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Care Program
Operations
Implement evidence-
based protocols and
standardize role and
workload management.
Risk Stratification
Update risk inputs in
real-time, including
demographics, clinical
and social data.
plans.
Figure 1
Automating Care Management for all involved entities, with a patients care team
Population Health: A Brave New World supported by insights derived from real-time data
analytics and evidence at the point of care (see
When a care management platform designed for
Figure 1).
managing population health with real-time data
goes live, it identifies hundreds of patients and Provider organizations face many challenges in
generates disease cohorts, care plans, reports achieving these goals. Platform implementations
and dashboards. In just a matter of hours, the are not easily replicable because of each provid-
platform delivers a long queue of ready-to- ers unique mix of IT systems, business processes
engage patients that would otherwise take and patient populations. Even within a single pro-
several months to compile. Such systems interact vider organization, IT capabilities and business
with key provider business and clinical processes and clinical maturity for care management may
and IT systems. vary widely across individual departments and
institutions.
Care management is exceptionally data-driven,
using clinical, revenue cycle and utilization data In addition, care management platforms are still
to provide decision-making guidance at the point relatively immature. They have not been in use
of care by referencing evidence-based health out- long enough to collect the feedback necessary
come contractual requirements. for vendors to enhance and grow their offerings.
During our recent work deploying care manage-
To take full advantage of the care management
ment platforms, we inventoried tools, strategies
platforms capabilities and adapt to this new
and key lessons learned that have enabled health-
world, providers must redesign organization-wide
care organizations to more smoothly implement
processes and manage significant change. In an
and generate value from their investments.
ideal provider organization, creating a closed-
loop care coordination system would include a
complete exchange of clinical information across
2
augmented care management in these areas in order to identify and overcome potential platform implementation
challenges. #
Robust care
delivery infrastructure Successful
that supports innovative delivery Care Management
models and engagement techniques Platform
for personalized, evidence-based
health management interventions.
Organizational culture
of learning and innovation
that supports the essential leadership and
governance structure for adopting new care
management processes.
Figure 3
Scoring Organizational Readiness among systems. It may also reveal other clinical,
Organizations receive a score, from 0 to 100, business and IT initiatives under way that might
indicating their readiness to implement a care intersect with the platform deployment, such
management platform. The scores fall into one as ICD-10 transitions, electronic health records,
of four categories: basic, foundational, emerging meaningful use projects, etc.
and mature/sustainable (see Figure 4, next page).
We have found that the assessment results
Using a model to calculate maturity, the organi- provide a solid basis for identifying business
zation can develop an objective and structured objectives, creating an implementation roadmap
view of its current state to guide the imple- and guiding project governance and implementa-
mentation effort. An organization in the basic tion teams.
or foundational maturity
Using a model to stage should recognize that Create a Multidisciplinary Team for LESSON 2
Program Governance
calculate maturity, it will need to engage in
more substantive process The readiness assessment process illustrates why
the organization can redesign and change man- providers need a project governance team with
develop an objective agement activities during clinical, data and operations functions represent-
and structured the implementation vs. an ed to fully address how the platform will affect
organization that already discrete processes, as well as interconnected
view of its current has well established and operations, data and workflows. These three func-
state to guide the interconnected care pro- tions must collaborate on the care management
implementation cesses across its systems system transition plan and apply their perspec-
(see Quick Take, next page). tives and input to ensure smoother acceptance of
effort. the platform from clinical, business and IT func-
This approach to readiness tional areas.
helps highlight the areas that will most likely be
affected by the implementation, and can pinpoint This multidisciplinary perspective is also critical
issues to address, such as care teams needing for identifying all the existing and planned clini-
to learn how to incorporate analytics into their cal and business systems electronic health
workflows, and/or key interoperability points records (EHRs), health information exchanges
Ready, Set, Go
The readiness and maturity assessment results in a clearer picture of steps the organization must take to ensure
the care management platform implementation delivers clinical and business benefits. Organizations with
Level 1 or 2 scores will likely need to make a greater effort to transform care design before or during platform
implementation.
PREPAREDNESS LEVEL
20 45 70 100
CCMIM Preparedness Score
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4
Basic Foundational Emerging Matured & Sustainable
Lack of organized care Focused care management Organization-level care Advanced analytics and care
management processes processes getting management processes management processes
and data interoperability. established. largely established; established in an intercon-
Anecdotal use of evidence Interoperability and data actively leverage an nected healthcare delivery
and risk. standards are limited interoperable patient model to serve population
Limited experience with across the organization. record. health needs.
large implementations. Limited experience with Interoperability spans Health system/product
applying care management multiple departments. vendor have extensive
risk and evidence. Analytics adoption implementation experience.
growing.
Figure 4
Another disruption could occur when an HIE ing and support-building to run rote and routine
efforts to ensure the
promises full interoperability, then is only able to
new platform enables
tasks.
exchange admission-discharge-transfer data sets.
In either case, the lack of functionality expected in better clinical decision-making and outcomes.
Quick Take
A Typical Care Management Implementation Governance Structure
Organizations need to establish clear roles and Task force organizations: These teams provide
tasks during the implementation period across input to solve issues and improve implementa-
systems, departments and facilities. Key entities tion activities specific to their functional roles,
for establishing program governance for imple- including clinical, IT, change management and
mentation include: innovation.
should remain intact physicians who are expected Moving Forward: Best Practices
after the platform to use the care management for Care Management Platform
platform must work close-
is live to gather and Implementation
ly with teams charged with
Healthcare organizations may not be able to
implement feedback. configuring features and
deploying customizations. accelerate the technological maturity of care
The workgroups that create the list of required management platforms or avoid the impact
features should remain intact after the platform these systems have on key processes and profes-
is live to gather and implement feedback. sionals. However, they can conduct a thorough
assessment of their organizations readiness in
LESSON 7 Start Small its operations, contracts and clinical processes to
adopt such platforms.
Organizations that embark on ambitious care
management platform implementations find Increasing readiness in those areas is rapidly
great success when they start with small, tightly becoming the cornerstone best practice for
planned rollouts by department and facility, and achieving the organizations goals for population
roll out the care management platform in phases. health quality, cost and patient experience from a
This phased approach helps minimize disruption care management platform.
and help gauge and adjust alignment of interoper-
Business Needs
Assessment Focus
Figure 5
Rebecca Litner is a Senior Consultant with Cognizant Business Consultings Healthcare Practice. Her
work focuses on integrated health management, product development and implementation, and patient/
provider engagement. She has helped design and implement care management programs and solutions
for risk-based contracts, including BPCI and Medicaid Health Home. She received her M.P.H. in health
policy and management from Boston University and is Six Sigma Green Belt certified. Rebecca can be
reached at Rebecca.Litner@cognizant.com.
Aparna Paluri is a Manager with Cognizant Business Consultings Healthcare Practice. She has led teams
for assessment, application/product development and implementation for payer-provider businesses.
Her work centers around coordinated care management, population health-related solution devel-
opment, ICD-10 regulatory compliance implementation, portal assessment, customer contact center
strategy, financial sensitivity evaluation of transformational programs, payer enrollment-billing process
automation and data warehousing efforts. In addition to being a Fellow, American Health Management
(FAHM), Aparna has an M.B.A. from Xavier Institute of Management, Bhubaneswar, and holds a bach-
elors degree in electronics and communications. She can be reached at Aparna.Paluri@cognizant.com.
Preethi Srikanth is a consultant with Cognizant Business Consulting's Healthcare Practice. She has
expertise in a wide range of healthcare products/applications in both the provider and payer spaces.
She has been involved in the development and implementation of care management/population health,
computerized physician order entry (CPOE), EMRs/EHRs, provider/patient portals, and enrollment and
billing functions. She has vast experience in meaningful use and ICD-10 consulting and earned an M.B.A.
in IT and operations from Great Lakes Institute of Management (Chennai) and holds several healthcare
certifications from AHIP. Preethi can be reached at Preethi.Srikanth@cognizant.com.
About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out-
sourcing services, dedicated to helping the worlds leading companies build stronger businesses. Headquartered in
Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry
and business process expertise, and a global, collaborative workforce that embodies the future of work. With over
100 development and delivery centers worldwide and approximately 221,700 employees as of December 31, 2015,
Cognizant is a member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked
among the top performing and fastest growing companies in the world. Visit us online at www.cognizant.com or follow
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