The document outlines an agenda for a CMIO Summit on June 10th, 2011. The agenda includes definitions, an overview of LIPIX including its funding and mission, explanations of health information exchange and RHIO, LIPIX's goals, participating providers, technical architecture, use cases, products/services, and strategies for engaging providers. It aims to educate on LIPIX's role in facilitating health information exchange across the region and debunk common myths about HIE.
Ruli hospital map 12.253 presentation v11 1Wendy Leonard
The document provides an overview and assessment of data collection and usage processes at Ruli District Hospital in Rwanda. It finds that while the hospital has established a referral system with health centers, opportunities exist to improve data capture, analysis, and reporting. Key issues identified include inconsistent referral data collection, inefficient paper-based registration and reporting processes, and underutilization of available appointment and patient data. Recommendations propose transitioning to electronic logs, centralizing patient records, improving inter-departmental sharing, and modifying appointment setting and feedback processes to increase efficiency and analytical capabilities.
Surviving the Therapy Caps and Manual Medical Review with Nancy Beckley and C...Clinicient
How to Survive Therapy Caps and the Manual Medical Review with Physical Therapy and Rehab compliance expert Nancy Beckley and Clinicient, a proven leader in physical therapy EMR and practice Management solutions.
The document summarizes Earl Steinberg's presentation about care management at Geisinger. It provides an overview of Geisinger, highlights its key attributes that enable innovation, and describes some of its notable programs and results. It also outlines Geisinger's plans to open a new Center for Health Care Transformation and efforts to disseminate its approaches.
iHT2 Health IT Summit Atlanta 2013 – Thomas Graf, MD, Chief Medical Officer, Population Health, Geisinger Closing Keynote: Accelerating HealthCare Delivery through EHR Optimization
The document provides an orientation for new employees at the Medical Center of McKinney. It outlines the hospital's mission to provide excellence in healthcare and improve standards of care in the community. It describes the vision to be the most comprehensive healthcare provider in North Texas. Key services highlighted include emergency care, orthopedics, neurosciences, and maternity. It also discusses accreditations, leadership, marketing initiatives, and upcoming employee events.
Cloud9 provides next generation healthcare solutions including clinical, connectivity, financial, and administrative systems. It aims to deliver patient information to all stakeholders and provide solutions to help move clinicians to evidence-based medicine. Cloud9's business strategy is to become a leader in key healthcare markets and deliver lower cost systems to more providers to improve care. It offers the Cloud9 Healthcare Ecosystem including the Spine platform and Clarity collective intelligence platform to integrate systems and improve care coordination. Synchronicity is Cloud9's integration and interoperability platform that uses event processing and adaptable workflows to enable application and data integration across healthcare organizations.
The document describes North Carolina's program for care coordination of Medicaid recipients which includes assigning recipients to primary care medical homes, providing per member per month payments to support care management activities, and creating regional Community Care of North Carolina networks involving over 600 care managers to improve care delivery and reduce costs. It provides details on the various state agencies and organizations involved in coordinating care as well as the technologies and data used to support their efforts.
Ruli hospital map 12.253 presentation v11 1Wendy Leonard
The document provides an overview and assessment of data collection and usage processes at Ruli District Hospital in Rwanda. It finds that while the hospital has established a referral system with health centers, opportunities exist to improve data capture, analysis, and reporting. Key issues identified include inconsistent referral data collection, inefficient paper-based registration and reporting processes, and underutilization of available appointment and patient data. Recommendations propose transitioning to electronic logs, centralizing patient records, improving inter-departmental sharing, and modifying appointment setting and feedback processes to increase efficiency and analytical capabilities.
Surviving the Therapy Caps and Manual Medical Review with Nancy Beckley and C...Clinicient
How to Survive Therapy Caps and the Manual Medical Review with Physical Therapy and Rehab compliance expert Nancy Beckley and Clinicient, a proven leader in physical therapy EMR and practice Management solutions.
The document summarizes Earl Steinberg's presentation about care management at Geisinger. It provides an overview of Geisinger, highlights its key attributes that enable innovation, and describes some of its notable programs and results. It also outlines Geisinger's plans to open a new Center for Health Care Transformation and efforts to disseminate its approaches.
iHT2 Health IT Summit Atlanta 2013 – Thomas Graf, MD, Chief Medical Officer, Population Health, Geisinger Closing Keynote: Accelerating HealthCare Delivery through EHR Optimization
The document provides an orientation for new employees at the Medical Center of McKinney. It outlines the hospital's mission to provide excellence in healthcare and improve standards of care in the community. It describes the vision to be the most comprehensive healthcare provider in North Texas. Key services highlighted include emergency care, orthopedics, neurosciences, and maternity. It also discusses accreditations, leadership, marketing initiatives, and upcoming employee events.
Cloud9 provides next generation healthcare solutions including clinical, connectivity, financial, and administrative systems. It aims to deliver patient information to all stakeholders and provide solutions to help move clinicians to evidence-based medicine. Cloud9's business strategy is to become a leader in key healthcare markets and deliver lower cost systems to more providers to improve care. It offers the Cloud9 Healthcare Ecosystem including the Spine platform and Clarity collective intelligence platform to integrate systems and improve care coordination. Synchronicity is Cloud9's integration and interoperability platform that uses event processing and adaptable workflows to enable application and data integration across healthcare organizations.
The document describes North Carolina's program for care coordination of Medicaid recipients which includes assigning recipients to primary care medical homes, providing per member per month payments to support care management activities, and creating regional Community Care of North Carolina networks involving over 600 care managers to improve care delivery and reduce costs. It provides details on the various state agencies and organizations involved in coordinating care as well as the technologies and data used to support their efforts.
The document summarizes a presentation given by Jeff Miller on the North Carolina Health Information Exchange (NC HIE). The NC HIE is a nonprofit organization established in 2010 to facilitate the secure exchange of health information across the state. It has a 25-member board of directors and four workgroups focused on clinical operations, governance, finance, and legal/policy issues. The goals of the NC HIE are to improve medical decision making, care coordination, health outcomes, and reduce costs. It plans to provide a range of services through multiple phases, including a clinical portal, provider directory, secure messaging, and analytics. Benefits include better care integration, communication, insight, agility and customization for the North Carolina health ecosystem.
The document summarizes a presentation given by Jeff Miller about the North Carolina Health Information Exchange (NC HIE). The NC HIE is a nonprofit organization established in 2010 to facilitate the secure exchange of health information across the state. It has a 25-member board of directors and four workgroups focused on clinical operations, governance, finance, and legal/policy issues. The goals of the NC HIE are to improve medical decision making, care coordination, health outcomes, and reduce costs by enabling the access and exchange of health data. The NC HIE provides various services like connectivity with participating systems, a clinical portal, secure messaging, and will expand offerings over time. Benefits of the NC HIE include better, safer, more
The document summarizes a presentation given by Jeff Miller on the North Carolina Health Information Exchange (NC HIE). The NC HIE is a nonprofit organization established in 2010 to facilitate the secure exchange of health information across the state. It has a 25-member board of directors and four workgroups focused on clinical operations, governance, finance, and legal/policy issues. The goals of the NC HIE are to improve medical decision making, care coordination, health outcomes, and reduce costs by enabling the access, exchange and analysis of health data. The NC HIE provides various services like connectivity with participating systems, a clinical portal, secure messaging, and will expand offerings over time. Benefits include better integrated and coordinated care, improved communication
mHealth Israel_Cleveland Clinic background_Tom Sudow, Director of Business De...Levi Shapiro
Cleveland Clinic is a non-profit academic medical center that provides clinical care and is a leader in research, innovation, education, and health information. It has integrated care across its hospitals, clinics, and other facilities using electronic medical records.
Two of the New York metro area’s largest provider organizations will share their experiences leveraging HIE as one of many tools to decrease fragmentation of care and improve patients’ experiences across acute and post-acute care settings for patients undergoing elective surgeries. Representatives from NYULMC and VNSNY will summarize their efforts to redesign more personalized specific care pathways and the central role played by the implementation of real-time data exchange to provide a seamless transfer of clinical data between providers caring for the patient at the time of discharge and throughout the post-acute period.
• Kathleen Mullaly - Senior Director for Clinical Operations, Department of Network Integration, NYU Langone Medical Center
• Amy Weiss - Director for Strategic Account Development, Integrated Delivery Systems, Visiting Nurse Service of New York (VNSNY)
New York eHealth Collaborative Digital Health Conference
November 18, 2014
"Medicine: Anytime, Anywhere": Presentation by Dr. Mark Stovsky, Science and Technology Innovations Officer, Cleveland Clinic, at the the mHealth Israel Investors Summit, June 29, 2015
Presentation slides for Dave Whitlinger, Executive Director of the NY eHealth Collaborative, from the HIMSS'12 eCollaborationForum, February 23rd, 2012
The MHA program’s case competition showcases the knowledge and skills gained throughout the rigorous curriculum into an end-of-first year integrative experience.
This presentation highlights the work done by two other exceptional students and myself in a team effort that addresses the challenges facing a complex health care organization through an in-depth analysis and corresponding action plan.
The document discusses patient-centered care, including its history and key concepts. It defines patient-centered care as an approach that involves patients and their families in healthcare decisions and care. It provides examples of patient-centered practices like hourly rounding and open visitation. National organizations that promote patient-centered care, like the Institute for Healthcare Improvement and World Health Organization, are also mentioned. The document aims to explain what patient-centered care is and is not, highlighting that it focuses on meeting patient needs while still allowing medical professionals to guide treatment.
The document discusses the history and use of patient registries, including definitions, types of registries like product, health services, and disease registries, and provides an overview of Northwestern Medical Faculty Foundation's experience implementing Epic and building disease registries to translate quality measures into their electronic health record system. It also reviews NMFF's implementation of Epic over time and in different specialties across their large academic medical group.
Inside a Private HIE: Clinical, Economic and Operational Successes at The Was...TriMed Media Group
The Washington Health Information Network (WHIN) is a private health information exchange (HIE) that connects The Washington Hospital and physician practices affiliated with the Washington Physician Hospital Organization (WPHO). MobileMD is the backbone of WHIN. Denise Abraham, the health information exchange coordinator for The Washington Hospital, and Charles R. Vargo, executive director of the WPHO, work closely to keep this vital piece of caregiver connectivity alive. WHIN is having a positive impact on patient care and clinical practice by increasing physician knowledge and boosting efficiency by allowing physicians, nursing and key clinical staff secure access to key information such as lab and radiology reports and EKGs. The private HIE has united 13 EMRs from different vendors via interfaces to provide one data repository for enterprise access. Learn why they chose a private HIE, how it has evolved from 2006 until now and what advice they offer to other healthcare systems ready to embark on a private HIE project.
Inside a private hie clinical economic and operational successes at the washi...Trimed Media Group
The document summarizes the successes of the Washington Hospital Information Network (WHIN), a private health information exchange (HIE) established by The Washington Hospital and the Washington Physician Hospital Organization. WHIN unites 13 electronic medical record systems, provides 375 physicians with access to patient records, and has interfaces with 90% of local practices. WHIN improves patient care, physician efficiency and access to key medical information.
The Cleveland Clinic has integrated its health services across its main campus and regional hospitals, clinics, and other facilities through investments in its electronic medical record system and other technologies. This integration allows for continuity of care as patients access different levels and sites of care. The Cleveland Clinic is also shifting from a fee-for-service to a value-based payment model and taking on increased accountability for the health outcomes and costs for its patient populations. To support this transition and reduce costs from chronic diseases, the Cleveland Clinic has developed a comprehensive wellness program for its over 38,000 employees that focuses on reducing risk factors like smoking, obesity, and physical inactivity.
Aaron Brizell - ECO 17: Transforming care through digital healthInnovation Agency
Presentation by Aaron Brizell, Population Health Programme Manager, Wirral University Teaching Hospital NHS Foundation Trust: The benefits of system-wide population health and analytics at ECO 17: Transforming care through digital health on Tuesday 4 December at Lancaster University, Lancaster
Cfo Magazine Nura Life Sciences Webinar Presentation On Integrative Medicine ...Leland Lehrman
This document summarizes a presentation on reducing corporate health care costs. It discusses how the current US healthcare payment system lacks efficacy data and incentives are misaligned, focusing on costs rather than value. It advocates capturing real-time treatment data to identify effective treatments. Integrating conventional and alternative approaches could drive value by reducing costs for chronic conditions, which account for 75% of expenditures. Next steps proposed include collecting health data, creating a business model to analyze the data and reduce costs of self-insured plans.
The Internal Medicine Northwest (IMNW) practice pioneered many concepts of the patient-centered medical home model over its 26 years of operation from 1984 to 2010. It provided comprehensive care for over 26,000 complex patients through its team of physicians, nurse practitioners, and other staff. While IMNW faced financial challenges serving a predominantly Medicare and Medicaid population, it established many innovative programs and services, conducted clinical research, and maintained an electronic health record system well before federal standards. After determining a need to integrate with a larger organization, IMNW transitioned to the Franciscan Medical Group in 2009 to help establish an accountable care organization.
Michael J. Dowling, President & CEO, North ShoreInvestnet
Michael J. Dowling gave a presentation on lessons learned from building North Shore-LIJ Health System into an integrated health system. He discussed 10 key lessons: 1) having clarity of purpose as an integrated system rather than a collection of entities, 2) creating a customer-focused organization, 3) thinking about health rather than just medical care, 4) avoiding being just hospital-centric, 5) avoiding constituency governance, 6) creating single system leadership, 7) standardizing system-wide metrics, 8) choosing leadership carefully, 9) avoiding self-inflicted wounds like bureaucracy, and 10) investing in talent management.
Healthcare Leadership Forum’s Evidence at the Center of Care focused on implementing IT and evidence-based medicine in every day practice. This meeting brought together clinical and IT leaders in an interactive environment where attendees learned about best practices for integrating evidence into clinical practice, enabling more efficient, high-quality healthcare delivery.
Nov. 14-15, 2013 | Chicago
Sponsored by: ClinicalKey / Elsevier
Presented by: Clinical Innovation + Technology
The document summarizes a presentation given by Jeff Miller on the North Carolina Health Information Exchange (NC HIE). The NC HIE is a nonprofit organization established in 2010 to facilitate the secure exchange of health information across the state. It has a 25-member board of directors and four workgroups focused on clinical operations, governance, finance, and legal/policy issues. The goals of the NC HIE are to improve medical decision making, care coordination, health outcomes, and reduce costs. It plans to provide a range of services through multiple phases, including a clinical portal, provider directory, secure messaging, and analytics. Benefits include better care integration, communication, insight, agility and customization for the North Carolina health ecosystem.
The document summarizes a presentation given by Jeff Miller about the North Carolina Health Information Exchange (NC HIE). The NC HIE is a nonprofit organization established in 2010 to facilitate the secure exchange of health information across the state. It has a 25-member board of directors and four workgroups focused on clinical operations, governance, finance, and legal/policy issues. The goals of the NC HIE are to improve medical decision making, care coordination, health outcomes, and reduce costs by enabling the access and exchange of health data. The NC HIE provides various services like connectivity with participating systems, a clinical portal, secure messaging, and will expand offerings over time. Benefits of the NC HIE include better, safer, more
The document summarizes a presentation given by Jeff Miller on the North Carolina Health Information Exchange (NC HIE). The NC HIE is a nonprofit organization established in 2010 to facilitate the secure exchange of health information across the state. It has a 25-member board of directors and four workgroups focused on clinical operations, governance, finance, and legal/policy issues. The goals of the NC HIE are to improve medical decision making, care coordination, health outcomes, and reduce costs by enabling the access, exchange and analysis of health data. The NC HIE provides various services like connectivity with participating systems, a clinical portal, secure messaging, and will expand offerings over time. Benefits include better integrated and coordinated care, improved communication
mHealth Israel_Cleveland Clinic background_Tom Sudow, Director of Business De...Levi Shapiro
Cleveland Clinic is a non-profit academic medical center that provides clinical care and is a leader in research, innovation, education, and health information. It has integrated care across its hospitals, clinics, and other facilities using electronic medical records.
Two of the New York metro area’s largest provider organizations will share their experiences leveraging HIE as one of many tools to decrease fragmentation of care and improve patients’ experiences across acute and post-acute care settings for patients undergoing elective surgeries. Representatives from NYULMC and VNSNY will summarize their efforts to redesign more personalized specific care pathways and the central role played by the implementation of real-time data exchange to provide a seamless transfer of clinical data between providers caring for the patient at the time of discharge and throughout the post-acute period.
• Kathleen Mullaly - Senior Director for Clinical Operations, Department of Network Integration, NYU Langone Medical Center
• Amy Weiss - Director for Strategic Account Development, Integrated Delivery Systems, Visiting Nurse Service of New York (VNSNY)
New York eHealth Collaborative Digital Health Conference
November 18, 2014
"Medicine: Anytime, Anywhere": Presentation by Dr. Mark Stovsky, Science and Technology Innovations Officer, Cleveland Clinic, at the the mHealth Israel Investors Summit, June 29, 2015
Presentation slides for Dave Whitlinger, Executive Director of the NY eHealth Collaborative, from the HIMSS'12 eCollaborationForum, February 23rd, 2012
The MHA program’s case competition showcases the knowledge and skills gained throughout the rigorous curriculum into an end-of-first year integrative experience.
This presentation highlights the work done by two other exceptional students and myself in a team effort that addresses the challenges facing a complex health care organization through an in-depth analysis and corresponding action plan.
The document discusses patient-centered care, including its history and key concepts. It defines patient-centered care as an approach that involves patients and their families in healthcare decisions and care. It provides examples of patient-centered practices like hourly rounding and open visitation. National organizations that promote patient-centered care, like the Institute for Healthcare Improvement and World Health Organization, are also mentioned. The document aims to explain what patient-centered care is and is not, highlighting that it focuses on meeting patient needs while still allowing medical professionals to guide treatment.
The document discusses the history and use of patient registries, including definitions, types of registries like product, health services, and disease registries, and provides an overview of Northwestern Medical Faculty Foundation's experience implementing Epic and building disease registries to translate quality measures into their electronic health record system. It also reviews NMFF's implementation of Epic over time and in different specialties across their large academic medical group.
Inside a Private HIE: Clinical, Economic and Operational Successes at The Was...TriMed Media Group
The Washington Health Information Network (WHIN) is a private health information exchange (HIE) that connects The Washington Hospital and physician practices affiliated with the Washington Physician Hospital Organization (WPHO). MobileMD is the backbone of WHIN. Denise Abraham, the health information exchange coordinator for The Washington Hospital, and Charles R. Vargo, executive director of the WPHO, work closely to keep this vital piece of caregiver connectivity alive. WHIN is having a positive impact on patient care and clinical practice by increasing physician knowledge and boosting efficiency by allowing physicians, nursing and key clinical staff secure access to key information such as lab and radiology reports and EKGs. The private HIE has united 13 EMRs from different vendors via interfaces to provide one data repository for enterprise access. Learn why they chose a private HIE, how it has evolved from 2006 until now and what advice they offer to other healthcare systems ready to embark on a private HIE project.
Inside a private hie clinical economic and operational successes at the washi...Trimed Media Group
The document summarizes the successes of the Washington Hospital Information Network (WHIN), a private health information exchange (HIE) established by The Washington Hospital and the Washington Physician Hospital Organization. WHIN unites 13 electronic medical record systems, provides 375 physicians with access to patient records, and has interfaces with 90% of local practices. WHIN improves patient care, physician efficiency and access to key medical information.
The Cleveland Clinic has integrated its health services across its main campus and regional hospitals, clinics, and other facilities through investments in its electronic medical record system and other technologies. This integration allows for continuity of care as patients access different levels and sites of care. The Cleveland Clinic is also shifting from a fee-for-service to a value-based payment model and taking on increased accountability for the health outcomes and costs for its patient populations. To support this transition and reduce costs from chronic diseases, the Cleveland Clinic has developed a comprehensive wellness program for its over 38,000 employees that focuses on reducing risk factors like smoking, obesity, and physical inactivity.
Aaron Brizell - ECO 17: Transforming care through digital healthInnovation Agency
Presentation by Aaron Brizell, Population Health Programme Manager, Wirral University Teaching Hospital NHS Foundation Trust: The benefits of system-wide population health and analytics at ECO 17: Transforming care through digital health on Tuesday 4 December at Lancaster University, Lancaster
Cfo Magazine Nura Life Sciences Webinar Presentation On Integrative Medicine ...Leland Lehrman
This document summarizes a presentation on reducing corporate health care costs. It discusses how the current US healthcare payment system lacks efficacy data and incentives are misaligned, focusing on costs rather than value. It advocates capturing real-time treatment data to identify effective treatments. Integrating conventional and alternative approaches could drive value by reducing costs for chronic conditions, which account for 75% of expenditures. Next steps proposed include collecting health data, creating a business model to analyze the data and reduce costs of self-insured plans.
The Internal Medicine Northwest (IMNW) practice pioneered many concepts of the patient-centered medical home model over its 26 years of operation from 1984 to 2010. It provided comprehensive care for over 26,000 complex patients through its team of physicians, nurse practitioners, and other staff. While IMNW faced financial challenges serving a predominantly Medicare and Medicaid population, it established many innovative programs and services, conducted clinical research, and maintained an electronic health record system well before federal standards. After determining a need to integrate with a larger organization, IMNW transitioned to the Franciscan Medical Group in 2009 to help establish an accountable care organization.
Michael J. Dowling, President & CEO, North ShoreInvestnet
Michael J. Dowling gave a presentation on lessons learned from building North Shore-LIJ Health System into an integrated health system. He discussed 10 key lessons: 1) having clarity of purpose as an integrated system rather than a collection of entities, 2) creating a customer-focused organization, 3) thinking about health rather than just medical care, 4) avoiding being just hospital-centric, 5) avoiding constituency governance, 6) creating single system leadership, 7) standardizing system-wide metrics, 8) choosing leadership carefully, 9) avoiding self-inflicted wounds like bureaucracy, and 10) investing in talent management.
Healthcare Leadership Forum’s Evidence at the Center of Care focused on implementing IT and evidence-based medicine in every day practice. This meeting brought together clinical and IT leaders in an interactive environment where attendees learned about best practices for integrating evidence into clinical practice, enabling more efficient, high-quality healthcare delivery.
Nov. 14-15, 2013 | Chicago
Sponsored by: ClinicalKey / Elsevier
Presented by: Clinical Innovation + Technology
Telemedicine expanded access to stroke care in Oregon. A survey found 43% of respondents had access to in-person stroke care, 76% to telemedicine care, and 40% to both. Counties with high telemedicine access had lower uninsured rates and older adult populations compared to counties with low access. Telemedicine reduced the population without access to stroke care from 57% to 20%.
The statin drug market is expected to decline significantly through 2018 due to increased generic competition lowering revenues. Global statin revenues are projected to drop from $20.5 billion in 2011 to $12.2 billion in 2018, while US statin revenues will plunge from $8.4 billion in 2011 to $6 billion in 2018 following the loss of patents for major drugs. The highly competitive generic market and limited new therapies will decrease interest in the statin market.
Step up to bat and practice dictating complex cases a residents guide to effe...TriMed Media Group
Findings:
There is a normal appendix
visualized in the RLQ. The
small bowel appears normal
without evidence of
diverticulum.
The document provides guidelines for effective radiology reporting, noting that residency training focuses
Impression:
little on dictation skills. It highlights the importance of concise, clinically relevant reports that answer the
No evidence of Meckel
diverticulum. Normal exam.
clinical question. The guidelines emphasize organizing findings logically, providing a clear impression, and
focusing reports on the clinical history and diagnosis rather than just describing images.
Radiology Workflow: Recognizing Clinical & Financial Benefits of Implementing...TriMed Media Group
This document summarizes a presentation about implementing an integrated radiology information system (RIS), picture archiving and communication system (PACS), and reporting solution at Rutland Regional Medical Center. The system provides streamlined workflow from patient check-in through report delivery. It has led to improved efficiency through a unified system, faster report turnaround times, reduced transcription needs, better monitoring of metrics, and enhanced collaboration between radiologists and other physicians. The integrated system also allows for improved coding and billing processes as well as cost savings through staffing reductions.
James F. Padbury, MD and Betty R. Vohr, MD give a tour of the neonatal intensive care unit (NICU) at Women & Infants Hospital of Rhode Island. The NICU has multiple family rooms where loved ones can visit patients and staff host family events. All clinical staff carry mobile devices to communicate and receive alerts about patients. Families send thank you cards expressing gratitude to the nurses. The NICU was designed architecturally to feel like one connected space across two floors. High-definition imaging stations are available for doctors to view diagnostic images. Private patient rooms are identical to make navigation easier for staff.
How Healthcare Reform Is Affecting Radiology, Pam KassingTriMed Media Group
How Healthcare Reform Is Affecting Radiology - Presented by: http://www.healthimaging.com - speaker: Pam Kassing, MS, Senior Director of Health Policy, American College of Radiology. Presented at the GE Virtual Conference, September 14, 2011.
Meaningful Use and Its Impact on Medical Imaging: Part 1 - Presented by http://www.healthimaging.com - invited speaker: Arun Krishnaraj, MD, MPH, Massachusetts General Hospital. Part of the GE Virtual Conference September 14, 2011.
The document discusses different approaches to meeting meaningful use (MU) criteria. It identifies some "wrong ways" like "duck and cover", doing the minimum to get through year one ("one and done"), and just focusing on the money ("take the money and run"). The author advocates a better approach of linking the criteria to seven evidence-based quality improvement projects, plus ensuring patient privacy protections and effective training and communication. While certification can be complicated, the author believes their approach can help hospitals actualize improvements in a meaningful way to qualify for MU incentives.
This document summarizes strategies for clinician adoption after an EHR go-live presented by Dr. Justin Graham. It recommends embedding HIT into organizational strategy, evolving governance from projects to operations, having realistic EHR expectations, setting virtuous workflow cycles, preparing for requests, learning informatics team management, and keeping vision and momentum. Culture change takes time and an engaged clinical leader, informatics team, and communication plan are important for adoption.
This document discusses clinical decision support (CDS), which uses clinical knowledge and patient data to improve healthcare decisions. It outlines several types of CDS interventions like drug interactions checking and standardized order sets. Successful CDS requires delivering the right information to the right person in the right format through the right channel at the right time. Organizations should use CDS strategically to achieve priorities like reducing medical errors. The document provides recommendations for implementing an effective CDS program like gaining leadership support, appointing a champion, and continually communicating the program's value.
This document provides an overview of health information exchange (HIE) in Vermont. It discusses VITL, a non-profit organization that operates the statewide HIE, connecting hospitals, practices, and other providers. It describes how HIE is integrated into Vermont's health reform efforts like the Blueprint for Health, which uses clinical data to support practices' transformation to the patient-centered medical home model and provide population health management. The document also notes some learnings around vendor challenges, interoperability issues, and ensuring HIE sustainability beyond public funding as payment models evolve.
This document discusses communication strategies for an electronic health record implementation project. It emphasizes the importance of communicating clearly and honestly with all stakeholders, including physicians, nurses, and other staff. Effective communication requires understanding different audiences, crafting individualized messages, and selecting the right messengers who are respected within each group. The overall goal of communication is to help stakeholders understand and buy into the changes required to achieve the project's objectives.
This document discusses collaboration strategies between the Chief Medical Information Officer (CMIO) and Chief Medical Officer (CMO) at Kings County Hospital. It provides background on Kings County Hospital, which is a 650-bed academic and tertiary hospital within the New York City Health & Hospitals Corporation public hospital system. It then outlines how the CMIO and CMO roles have evolved to focus more on analytics, reporting, and using health IT to improve quality, safety, and achieve regulatory and reform goals like accountable care. Specific examples of collaborations around computerized physician order entry, clinical decision support, and reducing hospital-acquired infections are also provided.
CCHIT provides EHR certification programs including an ONC-ATCB program and their own CCHIT Certified program. They also offer an EHR Alternative Certification for Healthcare Providers (EACH) program to help providers of self-developed or customized EHRs achieve certification. The presentation covered the certification landscape, certification processes, tips for providers, and the future of EHR certification.
The document discusses image consistency and dose management in digital radiography. It emphasizes that Agfa HealthCare offers advanced technology like needle phosphor detectors, intelligent image processing software, and DICOM-compliant monitors and standards to reduce radiation dose by 20-50% while maintaining image quality. Agfa also provides tools for dose monitoring, repeat analysis, quality assurance testing, and ensuring overall compliance with industry standards.
2. Agenda
• Definitions
• About LIPIX
• Use Case, Products & Services
• Positioning
• 7 Myths
• Questions
3. About LIPIX
• LIPIX is a Health Information Exchange (noun) currently
supporting Downstate NY
• Incorporated Jan. 2007 as an independent not-for-profit corp.
• Significant funding from NYS HEAL NY Grant Program
– HEAL 1 = $5 million
– HEAL 5 = $8 million
– HEAL 10 = $2 million
– HEAL 17 = $18 million
– Federal Regional Extension Center funding
• Mission:
To create and maintain an achievable, sustainable and
replicable model for integrating clinical information across
multiple health care organizations in support of New York State
and US strategic Health Information Technology plans
4. Health In·for·ma·tion Ex·change
/helTH infərˈmāSHən iksˈCHānj/
-verb
to securely exchange patient information between
independent entities not under common control
-noun
a community-based collaborative organization that
facilitates the integration of health information
between organizations
-adjective
used most commonly to describe a software vendor
that sells software and/or services to facilitate
health information exchange and/or health
information exchanges; denotes a type of company
whose owners like making money and voted for Obama
5. What is a RHIO?
KEY
= Transmission
RHIO HUB of Clinical
Patient
Clinicians Information
6. LIPIX Goals
Improve access
to data at the
point of care Improve the
safety and quality
of care
Reduce cost
inefficiencies within
health care
7. Participating Providers
• Allied Pediatrics of New York • NSLIJ Health Care Inc. • NuHealth Hempstead Health Center
• Broadlawn Manor Nursing & Rehab • NSLIJ Health System Inc. • NuHealth Roosevelt/Freeport Center
• Brookhaven Memorial Medical Center • NSLIJ Hospice Care Network • NuHealth Westbury Health Center
• CHSLI Catholic Home Care • NSLIJ Huntington Hospital Association • NuHealth NUMC
• CHSLI Good Samaritan Hospital • NSLIJ Dolan Family Health Center • Parker Jewish Institute
• CHSLI Good Samaritan Nursing Home • NSLIJ Lenox Hill Hospital • Park West Radiology
• CHSLI Good Shepherd Hospice • NSLIJ Long Island Jewish Med Center • ProHEALTH Care Associates
• CHSLI Mercy Medical Center • NSLIJ Long Island Jewish Medical Care • Queens Long Island Medical Group
• CHSLI Our Lady of Consolation Nursing and • NSLIJ North Shore Cardiovascular and Thoracic • Regency MRI PC
Rehabilitation Surgery • Silvercrest Nursing and Rehabilitation
• CHSLI St. Catherine of Siena Nursing Home • NSLIJ North Shore Imaging Associates • South Nassau Communities Hospital
• CHSLI St. Catherine of Siena Medical Center • NSLIJ North Shore-LIJ Radiology Services PC • Fountain Medical Group
• CHSLI St Charles Hospital • NSLIJ North Shore Ophthamology • Visiting Nurse Services of New York
• CHSLI St Francis Hospital • NSLIJ North Shore Radiology at Glen Cove
• CHSLI St Joseph Hospital • NSLIJ North Shore University Hospital
• Cold Spring Hills Center for Nursing and Manhassett & Syosset Campus
Rehabilitation • NSLIJ Region Care, Inc.
• John T Mather Memorial Hospital • NSLIJ Sports Physical Therapy and Rehabilitation
• Lenox Hill Radiology Associates of the North Shore
• Long Beach Medical Center • NSLIJ Stern Center For Extended Care
• Metropolitan Diagnostic Imaging • NSLIJ Orzac Center for Extended Care
• NRAD • NSLIJ Plainview Hospital
• New York Hospital Medical Center Queens • NSLIJ Schneider Childrens Hospital
• NSLIJ Elmezzi Graduate School of Molecular • NSLIJ Southside Hospital
Medicine • NSLIJ Staten Island University Hospital
• NSLIJ Feinstein Institute for Medical Research • NSLIJ Schneider Childrens Hospital
• NSLIJ Forest Hills Hospital • NSLIJ System Laboratories
• NSLIJ Franklin Hospital • NuHealth A. Holly Patterson
• NSLIJ Glen Cove Hospital • NuHealth Elmont Family Health Center
8. LIPIX
• Based in Manhattan – 25 FTE’s
• 72 Participating Provider entities covering
several counties:
Suffolk, Nassau, Queens, Manhattan, Staten
Island, Queens, Westchester
• 2,506,158 Unique Patient Records
• 2,081 Clinicians enrolled
12. Use Cases
• Patient-centric “PULL”
– eg. Emergency Department clinicians can rapidly and
securely obtain a patient’s personal health information
from other hospitals, primary care providers, long term
care facilities, reference laboratories etc.
• Route hospital data to ambulatory providers
• Route data in support of a transfer or referral
• Route lab and radiology data per subscriptions
• Enable eRx and med reconciliation on discharge
• Perform public health reporting
• Facilitate quality reporting and improvement
• Support research endeavors
13. Route data in support of a referral
Provider refers patient to a
specialist, hospital or other provider for
consultation or service
HIE service checks
participant directory for routing
instructions and sends referral
Participant Directory request with pertinent patient
/ Consents / information / history, diagnosis
Disclosure Log and service requested to
HIE service submits consulting provider; business
referral authorization request rules can be stored in HIE
to payer for approval and service for elements of real-
referral # time decision support
HIE service routes HIE Standard format
visit summary to PCP, Service visit summary with
Patient visits
Patient visits PCP or specialist or other consultation notes
consulting provider,
specialist and interested and trusted transmitted to HIE
party (e.g., health receives services,
establishes trusted network.
insurance case and details are
relationship and noted in patient
consents for release of manager). HIE log
can store summary or chart , electronic
data; consents and medical record or
provider routing link to allow for
tracking and later other result is
preferences are sent to created (e.g., at
HIE service lookup.
lab)
Health
Plan, etc.
14. Products and Services
• Core Services
• Provider Clinical Portal Viewer
• Practitioner Directory
• Edge Repository for Demographic and
Clinical Data
• User Interface Integration
• Consent Management
• Duplicate Medical Record Number
Reporting
15. Products and Services
• Premium Services
– PUSH
• Events Notification
• Results Distribution
– Secure Messaging
– Med Manager
• ePrescribing
• Medication Reconciliation
– Patient Gateway
– Analytics
– Clinical Decision Support
16. Selling HIE to “Those who care”
LIPIX
Long Term Care and
Home Care Agencies
Hospitals
Patient dfdSunrise
dfds
Specialists
Primary Care Providers
17. Selling HIE to the “Brick and Mortar
Crowd”
LIPIX
Other Regional Hospitals
Core Long Term Care and
Enterprise dfdSunrise
dfds Home Care Agencies
Systems
Voluntary Staff
Departmental Systems /
Employed Physician Practices
18. The 7 Myths of HIE
• Get broad based stakeholder involvement and buy-in
before beginning.
• Start with clearly defined requirements based upon
detailed analysis of current and future workflows.
• Engage consultant “experts” to facilitate project.
• Utilize standards to enable low-cost, high-quality
integration.
• Let the government lead the way.
• Find a killer “app”.
• Remember that competitors will never cooperate.
20. LIPIX and Sub-area
RHIO’s
• Unified
Infrastructure
LIPIX • Unified or Separate
Governance
• LIPIX Operating
Guidelines
• Facilitates creation
of a sub-area RHIO
Sub-area RHIO within the LIPIX
RHIO to promote
cooperation
between providers