Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

HIMSS Investor Briefing

1,790 views

Published on

Published in: Economy & Finance
  • Be the first to comment

  • Be the first to like this

HIMSS Investor Briefing

  1. 1. McKesson Provider Technologies 2005 HIMSS Investor Briefing
  2. 2. McKesson Provider Technologies Larry Kurtz Vice President Investor Relations
  3. 3. Safe Harbor Clause Some of the information in this presentation may constitute forward-looking statements that are subject to various uncertainties and could cause actual results to differ materially from those projected or implied. These uncertainties are described in the Company’s reports and exhibits filed with the Securities and Exchange Commission.
  4. 4. McKesson Provider Technologies Pamela Pure President McKesson Provider Technologies
  5. 5. Redefining Success To make healthcare safer, it takes: • More than software • Broadscale adoption of technology • Joint accountability • Making every dollar count
  6. 6. More Than Software: McKesson Provider Technologies
  7. 7. More Than Software: Medication Safety Solution Distribution Software Automation Packaging
  8. 8. More Than Software: Undisputed Leadership in Medication Safety Inpatient • 44M scanned bedside meds annually • 400,000 warnings issued weekly • 56,000 errors prevented weekly • Considered more often than any other vendor (KLAS) Ambulatory • 80,000+ e-prescriptions/month and growing • McKesson in top three for MD office e-prescribing • Connectivity to PBMs, retail pharmacies
  9. 9. More Than Software: Innovative Solutions and Technologies McKesson Telehealth Horizon PatientVision Advisor
  10. 10. Introducing… CarePoint-RNTM •“All-in-One” tool for nurses –Lightweight and portable –Meds, supplies and clinical systems travel with the nurse –Two patient medication container options • Drawers • Envelopes –Links McKesson clinical software with automation technologies
  11. 11. Broadscale Adoption: More Value, Faster Value • Drive value for clinicians – HorizonWP Physician Portal – 1.3M logons per month, 15-minute training time – Medical and document imaging – Horizon Expert Orders – 200 beds live in four months at Duke University Hospital; 96% of orders placed by physicians • Speed time to value – McKesson QuickStart for medication safety – IASIS - rapid implementation model across 15 hospitals
  12. 12. Broadscale Adoption “Surround” Strategy Physician Portal Medication Safety Medication Safety Existing IT CPOE/CDS CPOE/CDS Systems Medical Document Imaging Imaging
  13. 13. Broadscale Adoption: Connect the Physicians Physician Physician Practice Practice Physician Hospital Practice Physician Portal Physician Practice Practice
  14. 14. Joint Accountability • Senior executive “top down” commitment and involvement • McKesson Project Management Office • Joint governance – Project plans with agreed-upon milestones – Weekly / monthly / quarterly assessments of progress • Monthly executive “dashboard” Communication, communication, communication
  15. 15. Joint Accountability: Centra Health Program Summary Program Steering Physician User Executive Committee Program Sponsors Group Program Management Office (PMO) Clinical Informatics Information Services Financial Informatics 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 2004 2005 2006 Integrated Testing April May June July Aug Sept Oct Nov Dec Jan FebMarch April May June July Aug Sept Oct Nov Dec Jan Feb March April May June July Aug Passport Standalone Passport POS STAR - ADT, PA, MR. RWS, Acct Express STAR Upgrade Stmts EC 2000 Remittance Horizon Pat Folder/Horizon Bus Folder (MR, BO) HPM (Financial Decision Support/Budgeting) HPF HBF Horizon Business Insight Upgrade Path Fin Mgmt(GL/FA) PFM (GL/FA) PCON w/NDC PCON w/STAR (inc. 1500's) Denials Denials and Appeals Compliance Advisor Clinical Infrastructure Pathways Healthcare Scheduling Horizon Care Record Alerts Messaging Rounding Clinical Upgrade Horizon Expert Documentation HED (Rollout to CC and Med Surg) Horizon Order Management Horizon Expert Orders ..to M36 Horizon Radiology HAC Lab Outreach Horizon Meds Manager/Order Scanning AdminRX ED Tracking Board Physician Portal Pathways Interface Mgr Secure Remote Access Horizon OnePass
  16. 16. Making Every Dollar Count Technology and Service Innovation Value Operational • LINUX Improvement • Clinical continuity and disaster recovery Optimization solutions Services • System optimization • Customer certification Installation • Lean Six Sigma
  17. 17. Redefining Success from the Customer’s Perspective • Duke University Hospital, Durham, N.C. – Mike Russell, M.D., Associate Chief Information Officer • Presbyterian Health Services, Albuquerque, N.M. – Mark Reifsteck, Senior Vice President, Chief Operating Officer
  18. 18. Optimizing Clinical Workflow Mike Russell, M.D. Associate Chief Information Officer Duke University Health System and Medical Center
  19. 19. IT Focus at Duke • Patient Safety – top priority • Bridging Academic and Community Medicine • Increasing collaborations with technology as an enabler • Information accessibility and stability • Defining technology with a focus on process, workflow and ease • Providing technological solutions that are safe, efficient, and effective Looking at the complete picture
  20. 20. CPOE Value – Clinical Decision Support System and Workflow Logic • Incorporating evidence-based best practices and optimized workflow logic into the CPOE product – Development of rules and alerts to prevent errors – Critical rules for all services versus clinical service / clinical department specific rules - standardization – Integration of rules across various vendors and ancillaries – Proactive decision support, as well as retrospective – Data capture for overrides and tracking – Tracking clinical outcomes – Deployment platforms – desktop, mobile, wall-mounted – Desktop Integration – Zero Data Loss back-end – High Availability back-end
  21. 21. CPOE--A Unique Development Approach McKesson – Duke Relationship CPOE Development Traditional Systems Life Cycle Development Life Cycle Implementation Evaluation Evaluation Analysis Analysis Evaluation Analysis Design Analysis Evaluation Design Analysis Programming Design Design Programming Design Programming Programming Programming Testing Evaluation Implementation Evaluation Analysis Analysis Evaluation Design Evaluation Analysis Evaluation Design Analysis Programming Design Programming Design Programming Programming
  22. 22. Swift Deployment • CPOE is currently live on 260 beds in Duke North: – 79 Cardiology + CCU – 78 General Medicine + MICU – 33 Pulmonary / Renal + MICU Stepdown – 70 Oncology + BMTU (as of Feb 14 & 15)
  23. 23. Cumulative Orders by Order Category 400,000 Transcribed or Protocol = 1.4% Verbal or Phone Order = 2.6% 350,000 Directly Entered = 96.0% N78 - Pulmonary The initial CPOE Go-Live was on Sept 28, 2004 on N71. The Cumulative Number of Orders 300,000 dates demarcate the number and location of beds live on N81 - Gen Med 190 beds N83 - Gen Med CPOE. The vast majority of orders are entered directly into N82 - MICU CPOE. A small percentage are entered as Verbal Orders. A smaller percentage are transcribed from hand-written orders 250,000 as part of the go-live conversion process or entered by nurses 157 beds as part of a clinical protocol. 200,000 150,000 100,000 N72 - CCU 50,000 N73 - Cardiology 79 beds N71 - Cardiology 63 beds 31 beds 8 beds 43 beds 4 beds 0 1-Sep-04 1-Oct-04 1-Nov-04 1-Dec-04 1-Jan-05 1-Feb-05 1-Mar-05
  24. 24. Cumulative Orders by Clinician Category 400,000 Nurse Practitioner = 5.5% Physician Assistant = 6.1% 350,000 Attending = 6.1% Housestaff = 82.3% N78 - Pulmonary 300,000 190 beds N81 - Gen Med Cumulative Orders Most CPOE orders are entered by N83 - Gen Med N82 - MICU Housestaff. However, a significant number 250,000 are also being entered by Attendings, PAs, 157 beds and NPs. 200,000 150,000 100,000 N72 - CCU 50,000 N73 - Cardiology 79 beds N71 - Cardiology 63 beds 31 beds 8 beds 4 beds 43 beds 0 1-Sep-04 1-Oct-04 1-Nov-04 1-Dec-04 1-Jan-05 1-Feb-05 1-Mar-05
  25. 25. Number of Clinicians Using CPOE Weekly 350 Registered Nurse This graph shows the number Licensed Practical Nurse and type of clinicians using Attending CPOE on a daily basis. The 300 Physician Assistant number of clinicians of all types N78 - Pulmonary remains fairly stable based on Nurse Practitioner the number of beds. Variability Housestaff is mainly determined by 190 beds weekends and holidays. The Number of Clinicians 250 hospital units and cumulative number of beds live on CPOE N81 - Gen Med are also shown. N83 - Gen Med 200 N82 - MICU N72 - CCU 157 beds 150 79 beds N73 - Cardiology 63 beds 100 43 beds 31 beds 50 N71 - Cardiology 8 beds 4 beds 0 1-Sep-04 1-Oct-04 1-Nov-04 1-Dec-04 1-Jan-05 1-Feb-05 1-Mar-05
  26. 26. Cumulative Number of CPOE Users Cumulative Number of CPOE Users 700 Cumulative Total = 564 This graph shows the cumulative number of clinical personnel who have entered orders via CPOE. These clinicians do not necessarily use CPOE on a daily basis. 600 Housestaff and Attendings rotate on and off of a N78 - Pulmonary service. PAs, RNs, LPNs, Health Unit Coordinators, Respiratory Therapists, Pharmacists, and Dieticians 190 beds 500 usually stay on a specific service, but have a rotation schedule over time with others. Number of Users The hospital units where CPOE has been activated, N81 - Gen Med 400 and the cumulative number of beds, are also shown. N83 - Gen Med RN = 269 N82 - MICU 157 beds 300 Housestaff = 150 N72 - CCU 200 79 beds N73 - Cardiology 63 beds Attending = 48 43 beds 100 HUC = 27 31 beds Pharm = 26 N71 - Cardiology 8 beds PA = 14 Resp = 13 NP = 7 4 beds 0 LPN = 7 Diet = 3 1-Sep-04 1-Oct-04 1-Nov-04 1-Dec-04 1-Jan-05 1-Feb-05 1-Mar-05
  27. 27. CPOE Order Sets in Clinical ps ral nt Ma s me ne ure s Production die re Ge ge ID s atm oced Ca die Stu ts na s- s- Lis Stu Ma ls & mm s ts Pr on on ory ion ure e (as of 02/01/05) en on ps arg ati ati se ide ing co rat s ss ed rku die dic dic ea ch r oto mi ds bo ag tal he oc Wo Stu Tre Dis Dis Me Me Co Ad Be To La Im Ot Pr Pr 4 4 1 3 4 9 1 1 3 Cardiology 30 4 Endocrine 4 2 2 2 Gastroenterology 6 3 Heme-Coag 3 Infectious Disease 3 2 General Medicine 1 1 Nephrology 2 2 1 2 Neurology 5 Oncology 1 1 Psychiatry 2 2 1 1 1 1 2 1 Pulmonary 9 1 Rheumatology 1 Cardiothoracic Surgery 1 Neurosurgery General Surgery Orthopaedics Plastic Surgery OHNS Ophthalmology Urology Radiology 1 1 Pain Management 2 1 2 1 11 2 5 17 3 5 General 47 Total 9 12 8 4 7 12 5 1 11 2 12 8 18 3 5 117 Red denotes Order Sets completed and put into service within the past month.
  28. 28. Order Entry Benefits End to Benefit Manual Clerk Physician End Patient Safety Timely Processing of orders Order Context Information Online Decision Support Downstream Decision Support Utilization Management
  29. 29. Targeted Benefits • Patient Safety & Quality Improvement – Evidence Based Medicine • Cost Savings – Clinical standardization • Increased Productivity – Complete clinical adoption • Improved Communication – Complete orders interfaced to ancillaries • Compliance with JCAHO and CMS – Process and nomenclature standardization
  30. 30. Partnering with McKesson Mark Reifsteck Senior Vice President, Chief Operating Officer Presbyterian Healthcare Services
  31. 31. Presbyterian Healthcare Services
  32. 32. Presbyterian Healthcare Services • New Mexico’s largest care provider for 95 years • Two hospitals in Albuquerque, five rural • State’s largest health plan with HMO, indemnity, Medicaid, Medicare Advantage • State’s fastest-growing employed physician group with 300+ physicians, 30 practice sites • Modern Healthcare’s Top 10 for integration • State’s highest quality award, Zia • Top 100 “Most Wired”
  33. 33. What are we trying to achieve? • “Three Things” –Malcolm Baldrige Quality Award – continuously improve processes to produce nationally excellent clinical, service and business results • Earned New Mexico’s highest quality award, Zia, in 2004 –Top 10% in Patient Safety – create safest possible environment for those who place their trust in us • Dramatic reduction in medication errors –“AA” Rating – control expenses while growing our business to sustain positive financial performance and to fund excellence • Achieved in 2004
  34. 34. What does this mean day-to-day? • Integrating the patient experience, from physician office to inpatient and back home • Controlling our costs so that our customers can afford our care • Creating a “high-reliability” organization with standardized, safe delivery of care
  35. 35. How does McKesson help us do this? • Automation to drastically reduce medication errors – ROBOT-RxTM – Horizon Admin-RxTM – Horizon Meds ManagerTM – Drove 80% reduction in medication errors
  36. 36. How does McKesson help us do this? • Helping us control costs – Managing our supply chain with efficiency • Expenses 15.6% of net revenue — industry benchmark • Approximately $7M in savings over last five years • In 2004, an additional $1.5M in new savings – Solving late starts in operating rooms with McKesson consulting • 55 additional surgical cases/month, $2.4M annually in new revenue – Capturing and charting all medications • $3.8M annually in new captured revenue
  37. 37. How does McKesson help us do this? • Helping us integrate our business and clinical functions Web Solutions Clinical Products HorizonWP Physician Portal ROBOT-Rx and Pak-Plus HorizonWP Patient Portal Horizon Admin-Rx Horizon MobileCare Rounding AcuDose-Rx Resource Management Solutions Horizon Order Management Horizon Surgical Manager Horizon Expert Orders Pathways Healthcare Scheduling Horizon Clinical Horizon Passport (EMPI) Documentation Pathways Materials Management Horizon Meds Manager SupplyScan (inventory management) Horizon Ambulatory Care Revenue Cycle Solutions Horizon Care Record HealthQuest Patient Accounting Horizon Emergency Care Pathways Contract Management Horizon Medical Imaging Statement Administrator Horizon Radiology Manager Real-Time Eligibility Horizon Lab Horizon Homecare
  38. 38. Partnering with McKesson From the earliest days of our partnership, we have expected McKesson to be “in the room” with us as we care for patients
  39. 39. Breakout Sessions • Ambulatory –Brian Schatz, Chief Operating Officer Medical Associates, Dubuque, IA • Medication Safety –Tom Smith, Admin. Director of Oncology/ Pharmacy FirstHealth / Moore Regional Hospital, Pinehurst, NC • Enterprise Imaging –Steve Stanic, Chief Information Officer Memorial Health System, Savannah, GA
  40. 40. McKesson Ambulatory Strategy Michael Fillion Vice President Ambulatory Solutions
  41. 41. Medical Group Practice Market Segments SEGMENT Segment Size Total buying Projected entities Segment IT (Groups) Spend – 2008 74,108 MDs 15,574 $804.5M MGP*s 3-10 Physicians 43,781 MDs 2,989 $960.1M MGPs 11-25 Physicians 41,558 MDs 943 $813.4M MGPs 26-99 Physicians 66,784 MDs 241 $1,866.9M MGPs 100+ Physicians IDN-owned practices & 98,950 MDs 1048 $2,449.0M AMCs * MGP = Medical Group Practice Sources: POMIS Report 2004; Datamonitor
  42. 42. Ambulatory Market Dynamics: Our View Shifting Dynamics in Ambulatory Care Unprecedented Resulting Market Trends Federal Impact More incentives, standards for EMR & eRx adoption Changing MD- Hospital relations Continued growth of ASCs, Diagnostic Centers, “PHOs” Advancing Medical Technology Fewer 1-2 MD practices; Fewer major standalone groups Economic issues for MDs Focus on total patient experience as competitive differentiator “Patient migration” Pay-for-performance linked to quality Focus on chronic measures disease management
  43. 43. McKesson’s Solution Portfolio for Ambulatory Care Specialty Pharmaceuticals – Distribution services – Specialty pharmacy services – Reimbursement services – Clinical support programs Patient-centered Solutions – Disease management Information Technology – Patient Web Portal – Patient Education solutions – Electronic Health Record – Financial & Administrative – E-Prescribing – EDI Connectivity – PACS – Inventory Management Supply Solutions Pharmacy Services – Medical-Surgical supplies – Capital equipment – Retail pharmacy automation – McKesson Brand – E-Prescribing connectivity solutions
  44. 44. Strategic Initiatives: MD-Hospital Relationships Physician Practice Physician Via Portal Practice •Outreach •Complete EMR •E-prescribing •Practice Management Physician Practice Hospital •Other services (McKesson IT Solutions) Physician Practice Physician Practice
  45. 45. E-Prescribing Physician writes electronic script
  46. 46. E-Prescribing Return: Patient eligibility information Patient-specific formulary Medication History PBM Connectivity
  47. 47. E-Prescribing Send: Electronic Prescription Receive: Retail Renewal Pharmacy request Connectivity
  48. 48. E-Prescribing Retail PBM Pharmacy Connectivity Connectivity
  49. 49. McKesson’s Leadership Position Breadth of Solutions Service Excellence • Supply solutions • 99% customer satisfaction in specialty pharmaceuticals* • Information technology • 98% customer satisfaction in physician practice I.T.* • Consulting and clinical support • Highest customer satisfaction in primary care medical- • Solutions for physician practices, ambulatory medical-surgical supply* centers, & patients Scale & Resources Experience & Knowledge • Hospitals / IDN’s • 50 years’ experience serving the ambulatory market • Over 500 account managers focused on ambulatory • Over 40,000 ambulatory customers nationwide surgery & primary care • Savvy clinical, administrative, process management, • 12 Distribution Centers Nationwide serving and financial experts ambulatory customers * Based on independent customer surveys
  50. 50. Physician Adoption of EHR An Update on Status of McKesson Horizon Ambulatory Care Roll-out, Physician Adoption and Early Results at Medical Associates Clinic, P.C.
  51. 51. Leading the Way to Better Health…
  52. 52. Location
  53. 53. Medical Associates Clinic • Oldest multi-specialty group in Iowa - c.1924 • Privately owned, for-profit; 83 shareholder physicians • 140+/- revenue producing providers – (MD, PA, NP, DPM, PT, Audiology) • 30 Specialties, including ancillary services • 40,000+ member health plan; ambulatory surgery and occupational medicine joint ventures • 210,000 population service area - 60 mile radius • Total patient visits: 540,000 - CY 2004
  54. 54. MA Core Values • Above all else, provide high-quality care • Always exceed service expectations • Be the recognized leader in healthcare for the Tri-State area • Treat everyone with compassion and respect • Teamwork among physicians, staff, patients and customers • Achieve financial success through motivated, innovative and hardworking people
  55. 55. Why EMR? • A strategic opportunity, not a financial crisis – “Be the recognized leader in healthcare…” • Improve quality of care through evidenced-based practice and better processes • EMR will become the standard – “when, not if” • Improve coordination and communication throughout the medical group • Administrative efficiency and cost savings • Make the strategic financial investment while we are able
  56. 56. Financial Return on Investment Approach • Stop using the paper record – “Age” paper chart (not start “paperless”) – Eliminating chart pulls and transportation – Default to electronic clinical information for patient care • Reduce transcription expense (dictate less) • Grow encounter revenue (code better)
  57. 57. eMac Project High-level Goals • High physician adoption (ideal goal: 100%) • Minimal reduction in physician productivity while implementing; no reduction long-term • EMR integration with legacy systems, including practice management and lab • Group-wide implementation over 2-3 year period • Achieve a 6-year return on financial investment
  58. 58. Full Implementation – Incremental Annual Operational Income Impact Software Maintenance ($200,000) PC Replacement ($100,000) IT/User Support Staff ($200,000) Depreciation / Big Box ($100,000) Additional Revenue $500,000 Annual Savings $1,888,946 Net Income Impact $1,788,946
  59. 59. Early Results
  60. 60. Ambulatory EMR Progress-to-Date* • Implementation began July 1, 2003 with one physician • Using a phased approach: – 96 providers in 25 specialties live on E- prescribing module • 25,000 e-prescriptions monthly – 53 providers in 12 specialties live on Orders and Results module • 4,200 diagnostic e-orders monthly – 21 providers in 4 specialties live on Documentation/Charting * As of February 11, 2004
  61. 61. eMac Specialties & Clinics • Family Practice (26) • Acute Care (emergent / urgent • Gastroenterology (2) medicine) (4) • Infectious Disease (1) • Adolescent Medicine (1) • Internal Medicine (16) • Allergy (2) • Neurology (3) • Audiology (1) • Obstetrics & Gynecology (7) • Cardiology (5) • Occupational Medicine (2) • Cardiovascular & Thoracic Surgery (2) • Occupational Therapy (2) • Dermatology (3) • Oncology (4) • Ophthalmology, Optometry (7)
  62. 62. eMac Specialties & Clinics • Orthopaedic Surgery (5) • Psychiatry & Behavioral Medicine (9) • Otolaryngology (2) • Pediatrics (10) • Rheumatology (2) • Physical Medicine & • Sports Medicine (2) Rehabilitation (2) • Surgery, General (5) • Physical Therapy (7) • Urology (2) • Podiatry (2) • Women’s Health (1) • Pulmonary Medicine (1)
  63. 63. # of Rx 0 5,000 10,000 15,000 20,000 25,000 30,000 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04 Month May-04 Jun-04 Jul-04 eMac Prescription Volume Trend Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Jan-05 Electronic Prescription Volume Fax Total Printer
  64. 64. Nursing Productivity
  65. 65. Preliminary Transcription $ Savings • 21 physicians and providers on Documentation / Charting (as of 2/11/05) • 40%-80% dictation reduction in first 2 weeks – Several individuals > 90% – Long-term reduction target of >75% achievable – Voice recognition pilot / March
  66. 66. “Stop Moving the Chart” Savings • Approximately 10% year-over-year savings in Medical Records staffing expense as of 1/2005 • Scheduled 43% Medical Records staffing hours and expense reduction by end of 3rd Qtr 2005. $580,000 annually. – Initial savings from not maintaining paper chart “redundancy.” – Additional savings will accrue as patients are seen “chartless”.
  67. 67. Why McKesson? • Ambulatory EMR product best compared to available • Collaboration with McKesson on further product development – value in this relationship • Single vendor IT strategy: Clinical, Administrative, Imaging
  68. 68. What’s Next? • Full EMR deployment – Ensure administrative gains – Pursue enhanced quality management • Full PACs deployment with EMR/PACs integration
  69. 69. Enterprise Imaging Jay Deady Vice President McKesson Provider Technologies
  70. 70. McKesson’s Imaging Solution Overview • Enterprise document imaging • Enterprise medical imaging • Common enterprise image access • Common enterprise storage • EHR framework
  71. 71. Enterprise Document Imaging • Focused on: – Medical Records / HIM – Patient Accounting – Registration Horizon Patient Folder Horizon Patient Folder Horizon Business Folder Horizon Business Folder – Human Resources • Market leader with 57% share (Document Repository) (Document Repository) • 30,000+ physician logons daily • 4B document images • 120-150 day implementation
  72. 72. Enterprise Medical Imaging • Focused on – Radiology – Cardiology – Ultrasound Horizon Medical Imaging Horizon Medical Imaging • Contract volume doubled, Horizon Radiology Manager Horizon Radiology Manager vs. last year (Medical Image Repository) (Medical Image Repository) • 700 facility installations • 15M radiology exams/year • 2B medical images • 90-120 day implementation
  73. 73. Common Enterprise Image Access HorizonWP Physician Portal HorizonWP Physician Portal (Enterprise Access) (Enterprise Access) • More than 1.3 million HorizonWP Physician Portal logons per month • Physician training in under 15 minutes • Over 430 facilities are using the portal today • 90-120 day implementation
  74. 74. Common Enterprise Image Access HorizonWP Physician Portal HorizonWP Physician Portal (Enterprise Access) (Enterprise Access) • Discrete Data • Lab • Vitals—I & Os Documents • History & Physical • Discharge Summary Medical Images
  75. 75. An EHR Framework HorizonWP Physician Portal HorizonWP Physician Portal (Enterprise Access) (Enterprise Access) Advanced Clinical Solutions Advanced Clinical Solutions Horizon Patient Folder Horizon Medical Imaging Horizon Patient Folder Horizon Medical Imaging Horizon Business Folder Horizon Radiology Manager Horizon Business Folder Horizon Radiology Manager (Document Repository) (Medical Image Repository) (Document Repository) (Medical Image Repository) Enterprise Hardware and Storage Enterprise Hardware and Storage
  76. 76. Steve Stanic VP of Information Systems/ CIO MEMORIAL HEALTH UNIVERSITY MEDICAL CENTER
  77. 77. Memorial Health Profile • Three hospitals 600 bed medical Center – Savannah, Georgia Two small, rural hospitals Servicing 50% of Savannah and 50% of rural Georgia & South Carolina • Largest integrated delivery system in Southeast Georgia • Teaching program • 4,000 employees • Various awards as “Best Hospital” for clinical operations J. D. Power Award for Excellent Patient Experience “100 Most Wired” Health Systems four years in a row Fortune “100 Best Places to Work” winner • Financial operations $550 M of net revenue
  78. 78. The Memorial process to gain adoption • Step One: Understand the technology potential • Step Two: Know your user community and where the quick wins lie • Step Three: Keep the look and feel of the technology simple • Step Four: Institute a strong technology governance structure – Heavy senior leadership involvement – They are driving most of the change that technology enables
  79. 79. Quality Results… • Through adoption of electronic medical record, clinical data repository and picture archiving communication system (PACS), clinicians now have: – Access to 98% of all available clinical information – Alerts that check allergies and adverse medication reactions – Access to this information anytime anywhere • 75% reduction in sentinel events • $10M in savings from technology implementation coupled with our Error Prevention Program • Streamlined order entry process for nurses and physicians
  80. 80. Cost Reduction and Revenue Improvement • PACS – Savings of $850K per year due to eliminated film in radiology • PACS and Electronic Medical Record – Annual salary savings of $805K • Physician Portal – 35% increase in physician referrals • Increase in team member satisfaction from 3.85 to 4.25
  81. 81. Next Steps Foundation is in place • Continue building the base • Introduce CPOE and clinical decision support •
  82. 82. McKesson Medication Safety Advantage Billie Waldo, MS, RN, BC Vice President and General Manager Medication Safety Solutions
  83. 83. McKesson Differentiator McKesson is the ONLY single-source provider of integrated software, automation, packaging, distribution and consulting services that help organizations prevent medication errors and improve efficiency across both the supply chain and clinical process.
  84. 84. McKesson Differentiator
  85. 85. Innovation Track Record 1989 1992 2000 2004 2005 Clinical data BPOC/Smart Bar-code Robotic Smart/mobile repository IV pump scanning drug medication with rules- integration with dispensing cart, Connect- driven computer- RN monitoring generated alerts MAR
  86. 86. Market Drivers • Mandates from: – Government – Regulators – Consumers • Proof of Spending: – Cap Gemini 2005 HIT Spending – HIMSS 2004 Leadership Survey – Health Data Management 2004 CIO Survey
  87. 87. Market Opportunity • Computerized Provider Order Entry – Clinical decision support – Only 4-12% of large hospitals claim some usage • Bar-coded medication administration – Only 5% of hospitals scan bar codes at bedside – McKesson market share leader (est. 32%) • Robotics – 80% of hospitals have centralized distribution – Only 8% use robotic dispensing – McKesson dominant player (est. 97%)
  88. 88. Results University of Wisconsin Hospital & Clinics 87% fewer medication errors Methodist Medical Center 50% fewer medication errors Regional West Medical Center More time for nurses to focus on care Concord Hospital 80% fewer medication errors
  89. 89. Results Dupont Hospital Bar-code scanning of all inpatient medications Presbyterian Healthcare Services 80% fewer medication errors Peninsula Regional Medical Center 95% of medications robot dispensed St. Vincent’s Hospital Legible, accurate MAR’s
  90. 90. Bottom Line Each week, McKesson customers Issue 403,995 warnings and Prevent 55,776 medication errors 44 million medications are safely scanned at the bedside every year
  91. 91. FirstHealth of the Carolinas: Medication Safety Strategies Tom Smith, R.Ph., M.S Administrative Director Oncology/Pharmacy Moore Regional Hospital Pinehurst, NC
  92. 92. First Health Moore Regional Hospital Three-hospital system Seven clinics Primary facility 400-bed community hospital 26 nursing units Specialties Cardiology Orthopedics Comprehensive Cancer Center
  93. 93. FirstHealth Goals • Protect our patients – Provide a comprehensive med safety strategy across three hospitals – Automate our system – Optimize processes – Measure outcomes
  94. 94. Choosing a Partner: Why McKesson? • Comprehensive suite of products – Integrated approach to medication safety • Proven track record in the industry • Leader in medication safety
  95. 95. FirstHealth’s Decisions • Start with the patient • Use hybrid approach – Best of the best • Integrate vs. Interface
  96. 96. FirstHealth’s Product Integration • ROBOT-Rx • AcuDose-Rx cabinets • PakPlus-Rx packaging service • MedCarousel / FulFill-Rx (vertical shelving) • Horizon Admin-Rx • Horizon Clinical Documentation • STAR Pharmacy / Horizon Meds Manager • MedDirect (physician pharmacy order fax management)
  97. 97. Outcomes • Improved medication safety – Reduced missing doses 90% – Provided a bar-code solution • Streamlined our medication delivery system – Reduced time to fill meds from 16 staff hours to 3 – Decreased medication order turnaround time by 85% – Reduced pharmacy staff by 7 FTEs
  98. 98. Outcomes • Dispensed 9 million+ doses error free • Redeployed pharmacists – Saved $40K/RPh/yr • 97% RPh retention • $500,000 anesthesia charges recouped with cabinets in surgery suite • Provided outcome data
  99. 99. Pearls of Wisdom • It takes more than software • Integration is key • This technology pays for itself

×