Webinar: Overcoming it challenges
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Webinar: Overcoming it challenges

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Technology is constantly transforming healthcare for the better, but getting technology right is an understated challenge for the industry. This webinar addresses three of healthcare's top......

Technology is constantly transforming healthcare for the better, but getting technology right is an understated challenge for the industry. This webinar addresses three of healthcare's top challenges in tapping technology's full potential: cost, privacy and adoption. Experts and providers share tips, strategies and stories to help overcome these challenges to truly harness the power of transformative healthcare technology.

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  • 1. Overcoming the Top 3 Challenges in Health IT: Cost, Privacy and Adoption Pathways to Leadership Series May 15, 2014 1
  • 2. Agenda • Housekeeping • Speaker Introductions • Presentation • Q&A • Conclusion 2
  • 3. Speakers Jennifer Covich Bordenick CEO eHealth Initiative Washington, D.C. Russell Branzell President & CEO College of Healthcare Information Management Executives (CHIME) Geoffrey Brown Chief Information Officer & Senior Vice President Inova Health System Northern Virginia 3
  • 4. Serving as CEO of eHealth Initiative since 2009, Ms. Bordenick provides leadership for all the research, education and advocacy components of the eHealth Initiative and its foundation. Working closely with executives from across the spectrum of healthcare, she helped refine the organization's strategic focus to concentrate on the use of data and analytics; accountable care; data exchange; and technology tools for chronic care conditions. She has played an active role in educating the industry about the impact of healthcare reform on health IT, interoperability concerns and meaningful use regulations. Jennifer Covich Bordenick CEO, eHealth Initiative 4
  • 5. Russell Branzell is a Certified Healthcare CIO, a fellow of CHIME and HIMSS, and board certified through the American College of Healthcare Executives (ACHE). He has served as the president & CEO of CHIME since April 2013. Previously, he was the CEO of Colorado Health Medical Group, a division of University of Colorado Health. In 2010, he was honored with the CHIME State Advocacy Award for his work in bringing together stakeholders across Colorado to further the advancement of HIT. Russell Branzell CEO, CHIME 5
  • 6. Mr. Brown has 35 consecutive years of progressive experience in information technology, management, consulting and strategic planning. Brown is in the unique position of having work experience as a CIO in public, for profit and not- for-profit healthcare organizations. He is known for delivering real results through improved utilization of technology and people. Inova Health System (IHS) is the largest not-for-profit healthcare system in the Washington D.C., metropolitan area with history dating to 1872. Geoffrey Brown Chief Information Officer & Senior Vice President, Inova Health 6
  • 7. What are the Issues? Cost :: Justifying the price tag of new healthcare technology Adoption :: Ensuring proper implementation to ensure ROI is achieved 7 Privacy :: Keeping pace with emerging technologies, especially mobile and telehealth
  • 8. IT Challenge #1: COST 8
  • 9. Cost: The Challenges 9 … while savings mostly go to insurers, patients. Providers pay Health IT can improve patient safety, healthcare quality, and efficiency of data collection while restraining rising costs. But …
  • 10. … and the stakes are high. 10 Full implementation of healthcare technology could bring efficiency savings of $77 billion – but only after the initial 15-year adoption period. (RAND Corp.) A nationally interoperable system would cost $150 billion over five years. As reimbursements shrink, the need to carefully analyze each purchasing decision has never been more urgent.
  • 11. 11 Strategies for Justifying the Cost of Health IT Position as a clinical/business decision – not a technology initiative or purchase Treat technology as an agent for change; a solution that drives clinical and operational improvement Don’t waste time justifying your “plumbing” (network upgrades, new PCs, etc.). Get that on a schedule so you can spend time on true improvements.
  • 12. 1. Prioritize your financing. Not enough IT departments do this. 2. Collect as much data as possible. The more data you collect, the more you can document how you’re saving money with technology – or how much you’re losing without it. Strategize, Prioritize, Quantify 12 What’s the priority? ICD-10 Meaningful Use 2 Health Exchanges Healthcare Reform Patient Engagement Revenue Cycle EHRs 40% measure ROI on their EMR implementations only 36% of this smaller group is convinced their ROI calculations are accurate. Source: 2013 Beacon Partners survey of more than 200 hospital CIOs:
  • 13. Making the Business Case 13 Step 1: Capture Your Current State • Financials, Revenue, Quality, Process, Workflow Step 2: Show Where Changes Would Bring Value or Improvement Step 3: Understand the Full Impact on Your Organization • Deployment, Equipment, Licensing, It is difficult to make a business case for disruptive technologies But it can be done …
  • 14. CASE STUDY: Lakeland HealthCare 14 Provider: Lakeland HealthCare, 4-hospital system in Western Michigan Technology: $50 million EHR implementation over 5 years  The board at Lakeland wanted to see the value of investment beyond the fact that EHRs are mandated by Meaningful Use.  Plan of Action 1. Hired a consultant. 2. Consulted with peers, developed a governance structure and identified KPIs approved by leadership team 3. Created a team to measure financial and clinical returns • Teams meet regularly, report to board quarterly • To measure, established baseline and tracked over time. “If you don’t want to be seen as just another cost center, you must evaluate and report on investments in IT.”  Results • CPOE had immediate cost impact - $1 million savings in the first year – due to reduced need for transcriptionists • Improvements in sepsis care as a result of barcode scanning saved 32 lives
  • 15. IT Challenge #2: Privacy 15
  • 16. 16 • What is your organization’s biggest privacy challenge? • mHealth applications • Sharing data with third parties • Regulatory compliance • Organizational culture • Other POLL
  • 17. Privacy: The Challenges 17 Current policies were developed for a paper-based world. Consumers are more aware of data breaches, and the cost is huge: Last week New York Presbyterian and Columbia were hit with the largest HIPAA settlement at $4.8 million after 6,800 patient records were released on the Internet. Privacy Challenges Data breaches Policy not keeping pace HIPAAMobile Use BYOD
  • 18. Privacy: Whose Information? 18 Consumers trust health providers the most with their information: Who do you trust to store or access your healthcare information? 27% federal agency 27% private firm like Google or Microsoft 71% hospitals 99% primary care doctor Source: Ponemon Institute
  • 19. 19 Strategies for Addressing Privacy Issues Convince leadership to invest in technology that protects privacy, associate with the bottom line Conduct a solid risk assessment, many privacy programs at early stage of development Consider your organization’s existing culture, determine weaknesses and integrate efforts within existing privacy policies New privacy policies should reflect your organization’s priorities
  • 20. 20 Provider: Sutter Care at Home, a California-based home care and hospice agency whose 1,300 caregivers service nearly 100,000 patients in 23 counties Technology: Android 4G 7-inch tablets for at-home caregivers  SOLUTION: Mobile device management (MDM): Sutter installed MDM software on their tablet devices that allowed them to apply security policies and controls; to track device inventory and usage; to manage software distribution; and to remotely wipe a lost/stolen device. 1. IT department has greater level of control over the tablets versus laptops. Tablets are password protected and encrypted; if a tablet is lost or stolen, Sutter Care at Home can wipe the device clean of information remotely, in a matter of seconds. 2. The system also alerts the IT department if any unauthorized app is downloaded by a user, and the device repeatedly prompts the user to delete the app until it is removed. “There are always issues with security compliance with any device. When our security office wants to know whether a device was encrypted, we can tell them exactly when, and we can issue a wipe command and erase the device immediately. We have a level of security that we never had with laptops.” CASE STUDY: Sutter Care at Home
  • 21. Addressing BYOD 21 Nearly everyone owns smart technology now – and they want to use applications on their own device to provide care OR receive care (in the patient’s case). This, however, creates privacy concerns as our devices are used for multiple functions, for lots of sharing, and are not encrypted or protected properly. Your job: 1. Help hospital leadership understand there needs to be a policy – sooner rather than later. BYOD is not something that can be ignored. 2. Define your risk tolerance level, and build a policy around that level. If the banking industry can do it, healthcare can do it.
  • 22. Addressing BYOD at Inova 22 BYOD is like mobile with new policy and control issues.  Technologies are the same (devices, security controls)  Employee ownership of device raises issues of control & management How should it Easy answer is to treat employee devices as another external Internet connection  Problem: Mobile apps provide better user experience but require internal connections to your production environment Where do the risks come from?  Sensitivity of data on the device (e.g. Patient Records)  Impact of loss or misuse (e.g. data breach reporting reqs.) Inova Health: 5 hospitals 1,700 beds 16,000 employees
  • 23. IT Challenge #3: Adoption 23
  • 24. Barriers to Technology Adoption Barriers Physician Preference Staff Resistance Unqualified Workforce Lack of Time Interoper- ability Fear of change “Technology cannot do anything alone. When the patterns of its use are not tailored to the workers and their environment to yield high quality care, the technological interventions will not be productive. Any IT acquisition or implementation should, first and foremost, be an organization change.
  • 25. 25 • Find physician champions. • Highlight benefits for different groups. • Maintain realistic expectations. • Make tools user-friendly. • Recruit Subject Matter Experts. • Use a Communications Plan. Implementation Best Practices
  • 26. 26 • Does your organization use a formal communications plan when rolling out new technology? • Yes, always • Yes, sometimes • No, but we are considering it • No, never POLL
  • 27. 27 Why do I need one? This is a huge change management exercise – not an IT “project” or simple technology switchover. What should your Communications Plan look like? Robust enough to cover the necessary information, but not so dense that no one will actually read it. How will my Communication Plan succeed? By involving everyone upfront. Most training plans end up being reactive to complaints and issues – adoption is more successful when your communications plan anticipates obstacles. How will I communicate my Communications Plan? In multiple formats and several places. In person. Via newsletter. Emails. Everyone adapts differently, so providing multiple avenues helps ensure more people will grow comfortable with the technology. Your Communications Plan
  • 28. Measuring Results & Impact 28 Measuring results and impact is important because … • You need to understand your organization’s level of adoption to realize further improvements • You will be reporting back to the C suite on the value of the investment • You can leverage the information to justify future technology investments TIPS:  Take a “before” picture so the “after” picture is an accurate measure of improvement.  Define: What does success look like? All measurements should relate back to this model .  A project doesn’t end the day you go live – it’s just the beginning.
  • 29. CASE STUDY 29 Step 1 :: Implementation team was formed across departments Step 2 :: Phased implementation and strategy to encourage use  Obstacle: Nurses were recording medication information hours after it was given; this practice would have to change with the safety system Reasons for Success:  Made it easy for the nurse to “make the better choice” by understanding medication recording process and reforming it through the nurses’ eyes  Units and users that achieve 100% scan rate are honored  Units and users that achieve low scan rates are given extra training  Project was billed as a Patient Safety Initiative made possible by the IT department – not an “IT project” – and was driven by clinicians Provider – Cook Children’s Medical Center, Ft. Worth, Texas Investment – Barcode bedside medication verification system Goal – Provide another layer of safety to augment the experienced staff
  • 30. Q&A Jennifer Covich Bordenick CEO eHealth Initiative Washington, D.C. Russell Branzell President & CEO College of Healthcare Information Management Executives (CHIME) Geoffrey Brown Chief Information Officer & Senior Vice President Inova Health System Northern Virginia 30