Dapasoft Announces Corolar ConnectedCare, a Microsoft Teams Native Application for Clinical Communication and Collaboration

Dapasoft Announces Corolar ConnectedCare, a Microsoft Teams Native Application for Clinical Communication and Collaboration

Corolar ConnectedCare enables Healthcare providers with MEDITECH, Epic, Cerner and other EHRs to integrate with Microsoft Teams for secure communication and collaboration

TORONTO, ON – Jan 9, 2020 – Dapasoft Inc., a leading provider of health data interoperability and clinical systems integration, today announced the launch of Corolar ConnectedCare App for Microsoft Teams. It is a secure communication solution for clinician-to-clinician collaboration within the Microsoft Teams environment. With Corolar ConnectedCare App, clinicians can easily access patient data from EHRs like MEDITECH, Epic, Cerner, and more within the proven and secure Microsoft Teams collaboration framework. Corolar ConnectedCare will help address immediate and urgent challenges like transitions between care settings and fragmented care through improved clinical integration, by providing the right data securely at a care team’s fingertips.

“We are excited to bring new capabilities to Canadian clinicians for integrated patient care using Microsoft Teams,” said Michael Lonsway, Dapasoft’s President. “Healthcare is changing across Canada, and we see many organizations looking to Microsoft Teams as a secure platform for care coordination. We are excited to launch Corolar ConnectedCare to support clinician-to-clinician collaboration for integrated, patient-centred healthcare across the continuum.”

  • Using Corolar ConnectedCare, clinicians can easily view their roster of patients and detailed patient chart information within Microsoft Teams (e.g., visit details, vitals, diagnosis, medications, lab results, clinical documents, etc.).
  • Corolar ConnectedCare extends the reach of care collaboration with support for mobile devices, desktop application or secure browsers.
  • Patient information can be shared within authorized multidisciplinary healthcare teams to collaborate securely and provide more efficient patient-centric care.
  • Bot framework within Microsoft Teams provides advanced searching and proactive notifications for important clinical events.

Peter Jones, Healthcare Industry Lead for Microsoft Canada, said, “The ability to integrate electronic health data into Microsoft Teams from EHRs has been a key ask of Canadian healthcare providers. Corolar ConnectedCare App for Teams is launching at a critical time when many Ontario Health Teams are looking to Microsoft Teams. Because of Dapasoft’s strong healthcare footprint in Canada and Microsoft technology capabilities we continue to strengthen our partnership with Dapasoft to modernize Canadian healthcare.”

About Dapasoft Inc.

Dapasoft is pioneering the future of healthcare applications and health data interoperability. Headquartered in Toronto, Dapasoft is trusted by North American healthcare providers, payors and application developers to power their solutions everyday, integrating a wide variety of EHR, EMR and other clinical and analytics systems.

About Corolar

Corolar is an award-winning Interoperability Platform that can be deployed to your public cloud instance and gives you sophisticated integration features and unmatched control and ownership. Our solution is architected to maximize autonomy, control and data sovereignty. Corolar enables you to develop, deploy, execute, manage and monitor integration processes and flows that connect multiple endpoints so that they can work together.

For further information:

Dapasoft Inc.
Jijesh Devan, +1 416-847-4080 ext. 1070
jdevan@dapasoft.com

14 LHINs Reorganized Into 5 Transitional Regions In Ontario

14 LHINs Reorganized Into 5 Transitional Regions In Ontario

In efforts to build a connected and coordinated public health care system in Ontario, 14 LHINs (Local Health Integration Networks) have been restructured into 5 interim geographical regions for transition of certain LHIN functions and oversight responsibilities into Ontario Health. These five interim and transitional geographical regions are based on existing geographic boundaries as set out in the current LHIN’s governing legislation.

Under the operational realignment, Ontario has also reduced the LHIN CEO positions from 14 to five. To better reflect the changes, these positions will now be called Transitional Regional Leads. In accordance with the vision for a truly connected health care system, these transitional leads will report to the Ontario Health Board which will remain the Board for the realigned LHINs. All current functions of the LHINs including continued coordination of patient access to home and community care and long-term care placement will be managed by the reorganized LHINs.

The interim regional clustering of LHINs are as follows:

Region Transitional Regional Leads Clustering of LHIN Corporations
West Bruce Lauckner Erie-St. Clair, South West, Hamilton Niagara Haldimand Brant, Waterloo Wellington
Central Scott McLeod Mississauga Halton, Central West, Central, North Simcoe Muskoka
Toronto Tess Romain Toronto Central
East Renato Discenza Central East, South East, Champlain
North Rhonda Crocker Ellacott North West, North East

According to the Ministry of Health, this reorganization of LHINs is operationally necessary to establish regional oversight between existing LHINs. As per the transition plan, certain functions of the LHINs will eventually move to Ontario Health, however, other functions such as delivering home and community care and long-term care placement services will remain under current LHINs jurisdiction.

Quadruple Aim and the Role of Digitization in Realizing the Major Goals of OHTs

Quadruple Aim and the Role of Digitization in Realizing the Major Goals of OHTs

The province of Ontario is set to create an integrated, digitized, innovative and efficient health care system which will be able to respond to the long and short-term needs of its patients. This bold vision for the province of Ontario has four set objectives. These objectives are aligned with an internationally recognized framework known as the ‘Quadruple Aim’, which informs the design and delivery of effective health care systems.

Quadruple Aim

The government of Ontario is committed to adopting the four objectives of the Quadruple Aim, which are as follows:

  1. Improving the patient and caregiver experience;
  2. Improving the health of populations;
  3. Reducing the per capita cost of health care; and,
  4. Improving the work life of care providers.

All the recommendations and actions under the new vision are expected to bring about a positive change in each of the areas listed under the Quadruple Aim, in accordance with the broader vision of providing every patient in Ontario access to the services of an Ontario Health Team.

How Digitization Helps Realize the Major Goals of OHTs

The various OHTs aim to create integrated care delivery systems in Ontario with their own leadership, accountability and governance models. The OHTs will have to meet performance expectations and ensure that the care provided is connected, coordinated and comprehensive, meeting the vision set by the Quadruple Aim. These goals can all be realized through digitization which makes it possible for all the members of the OHTs to have access to the health records of a patient with their permission.

Digitized records enable the caregivers to analyze any milestone in the journey of a patient through the health care data, and offers the following benefits:

  • The new approach to health care adopts a digital first approach and enables virtual care. This ensures that patients need not go to an emergency department to access basic services and even helps them to avoid admission to a hospital, if not necessary.
  • Patients get connected to the right level of care at the right time and get easy access to services throughout the health care system.
  • Care providers will have the access needed to the medical records of patients and will not need to re-order a fresh set of identical tests or waste time by waiting for them.
  • The fact that the hospital, the home-care agency and family doctors will all belong to one team now makes the sharing of health records easier.
  • Resolves the issues leading to hallway care across the hospitals in Ontario or of patients being discharged without arranging for any follow-up care.
  • It becomes easy to know what kind of follow-up care will be required by them, either at a different facility or at home after they get discharged from the hospital.
  • Enables a patient to journey through the health system smoothly, as the OHTs provide integrated care, ably supported by common resources, performance expectations and planning tools at the provincial level.

While there is no prescribed right or wrong way to set an OHT up and there will also be no supervisory interference into the functioning of an OHT, digitization of records is the right way to go. Nothing can replace its effectiveness in enabling OHT’s members to work collaboratively. This will ensure that the continuum of care envisioned by the province of Ontario gets delivered to the residents of the province, when they need medical attention.

The 8 Building Blocks of a Successful Ontario Health Team

The 8 Building Blocks of a Successful Ontario Health Team

The main purpose behind establishing an OHT (Ontario Health Team) is to encourage collaboration with the formation of specific groups of healthcare providers and organizations which are clinically and fiscally accountable for delivering a full and coordinated continuum of care to a defined geographic population within Ontario. The OHT assessment makes sure that the teams are fully equipped to function collaboratively and those in development are to be supported by the Ministry of Health until full provincial coverage of OHTs is achieved.

The OHTs will be prioritized for future investments and receive incentives based on performance. They are set to redesign relationships, accountabilities, and incentives which put patients at the centre of how seamless care and services are delivered and funded. There are 8 building blocks of OHTs which act as guiding principles for establishing a truly connected healthcare system. Let’s look at what they are and why they matter:

  1. Defined Patient Population: OHTs should be responsible for the health outcomes of patients, through access to sustained care and meeting service delivery targets, within the
  2. In-scope Services: OHTs should leverage existing capacity to deliver coordinated services across at least three sectors of care (especially hospital, home care, community care, and primary care) while putting a plan in place to include or expand primary care services to a significant portion of the population. When mature, an OHT shall provide a full and coordinated continuum of care for all but the most, highly specialized, conditions.
  3. Patient Partnership & Community Engagement: Be committed to an integrated patient engagement framework and demonstrate a history of meaningful patient, family and caregiver engagement. Commit to a plan which encourages patient leadership and include patients, families and caregivers in the governance structure.
  4. Patient Care & Experience: Implement programs to ensure improved digital access to health information, transitions and coordination, key measures of integration, patient self-management and health literacy. Offer 24/7 coordination and navigation services with zero cold handoffs as well as virtual care to improve patient experience. Be committed to measure care and redesign care by offering digital access to health information, as and when needed and from anywhere.
  5. Digital Health: Develop the ability to digitally record and share information across partners by addressing any existing gaps in digital health activities. Increase the adoption of digital health tools to harness data. Adopt or provide digital options to streamline and integrate point-of-service systems and use data to support patient care for decision support, operational insights, population health management, and for tracking/reporting key indicators. Mature OHTs should be able to adopt digital health solutions to support effective healthcare delivery, ongoing quality and performance improvement, and better patient experience.
  6. Leadership, Accountability, & Governance: OHTs need to develop a central brand, demonstrate a history of working together to provide integrated care through physician and clinical engagement and inclusion in leadership and/or governance structure(s) through formal agreements, where necessary. The aim is to have every OHT operate through a single clinical and fiscal accountability framework, with appropriate financial management and controls.
  7. Performance Measurement, Quality Improvement & Continuous Learning: OHTs need to demonstrate a track record of responsible financial management and understanding of population costs, cost data and cost drivers. They should work towards an integrated funding envelope, based on the care needs of their attributed patient. Teams shall identify a single fundholder and reinvest savings to improve patient care.
  8. Funding and Incentive Structure: OHTs should be able to collect data and pursue joint quality-improvement activities, engage in continuous learning and champion integrated care. They shall also demonstrate an understanding of baseline performance on key integration measures and a history of quality and performance improvement. They need to reduce inappropriate variations and implement clinical standards and best evidence and provide complete and accurate performance reporting on the required indicators. The aim is to ensure that integrated care is offered based on the best available evidence and clinical standards, with an ongoing focus on quality improvement.

When they reach a mature state, each Ontario Health Team will be ready to demonstrate the ability to:

  1. Provide a full and coordinated continuum of care for a defined population within a geographic region,
  2. Offer 24/7 access to coordination of care and system navigation services to patients while working to ensure that their patients’ care journey is a seamless transition through the various stages of care,
  3. Improve performance to ensure the quadruple aims of better patient and population health outcomes; better patient, family and caregiver experience; better provider experience; and better value,
  4. Follow a standardized performance framework and be measured and reported against it,
  5. Operate within a single, clear accountability framework,
  6. Receive funding through an integrated funding envelope,
  7. Reinvest the funds into front line care; and
  8. Adopt a digital first approach and be aligned with provincial digital health policies and standards, including the provision of digital choices for patients to access care and health information and the use of digital tools to communicate and share information among providers.

As the needs and preferences of patients are known ahead of time and communicated at the right time to the right people, providing safe, appropriate, and effective care to the patients in Ontario will become seamless and efficient.

Azure API For FHIR Released In General Availability To Azure Customers

Azure API For FHIR Released In General Availability To Azure Customers

Microsoft finally released Azure API for FHIR in general availability to azure customers, thereby becoming the first cloud with a first-party service to ingest, persist and manage healthcare data in FHIR format.

Azure API for FHIR helps manage and exchange health data in HL7 FHIR format in the cloud. Through this service healthcare providers and payers (including developers, researchers, device makers, or anyone working with health data) can easily connect existing data sources such as electronic health record systems and research databases.

With FHIR becoming the standard of choice for exchanging and managing healthcare information in electronic format, this turnkey platform from Microsoft is capable to spin a new cloud-based FHIR service within minutes and begin securely managing PHI data in Azure. To that extent, FHIR has truly revolutionized healthcare interoperability.

Also, because of normalized data in FHIR format it is now easy to merge and understand differently configured data sets for accelerated machine learning development. And as providers test, develop and research optimal models for their health systems, the normalized data output can be securely and easily exchanged with any application interface that works with FHIR API.

Therefore, some of the benefits that Azure API for FHIR brings to healthcare teams include– pay what you use, optimized latency and performance, and providing on-demand, scalable machine learning tools with built in controls for security and intelligence.

Some key features of the Azure API for FHIR are:

  • Enable and start running an enterprise-grade, managed FHIR service in just a few minutes without considerable development team effort
  • Support for R3 and R4 of the FHIR Standard
  • Track audit logs for access, creation, modification, and reads within each data store
  • Secure compliance in the cloud: ISO 27001:2013 certified, supports HIPAA and GDPR, and built on the HITRUST-certified Azure platform
  • Role Based Access Control (RBAC) – allowing you to manage access to your data at scale
  • Global Availability and Protection of your data with multi-region failover
  • SMART on FHIR functionality

Whether it’s improving operational efficiency or a need for secure data exchange and interoperability platform, the Azure API for FHIR available for all Azure customers is a game changer. This is why Azure on FHIR is now fueling the potential of machine learning and life sciences in healthcare to deliver better health outcomes.

To learn more about Azure API for FHIR, read here.

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