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Where to Start and Where to Go




       Don Levick, M.D., MBA
     Medical Director Clinical Informatics
   Clinical Decision Support is a process for
    improving health-related decisions and actions
    with pertinent, organized clinical knowledge and
    patient information.
   Information delivered can include a mixture of
    general clinical knowledge and intelligently
    processed patient data.

Adapted from: Improving Outcomes with Clinical Decision
  Support: An Implementer’s Guide, Second Edition; HIMSS Press,
  in preparation
   Drug-Drug Interactions         Diagnostic decision support
   Drug-Allergy interactions       tools
   Dose Range Checking            Links to knowledge
                                    references (eMedicine,
   Standardized evidence
                                    National Comprehensive
    based ordersets
                                    Cancer Network )
   Rules to meet strategic
                                   Links to local policies
    objectives (core
    measures, antibiotic           Point of care reference
    usage, blood                    information (i.e.
    management)                     InfoButtons)
   Documentation templates        Web based reference
                                    information
   Relevant data displays
   Successfully applying CDS to improve a targeted
    objective requires that the

    ◦   right information be delivered to the
    ◦   right person in the
    ◦   right intervention format through the
    ◦   right channel at the
    ◦   right point in workflow.
• CDS should be used as a strategic tool for
  achieving an organization’s priority care delivery
  objectives.
• These objectives are driven by:
   Internal needs (PI/QI, Med error reduction)
   External forces (Meaningful Use, P4P, TJC)
   “Implement one clinical decision support rule relevant to
    specialty or high clinical priority along with the ability to track
    compliance to that rule.”
    ◦ Must use patient-specific information to offer diagnostic or
      treatment options to the provider within its logic.
    ◦ It must be conditional: the rule will produce a different
      action or different information, based on the patient-
      specific information.
   http://www.himss.org/content/files/CDS_MU_FAQ.pdf
•   CDS interventions will impact workflow throughout
    the organization; therefore leadership at all levels
    must understand and support the efforts
•   A high level understanding of a CDS program
    should include an understanding of the “Five Rights
    of CDS”
•   CDS programs require ongoing investment of
    capital and personnel
•   A champion is required to be a change agent and
    lead the charge
• CDS should not be thought of as the only tool
  available to solve the organization’s problems.
• There are clear limitations to CDS interventions
• The value of the CDS program to the organization must be
  consistently and continually communicated at all levels
• Successful CDS programs implement interventions WITH the
  stakeholders, and not TO the stakeholders
• Be aware of the continuum of intrusion
• Impact on workflow and screen response time
• Close monitoring of all CDS must occur regularly to ensure
  validity.
  • “If it can’t be measured, it can’t be managed”
• Be prepared to deal with resistors and detractors, including the
  ability to answer to negative articles in the literature
Contact information:
  donlevick@ptd.net

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2011 cmio summit don levick

  • 1. Where to Start and Where to Go Don Levick, M.D., MBA Medical Director Clinical Informatics
  • 2. Clinical Decision Support is a process for improving health-related decisions and actions with pertinent, organized clinical knowledge and patient information.  Information delivered can include a mixture of general clinical knowledge and intelligently processed patient data. Adapted from: Improving Outcomes with Clinical Decision Support: An Implementer’s Guide, Second Edition; HIMSS Press, in preparation
  • 3. Drug-Drug Interactions  Diagnostic decision support  Drug-Allergy interactions tools  Dose Range Checking  Links to knowledge references (eMedicine,  Standardized evidence National Comprehensive based ordersets Cancer Network )  Rules to meet strategic  Links to local policies objectives (core measures, antibiotic  Point of care reference usage, blood information (i.e. management) InfoButtons)  Documentation templates  Web based reference information  Relevant data displays
  • 4. Successfully applying CDS to improve a targeted objective requires that the ◦ right information be delivered to the ◦ right person in the ◦ right intervention format through the ◦ right channel at the ◦ right point in workflow.
  • 5. • CDS should be used as a strategic tool for achieving an organization’s priority care delivery objectives. • These objectives are driven by:  Internal needs (PI/QI, Med error reduction)  External forces (Meaningful Use, P4P, TJC)
  • 6. “Implement one clinical decision support rule relevant to specialty or high clinical priority along with the ability to track compliance to that rule.” ◦ Must use patient-specific information to offer diagnostic or treatment options to the provider within its logic. ◦ It must be conditional: the rule will produce a different action or different information, based on the patient- specific information.  http://www.himss.org/content/files/CDS_MU_FAQ.pdf
  • 7. CDS interventions will impact workflow throughout the organization; therefore leadership at all levels must understand and support the efforts • A high level understanding of a CDS program should include an understanding of the “Five Rights of CDS” • CDS programs require ongoing investment of capital and personnel • A champion is required to be a change agent and lead the charge
  • 8. • CDS should not be thought of as the only tool available to solve the organization’s problems. • There are clear limitations to CDS interventions
  • 9. • The value of the CDS program to the organization must be consistently and continually communicated at all levels • Successful CDS programs implement interventions WITH the stakeholders, and not TO the stakeholders • Be aware of the continuum of intrusion • Impact on workflow and screen response time • Close monitoring of all CDS must occur regularly to ensure validity. • “If it can’t be measured, it can’t be managed” • Be prepared to deal with resistors and detractors, including the ability to answer to negative articles in the literature
  • 10. Contact information: donlevick@ptd.net