Healthcare IT organizations struggle with data aggregation, ingestion, cleansing and normalizing data from external sources. The classic question is—should they build an in-house solution or buy a pre-built solution that consolidates disparate data?

New research uncovers the state of data readiness in healthcare. It reveals that industry leaders have high aspirations and aggressive timelines for digital transformation, but a lack of data readiness and issues related to data interoperability threaten their plans for execution.

New research uncovers the state of data readiness in healthcare. It reveals that industry leaders have high aspirations and aggressive timelines for digital transformation, but a lack of data readiness and issues related to data interoperability threaten their plans for execution.

KLAS Research performs an extensive annual assessment to evaluate best-in-market healthcare technologies. This year, KLAS added a new Data & Analytics Platforms category to professionally assess healthcare data platforms. KLAS interviewed customers of leading vendors and collected more than 600 comments in its 2022 assessment. Innovaccer’s Data Activation Platform (DAP) earned the highest category ranking with a cumulative score of 92.2 out of 100.

Is it time to put a fork in fee-for-service?New research released by Morning Consult and Innovaccer finds most providers believe it is. Respondents said value-based care has firmly displaced fee-for-service as the dominant payment and care delivery model. Only 4% of providers surveyed reported using pure FFS with no links to quality and value, and that plummets to 1% by 2025. Providers believe the payment model that’s historically dominated in healthcare has flamed out, and that 96% of healthcare payment today has connections to care quality, cost reductions and, in some cases, patient experience. That leaps to 99% by 2025.But is FFS really over? Payers report that pure FFS remains in the double digits within their provider networks. While providers think the transition to value has substantially occurred, we are only at the beginning of the transition to value. The amount of financial risk providers have is going to increase significantly in the next few years. This research makes it clear that providers don’t have the tools, analytics, and processes to know how they're performing on risk-based contracts and see a risk-based tsunami is coming. MACRA (the Medicare Access and CHIP Reauthorization Act) links an ever-increasing portion of physician payments to service-value rather than service-volume. Every provider that participates in Medicare is having their Part B payment adjusted based upon MACRA’s value-based care timeline.

Three in five physicians reported at least one manifestation of burnout according to a study conducted by the AMA in collaboration with the Mayo Clinic, Stanford University School of Medicine, and the University of Colorado School of Medicine. What’s more alarming is that the physician burnout rate has reached an all-time high accounting for around 63% of physicians. This calls for the need to renew clinical processes and relevant technology to bolster physicians and other professionals.

One of the biggest challenges today’s providers are facing when it comes to fulfilling quality reporting requirements is aggregating and reformatting data from disparate sources.

A leading clinically integrated network providing care since 1998—consisting of more than 3,600 healthcare providers, more than 200,000 patients, and 36 hospitals—sought to gain new customers, close care gaps, and revive its declining service line revenue across multiple practices. The health network lost 14% of its revenue in one quarter due to growing competition in the region and needed to take action quickly.

A leading clinically integrated network providing care since 1998—consisting of more than 3,600 healthcare providers, more than 200,000 patients, and 36 hospitals—sought to gain new customers, close care gaps, and revive its declining service line revenue across multiple practices. The health network lost 14% of its revenue in one quarter due to growing competition in the region and needed to take action quickly.