4Q 2015ALLSCRIPTS MAGAZINE

How St. Clair Hospital’s emergency department reduced waiting times

Executive Insight: Achieving the Promise of Health IT in the U.S.

Q&A: The Rise of Precision Medicine

10 Creative Ways to Improve Patient Portal Enrollment

Battling Chronic Disease with Data

Advancing Personalized Medicine with an Open Health IT Market

Delivering Care When Every Minute Counts

3 Executive Insight: Achieving the Promise of Health IT in the U.S.

By Paul Black

Information exchange can lead to quantifiable advancement in healthcare delivery. Unfortunately, not all stakeholders seem to be equally motivated to make it a reality.

4 Delivering Care When Every Minute Counts

Prior to 2008, St. Clair Hospital experienced an increase in patients waiting for treatment in the emergency department (ED). In addition, lack of available beds further crowded the waiting room. So the hospital launched an initiative to transform the ED.

7 Q&A: The Rise of Precision Medicine

By Assaf Halevy

How technology will help hasten precision medicine into health care’s mainstream.

8 10 Creative Ways to Improve Patient Portal Enrollment

By Meredith Hilt

Clients are thinking outside the box to engage patients.

10 Battling Chronic Disease with Data

How Cincinnati, Ohio’s MediSync steers medical groups toward improved care.

13 Advancing Personalized Medicine with an Open Health IT Market

By Stanley Crane

Health IT has a huge opportunity to improve patient care by combining genetic and genomic information with other patient data.

Allscripts 222 Merchandise Mart Plaza, 20th Floor Chicago, IL 60654

1.800.654.0889

www.allscripts.com

Editor-in-Chief

Tom Lynch

Senior Editor

Meredith Hilt

Operations Manager

Haley Yanello

Designer

Margaret Puckett

Continuum Magazine

Copyright ©2015 Allscripts Healthcare Solutions, Inc.

3

4Q 2015

Interoperability is critical to the industry’s health improvement goals, as more independent doctors (the backbone of care in the United States) use Allscripts software than any other commercially available product. If a stakeholder were to intentionally get in the way of health information exchange, it would be bad for caregivers and patients. And it could be anti-competitive. Period.

How the industry can advance interoperability

Information exchange can lead to quantifiable advancement in healthcare delivery. Unfortunately, not all stakeholders seem to be equally motivated to make information liquidity a reality.

Congressional investments have helped achieve benefits from electronic health records (EHRs), as adoption in and of itself provides clear value to patients, such as fewer medication errors, reducing occurrence of sepsis and many other examples. But clinical data exchange is not yet where it needs to be. There are many factors to address to be successful.

Real standards-development progress is currently underway, and the private sector will continue to develop, adopt and modify new standards as the market determines what is needed to satisfy new opportunities. As standards mature and become broadly available, further progress and a reduction of costs for consumers will occur more frequently when all organizations follow available standards — such as public health registries, labs (with uniform compendium), state health information exchange organizations and others — rather than taking custom approaches, as happens today.

It’s also important to harmonize state laws and regulations, particularly those related to privacy, security and patient consent. Clarity among providers about how the data will be used outside of patient care will help alleviate legal and liability concerns.

We need to expand beyond the narrow focus of how we transmit data and instead agree on what data we store, and how we store it. It will also be important to develop a national patient matching strategy, a way to identify each individual patient. This is a real challenge to robust data exchange, patient safety and provider adoption.

Further, it will continue to be vital to increase use of health information by patients and their caregivers, clarifying that some level of accountability for their health outcomes rests with them. Activation strategies will help (where both Congress and the payers can help), as will greater transparency around interoperability and health IT among all stakeholders, including patients.

Beyond all that, though, the sluggish progress most closely stems from one critical deficit: the lack of a strong business case or a true market driver for interoperability.

Interoperability needs financial motivation and time to succeed

The current U.S. payment system does not broadly offer financial motivation for providers to create an interoperable healthcare environment, given that the burden of cost and potential loss of revenue falls to them almost exclusively. Healthcare providers are genuinely, sincerely committed to their lifelong pursuit of providing the best possible patient care, but the common reality of running on only a few days’ cash flow sometimes trumps loftier aspirations.

Much as policy emerging from the Centers for Medicare and Medicaid Services (CMS) has already had a marked impact on hospital readmission rates by associating them with payments, creating a direct relationship between payment and data exchange would have the same result. This could be the strongest step taken to create a genuine imperative for industry-wide interoperability.

We expect new delivery system reform programs that are paying on outcomes — such as Accountable Care Organizations (ACOs), the Comprehensive Primary Care Initiative (CPCi) and the replacement of the Sustainable Growth Rate payment schema with the new Medicare Access and CHIP Reauthorization (MACRA) — law will advance interoperability in coming years. Elements of Meaningful Use Stage 3 that are associated with data exchange and care coordination will drive success, and Congress should let these changes play out before passing additional interoperability legislation.

Generally, the same recommendation applies to standards. It is important to allow time for maturation and to fine-tune elements that the industry is already embracing (for example, Direct and C-CDA). We should drive toward higher adoption and consistent

implementation of those standards, rather than develop new ones. There is no need to toss aside approaches that are working.

Stop information blocking and data bullying

Another important consideration in evaluating information sharing are the physician practices and independent hospitals that have been pressured to leave their current EHR system for one used by a large enterprise health system in their area.

This concept is sometimes called “data bullying,” because one party won’t establish connectivity between current systems already in place, and in some instances will even put up indirect roadblocks associated with its own business goals. For example, sometimes larger health systems compel change through conversations about referrals and threats not to include people in data networks. Such “information blocking” is generating a great deal of attention from Congress and The U.S. Department of Health and Human Services, but the power to solve the problem really rests with the private sector.

With today’s technology, it isn’t necessary to change EHR systems to provide physicians and other medical professionals with access to the information they need. The rip-and-replace strategy is outdated with today’s advanced data-exchange capabilities.

An additional factor at play is the commoditization of data. “Big data,” population health, personalized medicine, quality-driven reimbursement and information exchange — each is a conversation about knowledge, insights, connected networks and data’s enormous potential. These are exciting times because the potential for patients is enormous, but ambiguity regarding the “ownership” of data will continue to be a significant factor in negotiations around interoperability.

I feel strongly that the health IT industry has an obligation to advance interoperability, along with the organizations that we support. For the good of patients everywhere, stakeholders across the industry need to work together until we have achieved success. n

Achieving the Promise of Health IT in the U.S.

EXECUTIVE INSIGHT

By Paul Black, Allscripts Chief Executive Officer

4

CONTINUUM

St. Clair Hospital’s emergency department (ED) is the busiest in southwestern Pennsylvania, U.S.A. Prior to 2008, St. Clair experienced an increase in the number of patients waiting for treatment in the ED. In addition, lack of available inpatient beds delayed patients who were ready to be admitted, further crowding the waiting room. The average door-to-room time for a St. Clair ED patient was nearly 45 minutes, while the door-to-doctor average wait time was more than 75 minutes.

Delivering Care When Every Minute Counts

5

4Q 2015

“In the years leading up to the ED transformation, it was broadly recognized that the ED was not performing at peak efficiency,” St. Clair Hospital Vice President and Chief Information Officer Richard J. Schaeffer says. “We knew we had to focus on improving patient flow with technology.”

St. Clair launched an initiative to improve the three stages of patient flow: 1) input, when a patient presents to the ED for treatment; 2) throughput, delivering care to the patient; and 3) output, transitioning the patient to inpatient care.

Health information technology was crucial to the initiative’s success. To fully address patient flow, the organization needed capabilities such as an ED status board, analytics, computerized physician order entry (CPOE), electronic documentation and bed management systems.

After implementing Sunrise™ Emergency Care in 2007, the organization significantly reduced wait times, increased patient satisfaction scores. It estimates the return on its electronic health record (EHR) investment to be $4 million over four years.

Increasing visibility and enabling coordination between the staff

Sunrise enabled bedside registration, so clinicians can perform both triage and registration when the patient arrives in a treatment room. The patient then appears on the electronic status board, which captures every process related to that patient’s care. “Visual cues are so valuable. Sunrise data is displayed on large screens in the ED so staff is always aware of length of stay and treatment progress,” Schaeffer says.

Staff can easily track the patient’s status, if the patient is out for another

6

CONTINUUM

procedure and how long the patient has been in the ED. “The adage ‘out of sight, out of mind’ applies to ED patients who leave the unit for testing or procedures,” Schaeffer says. “We use timers to track patients in other locations and trigger intervention when their absence exceeds set time parameters.”

The ED nursing staff completes all clinical documentation within Allscripts Sunrise, making it readily available for physicians and other members of the care team. St. Clair developed CPOE protocols, groupings of commonly ordered medications and order sets based on chief complaints, to further help move the patient through efficiently. Most importantly, the inpatient units use the documentation, which contains the patient’s complete chart in the ED, to prepare for the patient.

Shorter waits, happier patients

Using Allscripts Sunrise, St. Clair made significant improvements in its ED the first year of the initiative. For example, it reduced waiting room times from 49 minutes to 4 minutes, a 92% reduction. It decreased the amount of time patients spent waiting to see a physician from 76 minutes to 28 minutes. St. Clair also achieved a one-hour reduction in the time from entry into the system to discharge from the ED.

Patients are pleased with these changes. Patient satisfaction scores increased from 14% to 99%, distinguishing St. Clair as the top ranking ED in the nation among Press Ganey’s database of large EDs for several survey periods. “Patients need fast, high-quality, safe care in the ED, and the ratings indicate that those patient needs are being met,” Schaeffer says.

Increased case volume leads to increased ROI

Using fiscal year 2008 as a baseline, St. Clair calculated the number of increased cases due to the ED initiative. These cases generated a contribution margin of more than $40 million from 2009 through 2014. “Conservatively, attributing only 10% of our increased case volume to improved patient throughput enabled by the EHR, we achieved a return on investment of $4 million,” Schaeffer says.

Schaeffer continues, “Our staff used [Allscripts Sunrise] to address the healthcare needs of our community, and with that focus improved our patients’ outcomes and overall experience. Allscripts has been a valued partner in our strategy to invest in health information technology to better serve our patients with effective, innovative methods.” n

BY THE NUMBERS

St. Clair Hospital (Mt. Lebanon, Pennsylvania, U.S.A.)

ABOUT

Independent acute care hospital

328 beds

480,000 patients

3,000 physicians and staff

SOLUTIONS

Allscripts Sunrise™ solution, including:

• Sunrise™ Acute Care

• Sunrise™ Emergency Care

• Sunrise™ Enterprise Scheduling

• Sunrise™ Patient Financial Manager

OUTCOMES

Reduced waiting room times 49 minutes to 4 minutes (92%) in one year

Decreased time to see a physician 76 minutes to 28 minutes (63%) in one year

Reduced time from entry to discharge by one hour in one year

Increased patient satisfaction scores 14% to 99%, ranked number one ED in the U.S.

Increased case volume and contribution margin $4 million over four years

7

4Q 2015

What is precision medicine?

AH: Precision medicine is the ability to match the best treatment plan for a patient, based on genomic, environmental and personal health information. This individualized care plan is far better than trial-and-error approaches common in medicine today.

Scientists first mapped the human genome more than a decade ago, and health care has matured its capability to use genomic information to improve diagnosis and treatment. Studies show that a majority of physicians agree that precision medicine will influence everyday clinical practice in the near future.

What are some of the challenges of using genomic information at the point of care?

AH: Clinicians want to learn the meaning of genomic information, understand the relationship between these characteristics and diagnoses, and know how to respond. They want to know which patients will benefit most, and how to keep up with the latest findings as research progresses.

Clinicians should be able to access all of this information, in a meaningful way, at the point of care through their electronic health records (EHRs). Interoperability across the continuum of care is fundamental to precision medicine’s success.

The Rise of Precision MedicineQ & A

Allscripts recently expanded its partnership with NantHealth, the innovative company pioneering precision medicine for cancer treatment. Allscripts Senior Vice President of Precision Medicine Assaf Halevy talked with Continuum about how technology will help hasten precision medicine into health care’s mainstream.

Technology can also help ease other considerations regarding genomic-based treatments, such as financial cost. Mapping the full genome can be costly at first, but we already see examples of affordable models. Payers in the United States will have an opportunity to use genomic information as a basis for new insurance products and programs.

What benefits will precision medicine bring to health care?

AH: Instead of reactive approaches, precision medicine seeks to move health care toward more proactive and, ultimately, predictive approaches. For example, if a man has a genetic mutation linked with an increased risk for colon cancer, providers and payers can monitor his condition more closely with a higher frequency of subsidized colonoscopies.

As the industry more widely accepts precision medicine, across different disease states, we see new trends in population health management. Precision registries help define populations and subpopulations, identifying patients that require more customized treatment.

What role will patients play?

AH: Patients will play one of the most important roles in precision medicine. Precision medicine will require increasing consumer engagement, as they need to provide a lot of information and ultimately should receive, understand and keep their own genomic maps.

The rise of consumer access to genomic information enables clinicians to engage them more productively. Proactive and predictive interventions are only possible with full cooperation from patients. Only then will we realize the full potential of precision medicine to provide a better quality of life. n

8

CONTINUUM

I’m the too-busy-too-sick-too-lazy patient who didn’t sign up for your portal.I recently had a procedure that involved a hospital, surgeon, specialist and primary care physician. All providers gave excellent care, and I’m back to full health. All providers also asked me to sign up for their patient portals. Those efforts were not as successful.

Why not? One email invitation came in the stressful weeks before surgery, when I was squeezing in required pre-op medical tests between pay-it-forward carpools and wrapping up work assignments (too busy). Another one

came while I was raw from surgery and on painkillers (too sick). I think another invitation is still gathering dust in my inbox (too lazy). Did I even get the last invitation? I don’t remember.

Every organization used the same approach to invite me to sign up for the portal: ask for my email address and follow up with an invitation. Often I couldn’t tell which portal belonged to which provider. That approach just didn’t work for me.

Every patient is different. Every practice is different. So it makes sense that there is no one-size-fits-all approach to patient engagement.

10 Improve Patient Portal EnrollmentCreative Ways to

By Meredith Hilt

9

4Q 2015

Motivation takes many forms, and the practices that keep trying new tactics will find what works best for their patients.I am signed up for one portal now, because a nurse told me it was the fastest way for me to get test results. She was right, and I’ve used that portal to ask questions about those results. That’s the approach that worked for me: one good reason and a personal touch. n

Allscripts clients have used many simple and creative ways to get patients involved in their own health. Some of the approaches that have worked for them include these:

Thinking outside the box to engage patients

1. Work as a team. Getting your message across takes consistency and good, old-fashioned repetition. If the front desk staff, nurse and physician all ask, “Hey, did you hear about this new tool?” the patient will find the invitation harder to ignore.

2. Inspire healthy competition among physicians. Some practices print scorecards that list enrollment rates by physician, department or location. It can spark friendly rivalries that keep progress moving in the right direction.

3. Focus on specific patients. It’s not necessary to enroll every patient, every day. One practice asks its providers to focus on the first patient of the day, and the first patient after lunch, because these appointments tend not to be as rushed.

4. Use that bandwagon. Tell your patients how many people are using your portal every week. If you have hundreds checking the portal every week, it may get others thinking, “Hmm. What am I missing?”

5. Look for patients who like to do things online. That patient glued to her smartphone or the patient who hates making phone calls might be delighted to learn what your portal has to offer.

6. College students want apps. One of our clients is in a town that’s home to a university with 20,000 students. This client’s experience shows that browser-based solutions are not as successful as apps.

7. Assure patients that private info stays private. With so many stories about data breaches in the news, it’s understandable why patients are concerned about privacy. Explaining how you keep data secure can help alleviate concern.

8. Sweeten the deal with prizes. Don’t underestimate the power of a coffee shop gift card or a drawing for the latest fitness tracker.

9. Offer special events after hospital stays. One hospital created events, where it invited recently discharged patients back to the hospital to learn about the portal and provide feedback. Who doesn’t love to give opinions?

10. Hire temps. This option works well for higher-volume practices. It eases the burden on current staff, while making sure someone on site is solely dedicated to enrollment.

10

CONTINUUM

11

4Q 2015

withChronic Disease

Data

Battling

MediSync uses Allscripts TouchWorks® EHR and Allscripts Practice Management™ to help its medical practices earn national recognition for chronic disease management. For example, data and quality processes helped one practice achieve evidence-based standards for 92% of its hypertension patients, compared with just 40% before the initiative. Based in Cincinnati, Ohio, the organization has achieved similar results for other chronic diseases, such as pediatric asthma and diabetes. Commitment to quality processes has also enabled a payment collection rate of 99.2%.

Since 1996, MediSync has been the management services partner for two medical groups, including PriMed Physicians of Dayton, Ohio. MediSync’s expertise in strategic planning and quality disciplines, such as Six Sigma and Lean, helps elevate medical practice performance.

“Our real mission is to help all medical groups raise their performance,” MediSync Chief Operating Officer Charlie Hardtke says. “We’ve made that happen for PriMed Physicians and can package it to help other medical groups improve medical quality, financial results and value-based contracting.”

MediSync has worked with 150 clients across the U.S. with a variety of quality efforts in both clinical and financial areas. These clients use a variety of electronic health record (EHR) and practice management systems — some use Allscripts.

“We work with a lot of different systems. Allscripts ease of use and data accessibility have allowed a higher level of success,” Hardtke says. “We’ve gotten national recognition for our work in hypertension, diabetes and asthma.”

MediSync implemented Allscripts Practice Management in 2007 and TouchWorks EHR in 2008. “TouchWorks is an extensive EHR that enables us to capture a lot of data,” Hardtke says. “We can do extensive data manipulation and reporting...we understand practice performance much better.”

With MediSync’s expertise in quality initiatives, the focus is on implementing better processes. Data from TouchWorks helps enable MediSync to apply Lean Six Sigma principles to run the best possible clinical processes, especially for complex and chronic conditions such as diabetes and asthma.

“We’re taking advantage of Allscripts Open technology to write our own applications and take more work off the clinicians,” Hardtke says. “We’re building applications specifically for them to accelerate disease management and help groups transition to value-based care more quickly.”

How MediSync (Cincinnati, Ohio, U.S.A.) steers medical groups toward improved care

“We work with a lot of different systems. Allscripts ease of use and data accessibility have allowed a higher level of success,” MediSync Chief Operating Officer Charlie Hardtke says. “We’ve gotten national recognition for our work in hypertension, diabetes and asthma.”

12

CONTINUUM

Changing to a process-based approach took time to get used to for clinicians, but they agree it’s improved the way they practice medicine. According to PriMed Family Practice Physician Dr. Deanna Allgeyer, “It makes it easier to follow. You know what steps you should take. And our patients are the ones that are benefiting.”

Learning to manage population health

Hypertension, or having high blood pressure, can often exist for years before patients experience symptoms. According to the American Medical Group Foundation, nearly one out of three American adults has high blood pressure, and less than half are in control of this chronic condition. It is a leading risk factor for heart disease, stroke, kidney failure and diabetes.

With a clear, evidence-based process, MediSync helped PriMed better monitor, engage with and care for patients with hypertension. As a result, the practice raised the percentage of patients reaching standards for hypertension from 40% to 92% within three years. PriMed earned recognition as a “Hypertension Champion” in the Centers for Disease Control Million Hearts campaign and through the American Medical Group Foundation’s Measure Up/Pressure Down® initiative.

“Hypertension was the first disease, and we learned a lot about how to manage population health,” Hardtke says. “We learned that if groups just share the data, they’ll top out around 65%. Process is the answer, and that’s how we got to 92%.”

Hardtke continues, “Once our pediatricians saw the results we were getting with hypertension, they wanted to apply similar processes to childhood asthma.”

Over the course of a year, MediSync took hundreds of pages of evidence-based standards for childhood asthma and incorporated them into the EHR. “Through our own benchmarking, we have some of the best rates of asthma in the area,” Hardtke says.

When asked to quantify the results for pediatric asthma patients, PriMed Pediatrician Dr. Anne Cata says, “We’re seeing fewer hospital visits, fewer ER [emergency room] visits, more patients using controller medications.” These results translate into children missing fewer days from school and parents missing fewer days from work.

When the Centers for Medicare and Medicaid (CMS) reached out to PriMed to learn how the practice has achieved such impressive clinical results, Hardtke recalls a PriMed physician’s response: “Being able to use Allscripts to see the data and easily measure ourselves has a lot to do with our success,” he said.

MediSync continues to work with practices to elevate performance, using proven, evidence-based processes. For example, PriMed results are shared through a regional website, YourHealthMatters.org, which shows the practice achieves significantly better than average results in the region for diabetes and hypertension. Hardtke expects to use Allscripts to continue to make a difference for these and many other patient populations. n

“Being able to use Allscripts to see the data and easily measure ourselves has a lot to do with our success.”

“TouchWorks is an extensive EHR that enables us to capture a lot of data,” Hardtke says. “We can do extensive data manipulation and reporting...we understand practice performance much better.”

13

4Q 2015

By Stanley Crane People expect more than one-size-fits-all approaches to all aspects of life, because technology has made it easier to have a personalized experience. It’s why an open, flexible Health IT market is imperative to advance personalized medicine.

Open Health IT MarketAdvancing Personalized Medicine with an

14

CONTINUUM

Health IT has a huge opportunity to improve patient care by combining genetic and genomic information with other patient data. Called “precision medicine,” it helps enable clinicians to personalize care plans and treatment protocols for each individual patient.

Genomics is not an area of expertise for Allscripts; we need to stay focused on building the best core software solutions possible. So to help our clients and to keep pace with the evolving industry, we partner with those pioneers who are experts in genomics. For example, we’ve partnered with NantHealth, which is doing some innovative work with genomic information for cancer patients. We also work with other developers who incorporate genetic and genomic information into their software offerings, such as YouScript and ActX.

Beyond genomics, what’s the next discovery going to be? What’s the fastest way to incorporate the breakthrough technologies that are going to make the greatest differences

for patients? It’s really important that we, as an electronic health record (EHR) company, keep our solution open and ready to “play well with others.”

In the quest to advance health care, some EHR vendors are reluctant to engage with other software developers. They prefer to do everything themselves, in the name of quality.

Imagine if Ford or Toyota or Audi said, “We care about the cost and quality of our cars, so we’re going to build everything ourselves. We’re going to build our own radios, tires, glass and steel.” Henry Ford started down this road in the 1920s, with disastrous consequences.

Fordlandia: A cautionary tale for Health IT innovators

Often hailed as an innovator, Henry Ford introduced the first moving assembly line that enabled mass production of the automobile. Lesser known is his ill-fated Brazilian community, Fordlandia, which failed

miserably because Ford thought one company could do it all.

In 1928, Ford established Fordlandia in the Amazon rainforest to provide a source of rubber for Ford tires. He didn’t want to rely on outside suppliers, but he failed to recognize his company’s incompetence when it came to agriculture in the jungles of South America. Managers were ill-equipped, workers revolted and crops failed. Fordlandia was sold (at a significant loss) in 1945 without producing any rubber for Ford’s tires.

Guess what was happening while Ford was toiling in the jungle? Other innovators created synthetic rubber, reducing the value of natural rubber. Had Ford been more willing to “play well with others,“ he could have avoided his multimillion dollar loss and saved years of wasted efforts.

Lesson for Health IT: We shouldn’t assume that one company can invent everything itself. The industry should encourage companies to work together

“Open encourages innovation, bringing together the best minds, the most creative people, the individuals with the deepest knowledge — everyone with something to add to the healthcare body of knowledge and healthcare information technology.”

15

4Q 2015

for the greater good for innovation. Because the cost of a “We Make Everything Ourselves” product is through the roof. And overall quality and innovation suffers, too.

Health IT must apply the same sense as other giants of industry. Allscripts is going to build the best car we can build. And we’re going to find the best tires and radios to systematically aggregate our core EHRs with our partners’ innovative solutions.

Creating a vibrant, open market community for Health IT

I believe that one of the keys to making Health IT successful is a vibrant, open market community. Do we need two people selling peaches in the Farmer’s Market? Maybe some are yellow, some are white. Maybe the taste is different, or the quality. Maybe the competition drives the price down for the consumer.

I rail against the notion that EHR companies should set ourselves up as the “deciders.“ We need to let the market decide which application works best. The people who are spending money are the ones who should decide which ones win.

Instead of deciding, I want to enable. I want to make it possible for all of the applications to compete, and let the market figure it out. Because it’s going to take the whole healthcare community working closely with inventors to make this stuff work.

iTunes was the most brilliant of Steve Jobs’ innovations, because he made it really easy to find and buy partner applications that worked on his iPhone or iPod. He enabled the market to decide what would work best.

Of course, being open does not mean that vendors get a free pass when it comes to security and privacy concerns. If the first step is enabling technology, a very close second step is ensuring it’s secure. Having an open community is only valuable when it is safe.

Allscripts, for example, certifies all of the partners in our Allscripts Developer Program and on the Allscripts Application Store. We make sure they are compliant with HIPAA and protecting patient data.

If you ask an IT person in health care, “How many times was your website attacked today?” the only wrong answer is “I don’t know.” On one website our company hosted, I remember we had 58,000 attacks in one day — almost one per second. Attacks number in the thousands, and it’s critical to repel all of them. It takes only one person penetrating the system to cause serious damage.

The value of being Open in Health IT

Open encourages innovation, bringing together the best minds, the most creative people, the individuals with the deepest knowledge — everyone with something to add to the healthcare body of knowledge and healthcare information technology.

Open makes it easy for everyone to collaborate. In 2014, our systems shared data (out and in) with applications 254 million times. We’re on pace to more than double that number in 2015. With people outside Allscripts working alongside people inside Allscripts, we aggregate the best that everyone has to offer.

Because when Open enables better patient care and financial results, we all win — from patients to caregivers, to third-party developers. We’re talking about real, competitive advantages that bring about real change in health care. Some of those advantages are costly, but ALL of them help improve the quality of care that our families will receive. n

Effective care management of chronic conditions requires consistent communication with patients and true care coordination among caregivers. Unfortunately, few healthcare organizations in the U.S. are staffed to meet the full requirements put forth by Centers for Medicare & Medicaid Services for all Chronic Care Management eligible patients under CPT code 99490.

Allscripts can help.

The Power to Provide Better Care and Drive Revenue. That’s the Power of Allscripts.

Learn more at www.allscripts.com/chroniccaremanagement

Effective and scalable care management for chronic conditions

Copyright © 2015 Allscripts Healthcare Solutions, Inc.