Science 37, the industry leader in decentralized clinical trials, today launched an electronic health record (EHR) integration feature for more than 10,000 health facilities and 280 million U.S. patients.
With this connection, patients using Science 37’s best-in-class technology platform can easily authorize and share their health record in real time to more effortlessly participate in decentralized clinical trials.
“With decentralized or virtual trials, a critical hurdle for patient participation is securely linking their electronic health record to the study site,” says Chris Ceppi, chief product officer at Science 37.
“Traditionally, when a patient authorizes the retrieval of a medical record, it involves sharing paper documentation, multiple emails, and sometimes using physical drives to transport data. By integrating electronic health records directly into the Science 37 technology platform, we’re delivering a seamless experience, enabling patients to instantly authorize retrieval of their personal health information with study teams. The EHR data, collected automatically via secure and standardized APIs, makes it easier, more timely, and improves confidence in data integrity, privacy, and security.”
Science 37 leads the way in conducting decentralized clinical research, underpinned by its premier technology platform, which was designed to optimize the patient experience and high-quality data collection. The technology platform ensures site teams can orchestrate a decentralized study on a single global platform including patient engagement, eSource data capture, full electronic clinical outcomes assessment (eCOA) capabilities and roles-based access for telemedicine.
Built hand-in-hand with investigators, study coordinators, mobile healthcare providers, sponsors, and patients, the Science 37 technology platform ensures the highest level of usability, reliability, and configurability.
“As we see more of the industry adapt to decentralized or virtual research, we consistently invest in strengthening our technology platform and making sure we continue to lead the way,” said Ceppi. “By adding features such as integrated EHR retrieval, we help to deliver on our promise to accelerate clinical research by putting the patient first.”
Vital — AI-powered software in hospital emergency rooms — announces its inaugural development partnership with Emory Healthcare. As part of the strategic collaboration, Emory Healthcare becomes a lead research partner in developing and implementing Vital’s software to improve overall efficiency and satisfaction for patients and clinicians across multiple Emory emergency rooms. Vital was conceptualized and co-founded by Justin Schrager, assistant professor of emergency medicine and ER doctor; with award-winning technical CEO Aaron Patzer.
Vital’s software is the first partnership out of the Emory University Innovation Hub, designed to identify unmet patient needs and find innovative solutions to put the patient at the center of care delivery. Vital’s live track board and real-time predictions of patients are being developed in the Emergency Departments of Emory University Hospital, Emory Johns Creek Hospital, Emory University Hospital Midtown, and Emory Saint Joseph’s Hospital. The goal of this pilot program is to measurably reduce wait times and overall length of stay for patients, while increasing patient satisfaction.
“We are overjoyed to have Emory Healthcare as our primary development partner and pilot sites,” said Patzer. “We are impressed with the commitment Emory leadership has made towards technological innovation and tackling truly challenging problems in emergency medicine. Working closely with top emergency physicians and nurses is essential to producing software that meets the needs of clinicians.”
Vital uses artificial intelligence (AI) and natural language processing (NLP) to triage patients,, making it easier and faster for providers to coordinate care and prioritize patients with a fast, reliable, and incredibly user-friendly system.
The EMEA market for electronic health record (EHR) IT is estimated to have been worth $3.7B in 2018 (both acute and ambulatory applications) according to Signify Research’s 2019 global EMR market report. However, only one vendor, Cerner, is estimated to have had a double-digit revenue share in 2018. In terms of suppliers the EMEA market is highly fragmented with a mixture of local and international vendors addressing individual countries with few vendors having a truly region-wide footprint.
The table below shows estimated revenue shares in 2018 for the acute & health system EHR market in EMEA (excluding revenues for ambulatory only solutions), alongside the countries/sub-regions where each vendor had a significant share of its EMEA business.
Acute/Network EHR Estimate Revenue Share – EMEA – 2018
2018 Revenue Share
DACH, UK/Eire, Middle East
DACH, Nordics, Eastern Europe
UK/Eire, Middle East, Spain/Portugal
Benelux, UK/Eire, Spain/Portugal
Italy, France, Spain/Portugal
Benelux, Nordics, UK/Eire, Middle East
Source: Signify Research
Note: Does not include ambulatory only revenue/vendors
By Samant Virk, MD, CEO and co-founder, MediSprout.
Ask a doctor why he or she decided to go into the field of medicine and their answers vary. Many want to help people and they have personal stories like a sick parent that motivated them to become a physician. Others may come from a long line of doctors in their family and it’s a real point of pride. But, one thing is very clear, you likely won’t find a doctor who answers that question with, “So I could deal with insurance companies or get great at filling out the electronic health record (EHR).”
The cold truth is that in 2019 doctors spend more time filling out paperwork, playing phone tag, navigating federal and state mandates, and dealing with medication authorizations than they do helping their patients. Doctors spend only a fraction of their time actually building a better doctor/patient relationship and treating people. It’s hard to pinpoint when the doctor/patient relationship inextricably changed. But it’s estimated that doctors today spend just 27 percent of their time with patients.
Perhaps the biggest disappointment in healthcare is technology. We’ve all heard the “Oh how wonderful this new system is, it will change your world and healthcare for the better.” Rather than help us be better doctors who are able to assist a greater number of patients more effectively, it has created barriers and reduced our impact, interfering with one of the most essential parts of healthcare in which we were trained — communicating with our patients.
That’s because the technology is actually designed to reduce costs by leveraging data collected from government-mandated EHR rather than toward actually making patients feel better by addressing their medical needs.
Just like Uber disrupted the taxi industry and fintech is disrupting financial services, our practices need disrupting, too. And I believe it should be an inside job. Start-ups with 20-something computer geniuses are clearly brilliant, but the start-up model of launch, fail, re-launch won’t work for doctors. In healthcare, there is little room, or tolerance, for error.
The implementation of electronic health record (EHR) is not a new thing in the industry. The digital wave has completely transformed the way medical records were maintaining before and now. With increased demand for efficiency and faster solutions, more and more medical practices are embracing EHR to simplify and organize their data storage process. Initially, many providers were reluctant and hesitant to use EHR. However, with Medicare and Medicaid incentive programs, providers are encouraged to adopt EHR. As a result, since the time EHR implementation began in 2009, around 73 percent of providers have registered for the EHR incentive program.
However, still, some challenges hinder EHR adoption and slow down the process for many. The initial implementation may be easy, but the user experience was not a good one for many.
Here are some of the obstacles that medical practices, healthcare professionals and others from the healthcare industry face while leveraging EHR:
DocuTAP crafts on-demand healthcare software and services that make over a thousand urgent care clinics run efficiently. We design a tablet-based EHR and PM, offer RCM services, and refine patient workflow.
A better urgent care experience.
In May of 2000, DocuTAP’s founders realized that wireless devices would play an increasingly important role in the delivery of healthcare. From that day, DocuTAP software was designed for use on handheld wireless devices. Founding CEO, Eric McDonald dreamed up the idea behind DocuTAP in his basement back in 1999. Eric spent his time consulting with physicians. In 2000, Eric officially started DocuTAP as a company with the help of angel investors. Today, he leads client relations and provides company direction and vision for technology and product design while being viewed as a thought leader in the urgent care industry.
DocuTAP works with urgent care clinics to provide a range of solutions and services including electronic health records, practice management, patient engagement solutions, analytics, billing services and consulting. As the healthcare industry continues to adopt on-demand models to serve the evolving healthcare consumer, DocuTAP provides the necessities for facilities to deliver efficient, affordable and good quality care.
The healthcare industry is changing. Patients are becoming consumers, and the healthcare consumer wants access to quick and convenient care- without booking out months in advance to still wait in multiple waiting rooms. DocuTAP serves urgent care clinics, however increasingly other healthcare verticals such as pediatrics are adopting on-demand business models increasing the different markets that are in search for the tools and solutions DocuTAP provides. As with every other industry, healthcare must now market themselves to the healthcare consumer, to not only attract visitors but keep them coming back. By keeping patients out of the waiting room with online scheduling and monitoring, allowing physicians to finish a chart completely in under two minutes, and optimizing the work flow of the front desk, DocuTAP gives urgent care clinics the resources to market all of these capabilities to consumers and deliver on these promises each and every time.
Who are your competitors?
DocuTAP has competitors that offer some of the services and solutions they offer, but not in the end-to-end capacity that DocuTAP does. Given DocuTAP’s all-encompassing service and solution offering, DocuTAP considers a few companies who offer similar services competitors.
How does your company differentiate itself from the competition and what differentiates DocuTAP?
DocuTAP’s key differentiator is they are not just a software provider, they are an end-to-end business partner. Each customer who works with DocuTAP relies on them for software, consulting, strategic advice, technical support, and expert insights. Whatever a customer needs, they are able to go to DocuTAP for, something competitors are not offering.
DocuTAP has a deep and extensive log of valuable data, available to visualize and pull out useful trends and findings that give them an edge in the market.
By Mark Weber, SVP of healthcare development, Infor.
With payer models changing, it is time to start thinking of patients as both clients and customers. Are they as satisfied with the cost of service as they are their experience and outcomes? Will they keep coming back?
With high deductible and health savings plans shifting more of the patient cost burden to their own pocketbooks, healthcare consumers are motivated to make more informed care choices. The good news, for them, is that they have a lot more options, as nontraditional players such as retail clinics, online diagnosis sites and others have entered the market. There is more information about those choices available to them, whenever and wherever they need it.
However, all of that creates more competitive pressure among providers. Patients can be an organization’s biggest cheerleaders—or biggest detractors. That means like any brand, healthcare providers must work hard to maintain loyalty to remaining successful—or even sustainable—in the industry. And technology is helping lead the transformation.
The Era of Consumerism Is Here
According to Shafiq Rab, CIO of Rush University Medical Center, “It is all coming together as the ‘day of the patient.’ We call it care where you are. Where you want it. How you want it.”
He then went on to say that while technology continues to support the era of big data, digital innovations and advances also provide healthcare’s biggest opportunity to streamline the care experience across the continuum.
EHR Is Just a Start
One of the biggest evolutions is the implementation and proliferation of the electronic health record (EHR). It has been a catalyst for more efficient, personalized care and is integral to a better patient experience.
However, if the EHR is unable to connect to disparate systems, or across facilities (especially in this era of increasing mergers and acquisitions), or between non-affiliated organizations, its value decreases as the potential for real interoperability is lost.
What healthcare organizations really need is an engine that pulls together the EHR and other systems. To have a single patient data source, organizations need to streamline the exchange and aggregation of clinical data within an organization, and between its facilities and partners. Do not forget that such an engine needs to be built with standards such as FHIR as a top consideration and can create apps that allow patients to schedule appointments via laptop, tablet and phone.
Even efficiencies a patient cannot see are key to patient satisfaction and a positive consumer experience. Such efficiencies include the processes that power everything from claims processing to supply chain to equipment maintenance. If supplies are missing or need to be tracked down, patient care and experience are compromised. Or imagine arriving at your appointment and finding the MRI machine is down. A truly integrated system will provide real-time, role-based insight to minimize risks, issues and service disruption.
As savvy consumers demand more cost transparency, revenue generation must be balanced with the constant need for cost efficiencies. As a healthcare organization, a wise endeavor is to bring accounting and cost analysis to a new level by allocating patient and department expenses, such as procedural and lab test costs. From there, you need to break down expenses by patient cohort, surgeon, procedure or provider. Imagine getting a bill from the hospital that clearly outlines charges in a manner that you, as a consumer, can easily understand. Not only does that help achieve a higher level of consumer satisfaction, but it helps the healthcare organization understand the true cost of patient care.
Though many Medicare and private payer reimbursement programs that require practices to begin moving to value-based compensation already have set sail, most small practices are still treading water near the shore when it comes to this new wave of payment models.
While admirable in their care goals, these quality care-based reimbursement programs can pose some insurmountable challenges for small providers. In fact, they require a whole new way of providing care for some practices, as well as creating new documentation of integrated data analysis, development of care coordination with other providers, payer reporting applications, and often times new technologies that can support these new provisions.
What’s more, all this change also can be quite expensive for small practices and wreak havoc on current business practices.
Set the course
No doubt about it, though, the move to value-based care is on. According to the 2015 Physician Compensation Survey, conducted by Physicians Practice magazine, 63 percent of physician compensation is currently tied to productivity; 37 percent to value metrics and 29 percent to patient satisfaction scores.
The Centers for Medicare and Medicaid Services (CMS), however, has expressed its goals of having more providers participating in value-based plans each year, with a goal of 50 percent by 2018. And it has further incentivized physician participation by specifying increasing reductions in payments for non-participation that began in 2013.
So unless they want to start leaving money on the table, practices have no choice but to take the plunge into such new compensation programs.
Lift the Anchor
Before diving in and potentially draining money and resources to participate in such programs, physicians need to look around and assess their current situation to determine how the new reimbursement model might work in their practice. For example, they need to evaluate current technology, vendors, resources and physician support to determine what changes they need to make, as well as what internal infrastructure they can use.