Aami hitech mu impact on the future on HC IT

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Relate the components of The HITECH Act and Meaningful Use to health management technology …

Relate the components of The HITECH Act and Meaningful Use to health management technology

Identify whether existing systems meet requirements

Communicate technology needs and request feedback from end users for a smooth transition

Implement best practices to move people and systems forward under these new requirements

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  • DIXIE
  • It is especially critical for the NI community to understand public health care policy. This will not happen by chance; carefully crafted strategy and collaboration needs to occur now! The 18 th chapter examined the critical pathways to public health care policy, public health policy, and NI policy and an analysis of the skills informaticists must possess in order to effectively communicate with policy makers and those in positions to sway policy makers. use this graphic to show the relationship between, policy, healthcare policy, nursing, and nursing informatics. In the GOAL circle we are going to identify the target nursing informaticians As nursing informaticist our unique skills are required to shape policy. We have an indisputable responsibility to advocate, engage stakeholders, lead and collaborate with others, including those outside the discipline of nursing, to develop and implement policy solutions. Ok our definitions the WHAT
  • Piece of cake, right?????
  • The US department of health and human services office of the national coordinator for health information technology (ONC) articulates a long term strategy that envisions the US Health System transforming into a Learning Health System. Health care innovation accelerates health care value. The IOM defines a learning health system as a system that is designed to generate an apply the best evidence for the collaborative health care choices of each patient and provider; to drive the process of new discovery as a natural outgrowth of patient care. Innovation=value added solution. We have heard this over and over again- align people process, and technology and relationship-outcomes. These innovation engines drive quality, community, and value. Learning and transformation is constant. -Intermountain Health Care They succeeded because they leveraged a diverse skill set with new models of governance, and new models for integrating the skill sets into specific clinical programs. The people had the right information assets and supporting analytical applications. The key differentiator is that organizational infrastructures set up to support the improvement efforts.
  • It is especially critical for the NI community to understand public health care policy. This will not happen by chance; carefully crafted strategy and collaboration needs to occur now! The 18 th chapter examined the critical pathways to public health care policy, public health policy, and NI policy and an analysis of the skills informaticists must possess in order to effectively communicate with policy makers and those in positions to sway policy makers. use this graphic to show the relationship between, policy, healthcare policy, nursing, and nursing informatics. In the GOAL circle we are going to identify the target nursing informaticians As nursing informaticist our unique skills are required to shape policy. We have an indisputable responsibility to advocate, engage stakeholders, lead and collaborate with others, including those outside the discipline of nursing, to develop and implement policy solutions. Ok our definitions the WHAT
  • Breach notification requirements for all holders of PHI: Covered entities and their Bas overseen by HHS Non-covered entities overseen by FTC All entities with PHI use the HHS guidance issued on April 17 Failure to follow the HHS guidance on “rendering PHI unreadable< unusable and indecipherable” triggers obligation to notify individuals using various means of media publicity depending on how many individual records breached. Breaches affecting more than 500 indivduals will be posted to the HHS website. Security related provisions in existence prior to and found in HITECH now apply to Business Associates (Bas) Certain entities now must execute BA contracts: HIEs, RHIOs, E RX gateways must have BA agreements with any Ces These entities nor fall under the HIPAA Security Rule Violation penalties teired based on reasonalbe diligence/reasonable cause/willful neglect factors Take home message: Increased and Broadened emphasis on Securing Access to Health Data. Genetic Test Information Added to HIPAA Protecetd Data Increased focus on identity management for consumers broadens and deepens public awarenesss of need for IDM
  • About the ICD-10 Transition on October 1, 2013 ICD-10 codes must be used on all HIPAA transactions, including outpatient claims with dates of service, and inpatient claims with dates of discharge on and after October 1, 2013. Otherwise, your claims and other transactions may be rejected, and you will need to resubmit them with the ICD-10 codes. This could result in delays and may impact your reimbursements, so it is important to start now to prepare for the changeover to ICD-10 codes. This change does not affect CPT coding for outpatient procedures.
  • In the Future scan survey respondents reported that an intended consequence of clinical guidelines is that the art of doctoring is dimished in favor of formulaic tasks that are easily codified and performed by nonphysician clinicians,. In 2016 mott primary care will be provided by nonphysicioan clinicians 17 % Very Likely 49 % Somewhat Likely 30% Somewhat Unlikely 5 % Very Unlikely Data will be made available to all physicians that will compare each against others in his or her specialty nationally and locally relative to costs, outcomes, complication rates, antibiotic usage, and device usage.
  • Refocus on and convergence toward “unified” identity Management
  • It is especially critical for the NI community to understand public health care policy. This will not happen by chance; carefully crafted strategy and collaboration needs to occur now! The 18 th chapter examined the critical pathways to public health care policy, public health policy, and NI policy and an analysis of the skills informaticists must possess in order to effectively communicate with policy makers and those in positions to sway policy makers. use this graphic to show the relationship between, policy, healthcare policy, nursing, and nursing informatics. In the GOAL circle we are going to identify the target nursing informaticians As nursing informaticist our unique skills are required to shape policy. We have an indisputable responsibility to advocate, engage stakeholders, lead and collaborate with others, including those outside the discipline of nursing, to develop and implement policy solutions. Ok our definitions the WHAT
  • The futurescan national survey solicited the opinions of 1,600 CEO members of the American College of Health care executives and almost 2,000 provider-based members of the Society for Healthcare Strategy and Market Development with the title of director or higher as to the likelihood of various trends occurring in their own hospitals or their hospital area by 2016. A total of 985 responses were received. Accountable care organizations (ACOs) are organizational structures within which hospitals, physicians, and others can work together to provide more cost-effective care and be held accountable for the results achieved. How likely is it that your hospital will participate in an ACO in 2016? 46 very likely 41 somewhat likely 27 somewhat unlikely 3 very unlikely
  • By 2016, hospitals will use remote home patient monitoring to track patient recuperation from hospitalizations and to intervene early in order to reduce unnecessary readmissions. The overall structure of the Patient-Centered Medical Home (PCMH) 2011 draft standard is very similar to PPC-PCMH but more compact while maintaining alignment with the key components of primary care. The revised version has six standards instead of 9. The 6 PCMH 1022 draft standards are: 1: Access and Continuity 2: Identify and Manage Patient Populations 3: Plan and Manage Care 4: Self- Management Support 5: Track and Coordinate Care 6: Performance Measurement and Quality Improvement http://www.ncqa.org/Portals/0/PublicComment/PCMH2011_draft_standards_527.pdf NCQA intends to embed requirements aligned with the Centers for Medicare and Medicaid Services Measures of Meaningful Use within the PCMH 1022 requirements once they are announced. E-Visits
  • AppPoint was also designed to solve core challenges in mobile software development, such as developing native applications that provide the requirements of a rich user experience while at the same time being able to scale and adapt to an ever changing world of mobile operating systems and devices. FDA cleared and HIPAA compliant, AirStrip applications are powered over wired and wireless networks, delivering virtual real-time waveform and other relevant clinical data - anytime, anywhere.
  • Today IT spending amounts to 3.5 percent of the total operating budget in the average hospital. By 2016, this percentage will double. 47% Very Likely, 44 percent somewhat likely, 17 % somewhat unlikely, 5 % very unlikely. By 2016, your hospital will not longer use paper charts to deliver and manage patient care. 56% very likely 32 somewhat likely By 2016 your hospital will have received(or be on track to receive) its full share of federal stimulus funding as a result of complying with federal “meaningful use” requirements. By 2016, all of your hospital’s patients will have access to their electronic health information, which they can export to various websites that will help them make more informed decisions about their care. 39% very likely 44 % somewhat unlikely
  • The US department of health and human services office of the national coordinator for health information technology (ONC) articulates a long term strategy that envisions the US Health System transforming into a Learning Health System. Health care innovation accelerates health care value. The IOM defines a learning health system as a system that is designed to generate an apply the best evidence for the collaborative health care choices of each patient and provider; to drive the process of new discovery as a natural outgrowth of patient care. Innovation=value added solution. We have heard this over and over again- align people process, and technology and relationship-outcomes. These innovation engines drive quality, community, and value. Learning and transformation is constant. -Intermountain Health Care They succeeded because they leveraged a diverse skill set with new models of governance, and new models for integrating the skill sets into specific clinical programs. The people had the right information assets and supporting analytical applications. The key differentiator is that organizational infrastructures set up to support the improvement efforts.

Transcript

  • 1. HITECH and Meaningful Use: The Impact on the Future of Healthcare Technology Management Amy Walker MS, RN, CPHQ, FACHE, NEA-BC Practice Director Health IT + Member HIMSS Public Policy Committee
  • 2. • Relate the components of The HITECH Act and Meaningful Use to health management technology • Identify whether existing systems meet requirements • Communicate technology needs and request feedback from end users for a smooth transition • Implement best practices to move people and systems forward under these new requirements 2 What We Will Cover…..
  • 3. 3 Clinical Informatics New Clinical Informatics Initiatives Healthcare Operations Information Technology Communication Communication The Foundation
  • 4. Definitions • Ecosystem • Requirement 4
  • 5. Leading from good to great does not mean coming up with the answers and then motivating everyone to follow your messianic vision. It means having the humility to grasp the fact that you do not yet understand enough to have all of the answers and then to ask the questions that will lead to the best possible insights. (Jim Collins, Good to Great)
  • 6. What This Presentation Is Not About The thoughtless application of IT, for slash and burn downsizing, restructuring, and outsourcing. 6
  • 7. 7 • President Bush’s goal in 2004 • Executive order established the Office of the National Coordinator for Health Information Technology (ONCHIT) as part of the Dept of Health & Human Services (HHS) – Dr. David Brailer appointed the first National Coordinator A quick trip down memory lane … “… an Electronic Health Record for every American by the year 2014. By computerizing health records, we can avoid dangerous medical mistakes, reduce costs, and improve care.” - State of the Union address, Jan. 20, 2004 7
  • 8. HITECH Act? hmm, sounds familiar… • Signed into law February 2009 as part of ARRA • Goal – 90% of U.S. physicians and 70% of hospitals using EHR by 2019 • How? – Provide $19 Billion to doctors and hospitals through DHS to implement EHR by 2011
  • 9. ARRA • HITECH Care • Care Coordination • Disease Management • Value-based Purchasing • Bundled Payment • Medical Home • Comparativeness Effectiveness • Meaningful Use • Public Reporting and Accountability • Reward Top Performers • Penalize Bottom Performers 9
  • 10. 10 ARRA EHR Adoption –Incentive Requirements • To encourage broad adoption of EHRs, ARRA offers reimbursement to eligible providers/hospitals who meet two requirements: – Acquire a certified EHR product or service – Demonstrate that the organization or provider are using that product/service “meaningfully” • ARRA creates HIT Policy and HIT Standards Committees which must recommend: – Criteria for certifying EHR products – Criteria for demonstrating that an applicant is using the EHR meaningfully
  • 11. Why are We Here? • 2011 • 2013 • 2015 • Improve quality, safety, efficiency, and reduce health disparities • Engage patients and families in their health care • Improve care coordination • Improve population and public health • All the while maintaining privacy and security
  • 12. 12 HITECH Framework for MU of EHRs Taken from: Blumenthal, D. “Launching HITECH,” posted by the NEJM on 12-30-2009. 12
  • 13. 13 MU Measures Quality Measures 13 VTE - 1 VTE Prophylaxis within 24 hours of arrival Stroke - 2 Ischemic Stroke - Discharge on Antithrombotics VTE - 2 VTE Prophylaxis within 24 hours of arrival to ICU Stroke - 3 Ischemic Stroke - Anticoagulation for A-Fib/Flutter VTE -3 VTE Diagnosis - Anticoagulation Overlap Therapy Stroke - 4 Ischemic Stroke - Thrombolytic therapy for patients arriving within 2 hours of symptom onset VTE -4 VTE - Platelet Monitoring on unfractionated Heparin Stroke - 5 Ischemic or Hemorrhagic Stroke - Antithrombotic therapy by day 2 VTE - 5 VTE - Discharge Instructions Stroke - 6 Ischemic Stroke - Discharge on Statins VTE - 6 VTE - Incidence of potentially preventable VTE Stroke - 8 Ischemic or Hemorrhagic Stroke – Education ED - 1 ED throughput-arrival to departure for admitted patients Stroke - 10 Ischemic or Hemorrhagic Stroke - Rehabilitation Assessment ED – 2 ED throughput - Admit decision time to ED departure time for admitted patients.
  • 14. 1 2 3 4 5 6 7 8 9
  • 15. 15 HITECH Incentives for Hospitals – Medicare Example Four Year CMS Health IT Incentive Payment Scenarios: 2011 2012 2013 2014 2015 2016 2011 $20 $0 $0 $0 $0 $0 2012 $15 $20 $0 $0 $0 $0 2013 $10 $15 $20 $0 $0 $0 2014 $5 $10 $15 $15 $0 $0 2015 $0 $5 $10 $10 $10 $0 2016 $0 $0 $5 $5 $5 $0 2017 $0 $0 $0 $0 $0 $0 $50 $50 $50 $30 $15 Maximum Medicare health IT incentive payment for this year is: If the first qualifying year is: Total of Maximum over 4, 3, or 2 Years' Medicare Health IT Incentive Payments Example Numbers (millions) Penalties begin 100% 100% 100% 60% 30% 15
  • 16. Current State for EMR Adoption in Home Health • Over 80% use telemonitoring devices – from lo tech to hi tech • EMR Technology Levels* (2007 survey data) – 43% use EMR systems with following functionality • Patient demographics 95% • Point of care clinical documentation 29% • Clinical notes 34% • Clinical decision support 23% • Record MD orders 50% – 31% in process Resnick, H.E., and Alwan, M. (2010). Use of health information technology in home health and hospice agencies: United States, 2007. Journal of the American Medical Informatics Association 17(4):389-395.
  • 17. oes It Mean? • Increased reliance on IT • Greater need for informatics professionals • SWOT analysis should come sooner rather than later • Suddenly, certifications matters more than ever • More governance / new regulatory and reimbursement guidelines
  • 18. Leveraging best practices to move and systems forward 18
  • 19. • Improve quality, cut costs – Accountable Care Organizations • Larger insurance footprint • Not predetermined • Focus on value • Shift to outpatient care • Data driven problem solving • Refocus on fraud • Growing information technology footprint 21 Goals of Healthcare Reform
  • 20. • Proposed CMO ACO rules published 22 • Meaningful Use Stage 2 • Advanced Clinical Process • Medicare Accountable Care Organizations • Medicare Value- based Purchasing • Reduced Medicare Payments for Hospital Readmissions • Medicare Bundle Payment Pilot • ICD-10 Conversion • Meaningful Use Stage 3 Improved Outcomes • Health Insurance Exchanges (electronic eligibility) • Reduced Medicare Payments for Hospital acquired Infections (HAI) • Medicare Expenditures Capped • Medicare payment adjustment begins for non meaningful users of IT
  • 21. Accelerating Health Care Value “Readiness for change is one of the hardest problems we face”, Paul Tang, HIT Policy Committee vice chair and Palo Alto Medical Foundation vice president and chief medical information officer. “To realize our vision, we must foster a pervasive culture of innovation”, Douglas D. French, former Ascension Health president and chief executive officer. 23
  • 22. 24 Clinical Informatics New Clinical Informatics Initiatives Clinical Operations Information Technology Communication Communication
  • 23. Health IT Strategic Framework 25
  • 24. Meaningful Healthcare Reform A Journey 26 Industrial Strength LEADERSHIP & MANAGEMENT • Complete an enterprise assessment of the organizational readiness to reform • Evaluate the present situation, identify recommendations, and best practices to optimize the future state • Identify obstacles, challenges, sources of issues, and needed changes • Identify indicators of healthcare reform and changes in order to maximize operational performance • Create and heavily emphasize an EFFECTIVE & INNOVATIVE change management and communication plan • Create a practical benefits realization plan
  • 25. Certified EHR Technology • Office of the National Coordinator for Health Information Technology has approved two entities as able to review and certify EHRs – Certification Commission for Health Information Technology (CCHIT) – Drummond Group Inc. • Unless your current system is homegrown, piecemeal or older, your EHR vendor is likely already pursuing certification • (and/or trying to sell you a new or upgraded system – which they promise will be certifiable)
  • 26. 29 Aurora Health Care HITECH Gap Analysis Look at each MU Criteria (and Gap) in 3 ways: 1. Technology – do you need software installed? 2. Adoption – do you have the required adoption? 3. Ability to Measure – can you measure? Use these same categories in the Work Plan for tracking 29
  • 27. 30Slide #30 Aurora Health Care MU Dashboard
  • 28. Slide #31 Aurora Health Care Project Tracking Tool
  • 29. HIPAA Privacy and Security 32
  • 30. Today’s Privacy and Security Environment Covered Entities Medical Homes Medical Homes Medical Homes Pharmacy Laboratories Medical Log Physician Portal Personal Healthcare Records Medical Records Clinical Image Records Wellness Centers Outpatient Care Accountable Care Organizations Exercise Log EMR Social Worker Emergency Payer Primary Care Physician Patient
  • 31. Increase in HIPAA Penalties Under the ARRA: All such violations of an identical provision in a calendar year (A) Did Not Know ............................................. $100 $50,000 $1,500,000 (B) Reasonable Cause ..................................... 1,000 50,000 1,500,000 (C) Willful Neglect—Corrected ........................ 10,000 50,000 1,500,000 (C) Willful Neglect—Not Corrected .................. 50,000 1,500,000 34
  • 32. A Sample of Questions for HIPAA-Security Assessment • What is our single vulnerability from a technology or security point of view? • How vulnerable are we to attack on confidentiality, integrity, and availability of our data and systems? • What is the assessment of physical security controls at each of our sites (data center, home office, field offices, and other sites? • How prepared are our incident response plans? • Have we protected our company in contracts with vendors? • Do we understand what PHI we produce, capture, store, transport, and destroy? 35
  • 33. Standards and Interoperability 36
  • 34. HITECH Drives US Standards Efforts • Goal: Transform healthcare through the meaningful use of health data • Data capture data sharing advanced clinical processes Improved Outcomes • Requires organized structuring and effective use of information to support decision making 37
  • 35. Need for Health Data Standards • Standards are foundational to development, implementation and exchange of EHRs • Clinicians need ubiquitous access to health information to provide optimal care • Providers, payers and public health entities must exchange health information between departments, across organizations and agencies • Consumers need assurance that caregivers have seamless access to correct information 38
  • 36. ONC Standards and Interoperability Framework 39 Tools and Services (Use Case Development, Harmonization Tools, Vocabulary Browser, Value Set Repository, Testing Scripts, etc) Tools and Services (Use Case Development, Harmonization Tools, Vocabulary Browser, Value Set Repository, Testing Scripts, etc) Use Case Development and Functional Requirements Use Case Development and Functional Requirements Standards Development Standards Development Certification and Testing Certification and Testing Harmonization of Core Concepts Harmonization of Core Concepts Implementation Specifications Implementation Specifications Pilot Demonstration Projects Pilot Demonstration Projects Reference Implementation Reference Implementation
  • 37. ICD-10 40
  • 38. ICD-10 Compliance Impact • International Classification of Disease 10th Revision • federally mandated by October 1, 2013 for all providers • more flexible code set expands for new procedures, diagnoses and technologies • greater specificity translates to improved quality measurements and patient safety standards • Impact to include: • Coding Medical Records/Health Information Management • Registration/Scheduling • Encounter Forms/Charge Tickets • Clinical Documentation – Information Systems; including EHR’s …the entire Revenue Cycle 41
  • 39. Home Health 42
  • 40. Home Health Today 3.3 million seniors receiving care on any given day – over 14 million per year* • Over 10,000 agencies – coverage in every state • Approx 1 million clinicians; multidisciplinary • Most provide specialty programs – Diabetes, Congestive Failure, COPD, Stroke – Patient centered, self management focus • Many specialize in geriatrics • Lowest cost/best outcomes in chronic care management for elderly** *Medicare Payment Advisory Commission. (2011) http://www.medpac.gov/documents/Mar11_EntireReport.pdf
  • 41. Literature Shows • Seniors do better at home for acute care on clinical outcomes, costs, satisfaction • Transitioning elders from acute to home with teaching for self management and f/u more effective, low readmission rates • Use of telemonitoring in home for CHF and cardiac patients w/PHR show optimal recovery and self management results.
  • 42. Aging Demographics • 7000 Baby Boomers turning 65 yrs every day • 2011 Legislature targeting Medicare and Medicaid cuts • Current CMS spending and Baby-Boomer impact vs. national fiscal goal of deficit reductions • HH positioned to provide highest quality and best outcomes in care delivery for our elder population 45
  • 43. Key Initiatives in ACA (CBO est. 13.5b savings 2011-19 Sec 3021-3027) • CMI – Center for Medicare and Medicaid Innovation – launched November, 2010 • Hospital at Home – for elderly • Care Transition Program Pilot • Readmissions Reduction Program • Accountable Care Org/Bundling Pilots
  • 44. Clinical Engineering The Clinical Engineering Department provides multiple services to ensure that the medical equipment needs for patients and staff are met. We provide services with accuracy and integrity. – Provide installation, preventive maintenance – Provide mandatory pre-use inspections – Performs investigations – Provides assistance in the disposal of medical equipment – Provides for in-service training and support 48
  • 45. Perhaps Clinical Engineering Might Also Focus On • Identifying improvement opportunities • Participating in information technology and management strategy • Optimization in the use of devices • Rounding to ensure feedback and evaluation of device usage • Expert resource in care coordination: technologies, equipment and information flow • Expert resource in equipment, process, and information flow for meaningful use, and • Expert resource for teams defining information technology management 49
  • 46. It’s Not What We Don’t Know That Hurts, It’s What We Know That Ain’t So Will Rogers (1879-1935)
  • 47. Planning for Quality the Systems Thinker 51 “Systems Thinking is a discipline for seeing wholes, recognizing patterns and interrelationships, and learning how to structure those interrelationships in more effective, efficient ways.” Senge, P., & Lannon-Kim, C., 1991
  • 48. Five Dysfunctions of a Team • Absence of Trust • Fear of Conflict • Lack of Commitment • Avoidance of Accountability • Inattention to Results • Identify the behaviors? • How do you know that these have been overcome? The Five Dysfunctions of a Team: A Leadership Fable, San Francisco; Jossey-Bass, 2002 52
  • 49. Lean Incorporated into Our Teams • People first • Flexibility • Walking the Talk • Our colleagues are assets • Always provide value • Mentor and coach • Bridge organizational boundaries • Adjustments made as work flow indicates • Applies frontline feedback 53
  • 50. Listening Techniques • Clarify-get more information • Restate-check the meaning • Remain neutral-convey interest • Reflect-help them evaluate their feelings • Summarize-bring the discussion into focus 54
  • 51. Are the skills, knowledge, and experience of the actors well matched with the tasks they are asked to perform? 55
  • 52. It is only after I have read, identified, and stimulated your needs that I will be able to energize our discussions while irresistibly presenting my ideas to you. (Robert Mayer, How to Win Any Negotiation)
  • 53. Power/Influence is the ability to get people to perceive that a given behavior (or performance) is the best action they can take in the service of their values.
  • 54. Care Providers • At risk and accountable • Will prepare for multiple reform outcomes • Forge new partnerships • Reliance on valid performance vs. faulty • Increase in training • Empowered to lead improvement • Decrease in the size of the pie • Increase in reliance in technology • Driven by incentives and penalties 59
  • 55. It Is Not The Strongest Who Survive, Or The Fastest. It Is The Ones Who Can Change the Quickest. Charles Darwin
  • 56. Care Providers Must Simplify Communication 61
  • 57. Communication Balancing Act 62
  • 58. 64
  • 59. Accountable Care Organizations A concept that has the potential to revolutionize the way healthcare is delivered, experienced, and paid for in America. – Care coordination – Patient centered using to the full extent all health care professionals – Respects patient centeredness by respecting patient choice of provider and shared decision making – Positive patient experience 65
  • 60. Medical Home Six medical home standards – Enhance access and continuity – Identify and manage patient populations – Plan and manage care – Provide self-care and community support – Track and coordinate care – Measure and improve performance •E-Visits 66
  • 61. Innovative Systems 67 The Vscan by GE, is a new mobile device designed for doctors who are making house calls. FutureScan 2011: Healthcare Trends and Implications 2011 - 2016 Society for Healthcare Strategy and Market Development / Health Administration Press January 2011
  • 62. Innovative Systems 68 AirStrip Technologies, has built its revolutionary AppPoint™ software development platform with a vision of securely sending critical patient information directly from hospital monitoring systems, bedside devices, and electronic health records to a clinician's mobile device.
  • 63. Further Impact to Information Systems • Zero tolerance for negative unintended consequences will be identified and resolved • Increased support to care coordination • Increased certification criteria based on measurable achievements • Mathematical and logical models will become the norm to support healthcare reform 69
  • 64. Perhaps Clinical Engineering Might Needs to Focus On • Identifying improvement opportunities • Participating in Information technology and management strategy • Optimization in the use of devices • Rounding to ensure feedback and evaluation of device usage • Expert resource in care coordination: technologies, equipment and information flow • Expert resource in equipment, process, and information flow for meaningful use 70
  • 65. Perhaps Clinical Engineering Might Needs to Focus On • Identifying improvement opportunities • Participating in Information technology and management strategy • Optimization in the use of devices • Rounding to ensure feedback and evaluation of device usage • Expert resource in care coordination: technologies, equipment and information flow • Expert resource in equipment, process, and information flow for meaningful use 71
  • 66. Health IT Strategic Framework 72 Enterprise Commitment and Accountability Organizational Readiness A Pervasive Culture
  • 67. • Industrial strength leaders • Industrial strength organizations • Un-ending curiosity and fact finding • Ability to project what-if scenarios • Ability to simplify every process • Ability to act lean • Zero tolerance for waste 73 Implement best practices to move people and systems forward under these new requirements
  • 68. Closing Thought… 74 We can build high performance teams that together, determine and implement the requirements for healthcare organizations that operate as innovation engines, transforming people, technology, and processes to advance healthcare reform. We realize it begins with us.
  • 69. Thank you! For more information, please contact: awalker@optimizeitconsulting.com or awalker@qssinc.com, 703-283-4678