What The Anthem Breach Teaches Us About Access Control


Post by Azam Husain


Senior Product Manager, Caradigm

As more details continue to emerge from the Anthem breach, the incident has put all healthcare organizations on notice. The estimated cost of the breach could be in excess of $100 million with as many as 80 million people impacted.[1] A breach of this magnitude is an important learning opportunity to think about healthcare security best practices and in particular, how to control access to sensitive data in organizations.  Here are several key takeaways from the breach for healthcare organizations.

Data thieves are looking for soft targets

Healthcare organizations are prime targets for cyberattacks not only because healthcare data is valuable, but because healthcare organizations have a reputation for being susceptible to breaches. In this HealthcareIT News article discussing the breach, Lynne Dunbrack of IDC Health Insights said “Cybercriminals view healthcare organizations as a soft target compared with financial services and retailers because historically, healthcare organizations have invested less in IT, including security technologies and services than other industries, thus making themselves more vulnerable to successful cyberattacks.” Until healthcare as an industry improves its adoption of security practices including data access control, cybercriminals will continue to view healthcare data as a vulnerable target.     

Improper access is a top security vulnerability

Investigators believe hackers accessed Anthem’s information by stealing system administrator credentials of five different employees. They also believe that the breach had been in progress for several years.  Benjamin Lawsky, Superintendent of New York State Department of Financial Services, said in this article that “Anthem is a wake-up call to the insurance sector really showing that there is a huge potential vulnerability here.”

Some have pointed out that Anthem should have encrypted the information, however, the greater shortcoming was the lack of proper access controls. Encryption would not have stopped attackers who had gained authorized credentials. The vulnerability was not in the software, operating system or hardware, but in the process of managing proper access controls based on business and operational requirements. 

Three types of safeguards are needed to control access to sensitive data

Managing access control can be challenging, especially with respect to preventing insider data breaches or simple mistakes by users with high level access. Anthem is not alone as many organizations need to tighten system access.  When providers are considering what strategies to employ to improve access control, they should consider three broad types of safeguards.  

1)      Technical safeguards – Grant role-based access to data and applications on a need-to-know basis.

2)      Physical safeguards – Control of physical workstation access and access to clinical applications.

3)      Administrative safeguards – Create comprehensive policies and auditing tools that allow a compliance manager to report on who has access to which systems, applications and patient records as it applies to their role.

Caradigm is the leader in Identity and Access Management (IAM) solutions, and is focused exclusively on healthcare organizations. If you’d like to discuss your access control needs further or see a demo, contact us here.   



[1] Osborne, Charlie. “Cost of Anthem’s data breach likely to exceed $100 million.” Retrieved from http://www.cnet.com/news/cost-of-anthems-data-breach-likely-to-exceed-100-million/. 2.12.15

Planning Your DSRIP Implementation


Post by Vicki Harter


Clinical Product Manager, Caradigm

We are in the middle of a broad and dynamic effort to reform Medicaid. In 2014, 30 states reported having some delivery system reform initiatives underway with that number increasing to 40 states in 2015.[1] Delivery System Reform Incentive Payment (DSRIP) programs are one example of Medicaid reform that is top of mind for provider organizations because of the significant funding available to support the transformation of care to Medicaid beneficiaries. Nine states (California, Illinois, Kansas, Massachusetts, New Hampshire, New Jersey, New Mexico, New York, and Texas) have indicated that they plan to implement or expand DSRIP programs in FY 2015, so for providers in those states, it is the right time to strategize how to implement a successful DSRIP project supported by health information technology (HIT).

The following are a few recommendations to consider in order to get your DSRIP Year 1 off to a strong start.

A Key First Win is Integrated Health IT (HIT)

In order to truly transform how healthcare organizations meet the needs of the Medicaid population, silos of care must be brought together. Healthcare collaboration has been challenging across the healthcare community due to the lack of interoperability of IT solutions, which prevents the aggregation and sharing of information across a diverse team of care givers. Integrated HIT across a health system should be one of the first goals of a PPS (Performing Provider System) because it enables the longitudinal information required to accomplish DSRIP projects including care coordination and population health management. When evaluating solutions, keep in mind that the integration of HIT is outside the scope of many population health solution providers that focus on a specific area of population health such as analytics or workflow efficiency. The ability to aggregate and share all data within a diverse PPS is a capability that few solution providers are executing on today.   

Factor in Speed of Results with Performance-Based Payments

DSRIP waiver funds are allocated with the achievement of specific performance metrics. Initially, those metrics will be process based, but they will become performance based for the majority of the program. In order to receive full funding amounts, implementation plans should consider the scale, speed and scope of deployment. As PPS’ are committing to take on a number of different projects, it’s important to identify synergies and efficiencies that can accelerate clinician processes and results across multiple projects. Without those efficiencies, clinicians can become bogged down by the amount of change management and new processes being introduced.  Examples of new efficiencies that are possible include:

  • Identifying patients that are most impactful in order to achieve faster results from targeted interventions.
  • Enabling an interoperable, longitudinal patient record across the PPS so clinicians don’t have to log into many different systems for the information they need.
  • Team-based care with clear roles and responsibilities assuring “top of license” activity.  
  • Enabling quality analysts and other clinicians to see performance analytics and gaps in care in real-time so those gaps can be closed quickly and even while still in the presence of a patient.
  • Automatically generating personalized care plans, task lists and interventions for care team members to enhance efficiency and reduce variations in care.
  • Utilizing those personalized care plans to generate self-management action plans for patients so they can engage in self-care.

Take An Enterprise Approach to Transform Care

The goals of DSRIP align very closely with population health approaches as both seek to transition from fee-for-service, episodic care to value-based care for a population across a community of providers.  The ultimate goal is health delivery transformation, which can’t be accomplished with a narrow, point solution approach. Point solutions for population health can be counter-productive to DSRIP goals because they sustain the silos and inefficiencies that DSRIP was intended to address. The difference with an enterprise population health approach is that it integrates all of the core capabilities needed for population health and true care delivery transformation: integrated information systems, health care analytics, care coordination and patient engagement.  An enterprise approach is also extensible, which allows providers to support today’s needs while planning for the initiatives of tomorrow.

Caradigm is the leading enterprise population health company that can help organizations succeed with their DSRIP initiative. To learn more about how Caradigm can help you plan your DSRIP implementation, please visit our DSRIP page, see our recent DSRIP press release or send a note here



[1] Smith, Vernon K. Ph.D., Gifford, Kathleen, Eileen Ellis Health Management Associates and Rudowitz, Robin and Snyder, Laura Kaiser Family Foundation. National Association of Medicaid Directors. Medicaid in an Era of Health & Delivery System Reform: Results from a 50-State Medicaid Budget Survey for State Fiscal Years 2014 and 2015. October 2014. 

The Population Health Marathon


Post by Peter Kinhan


Vice President/General Manager, GE Healthcare IT

There are significant changes underway in the healthcare reimbursement models. While changes are broad and rapid, it is becoming clear that this will feel more like a marathon than a sprint.

The US healthcare system is facing significant cost, quality and access challenges. Recognizing these challenges, and catalyzed by the Affordable Care Act, a variety of alternative Fee-For-Value (FFV) reimbursement models have emerged. These models emphasize value (higher quality per unit cost) rather than volume, like one-sided and two-sided Medicare or private shared savings models, bundled payments, partial and full capitation reimbursement models.
But when will the tipping point happen? When will the majority FFV revenue outweigh that of FFS. If this was a marathon, I would say we are still in the early miles when the legs are strong and buoyant. There are still many tests and challenges to come in the mid to late stages of the race.

Early results suggest that the transition from volume to value has not been easy for many providers. CMS ACOs results from PY1 & PY2 show that only 25% of participating ACOs were able to realize shared savings1. Furthermore, ACO data tracked by the Leavitt Partners LLC shows that after an initial start that led to nearly 700 private and CMS ACOs in the last 2 years, the rate of new ACO formation has slowed down2. These ACOs cover less that 10% (nearly 23 Million) lives so far, potentially suggesting that providers are currently “dipping their toes” and large scale adoption is yet to come.

One could make the argument that this trend mirrors a “hype cycle” where the initial expectation from population health is giving way to the realities on the ground and we are in the “trough of disillusionment”. There is no shortage of potential roadblocks that may delay the migration towards of large scale adoption – lack of a clear long term value based care strategy with a predictable business model, misalignment of incentives (physicians, payers, others), ever regulatory landscape, capability gaps. Despite the challenges, there is reason for cautious optimism. The majority of the ACOs improved on 30 out of 33 quality metrics and 25% of ACOs were able to realize shared savings. Given that many of these efforts were essentially pilot projects it would be fair to assume that important capabilities have been built and lessons learned for greater future success.

As the landscape continues to evolve, in addition to internally developing some of the core capabilities, providers will need a dependable partner who will continue to innovate and invest in new capabilities and solutions to best meet the evolving needs. At GE Healthcare, we not only understand the market challenges but also have made population health a core pillar of our integrated care portfolio and strategy. Through Caradigm, a joint venture between GE and Microsoft, we have augmented our CentricityTM portfolio to offer comprehensive industry-leading population health solutions. Looking ahead, we realize that the journey ahead will be difficult but ultimately rewarding. By continuing to innovate, grow our portfolio and collaborate with our customers, we are progressing to the finish line of transforming healthcare by improving care quality and population health outcomes.

This post was originally published on the GE Health IT Views blog.

What is an Enterprise Data Warehouse for Healthcare?


Post by Neal Singh


Chief Technology Officer, Caradigm

Healthcare organizations have become more aware of the need to leverage all of their data in order to support new population health management initiatives. An Enterprise Data Warehouse (EDW) is one of the key solutions many healthcare CIOs are considering to help accomplish this goal. In recent conversations that I’ve been having with CIOs, I often hear them say that they need more than what a horizontal EDW provides. The “Aha!” moment comes when CIOs realize that they need an EDW specifically designed for healthcare that has the vertical functionality needed to drive a scalable healthcare data and analytics strategy.

The first step in building an EDW for healthcare starts with choosing an enterprise EDW foundation. Caradigm has developed a deep integration with Microsoft SQL, a Leader in the 2014 Gartner BI Magic Quadrant that provides a strong horizontal EDW foundation including SSIS, SSAS, SSRS and Power BI tools. Caradigm has added an array of vertical functionality to that foundation to deliver an EDW for healthcare. Let’s explore further what distinguishes it from horizontal solutions.

A single-source of aggregated data in near real-time

Aggregating different types of data (e.g. clinical, claims, financial) from potentially dozens of systems across a health network is a core requirement for population health that horizontal EDWs are not equipped to handle efficiently.  An EDW for healthcare is different because it provides the following functionality that enables a single-source of data to be possible:

  • A healthcare data model that can automate the process of combining different data sources and data structures to create a single, longitudinal patient record.
  • Complex healthcare data aggregation parsers that automate the ingestion of data from all healthcare information technology systems and normalize disparate data to semantic healthcare terminology tailored to your enterprise.
  • The ability to use Hadoop and NLP (Natural Language Processing) to leverage and derive insights from non-structured data.
  • The ability to update and make the data available in near real-time as opposed traditional EDWs that require delayed monthly or quarterly batch processing.

Actionable and Extensible Data

An EDW for healthcare also must deliver the following functionality that enables the data to drive action:

  • The ability to write data back into source systems to surface actionable information at the point-of-care. This is a key requirement that allows you take action from insights.
  • Healthcare specific tool sets for non-technical clinical analysts that allow them to perform analysis and reporting with strong visualizations. You want to decrease the barriers for information access by bringing end users closer to data. The traditional route of requiring end users to work through IT for coding reports is slow and expensive.
  • Data exploration tools should enable insight discovery i.e. exploring data to discover hidden insights versus the traditional route of asking the questions and building rigid data marts around them.
  • Native support for predictive analytics like estimations of risk and predicted outcomes. Examples include cohort stratification, patient identification, risk modeling, readmissions management, and total cost of care.
  • Integrated out of the box analytics applications like Quality Improvement, Risk Management, and Condition Management that can leverage the EDW to perform and share analytics.
  • An open platform that can share data via web services APIs (Application Programming. Interfaces) or access via other 3rd party popular BI tools like Tableau, QlikView, and Spotfire
  • An application development platform that gives the ability to create new applications utilizing the EDW.

Security and Compliance

Lastly, but as important as any of the functionality mentioned above is the ability to provide a security model that is role-based, row based, field level redaction with auditability. This can be an important tool for HIPAA best practices.

My advice to providers is that they need to think about which tools can help them today and scale with their future needs. The overall strategy has to be extensible and simple from the customer’s point of view. Providers shouldn’t have to acquire multiple new systems, develop custom solutions, or build an internal team of developers.  Providers need a partner with a defined path forward that includes infrastructure, domain expertise, out-of-the-box functionality and tool sets that can simplify processes today while being able to adapt in the future. If you’re struggling to get out of the gate beginning with data aggregation, then that’s an indicator that there are missing fundamental capabilities. It’s unlikely that population health data capabilities can be patchworked together without delaying the timeframe for success and increasing costs.     

Caradigm is unique because we deliver a mature and comprehensive EDW designed specifically for healthcare.  We have already helped customers aggregate their data and are surfacing that information in clinician workflows to improve care. Once these core requirements are in place, providers are positioned well to succeed with their population health initiatives. I look forward to having more discussions with providers about how we can partner to help you realize the full potential of your data to support your population health efforts.

All Signs Point to Population Health Management


Post by Scott McLeod


Director of Product Marketing, Caradigm

In this recent Becker’s Hospital Review article, I found it notable that so many of the top 10 challenges and opportunities for hospitals in 2015 were related to population health management. In addition to population health, which was called out on its own, five other related trends included the shift to value-based reimbursement, M&A, system integration, the use of data, and the need to lower costs due to reimbursement rate differences. To that list, I would also add clinical integration and quality improvement as two other top challenges hospitals are facing. It’s interesting that while providers have a variety of challenges that fall into different buckets, population health is a single strategy that can help address them all.

Some providers are taking a conservative approach with population health because it is still so new, and they are trying to determine the best way to proceed. However, we’re starting to see more providers view population health as a strategy that is central to solving many of the biggest challenges they are facing. Those providers have already begun building their population health capabilities because they view them as requirements to achieve their overall long term strategy, which often falls into one or more of these broad categories:

Growth – providers seeking growth via acquisition, clinical integration, partnerships or the signing of new commercial contracts

Quality – providers that make quality their organizational focus and want to differentiate on it

Raise Margins/Lower costs – providers seeking to strengthen long-term financial performance by lowering costs and benefiting from risk-based contracts

Efficiency – providers that want to improve clinical efficiency and achieve better coordinated and consistent care

Population health solutions bring a broad set of value to organizations that allows them to solve a variety of business challenges. The core capabilities of population health are:

  • Data aggregation – merge and share all data from information systems across a health network
  • Predictive analytics – understand clinical and financial risk of a population to identify opportunities for improvement
  • Care coordination – improve coordination, efficiency and consistency of care in order to improve patient outcomes
  • Patient engagement – empower patients in self-care to modify behaviors that can improve patient outcomes 

One of the most valuable aspects of these core capabilities is that they can be applied broadly. Providers can use them to address today’s initiatives, but can expand and evolve them as new challenges emerge in the future. Whether it’s integrating the health IT systems from an acquisition, lowering the cost of care for a population in an ACO, expanding a clinically integrated network, or lowering readmissions rates, population health solutions are needed. I’m predicting that 2015 is the year that population health shifts from being perceived as a new concept to a core strategy that providers will be employing to achieve long term success.

Insider Threats Are Top of Mind for Healthcare CISOs


Post by Azam Husain


Senior Product Manager, Caradigm

I had an interesting conversation with a healthcare CISO at a recent event about what worries him the most. Even more than external malicious threats, he was most worried about employees abusing privileges and violating the trust they had been given by his organization. One of the most challenging aspects of information security is that the security perimeter keeps expanding, and now includes insider threats as well as external ones.

Recent healthcare breaches caused by insiders show that the CISO is justified in his concern. Last month, a former employee of a hospital was caught inappropriately accessing patient medical and financial records for nearly three and a half years causing a breach impacting nearly 700 records.  Also last month, a different provider received a ransom demand made by an unknown party threatening to release protected health information unless payment was received. The ransom email contained evidence of PHI from the hospital. After an investigation by external forensic experts, an internal threat became suspected because it was determined that hospital servers had not been hacked and remain secure.  Also recently, the FBI and the U.S. Department of Homeland Security (DHS) issued a warning about the increase in insider threats from disgruntled current and former employees.

These are all timely reminders about the serious risk from insider threats. External threats are already being addressed and generally understood today by security professionals, however, it’s the risk from internal threats that healthcare organizations may need to apply more focus.

The question then becomes how do you manage the trusted access you’ve already given to employees? Healthcare organizations can take control of the risk through a strong identity and access management (IAM) program. IAM is a solution that allows providers to give precise, role-based access to clinical applications that contain protected health information (PHI). That access can be granted or revoked in seconds, monitored, reported on and is easily available for audits.  IAM is a fundamental component of a good security and HIPAA compliance program, which all healthcare organizations are required to have in place.

To learn more about how providers are effectively using IAM solutions, you can sign up to view the recording of a recent webinar we hosted with Duke University Health System who talked about how they evolved their use of IAM as their business needs evolved over time.

What Could the Proposed MSSP Rules Changes Mean for ACOs


Post by Brian Drozdowicz


Vice President of Population Health, Caradigm

2014 was another year of learning for ACOs participating in the Medicare Shared Savings Program (MSSP). So far, the results have been uneven, as three out of four ACOs launched in 2012 and 2013 did not save enough to earn bonuses. Only five out of more than 300 ACOs felt confident enough to choose the option for a penalty and increased shared savings. The National Association of ACOs surveyed MSSP ACOs in October and found two-thirds were somewhat or highly unlikely to continue if they were required to accept penalties. Finally, on the Pioneer ACO program side, eight of the nine ACOs that left the program posted losses for the first performance year, and none of them earned shared savings.  

Given these results, many ACOs are understandably in agreement that they would like more time to acquire the infrastructure and expertise needed to revamp their models of care. In response to this feedback, the Center for Medicare & Medicaid Services (CMS) is proposing changes to encourage providers to stay in the program. A number of publications including Modern Health and Becker’s Hospital Review have posted good summaries about the proposed changes. I believe the key aspect of the proposed changes is that it would lessen the risk ACOs face in the short term while they gain traction in the program.

Clif Gaus, CEO of the National Association of ACOs, supports the extra time for ACOs because he said “It’s probably a decade-long process to redesign all of the care processes that lead to both better care and more appropriate care…There’s a big learning curve for many ACOs. They are almost new businesses starting from scratch.”

The proposed changes would create a much needed buffer, however, it’s also important for ACOs to realize that 2015 is the year they should accomplish the identification and implementation of technology needed to drive population health management and more shared savings. I found it interesting that CMS is also proposing to add new eligibility requirements to the program that will ask applicants to describe how they will promote the use of enabling technologies for improving care coordination as well as provide milestones and targets for the implementation of those technologies. This shows CMS has acknowledged the critical role that technology plays in the shift to population health although it is still a long ways away from making any specific recommendations.

Given our work with a variety of customers managing these challenges, I am more than willing to make recommendations about the various capabilities required to successfully support the transition to value based care and am passionate about helping others take that step. One of the most important things to focus on is to take a holistic technology approach that considers the entire organization – an enterprise population health approach. A narrow approach using point solutions can fall short because population health requires integrated technology to bring together data, analytics and workflows across the entire organization. For example, the technology requirements of a population health strategy are:

  • Aggregation, normalization and sharing of all of your data (e.g. clinical, claims, financial) in near real-time
  • Application of analytics to all of the data to stratify your population, uncover insights and enroll patients in programs  
  • Surfacing of the data, analytics and insights at the point-of-care (i.e. within care management workflows and EMRs) to make care more efficient and consistent for the targeted population

A gap in any of these requirements or a lack of integration between them creates inefficiencies that become a blocker to overall population health efforts. When there are synergies and automation between a platform, applications and workflows, that’s when tremendous efficiencies and improvements can be realized. This innovation is real, and Caradigm is the leading provider in the market delivering a comprehensive solution that enables enterprise population health. I’m anticipating that 2015 will be a pivotal year for ACOs as many adopt the technologies and strategies they will need to thrive. If you’d like to continue the discussion and learn more, send a note via this form.

DSRIP Leads to Population Health Management


Post by Vicki Harter


Clinical Product Manager, Caradigm

It’s challenging to provide care for the patients most in-need – the homeless, those with untreated, chronic health and mental illness. These patients often lack consistent primary care, and often only receive treatment when they go to the emergency room during an acute episode. It’s a lose-lose situation because the patients don’t sustain the improved health after leaving the ER, and costs are unsustainable for providers and U.S. taxpayers.  

The federal government saw the need for better coordinated care of Medicaid and uninsured patients, resulting in the creation of the Delivery System Reform Incentive Payment (DSRIP) program to help healthcare organizations transform how they deliver care to those patients. At its highest level, DSRIP is intended to advance the Institute for Healthcare Improvement “Triple Aim” of improving the health of the population, enhancing the experience and outcomes of the patient and reducing the per capita cost of care. DSRIP is also ultimately about Medicaid reform, moving to a system of care that promotes wellness rather than just manage sickness and promotes value of care over volume of care.

DSRIP points people in the right direction by emphasizing certain goals such as the “Triple Aim,” collaboration with community providers, avoiding preventable hospitalizations and clinical improvement for chronic diseases. What DSRIP does not do is specify how providers are going to accomplish those goals, which requires organizational change and new technologies. To complete the picture, healthcare organizations need a population health management strategy and solutions to enable that strategy.

Population health management solutions can reduce silos of care by sharing data and analytics across the community at the point-of-care. Patients are given a single plan of care focused on prevention and wellness that is then executed by a care team across the continuum efficiently and without redundancy. The result is an integrated community of providers that delivers better coordinated care to make patients healthier and keep them out of the ER and hospital settings.

The DSRIP program represents a great opportunity for eligible organizations to jumpstart a population health strategy. To learn more about the DSRIP program, you can watch this short video or contact us to discuss further.

 

Caradigm Employees Volunteer with Timmy Global Health in Ecuador


Post by Larry Nicklas


Senior Product Manager, Caradigm

Four Caradigm employees (Bryan Ferrel, Kathleen McGrow, Michele Kirkpatrick and Larry Nicklas) volunteered on a medical mission in Ecuador earlier this month. We asked Larry Nicklas, a Senior Product Manager for Caradigm, to share a few thoughts about his experience. It is a timely reminder that we have much for which to be thankful. Happy Thanksgiving!

What organization did you go with?

I went as part of a team organized by Microsoft that goes on an annual trip through Timmy Global Health (TGH) who works to strengthen local health systems and help end health disparities. We were based out of Tena, located in the Amazon Basin and would visit different villages each day that were 30 minutes to 3 hours away. Tena is the capital of Napo Province, about a 6 hour bus ride from Quito, the capital of Ecuador where we flew into.

What is healthcare like in Napo Province?

There’s a lot of health issues for the villagers that we visited with. Virtually everyone had a fever, cough, runny nose, and many had fleas and rotting teeth. Chronic conditions such as hypertension and diabetes were also common. In terms of healthcare resources, it’s pretty barren. A ”brigade” from TGH tries to visit 2-4 times a year. Usually, the nearest hospital is many hours away, but the locals don’t have transportation. If you can hitch a ride to the hospital, it’s like being in a facility from the 1920s.

What was the goal of the medical mission?

Each day, we set up temporary clinics in various villages to help as many people as possible get treatment, education and basic tools to improve health. It was pretty hectic as we were seeing as much as 125 people a day at a single clinic, from newborns to people in their 60s. Folks that need treatment beyond what we can provide on the ground are referred to other facilities, and TGH pays for these services.

What was the process like for patients?

The process was very similar to what patients experience here, although the setting and facilities were obviously quite different. Patients would be registered in a rudimentary EMR, then move on to different stations where they would explain why they need care, get basic vitals, can get blood and urinalysis work done, consult with a clinician, then get meds from the Pharmacy station, which was basically two dozen suitcases and plastic bins broken out by different drug categories. Most volunteers were assigned to different stations each day.

Did it change your perspectives on healthcare in the U.S.?

It made me think about how we have easy access to healthcare, but too often don’t bother to use it   compared to people who desperately need it, but don’t have a means to receive it. It also made me think about how easy it should be for us to maintain a healthy lifestyle and take care of ourselves better given the environment we live in.

Did you have a favorite moment from the trip?

I’d have to say it was a tie between interacting with the children and forming relationships with the incredible volunteer team. It was really eye opening for me to see people with so many medical and socio-economic problems who could still find it so easy to smile, laugh and play. There was also a deep camaraderie that developed within the team because of the unique experience we went through together – living in shacks in the jungle; seeing heartbreaking things in the villages, rallying each other to do our best to help. It was an amazing and emotional trip. I went to learn about a different culture and wound up also learning a lot about myself. We are truly lucky and blessed to live where we do. 

 

Pic 1

Kathleen, Bryan, and Larry with a new friend

 

 

 

Five Essentials of a Population Health Management Strategy Webinar


Post by Sandy Murti


VP of Partnerships and Alliances, Caradigm

In a relatively short amount of time, population health management has become one of the most talked about topics in healthcare. As more healthcare organizations take on risk for populations of patients, they need a strategy to transition away from episodic, single patient care. Many are considering population health as the answer to improve quality, lower costs and succeed with risk.  

Some organizations can stall in their journey to population health when they get bogged down by the volume of information they need to synthesize to successfully execute population health management programs. Furthermore, the magnitude of organizational change management required can be considerable for a large health network embarking on this journey. This requirement for population health advisory services along with an investment in the right technologies is one of the primary reasons Caradigm has formed an alliance with a leading healthcare consulting services provider like Beacon Partners.  The alliance brings together Caradigm’s population health software and the population health consulting expertise of Beacon Partners.   

This Friday, Wendy Vincent, National Practice Director Strategic Advisory Services, Beacon Partners and Ed Barthell, MD, Medical Director, Americas, Caradigm will present a webinar about the essential components of a population health strategy for provider organizations.  On the webinar they will cover the core components of a strategy such as:

  • How to identify populations to manage
  • How to coordinate care through partnerships and technology
  • How to engage your organization
  • How to optimize your current technology investment
  • How to measure success

I hope you can join us. You can register for the webinar here.