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Tag Archives/ Value-Based Care

Mar
27
2018

Today’s Healthcare Delivery System: How Post-Acute Providers Must Evolve to Succeed Under New Payment Models

Post-acute care providers such as home health agencies and skilled nursing facilities are operating in much different healthcare environments than they have in the past. There are more regulations and paperwork involved in meeting the bare minimum of participating in Medicare and Medicaid programs, which increases the cost of doing business. At the same time, per patient reimbursement levels are going down. Success is no longer defined solely by volume, as quality measurement has introduced itself to the world of post-acute care, which is something that hospitals and health systems have been adjusting to over the last several years.

In post-acute care, value-based measurement presents itself from two angles. First, the Centers for Medicare and Medicaid Services are showing their commitment to quality across the care continuum by incorporating utilization, patient experience, and outcomes into Home Health Value-Based Purchasing and Skilled Nursing Facility Value-Based Purchasing programs. On top of that, post-acute care providers are evaluated by their hospital and physician group referral sources – where it’s not uncommon to have people in place to manage and monitor their ever-narrowing network of post-acute care providers.

To be successful in this world, skilled nursing facilities and home health agencies must not only hit these measures, but do new and innovative things to stand out to their referral sources. There are many approaches to this, but it takes a certain level of comfort with deviation from the norm.

For example, according to LeadingAge, the average length of stay for Medicare beneficiaries is 26.78 days. Skilled nursing facilities should show that their short-term beds can operate as a ‘step down’ from hospital-level care by successfully servicing a higher-acuity patient with a lower overall length-of-stay. Home health agencies may look to diversify their service offerings and revenue streams, such as getting involved in ‘prehab’ activities for elective admissions or Chronic Care Management (CCM) billing support for physician group partners. Post-acute care providers should seek these partnerships and a seat the table outside of traditional episode-based referral arrangements, and be comfortable with risk/reward sharing agreements such as accountable care organizations and bundled payment programs.

Picking the right partner is not the only recipe for success in this new era. Providers should figure out how to improve their operating margins and do more with less, while simultaneously improving patient care. Investing in the right technology today can enable post-acute care providers to operate smarter and leaner. However, a technology vendor alone is not enough. It is critical to find the right technology partners who work alongside your organization to truly understand, act upon data, and create value. My advice for home health agencies and skilled nursing facilities would be to turn to your acute partners to see what has worked and what hasn’t in their journey to value-based care.

Value-based care isn’t going anywhere, and post-acute providers need to hop on the train before it leaves the station. For the home health agencies and skilled nursing facilities that figure this out, there is real opportunity. For those that struggle with change, there is rough and likely short road ahead.

Learn more about how CipherHealth can empower your skilled nursing facility or home health agency to lead the future of healthcare delivery.

JB Powell Headshot
John Banks Powell, MS, is the Vice President of Post-Acute Strategy at CipherHealth. Powell spearheads CipherHealth’s post-acute and bundled payment initiatives by partnering with providers across the care continuum.

Tags: chronic care management, HHAs, Post-Acute Care, SNFs, Value-Based Care
Mar
12
2018

Looking Towards Washington: Lessons Learned from New York State DSRIP

With the healthcare industry’s transition to value-based care models, optimal health system performance is redefined as enhancing the experience and outcome of the patient, improving the health of populations, and reducing the per capita cost of healthcare. As a result, states are designing and implementing innovative programs to reform how healthcare is delivered and paid for. Delivery System Reform Incentive Payment (“DSRIP”) Programs are a critical component of the evolving landscape of Medicaid delivery service reform. As part of federal Section 1115 Medicaid demonstration waiver programs, DSRIP provides funding that states may use to support hospitals and other healthcare and social service providers in improving how they provide care to Medicaid beneficiaries. The goal of DSRIP is to improve health and transform care delivery for the state’s Medicaid population through the integration and coordination of care across provider specialties and care settings, as well as increase the quality of and access to behavioral health services. Following the passage of the Affordable Care Act in 2010, the federal government approved the first DSRIP initiatives in California. As of February 2018, ten states are using Section 1115 waivers to implement DSRIP initiatives.

In January 2017, the Centers for Medicare and Medicaid Services (CMS) approved the state of Washington’s request for the Section 1115 Medicaid demonstration waiver, through which the state will provide performance-based DSRIP funding to regionally-based Accountable Communities of Health (ACHs). Today, at the start of their second DSRIP year, Washington’s ACHs will begin to execute their project plans. As Washington gets underway with project implementation and outcomes tracking, understanding DSRIP efforts in other states, such as New York, is critical.

Deep Dive: New York State DSRIP
Washington’s DSRIP program is modeled closely after New York’s DSRIP program, which is soon entering its fourth year. In April 2014, the federal government approved New York’s Medicaid waiver request, providing $8 billion in funding over five years. New York proposed an ambitious initiative designed to achieve a 25% reduction in avoidable hospitalizations through transforming the state’s healthcare system. New York’s DSRIP goals include increasing health access for underserved and low-income patient populations, improving disease management programs for targeted chronic conditions, enhancing collaboration across providers with robust population health and care management infrastructure, and developing a reformed value-based payment system for Medicaid managed care beneficiaries. Through DSRIP, New York is shifting from fee-for-service to value-based care models, with an increased focus on population health management and the relationship between patient connectivity and outcomes.

In New York, locally-based Performing Provider Systems (PPS) spearhead DSRIP efforts of a particular geographic region to transform the healthcare delivery system. Each PPS was responsible for conducting a comprehensive community needs assessment and developing tailored programs that address healthcare challenges with measurable metrics. To date, more than 5 million Medicaid beneficiaries receive care from more than 100,000 healthcare providers across New York’s 25 PPSs. In 2016, CipherHealth began partnering with various New York DSRIP PPSs to close gaps in care with clinically-validated and evidence-based care plans and comprehensive patient engagement protocols. By surveying low- and non-utilizing Medicaid and uninsured populations, CipherHealth’s integrated patient communication and coordination platform ensured that at-risk patients received the right care, in the right place, by the right provider. CipherHealth’s scalable care management solution empowered DSRIP entities to track and manage referrals amongst community provider networks.

Implications for Washington
New York’s DSRIP initiatives provide important insights that are directly applicable for Washington’s regionally-based Accountable Communities of Health (ACHs). As Washington’s ACHs are just starting their implementation of DSRIP projects and are likely to face similar challenges as New York’s PPSs, ACHs can consider the following lessons learned from New York:

  • Develop Data-Driven Insights: Washington’s ACHs may experience limited access to Medicaid claims data, which are critical for identifying at-risk patient populations. When exacerbated by a weak health information technology infrastructure, this may lead to significant challenges around measuring patient outcomes and completing DSRIP reporting on behalf of the region. Thus, it is vital for both the state of Washington and regionally-based ACHs to invest in robust analytics platforms that support the development of value-based payment foundations and implementation of new data-intensive care models.

  • Manage Implementation Processes: Similar to New York’s PPSs, Washington’s ACHs will bring providers and partners together to align regional needs and priorities, projects and actions taken, and investments. Since there is a significant administrative lift involved in reaching DSRIP initiatives, ACHs must be prepared to dedicate the time and resources necessary to ensure long-term success. This includes developing education and stakeholder engagement; IT, reporting, and funds flow infrastructure; legal and financial administration; project selection, implementation, and management; and identifying and funding new services to empower partners in achieving their DSRIP goals. Although initial phases of DSRIP projects focus on building infrastructure, it is important to develop these processes with a focus on the long-term measurement and improvement of clinical processes and value-based payment models.

  • Scale Care Coordination: Washington’s ACHs will need to integrate multiple provider types across the care continuum to optimize project design, implementation, and funds flow. Since care management services and providers traditionally operate in silos, DSRIP entities must establish effective integrated care management systems with partners. Washington’s ACHs need to face interoperability issues head-on in order to effectively coordinate care and promote collaboration across different regional providers. With New York experiencing significant challenges around establishing financial incentives for different DSRIP providers, it is crucial for Washington to develop clearly-defined roles for each partner type, expected activities, appropriate metrics and outcomes, and reimbursement methodology to promote interoperable communication and documentation systems.

In this era of value-based care, successful transformation of the healthcare safety net at the system and state levels requires trusted partnership across the care continuum. Healthcare organizations across the country have developed collaborative partnerships with CipherHealth
to improve access, quality, and coordination of care for at-risk patient populations by enhancing care transitions between healthcare systems and community support services.

Learn more about how CipherHealth can empower your organization to scale innovation in care delivery, clinical outcomes, and population health.

Liz Lagone Headshot

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.

Tags: Care Coordination, Care Management, Communication, DSRIP, Healthcare Delivery, Medicaid, Patient Engagement, Patient Experience, Value-Based Care
Sep
21
2017

Highlights from the National Association of Community Health Centers’ Com­mu­nity Health Insti­tute & Expo

CipherHealth recently attended the National Association of Community Health Centers’ (NACHC) Com­mu­nity Health Insti­tute & Expo, the largest annual gath­er­ing of health cen­ter clin­i­cians, exec­u­tives, con­sumer board mem­bers as well as Health Cen­ter Con­trolled Net­works and State/Regional Pri­mary Care Asso­ci­a­tions.

The conference explored numerous key themes and challenges facing FQHCs today:

  • The transition to Value-Based Payment reform
  • Identifying and addressing social determinants of health
  • Integrating mental health and substance use
  • Comprehensive patient engagement and care management

Representatives from NCQA and The Joint Commission additionally addressed the role of modern-day health technology systems and tools play in meeting PCMH accreditation requirements, such as instituting appointment reminders, addressing preventive health, and tracking patient progress towards treatment goals. They discussed the redesigned PCMH 2017 requirements, highlighting improved focus and flexibility, continuous practice transformation, updating documentation processes, and comprehensive and integrated care.

These key points aim to reinforce PCMH operational characteristics of patient-centricity, team-based coordination, enhanced access to care, and a systems-based approach to quality and safety.

Addressing Substance Abuse and the Growing Opioid Epidemic
Substance use disorders (SUDs) and the growing opioid epidemic in the United States was another key theme of the NACHC CHI Expo. Representatives from Watts Healthcare and UCLA’s Department of Psychiatry discussed the vital role FQHCs can play in treating patients with SUDs and the innovative ways to integrate behavioral health treatment with primary care services. This is as important as ever when 20.8 million people in the United States are living with a Substance Use Disorder. The Centers for Disease Control and Prevention estimated that more than 50,000 drug overdose deaths occurred in 2016, most of which involved an opioid. Since 1999, the number of opioid-related drug deaths has more than quadrupled.

The Impact of Social Determinants of Health
Additionally, in accordance with the World Health Organization, certain social determinants of health can lead to a disproportionate impact on the drug and opioid epidemic among underserved communities. Low birth weights, homelessness, and domestic violence, for example, are risk factors that FQHCs are primed to address with their patients. With the right tools and programs in place, FQHCs are positioned to make a significant impact in the communities they serve, particularly in bridging disparities for at-risk and vulnerable patients. New state and federal grant funding streams, such as state DSRIP programs, support the integration of behavioral health and primary care. Co-location of services allow clinics to employ new strategies around treating mental health and substance use disorders within the primary care space, including standardization of screenings, care management, and addressing social determinants of health.

With a commitment to help our partners serve their most at-risk patients through our innovative patient engagement technologies, CipherHealth is excited to partner with FQHCs to address the needs of underserved communities.

We’ll see you at the next NACHC conference in March 2018!

Tags: fqhc, Patient Engagement, Value-Based Care, value-based payments
Oct
26
2016

Home Health Care Solutions to Upcoming Challenges

A recent article from Home Health Care News outlines three obstacles to creating the home health agency of the future: regulatory barriers, lack of flexibility, and targeted fraud crackdown. While these are not easy problems to solve, with the right home health care solutions, agencies can face these challenges head on and see success. In the article, author Tim Mullaney calls for enhanced coordination and communication with all stakeholders from patients to policy makers to start overcoming obstacles.

Currently, home health agencies are being challenged with sharing risk across the care continuum in the move from volume to value-based purchasing. This change is not slowing down and to see success agencies need home health care solutions that help facilitate communication with patients between home care visits, as well as technology that makes reporting to payers and providers easier.

Starting to identify the right home health care solutions will create a foundation for success against these barriers. For a free consultation on how to set your home health care agency up for success amidst changing regulations, contact us today.

Tags: Care Coordination, Communication, home health care solution, Value-Based Care
Jul
08
2016

Introducing the Voice ROI Calculator

Did you know that investing in patient outreach can have extremely large returns? As penalties increase for poor patient outcomes, it is more important than ever for providers to find ways to efficiently reach out to patients and ensure they are on the path to recovery.

With Voice, your organization can see savings from HCAHPS increases, readmission reduction, and workforce efficiencies. To see what your estimated three-year return would be, click here and explore the amount of money your organization can start saving.

*The ROI calculator uses comparable data and proprietary algorithms to estimate total savings. To see how your organization can leverage customizable Voice programs to drive savings and improvements, request a demo.

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Tags: HCAHPS, HRRP, Patient Engagement, Patient Engagement Solutions, Patient Outreach, Post Discharge Follow Up, Value-Based Care, Voice
Jun
23
2016

3 Reasons Why You Should Start Investing in Population Health Initiatives

It is no secret that healthcare is moving from a volume to a value-based system. Although the transition will likely be slow moving and bureaucratic, it isn’t something providers can ignore if they plan to thrive over time. Over the past few years the term “population health” has been used to describe the health of a specific population. The initiatives in place range across healthcare utilizers, young and old, high-risk and low-risk, while spanning the care continuum.

As regulations continue to change and incentives begin to align with value-based care, population health will become a larger part of providers’ healthcare strategy. Below we explore three reasons why you should start investing in your population sooner rather than later.

  1. Small investments now will have great return in the future
    We are already in the midst of one of the largest payment reforms in healthcare. While voluntary bundled payment programs have been running across the country, this past April began the first example of mandatory bundled payment programs from CMS. This surely isn’t the end of mandatory initiatives and hospitals nationwide will be thrust into a new incentive structure.Investing in population health initiatives now will give providers an opportunity to set up the right infrastructure before these changes occur. HIE’s, data gathering, and risk-analysis all provide the opportunity to better understand population health needs and traits associated with high-risk patients. Providers who start these initiatives now will be better qualified to prevent patients from becoming high-risk and understand the types of programs that can successfully improve the health of various patient populations, setting themselves up for success in the future.
  2. Start cashing in on payment incentives
    There are already a variety of payment incentives available to providers to start cashing in on. Many states offer programs such as DSRIP that encourage care coordination and innovation. Taking advantage of these offers enable providers to start trying new programs and identifying ways to improve outcomes for their entire population with little to no upfront investment.Additionally, population health initiatives will likely positively impact current CMS incentive programs such as VBP bonuses through HCAHPS increases and the HRRP (Hospital Readmissions Reduction Program). Starting simple population health programs such as patient outreach calls or texts can potentially provide your organization with additional revenue through an extra boost on current payment incentives. 
  3. Cultivate a loyal community
    Population health initiatives are not limited to what happens directly before, after, or during an inpatient stay. They can be a way to actively engage the community in programs that improve outcomes and cultivate a culture of support. This in turn helps keep patient loyal to the hospital, an important thing to consider as transparency and consumerism in healthcare become more prominent.

Population health is going to be a topic of conversation for the forseeable future. It is a large part of value-based payments and over time will be a conerstone to provider success. Even small investments now will have a great impact on the future, and providers that start thinking about their goals now will be well-prepared as payment incentives change.

For information on how we can help you get started on your population health initiatives, contact us today.

Tags: Care Coordination Technology, Patient Outreach, Population Health, Technology, Value-Based Care
May
18
2016

5 Key Takeaways About MACRA

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At the end of April, CMS issued its proposed rule for the implementation of MACRA. This came roughly one year after the government ended the SGR formula for determining Medicare payments by signing the Medicare Access and CHIP Reauthorization Act of 2015 (MACRA) into law. The goal of the new legislation is to reward physicians for quality, rather than volume, and streamline existing programs.

Whether you agree or disagree with its execution, CipherHealth believes its main provisions are here to stay. Here are our 5 key takeaways about MACRA and MIPS:

  1. We project the performance period will be delayed and many of the requirements will be watered down. The bad news is that CMS proposes to use 2017 as the performance period for the 2019 payment adjustments, but the good news is that interest groups almost always succeed at delaying the implementation of onerous CMS programs. Bob Doherty of the of the American College of Physicians has told reporters that physician interest groups are moving toward asking CMS to start the reporting period on July 1, 2017, rather than January 1. Additionally, if the Meaningful Use requirements for Stages 1 and 2 are any indication, many of the requirements in the proposed rule are likely to be “relaxed” in the release of the final rule, which is targeted for early fall 2016.
  2. Almost all physician groups are likely to be required to report through the Merit-Based Incentive Payment System (MIPS) the first year of the program. CMS will use this data to determine which providers have met the requirements for the APM track. (Each year, eligible clinicians are allowed to switch between MIPS and APM.) As a reminder, MIPS participants can receive a positive, downward, or neutral payment adjustment to Medicare Part B base rates, starting at +/- 4% in 2019 and growing to +/- 9% in 2022 and later. APM participants can receive a 5% lump sum incentive payment on Part B services.
  3. The majority of providers will only qualify for the MIPS track. The government has proposed a few tracks for measuring performance and obtaining reimbursement: Merit-Based Incentive Payment System (MIPS) participant, Alternative Payment Model (APM) Qualifying participant, or partial Qualifying Participant. APMs include delivery models such as as MSSP Accountable Care Organizations. However, most physician groups are unlikely to meet the proposed nominal risk thresholds. (~95% of MSSP ACOs are participating in Track 1 of the program, which would not qualify them for an exemption from MIPS, as the proposed APM requirements only apply to Track 2 or 3.) That said, the nominal risk thresholds may be less stringent in the final rule.
  4. Quality is the most important category. MIPS adjusts Medicare Part B reimbursement based on a total composite score derived from four separate categories: quality care, cost-of-care/resource use, clinical practice improvement activities and the “advancing care information” program a.k.a. a modified Meaningful Use program. The quality composite score is weighted at 50% of the MIPS composite score the first year, declining to 30% by the third year, while all the other categories as proposed will be weighted at 10-25% until year 3, when cost/resource use is also weighted at 30% of the total composite score.
  5. Quality measures will be selected annually through a call for quality measures process, and are likely to include metrics similar to those of PQRS. MACRA identifies five quality domains (i.e., clinical care; safety; care coordination; patient and caregiver experience; population health and prevention). Eligible clinicians would choose to report 6 quality measures compared to the 9 measures currently required under PQRS. CMS indicates there will be more than 200 measures to pick from and over 80% of the quality measures proposed are tailored for specialists. In the recently-released final Quality Measure Development Plan, CMS prioritized the patient perspective with emphasis on patient-reported outcome measures (PROMs) and patient-reported tools, which could include PHQ-9 for depression. The government is also considering ways to make CAHPS surveys easier to administer for patient experience measurement.

The new requirements under MACRA are quite convoluted, and the details are unlikely to be fine-tuned until the release of the final rule later this year. The proposed rule was 962 pages and the Final Quality Measure Development Plan features 80 pages alone on the Quality Domain, for which no actual final measures are provided. However, for those who desire to read the fine print, the proposed rule is available here and the Final MDP is available here.

For more information about how you can prepare for MACRA, contact us today.

Tags: Alternative Payment Model, Care Coordination, Clinical Practice Improvement, High-Quality Care, Improve Quality of Care, MACRA, Medicare Physician Payment, MIPS, Quality Care, Value-Based Care
Apr
12
2016

Promoting Quality and Care Coordination: An Interview with Edgewood Place Skilled Nursing Facility

Promoting Quality and Coordination Across the Care Continuum: An Interview with Edgewood Place Skilled Nursing Facility on Technology in the Post-Acute Care Environment

In today’s increasingly connected world, it is becoming a standard industry practice for hospitals to interact with patients using technology. With CMS reimbursements now tied to patient satisfaction and quality measures, hospital leaders understand the importance of using technology to capitalize on payment reform. More recently, post-acute care (PAC) providers, including skilled nursing facilities (SNFs), home health agencies (HHAs), and inpatient rehabilitation facilities (IRFs) have turned to technology to comply with similar regulations.

To promote care coordination across the continuum, CMS will soon require PAC providers to standardize and report on quality, outcomes, and satisfaction. This increased transparency pushes PAC providers to improve the experiences of patients and residents, optimize care services, and reduce readmissions. Using hospitals as a model for success, it is clear that technology will be a key factor in this changing PAC landscape.

Recognizing this shift, Edgewood Place at the Village at Brookwood, a skilled nursing facility part of the Cone Health System in central North Carolina, has turned to innovative technology to improve residents’ experiences and outcomes. Edgewood recently partnered with CipherHealth to implement Voice, a post-discharge follow-up calling platform, and Echo, a digital tool to record personalized discharge instructions. This collaboration demonstrates Edgewood’s mission to keep residents healthy and happy long after they leave the facility.

Steve Swanson and Teresa Pennington, Administrator and Administrative Office Manager at Edgewood Place, spoke with CipherHealth about how they are strategically implementing technology to improve the care experience and prepare for payment reform.

Interview with Steve Swanson and Teresa Pennington

CH:  As you were making the decision to implement Voice for your follow-up calling program, what were the primary challenges that you were trying to address? What specific goals did your organization have when partnering with CipherHealth?  

Edgewood:  Our goal when implementing Voice was to receive feedback from residents about our care services and quality in a direct way. We partnered with CipherHealth not only to receive this important feedback, but also to have a better, more streamlined way to address any issues that residents may have related to their care. This program quickly became an essential component in providing high-quality care services.

CH:  What have been the residents’ reactions to the automated calls?

Edgewood:  The residents have been extremely responsive to the follow-up program. Through the reports we receive from CipherHealth, we see that the majority of our residents complete the entire Voice call, and when callback is required, tend to be very honest with our staff. This allows us to address issues before they lead to adverse events, such as hospital readmissions. This proactive issue resolution also helps increase resident satisfaction and boost referrals.

CH:  Was implementation of the calling system difficult?

Edgewood:  From the beginning, the calling program was very user friendly and easy to implement. Should we experience any difficulties, the Cipher team is always available and eager to lend support to ensure that we are comfortable with the technology.

CH:  What have you learned about your residents through the Voice and Echo programs?

Edgewood:  We have learned that many residents do not fully understand their discharge instructions at the point of discharge, but may not speak up at that time. Despite this initial apprehension, residents tend to acknowledge that they need help on the Voice calls. Our staff is automatically notified of these issues or questions, and we can intervene prior to the residents making a medication mistake, improperly managing their care, or returning to the hospital.

CH:  What are some of the successes that you’ve seen since implementing Voice and Echo?

Edgewood:  By spotting trends in residents’ behavior and issues reported, we have been able to address several challenges that are typical of SNF residents post-discharge, for example, helping them obtain DME, Medications, and O2. Voice and Echo have also allowed us to promptly answer medication and therapy questions to prevent mistakes that could lead to hospitalizations.

CH:  Can you speak to the value that you see in Echo, the digital discharge instruction recording tool, specifically?

Edgewood:  With the Echo program, residents have the option to go back and listen to discharge instructions as many times as they would like at their convenience. This helps ensure that residents understand their care plans and comply properly with instructions. We’ve seen that the residents who listen to their Echoes have required fewer manual callbacks or interventions from staff.

CH:  What is the role of innovative technology in SNFs, as players in the industry work to position themselves as a value-base partners to their referral sources?

Edgewood:  Innovative technology is the most effective way to consistently receive meaningful feedback and drive improvements. We see the direction that medicine is moving in, and we believe that care does not end when a patient or resident walks out your door. We aim to offer high-quality care from the beginning of a resident’s experience to the end. Care must be coordinated at all levels, from hospital – to SNF- to Home Health – to outpatient – to independence, and on. We must work to prevent readmissions and additional expenditures to the referral sources, insurances, and the patients.

Key Takeaway

As highlighted by leaders at Edgewood Place, care extends far beyond the point of SNF discharge. Arguably, the window immediately after a patient or resident returns home or transitions to a lower acuity care setting is the most important time for providers to reach out. Having a robust discharge process including patient or resident follow up helps to prevent avoidable complications and hospitalizations, and creates a positive, lasting impression of the care experience. For Edgewood, incorporating Voice and Echo has allowed the organization to better understand its residents and make informed changes to improve quality of care and outcomes.

To learn how your organization can use Voice and Echo to improve quality of care and outcomes, and prepare for payment reform, contact us today.

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Tags: Care Coordination, CJR, Discharge Instruction Adherence, High-Quality Care, IMPACT Act, Improve Outcomes, Improve Quality of Care, Post Discharge Follow Up, Post-Acute Care, Recording Discharge Instructions, Resident Satisfaction, SNF, SNF Follow Up, Value-Based Care, VBP
Contact our team at info@cipherhealth.com to see how we can help improve your healthcare system.

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