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Lake Health, with 14 facilities, staffed by more than 600 physicians and 2,700 healthcare professionals, will be rolling out a Cerner EHR. The goal: support the Lake Health system and its employed providers, as well as create greater integration with its community physician network and to provide the best patient experience possible. Also, patients will benefit from a single health record accessible from a patient portal. “A strong relationship with our medical staff is the cornerstone of who we are, evidenced by their role in our mission and vision statements and in working with us to provide high-quality patient and family-centered health care in Lake County,” Jerry Peters, VP and CIO for Lake Health, said in a statement. The EHR will enable the health system to share and receive patient health records with affiliated providers, other area hospitals and participating healthcare entities nationally. Patient data is produced, managed and stored across multiple care organizations in Lake County, Peters noted, and Lake Health was focused on selecting an IT platform that could collect and analyze data from multiple disparate systems. “Lake Health determined that Cerner’s EHR and Healthelntent population health management platforms were the best choice to support its future initiatives and business model,” Peters said. “Understanding that this investment would most likely shape the future of Lake Health and the care we provide to patients, we completed a thorough evaluation of leading health IT suppliers and collaborated with our physicians and ultimately determined that Cerner was the right choice to support our needs now and into the future.” Peters did not reveal the anticipated cost of the technology. Cerner’s Healthelntent platform aggregates and normalizes data from various sources in near real time, regardless of EHR supplier and is designed to provide physicians and mid-level providers with meaningful data to identify and stratify populations to locate gaps in care.

Over the past decade, the federal government has publicized 115 different ways to measure medical quality in hospitals, from assessing wait times in emergency rooms and noise levels outside hospital rooms to tracking blood clots in surgical patients. But the latest effort, to combine dozens of metrics into one patient-friendly quality indicator, has proven the most contentious. The Centers for Medicare & Medicaid Services recently postponed its plan to release the new rating system, which would award one star to the worst-quality facilities and five stars to those with the best marks. The delay came after a majority of members of Congress signed a letter supporting the hospital industry’s concerns. Hospital leaders who previewed the preliminary rating system say the formula seems skewed against institutions that treat the poorest or toughest patients, meaning those with complex illnesses. The number of stars would be based on 64 different measures, which are posted on Medicare’s Hospital Compare website. The metrics on mortality, readmission, patient experience and patient safety are the most influential, each representing 22 percent of a facility’s rating. Steven Lipstein, president of BJC HealthCare, a St. Louis-based nonprofit that runs 14 hospitals, said the ones in his organization that earned five stars were smaller, located in affluent areas and handled less complicated cases. “They don’t have comprehensive cancer centers, they don’t have major cardiovascular disease, they don’t have neuro-specialties,” he said. BJC’s more advanced hospitals did worse, he said. “That’s not surprising when you look inside the ratings and see how they’re built,” he added. Consumer advocates defend the rating system, saying that while not perfect, it correctly reflects higher rates of problems in some big institutions despite their lofty reputations. They worry that delay and congressional resistance are undermining Medicare’s attempt to help consumers select a hospital based on something more substantive. “The star ratings hopefully will get quality into that decision-making process,” said Andrew Scholnick, a lobbyist for AARP, the advocacy group for seniors. Medicare officials initially said they hoped to release the ratings to the public in July. But in a presentation to hospitals and other interested parties last Thursday, they did not set a firm date. Medicare already has made minor tweaks in the formula to calculate the stars, but it remains a tough grader, the presentation shows. If Medicare releases the star ratings in July, nearly half of the 3,658 hospitals being evaluated would be getting three stars, according to Medicare’s preliminary calculations. Just 100 hospitals would receive five stars, while 135 would receive a single star. Officials indicated they were standing firm in their intention to eventually release the scores. “The Overall Star Rating represents a performance summary designed to facilitate patient and consumer use of Hospital Compare,” the presentation said. Officials plan to update the scores every three months through the end of this year and then twice thereafter. The broader debate about the government judging hospitals has been going on since Medicare began publishing quality ratings in 2005. But it has intensified since passage of the Affordable Care Act, which instructed Medicare to use quality metrics in setting payments. Teaching hospitals as a group have tended to fare poorly from some of these financial incentives. This year, for instance, nearly half of major teaching hospitals are losing 1 percent of their Medicare payments because of high rates of infections and surgical complications. Facilities with more low-income patients, who often face difficulties affording medication, following complicated recovery instructions and getting to doctors regularly, typically have higher readmission rates. Some health care researchers are also skeptical. “If you come out with a rating that says Cleveland Clinic is terrible but podunk hospital in North Carolina, they’re the bomb, there’s a disconnect,” said Ashish K. Jha, a professor at Harvard’s public health school. “If it completely contradicts everything you’ve known, you need to ask yourself, ‘Did I not understand the way hospital care works, or is there a problem with the metric?’” Medicare’s move toward using star ratings is part of a greater focus on easy-to-grasp composite judgments of hospital quality. The Leapfrog Group, a nonprofit patient safety group, uses report-card letter grades to characterize hospital safety based on many of the same individual measures as Medicare. Healthgrades, a Denver-based company, judges hospital quality with one, three or five stars. Consumer Reports calculates a safety score on a 100-point scale. Medicare hopes a star rating from the government will carry even more credibility. “People need this information now,” Scholnick said. “Trying to wait until everyone’s 100 percent happy with everything just delays it further than it needs to be.” This article was reprinted from kaiserhealthnews.org with permission from the Henry J. Kaiser Family Foundation. Kaiser Health News, an editorially independent news service, is a program of the Kaiser Family Foundation, a nonpartisan health care policy research organization unaffiliated with Kaiser Permanente.  

At Healthcare IT News' inaugural Pop Health Forum 2016 in Boston May 19 and 20, clinicians, technology professionals and healthcare experts from across the country are gathered to explore the key enablers of effective population health management strategies: data and analytics, care coordination, patient engagement and more. Check back here for continuous updates.

Decisio Health, a startup that aims to help acute-care provider organizations continually improve their clinical processes, launched the Decisio Health Clinical Intelligence Platform Tuesday and also announced $4.5M in Series A funding.

Proponents of virtual care say it is the wave of the future. But while the healthcare industry might not find much disagreement with the practice in theory, it is in the potential limitations that skeptics might find flaws.

Jeffrey Carr, most recently the entrepreneur-in-residence at a startup incubator, has joined Mercy Health as the health system's first chief innovation officer, the health system announced Tuesday. Mercy Health, a Catholic healthcare system, serves Ohio and Kentucky with 21 hospitals in Ohio and two in Kentucky. In his new role, Carr will be responsible for fostering a culture of innovation and investment throughout the system, officials said. "With more than 18 years of technology, consulting and executive experience, Jeff Carr understands the importance of developing strategic, innovative approaches to strengthen an organization," said Drew Banks, Mercy Health's chief strategy officer and Carr's boss, in a statement. [See also: Running list: 2016 notable hires, promotions in health IT.] Before joining Mercy Health, Carr worked as entrepreneur-in-residence at Cintrifuse, which provides services to Cincinnati's burgeoning start-up community. He mentored start-ups, led the effort to create a digital health venture studio and also supported a number of the region's leading organizations working with innovative startups. Carr was one of the founders of the startup Intelemage, which was acquired in April by Medidata, the SaaS technology company that specializes in developing and marketing a cloud-based platform of applications and data analytics to address operations throughout clinical trials. Early in his career, he was one of the leaders at Zoomtown, the high-speed internet access company and startup incubator whose model closely mirrors the open innovation approach he will take at Mercy Health. He has also served as a senior vice president and chief technology officer at Cincinnati Bell, where he led the sale of Cincinnati Bell Wireless to Verizon. Other positions included chief information security officer at GE Aviation, and senior executive at Accenture.

The platform has the potential to create a national virtual healthcare system, American Well chief Roy Schoenberg says. 

Veterans Affairs Under Secretary for Health David Shulkin said it will establish the centers this summer in South Carolina, Utah, Pennsylvania and the Pacific Northwest. 

King Khaled Eye Specialist Hospital pointed to the implementation of InterSystems’ TrakCare health information system in helping it move from Stage 6 to Stage 7 in less than two years.

The platform will enable payments to be processed faster, reduce risk for hospitals transitioning to value-based care and ultimately decrease the cost of bundled procedures, the companies said.