Innovator Award Runner-Up Bridging Access to Care Links Trauma-Informed Care to Better Outcomes | Healthcare Informatics Magazine | Health IT | Information Technology Skip to content Skip to navigation

Innovator Award Runner-Up Bridging Access to Care Links Trauma-Informed Care to Better Outcomes

February 15, 2017
by Rajiv Leventhal
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Bridging Access to Care (BAC) is a community-based organization that provides an array of services to the homeless, substance user, mentally ill and previously incarcerated in Brooklyn, New York. It’s perhaps best known for being the oldest and largest HIV/AIDS organization in Brooklyn, but in the past few years it has expanded its scope of service to include licensed mental health and substance abuse clinics. In 2012, it was designated as a health home care coordination team.

Needless to say, BAC works with high need individuals in Brooklyn who experience difficulty coordinating their significant healthcare needs; the agency provides services to approximately 3,500 individuals each year. Not too long ago, BAC leaders recognized the socio-cultural and organizational cultural perspectives of trauma, which significantly affects clients’ lives and health outcomes. The agency also realized that many of its clients have histories of trauma, but often do not recognize the significant effects on their lives. What’s more, BAC staff struggled to deliver care to populations impacted by trauma and also had trouble in understanding how trauma-informed care is linked to better health outcomes, its officials say.

As such, the recent project from BAC— “Leveraging Technology to Integrate Trauma-Informed Care in Everyday Practice”—had the overarching aim to routinize trauma-informed care using trauma-sensitive approaches into daily service activities. The purpose was to facilitate trauma-informed care by enhancing care delivery and augmenting plans of care to incorporate trauma-specific objectives.

Indeed, the project plan included developing a systematic approach using the electronic health record (EHR) system to inform and guide staff in delivering trauma-sensitive activities; developing an electronic tool that could capture specific data and trend changes in consumer health outcomes; identifying validated tools that were simple to use, met industry standards and were recognized by payers; and creating a system for sharing information in real-time to facilitate access to treatment and retention in care. The work done by BAC in this pilot program was worthy of semifinalist status in Healthcare Informatics’ 2017 Innovator Awards Program.

According to Nadine Akinyemi, deputy executive director at BAC, “We wanted to design a system that would facilitate delivering trauma-informed care in our work environment and routinize it across our agency. So at any point of entrance for a person coming into the agency, they would be assessed for trauma and then the appropriate referral would be made.” Akinyemi adds that BAC also wanted to align its goals with the national HIV/AIDS strategy that involved looking at different areas of how to enhance delivering care services to those individuals. “So we took that scope and broadened that to all of our clients, HIV-positive or not,” she says.

The agency’s implementation strategy included incorporating best practices and various tools into an “electronic trauma wizard.” The BAC facilities were assessed for trauma readiness; providers and management received trauma-informed care training; and the physical environment was adjusted to become trauma sensitive, notes Akinyemi. To ensure it was using the “gold standard” of tools in the mental health sector, Akinyemi says, the agency researched trauma screening and assessment tools that were approved by the Centers for Medicare & Medicaid Services (CMS).

BAC then determined the matrix for decision tree assessments, service referral and linkages and collaborated with its vendor to design this in the system. The matrix included the trending of trauma results and health outcomes for clients, sharing of client trauma profile and defined the decision support mechanisms that included ticklers and prompts, Akinyemi says. In all, there were 22 clients in this pilot project, though BAC has plans in place to expand the program to all sites across the agency, she notes.

In the end, BAC realized its goal of routinizing trauma-informed care using the harm reduction program as a pilot to enhance care delivery and augment plans of care with trauma-specific objectives. The project revealed that systematizing trauma informed care can improve consumer health outcomes, Akinyemi attests.

Specifically, data analyzed prior to the implementation of the treatment wizard for trauma-informed care showed that not a single client were screened for trauma; 18 percent of clients were receiving seeking safety intervention; and only 23 percent of clients were receiving mental health services. But, post-implementation data revealed that 100 percent of clients were screened for trauma, with 37 percent of them were screened positive for trauma. What’s more, 92 percent of clients screened were referred to, and are receiving seeking safety interventions, and 42 percent of clients that were screened were referred to and are receiving mental health services post-deployment. Further, there was a correlation between clients’ functionality and PTSD (post-traumatic stress disorder) severity and symptoms. It was observed that as clients' symptoms and severity of trauma decreased—while receiving mental health treatment—there was improvement in their functionality, Akinyemi notes.

According to Akinyemi, additional benefits of the project included awareness of the impact of trauma on treatment, increased referrals to mental health services and evidence-based practices, and increased linkage, retention, and maintenance in care. In fact, she says that many clients with mental health issues would fall off the care path after an initial visit, meaning they were not getting the mental health care they would need. “But the trauma wizard would help these patients stay in the program since the tool developed that treatment plan,” says Akinyemi.


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/news-item/ehr/allscripts-sells-its-netsmart-stake-gi-partners-ta-associates

Allscripts Sells its Netsmart Stake to GI Partners, TA Associates

December 10, 2018
by Rajiv Leventhal, Managing Editor
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Just a few months after Allscripts said it would be selling its majority stake in Netsmart, the health IT company announced today that private equity firm GI Partners, along with TA Associates, will be acquiring the stake held in Netsmart.

In 2016 Allscripts acquired Kansas City-based Netsmart for $950 million in a joint venture with middle-market private equity firm GI Partners, with Allscripts controlling 51 percent of the company. With that deal, Allscripts contributed its homecare business to Netsmart, in exchange for the largest ownership stake in the company which has now become the largest technology company exclusively dedicated to behavioral health, human services and post-acute care, officials have noted.

Now, this transaction represents an additional investment for GI Partners over its initial stake acquired in April 2016, and results in majority ownership of Netsmart by GI Partners.

According to reports, it is expected that this sale transaction will yield Allscripts net after-tax proceeds of approximately $525 million or approximately $3 per fully diluted share.

Founded 50 years ago, Netsmart is a provider of software and technology solutions designed especially for the health and human services and post-acute sectors, enabling mission-critical clinical and business processes including electronic health records (EHRs), population health, billing, analytics and health information exchange, its officials say.

According to the company’s executives, “Since GI Partners' investment in 2016, Netsmart has experienced considerable growth through product innovation and multiple strategic acquisitions. During this time, Netsmart launched myUnity, [a] multi-tenant SaaS platform serving the entire post-acute care continuum, and successfully completed strategic acquisitions in human services and post-acute care technology. Over the same period, Netsmart has added 150,000 users and over 5,000 organizations to its platform.”

On the 2018 Healthcare Informatics 100, a list of the top 100 health IT vendors in the U.S. by revenue, Allscripts ranked 10th with a self-reported health IT revenue of $1.8 billion. Netsmart, meanwhile, ranked 44th with a self-reported revenue of $319 million.

According to reports, Allscripts plans to use the net after-tax proceeds to repay long-term debt, invest in other growing areas of its business, and to opportunistically repurchase its outstanding common stock.

The transaction is expected to be completed this month.

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Study Links Stress from Using EHRs to Physician Burnout

December 7, 2018
by Heather Landi, Associate Editor
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More than a third of primary care physicians reported all three measures of EHR-related stress
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Physician burnout continues to be a significant issue in the healthcare and healthcare IT industries, and at the same time, electronic health records (EHRs) are consistently cited as a top burnout factor for physicians.

A commonly referenced study published in the Annals of Internal Medicine in 2016 found that for every hour physicians provide direct clinical face time to patients, nearly two additional hours are spent on EHR and desk work within the clinic day.

Findings from a new study published this week in the Journal of the American Medical Informatics Association indicates that stress from using EHRs is associated with burnout, particularly for primary care doctors, such as pediatricians, family medicine physicians and general internists.

Common causes of EHR-related stress include too little time for documentation, time spent at home managing records and EHR user interfaces that are not intuitive to the physicians who use them, according to the study, based on responses from 4,200 practicing physicians.

“You don't want your doctor to be burned out or frustrated by the technology that stands between you and them,” Rebekah Gardner, M.D., an associate professor of medicine at Brown University's Warren Alpert Medical School, and lead author of the study, said in a statement. “In this paper, we show that EHR stress is associated with burnout, even after controlling for a lot of different demographic and practice characteristics. Quantitatively, physicians who have identified these stressors are more likely to be burned out than physicians who haven't."

The Rhode Island Department of Health surveys practicing physicians in Rhode Island every two years about how they use health information technology, as part of a legislative mandate to publicly report health care quality data. In 2017, the research team included questions about health information technology-related stress and specifically EHR-related stress.

Of the almost 4,200 practicing physicians in the state, 43 percent responded, and the respondents were representative of the overall population. Almost all of the doctors used EHRs (91 percent) and of these, 70 percent reported at least one measure of EHR-related stress.

Measures included agreeing that EHRs add to the frustration of their day, spending moderate to excessive amounts of time on EHRs while they were at home and reporting insufficient time for documentation while at work.

Many prior studies have looked into the factors that contribute to burnout in health care, Gardner said. Besides health information technology, these factors include chaotic work environments, productivity pressures, lack of autonomy and a misalignment between the doctors' values and the values they perceive the leaders of their organizations hold.

Prior research has shown that patients of burned-out physicians experience more errors and unnecessary tests, said Gardner, who also is a senior medical scientist at Healthcentric Advisors.

In this latest study, researchers found that doctors with insufficient time for documentation while at work had 2.8 times the odds of burnout symptoms compared to doctors without that pressure. The other two measures had roughly twice the odds of burnout symptoms.

The researchers also found that EHR-related stress is dependent on the physician's specialty.

More than a third of primary care physicians reported all three measures of EHR-related stress -- including general internists (39.5 percent), family medicine physicians (37 percent) and pediatricians (33.6 percent). Many dermatologists (36.4 percent) also reported all three measures of EHR-related stress.

On the other hand, less than 10 percent of anesthesiologists, radiologists and hospital medicine specialists reported all three measures of EHR-related stress.

While family medicine physicians (35.7 percent) and dermatologists (34.6 percent) reported the highest levels of burnout, in keeping with their high levels of EHR-related stress, hospital medicine specialists came in third at 30.8 percent. Gardner suspects that other factors, such as a chaotic work environment, contribute to their rates of burnout.

"To me, it's a signal to health care organizations that if they're going to 'fix' burnout, one solution is not going to work for all physicians in their organization," Gardner said. "They need to look at the physicians by specialty and make sure that if they are looking for a technology-related solution, then that's really the problem in their group."

However, for those doctors who do have a lot of EHR-related stress, health care administrators could work to streamline the documentation expectations or adopt policies where work-related email and EHR access is discouraged during vacation, Gardner said.

Making the user interface for EHRs more intuitive could address some stress, Gardner noted; however, when the research team analyzed the results by the three most common EHR systems in the state, none of them were associated with increased burnout.

Earlier research found that using medical scribes was associated with lower rates of burnout, but this study did not confirm that association. In the paper, the study authors suggest that perhaps medical scribes address the burden of documentation, but not other time-consuming EHR tasks such as inbox management.

 

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HHS Studying Modernization of Indian Health Services’ IT Platform

November 29, 2018
by David Raths, Contributing Editor
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Options include updating the Resource and Patient Management System technology stack or acquiring commercial solutions

With so much focus on the modernization of health IT systems at the Veteran’s Administration and Department of Defense, there has been less attention paid to decisions that have to be made about IT systems in the Indian Health Service. But now the HHS Office of the Chief Technology Officer has funded a one-year project to study IHS’ options.

The study will explore options for modernizing IHS’ solutions, either by updating the Resource and Patient Management System (RPMS) technology stack, acquiring commercial off-the-shelf (COTS) solutions, or a combination of the two. One of the people involved in the analysis is Theresa Cullen, M.D., M.S., associate director of global health informatics at the Regenstrief Institute. Perhaps no one has more experience or a better perspective on RPMS than Dr. Cullen, who served as the CIO for Indian Health Service and as the Chief Medical Information Officer for the Veterans Health Administration

During a webinar put on by the Open Source Electronic Health Record Alliance (OSEHERA), Dr. Cullen described the scope of the project. “The goal is to look at the current state of RPMS EHR and other components with an eye to modernization. Can it be modernized to meet the near term and future needs of communities served by IHS? We are engaged with tribally operated and urban sites. Whatever decisions or recommendations are made will include their voice.”

The size and complexity of the IHS highlights the importance of the technology decision. It provides direct and purchased care to American Indian and Alaska Native people (2.2 million lives) from 573 federally recognized tribes in 37 states. Its budget was $5.5 billion for fiscal 2018 appropriations, plus third-party collections of $1.02 billion at IHS sites in fiscal 2017. The IHS also faces considerable cost constraints, Dr. Cullen noted, adding that by comparison that the VA’s population is four times greater but its budget is 15 times greater.

RPMS, created in 1984, is in use at all of IHS’ federally operated facilities, as well as most tribally operated and urban Indian health programs. It has more than 100 components, including clinical, practice management and administrative applications.

Webinar

Driving Success at Regional Health: Approaches and Challenges to Optimizing and Utilizing Real-Time Support

Regional Health knew providing leading EHR technology was not the only factor to be considered when looking to achieve successful adoption, clinician and patient satisfaction, and ultimately value...

About 20 to 30 percent of RPMS code originates in the VA’s VistA. Many VA applications (Laboratory, Pharmacy) have been extensively modified to meet IHS requirements. But Dr. Cullen mentioned that IHS has developed numerous applications independently of VA to address IHS-specific mission and business needs (child health, public/population health, revenue cycle).

Because the VA announced in 2017 it would sundown VistA and transition to Cerner, the assessment team is working under the assumption that the IHS has only about 10 years to figure out what it will do about the parts of RPMS that still derive from VistA. And RPMS, like VistA, resides in an architecture that is growing outdated.

The committee is setting up a community of practice to allow stakeholders to share technology needs, best practices and ways forward. One question is how to define modernization and how IHS can get there. The idea is to assess the potential for the existing capabilities developed for the needs of Indian country over the past few decades to be brought into a modern technology architecture. The technology assessment limited to RPMS, Dr. Cullen noted. “We are not looking at COTS [commercial off the shelf] products or open source. We are assessing the potential for existing capabilities to be brought into “a modern technology architecture.”

Part of the webinar involved asking attendees for their ideas for what a modernized technology stack for RPMS would look like, what development and transitional challenges could be expected, and any comparable efforts that could inform the work of the technical assessment team.

 

 

 


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