The document discusses how the HITECH Act and meaningful use requirements will impact the future of healthcare technology management by requiring hospitals and providers to adopt and meaningfully use electronic health records in order to receive incentive payments, which aims to improve quality, safety and efficiency and reduce costs through greater health information exchange and use of clinical decision support. It also outlines the stages of meaningful use and quality measures that must be met, as well as considerations for ensuring compliance and leveraging best practices to help transition systems and processes under the new health IT requirements.
AAMI_HITECH MU: Impact on the Future of HC ITAmy Stowers
Relate the components of The HITECH Act and Meaningful Use to health management technology
Identify whether existing systems meet requirements
Communicate technology needs and request feedback from end users for a smooth transition
Implement best practices to move people and systems forward under these new requirements
Aami hitech mu impact on the future on HC ITAmy Stowers
Relate the components of The HITECH Act and Meaningful Use to health management technology
Identify whether existing systems meet requirements
Communicate technology needs and request feedback from end users for a smooth transition
Implement best practices to move people and systems forward under these new requirements
Katherine Howell, MBA, BSN, RN, NEA-BC, Senior Vice President and Chief Nurse Executive, Saint Luke's Health System - Presentation delivered at the marcus evans National Healthcare CNO Summit 2016 held in Las Vegas, NV
Getting to the Wrong Answer Faster with Your Analytics: Shifting to a Better ...Health Catalyst
Wrong conclusions in your analytics can cause waste and disillusionment, not to mention suboptimal outcomes that may take months or even years to recover from. But analytic analysis isn’t about perfection—it’s about getting to the right answer by quickly getting to the wrong one.
In this interactive webinar, Jason Jones, chief data scientist at Health Catalyst, walks through scenarios that illustrate how commonly used analytic methods can lead analysts and leaders to the wrong conclusions, and shares how to course correct if this happens to you. In health and healthcare, leaders drive change by understanding and supporting better approaches, and analytics provide the best foundation for informed change management. Let’s work together to shift towards a better use of AI in healthcare.
View this webinar to learn:
- How analysis of the same data set can result in different conclusions.
- Tools and techniques to get your organization back on track after a misstep.
- Lessons from two case studies that will help you drive better analytics in your own organization.
At eClinicalWorks, we are 5,000 employees dedicated to improving healthcare together with our customers. More than 130,000 physicians nationwide — and more than 850,000 medical professionals around the globe — rely upon us for comprehensive clinical documentation, along with solutions for Practice Management, Population Health, Patient Engagement, and Revenue Cycle Management.
Why Accurate Financial Data is Critical for Successful Value TransformationHealth Catalyst
Approximately 50 percent of CMS payments are now tied to a value component. The CMS Innovation Center has allocated nearly $5.4 billion to implement 37 value-based payment models, with 55 percent of those funds marked for development and implementation of additional value-based models. The shift towards value and consumerism is pushing providers to adopt a novel financial mindset and strategy. The key component? Accurate financial data.
In this webinar Steve Vance, senior vice president and executive advisor at Health Catalyst, explores why accurate financial data, coupled with specific tools and strategies, is critical for successful transformation.
View this webinar for key insights into thriving in a value-based environment:
- Why it’s time to embrace new payment methodologies.
- What role financial and clinical data play in value- and risk-based contracts.
- Various organizational and operational strategies for successful financial transformation.
- How Health Catalyst solutions support an innovative data-driven financial process.
AAMI_HITECH MU: Impact on the Future of HC ITAmy Stowers
Relate the components of The HITECH Act and Meaningful Use to health management technology
Identify whether existing systems meet requirements
Communicate technology needs and request feedback from end users for a smooth transition
Implement best practices to move people and systems forward under these new requirements
Aami hitech mu impact on the future on HC ITAmy Stowers
Relate the components of The HITECH Act and Meaningful Use to health management technology
Identify whether existing systems meet requirements
Communicate technology needs and request feedback from end users for a smooth transition
Implement best practices to move people and systems forward under these new requirements
Katherine Howell, MBA, BSN, RN, NEA-BC, Senior Vice President and Chief Nurse Executive, Saint Luke's Health System - Presentation delivered at the marcus evans National Healthcare CNO Summit 2016 held in Las Vegas, NV
Getting to the Wrong Answer Faster with Your Analytics: Shifting to a Better ...Health Catalyst
Wrong conclusions in your analytics can cause waste and disillusionment, not to mention suboptimal outcomes that may take months or even years to recover from. But analytic analysis isn’t about perfection—it’s about getting to the right answer by quickly getting to the wrong one.
In this interactive webinar, Jason Jones, chief data scientist at Health Catalyst, walks through scenarios that illustrate how commonly used analytic methods can lead analysts and leaders to the wrong conclusions, and shares how to course correct if this happens to you. In health and healthcare, leaders drive change by understanding and supporting better approaches, and analytics provide the best foundation for informed change management. Let’s work together to shift towards a better use of AI in healthcare.
View this webinar to learn:
- How analysis of the same data set can result in different conclusions.
- Tools and techniques to get your organization back on track after a misstep.
- Lessons from two case studies that will help you drive better analytics in your own organization.
At eClinicalWorks, we are 5,000 employees dedicated to improving healthcare together with our customers. More than 130,000 physicians nationwide — and more than 850,000 medical professionals around the globe — rely upon us for comprehensive clinical documentation, along with solutions for Practice Management, Population Health, Patient Engagement, and Revenue Cycle Management.
Why Accurate Financial Data is Critical for Successful Value TransformationHealth Catalyst
Approximately 50 percent of CMS payments are now tied to a value component. The CMS Innovation Center has allocated nearly $5.4 billion to implement 37 value-based payment models, with 55 percent of those funds marked for development and implementation of additional value-based models. The shift towards value and consumerism is pushing providers to adopt a novel financial mindset and strategy. The key component? Accurate financial data.
In this webinar Steve Vance, senior vice president and executive advisor at Health Catalyst, explores why accurate financial data, coupled with specific tools and strategies, is critical for successful transformation.
View this webinar for key insights into thriving in a value-based environment:
- Why it’s time to embrace new payment methodologies.
- What role financial and clinical data play in value- and risk-based contracts.
- Various organizational and operational strategies for successful financial transformation.
- How Health Catalyst solutions support an innovative data-driven financial process.
The EMR/EHR and Health IT Landscape for Sales ProfessionalsShahid Shah
This presentation was made to multiple national sale force teams who are selling EHRs and other health IT products.
Topics covered:
* Where do EMRs / EHRs fit and why?
* What are the most important considerations for customers?
* What are their top problems?
* How to approach customers with marketing messages that matter.
* How to cut through sales clutter.
The Foundations of Success in Population Health ManagementHealth Catalyst
From hospital systems to large employers, organizations are increasingly taking on financial risk for the health of populations. Drivers of this trend include the update to the MSSP model, the recent CMS Primary Cares Initiative announcement, the increasing prevalence of the Medicare Advantage model, innovative partnerships in the self-insured employer space, and the proliferation of Medicaid ACOs. Yet while market pressures push organizations toward population risk, they don't necessarily help them succeed: most organizations are struggling to attain or sustain the dual imperatives of high-quality care and cost containment. A primary reason? Short-sighted and tactical approaches that don't provide the flexible data infrastructure and tools to adapt to emerging trends in population health—or to support short-term contractual requirements while building toward long-term success.
View this launch webinar to learn about Health Catalyst’s Population Health Foundations solution, a data and analytics-first starter set aimed at optimizing performance in value-based risk arrangements and providing the data ecosystem that will flex and adapt to complex needs of risk-bearing organizations. Solution services ensure that the strategic value of data is maximized to improve performance in risk contracts—and provide side-by-side subject matter expert partnership for establishing short- and long-term goals for population health management (PHM).
Built on Health Catalyst’s foundational technology and supported by the nationwide experience and perspective of its experts, the Population Health Foundations solution helps organizations leverage multiple data sources to understand their patient populations and create meaningful views of financial and clinical quality performance. As a starter set that organizations can build on based on their needs, the solution is designed to compensate for the known limitations of “black box” population health applications that fail to reveal the “why” of analytic insights and exacerbate the challenges of transforming quality, cost, and care. The Population Health Foundations solution delivers the essential analytic tools needed for success under value-based risk arrangements.
In these slides you can expect to:
- Review recent changes to the field of value-based care, and reactions and insights from the market
- Discover how the Population Health Foundations solution can act as a comprehensive, data-first analytics solution to support your population stratification and monitoring needs
- Understand how this solution functions as a foundational starter set for value-based care success, enabling clients to leverage all their data and other relevant population health tools
Why Health Systems Must Use Data Science to Improve OutcomesHealth Catalyst
In today’s improvement-driven healthcare environment, organizations must ensure that improvement measures help them reach desired outcomes and focus on the opportunities with optimal ROI. With data science-based analysis, health systems leverage machine learning to determine if improvement measures align with specific outcomes and avoid the risk and cost of carrying out interventions that are unlikely to support their goals.
There are four essential reasons that insights from data science help health systems implement and sustain improvement:
Measures aligned with desired outcomes drive improvement.
Improvement teams focus on processes they can impact.
Outcome-specific interventions might impact other outcomes.
Identifies opportunities with optimal ROI.
This 17-page document will inspire and guide you through WHY it's time to re-consider your agency technology. Furthermore, this guide will help you answer WHAT you need to know about the shifting home healthcare landscape from a traditional Fee-for-Service model to outcome/bundled reimbursement.
With this guide, you'll learn about topics such as:
1. What is the Bundled Payment Model?
2. Why Home Health Care Agencies Require Technology
3. Steps to Buying a Software Solution
4. Key Factors and Features to Keep in Mind
Population Stratification Made Easy, Quick, and Transparent for AnyoneHealth Catalyst
One of the fundamental tasks when creating a population health initiative is to identify the right patients for the right interventions. The challenge with identifying patients is two-fold—there isn’t a one-size-fits all stratification method; and, current stratification tools prove to be inflexible, “black box” solutions that require time-consuming, technical expertise to customize the algorithms. Many commonly used stratification methods also fail to take advantage of the whole-patient picture, using the limited data sources that are available.
To address these challenges, Health Catalyst developed the Population Builder™️: Stratification Module; a fast, adaptable tool that allows for rapid and transparent stratification of patient groups based on predefined, yet easy to customize, populations and then provides the architecture to integrate the stratified populations into the population health workflow.
Based on the existing Population Builder tool, the Stratification Module consists of several population health building blocks that users can mix and match to create purpose-driven, transparent, and customizable populations to fit their needs. The building blocks save users the time and effort of creating the raw materials required for effective stratification by providing industry standard, evidence-based definitions for over 6,000 value sets, 21 predefined chronic condition registries, ED utilization (combined claims and clinical data), transition of care, and predictive risk models all in one tool. In addition, the power of AI is made accessible and easy with Health Catalyst-developed risk algorithms that are targeted to specific interventions.
View the Population Builder: Stratification Module webinar to learn more about its functionality, understand the customization process, observe a unique framework that integrates claims and clinical data, and make it easy to consume customized data sources, so that your algorithms include all of your available patient data.
In this webinar you can expect to:
- Learn how Population Builder: Stratification Module is used to combine data from multiple data sources—including claims and clinical data—to stratify based on a “whole patient picture.”
- Get a glimpse of the predefined stratification content that is packaged within the Population Builder: Stratification Module.
- Understand how the Population Builder: Stratification Module allows non-technical experts to quickly and transparently create sophisticated stratification algorithms.
- See how “published” patient lists, or registries, are created within Population Builder: Stratification Module and accessible by the DOS ecosystem.
Learn more about our simple, smart, fast, and reliable behavioral health solutions. We’ll help you enhance care quality, better coordinate care, streamline workflows, and grow your bottom line.
Debating the Future of Spontaneous Reporting - Dr. Andrew Rut, CEO and Founde...MyMeds&Me
MyMeds&Me CEO Andrew Rut proposes the debate motion, “With the changes in society and increased use of electronic media, the role of the health professional in Yellow Card reporting will be diminished” at the MHRA Scientific Conference in Edinburgh - this year commemorating the 50th anniversary of the Yellow Card reporting scheme.
It is well recognized that patient reports enhance signal detection and enable earlier recognition of safety issues . Given the significant level of under-reporting of adverse events by HCPs (Only between <1% - 6% of suspected ADRs experienced by patients are reported) and the apparent appetite from patients to share their experiences, as seen in social media and patient forums globally, we believe that we need to simplify reporting processes and enable all patients to report online with ease.
Clean data direct from source, without alteration, is the life-blood of drug safety organisations. PV specialists evaluating the safety of medicines rely upon rapid access to clean, complete, consistent data from source and patients ultimately are that source. It is essential to capture this data and therefore build a true picture for future signal detection activities.
Using Digital Innovation to Establish Authentic Reporter DialogueSophia Ahrel FCIM
Digital solutions that put patients at forefront of safety processes
Capture relevant, essential and complete data at first interaction
Maximise the value of initial contact and reduce low value follow up
Solutions that ensure REMS and RMP commitments are met and are future proofed
How to Prepare to For the HIMSS Value ScoreAdam Bazer
This presentation provides information on the features and benefits of the HIMSS Value Score, how to prepare your organization for completing a HIMSS Value Score, and who to contact for more information on how to leverage your HIMSS Value Score in your strategic planning processes
These slides are the property of Chilmark Research and have been published with their permission.
-
Population Health Management (PHM) has been in the health IT lexicon for nearly a decade, yet the industry still lacks a clear definition of how provider organizations extract value from their PHM initiatives. Part of the problem is that PHM is often defined as a technology solution when it, in fact, is not. Rather, PHM is a technology-enabled strategy that includes a multitude of capabilities (e.g., interoperability, analytics, care management, engagement, etc.) and services. Secondly, an organization adopts a PHM strategy to support its value-based care (VBC) contracts, but VBC remains an elusive target that is highly dependent on local and regional conditions.
In this presentation, John Moore briefly walks through the evolution of the PHM market and its increasingly integral tie to VBC and future technology and market trajectories. Highlighted topics include EHR versus best-of-breed solutions, FHIR and open APIs, and the increasing role of IT-enabled services.
Learning Objectives:
- Reframing PHM: Defining PHM as a strategy, not a product.
- Core elements of a technology-enabled PHM strategy.
- Moving organizational economics from fee-for-service to VBC and the role of Medicare Advantage.
- The impact of new interoperability efforts and trends to enable effective PHM strategies.
The Health Catalyst Data Operating System (DOS™): Lessons Learned and Plans ...Health Catalyst
Just over three years ago, Health Catalyst publicly announced the development of the Data Operating System (DOSTM). Conceptually, DOS goes back more than 20 years as a single platform that could support what Dale Sanders calls the “Three Missions of Data”—analytics, data-first application development, and interoperability.
“Data platforms are the next evolution of the technology stack,” Sanders says. While the Cloud made infrastructure an easy and scalable platform, modern operating systems and programming languages made software platforms scalable and easy to build. He cautions, however, “Data wrangling, especially in healthcare, is still a giant challenge.” Sanders explains that DOS is therefore an essential strategy for Health Catalyst, as well as an important new concept in the world of platforms.
“DOS and its concept is a data platform that makes analytics, app development, and interoperability easy and scalable,” Sanders says.
In this webinar, Sanders and Bryan Hinton will review the concept of a data operating system and the vision behind it. Hinton, who leads the DOS team for Health Catalyst, will reflect on lessons learned over the past three years and what he has planned for the future.
More and more health economies across the globe are deploying Electronic Health Records with some countries reaching full adoption by 2017. This means we, as healthcare marketers, now have a vital new channel to reach and educate decision makers.
Automated Prior Authorization: A High-Value OpportunityCognizant
In the face of manual PA proliferation and pressure from the value-based care model, the need is growing for real-time electronic PA systems that will ease the administrative burden on stakeholders throughout the healthcare ecosystem.
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
Reviewing the Healthcare Analytics Adoption Model: A Roadmap and Recipe for A...Health Catalyst
Dale Sanders provides an update on the Healthcare Analytics Adoption Model. Dale published the first version of this model in 2002, calling it the Analytics Capability Maturity Model. The three intentions at that time are the same as they are today: 1) Provide healthcare leaders with a clear roadmap for the progression of analytic maturity in their organization. 2) Provide vendors with a roadmap to meet the analytic needs of clients. 3) Create a common framework to benchmark the progressive adoption of analytics at the industry level.
In 2012, Dale co-published a new version of the Model with Dr. Denis Protti, rebranding it the Healthcare Analytics Adoption Model and purposely borrowing from the widespread adoption of the EMR Adoption Model (EMRAM) published and supported by HIMSS. In 2015, Dale transferred the model under a creative commons copyright to HIMSS to create a vendor-independent industry standard that is now widely applied to support the original three intentions. He continues to collaborate with HIMSS to progress the Model.
During this webinar, Dale:
-Reviews the current state of the Health Catalyst Model, including recent changes that advocate a ninth level—direct-to-patient analytics and AI.
-Shares his observations of maturity in the market.
-Provides an update on the current state of the HIMSS Adoption Model for Analytic Maturity.
The EMR/EHR and Health IT Landscape for Sales ProfessionalsShahid Shah
This presentation was made to multiple national sale force teams who are selling EHRs and other health IT products.
Topics covered:
* Where do EMRs / EHRs fit and why?
* What are the most important considerations for customers?
* What are their top problems?
* How to approach customers with marketing messages that matter.
* How to cut through sales clutter.
The Foundations of Success in Population Health ManagementHealth Catalyst
From hospital systems to large employers, organizations are increasingly taking on financial risk for the health of populations. Drivers of this trend include the update to the MSSP model, the recent CMS Primary Cares Initiative announcement, the increasing prevalence of the Medicare Advantage model, innovative partnerships in the self-insured employer space, and the proliferation of Medicaid ACOs. Yet while market pressures push organizations toward population risk, they don't necessarily help them succeed: most organizations are struggling to attain or sustain the dual imperatives of high-quality care and cost containment. A primary reason? Short-sighted and tactical approaches that don't provide the flexible data infrastructure and tools to adapt to emerging trends in population health—or to support short-term contractual requirements while building toward long-term success.
View this launch webinar to learn about Health Catalyst’s Population Health Foundations solution, a data and analytics-first starter set aimed at optimizing performance in value-based risk arrangements and providing the data ecosystem that will flex and adapt to complex needs of risk-bearing organizations. Solution services ensure that the strategic value of data is maximized to improve performance in risk contracts—and provide side-by-side subject matter expert partnership for establishing short- and long-term goals for population health management (PHM).
Built on Health Catalyst’s foundational technology and supported by the nationwide experience and perspective of its experts, the Population Health Foundations solution helps organizations leverage multiple data sources to understand their patient populations and create meaningful views of financial and clinical quality performance. As a starter set that organizations can build on based on their needs, the solution is designed to compensate for the known limitations of “black box” population health applications that fail to reveal the “why” of analytic insights and exacerbate the challenges of transforming quality, cost, and care. The Population Health Foundations solution delivers the essential analytic tools needed for success under value-based risk arrangements.
In these slides you can expect to:
- Review recent changes to the field of value-based care, and reactions and insights from the market
- Discover how the Population Health Foundations solution can act as a comprehensive, data-first analytics solution to support your population stratification and monitoring needs
- Understand how this solution functions as a foundational starter set for value-based care success, enabling clients to leverage all their data and other relevant population health tools
Why Health Systems Must Use Data Science to Improve OutcomesHealth Catalyst
In today’s improvement-driven healthcare environment, organizations must ensure that improvement measures help them reach desired outcomes and focus on the opportunities with optimal ROI. With data science-based analysis, health systems leverage machine learning to determine if improvement measures align with specific outcomes and avoid the risk and cost of carrying out interventions that are unlikely to support their goals.
There are four essential reasons that insights from data science help health systems implement and sustain improvement:
Measures aligned with desired outcomes drive improvement.
Improvement teams focus on processes they can impact.
Outcome-specific interventions might impact other outcomes.
Identifies opportunities with optimal ROI.
This 17-page document will inspire and guide you through WHY it's time to re-consider your agency technology. Furthermore, this guide will help you answer WHAT you need to know about the shifting home healthcare landscape from a traditional Fee-for-Service model to outcome/bundled reimbursement.
With this guide, you'll learn about topics such as:
1. What is the Bundled Payment Model?
2. Why Home Health Care Agencies Require Technology
3. Steps to Buying a Software Solution
4. Key Factors and Features to Keep in Mind
Population Stratification Made Easy, Quick, and Transparent for AnyoneHealth Catalyst
One of the fundamental tasks when creating a population health initiative is to identify the right patients for the right interventions. The challenge with identifying patients is two-fold—there isn’t a one-size-fits all stratification method; and, current stratification tools prove to be inflexible, “black box” solutions that require time-consuming, technical expertise to customize the algorithms. Many commonly used stratification methods also fail to take advantage of the whole-patient picture, using the limited data sources that are available.
To address these challenges, Health Catalyst developed the Population Builder™️: Stratification Module; a fast, adaptable tool that allows for rapid and transparent stratification of patient groups based on predefined, yet easy to customize, populations and then provides the architecture to integrate the stratified populations into the population health workflow.
Based on the existing Population Builder tool, the Stratification Module consists of several population health building blocks that users can mix and match to create purpose-driven, transparent, and customizable populations to fit their needs. The building blocks save users the time and effort of creating the raw materials required for effective stratification by providing industry standard, evidence-based definitions for over 6,000 value sets, 21 predefined chronic condition registries, ED utilization (combined claims and clinical data), transition of care, and predictive risk models all in one tool. In addition, the power of AI is made accessible and easy with Health Catalyst-developed risk algorithms that are targeted to specific interventions.
View the Population Builder: Stratification Module webinar to learn more about its functionality, understand the customization process, observe a unique framework that integrates claims and clinical data, and make it easy to consume customized data sources, so that your algorithms include all of your available patient data.
In this webinar you can expect to:
- Learn how Population Builder: Stratification Module is used to combine data from multiple data sources—including claims and clinical data—to stratify based on a “whole patient picture.”
- Get a glimpse of the predefined stratification content that is packaged within the Population Builder: Stratification Module.
- Understand how the Population Builder: Stratification Module allows non-technical experts to quickly and transparently create sophisticated stratification algorithms.
- See how “published” patient lists, or registries, are created within Population Builder: Stratification Module and accessible by the DOS ecosystem.
Learn more about our simple, smart, fast, and reliable behavioral health solutions. We’ll help you enhance care quality, better coordinate care, streamline workflows, and grow your bottom line.
Debating the Future of Spontaneous Reporting - Dr. Andrew Rut, CEO and Founde...MyMeds&Me
MyMeds&Me CEO Andrew Rut proposes the debate motion, “With the changes in society and increased use of electronic media, the role of the health professional in Yellow Card reporting will be diminished” at the MHRA Scientific Conference in Edinburgh - this year commemorating the 50th anniversary of the Yellow Card reporting scheme.
It is well recognized that patient reports enhance signal detection and enable earlier recognition of safety issues . Given the significant level of under-reporting of adverse events by HCPs (Only between <1% - 6% of suspected ADRs experienced by patients are reported) and the apparent appetite from patients to share their experiences, as seen in social media and patient forums globally, we believe that we need to simplify reporting processes and enable all patients to report online with ease.
Clean data direct from source, without alteration, is the life-blood of drug safety organisations. PV specialists evaluating the safety of medicines rely upon rapid access to clean, complete, consistent data from source and patients ultimately are that source. It is essential to capture this data and therefore build a true picture for future signal detection activities.
Using Digital Innovation to Establish Authentic Reporter DialogueSophia Ahrel FCIM
Digital solutions that put patients at forefront of safety processes
Capture relevant, essential and complete data at first interaction
Maximise the value of initial contact and reduce low value follow up
Solutions that ensure REMS and RMP commitments are met and are future proofed
How to Prepare to For the HIMSS Value ScoreAdam Bazer
This presentation provides information on the features and benefits of the HIMSS Value Score, how to prepare your organization for completing a HIMSS Value Score, and who to contact for more information on how to leverage your HIMSS Value Score in your strategic planning processes
These slides are the property of Chilmark Research and have been published with their permission.
-
Population Health Management (PHM) has been in the health IT lexicon for nearly a decade, yet the industry still lacks a clear definition of how provider organizations extract value from their PHM initiatives. Part of the problem is that PHM is often defined as a technology solution when it, in fact, is not. Rather, PHM is a technology-enabled strategy that includes a multitude of capabilities (e.g., interoperability, analytics, care management, engagement, etc.) and services. Secondly, an organization adopts a PHM strategy to support its value-based care (VBC) contracts, but VBC remains an elusive target that is highly dependent on local and regional conditions.
In this presentation, John Moore briefly walks through the evolution of the PHM market and its increasingly integral tie to VBC and future technology and market trajectories. Highlighted topics include EHR versus best-of-breed solutions, FHIR and open APIs, and the increasing role of IT-enabled services.
Learning Objectives:
- Reframing PHM: Defining PHM as a strategy, not a product.
- Core elements of a technology-enabled PHM strategy.
- Moving organizational economics from fee-for-service to VBC and the role of Medicare Advantage.
- The impact of new interoperability efforts and trends to enable effective PHM strategies.
The Health Catalyst Data Operating System (DOS™): Lessons Learned and Plans ...Health Catalyst
Just over three years ago, Health Catalyst publicly announced the development of the Data Operating System (DOSTM). Conceptually, DOS goes back more than 20 years as a single platform that could support what Dale Sanders calls the “Three Missions of Data”—analytics, data-first application development, and interoperability.
“Data platforms are the next evolution of the technology stack,” Sanders says. While the Cloud made infrastructure an easy and scalable platform, modern operating systems and programming languages made software platforms scalable and easy to build. He cautions, however, “Data wrangling, especially in healthcare, is still a giant challenge.” Sanders explains that DOS is therefore an essential strategy for Health Catalyst, as well as an important new concept in the world of platforms.
“DOS and its concept is a data platform that makes analytics, app development, and interoperability easy and scalable,” Sanders says.
In this webinar, Sanders and Bryan Hinton will review the concept of a data operating system and the vision behind it. Hinton, who leads the DOS team for Health Catalyst, will reflect on lessons learned over the past three years and what he has planned for the future.
More and more health economies across the globe are deploying Electronic Health Records with some countries reaching full adoption by 2017. This means we, as healthcare marketers, now have a vital new channel to reach and educate decision makers.
Automated Prior Authorization: A High-Value OpportunityCognizant
In the face of manual PA proliferation and pressure from the value-based care model, the need is growing for real-time electronic PA systems that will ease the administrative burden on stakeholders throughout the healthcare ecosystem.
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
Reviewing the Healthcare Analytics Adoption Model: A Roadmap and Recipe for A...Health Catalyst
Dale Sanders provides an update on the Healthcare Analytics Adoption Model. Dale published the first version of this model in 2002, calling it the Analytics Capability Maturity Model. The three intentions at that time are the same as they are today: 1) Provide healthcare leaders with a clear roadmap for the progression of analytic maturity in their organization. 2) Provide vendors with a roadmap to meet the analytic needs of clients. 3) Create a common framework to benchmark the progressive adoption of analytics at the industry level.
In 2012, Dale co-published a new version of the Model with Dr. Denis Protti, rebranding it the Healthcare Analytics Adoption Model and purposely borrowing from the widespread adoption of the EMR Adoption Model (EMRAM) published and supported by HIMSS. In 2015, Dale transferred the model under a creative commons copyright to HIMSS to create a vendor-independent industry standard that is now widely applied to support the original three intentions. He continues to collaborate with HIMSS to progress the Model.
During this webinar, Dale:
-Reviews the current state of the Health Catalyst Model, including recent changes that advocate a ninth level—direct-to-patient analytics and AI.
-Shares his observations of maturity in the market.
-Provides an update on the current state of the HIMSS Adoption Model for Analytic Maturity.
This presentation was made by Robin Shreeve, CEO of AWPA at the 7th Annual Australasian Talent Conference 2013, 28-30 May 2013 in Sydney themed: Agile Talent Management - Optimise, In-source, Outsource, Offshore, Redeploy.
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.
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
mHealth Israel_Mony Weschler_Montefiore_How Data Exchange Is Essential In Sup...Levi Shapiro
Presentation for mHealth Israel by Mony Weschler, Senior Director Applications Strategy and Innovation, Albert Einstein College of Medicine, Montefiore Medical Center. Theme: How Data Exchange Is Essential In Support of New Technologies & Healthcare Innovation. This presentation has three objectives:
1) Discuss IT governance components that positioned Montefiore to achieve extensive community outreach efforts
2) Review strategies for incorporating innovation and new technologies into existing processes.
3) Identify the data exchange challenges
Best Practices for Enabling HIE and Incorporating Capabilities into EHR Workf...Justin Campbell
Health Information Exchange (HIE) allows health care providers to access and share a patient’s medical information securely and electronically, providing a unified view of patient data across health care organizations. HIE enhances clinicians’ workflow and their ability to connect, coordinate, and collaborate on patient care quickly and easily. However, health care organizations frequently struggle with last-mile connectivity from their clinical system of record to the receiving system and incorporating HIE capabilities into EHR workflows. This session will provide a framework for successful HIE onboarding including data access, conformance testing & validation, as well as share strategies for implementing HIE capabilities at the point of care. This session will also introduce the concept of Patient Centered Data Home and illustrate how the exchange of information utilizing the PCDH model is a cost-effective, scalable solution to assuring real-time clinical data is available whenever and wherever care occurs to improve the quality of care.
PYA Highlights Next Steps of Meaningful UsePYA, P.C.
At the 2013 AICPA Healthcare Industry Conference, PYA Principal David McMillan and Senior Manager Chris Wilson recently explored the “new normal” of meaningful use as compliance and strategic standards in new care/reimbursement-model development.
Open Source is a great opportunity for EHR, Digital Health, and Health IT Int...Shahid Shah
Presented at the OSEHRA Summit 2014, this talk focused on:
* OSEHRA is major business opportunity for ISVs and systems integrators
* Open source software and associated business models can satisfy most needs.
* There’s nothing special about health IT data that justifies complex, expensive, or special technology.
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
Acute scrotum is a general term referring to an emergency condition affecting the contents or the wall of the scrotum.
There are a number of conditions that present acutely, predominantly with pain and/or swelling
A careful and detailed history and examination, and in some cases, investigations allow differentiation between these diagnoses. A prompt diagnosis is essential as the patient may require urgent surgical intervention
Testicular torsion refers to twisting of the spermatic cord, causing ischaemia of the testicle.
Testicular torsion results from inadequate fixation of the testis to the tunica vaginalis producing ischemia from reduced arterial inflow and venous outflow obstruction.
The prevalence of testicular torsion in adult patients hospitalized with acute scrotal pain is approximately 25 to 50 percent
Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
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Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
How to Give Better Lectures: Some Tips for Doctors
Amy walker aami_%202011(7)
1. HITECH and Meaningful Use:
The Impact on the Future of Healthcare
Technology Management
Amy Walker MS, RN, CPHQ, FACHE, NEA-BC
CEO OptimizeIT Consulting
Healthcare IT Strategist
Past Member HIMSS Public Policy Committee
2. • Relate the components of The HITECH Act and
Meaningful Use to health management technology
• Identify whether existing systems meet requirements
• Communicate technology needs and request feedback
from end users for a smooth transition
• Implement best practices to move people and systems
forward under these new requirements
2
What We Will Cover…..
3. Your EcoSystem
Vision , Mission, and Strategic Goals
3
Clinical Informatics
New Clinical Informatics Initiatives
Healthcare Operations
Information Technology
Communication
Communication
The Foundation
4. Leading from good to great does not mean coming
up with the answers and then motivating everyone
to follow your messianic vision. It means having the
humility to grasp the fact that you do not yet
understand enough to have all of the answers and
then to ask the questions that will lead to the best
possible insights.
(Jim Collins, Good to Great)
5. Your mind is like a parachute-
It only works when open
5
6. What This Presentation Is
Not About
The thoughtless application of IT, for slash and
burn downsizing, restructuring,
and outsourcing.
6
7. 7
• President Bush’s goal in 2004
• Executive order established the Office of the National
Coordinator for Health Information Technology (ONCHIT)
as part of the Dept of Health & Human Services (HHS)
– Dr. David Brailer appointed the first National Coordinator
A quick trip down memory lane …
“… an Electronic Health Record for
every American by the year 2014. By
computerizing health records, we can
avoid dangerous medical mistakes,
reduce costs, and improve care.”
- State of the Union address,
Jan. 20, 2004
7
8. HITECH Act? hmm, sounds familiar…
• Signed into law February 2009
as part of ARRA
• Goal
– 90% of U.S. physicians and 70% of
hospitals using EHR by 2019
• How?
– Provide $19 Billion to doctors and
hospitals through DHS to
implement EHR by 2011
9. ARRA
• HITECH Care
• Care Coordination
• Disease Management
• Value-based Purchasing
• Bundled Payment
• Medical Home
• Comparativeness
Effectiveness
• Meaningful Use
• Public Reporting and
Accountability
• Reward Top Performers
• Penalize Bottom
Performers
9
10. 10
ARRA EHR Adoption –Incentive Requirements
• To encourage broad adoption of EHRs, ARRA offers
reimbursement to eligible providers/hospitals who meet
two requirements:
– Acquire a certified EHR product or service
– Demonstrate that the organization or provider are using that
product/service “meaningfully”
• ARRA creates HIT Policy and HIT Standards Committees
which must recommend:
– Criteria for certifying EHR products
– Criteria for demonstrating that an applicant is using the EHR
meaningfully
11. Why are We Here?
• 2011
• 2013
• 2015
• Improve quality, safety, efficiency, and reduce health
disparities
• Engage patients and families in their health care
• Improve care coordination
• Improve population and public health
• All the while maintaining privacy and security
12. 12
HITECH Framework for MU of EHRs
Taken from: Blumenthal, D.
“Launching HITECH,” posted
by the NEJM on 12-30-2009.
12
13. 13
MU Measures Quality Measures
13
VTE - 1 VTE Prophylaxis within 24 hours of
arrival
Stroke - 2 Ischemic Stroke - Discharge on
Antithrombotics
VTE - 2 VTE Prophylaxis within 24 hours of
arrival to ICU
Stroke - 3 Ischemic Stroke - Anticoagulation for
A-Fib/Flutter
VTE -3 VTE Diagnosis - Anticoagulation
Overlap Therapy
Stroke - 4 Ischemic Stroke - Thrombolytic
therapy for patients arriving within 2
hours of symptom onset
VTE -4 VTE - Platelet Monitoring on
unfractionated Heparin
Stroke - 5 Ischemic or Hemorrhagic Stroke -
Antithrombotic therapy by day 2
VTE - 5 VTE - Discharge Instructions Stroke - 6 Ischemic Stroke - Discharge on
Statins
VTE - 6 VTE - Incidence of potentially
preventable VTE
Stroke - 8 Ischemic or Hemorrhagic Stroke –
Education
ED - 1 ED throughput-arrival to departure
for admitted patients
Stroke -
10
Ischemic or Hemorrhagic Stroke -
Rehabilitation Assessment
ED – 2 ED throughput - Admit decision time
to ED departure time for admitted
patients.
15. 15
HITECH Incentives for Hospitals – Medicare
Example
Four Year CMS Health IT Incentive Payment Scenarios:
2011 2012 2013 2014 2015 2016
2011 $20 $0 $0 $0 $0 $0
2012 $15 $20 $0 $0 $0 $0
2013 $10 $15 $20 $0 $0 $0
2014 $5 $10 $15 $15 $0 $0
2015 $0 $5 $10 $10 $10 $0
2016 $0 $0 $5 $5 $5 $0
2017 $0 $0 $0 $0 $0 $0
$50 $50 $50 $30 $15
Maximum
Medicare
health IT
incentive
payment
for this
year is:
If the first qualifying year is:
Total of Maximum over 4, 3,
or 2 Years' Medicare Health
IT Incentive Payments
Example Numbers
(millions)
Penalties
begin
100% 100% 100% 60% 30%
15
16. Current State for EMR Adoption in Home Health
• Over 80% use telemonitoring devices – from lo tech to hi tech
• EMR Technology Levels* (2007 survey data)
– 43% use EMR systems with following functionality
• Patient demographics 95%
• Point of care clinical documentation 29%
• Clinical notes 34%
• Clinical decision support 23%
• Record MD orders 50%
– 31% in process
Resnick, H.E., and Alwan, M. (2010). Use of health information technology in home health and
hospice agencies: United States, 2007. Journal of the American Medical Informatics
Association 17(4):389-395.
17. What Does It Mean?
• Increased reliance on IT
• Greater need for informatics professionals
• SWOT analysis should come sooner rather than later
• Suddenly, certifications matters more than ever
• More governance / new regulatory and reimbursement
guidelines
21. • Improve quality, cut costs
– Accountable Care Organizations
• Larger insurance footprint
• Not predetermined
• Focus on value
• Shift to outpatient care
• Data driven problem solving
• Refocus on fraud
• Growing information technology footprint
21
Goals of Healthcare Reform
22. • Proposed CMO
ACO rules
published
2011 2012 2013 2014 2015
22
• Meaningful
Use Stage 2
• Advanced
Clinical
Process
• Medicare
Accountable
Care
Organizations
• Medicare Value-
based
Purchasing
• Reduced
Medicare
Payments for
Hospital
Readmissions
• Medicare
Bundle
Payment
Pilot
• ICD-10
Conversion
• Meaningful
Use Stage 3
Improved
Outcomes
• Health
Insurance
Exchanges
(electronic
eligibility)
• Reduced
Medicare
Payments for
Hospital
acquired
Infections
(HAI)
• Medicare
Expenditures
Capped
• Medicare
payment
adjustment
begins for
non
meaningful
users of IT
23. Accelerating Health Care Value
“Readiness for change is one of the hardest
problems we face”, Paul Tang, HIT Policy Committee vice chair and Palo
Alto Medical Foundation vice president and chief medical information officer.
“To realize our vision, we must foster a
pervasive culture of innovation”, Douglas D. French, former
Ascension Health president and chief executive officer.
23
24. Your EcoSystem
Vision , Mission, and Strategic Goals
24
Clinical Informatics
New Clinical Informatics Initiatives
Clinical Operations
Information Technology
Communication
Communication
25. Health IT Strategic Framework
A learning health system is patient centered and uses information to continuously
improve health and healthcare of individuals and the population
Information
Technology
Transfor-
mation
Innovation
Engine
25
26. Meaningful Healthcare Reform A Journey
26
Communication
Transformational
Readiness
Clinical &
Operational
Leaders
Enterprise
Commitment
and
Accountability
Industrial Strength
LEADERSHIP & MANAGEMENT
• Complete an enterprise assessment of the
organizational readiness to reform
• Evaluate the present situation, identify
recommendations, and best practices to optimize the
future state
• Identify obstacles, challenges, sources of issues, and
needed changes
• Identify indicators of healthcare reform and
changes in order to maximize operational
performance
• Create and heavily emphasize an EFFECTIVE &
INNOVATIVE change management and
communication plan
• Create a practical benefits realization plan
28. Certified EHR Technology
• Office of the National Coordinator for Health
Information Technology has approved two entities as
able to review and certify EHRs
– Certification Commission for Health Information
Technology (CCHIT)
– Drummond Group Inc.
• Unless your current system is homegrown, piecemeal
or older, your EHR vendor is likely already pursuing
certification
• (and/or trying to sell you a new or upgraded system – which they
promise will be certifiable)
29. 29
Aurora Health Care HITECH Gap Analysis
Look at each MU Criteria (and Gap) in 3 ways:
1. Technology – do you need software installed?
2. Adoption – do you have the required adoption?
3. Ability to Measure – can you measure?
Use these same categories in the
Work Plan for tracking
29
33. Today’s Privacy and Security Environment
Covered Entities
Medical Homes
Medical Homes
Medical Homes
Pharmacy
Laboratories
Medical Log
Physician
Portal
Personal
Healthcare
Records
Medical Records
Clinical Image Records
Wellness Centers
Outpatient Care
Accountable Care
Organizations
Exercise Log
EMR
Social Worker
Emergency
Payer
Primary Care
Physician
Patient
34. Increase in HIPAA Penalties
Under the ARRA:
All such violations of an identical provision in a calendar year
(A) Did Not Know ............................................. $100 $50,000 $1,500,000
(B) Reasonable Cause ..................................... 1,000 50,000 1,500,000
(C) Willful Neglect—Corrected ........................ 10,000 50,000 1,500,000
(C) Willful Neglect—Not Corrected .................. 50,000 1,500,000
34
35. A Sample of Questions for HIPAA-Security Assessment
• What is our single vulnerability from a technology or security
point of view?
• How vulnerable are we to attack on confidentiality, integrity,
and availability of our data and systems?
• What is the assessment of physical security controls at each of
our sites (data center, home office, field offices, and other
sites?
• How prepared are our incident response plans?
• Have we protected our company in contracts with vendors?
• Do we understand what PHI we produce, capture, store,
transport, and destroy?
35
37. HITECH Drives US Standards Efforts
• Goal: Transform healthcare through the
meaningful use of health data
• Data capture data sharing advanced clinical
processes
Improved Outcomes
• Requires organized structuring and effective use
of information to support decision making
37
38. Need for Health Data Standards
• Standards are foundational to development,
implementation and exchange of EHRs
• Clinicians need ubiquitous access to health
information to provide optimal care
• Providers, payers and public health entities must
exchange health information between
departments, across organizations and agencies
• Consumers need assurance that caregivers have
seamless access to correct information
38
39. What are Data Standards?
39
Data + Context + Structure Information
Information + Rules + Analysis Knowledge
They are standards
having to do with the
structure and content
of health information
40. ONC Standards and Interoperability Framework
4
Tools and Services
(Use Case Development, Harmonization Tools, Vocabulary Browser, Value Set Repository, Testing Scripts, etc)
Use Case Development
and Functional
Requirements
Standards
Development
Certification
and Testing
Harmonization of
Core Concepts
Implementation
Specifications
Pilot Demonstration
Projects
Reference
Implementation
42. ICD-10 Compliance Impact
• International Classification of Disease 10th Revision
• federally mandated by October 1, 2013 for all providers
• more flexible code set expands for new procedures, diagnoses and
technologies
• greater specificity translates to improved quality measurements and patient
safety standards
• Impact to include:
• Coding Medical Records/Health Information Management
• Registration/Scheduling
• Encounter Forms/Charge Tickets
• Clinical Documentation
– Information Systems; including EHR’s
…the entire Revenue Cycle
42
44. Home Health Today
3.3 million seniors receiving care on any given day – over 14 million
per year*
• Over 10,000 agencies – coverage in every state
• Approx 1 million clinicians; multidisciplinary
• Most provide specialty programs
– Diabetes, Congestive Failure, COPD, Stroke
– Patient centered, self management focus
• Many specialize in geriatrics
• Lowest cost/best outcomes in chronic care management for
elderly**
*Medicare Payment Advisory Commission. (2011)
http://www.medpac.gov/documents/Mar11_EntireReport.pdf
45. Literature Shows
• Seniors do better at home for acute care on clinical
outcomes, costs, satisfaction
• Transitioning elders from acute to home with teaching for self
management and f/u more effective, low readmission rates
• Use of telemonitoring in home for CHF and cardiac patients
w/PHR show optimal recovery and self management results.
46. Aging Demographics
• 7000 Baby Boomers turning 65 yrs every day
• 2011 Legislature targeting Medicare and
Medicaid cuts
• Current CMS spending and Baby-Boomer
impact vs. national fiscal goal of deficit
reductions
• HH positioned to provide highest quality and
best outcomes in care delivery for our elder
population
46
47. Key Initiatives in ACA
(CBO est. 13.5b savings 2011-19 Sec 3021-3027)
• CMI – Center for Medicare and Medicaid
Innovation – launched November, 2010
• Hospital at Home – for elderly
• Care Transition Program Pilot
• Readmissions Reduction Program
• Accountable Care Org/Bundling Pilots
49. Clinical Engineering
The Clinical Engineering Department provides multiple services to ensure that
the medical equipment needs for patients and staff are met. We provide
services with accuracy and integrity.
– Provide installation, preventive maintenance
– Provide mandatory pre-use inspections
– Performs investigations
– Provides assistance in the disposal of medical equipment
– Provides for in-service training and support
49
50. Perhaps Clinical Engineering Might Also Focus On
• Identifying improvement opportunities
• Participating in information technology and management
strategy
• Optimization in the use of devices
• Rounding to ensure feedback and evaluation of device
usage
• Expert resource in care coordination: technologies,
equipment and information flow
• Expert resource in equipment, process, and information
flow for meaningful use, and
• Expert resource for teams defining information technology
management
50
51. It’s Not What We Don’t Know
That Hurts, It’s What We
Know That Isn't So
Will Rogers (1879-1935)
52. Planning for Quality the Systems Thinker
52
“Systems Thinking is a discipline for seeing
wholes, recognizing patterns and
interrelationships, and learning
how to structure those
interrelationships in more
effective, efficient ways.”
Senge, P., & Lannon-Kim, C., 1991
53. Five Dysfunctions of a Team
• Absence of Trust
• Fear of Conflict
• Lack of Commitment
• Avoidance of Accountability
• Inattention to Results
• Identify the behaviors?
• How do you know that these have been
overcome? The Five Dysfunctions of a Team: A Leadership Fable, San Francisco;
Jossey-Bass, 2002
53
54. Lean Incorporated into Our Teams
• People first
• Flexibility
• Walking the Talk
• Our colleagues are assets
• Always provide value
• Mentor and coach
• Bridge organizational boundaries
• Adjustments made as work flow indicates
• Applies frontline feedback
54
55. Listening Techniques
• Clarify-get more information
• Restate-check the meaning
• Remain neutral-convey interest
• Reflect-help them evaluate their feelings
• Summarize-bring the discussion into focus
55
56. Are the skills, knowledge, and experience of the
actors well matched with the tasks they are
asked to perform?
56
57. It is only after I have read, identified, and
stimulated your needs that I will be able
to energize our discussions while
irresistibly presenting my ideas to you.
(Robert Mayer, How to Win Any Negotiation)
58. Power/Influence is the ability to get people to
perceive that a given behavior (or performance) is the
best action they can take in the service of their values.
60. Care Providers
• At risk and accountable
• Will prepare for multiple reform outcomes
• Forge new partnerships
• Reliance on valid performance vs. faulty
• Increase in training
• Empowered to lead improvement
• Decrease in the size of the pie
• Increase in reliance in technology
• Driven by incentives and penalties
60
61. It Is Not The Strongest Who Survive, Or The Fastest.
It Is The Ones Who Can Change the Quickest.
Charles Darwin
62. Care Providers Must Simplify Communication
•Provider to Provider
•Specialty to
Specialty
•Provider to
Consumer
•Patients as
Consumers
•Payer to
Employee
•Payer to
Consumer
•Payer to
Employee
Interoper-
ability
Meaningful
Data
Decision
Support
Adherence
Compliance
62
66. Accountable Care Organizations
A concept that has the potential to revolutionize
the way healthcare is delivered, experienced, and
paid for in America.
– Care coordination
– Patient centered using to the full extent all health care
professionals
– Respects patient centeredness by respecting patient
choice of provider and shared decision making
– Positive patient experience
66
67. Medical Home
Six medical home standards
– Enhance access and continuity
– Identify and manage patient populations
– Plan and manage care
– Provide self-care and community support
– Track and coordinate care
– Measure and improve performance
• E-Visits
67
68. Innovative Systems
68
The Vscan by GE, is a new
mobile device designed for
doctors who are making
house calls.
FutureScan 2011: Healthcare Trends and Implications 2011 - 2016
Society for Healthcare Strategy and Market Development / Health Administration Press January 2011
69. Innovative Systems
69
AirStrip Technologies, has built its
revolutionary AppPoint™
software development platform
with a vision of securely sending
critical patient information
directly from hospital monitoring
systems, bedside devices, and
electronic health records to a
clinician's mobile device.
70. Further Impact to Information Systems
• Zero tolerance for negative unintended consequences will be
identified and resolved
• Increased support to care coordination
• Increased certification criteria based on measurable
achievements
• Mathematical and logical models will become the norm to
support healthcare reform
70
71. Perhaps Clinical Engineering Might Needs to Focus On
• Identifying improvement opportunities
• Participating in Information technology and management
strategy
• Optimization in the use of devices
• Rounding to ensure feedback and evaluation of device usage
• Expert resource in care coordination: technologies,
equipment and information flow
• Expert resource in equipment, process, and information flow
for meaningful use
71
72. Perhaps Clinical Engineering Might Needs to Focus On
• Identifying improvement opportunities
• Participating in Information technology and management
strategy
• Optimization in the use of devices
• Rounding to ensure feedback and evaluation of device usage
• Expert resource in care coordination: technologies,
equipment and information flow
• Expert resource in equipment, process, and information flow
for meaningful use
72
73. Health IT Strategic Framework
A learning health system is patient centered and uses information to continuously
improve health and healthcare of individuals and the population
Information
Technology
Transfor-
mation
Innovation
Engine
73
Enterprise
Commitment
and
Accountability
Organizational
Readiness A
Pervasive
Culture
74. • Industrial strength leaders
• Industrial strength organizations
• Un-ending curiosity and fact finding
• Ability to project what-if scenarios
• Ability to simplify every process
• Ability to act lean
• Zero tolerance for waste
74
Implement best practices to move people and systems
forward under these new requirements
75. Closing Thought…
75
We can build high performance
teams that together, determine and
implement the requirements for
healthcare organizations that operate
as innovation engines, transforming
people, technology, and processes to
advance healthcare reform.
We realize it begins with us.
76. Thank you!
For more information, please contact:
awalker@optimizeitconsulting.com or
703-283-4678