Developing and Implementing a Patient Reported Experience MeasureRenal Association
Rachel Gair, Person Centred Care Facilitator on the Transforming Participation in CKD programme gave a talk at the Home Therapies conference in Manchester:
Developing and Implementing a Patient Reported Experience Measure
Health IT Summit Houston 2014 - Case Study "EHR Optimization for Organizational Value in a Changing Healthcare Environment"
Luis Saldana, MD, MBA, FACEP
CMIO
Texas Health Resources
iHT2 case studies and presentations illustrate challenges, successes and various factors in the outcomes of numerous types of health IT implementations. They are interactive and dynamic sessions providing opportunity for dialogue, debate and exchanging ideas and best practices. This session will be presented by a thought leader in the provider, payer or government space.
Developing and Implementing a Patient Reported Experience MeasureRenal Association
Rachel Gair, Person Centred Care Facilitator on the Transforming Participation in CKD programme gave a talk at the Home Therapies conference in Manchester:
Developing and Implementing a Patient Reported Experience Measure
Health IT Summit Houston 2014 - Case Study "EHR Optimization for Organizational Value in a Changing Healthcare Environment"
Luis Saldana, MD, MBA, FACEP
CMIO
Texas Health Resources
iHT2 case studies and presentations illustrate challenges, successes and various factors in the outcomes of numerous types of health IT implementations. They are interactive and dynamic sessions providing opportunity for dialogue, debate and exchanging ideas and best practices. This session will be presented by a thought leader in the provider, payer or government space.
A look at benefits realisation during every phase of transformation activities to operationalise portable digital health records
Day Two, Pop-up University 2, 09.00
Greater Manchester's visionary approach to integrated care
Delivered by the Greater Manchester Health and Social Care Partnership
Day Two, Pop-up University 8, 16.00
Patient Engagement Power Team Comments – Leslie Kelly Hall, ChairBrian Ahier
The Consumer/Patient Engagement Power Team will assess Standards and Certification Criteria NPRM and provide recommendations for strengthening consumer/patient engagement components. The Power Team will prioritize recommendations to enable patients to participate as partners in their care.
Webinar: Thriving in the New Healthcare Environment: 3 Key StrategiesModern Healthcare
www.modernhealthcare.com/article/20140512/SPONSORED/305129926/webinar-thriving-in-the-new-healthcare-environment-3-key-strategies
Many CEOs are looking to make cost and revenue improvements between 20 and 40 percent. Attend this webinar to hear success strategies from two leading CEOs.
Virtual health is supporting continuing efforts to further humanize health care by extending and expanding the concept of a patient-centric care delivery model into one that is truly life-centric.
Virtual health uses telecommunication and networked technologies to connect clinicians with patients (and with other clinicians) to remotely deliver health care services and support well-being. For providers, committing to virtual health at a personal and organizational level affords ever-increasing opportunities to deliver the right care at the right time in the right place, in a connected and coordinated manner.
By strengthening and facilitating a therapeutic alliance between clinicians and patients, virtual health is an important step on our continuous journey to humanize health care. It works within and around a patient’s life, as opposed to their sickness, to deliver care when, where, and how they need and want it. Also, virtual health works its way into consumers’ daily routines by being embedded in electronic devices associated with living life (e.g., smartphones and personal computers) more so than caring for sickness.
The healthcare industry is primed for expanded adoption of virtual health; a 2016 report estimated that the US virtual health market will reach $3.5 billion in revenues by 2022. Several factors are elevating stakeholder interest, including expected physician shortages, continued growth in digital technologies, changing reimbursement models, increasing consumer demand, and the evolving regulatory landscape. One game-changer: Today, nine in 10 American adults use the internet, giving clinicians the capability and flexibility to communicate with and serve health care consumers via the web.
Maxine Powers, National Improvement Advisor at Department of Health, addresses Why QIPP and why now?, Programme design, National Work stream plans for safety and the role and contribution of AHPs. COT Annual Conference 2010 (22-25 June 2010)
Purpose of the Webinar
1.Describe the process of developing an undergraduate MedRec IPE Event involving > 480 senior Medicine, Pharmacy and Nursing students;
2.Explain the logistics of conducting the event in multiple venues and urban/remote locations;
3.Discuss the successes and challenges of communicating MedRec patient safety concepts through this process; and
4.Describe future opportunities for enhancing undergraduate MedRec training in an interprofessional environment.
Watch the webinar recording: http://bit.ly/1fSqsqv
SIMUL8 Healthcare: Designing New Spaces and Processes with simulationSIMUL8 Corporation
In this workshop, Brittany discussed how simulation can be used to design new spaces and processes, not just improve the status quo.
Calling on her experience as an ASQ-certified Six Sigma Black Belt and her work on a wide variety of performance improvement projects – many of which incorporated simulation - Brittany presented a case study that demonstrates the interconnected nature of pre/post surgery operating processes and inpatient census.
We also looked at the project's unexpected findings, as well as shared insights into using simulation as a change management and leadership communication tool.
Joy Pritts, chief privacy officer for the Office of the National Coordinator for Health IT (ONC), updates the National Committee on Vital and Health Statistics (NCVHS)
Strategizing telehealth: The secret of my failure - Michael Kirchhoff, Cooper...VSee
A look behind the decision-making processes and strategic thinking that need to happen before implementing a telehealth program - from the Telehealth Failures & Secrets To Success Conference:
vsee.com/telehealth-failures-conference
A look at benefits realisation during every phase of transformation activities to operationalise portable digital health records
Day Two, Pop-up University 2, 09.00
Greater Manchester's visionary approach to integrated care
Delivered by the Greater Manchester Health and Social Care Partnership
Day Two, Pop-up University 8, 16.00
Patient Engagement Power Team Comments – Leslie Kelly Hall, ChairBrian Ahier
The Consumer/Patient Engagement Power Team will assess Standards and Certification Criteria NPRM and provide recommendations for strengthening consumer/patient engagement components. The Power Team will prioritize recommendations to enable patients to participate as partners in their care.
Webinar: Thriving in the New Healthcare Environment: 3 Key StrategiesModern Healthcare
www.modernhealthcare.com/article/20140512/SPONSORED/305129926/webinar-thriving-in-the-new-healthcare-environment-3-key-strategies
Many CEOs are looking to make cost and revenue improvements between 20 and 40 percent. Attend this webinar to hear success strategies from two leading CEOs.
Virtual health is supporting continuing efforts to further humanize health care by extending and expanding the concept of a patient-centric care delivery model into one that is truly life-centric.
Virtual health uses telecommunication and networked technologies to connect clinicians with patients (and with other clinicians) to remotely deliver health care services and support well-being. For providers, committing to virtual health at a personal and organizational level affords ever-increasing opportunities to deliver the right care at the right time in the right place, in a connected and coordinated manner.
By strengthening and facilitating a therapeutic alliance between clinicians and patients, virtual health is an important step on our continuous journey to humanize health care. It works within and around a patient’s life, as opposed to their sickness, to deliver care when, where, and how they need and want it. Also, virtual health works its way into consumers’ daily routines by being embedded in electronic devices associated with living life (e.g., smartphones and personal computers) more so than caring for sickness.
The healthcare industry is primed for expanded adoption of virtual health; a 2016 report estimated that the US virtual health market will reach $3.5 billion in revenues by 2022. Several factors are elevating stakeholder interest, including expected physician shortages, continued growth in digital technologies, changing reimbursement models, increasing consumer demand, and the evolving regulatory landscape. One game-changer: Today, nine in 10 American adults use the internet, giving clinicians the capability and flexibility to communicate with and serve health care consumers via the web.
Maxine Powers, National Improvement Advisor at Department of Health, addresses Why QIPP and why now?, Programme design, National Work stream plans for safety and the role and contribution of AHPs. COT Annual Conference 2010 (22-25 June 2010)
Purpose of the Webinar
1.Describe the process of developing an undergraduate MedRec IPE Event involving > 480 senior Medicine, Pharmacy and Nursing students;
2.Explain the logistics of conducting the event in multiple venues and urban/remote locations;
3.Discuss the successes and challenges of communicating MedRec patient safety concepts through this process; and
4.Describe future opportunities for enhancing undergraduate MedRec training in an interprofessional environment.
Watch the webinar recording: http://bit.ly/1fSqsqv
SIMUL8 Healthcare: Designing New Spaces and Processes with simulationSIMUL8 Corporation
In this workshop, Brittany discussed how simulation can be used to design new spaces and processes, not just improve the status quo.
Calling on her experience as an ASQ-certified Six Sigma Black Belt and her work on a wide variety of performance improvement projects – many of which incorporated simulation - Brittany presented a case study that demonstrates the interconnected nature of pre/post surgery operating processes and inpatient census.
We also looked at the project's unexpected findings, as well as shared insights into using simulation as a change management and leadership communication tool.
Joy Pritts, chief privacy officer for the Office of the National Coordinator for Health IT (ONC), updates the National Committee on Vital and Health Statistics (NCVHS)
Strategizing telehealth: The secret of my failure - Michael Kirchhoff, Cooper...VSee
A look behind the decision-making processes and strategic thinking that need to happen before implementing a telehealth program - from the Telehealth Failures & Secrets To Success Conference:
vsee.com/telehealth-failures-conference
This talk was presented on March 4th 2009 at the APAN (Asia Pacific Advanced Networks) meeting in Taiwan. This Healthcare session was organized by Young Sung Lee, Naoki Nakashima and Parvati Dev.
This is the first report on Telehealth in India, and was authored in 2011 by Rajendra Pratap Gupta for Telemedicine Society of India , when he chaired the Organising Committee of the International Telemedicine Congress 2011 at Mumbai
This report gives a detailed overview of where India stands and what is the scope in future
Telehealth user adoption: Blackholes & bullseyes - Douglas Shinsato, Anthill ...VSee
A framing of telehealth into the larger context of the boom and busts of the high tech business scene, and the challenges specific to telehealth uptake from an investor point of view - from the Telehealth Failures & Secrets To Success Conference: vsee.com/telehealth-failures-conference
Telehealth in India: The Apollo contribution and an overview Apollo Hospitals
The universal phenomenon of urban rural health divide is particularly striking in India. We have centres of medical excellence in the metros, better than the best. However 700 million Indians, have no direct access to secondary and tertiary care as 80% of India's specialists, primarily cater to 20% of the population. Additional brick and mortar hospitals is not a viable solution, as there is an acute shortage of both funds and health care personnel. In 1999, the author among others, foresaw that it could be possible, to extend the reach of urban doctors to suburban and rural India, virtually. This article traces the author's personal experience in introducing and developing telehealth in India over the last 14 years. Simple video conferencing, has given way to eHome Visits, providing international teleconsults,13,14 tele CME programmes, deployment of internet enabled peripheral medical devices, promoting Health Literacy through eEmpowerment,18,19 multi centre Grand rounds and, virtual visits to the ICU.20–22 With 894 million mobile phones mHealth is certainly the future.23 The Pan African, SAARC, ASEAN and the Central Asia e Network projects13,14,24–29 initiated by the Govt. of India has resulted in India's health expertise, being made available to many countries virtually. With exponential growth in Information and Communication Technology (ICT), a rural tele-density of 43%,23 India may eventually show the way to achieve quality, affordable, accessible health care to everyone, anytime, anywhere making distance meaningless and Geography History, by deploying telemedicine.
3 Strategies for Maximizing Service Line Efficiency, Quality and ProfitabilityWellbe
Maximizing service line efficiency, quality and profitability is a hot topic, particularly with rising patient care demands, changing reimbursement models, and estimated physician shortfalls. This webinar takes a look at three solutions beginning in the operating room and expanding to the entire patient care journey.
1st solution: A unique clinical and operational service model focused on the specialization of qualified, reimbursable clinical labor to optimize surgeon involvement and reduce OR costs.
2nd solution: Taking a holistic view of the service line through the patient care journey to produce a value stream map to understand the current state. Assisting staff with comparing this current state to the ideal future state, comparing national benchmarks and clinical best practices helps your staff innovate and co-create an individualized plan to get your service line to a higher level.
3rd solution: Utilizing dashboard metrics of the critical to success factors, to sustain and improve your service line.
As a participant, you will be able to:
• Identify key operational and clinical indicators of orthopedic service line efficiency
• Describe how Surgical First Assists can add value in the OR
• List the steps in developing and/or evaluating or building an orthopedic service line
• Describe how metrics/dashboards assist in sustaining change and improvement of orthopedic service line
About the Speaker:
Miki Patterson, PHD ONP, Senior Director of Orthopedics in Intelligent CareDesign at Intralign
Dr. Patterson is a certified orthopedic nurse practitioner and brings over 25 years of clinical experience in healthcare, consulting, direct advanced orthopedic patient care, teaching, NIH level, qualitative and quantitative research and publishing. She is a past president of the National Association of Orthopedic Nurses (NAON) and continues to be nationally recognized for leadership and advancing orthopedic care.
Deep Dive Into Telehealth Adoption Covid 19 and Beyond | Doreen Amatelli ClarkVSee
For more info: visit https://bit.ly/3pt6hp2
How has telehealth adoption changed following the pandemic and what are the implications for the future of telehealth? Join market research expert and owner of Way to Goal, Doreen Amatelli-Clark to talk about her latest findings from her COVID-19 study, covering surveys and in-depth interviews with doctors and healthcare practitioners from around the world.
Provided to you by: https://vsee.com
Healthcare organizations in Canada are making great strides in promoting safer patient care through engagement and partnership. Now the best of these organizations would like to share their successes and lessons learned with you!
Full details:
https://goo.gl/NukquA
mHealth Israel_Hospitals and Healthcare Data_Carol Gomes_Stony Brook Universi...Levi Shapiro
Presentation by Carol Gomes, CEO / COO, Stony Brook University Hospital: Hospitals + Healthcare Data. Key Sections:
- Overview of Stony Brook Medicine Health System
- IT capital planning process
- Transition from Fee-for-Service
- Clinically Integrated Network
- Population Health Analytics Platform
- REGISTRIES – Benchmarking Quality
- Digital Transformation- Business & Clinical Capacity
- Transformation Projects: Analytics; Real-Time Health System Capabilities; Telehealth Services; Command Center Capabilities
- Command Center: Centralized Throughput Office (CTO)
- Command Throughput Office Dashboard
- Real-Time Dashboards
- Early Progress of Command Throughput Office (Boarders, Cases)
- Mobile STROKE Unit Program
- Telemedicine / TeleHealth
- Stony Brook University Hospital awarded $966,026
- Data Strategy in Decentralized Environment
- Call to Action for Startups
This PPT explains about how Singapore is using IT in healthcare, Integrated Health Information Systems, Singapore's Shifting Demographics and 2020 Master Plan. For more information visit: http://www.transformhealth-it.org/
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
Announcement of 18th IEEE International Conference on Software Testing, Verif...
2014 ATA Presentation
1. Intermountain Healthcare’s
“Build vs. Buy”
Telehealth Implementation Strategy
Kim Henrichsen, VP & CNO Intermountain Healthcare
Crystal Jenkins, RN Blue Cirrus Consulting
Dan Watterson, PMP Blue Cirrus Consulting
2. BIO
Kim Henrichsen, RN, MSN
• 30 years Nursing Practice
• Graduate of Advanced Training Program, Institute
of Delivery and Research Intermountain
• Completed Wharton Nurse Executive Fellowship
Program
• 28 years staff and progressive leadership positions
with Intermountain Healthcare
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3. Hospitals
Intermountain = 22
• State of Utah = 56
• (38% of the hospitals, 44% of the beds, 56% of the
discharges)
Physicians
• Intermountain employs approx. 1,000
• Affiliated with an additional 4,000
• Operates approx. 185 clinics
Health Plan
• SelectHealth insures roughly 650,000 residents
of UT and ID (25% of the UT market)
• Initiated MA and Medicaid product in 2013
Employees
Intermountain - approximately 35,000
Intermountain Healthcare
4. Intermountain Healthcare
• Vision to be a
“Model Healthcare System”
• Overriding core value to
deliver excellence in patient care
• Known worldwide for clinical programs
and innovative clinical IT solutions
• History of self developed IT solutions
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5. Teleservices Vision
Provide Intermountain Healthcare patients,
enrollees, families and employees access to
a collaborative, efficient, and user friendly
enterprise communication platform that
eliminates barriers of place and time,
improves safety, and contributes to
“extraordinary care in all its dimensions.”
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6. Teleservices Framework
TeleDailyLiving use of technology to enable people
to live independently in their own homes.
TeleMedicine use of audio/video technologies to
enable remote consultations between patients,
physicians and healthcare professionals, as well as
peer-to-peer consultations.
TeleHealth use of monitoring equipment to a
monitoring center. Monitored by qualified nurses
to act on the information.
TeleCoaching involves monitors and coaches who
provide individual support to patients to help them
more effectively manage their health conditions.
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7. • Supports Intermountain’s vision of
Shared Accountability
• Care for more people through
improved access and better utilization
of physicians and other providers
• Reduce delays in care delivery and
improve clinical outcomes
• Focus on patient engagement and
wellness activities
• Expand availability of information and
communication for providers and
patients
Why Telehealth?
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8. • Improves adherence to best practices
• Supports clinicians in the complex in critical care areas
• Improves clinical and financial outcomes
• Improves ability to support patient management with chronic
disease
• Provide physicians and other providers tools that make
practicing quality medicine efficient
• Lower the need for future facilities
• Keeps more patients closer to home
• Provides clinical expertise and resource to rural hospitals
• Creates opportunities for new referral patterns and
partnerships
Why Telehealth?
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9. • Robust existing EMR
• History of successful internal systems
development
• Teleservices strategy is planned across
most service lines and many vendor
systems are service specific.
• Already established as an industry leader
in automated clinical alerts
• Restrictive vendor licensing limitations
• Many vendor solutions not suitable for
the Intermountain custom environment.
• Cost
Why Build vs. Buy?
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10. Leadership / Operations
• Telehealth business plan was developed
with a conservative approach.
• Hired a Telehealth Innovator to assist in
creating direction to the program.
• Hired a Telehealth Business Operations
Director to coordinate efforts across
departments and facilities.
• Engaged Blue Cirrus Telehealth experts to
assess readiness to implement.
Laying the Groundwork (Key Decisions)
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11. Technology
• Develop stand alone AV platform
independent of clinical systems.
• First phase of Teleservices will use
new AV platform and existing
EMR “as is”
• Cerner will be implemented system
wide in 2014 and 2015 and will be
integrated with self developed AV
platform.
Laying the Groundwork (Key Decisions)
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12. • TeleCritical Care retreat was
planned and executed with a
project kick off approach.
• Blue Cirrus Telehealth experts
interviewed key project
stakeholders and a Telehealth
Readiness Assessment was
developed and presented to
Intermountain CMO, CNO and
Telehealth Steering Committee.
Getting Started
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13. • Blue Cirrus Telehealth experts were engaged to provide
Program/Project Management and Clinical Operations
leadership for the project and act as advisors to the system
CMO, CNO & Telehealth Oversight Committees.
• Clinical project leadership hired and on-boarded
• Initial telehealth clinical program (TeleCritical Care) rollout
schedule was approved.
Post Readiness Assessment
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16. BIO
Dan Watterson, PMP
• 20+ years Clinical IT implementation experience
• 10+ years Telehealth implementation experience
working with over 35 health systems as a Project
Executive or Project Manager
• Critical Care Nurse
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17. Customized AV platform…
• Utilizes and integrates with Microsoft Lync.
• Call routing and queuing based on service.
• Xi3 PC serves as an “AV Server”
• 32” or 42” TV for video display
• Axis camera & Jabra mic-speaker combo
• IR transmitter to control TV function
• Remote agents use company standard
PC/Laptop and webcam.
What was Developed?
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21. • TeleICU pilot live since December 3, 2013 testing clinical
workflows and technology.
• 12 facilities and 260 beds to be live on TeleICU by Fall of
2014.
• Ongoing development and improvement of AV solution
to include: family to patient room visits (Skype), high
end microphone option, multi camera setup and
integration with external service providers.
• Numerous programs planned to implemented in 2014 to
include:
Current State and Future Plan
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22. • Behavioral Health
• Cardiovascular
• Intensive Medicine
• Oncology
• Pediatric Specialty
• Primary Care
• Surgical Services
• Women & Newborns
• Care Process Models
• Food and Nutrition
• Imaging
• Pathology
• Pharmacy
• Pain Management
• Rehabilitation
• Respiratory Care
• Case Management
• Interpretation
Planned Telehealth Implementations
Clinical Programs Clinical Support Services
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24. BIO
Crystal Jenkins
RN BSN MHI (Masters of Health Innovation)
• 18 years Critical Care Nursing Practice
• 10 years Nursing Leadership Influence
• 5 years Telehealth Operations/Implementation Expertise for
large healthcare system, monitoring 500+ varied care level
patients, in 5 Western States, from 4 remote locations,
including Tel Aviv, Israel.
• 6 years as Adjunct Faculty, Arizona State University-MHI/DNP
programs
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25. Readiness Assessment Performed via Interviews of Key Stakeholders
Observations, Recommendations and Action Plans were categorized
into the following topics:
• Leadership
• Culture
• Clinical Operations
• Technology
Clinical Implementation Best Practices
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26. • What problem are you trying to solve?
• Identified Leadership to Support/Promote
Telehealth
• Executive Sponsor(s)
• Physician
• Nursing
• Baseline data to support Telehealth Initiative
• Outcome Measures/Goals of Program
Clinical Implementation Best Practices
Leadership
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27. Is there Alignment Between:
• Key stakeholders
• Business Plan/Implementation Strategy
• Clinical/Technical Leaders
• Project Management
• Organizational Initiatives R/T Telehealth
Program Objectives
Clinical Implementation Best Practices
Leadership
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28. Telehealth is NOT ‘Big Brother’
Eliminate Telehealth assumptions and ambiguity
• Create Marketing/Communication Plans
• Internal
• External
Create effective education plans
• Initial
• On going
Clinical Implementation Best Practices
Culture
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29. • Align Telehealth with Organizational Initiatives/Strategy
• Assess Current Organizational/ Specialty Area Goals
• How will Telehealth contribute to these goals?
• How will the Telehealth program be involved on a
committee/planning level?
Clinical Implementation Best Practices
Culture
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30. Assessment of current practices
Identify inconsistencies that could impact outcomes
• Use of Electronic Medical Record (EMR)
• Use of Electronic/Enterprise Data Warehouse (EDW)
• Data Collection/Reporting Practice
• Policy/Procedure
Clinical Implementation Best Practices
Culture
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31. Staffing Model
• Type of Model/Hours of Operation
• Continuous
• Episodic
• Responsive
• Clinician Coverage
• Expert
• Specialist
• Physician Extender
Clinical Implementation Best Practices
Clinical Operations
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32. Staffing Model Impacts
• Budget
• Workflows
• Technology
• Quality Outcomes
Clinical Implementation Best Practices
Clinical Operations
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33. • Are services reimbursable?
• How will operating budget be funded?
• Reimbursement
• Grants
• Allocating costs/charge per bed/patient
• Insurance/vendor support
• Skill set of remote clinicians
• Impact on Organization Initiatives
• Impact on Clinical Outcomes
Clinical Implementation Best Practices
Budget
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34. • Dependent on staffing model
• Hours of coverage
• Clinical support type/skill
• Designed to impact Telehealth Clinical Outcomes R/T
Organizational Strategy
• Dependent on Access to EMR, Data & Patient via Camera
• Dependent on Engagement
• Remote Clinicians
• Bedside Clinicians
• Supported by Executive Sponsor(s)/ Organization Executives
Clinical Implementation Best Practices
Workflows
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35. Dependent on:
• Available vs. Required to deliver appropriate and safe care
• Capability to access clinical data remotely
• State of Integration/Utilization
• Remote Clinicians
• Bedside Clinicians
Clinical Implementation Best Practices
Technology
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36. Dependent on
• Consistent practice throughout Organization
• Policy/Procedure
• Documentation
• Data Collection
• Utilization of the Telehealth program, clinical resources and associated
technology
• Relational Coordination between remote and bedside clinicians
• Shared Goals
• Shared Knowledge
• Mutual Respect
Clinical Implementation Best Practices
Quality Outcomes
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37. Program Management and Technical
Implementation Best Practices
for Telehealth
Dan Watterson, PMP Blue Cirrus Consulting
37 of 45
38. • Define governance process for Telehealth initiatives.
• Create a formal project with clearly defined senior executive
sponsor, clinical business owner, IT business owner and a
project manager.
• Fully understand what you are implementing or building. i.e.
technical standards (Hardware & Software), integration
requirements, licensure restrictions, cost of ownership.
• Ensure technology meets clinical or business need.
Project/Program Prerequisites
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39. • Do not move forward without clear defined project and
business ownership.
• Create a formal project charter (what, who, when and how)
• Create a program specific implementation oversight /
steering committee.
• Conduct formal project kickoff meeting lead by senior
executive sponsor. Why are we doing this!!
• Ensure all IT functional departments are represented on
project team.
Project/Program Prerequisites
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40. • Plan with end in mind!
• Begin support and release management planning from
the start.
• Create a formal communication plan. Engage facility or
corporate communications team from the start.
• Clearly define technical implementation roles and obtain
approval from IT leadership.
• AV experts should plan technology placement with input
from bedside clinicians.
Planning
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41. • Communicate, Communicate, Communicate…
• Keep in scope! If changes are needed they should be
vetted through the change management process (defined
in project charter).
• Evaluate effectiveness of all implementation components.
Is this effective? Change what isn’t working.
• Include support teams in equipment installation and
configuration activities
Execution and Control
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42. • Communicate, communicate, communicate…
• Create a formal activation plan.
• OVER-staff for Go Live!
• Include support teams in Go Live process.
Activation
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43. • Formal Transition to Support
• Document Lesson’s Learned
Intermountain Examples
• Get multi-specialty feedback on AV requirements.
• One size does not fit all!
• Don’t implement technology unless there is a clinical need.
• Be aware of other IT initiatives in relation to technology
installation.
Closure
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44. Pro: You own it!
• Customized for system’s specific needs
• Minimal to no licensure limitations
• Lower cost of ownership
Pros and Cons
Con: You own it!
• Implementation of Telehealth is a complex CLINICAL
initiative supported by technology.
• Long term commitment to develop, implement and
support.
• Enhancement requests are system specific vs. multi system
input.
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Based in Salt Lake City, Utah, Intermountain Healthcare is a nonprofit healthcare system serving the healthcare needs of residents of the Intermountain West (primarily Utah and southeastern Idaho). Our mission is excellence in the provision of healthcare services. Our aspiration (which we express internally) is to provide “Extraordinary Care in All Its Dimensions.” This aspiration is expressed to external audiences in the form of our slogan or tagline: “Healing for Life.”
When Intermountain Healthcare was founded in 1975, our Board of Trustees challenged us to always aspire to be a model healthcare system. This challenge is always fresh, because the healthcare environment is always changing. In 2005, Intermountain again undertook in-depth research into the expectations of its patients and other stakeholder groups, to better meet the challenge of being a model healthcare system. The research showed our patients expect both clinical excellence and service excellence: They want their high-quality healthcare to be delivered with compassion by people who care about them as individuals. Based on this research, Intermountain Healthcare created a core aspiration that can be summed up in the phrase: “Extraordinary Care in All Its Dimensions.” We will always remain focused on clinical excellence and on achieving ever-better medical outcomes. In addition to focusing on clinical excellence, we will work to continually raise our standards of service excellence—the way we interact with patients.
Our aspiration to provide Extraordinary Care is at the heart of our Vision (see Note 3).
Our Shared Accountability strategy (see Note 4) is helping Intermountain provide better care to patients, better health to the populations we serve, and better management of costs. Intermountain’s effectiveness in providing high-value care—clinically excellent care at a sustainable, relatively lower cost—has led many national experts to identify it as a model healthcare organization worthy of emulation.
Our Shared Accountability strategy (see Note 4) is helping Intermountain provide better care to patients, better health to the populations we serve, and better management of costs. Intermountain’s effectiveness in providing high-value care—clinically excellent care at a sustainable, relatively lower cost—has led many national experts to identify it as a model healthcare organization worthy of emulation.
‘Setting the Table’ by identifying Key Stakeholders is essential for the preliminary assessment.
Based on the interviews conducted, common themes were identified.
Recommendations and action plans were categorized based on the following ‘common’ 4 themes.
Organizations want to implement telehealth to ‘stay competitive.’
Important to identify ‘why’ or ‘what problem you are trying to solve’ by implementing telehealth.
Should be supported by specific/identified ‘organizational’ level leadership
The ‘problem’ should be supported/justified with baseline data
Start with the end in mind and identify outcome measures and goals of your telehealth program
Identify similarities/differences between business plan/strategy
What are the strengths?
Are there any concerns?
Expected Outcomes
Potential Obstacles
Project management is essential for execution/implementation
Most common obstacle to implementing and or consistent use of telehealth is the ambiguity associated with it.
Story about initial education
Education occurring within the telehealth center
Eliminating assumptions and ambiguity positive impact on utilization/buy in of program
What ever patient population you are connecting to through telehealth-
Should be included in strategic planning, ongoing process performance committees, etc as an additional unit-just as if it were a new unit within a facility
Telehealth units should not be silo’d
When creating solutions to initiatives/process improvement-ask how can our telehealth colleagues assist in solving and/or improving this problem/process
Systemize the system
Method for identifying inconsistencies
Resolve the inconsistencies
Ensure data is being collected and/or reported in a consistent manner-GARBAGE IN is GARBAGE OUT
Once you identify the problem that needs to be solved you’ll need to identify what type of staffing model
-Continuous-like eICU
-Episodic-involved in daily rounds
-Responsive-like tele-stroke or tele-psych
What type of clinician coverage will be needed
The type of model and clinician coverage will impact the following:
-$$$ how much can you spend and how much can you bill for
-what services can you offer-
-what type of technology will you need to offer these services
-how will your outcomes be impacted?
Do you need to have an initial strategy and work towards a more progressive model?
When setting up a budget be sure to address the following :
Again, to you set up an initial strategy to get started and move to a more progressive model?
Workflows are dependent upon what type of model you have chosen and who will be providing services.
Also dependent upon what ‘problem’ you are trying to solve-
if you are trying to impact number of hours psych patients are waiting in the ER,
then you will probably want to ensure your model includes practitioners to assist with evals AND/OR you have created some sort of workflow that impacts psych pt wait times.
Also ensure access to the correct technology and/or software is available
Access to technology AND
Utilization of technology key to successful program outcomes
Ensure proper access available-including login
Ensure proper initial and on-going education takes place
Monitor utilization
Your tele-health model
Staffing
Workflows &
Technology
Impact telehealth program outcomes
Ensure all five are aligned and also support process improvement goals and organizational initiatives