It defines CRM as creating, developing and enhancing relationships with targeted customers to maximize value for both the customer and provider. The document then discusses why CRM developed, what it involves, and how it can be applied through patient relationship management (PRM) to improve outreach, care coordination, and case management. Some key benefits of PRM for patients include reduced costs and improved convenience, while providers can benefit from increased efficiency, customer satisfaction, and growth. Challenges of implementing PRM are also addressed.
The Impact of Proposed MU Rule Changes 2015 2017MassEHealth
The presentation summarizes proposed changes to the Meaningful Use program for 2015-2017 outlined in a CMS Notice of Proposed Rulemaking. Key changes include shortening the EHR reporting period to 90 days in 2015, reducing the total number of objectives from 13-17 down to 10 for both Stages 1 and 2, and adjusting the timeline so all providers can attest to Stage 3 by 2018. The goals are to better align the stages, streamline redundant measures, and simplify the transition between stages, without requiring new technology functionality. The impact on providers would be minimal changes to workflow and movement toward continued practice transformation.
New Millennia Health introduces HealthyTutor, a web-based learning platform that helps healthcare managers systematically analyze, enhance, and monitor patient self-care using interactive educational content and analytics. The platform engages patients through a 5-stage algorithm to improve retention of self-management knowledge and identify at-risk patients. This results in greater medication adherence, program participation, and decreased healthcare costs. HealthyTutor is a cloud-based solution that is low-bandwidth, browser-based, and integrates analytics reporting for initiatives like Meaningful Use.
This document provides a feasibility study for Pocahontas Memorial Hospital to open a comprehensive satellite clinic. It recommends that PMH update its mission and create a vision statement to guide the new clinic. A market analysis found opportunities in increased insurance coverage from the ACA and using telehealth. PMH faces challenges like understaffing and overuse of its emergency department. The study recommends investing in telehealth, recruiting providers, and taking advantage of more insured patients to successfully implement the satellite clinic.
The document discusses conducting a brand imagery study for Global Hospitals Group in Chennai. It outlines conducting qualitative depth interviews with medical professionals and past/potential patients to understand perceptions of Global Hospitals' brand. It also involves quantitative telephone surveys of 160 past patients of Global Hospitals and competitors to quantify brand imagery facets and generate a Brand Imagery Index. The study aims to identify strengths, weaknesses and opportunities to improve Global Hospitals' brand preference in its catchment area.
The document discusses the standards and process for NABH accreditation of hospitals in India. It describes the components that go into developing the standards, which are organized around important hospital functions. The accreditation process involves surveyors conducting interviews, reviewing documents, and visiting patient care areas to assess compliance with over 100 standards across 10 chapters. Surveyors score hospitals on a scale of 0 to 10 for each standard based on the degree of compliance observed. Hospitals must meet minimum average scores in each standard, chapter, and overall to receive NABH accreditation.
The Joint Commission is a Chicago-based organization which accredits 15,000 hospitals in the United States. The Joint Commission International (JCI) is its subsidiary which accredits hospitals outside the U.S. As the medical travel trend grows, JCI accreditation is becoming an important benchmark for quality standards.
The document discusses the changes to The Joint Commission's (TJC) accreditation process, including replacing the Periodic Performance Review tool with the Focused Standards Assessment tool. It describes TJC's core survey process, including identifying Priority Focus Areas and Clinical Service Groups. The document emphasizes the importance of an ongoing compliance assessment process using tracers to stay prepared for TJC surveys with no surprises.
From meeting changing healthcare industry demands to
delivering care more collaboratively, you need new ways
to engage your patients and improve productivity. You also
need to streamline patient communications and improve
patient satisfaction, no matter what your specialty or
practice size. NextGen® Patient Portal can help you meet
these goals, safely and securely.
The document discusses how the Patient Success Platform from Salesforce can help healthcare organizations address the challenges of patient-centric care. It provides 3 key capabilities:
1) Acquisition and retention - It treats patients like retail consumers by using tools like physician referral management and customer engagement to attract and retain patients.
2) Collaboration - It promotes modern collaboration among the care team by providing a shared view of patient data and centralized communications.
3) Engagement - It engages patients anytime, anywhere through mobile apps, educational resources, and tools to track goals and care plans.
This helps deliver coordinated, personalized care that improves outcomes and reduces costs.
Due to the near-universal desire for safe and good quality healthcare, there is a growing interest in international healthcare accreditation. Providing healthcare, especially of an adequate standard, is a complex and challenging process. Healthcare is a vital and emotive issue—its importance pervades all aspects of societies, and it has medical, social,political, ethical, business, and financial ramifications.
JCI is a non-profit organization that accredits healthcare facilities outside of the United States. It was founded in the late 1990s and currently accredits over 375 facilities across 47 countries. JCI has a global team of over 200 consultants and surveyors. It provides accreditation for various types of healthcare organizations. The 5th edition of JCI standards will take effect in 2014 and contains 285 standards across four sections relating to accreditation requirements, patient care, organizational management, and academic medical centers. JCI uses a thorough survey methodology including document review, mock surveys, and multi-day onsite surveys where surveyors follow patient cases and processes. Facilities must meet minimum scoring thresholds on standards and chapters to receive ac
A patient portal is a web application that allows patients access to their electronic health records, communication with providers, and personal health information. Patient portals provide benefits like increased health record access for patients, better patient education, and enhanced communication. Implementing a patient portal involves pre-launch planning, launch, and post-launch evaluation. Key capabilities of portals include appointment functions, billing, messaging, health records access, and gathering patient health histories and information.
Improving Patients’ Health Acute Care FinalmHealth2015
mHealth strategies have the potential to improve patient health and outcomes before, during, and after emergency department visits. By facilitating patient triage and decision making before visits, improving communication during visits, and enhancing health literacy and behavior change support after visits, mHealth can help emergency departments improve throughput and post-discharge outcomes. This can increase revenue, avoid penalties, and improve patient satisfaction. Two case studies show that text messaging improved satisfaction scores and appointment adherence for discharged patients from emergency departments.
Patient portals are online applications that allow patients to access and interact with their health information. They provide access to medical records, test results, appointment scheduling and secure messaging with providers. While patient portals aim to empower patients, evidence of their impact on health outcomes is limited. New Zealand is working to establish standards and integrate primary and secondary care records through patient portals, though multiple portals and a lack of public education currently act as barriers.
The Physician Task Force's How-to Guide will help both clinicians and C-suite executives identify which mobile tools are needed and worth investing in.
The Future of Healthcare in Consumerism WorldCitiusTech
The main aim of this document is to provide an overview of healthcare consumerism, its growth drivers and challenges / barriers providers and payers face while adopting it. The document provides insights on how providers and payers can tackle the rising wave of consumerism in healthcare industry. The document also provides some real-life examples on market trends which emphasize the need to brace consumerism in healthcare
Transforming Post-Acute Care with IMPACTCitiusTech
On October 6, 2014, a bipartisan bill on Improving Medicare Post-Acute Care Transformation (IMPACT) was signed. The IMPACT Act seeks to standardize assessments for vital care issues across the gamut of post-acute care (PAC) providers and builds a framework to ensure that the delivered care is mindful of the patient needs; thereby eliminating the current silo-focused approach to quality measurement and resource utilization.
The document discusses the healthcare industry in India and opportunities for improving patient experience. It describes conducting primary research at a hospital including interviewing patients. Key issues identified are long wait times, difficulty booking appointments, and lack of information. The proposed solution is a mobile app and website called Health Help that provides a common database of doctors and allows live tracking of wait times and end-to-end appointment management. Next steps discussed are developing a prototype, conducting a SWOT analysis, and addressing identified gaps in customer needs.
Marathon Oil Corporation (MRO) is an independent oil and gas exploration and production company headquartered in Houston, Texas. MRO operates internationally with activities in North America, Europe, Africa, and the Middle East. The company has three operating segments: North American E&P, International E&P, and Oil Sands Mining. Comparable firms to MRO were identified based on factors such as market capitalization, oil production mix, reserve life, percentage of reserves developed, and debt-to-equity ratio. Hess Corporation, Apache Corporation, Pioneer Natural Resources, and Continental Resources were selected as comparable firms to MRO.
The Impact of Proposed MU Rule Changes 2015 2017MassEHealth
The presentation summarizes proposed changes to the Meaningful Use program for 2015-2017 outlined in a CMS Notice of Proposed Rulemaking. Key changes include shortening the EHR reporting period to 90 days in 2015, reducing the total number of objectives from 13-17 down to 10 for both Stages 1 and 2, and adjusting the timeline so all providers can attest to Stage 3 by 2018. The goals are to better align the stages, streamline redundant measures, and simplify the transition between stages, without requiring new technology functionality. The impact on providers would be minimal changes to workflow and movement toward continued practice transformation.
New Millennia Health introduces HealthyTutor, a web-based learning platform that helps healthcare managers systematically analyze, enhance, and monitor patient self-care using interactive educational content and analytics. The platform engages patients through a 5-stage algorithm to improve retention of self-management knowledge and identify at-risk patients. This results in greater medication adherence, program participation, and decreased healthcare costs. HealthyTutor is a cloud-based solution that is low-bandwidth, browser-based, and integrates analytics reporting for initiatives like Meaningful Use.
This document provides a feasibility study for Pocahontas Memorial Hospital to open a comprehensive satellite clinic. It recommends that PMH update its mission and create a vision statement to guide the new clinic. A market analysis found opportunities in increased insurance coverage from the ACA and using telehealth. PMH faces challenges like understaffing and overuse of its emergency department. The study recommends investing in telehealth, recruiting providers, and taking advantage of more insured patients to successfully implement the satellite clinic.
The document discusses conducting a brand imagery study for Global Hospitals Group in Chennai. It outlines conducting qualitative depth interviews with medical professionals and past/potential patients to understand perceptions of Global Hospitals' brand. It also involves quantitative telephone surveys of 160 past patients of Global Hospitals and competitors to quantify brand imagery facets and generate a Brand Imagery Index. The study aims to identify strengths, weaknesses and opportunities to improve Global Hospitals' brand preference in its catchment area.
The document discusses the standards and process for NABH accreditation of hospitals in India. It describes the components that go into developing the standards, which are organized around important hospital functions. The accreditation process involves surveyors conducting interviews, reviewing documents, and visiting patient care areas to assess compliance with over 100 standards across 10 chapters. Surveyors score hospitals on a scale of 0 to 10 for each standard based on the degree of compliance observed. Hospitals must meet minimum average scores in each standard, chapter, and overall to receive NABH accreditation.
The Joint Commission is a Chicago-based organization which accredits 15,000 hospitals in the United States. The Joint Commission International (JCI) is its subsidiary which accredits hospitals outside the U.S. As the medical travel trend grows, JCI accreditation is becoming an important benchmark for quality standards.
The document discusses the changes to The Joint Commission's (TJC) accreditation process, including replacing the Periodic Performance Review tool with the Focused Standards Assessment tool. It describes TJC's core survey process, including identifying Priority Focus Areas and Clinical Service Groups. The document emphasizes the importance of an ongoing compliance assessment process using tracers to stay prepared for TJC surveys with no surprises.
From meeting changing healthcare industry demands to
delivering care more collaboratively, you need new ways
to engage your patients and improve productivity. You also
need to streamline patient communications and improve
patient satisfaction, no matter what your specialty or
practice size. NextGen® Patient Portal can help you meet
these goals, safely and securely.
The document discusses how the Patient Success Platform from Salesforce can help healthcare organizations address the challenges of patient-centric care. It provides 3 key capabilities:
1) Acquisition and retention - It treats patients like retail consumers by using tools like physician referral management and customer engagement to attract and retain patients.
2) Collaboration - It promotes modern collaboration among the care team by providing a shared view of patient data and centralized communications.
3) Engagement - It engages patients anytime, anywhere through mobile apps, educational resources, and tools to track goals and care plans.
This helps deliver coordinated, personalized care that improves outcomes and reduces costs.
Due to the near-universal desire for safe and good quality healthcare, there is a growing interest in international healthcare accreditation. Providing healthcare, especially of an adequate standard, is a complex and challenging process. Healthcare is a vital and emotive issue—its importance pervades all aspects of societies, and it has medical, social,political, ethical, business, and financial ramifications.
JCI is a non-profit organization that accredits healthcare facilities outside of the United States. It was founded in the late 1990s and currently accredits over 375 facilities across 47 countries. JCI has a global team of over 200 consultants and surveyors. It provides accreditation for various types of healthcare organizations. The 5th edition of JCI standards will take effect in 2014 and contains 285 standards across four sections relating to accreditation requirements, patient care, organizational management, and academic medical centers. JCI uses a thorough survey methodology including document review, mock surveys, and multi-day onsite surveys where surveyors follow patient cases and processes. Facilities must meet minimum scoring thresholds on standards and chapters to receive ac
A patient portal is a web application that allows patients access to their electronic health records, communication with providers, and personal health information. Patient portals provide benefits like increased health record access for patients, better patient education, and enhanced communication. Implementing a patient portal involves pre-launch planning, launch, and post-launch evaluation. Key capabilities of portals include appointment functions, billing, messaging, health records access, and gathering patient health histories and information.
Improving Patients’ Health Acute Care FinalmHealth2015
mHealth strategies have the potential to improve patient health and outcomes before, during, and after emergency department visits. By facilitating patient triage and decision making before visits, improving communication during visits, and enhancing health literacy and behavior change support after visits, mHealth can help emergency departments improve throughput and post-discharge outcomes. This can increase revenue, avoid penalties, and improve patient satisfaction. Two case studies show that text messaging improved satisfaction scores and appointment adherence for discharged patients from emergency departments.
Patient portals are online applications that allow patients to access and interact with their health information. They provide access to medical records, test results, appointment scheduling and secure messaging with providers. While patient portals aim to empower patients, evidence of their impact on health outcomes is limited. New Zealand is working to establish standards and integrate primary and secondary care records through patient portals, though multiple portals and a lack of public education currently act as barriers.
The Physician Task Force's How-to Guide will help both clinicians and C-suite executives identify which mobile tools are needed and worth investing in.
The Future of Healthcare in Consumerism WorldCitiusTech
The main aim of this document is to provide an overview of healthcare consumerism, its growth drivers and challenges / barriers providers and payers face while adopting it. The document provides insights on how providers and payers can tackle the rising wave of consumerism in healthcare industry. The document also provides some real-life examples on market trends which emphasize the need to brace consumerism in healthcare
Transforming Post-Acute Care with IMPACTCitiusTech
On October 6, 2014, a bipartisan bill on Improving Medicare Post-Acute Care Transformation (IMPACT) was signed. The IMPACT Act seeks to standardize assessments for vital care issues across the gamut of post-acute care (PAC) providers and builds a framework to ensure that the delivered care is mindful of the patient needs; thereby eliminating the current silo-focused approach to quality measurement and resource utilization.
The document discusses the healthcare industry in India and opportunities for improving patient experience. It describes conducting primary research at a hospital including interviewing patients. Key issues identified are long wait times, difficulty booking appointments, and lack of information. The proposed solution is a mobile app and website called Health Help that provides a common database of doctors and allows live tracking of wait times and end-to-end appointment management. Next steps discussed are developing a prototype, conducting a SWOT analysis, and addressing identified gaps in customer needs.
Marathon Oil Corporation (MRO) is an independent oil and gas exploration and production company headquartered in Houston, Texas. MRO operates internationally with activities in North America, Europe, Africa, and the Middle East. The company has three operating segments: North American E&P, International E&P, and Oil Sands Mining. Comparable firms to MRO were identified based on factors such as market capitalization, oil production mix, reserve life, percentage of reserves developed, and debt-to-equity ratio. Hess Corporation, Apache Corporation, Pioneer Natural Resources, and Continental Resources were selected as comparable firms to MRO.
1. The document provides instructions for using Dropbox to store and share files across devices. It explains how to install Dropbox on computers and mobile devices, upload and access files from any device, and share files and folders with others by generating links or setting up shared folders.
2. Dropbox allows users to automatically backup files to the cloud so they are safe if a device is lost or broken. Installed on multiple devices, it syncs files across all devices.
3. The instructions cover getting started with Dropbox, uploading and accessing files, sending large files via shared links, and collaborating on documents through shared folders where edits are instantly visible to all members.
The project aimed to decrease unexpected colonoscopy charges and patient complaints by 80% following a hospital merger. The main issues were incorrect screening vs diagnostic coding and patients receiving unexpected bills. Rapid experiments found the dominant problem was diagnostic vs screening coding errors. Solutions included educating physicians and staff on proper coding, improving the consent form to advise patients to check benefits, and having staff remind patients to do so. Post-project metrics showed a decrease in coding errors and complaints, indicating the solutions were effective. Ongoing monitoring is needed to sustain the improvements.
Three participants tested the reporting feature Pentaho in CareLogic's electronic health record system. Issues identified included unclear data field names and organization, difficulty finding features, and lack of guidance. Recommendations to improve usability included adding search functionality for data fields, defaulting field headings to collapsed, uniquely naming each field, auto-refreshing by default, improving help tips, and simplifying menu access. The highest priority recommendations were to make data field search and organization clearer for users.
Linux is an open-source operating system created by Linus Torvalds that powers many internet services, phones, and computers as an alternative to Windows or macOS. It allows applications and users to access computer components and performs tasks. Major companies that use Linux include Google, Twitter, Facebook, Amazon, IBM, and NASA. Unlike Microsoft products, Linux distributions can be installed on an unlimited number of computers free of charge.
This curriculum vitae is for Jemima Indekhwa, a Kenyan woman born in 1987. She has a Bachelor's degree in Business Management from Moi University and diplomas in ICT and computer skills. Her career objective is to obtain a position utilizing her strong organizational, problem-solving, and interpersonal skills. She has work experience in merchandising, the procurement department of a hospital, and temporary positions with election commissions and companies. Her hobbies include reading, traveling, movies, and community service.
The document discusses the importance of performance management in aligning employee performance with organizational goals, improving communication, and contributing to business results. It also covers best practices for effective performance management such as communication, understanding personality differences, consistency, motivation, and focusing on development rather than punishment. Communication skills are emphasized, including listening actively and providing specific, constructive feedback.
Western Refining is an independent petroleum refiner and marketer headquartered in El Paso, Texas. It operates two refineries with a total throughput capacity of 151,000 barrels per day. In 2014, Western Refining saw a 50% increase in net sales to $15.2 billion and a 92% increase in operating income. Net income increased to $559.9 million from $276.0 million in 2013. The company's cash flows from operating activities increased 67% in 2014. While Western Refining's balance sheet and cash flows strengthened in 2014, its P/E ratio of 8.40 does not fall within the lowest 10% of the industry universe.
Conférence Marketing de contenu - Les Affaires - Étude de cas Bombardier - Je...Valtech Canada
Pourquoi du marketing de contenu ?
-
Quels sont les piliers porteurs du marketing de contenu ?
-
Quels ont été les défis rencontrés par Bombardier et ses filiales ?
-
Quelle a été l’approche pour implanter une stratégie efficace ?
-
Quelques résultats
-
Conseils pour amorcer cette réflexion
Care Coordination - Northwest Medical Partnerspedenton
This document discusses care coordination in the medical home. It defines care coordination as organizing patient care activities between multiple participants to facilitate appropriate healthcare delivery. Effective care coordination involves numerous participants exchanging information and integrating care activities. The care coordination model aims to deliver the right services, in the right order and setting. Key elements of the model include assuming accountability for coordination, providing patient support, developing relationships and agreements with other providers, and improving connectivity through information sharing.
This lecture discusses methods for patient engagement using patient-reported data and patient satisfaction data. It identifies challenges in collecting and using patient-reported outcomes data, such as lack of standards and data silos. While patient satisfaction data provides value by giving patients a voice, there are also challenges like potential bias. The lecture also notes that reporting on patient experience of care must be accessible and understandable for consumers. Overall, the lecture examines goal-oriented methods for patient engagement and considers improvements still needed in implementing patient-reported data.
Assessment 2
Quality Improvement Proposal
Overview:
Write a quality improvement proposal, 5–7 pages in length, that provides your recommendations for expanding a hospital's HIT to include quality metrics that will help the organization qualify as an accountable care organization.
Health care has undergone a transformation since the release of the Institute of Medicine's 2000 report
To Err Is Human: Building a Safer Health System.
The report highlighted medical errors as a contributing factor leading to poor patient outcomes. The Institute of Medicine challenged organizations to implement evidence-based performance improvement strategies in order to improve patient quality and safety. Multiple governmental and regulatory agencies, such as the Centers for Medicare and Medicaid Services (CMS) and the Agency for Healthcare Quality and Research (AHRQ), vowed to strengthen and improve incentives for participation, safety, quality, and efficiency in accountable care organizations (ACOs).
Health information technology (HIT) performs an essential role in improving health outcomes of individuals, the community, and populations. Health organizations, consumer advocacy groups, and regulatory committees have made a commitment to explore current and future opportunities that HIT offers to continue momentum to meet the Institute of Medicine's goal of improving safety and quality.
Understanding HIT is important to improving individual, community, and population access to health care and health information. HIT enables quick and easy access to information for both patients and providers. Accessible information has been shown to improve the patient care experience and reduce redundancies, thereby reducing health care costs.
This assessment provides an opportunity for you to make recommendations for expanding a hospital's HIT in ways that will help the hospital qualify as an ACO.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 2: Explain the relationship between care coordination and evidence-based data.
Recommend ways to expand an organization's HIT to include quality metrics.
Identify potential problems that can arise with data gathering systems and outputs.
Competency 3: Use health information technology to guide care coordination and organizational practice.
Describe the main focus of information gathering in health care and how it contributes to guiding the development of organizational practice.
Competency 4: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable organizational, professional, and scholarly standards.
Write clearly and concisely, using correct grammar and mechanics.
Support main points, claims, and conclusions with relevant and credible evidence, correctly formatting citations and references using APA style.
Reference
.
Marita Schifalacqua, RN, MSN, NEA-BC, FAAN,
Chris Costello, MEng, MBA, and Wendy Denman, RNC, BBM, BSN, MSN
Roadmap for Planned Change, Part 2
Bar-Coded Medication Administration
hange—savored by some and feared by many.
How do you as nurse leaders use your
knowledge and insight to move forward and transfer
your vision for quality and safety into reality? What do
you need to do to get key stakeholders on the bus and,
in some cases, even drive the bus? The roadmap for
planned change allows for an infrastructure of thought
brought to increase the likelihood for successful
change. Successful change is important to our patients
and to us as providers of that care.
This article, the second of a two-part series,
focuses on the application of change theory and the
elements of project management most critical to
successfully implementing a bar-coded medication
administration (BCMA) program. Examples will be
from one hospital’s experience, Saint Francis Medical
Center in Grand Island, Nebraska, to a health
system’s (Catholic Health Initiatives, Denver, Colorado)
approach to planning for 30 hospitals.
The definition of the BCMA program includes a
consistent, integrated information technology strategy,
with a focus on point-of-care BCMA to ensure that the
right person receives the right medication, in the right
dosage, via the right route, at the right time (five
rights). The bar code on medication is scanned before
administration to patients.
C
April 200932 Nurse Leader
Nurse Leader 33www.nurseleader.com
APPLICATION OF CHANGE THEORY AND
PROJECT MANAGEMENT
The first article discusses concepts and tools of both change
leadership and project management that lend support in plan-
ning and managing large- or small-scale change. Change lead-
ership is a common methodology of theory and tools that,
when used routinely, are central to integrating a change man-
agement model with the people side of change.
Project management is an application of knowledge, skills,
tools, and techniques customized to the initiative.The project
management elements discussed in the first article that are
most critical to successfully implementing planned change are
project charter, project budget and budget management, proj-
ect plan and schedule management, project staff organization,
project communications management, and project risk and
issue management.
CURRENT STATE ANALYSIS
Changing a process as complex as BCMA can and will
impact a variety of stakeholders. It is important to review
the process of medication administration from the time the
medication enters the facility through the time that the med-
ication is billed to the patient. Employees working in depart-
ments that will experience change with BCMA need to
know that their role is important and that their viewpoint
is valued.
Leadership
The chief nursing officer and vice president of ancillary services
were the executive cosponsors of the project.There was a
BCMA stee ...
The document discusses challenges facing the healthcare industry and opportunities for collecting patient-reported outcomes data to inform coverage decisions. It notes the industry faces a "perfect storm" of healthcare reform uncertainties like expanding coverage and cost containment. Patient-reported outcomes data from registries, reimbursement programs, and adherence programs could provide evidence of effectiveness and be valuable to payers, but how and whether it will be used by decision-makers remains unclear. The document calls for developing more effective patient-reported outcomes instruments and engaging payers on how this data can be integrated into their coverage policies.
You will write two pages (not including your title page) expressin.docxdanielfoster65629
You will write two pages (not including your title page) expressing your current worldview in regard to the subject of Administration of Justice Organizations. This paper’s content will include how the presentation in the Module/Week 1 Reading & Study folder influences your worldview.
Marita Schifalacqua, RN, MSN, NEA-BC, FAAN,
Chris Costello, MEng, MBA, and Wendy Denman, RNC, BBM, BSN, MSN
Roadmap for Planned Change, Part 2
Bar-Coded Medication Administration
hange—savored by some and feared by many.
How do you as nurse leaders use your
knowledge and insight to move forward and transfer
your vision for quality and safety into reality? What do
you need to do to get key stakeholders on the bus and,
in some cases, even drive the bus? The roadmap for
planned change allows for an infrastructure of thought
brought to increase the likelihood for successful
change. Successful change is important to our patients
and to us as providers of that care.
This article, the second of a two-part series,
focuses on the application of change theory and the
elements of project management most critical to
successfully implementing a bar-coded medication
administration (BCMA) program. Examples will be
from one hospital’s experience, Saint Francis Medical
Center in Grand Island, Nebraska, to a health
system’s (Catholic Health Initiatives, Denver, Colorado)
approach to planning for 30 hospitals.
The definition of the BCMA program includes a
consistent, integrated information technology strategy,
with a focus on point-of-care BCMA to ensure that the
right person receives the right medication, in the right
dosage, via the right route, at the right time (five
rights). The bar code on medication is scanned before
administration to patients.
C
April 200932 Nurse Leader
Nurse Leader 33www.nurseleader.com
APPLICATION OF CHANGE THEORY AND
PROJECT MANAGEMENT
The first article discusses concepts and tools of both change
leadership and project management that lend support in plan-
ning and managing large- or small-scale change. Change lead-
ership is a common methodology of theory and tools that,
when used routinely, are central to integrating a change man-
agement model with the people side of change.
Project management is an application of knowledge, skills,
tools, and techniques customized to the initiative.The project
management elements discussed in the first article that are
most critical to successfully implementing planned change are
project charter, project budget and budget management, proj-
ect plan and schedule management, project staff organization,
project communications management, and project risk and
issue management.
CURRENT STATE ANALYSIS
Changing a process as complex as BCMA can and will
impact a variety of stakeholders. It is important to review
the process of medication administration from the time the
medication enters the facility through the time that the med-
ication is billed to the patient. Employ.
Loyalty is won by defining and delivering exceptional experiences. Whether its patients, volunteers or physicians, the ways an organization meets emotional and functional needs drives advocacy. Our experience mapping approach has been used by healthcare organizations such as Texas Children’s Hospital, Froedtert & The Medical College of Wisconsin and M.D. Anderson Cancer Center to develop a better understanding of the experiences they deliver — and to grow
smarter from it.
Transforming Clinical Practice InitiativeCitiusTech
The Transforming Clinical Practice Initiative (TCPI) is designed to help small practices and clinicians achieve large-scale health transformation. The initiative is designed to support more than 140,000 clinician practices over four years duration in sharing, adapting and further developing their comprehensive quality improvement strategies. The TCPI is one part of a unique strategy advanced by the Affordable Care Act to strengthen the quality of patient care and manage health care expenditures, ultimately saving the taxpayer from substantial costs. This document describes the initiative in detail with the type of participants, eligibility and reporting requirements of the participants. Understanding the implementation of this initiative not only helps clinicians, but opens up a huge market for Healthcare IT companies offering the products and services like EHR implementation, Integration, EHR/ Data Migration, Implementation of HIE etc.
Ht ai 2015 poster final - The Maximum of Information in a Minimum of WordsREBRATSoficial
This document discusses the challenges of knowledge transfer for medical auditors in Brazil's private healthcare system. It finds that medical auditors must handle a large volume of complex issues and authorization requests within limited timeframes. They often lack knowledge of evidence-based practices and coverage policies can vary between companies. To address these challenges, the document recommends producing more concise guidelines, improving communication strategies, and increasing motivation for guideline use through workshops and discussions. A survey of medical auditors found they use technical advice in practice but communication and formatting of advice could be improved.
This document provides information on quality improvement strategies, protocols, and evidence-based healthcare. It discusses principles of designing information systems and strategies for evaluating them. It also covers quality improvement tools like the PDCA cycle and factors that help create and sustain healthcare informatics as a new field. The learning objectives are outlined on quality improvement tools, factors to create healthcare informatics, and understanding the PDCA cycle. The introduction defines quality and different approaches to defining it. Six criteria for right healthcare are also mentioned.
Meritage ACO developed a care transitions program with three elements: care transitions coaching, complex care management, and care coordination between care settings. The program aims to reduce preventable hospital readmissions, which cost the healthcare system an estimated $25 billion per year. Care transitions coaches visit patients before discharge to educate them and plan for their needs. Complex care management involves using tools like the Coleman Care Transitions Intervention and motivational interviewing. Care coordinators help with non-clinical needs. The program seeks to shift clinicians' thinking to a team-based approach focused on continuous care between settings and patient care goals.
Evolution Of Health Care Information SystemsLana Sorrels
The Defense Health Agency is a multi-service agency that enables the Army, Navy, and Air Force to provide medical services to members of the Department of Defense. It ensures the delivery of integrated, affordable, and high-quality healthcare to beneficiaries of the Military Health System. The Defense Health Agency drives greater integration of clinical and business processes across the system. It accomplishes this mission by implementing shared services with common functions and standards.
Patient Engagement in Healthcare Improves Health and Reduces CostsM2SYS Technology
It’s been said that patient engagement develops naturally when there is a regular, focused communication between patient and provider and it leads to behaviors that meet or more closely approach treatment guidelines. It is also believed that patients engaged in their own care make fewer demands on the health care system and more importantly, they experience improved health. Patients who are educated about both their condition and their care are also patients who are most likely to get and stay healthy. In fact, many believe that empowering patients to actively process information, decide how that information fits into their lives, and act on those decisions is a key driver to improving care and reducing costs.
Research shows that informed and engaged patients take a more active role in their own care and furthermore, health care organizations are slowly discovering how patient engagement contributes to their financial and quality objectives. Patient engagement essentially revolves around the theory that if patients understand their condition, know the symptoms to watch for, know why they’re taking medication for example and how to implement the necessary lifestyle changes, the chances of them getting and staying healthy are significantly improved and when you proactively engage patients in their care, the quality of that care improves.
Listen in to our latest podcast with Brad Tritle, Director of Business Development for Vitaphone Health Solutions, chair of the HIMSS Social Media Task Force and contributing editor of the HIMSS book Engage! Transforming Healthcare through Digital Patient Engagement as we discuss the current state of patient engagement in healthcare, how it is defined, whether it really does have a significant impact on improving health and reducing the cost of care, what engagement initiatives are providers using and what the future of patient engagement may look like.
The Application of Data to Problem-SolvingIn the modern era, the.docxtodd801
The Application of Data to Problem-Solving
In the modern era, there are few professions that do not to some extent rely on data. Stockbrokers rely on market data to advise clients on financial matters. Meteorologists rely on weather data to forecast weather conditions, while realtors rely on data to advise on the purchase and sale of property. In these and other cases, data not only helps solve problems, but adds to the practitioner’s and the discipline’s body of knowledge.
Of course, the nursing profession also relies heavily on data. The field of nursing informatics aims to make sure nurses have access to the appropriate date to solve healthcare problems, make decisions in the interest of patients, and add to knowledge.
In this Discussion, you will consider a scenario that would benefit from access to data and how such access could facilitate both problem-solving and knowledge formation.
To Prepare:
Reflect on the concepts of informatics and knowledge work as presented in the Resources.
Consider a hypothetical scenario based on your own healthcare practice or organization that would require or benefit from the access/collection and application of data. Your scenario may involve a patient, staff, or management problem or gap.
By Day 3 of Week 1
Post
a description of the focus of your scenario. Describe the data that could be used and how the data might be collected and accessed. What knowledge might be derived from that data? How would a nurse leader use clinical reasoning and judgment in the formation of knowledge from this experience?
By Day 6 of Week 1
Respond
to at least
two
of your colleagues
* on two different days
, asking questions to help clarify the scenario and application of data, or offering additional/alternative ideas for the application of nursing informatics principles.
Click on the
Reply
button below to reveal the textbox for entering your message. Then click on the
Submit
button to post your message.
*Note:
Throughout this program, your fellow students are referred to as colleagues.
Will be posting additional discussion replies that will require two replies which will be included in this discussion post.
Each requires at least three references and all need to be in APA format.
Monicas discussion
Discussion #1- Initial Post
All healthcare workers are trained to share the common goal of providing the best quality of care to their patients. Regardless of what role one may serve on the multidisciplinary team, they all have an obligation to accurately assess the needs of the patient, to efficiently collect and record data, to contribute to diagnosing, and to treat/ evaluate properly. “Informatics blend technology and information to blend something new that people, organizations and society can make use of” (Laureate, 2018). Advancement in technologies such as, electronic health records (EHR), electronic medication administration records (EMARS), computerized physician order entry (COPOE) and.
Patient Centered Medical Homes are providing a pathway for healthcare delivery organizations pursuing value-based initiatives. As reimbursement models continue to transition at an accelerated pace, PCMH practices are well-positioned to achieve clinical targets and qualify for the associated financial incentives.
Protocols and Evidence based Healthcare: information technology tools to support best practices in health care, information technology tools that inform and empower patients.
A dissertation report on analysis of patient satisfaction max polyclinic by ...Mohammed Yaser Hussain
Hospitals are increasingly becoming sensitive to the needs of the patients as will the community. It is no longer the sellers [providers] market. Except for the totally free service provided by the Government run hospitals and a few hospitals run by the civic hospitals.
According to Dona Bedian
“Patient satisfaction may be considered to be one of the desired outcomes of care, even on element of health status itself” and that “information about patient satisfaction should be as indispensable to assessment of quality as to the design and management of health care system.
During the recent years the use of patient satisfaction surveys has increased in health care industry due in part to the belief that perception of quality is an important factor in demand for services and that survey result may have significant effect on provider behaviour. According to Ware “patient satisfaction is a determinant of a healthcare provider or system. Use of services complaints and malpractice suits”.
Use of patient satisfaction survey as a tool for quality improvement has become extensive in almost all western countries. Most hospital have a system of obtaining routine feedback from all the discharge patients. The quality improvement task force of the joint commission of accreditation of the health care organization in USA is also encouraging hospitals to mandate surveys are conducted in private hospitals.
PGodfrey_Automation of Utilization ManagementPaul Godfrey
This document discusses a project to automate utilization management processes at Montefiore Care Management Organization using the Epic Tapestry system. The current system, CCMS, is not fully automated and leads to delays. Automating processes like authorization requests and notifications between facilities could improve patient outcomes and reduce costs. The project objectives are to streamline intake of authorization requests, apply validation checks, and route tasks. Stakeholders include various Montefiore departments and Epic. The plan is to implement Tapestry in phases, test functionality, and train staff on the new system to transition from the legacy CCMS system.
This document discusses several topics related to healthcare finance and quality reporting systems:
1) It summarizes the goals of the Physician Quality Reporting System (PQRS) and Value-Based Purchasing System (VBPS), including improving quality of care and tying reimbursement to quality metrics.
2) It outlines the roles of Health Information Management professionals in supporting these programs through data analytics and quality reporting.
3) It describes the roles of Quality Improvement Organizations in ensuring accurate medical coding and documentation for reimbursement.
4) It provides an overview of several laws and acts aimed at reducing healthcare fraud, including the Anti-Kickback statute and their effects on providers.
1. Running head: THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES 1
The College of St. Scholastica
Duluth, Minnesota
The Patient Portal: Enrollment and Use Strategies for a Paradigm Shift
by
Christina Garner
Final Applied Project Advisor: Ryan H. Sandefer, MA, CPHIT
Final Applied Project Committee:
Pamela K. Oachs, MA, RHIA
Amy L. Watters, MA, RHIA, FAHIMA
Ryan H. Sandefer, MA, CPHIT
Approved:
Submitted in partial fulfillment of the requirements for the degree of Master of Science in Health
Information Management, The College of St. Scholastica, Duluth, Minnesota.
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THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
Acknowledgements
Special thanks to Madonna LeBlanc, MA, RHIA, FAHIMA, who served as a second
reader and whose insight into patient engagement is greatly appreciated, and Ryan Sandefer,
MA, CPHIT who diligently answered my many queries and faithfully guided me through the
completion of this project.
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THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
Abstract
A patient portal is typically attached to the organization’s electronic health record (EHR), but
can be purchased as a stand-alone system. Implementing the patient portal is half the battle. If
you built it they will not come; they must be convinced that there is something in it for them. The
patient portal will facilitate patient-provider communication and enable patients to be more
active participants in their own healthcare. It is crucial for providers to spread awareness of this
service. Before disseminating the patient portal initiative throughout the organization, a plan
must be developed. Follow-up must be executed to ensure compliance. Standardizing training
and recruiting physician and staff champions will contribute to a smooth transition. Strategies to
increase patient enrollment and use should be developed, as well as a coherent enrollment
process. With meaningful use incentives, process improvement, and improved health outcomes
dependent on the patient portal, organizations must be proactive and embrace the transformation.
To assist in this endeavor, the website “Patient Portal Basics”
(http://www.patientportalbasics.com/) has been developed to provide tips and tools for an
organization’s patient portal initiatives.
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THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
Table of Contents
Figure 1: MU Stage 1 Mandatory Criteria ………………………………………………………..9
Figure 2: MU Stage 1 Chosen Objectives..………………………………………………………10
Figure 3: MU Stage 2 Mandatory Criteria.………………………………………………………11
Chapter 1 Problem Statement……………………………………………………………………..5
Chapter 2 Literature Review...……..……………………………………………………………..6
Chapter 3 Project Description……………………………………………………………………20
Chapter 4 Project Methodology…….……………………………………………………………21
Chapter 5 Project Product………………………………………………………………………..22
References…………………...…………………………………………………………………..24
Appendix A: Homepage……………………………………………………………………........27
Appendix B: About – The Patient Portal…...……………………………………………………28
Appendix C: About – Benefits……...………………………………………………...…………29
Appendix D: Toolbox – Assess……….…………………………………………………………30
Appendix E: Toolbox – Plan..……………………………………………………………………31
Appendix F: Toolbox – Implement and Evaluate………..………………………………………32
Appendix G: Toolbox – Outside Resources..……………………………………………………33
Appendix H: Contact.……………………………………………………………………………34
Appendix I: Wireframes…………………………………………………………………………35
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THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
The Patient Portal: Enrollment and Use Strategies for a Paradigm Shift
Chapter 1: Problem Statement
In 2009, the Health Information Technology for Economic and Clinical Health
(HITECH) Act was enacted as part of the American Recovery and Reinvestment Act (ARRA).
This set in motion an epic transformation in healthcare and set the foundation for meaningful use
(MU) incentives. HITECH includes standards and regulations for the secure and detailed
accounting of the medical record in an electronic format. The idea was to promote privacy,
security, and accountability for healthcare organizations. Initially the focus was on provider
documentation, and has since expanded to include incentives for enhancing physician-patient
engagement and value-based care.
A patient portal is typically attached to the organization’s electronic health record (EHR),
but can be purchased as a stand-alone system. Implementing the patient portal is half the battle.
If you built it they will not come; they must be convinced that there is something in it for them.
The key to success is letting the patient know that the portal is the office’s new preferred mode
of communication. Patients will get their answers quicker without having to wait for a call. It is
crucial for providers to spread awareness of this service. Before disseminating the patient portal
initiative throughout the organization, a plan must be developed. Follow-up must also be
executed to ensure compliance.
Standardizing training and recruiting physician and staff champions will contribute to a
smooth transition. Strategies to increase patient enrollment and use should be developed, as well
as a coherent enrollment process. Challenges exist not only with patient enrollment issues, but
staff pushback as well. Staff should be assured that the patient portal will not make their job
harder, it will make it more efficient.
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THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
Chapter 2: Literature Review
The emergence of the patient portal represents a paradigm shift in healthcare. The days of
tightly guarded medical records are over, replaced by an age of collaboration and teamwork
between physician and patient. Healthcare is becoming a value-based system and as such,
providers now have additional responsibilities and standards to adhere to. One of these standards
is giving patients the coveted access to their medical record—online, on their time. Patients can
view test results, procedure instructions, clinical summaries, and more. They can request
prescription refills, ask questions and get answers. This gives patients a long-overdue control of
their own healthcare, rather than relying solely on others for their answers. The goal is to
“enhance patient-provider communication, empower patients, support care between visits, and,
most importantly, improve patient outcomes” (ONC, 2014). This paper will describe benefits, identify
challenges, and offer strategies to increase enrollment and use of the patient portal.
Patient Portal Benefits
Early adopters have demonstrated that patient portals streamline medical office
workflows and increase patient satisfaction. The following definition from the Office of the
National Coordinator for Health Information Technology (ONC) provides a benefit overview,
though not all patient portals possess every function:
A patient portal is a secure online website that gives patients convenient 24-hour access
to personal health information from anywhere with an Internet connection. Using a
secure username and password, patients can view health information such as:
Recent doctor visits
Discharge summaries
Medications
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THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
Immunizations
Allergies
Lab results
Some patient portals also allow patients to:
Exchange secure e-mail with their health care teams
Request prescription refills
Schedule non-urgent appointments
Check benefits and coverage
Update contact information
Make payments
Download and complete forms
View educational materials (ONC, 2014)
Encryption standards and password protection make the patient portal more secure than
fax, email, or even voicemail. In a study by the Veteran’s Administration (VA), it was found that
patients like the privacy of secure messaging to ask about sensitive topics such as sexually
transmitted diseases (STDs) or impotence (Haun et al., 2014). Providers can also push
preventative healthcare notifications to patients and provide links to websites like the National
Library of Medicine (NLM) for more information on the patient’s condition. There is even a
technology that can send data from a patient’s personal medical device to the patient portal
(Dooling, 2012). Texas Neurology’s billing phone calls decreased by 15% when they put in a
link to view statements and pay bills (Butcher, 2014).
Meaningful Use (MU) is an ARRA initiative designed to monetarily incentivize
healthcare organizations to use their EHRs in a meaningful way to improve their healthcare
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THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
delivery. It is governed by Centers for Medicare and Medicaid Services (CMS) and providers
and hospitals that receive Medicare and/or Medicaid payments are eligible. Payments started in
2011 and go through 2016 for eligible professional’s (EP’s) Medicare option and 2021 for
Medicaid MU payments (CMS, 2015). There are three stages, and each stage has quality and
compliance measures called objectives. EPs have a core set of 13 required objectives and five
chosen objectives from a 9-item menu set, for a total of 18 objectives. One of the required
objectives is providing the patient the ability to view their medical records online, which can be
accomplished through the patient portal (see Figure 1). One of the chosen objectives is pushing
preventative health notifications to patients, which can also be facilitated through the patient
portal (see Figure 2).
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THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
Figure 1. MU Stage 1 mandatory criteria. Copyright CMS 2014
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THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
Figure 2. MU Stage 1 chosen objectives. Copyright CMS 2014
When the EPs attest to CMS that they have demonstrates these objectives, they receive
incentives. The patient portal is an important piece of MU. Stage 1 MU requires that eligible EPs
provide the ability to view medical records online to at least 50% of their patients (CMS, 2014a).
Stage 2 also requires 50% accessibility with an addendum—5% actually have to log on to patient
portal during the reporting period and “view, download, or transmit to a third party their health
information” (CMS, 2014b). Stage 2 MU objectives include providing patients educational
resources and sending secure messages to patients, both of which can be accomplished through
the patient portal (see Figure 3). Providers attest to this by measuring their patient portal activity.
In 2015, eligible professionals will be penalized yearly by a 1% reduction in Medicare payments
if they do not attest to MU, increasing to a maximum penalty of 5%. Hospitals will also be
penalized starting in 2015. In addition to monetary penalties, failure to use EHRs in a meaningful
way puts the organization in an unfavorable position behind others in the healthcare industry. As
of April 2015, 54% of in-office physicians and 95% of eligible hospitals have attested to MU
(ONC, 2015).
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THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
Figure 3. MU Stage 2 mandatory criteria. Copyright CMS 2014
12. 12
THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
Enrollment and Use Challenges
As of April 2015, 62% of physicians have an EHR (ONC, 2015). Adopting an EHR and
patient portal is the easy part, enrolling patients in the portal and getting them to use it presents
more challenges. Many organizations are struggling with not only enrollment—a requirement for
Stage 1 MU—but also with getting patients to actually use the portal, a requirement for Stage 2.
Cleveland Clinic has 11 hospitals, over 75 ambulatory clinics, and around 3,500 physicians.
According to Butcher, about one half of their 500,000-plus patients have enrolled but only about
one third use it (2014). Cleveland Clinic’s patient portal director, Lori Posk, MD, says “There’s
a difference between an active and an engaged patient…‘Active’ only means that the patient has
set up a portal account. We still have a lot of work to do to engage our active patients” (Butcher,
2014).
Mayo Clinic, known for their exemplary business models, is even having trouble meeting
these measures (Wilkins, 2013). They introduced their patient portal in 2010 and now have over
240,000 patients enrolled. With only about 12,000 patients using the portal, they are struggling to
meet the 5%. Eric Manley, product manager of global solutions at the Mayo Clinic says “simply
making services available doesn’t cut it. Unless you are engaging patients, you won’t meet MU
requirements. [Messaging and other mechanisms] need to be a part of your practice” (Wilkins,
2011). Kaiser Permanente, an early adopter with an aggressive patient portal implementation and
marketing plan, has 53.3% of their 218,456 patients enrolled in their Northwest locations
(Kushinka, 2013).
Before patients can use a patient portal, they must enroll or be enrolled automatically by the
provider. Some challenges to enrollment and use include:
Patient motivation
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THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
Staff education
Competing initiatives
Physician buy-in
Security concerns
Demographics and socioeconomic status
The EHR implementation process
The physician can play a key role in encouraging patients to engage in the portal. Initial
pushback from physicians may stem from a fear of more work or a fear that patients won’t
understand what they see. In Delbanco et al.’s 2012 study, physicians feared this practice would
add more work to their daily routine—in reality it had little impact on their workflow. Providers
may also want to keep some information private and for that, a “sensitive note” function can be
developed (Butcher, 2014).
Passive marketing can become active marketing simply by taking the time to explain what
the patient portal does and how easy it is to enroll and use. Many of the above barriers can be
attributed to a lack of staff education and fear of change.
Competing initiatives in the organization can make it difficult for staff to remember what
they are supposed to promote. Periodic reminders are essential to reinforce the patient portal
initiative to staff. The EHR implementation process is a big transition for most organizations.
Typically the initial focus is on ensuring that each person is trained on their daily workflow.
Promoting the patient portal may not be a focus at this time; however it would be wise to include
a tutorial in the initial EHR training. A big bang approach (rolling out all EHR applications at
once) may be better than a gradual roll-out. This way, staff does not have to constantly change
their workflow to fit new initiatives.
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THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
Demographics. Patients over 65 have the lowest rate of enrollment and use (Goel et al.,
2011a); yet they are the demographic with the most clinical questions. That said, age may not be
the biggest barrier to adoption. There is evidence that this demographic is interested in the portal
and will adopt it with ease if properly coached (Butcher, 2014). Older adults may just need a
little more information, explanation, and hands-on assistance with enrollment. It should not be
assumed that older patients do not have e-mail or are not interested in the patient portal. Younger
patients have the highest rate of adoption and will generally enroll themselves without added
persuasion (Goel et al., 2011a).
Socioeconomic Status. There is a discrepancy in enrollment with low-income and ethnically
diverse populations. If not addressed, the digital divide may become the healthcare divide among
these groups (Winters et al., 2013). Winters et al. surveyed 654 patients in safety-net practices in
the New York area and found that the greatest impediment to adoption was not a lack of interest
or patient portal education, but a lack of resources (2013). Most respondents did not have easy
access to a computer or felt that the process of enrolling would be too hard. They were interested
in the patient portal to view test results, make appointments, and refill prescriptions, but
surprisingly only 1% were interested in e-mailing their physician. Furthermore, Goel et al.
(2011a) found large gaps in enrollment with these groups, but not in use. Ethnic patients used the
portal with the same frequency as the white patients.
Enrollment Process. Even if all other barriers are addressed, the enrollment process may
create a huge roadblock. The most effective way to get the patient enrolled is to do it in the
office. This can be accomplished by:
Placing computer terminals in the waiting rooms
Enrolling patients at the front desk, exam rooms, or over the phone
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THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
Electing a patient portal enrollment advisor(s)
Computer terminals can be placed in waiting rooms. Rather than spending their time
reading a magazine, patients may be apt to explore the enrollment process. They may be more
comfortable knowing that staff is there to answer questions. Staff can enroll patients at the front
desk, though this is often difficult with busy offices and frazzled patients. Perhaps a more
effective and calm environment would be in the exam room—accomplished by weaving the
process into the clinical staff’s workflow. He or she can enroll the patient and show them how to
quickly send a secure message, a process that Memorial Care Health System in Southern
California has implemented. This process may at first seem a burden, but the few minutes it takes
can mean hours saved later. Texas Neurology in Dallas spends five to ten minutes on this process
and now has 80% enrollment (Butcher, 2014).
The physician can be the strongest presence to entice the patient to enroll, as patients
often heed the recommendations of their physicians. Staff can also enroll patients while on the
phone, a task which may not be currently mandated. A patient portal representative can be
assigned to a high-traffic area. This person can be mobile—armed with a desk, laptop, printer,
phone, and marketing collateral. This initiative was implemented successfully at Shasta
Community Health Center in Redding, California (Kushinka, 2013).
Additional strategies to increase enrollment include:
Collection of all e-mails
Bulk enrollment
Opt-out vs. opt-in strategy
The first step of enrollment is obtaining the patient’s e-mail. Front office staff should be
instructed to ask patients for it. Gena Cook, a practice marketing specialist, agrees:
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THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
This seems obvious but this is your number one success factor. Don’t assume that
your patients don’t have an email address. Ask every patient for their email as
they schedule an appointment. Capture that information in your practice
management system. Your patients will automatically be invited to join your
portal (Cook, 2013).
Obtaining e-mail addresses for the patient’s medical record is beneficial for more than just
marketing purposes. It serves as an additional way to contact the patient. Managers can reinforce
the importance of this as something that is on par with the mandatory MU core data elements.
Even if the patient doesn’t want to enroll in the portal at the time, having their e-mail in the
system creates the opportunity to send an invitation later. Organizations can try bulk enrollment
by e-mailing an invitation to their patients who are not enrolled. Of course the patient may never
see it, but it’s not a lot of effort on the organization’s part for a potentially large reward.
An opting-in strategy is not the only approach (i.e. when patients actively choose to
enroll in the portal). An opt-out strategy is more aggressive and may be more effective.
Cleveland Clinic has been doing this since 2012. Every patient receives an activation code which
never terminates; they can choose to enroll when they are ready. This may be more effective than
sending a one-time e-mail that may be forgotten. Posk says that the “clinical staff reinforce the
importance” when giving the patient the activation code (Butcher, 2014). It may increase
enrollment, but follow up will be needed to ensure that patients engage.
Promoting the Patient Portal
A patient from West County Health Center’s Patient Advisory Group offered a simple tip
for patient engagement: “If you want a patient to use the portal, help them answer the question:
‘Why am I using this?’ Relate to the patient in ways that feel more personal and in ways that
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THE PATIENT PORTAL: ENROLLMENT AND USE STRATEGIES
help them to feel like engaging in the portal” (Kushinka, 2013, pp, 3). Just as the old advertising
mantra goes, the patients must know what’s in it for them. They have to be sold on it. There are
many ways to accomplish this, all the while remembering to tailor the delivery to the patient’s
needs. Many offices have a heavy patient load and slow callback time. That in itself gives the
patient a great reason to sign up for the portal.
Front office staff, medical assistants, nurses, and physicians should all be trained how to
present the patient portal in a meaningful way. Organizations should:
Identify champions
Standardize training
Have staff use the patient portal themselves
Hold department enrollment contests
Physicians and staff must convince patients that the portal is personal and will strengthen their
relationship with their physician. Champions will “lead by example” and their efforts will
influence other staff (ONC, 2012). Marketing the patient portal should be a high priority in the
staff’s mind. If a patient isn’t enrolled in the portal, staff should ask them if they’ve heard about
it.
Training should be standardized throughout the organization by showing a training video,
role-playing, lecturing, one-on-one coaching, or distributing printed material to staff. Patients
First, a healthcare organization with 21 sites in Missouri, thought to let the staff use the patient
portal first, as most employees were patients in the health system (ONC, 2012). Competition
often yields high returns. Monthly contests between departments should be considered to
motivate staff.
There are several promotional tools that can be utilized for patients:
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A video in the exam room or waiting room
Staff buttons
Posters and fliers
Phone message greeting
Promotional gifts
Mayo Clinic studied 12,050 office visits at their internal medicine clinics. The patients saw a
marketing video prior to their appointment, received paper literature, or only received passive
marketing. Patient portal registrations were 11.7% higher with the video compared to 7.1%
higher with the paper literature only (North et al., 2011). Staff can wear buttons with “Ask me
about our patient portal” on them. Posters and fliers can be placed in high-traffic areas or mailed
to patients. A recording on the office’s phone system could say something like “Tired of being
on the phone? Get online and connect with your physician now!” Small items such as a
keychain, magnet, pen, stress ball, flash drive, or mouse pad with the patient portal URL could
be given to patients.
This is an exciting time in healthcare. Providers should view the patient portal as an
opportunity to engage patients rather than a burden on their practice. This paradigm shift has and
will continue to transform the lives of patients and dramatically alter the standard workflow of
medical offices. With a little planning, organizations can meet MU requirements, streamline
workflows, engage patients, and, most importantly, improve patient outcomes.
With only about half of medical offices possessing a patient portal, the prevalence and
successful promotion of one in an organization will define it in the marketplace. Organizations
would be wise to consider lessons learned from early adopters. Synergy in the organization will
help it be proactive in meeting challenges head-on. This will be easier if a cohesive training
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program is distributed throughout the organization. The importance of this paradigm shift in
healthcare must not be underestimated. Just like cell phones replaced land lines, e-mails replaced
postal mail, and the EHR replaced paper records, the patient portal will soon become the industry
standard.
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Chapter 3: Project Description
With MU incentives, process improvement, and improved health outcomes dependent on
the patient portal, organizations must be proactive and embrace the transformation. To assist in
this endeavor, the website “Patient Portal Basics” (2015) has been developed with the objective
of serving as a one-stop resource for patient portal initiatives. Tools and recommendations have
been curated from the ONC, CMS, American Health Information Management Association
(AHIMA), California Healthcare Foundation (CHCF), and Health Information and Management
Systems Society (HIMSS). Case studies from healthcare organizations such as Kaiser, Cleveland
Clinic, Mayo Clinic, and the VA are also provided. The overall goal of this project is to provide
tools that organizations can use to develop their own patient portal initiative. The website is built
to cater to a broad audience. Each organization is different; the website does not provide one
single solution, but rather provides guidance so that organizations can develop a project plan
unique to their environment. Then they may choose to develop an internal training module to be
dispersed to medical offices. See Appendices A-I for website screenshots.
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Chapter 4: Project Methodology
Website Content Acquisition
Extensive research on patient portal methodologies was conducted to produce suitable
content for the website. Over twenty-seven peer-reviewed articles were reviewed. Open-source
tips and tools were embedded into the website. Open-source diagrams were used to demonstrate
EHR workflow and process design. Permission was attained to use all copyrighted materials
where appropriate. Examples of patient portal enrollment kiosks and marketing materials were
used with permission from Compex Two (2015), a technology consulting company in Silverton,
Oregon. Links to patient portal survey examples for staff and patients are included, as well as
useful videos for patient portal engagement.
Website Design
The final product was designed using GoDaddy web hosting (2015) (see Appendix A-H).
Wireframes were created using Gliffy software (2015) (see Appendix I). Wireframes are rough
sketches commonly used in website design to serve as a blueprint for the website’s layout.
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Chapter 5: Project Product
The website “Patient Portal Basics” (2015) has background information, a detailed definition,
and features that many patient portals possess. The benefits for organizations and patients are
defined, including MU incentives ROI, streamlined workflow, decreased office phone calls,
private messaging, timely care, and engaged patients. Links to success stories from the VA,
Kaiser, Cleveland Clinic, and Mayo Clinic are provided, as well as case studies on disparities in
enrollment and use and socioeconomic factors. Articles on personal medical device technology
and improved medication adherence are also provided.
The “Toolbox” section of the website has useable tools for providers on how to assess, plan,
and implement the patient portal initiative. The “Assess” page has tips on assessing an
organization’s readiness for change and creating a culture receptive to change through effective
change management. This can be done by observing the organization’s current state and
identifying challenges. Analyzing the patient experience in and out of the office will help,
including staff response to patient portal messages. The page also includes links to staff and
patient EHR satisfaction surveys. Planning the patient portal initiative is essential. The “Plan”
page has tips for success: identify champions, have staff use the patient portal, offer technical
support, hold department contests, and use promotional tools. Examples of promotional tools
include a video in the exam room, staff buttons, posters and fliers, phone message greetings,
promotional gifts, and social media. Links to articles are also presented as evidence of these
tools’ effectiveness.
The “Implementation and Evaluation” page brings it all together, with tips on how to
standardize training and streamline the enrollment process. Training tactics include the
development of an interactive training module, constant reinforcement of the initiative, and role-
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playing common scenarios. The enrollment process can be simplified by adding computer
terminals to waiting rooms and having staff available for troubleshooting. Patients should be able
to be enrolled at every point of contact—at the front desk, in exam rooms, or over the phone.
Electing patient portal enrollment advisors, collecting e-mails for bulk enrollment, and utilizing
an opt-out versus opt-in strategy are also offered. Implementation tips from the National
Learning Consortium (NLC) and AHIMA can be found on this page. Finally, the website has
links to the ONC, AHIMA, HIMSS, CMS, KLAS, and CHF (see Appendices A-H for website
screenshots).
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References
Butcher, Lola (2014). The patient portal to the future. Retrieved from
http://www.hfma.org/Content.aspx?id=22676
Centers for Medicare and Medicaid Services (2014a). Eligible professional MU Stage
1 spec sheets. Retrieved from http://www.cms.gov/Regulations-and-
Guidance/Legislation/EHRIncentivePrograms/Meaningful_Use.html
Centers for Medicare and Medicaid Services (2014b). Stage 2 EP spec sheets (2014). Retrieved
from http://www.cms.gov/Regulations-and-
Guidance/Legislation/EHRIncentivePrograms/Stage_2.html
Centers for Medicare and Medicaid Services (2015). Medicare and Medicaid EHR incentive
program basics. Retrieved from http://www.cms.gov/Regulations-and-
Guidance/Legislation/EHRIncentivePrograms/Basics.html
Compex Two (2015). Patient portal promotion tools. Retrieved from
http://compex2.com/patient-portal/
Cook, Gena (2013). 10 tips to marketing your patient portal to your patients. Retrieved from
http://navigatingcancerblog.dreamhosters.com/2013/05/20/10-tips-to-marketing-your-patient-
portal-to-your-patients/
Delbanco, T., Walker, J., Bell, S. K., Darer, J. D., Elmore, J. G., Farag, N., & Leveille, S. G.
(2012). Inviting patients to read their doctors' notes: A quasi-experimental study and a look
ahead. Annals of Internal Medicine, 157(7), 461-470. doi: 10.7326/0003-4819-157-7-
201210020-00002
Dooling, J. A. (2012). It's about the patient: Engagement through personal health records and
patient portals. Journal of Health Care Compliance, 14(2), 33-34. Retrieved from
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http://www.aspenpublishers.com/Product.asp?catalog_name=Aspen&product_id=SS152
08303
Gliffy (2015). Retrieved from https://www.gliffy.com/
GoDaddy (2015). Retreived from https://www.godaddy.com/
Goel, M., Brown, T., Williams, A., Hasnain-Wynia, R., Thompson, J., & Baker, D. (2011a).
Disparities in enrollment and use of an electronic patient portal. Journal of General
Internal Medicine, 26(10), 1112-1116. doi:10.1007/s11606-011-1728-3
Haun, J., Lind, J., Shimada, S., Martin, T., Gosline, R., Antinori, N., & Simon, S. (2014).
Evaluating user experiences of the secure messaging tool on the Veterans Affairs' patient
portal system. Journal of Medical Internet Research, 16(3), e75. doi:10.2196/jmir.2976
KLAS Research (2012). Patient portals: Provides choose path of least resistance. Retrieved from
http://www.klasresearch.com/news/pressroom/2013/PatientPortals
Kushinka, S. (2013, April). Patient portals in the safety net phase 2: Implementation. California
Healthcare Foundation. Retrieved from http://www.chcf.org/patient-portals/implementation
North, F., Hanna, B., Crane, S., Smith, S., Tulledge-Scheitel, S., & Stroebel, R. (2011). Patient
portal doldrums: Does an exam room promotional video during an office visit increase
patient portal registrations and portal use? Journal of the American Medical Informatics
Association, 18, i24-i27. doi: 10.1136/amiajnl-2011-000381
Office of the National Coordinator for Health Information Technology (2015). Office-based
health care professional participation in the CMS EHR incentive programs. Retrieved from
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Incentive-Programs.php
Office of the National Coordinator for Health Information Technology (2014). What is a patient
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portal? Retrieved from: www.healthit.gov/providers-professionals/faqs/what-patient-
portal
Office of the National Coordinator for Health Information Technology (2012). Viewing patients
as partners: Patient portal implementation and adoption. Retrieved from
http://healthit.gov/providers-professionals/patients-first-health-care-case-study
Wilkens, S. (2013). If you build a patient portal, why won’t they come? KevinMD. Retrieved
from http://www.kevinmd.com/blog/2013/04/build-patient-portal.html
Sanders, M., Winters, P., Fortuna, R., Mendoza, M., Berliant, M., Clark, L., & Fiscella, K.
(2013). Internet access and patient portal readiness among patients in a group of inner-city
safety-net practices. Journal of Ambulatory Care Management, 36(3), 251-259.
doi:10.1097/JAC.0b013e31829702f9
The Patient Portal (2015). Retrieved from http://www.patientportalbasics.com/
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Appendix A: Homepage
http://www.patientportalbasics.com/
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Appendix B: About – The Patient Portal
http://www.patientportalbasics.com/
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Appendix C: About – Benefits
http://www.patientportalbasics.com/
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Appendix D: Toolbox – Assess
http://www.patientportalbasics.com/
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Appendix E: Toolbox – Plan
http://www.patientportalbasics.com/
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Appendix F: Toolbox – Implement and Evaluate
http://www.patientportalbasics.com/
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Appendix G: Outside Resources
http://www.patientportalbasics.com/
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Appendix H: Contact
http://www.patientportalbasics.com/