I was recently reading a Bloomberg Opinion article that discussed cost savings for end-of-life care. The piece brought to light the numerous articles, blogs, and research studies that highlighted challenging ethical and economic considerations for end-stage patients. Some review utilization and cost associated with futile care, others mention social factors influencing care decisions, and some discuss ethical dilemmas faced by providers in caring for this population.
In my years of caring for chronically ill patients, I learned quickly that you can never predict how an individual’s symptoms will progress. I had many patients who hung on in intensive care for months – while others showed up in the ER with a vague complaint, quickly deteriorated, and passed away within hours.
Any clinician can tell you that every patient is different. No two disease trajectories are identical. Symptoms progress and differ based on countless variables, such as comorbidities, overall health, and social factors. And it is the patient’s right to choose the type and intensity of care he or she wishes to receive. That said, how can we help patients navigate their circumstances, especially when they are at their most vulnerable?
Guiding Patients Through Their Care by Asking the Right Questions
Our healthcare system is designed to treat patients and manage comorbid conditions. As the system evolves to be more focused on preventive health, how can we educate and guide patients to seek the best care at the most appropriate time?
Regardless of how sick or well a patient is at any given time, it is the patient’s choice to determine how aggressively he or she wishes to be treated. Providers need to ask specific questions, at very specific times, in order to effectively guide their patients and ensure they receive the care they desire.
Providers must be cognizant of the care they provide to ensure that it meets clinical, ethical, and reimbursement standards. However, there is a lot of gray area. For example, if a patient is diagnosed with cancer and asked if he or she would like to pursue treatment, most will respond affirmatively. It is up to the provider to treat the patient holistically and place this diagnosis into context with rest of the patient’s plan of care.
These questions guide patients and family members to make the most educated decisions possible regarding their care.
Actively Engaging Patients to Meet Their Individual Preferences and Needs
Meaningful patient engagement and care management efforts empower providers to better understand the needs and wants of their patients. Although these conversations are difficult and may be unproductive at first, it is critical to encourage patients to open up about their personal goals that will inform how clinicians can best meet them.
An especially challenging – yet important – task is working with patients to complete an advance directive and discuss this with their loved ones. This should outline the type of care welcomed, as well as scenarios in which the patient would not want additional treatment.
By leveraging the right data and technology, clinicians and care managers can be prompted to ask the right questions at the right time. Instead of asking for all the answers at once, engaging in ongoing conversations triggered by diagnosis, utilization, and time may prove more productive for both the patient and provider.
Ultimately, providers must solicit information on how patients want to be treated, especially in the event that they are not able to verbalize their wishes. This should not occur under stress, but rather when patients have the opportunity to consider how each scenario impacts their general wellbeing, as well as that of their loved ones.
Developing a deeper understanding of a patient’s wishes may reduce utilization and systemic spend for a patient at the end of life, but that should never be the driving force of these initiatives. More importantly, these conversations improve the quality and experience of a patient – ensuring that treatment is aligned with the goals of that individual.
This article was written by CipherHealth’s Vice President of Clinical Services, Lyndsey Lord, MBA, BSN, RN. Lyndsey brings over 15 years of experience in clinical practice, healthcare operations, case management, patient throughput, and healthcare IT strategy to her current role at CipherHealth. Prior to joining CipherHealth, Lyndsey worked with healthcare providers to implement alternative payment models, such as BPCI, and supported clinical care redesign efforts to promote success within value-based healthcare programs.
Consumer demand is shaking up traditional industries more than ever. From Lyft to Airbnb, expectations for fast, convenient, and affordable options are allowing industry newcomers to grow and obtain significant market share across various market segments.
Healthcare is no different and arguably has more at stake in meeting patient demand, as financial incentives are tied to patient satisfaction and outcomes. Patients want the same affordable, easily accessible, and personalized options they have come to enjoy in other facets of their lives. However, the healthcare industry is struggling to keep up with these growing demands. According to a recent study, nurses spend 73% of their day on documentation and administrative tasks. Instead of conducting repetitive tasks with little value for patients, nurses can drive better outcomes by dedicating their specialized expertise to patient care. Understanding this, how can healthcare leaders address this challenge head-on by empowering their nursing staff to work at the top of their licenses?
Why Front-Line Healthcare Providers Need Workflow Automation
With growing documentation requirements, the administrative burden on nurses has ballooned over the last decade. Today’s nursing school graduates abide by this rule: “If it wasn’t charted, it didn’t happen.” By performing repetitive, potentially duplicative work, nurses must allocate significant time to tasks removed from direct care, leading to higher burnout rates.
Since provider engagement is an important strategy to drive better patient outcomes, addressing these challenges means more than hiring additional staff – requiring leaders to find smart ways of scaling processes and maximizing the resources at hand. By bringing automation into everyday processes, nurses can focus their expertise and specialized skillsets on care delivery.
How Automation Optimizes Experiences
To identify where automation technology can be valuable, it is essential to first understand what it means to automate. According to the International Society of Automation, automation is the creation and application of technology to monitor and control the production and delivery of products. Automation has been used in various industries to meet changing consumer demands. For example, retail companies understood they needed to tailor online shopping experiences to an individual shopper’s preferences. Personal shoppers enhance the in-store experience by recommending clothing items according to the client’s taste and style – creating an experience tailored to the individual. To create a personalized shopping experience for online shoppers, retail companies leverage automated technology that recommends items based on past purchases and recent page views. The success of online shopping may be attributed to the personalized experiences and instant gratification consumers receive. Similarly, automated technology can accelerate innovation in healthcare delivery by streamlining repetitive processes such that interactions can be tailored to the individual.
By leveraging automation in clinical workflows, hospitals and health systems can more effectively engage with patients without adding additional administrative burdens for front-line providers. Clinical workflows can be automated with enhanced clinical decision support, care management task assignment, appointment reminders, and post-discharge follow up outreach.
In the example of post-discharge follow up, hospitals can automate the initial outreach call or text to assess recovery status for all patients within a target population. The automated outreach triages those individuals who indicate concerns, empowering clinicians to engage patients with targeted and meaningful information. This contrasts sharply with traditional outreach methods, in which nurses become increasingly frustrated with unsuccessful attempts to reach patients with manual outreach processes.
Automated workflows ensure that staff not only have more meaningful conversations, but patients are connected to the resources they need more quickly. This reduces the likelihood of adverse events, such as avoidable readmissions.
How Workflow Automation is Accelerating the Healthcare of Tomorrow
By implementing the right technology that reduces repetitive work, hospitals and health systems will experience healthcare’s Quadruple Aim of improved patient outcomes, enhanced patient experiences, increased staff satisfaction, and lowered cost of care. To maximize labor efficiency ROI, leading healthcare organizations are leveraging automated technology to reallocate valuable nursing resources to direct patient care. When providers work at the top of their licenses, healthcare organizations are better equipped to face the growing challenges presented by the ongoing evolution of the industry.
To learn more about how automation is changing the healthcare industry, we invite you to check out these resources:
In today’s evolving healthcare landscape, finding the intersection between clinical workflows and information technology (IT) plays a key role in driving long-term success. In hospitals and health systems, the Chief Nursing Informatics Officer (CNIO) ensures clinicians have the tools they need to deliver high-quality care.
In a recent interview with Health System CIO, Nancy Yates, MSN, RN, RN-BC, CNIO of Providence St. Joseph Health, shares how to create and scale enterprise-wide processes that lead to better patient and staff experiences.
Identifying System-Wide Opportunities
Yates shares key challenges that CNIOs frequently face in developing technology-enhanced workflows, such as creating efficient and standardized systems that empower staff to deliver the highest quality and experience of patient-centered care. Driving towards a system standard is important to scale best practices across a 50-hospital system spanning six states.
In leading the informatics team at Providence St. Joseph Health, Yates helps front-line clinicians articulate their pain points by identifying the deeper issue: “What is the problem you’re trying to solve? Tell us what problem you’re trying to solve, and we’ll help you figure out the best way to do it and the tool for it.” For example, one of Yates’ key stakeholders is nursing leadership. After assuming her role as CNIO of Providence St. Joseph Health, Yates learned that nurses across service lines experienced challenges in developing optimal rounding workflows at the bedside, leading to inconsistencies in delivering high-quality patient experiences. Since everything was paper-based and difficult to track over time, it was difficult to establish accountability across teams.
In response to this challenge, different hospitals went “off in their own direction” to assess digital rounding solutions. These alternative options proved unsuccessful due to poor connectivity, complex reporting, and insufficient account management. Yates soon paused these disparate processes because “in an organization as large as ours you have to have standard platforms, and you can’t scale best practice tools when you’re doing it ten different ways.”
Selecting the Right Technology to Address Problems
To standardize and scale a system-wide solution, Providence St. Joseph Health embraced the opportunity to work with AVIA, the nation’s leading network for health systems seeking to innovate and transform care delivery. AVIA convened a group of health systems to evaluate, select, and implement the best digital rounding solution to improve the patient experience. After applying rigorous diligence to evaluate options with objective scoring criteria, AVIA conducted a “shark-tank” style event where top digital rounding companies conducted demos and fielded questions. Nursing, Information Systems, and Innovation teams reached a unified decision at the end of AVIA’s comprehensive evaluation process, aligning on CipherHealth’s digital rounding solution. After conducting their own due diligence and undergoing a 30-45 day discernment process in which each vendor demoed their product, Providence St. Joseph Health selected and approved CipherHealth as the sole rounding solution to drive enterprise-wide standardization and scale across the organization.
By removing typical biases that exist during the technology evaluation process, Yates and her team focused on features and ROI for system-wide deployment. Yates shares, “CipherHealth landed on top. It was efficient, easy to implement, and very intuitive from an end user perspective, meaning it takes less than 10 minutes to train someone on how to use the tool.” CipherHealth’s intuitive user interface enhances the rounder experience, making it easy to proactively resolve issues and conduct service recovery. With a longitudinal view of historic patient experience data and strong reporting and dashboards, Providence St. Joseph Health standardizes care delivery processes across the health system by comparing activity across individuals, departments, and hospitals. By leveraging real-time data to identify rounding best practices, Providence St. Joseph Health improves the quality of patient care and the overall experience for its entire patient population.
Yates and her team empower providers to drive accountability, consistency, and best-practice processes at the point of care by scaling CipherHealth’s digital rounding solution across the health system. As a result of moving from a manual to a digital rounding process, Providence St. Joseph Health enhances the patient experience, proactively identifies quality and safety process improvement opportunities, and streamlines staff workflows.
How CNIOs Can Achieve Success
Yates believes that a “partner who was willing to help us drive that process and be very open and flexible” was the key to successfully scaling technology for meaningful impact at Providence St. Joseph Health. In their search for a digital rounding solution, Yates and her team gathered feedback from stakeholders across the organization in order to understand the scope of the problem they were trying to address, determine the best solution to meet the needs of their patient population and staff workflows, and implement quickly at scale.
Ultimately, this journey provided Providence St. Joseph Health with a clear path towards developing a unified rounding standard across dozens of hospitals. By scaling a digital solution that optimized rounding processes, Yates and her team executed and maintained rounding best practices to increase patient satisfaction and better support nursing staff.
To learn more about how leading healthcare organizations leverage CipherHealth’s digital rounding solution to improve patient outcomes at scale, check out the following resources:
At CipherHealth’s June User Forum Webinar, John Dodd, Program Manager in the Office of Patient Experience and Engagement at University of Alabama at Birmingham (UAB) Hospital, and Jeff Richard, Clinical Informatics Director at Baylor Scott & White Health – The Heart Hospital Plano/Denton, discussed how they are achieving the Quadruple Aim with patient engagement technology.
During this peer-to-peer learning session, both Dodd and Richard shared how they are implementing and evaluating patient-centered initiatives designed to improve clinical outcomes.
Key Success Factors for Any Patient Engagement Initiative
As Dodd and Richard shared, any new initiative will require multiple stakeholders to drive success. Richard elaborated by providing three best practices to other healthcare leaders:
By following these steps, organizations are more likely to create meaningful and lasting programs that achieve desired results.
Putting these ideas into practice, Dodd highlighted how UAB Hospital leverages their digital rounding program to achieve Quadruple Aim goals – especially as it relates to their Transitions of Care (ToC) Rounds. Although UAB Hospital is currently performing dozens of rounding initiatives, the ToC rounds in particular leverage a multidisciplinary approach.
During the daily discharge planning meetings on inpatient units, leaders use their CipherHealth program to audit the quality of the ToC rounds and ensure that all necessary components of discharge planning are addressed. By partnering with CipherHealth to increase rounding compliance and improve rounding quality, UAB ensures that patient needs are met prior to discharge and length of stay is reduced.
Connecting Team Members to Coordinate Care
Both UAB Hospital and the Heart Hospital Plano/Denton are large organizations committed to transforming the patient experience. To achieve their respective goals, their leaders emphasize the need for strong communication and collaboration inside and outside of the hospital – both with patients and other team members.
Creating meaningful connections with patients inside the facility is the first step in creating a positive environment. Dodd shared three tips that staff should keep in mind during their interactions, especially during rounds.
To demonstrate the importance of identifying and acting upon patient issues and concerns, Richard shared how his team is engaging patients after undergoing CABG surgery. With post-op phone calls provided by CipherHealth, the hospital identifies common challenges that patients experienced upon discharge. After uncovering trends, providers at the Heart Hospital Plano/Denton developed tailored interventions to improve long-term recovery and reduce barriers to care among the CABG patient population – including the implementation of the Patient Advisory Nurse Line, an after-hours initiative that resulted in readmissions reduction.
Dodd showcases the importance of communication among team members in order to act upon patient feedback. During UAB Hospital’s Healing Environment Rounds, Arts in Medicine staff utilize CipherHealth’s alerts to streamline communication with Chaplains, Music Therapy, Pet Therapy, and other services. During the webinar, Dodd shared a touching story about a patient who loved creating artwork, but she didn’t have her glasses so she couldn’t see anything. After the patient shared this, the Arts in Medicine team were automatically alerted by alerts via the rounding technology and immediately delivered glasses, along with coloring supplies, to the patient. This demonstrating the role of real-time alerts in providing the highest quality and experience of care to patients.
As these leaders illustrate, patient engagement is an ongoing organizational priority that requires commitment from all stakeholders involved in how healthcare is delivered, experienced, and perceived. Empowered by technology, providers truly can meet patients where they are – across the entire continuum of care, foster effective communication, and deliver exceptional experiences for patients and their families.
To learn more about how leading healthcare organizations leverage CipherHealth’s patient engagement platform to transform the future of care delivery, check out the following articles:
During CipherHealth’s quarterly User Forum Webinars, clients share best practices in enhancing patient engagement across the care continuum with the CipherHealth user community. Contact us here if you are interested in learning more about the benefits of joining our community.
Given the intimate nature of OB/GYN visits and the role that these specialists play during memorable life events such as pregnancy and childbirth, patients tend to develop more personal relationships with their OB/GYN compared to their other physicians. As such, patient satisfaction is especially critical for OB/GYNs when it comes to optimizing quality of care and creating practice loyalty.
The shift toward value-based care has accentuated the importance of patient experience across the healthcare continuum and satisfaction is a key metric in measuring quality. With the introduction of the Medicare Access and CHIP Reauthorization Act, or MACRA for short, physicians’ payments for care of Medicare recipients will be tied to performance criteria, including various types of quality measures such as patient engagement experience, efficiency and outcome. While physicians with very low Medicare volumes could be exempted from MACRA, an exception that’s especially relevant to OB/GYNs, it’s anticipated that commercial plans will likely adopt similar payment models.
OB/GYN practices that proactively prioritize patient experience today will be better positioned to manage the transition to value-based care. Those that implement standardized procedures for the collection and evaluation of patient satisfaction data will be able to make more meaningful improvements to patient experiences, and in turn receive increased payments for value.
More than Reimbursement, Satisfaction Shapes Overall Practice Health
It’s also important to remember that patients are consumers of healthcare and they are footing a larger portion of the bill than ever before. When patients are conducting due diligence during the OB/GYN selection process or evaluating their current physician, they likely have high expectations of service. The degree to which a practice embraces a commitment to service quality can have significant impacts on patient loyalty and retention.
According to a recent survey, word-of-mouth is still considered the primary method of provider referral and online presence is increasingly influencing patient selection of providers. This same study found that a majority of patients cite customer service as the most important factor when it comes to influencing practice loyalty. To minimize patient churn and drive new volume, it’s important for OB/GYN practices to actively manage their reputation by leveraging patient feedback from online reviews, CG-CAHPS, and/or point-of-care surveys to continually make service improvements. Patients who are satisfied with their experience are not only likely to stay with their OB/GYN, but recommend the practice to others.
Three Strategies That Can Help Enhance Patient Satisfaction in Your OB/GYN Practice
Implementing processes and technology that captures the voice of your patients can significantly improve patient satisfaction in your OB/GYN practice. At CipherHealth we are thrilled to help practices and clinics achieve quadruple aim goals, including increasing patient satisfaction. For more information, explore our automated outreach, point-of-care surveys, and coordinated care management solutions.
As CMS and commercial payers continue to leverage new value-based payment structures, providers are seeking better ways to proactively understand and address patient needs. Thus, patient engagement is increasingly a top priority for leading healthcare organizations. According to the Chief Experience Officer of the Cleveland Clinic, the goals of patient engagement are threefold: to drive better health and outcome, to empower patients and caregivers to be active in their own care, and to reduce costs.
As patient engagement is a relatively new concept, many healthcare leaders struggle to identify where their efforts will be best spent. While there are many avenues to engage patients, technology must be utilized to keep costs low, satisfy patients, engage staff, and lead to desired health outcomes. To make the most of any health IT (HIT) investment, organizations should seek to partner with experienced market leaders that are at the forefront of patient engagement across the care continuum.
Since each patient has his or her own preference in how they would like to be engaged, patient needs vary along his or her care journey. To proactively identify needs and effectively engage patients in their care, providers must utilize solutions that meet patients where they are. This can mean before patients visit a facility, while they are experiencing an acute episode, and/or post-visit throughout their recovery.
Just as healthcare providers must meet the unique needs of their individual patients, HIT companies must meet the unique needs of the healthcare staff. To do this effectively, HIT solutions must be flexible, achieve tangible results, and provide support that is tailored to each provider.
Recently, CipherHealth was rated the highest performing digital rounding tool by KLAS. This top designation is reserved for vendor solutions that lead the digital rounding market with the broadest clinical and operational impact on healthcare organizations and their patients. CipherHealth was also ranked as the #1 patient outreach vendor in the 2018 Best in KLAS Report. As the patient engagement leader, CipherHealth is constantly seeking the input of each client so that they can meet the needs of their patients.
Together, CipherHealth and providers are achieving Quadruple Aim goals by improving care coordination and communication across the entire care continuum. To learn more about how to engage patients across the care continuum, read on.
We are excited to share that CipherHealth is named as the top-performing Digital Rounding vendor in the 2018 KLAS Performance Report. This honor is reserved for vendor solutions that lead the digital rounding market with the broadest clinical and operational impact on healthcare organizations and their patients. CipherHealth has the top-performing product in Needed Functionality, Quality of Phone/Web Support, and Likelihood to Recommend.
Increase Patient Satisfaction with Proactive Service Recovery
With payment incentives tied to patient and family satisfaction, it is critical for hospitals to proactively identify and address patient issues on rounds. With CipherHealth’s automated alerts and unique flagging feature, providers are able to quickly identify, track, and resolve patient concerns. In describing the power of real-time service recovery, one CipherHealth customer surveyed by KLAS explains, “We are hearing feedback from patients and families in real time, so we can fix issues before the patients leave. Previously, issues like that were not picked up. Patients would maybe complain to their nurses, but we wouldn’t know about problems until after patients completed our survey. We can initiate service recovery based on patients’ specific concerns.”
As more value is placed on a patient’s perceived experience, open communication channels and effective care coordination are critical to driving long-term success. As organizations seek to create a culture of rounding, it is important to measure the quality of care delivery through service recovery.
Demonstrating the Value of Actionable Data
To deliver care that is truly patient-centered, healthcare providers must utilize data to make targeted improvements. Leveraging actionable data to drive decisions will lead to more efficient use of resources and a greater chance of achieving desired results. By integrating CipherHealth’s patient engagement technology into day-to-day workflows, healthcare organizations are able to track a variety of initiatives on one integrated platform.
CipherHealth’s digital rounding solution captures patient, staff, and facility-level data on one platform to drive transparency across the organization. One KLAS-surveyed hospital leader shares, “CipherHealth has helped us to better understand and evaluate processes that we were previously unable to validate appropriately. So we actually uncovered quite a few things that were not working well, and we were able to fix them.”
We are honored to be recognized by KLAS as the leader in both digital rounding and patient outreach. By integrating multiple communication methods to meet patients where they are, CipherHealth empowers providers to effectively engage patients throughout the continuum of care.
Read on to explore how your organization can meet Quadruple Aim goals with CipherHealth’s integrated suite of best-in-class patient engagement and care coordination solutions.
2018 KLAS Digital Rounding Report, June 2018. © KLAS www.klasresearch.com
The Beryl Institute Community recently asked a question about how patients respond to the HCAHPS survey based on their rounding experience – specifically wondering if a patient would provide a higher score after their concern has been addressed on the round. To answer the question, we need to dig deeper into the rounding process at an organization.
Often, providers feel that rounds should provide a clear pathway to higher HCAHPS. Although that can be true, the key is not the round, but the resulting actions due to the round. In our experience, we have found that when leaders round and resolve the issue at the bedside, patients recognize this by providing higher HCAHPS responses. This implies the leaders are conducting purposeful, meaningful rounds – not “drive-by rounds” – with the objective of proactively identifying and quickly resolving patient concerns.
While this may seem obvious, in practice it can be harder to implement. Let’s take two real examples and show how the quality of a round impacts the patient experience.
Creating Meaningful Interactions with Purposeful Rounds
At one of our client organizations, leaders rounded on a daily basis during a patient’s 5-day length of stay. During the first round, the patient indicated some confusion with the potential side effects of her medications. The leader immediately contacted the patient’s nurse, who reconnected with the patient regarding the medication’s side effects. On a subsequent round, the leader checked in with the patient to see if she had any additional questions about her medications. Although she said no, she did have an issue with the cleanliness of the room. The leader contacted EVS and the issue was immediately resolved. This resulted in the patient providing top-box responses in six HCAHPS domains, including nurse communication and cleanliness.
Leave No Patient’s Needs Unresolved
By contrast, another client identified a patient who had a 14-day length of stay after an admission through the ED. She was transferred onto several different units and had a total of five rounds. During the first round, the patient identified issues with physician communication, call light responsiveness, communication with nurses, and understanding her medications. In the next three rounds, the nurse leader did not ask if her issues were resolved, but the patient continued to express concerns about her medications. By the time the nurse leader approached the patient for the fifth round, the patient refused, saying that talking about the same issues and improvements made her too upset. Ultimately, the patient did not provide top scores in any HCAHPS domain.
These two experiences highlight the importance of resolving issues during rounds and following up promptly to ensure they are resolved. The key is identifying when issues are reported and tracking the timeliness of resolution. The issues might be as simple as a dirty floor and as complex as communication with the caregivers. Regardless of the type of issue, patients want to feel they are heard and their care is being coordinated. This gives them confidence in their care, which results in patients reporting higher satisfaction on their HCAHPS surveys. By identifying and immediately resolving patient concerns, organizations can leverage their rounding strategy to enhance the patient experience. As in the story above, checking back with the patient to see if the resolution was satisfactory is yet another winning tactic.
If you are interested in learning more about strategies to increase patient satisfaction scores or if you need additional evidence of impact, I invite you to check out the following resources:
As the Senior Vice President of Client Success, Barb Davis, MHA, brings over 30 years of experience in healthcare quality and patient safety to her current role at CipherHealth.
May is Mental Health Awareness Month. As advocates and providers work to address the stigma surrounding mental health topics, there are ongoing regulatory changes that are shifting the healthcare industry towards integrated approaches to patient-centered care. Over the last decade, healthcare has undergone a major transformation to incentivize collaboration across specialties and settings. This has sparked a movement towards considering clinical, physical, and social needs holistically and prioritizing the best ways to assess, diagnose, and address behavioral health needs.
New regulatory incentives at the federal and state level have freed up funds that enable further collaboration among various providers. Value-based payment contracts between health systems and Managed Care Organizations have placed a deeper emphasis on enhancing collaboration, removing silos between care settings, and integrating community-based resources with clinical services. With centralized care management teams that span multiple provider organizations, these resources can better manage care and focus on addressing social determinants of health.
Breaking down the silos in healthcare and integrating primary care with mental health and substance use disorder services are an important first step in proactively identifying patient needs and coordinating care to address and resolve any potential issues. When provider teams address care delivery with a focus on the whole person behind the patient, they will be equipped to improve outcomes and in time, lower the total cost of care.
As we look towards the future, the next step is finding ways of enhancing collaboration by providing interoperable solutions that will remove the need for duplicative data entry and optimize limited labor resources, meet patients where they are, and further advance the progress in providing care that considers the whole person. With value-based care, providers are incentivized to look at the patient more holistically and treat more than just a symptom or condition.
For more information on mental health in the United States, please access these resources:
Elizabeth Lagone, MPH, is the Vice President of Government Programs at CipherHealth. Prior to her current role at CipherHealth, Lagone served as the Primary Care Strategy and Improvement Director for DSRIP Initiatives at One City Health, a subsidiary of NYC Health + Hospitals focused on population health, care management, and implementation of the state’s DSRIP program.