overview optimizing information technology course three - march 11 presented by patrick gauthier
TRANSCRIPT
Overview
Optimizing Information Technology
Course Three - March 11Presented by Patrick Gauthier
Learning Objectives1. Health IT Definitions2. Health IT Vision and Reality3. Importance of IT Planning4. Essentials of Implementation5. Process Re-Design – First, Get Better6. Basic Self-Assessment & Stages of
Change – Get Real7. Barriers to Change – Get with it!
Access to Records
What is the Role of Health IT?
How can IT be “Optimized”?
ToolProcess
Project
QualityData Analysis
AuditReporting
Efficiency
Productivity
Any Silver Bullets?
We’re in Good Company
2008 Data
First…some definitions• HEALTH INFORMATION TECHNOLOGY (HIT) - Information processing using
both computer hardware and software for the entry, storage, retrieval, sharing, and use of health care information. Two common components of HIT are electronic medical records and computerized physician order entry.
• ELECTRONIC HEALTH RECORD (EHR) - In health informatics, an electronic health record refers to the subset of a patient's electronic medical record (EMR) that is integrated into a larger information network and owned by the patient. In common usage, EHRs and EMRs are used interchangeably to refer to a patient's medical record in digital format. Efforts are underway to develop consensus definitions for these terms and others.
• ELECTRONIC MEDICAL RECORD (EMR) - An electronic medical record refers to a patient's legal medical record, stored in digital format. It serves as a repository for clinical data and may have additional capacities such as computerized physician order entry (CPOE) and clinical decision support. Efforts are underway to develop consensus definitions for this term and others.
More Definitions• HEALTH INFORMATION EXCHANGE (HIE) - Health information exchange
is defined as the mobilization of healthcare information digitally across organizations within a region or community. HIE provides the capability to move clinical information between separate health care information systems while maintaining the meaning of the information being exchanged.
• INTEROPERABILITY - The ability of different information technology systems and software applications to communicate, to exchange data accurately, effectively, and consistently, and to use the information that has been exchanged.
More Definitions• PERSONAL HEALTH RECORD (PHR) - A PHR is a health record that is
"owned" and maintained by an individual patient, rather than by payers or providers. Though the term has been around for several decades, it has recently received renewed attention with the adoption of electronic health records.
• REGIONAL HEALTH INFORMATION ORGANIZATION (RHIO) - A RHIO is a multi-stakeholder organization, operating in a specific geographical area, that enables the exchange and use of health information, in a secure manner, for the purpose of promoting the improvement of health quality, safety and efficiency. Officials from the U.S. Department of Health and Human Services see RHIOs as the building blocks for the National Health Information Network (NHIN). When complete the NHIN will provide universal access to electronic health records.
More Definitions• NATIONAL HEALTH INFORMATION NETWORK (NHIN) - The
technologies, standards, laws, policies, programs and practices that enable health information to be shared among health decision makers, including consumers and patients, to promote improvements in health and health care. The vision for the NHIN is said to have begun in 1991 with the publication of an Institute of Medicine report, "The Computer-Based Patient Record." The path to a national network of health care information is through the successful establishment of regional health information organizations.
• OFFICE OF THE NATIONAL COORDINATOR FOR HEALTH INFORMATION TECHNOLOGY (ONC) - Provides counsel to the secretary of the U.S. Department of Health and Human Services and others within the department for the development and nationwide implementation of an interoperable health information technology infrastructure. The ONC also provides management of and logistical support for the American Health Information Community (AHIC).
Transformational Role of ITGenerally…
1. Leads to safer health care by eliminating duplicate services and identifying unsafe practices
2. Supports higher quality care by virtue of access to records and measure of outcomes
3. Provides cost savings in the way of reduced consumption and improved outcomes
Where providers are concerned…
• Eliminate waste and variation in operations
• Collect, analyze and report data
• Standardize, normalize and develop data dictionary
• Skill building potential
• Differentiate and innovate
The Vision Paperless, accessible, accurate, and reliable
Improved coordination of care, transitions and communication
Administrative simplification
Improved analytical and reporting capabilities
Ability to make management decisions based on valid data
Streamlined processes and automated workflow
Improved revenue and productivity
Alleviate access and capacity issues
Enable integration, Shared Decision-Making, Predictive Modeling, and Population Health Mgmt.
Reality1. It can take much longer and be more expensive than you expected to truly
implement a system
2. CCHIT certification (EHR and Meaningful Use) is very important
3. Security and privacy are more important now than ever
4. Difficult to balance what makes you unique with what vendors have to offer
5. Tailoring and customizing software is expensive
6. Hosting software and hardware is expensive
7. Software contracts are difficult to negotiate
8. Automating poor business process and inefficient workflow leads to faster breakdowns
9. Training is often totally under-estimated
10. Some vendors will be acquired and some may go out of business. Ongoing support is an issue.
Optimizing IT Investments
IT Planning Form an EHR Committee with Executive Sponsorship Conduct strategic IT planning Adopt a 12-24 month timeline Conduct Needs Assessment: type and size of facilities, specialties,
core processes and documentation preferences Develop budget (Total Cost of Ownership) Expect professional Project Management Gather all forms and “work-around” tools in use Conduct business process analysis among core processes
(registration, assessment, treatment planning, billing, etc.) Identify process quality and efficiency improvements Document business rules and data definitions Document technical, functional, reporting and financial requirements If you don’t know, ask for help
IT Planning Solicit proposals that address standards, CCHIT certification,
hardware, ASP (SaaS) options, networking, and support/maintenance
Ask for “live” installation references Conduct reference checks and conduct onsite observation Develop use-case script for vendor demos to control scenario Compare at least 3 vendors Evaluate and score each objectively with a scoring tool Negotiate contract terms including support and upgrades Coordinate purchase and installation of all hardware Coordinate purchase and installation of all software
IT Planning Consider the addition of an Independent Verification and Validation (IV&V)
consultant and/or a Project Management Professional (PMP) for the duration of your implementation
Establish implementation plan and enforce accountability Establish comprehensive training program Develop Risk Management Plan to mitigate against risk of dissatisfaction,
vendor failure, product transition or “cut-over” problems, and changes to regulatory matters pertaining to security, interoperability, etc.
Test, validate, verify, rinse and repeat before “going live” Test data exchange with payers (EDI)
– 837 Health Care Claims– 835 Payment Advice– 270/271 Health Care Benefit Inquiry and Response– 276/277 Claim Status Request and Response– 278 Health Care Services Request for Review
Seven Essentials ofImplementation
1. Project Charter, Team, Planning and Communication
2. Product/Process Alignment3. System Configuration4. Testing and Data Quality Assurance5. Training6. Go-Live7. Review, Learn, and Improve
Business System Starting Point
Agreement on:
• Purpose
• Mission
• Shared Beliefs and Values
• Strategy
• Core Processes
Definition of:
• Process Ownership
• Process Objectives
• Targets
• Key Performance Indicators (KPI)
Performance
QuantitativeQuantitativeQualitativeQualitative
Processes
100%90%
80%70%
60%50%
40%30%
40%50%
20 %20 %
20 %
20 %20 %
Y-A
xis
X-Axis
Process OptimizationProcess Optimization
+
Importance of Workflow Analysis
• Provides:– Unbiased view of the entire business process– Congruence between Operations and Policy– Model for Determining:
• Process Improvements • Future Requirements• Missing Functions
– Enterprise Integration• People• Processes• Technology
Process Mapping or Flow Charting?
Mapping Sequence of events Decision points Controls Responsibilities Information / systems
required Results and records
obtained
Flow Charting Sequence of events
End
No
Yes
Yes
No
Process
Person
Person
Person
Person
Person
Person
Responsibility
Doc.1
Doc.2
Doc.3
Information
Record 1
Record 2
Records
Process MappingProcess Mapping
Mapping Processes
1. Map process as currently occurs, including problems
2. Identify risks and barriers associated with the process
3. Mitigate risks and barriers associated with the process
4. Identify opportunities for improvement / efficiency
5. Map optimized process
6. Keep record / evaluation of improvements made
MapAs-Is
Processes
Project Team
Identify RisksAnd
Barriers
Project Team
MitigateRisksAnd
Barriers
Project Team
RiskAnd
Barriers
Identify Opportunities for
Improvement
CHC Leadership
Map the “Best Practice”
Processes
Project Team
IntegrateBest Practices with
EHR “Implied”Workflows
Plan
Do
Act
Check
•Project Specification / Contract•Leadership Responsibilities•Team Members•Team Responsibilities•Project Milestones•Project Timeline•Project Goals, Measures and Targets
•Team Meetings•Action I tems Due Dates •Minutes•Agree Revised Process•Evaluate Potential Results•Retain project Records•Pilot / Validate•Management Support / Reporting
•Evaluate Results•Validate Data•Confirm Specification Met•Present Data to Management•Management Approval for Implementation
•Implement Project / Process•Documentation•Records•Train Staff •Ongoing Monitoring
PDCA Cycle (Deming)
Common SymbolsSymbol Description
Decision
Responsible Agent
Indicates a decision and who is responsible for making the decision. Usually formatted in an either/or decision mode.
Indicates a Predefined Process. An example is “patient check out process.” Usually, this symbol is used in high level summary process maps.
Registration
Registration Clerk
This indicates a detailed process. This particular symbol includes the person responsible for the process, also known as the process owner.
Process Barrier
The Red Star indicates a fault in the process. Faults include gaps between processes that should connect (e.g., a “hand-off” between the front desk and the medical assistant).
Electronic Data
Storage
Indicates electronic data storage.
Data Storage in a Paper Record
Indicates data storage in a paper record.
Indicates flow of a process or workflow and connects elements of a process.
End
Indicates the termination of a workflow process.
Process Analysis
A process map visibly displays complex processes in a way that is easily understood
Answers key questions:
1. Who is the process owner?
2. Which “actors” are involved?
3. What transpires end-to-end?
4. What decisions are made?
5. What business rules govern the process?
6. What info / data is needed / produced?
7. Where is the information stored? From this map, mitigating steps can be
designed to eliminate risks, gaps and barriers
From this map, time studies can be conducted to find efficiencies
Verify / update demographics
Verify insurance
FDR
Patient presents
New / existing
FDR
New Registered?
FDR
Registration process
No
Hand necessary forms
FDR
DemographicsFamily historySocial history
Part medical history
Existing
Copy insurance card / Revs
printout
FDR
Insurance not updated at front desk
Collect co-pay and provide receipt
FDR
Mark as “Arrived” on printed schedule
FDR
MR process
Print schedule for next day and
update as necessary
MR
Multiple copies –
alternative processes required
Print encounter form
FDR
Given to check out
FDR
Check out process
MA process
Placement into MR
Arrives patient in MM
Not always printed
No shows marked on schedule
No formal No-show process
HIT Readiness Self-AssessmentReadiness Dimension Readiness
Component
Readiness Level (1-5 with 5 being completely prepared and 1 being
totally unprepared)
1. Organizational Leadership and Structure
a. Vision, Leadership and Sponsorship
b. Organizational Stability
c. Communication Plan
d. Financial Strength and Commitment2. Clinical Quality and Standards a. Quality Improvement Program
b. Clinical Protocols and Standards
c. Alerts and Reminders
d. Population Management Capabilities3. Operational Maturity a. Process Maturity
b. Policies & Procedures
c. Staff & Management Expertise and Capacity
d. Training Plan4. Technical Capacity a. Security Protocols
b. Robust Infrastructure
c. Disaster Recovery & Business Continuity
d. IT Staff Expertise and Capacity5. Project Management Orientation
a. Standard Methodology
b. Experienced Project Manager
c. Strict Monitoring and Accountability
Score of 65 or lower?
Pause and seek guidance
before proceeding
Levels of Readiness
• Level 1 – Contemplation
• Level 2 – Due Diligence / Vendor Evaluation
• Level 3 – Negotiating a Contract
• Level 4 – Implementation Planning
• Level 5 – Initial “Go Live”
• Level 6 – Meaningful Use
Level 1
Level 2
Level 3
Level 4
Level 5
6
What level are you at? Skipping any steps?
To Host or Not to Host
Does your organization have the capacity to manage a sophisticated IT infrastructure including:• Staff?
• Servers?
• Network?
• Software training?
• Upgrades and “patches”?
• Change Management?
If not, consider an ASP (application service provider) or SaaS (software as a service) option.
Meaningful Use The use of a certified EHR in a meaningful manner
(e.g.: e-Prescribing);
The use of certified EHR technology for electronic exchange of health information to improve quality of health care; and
The use of certified EHR technology to submit clinical quality and other measures.
HITECH Act Incentives EHR incentives are available only to certified eligible providers
and hospitals demonstrating meaningful use of certified EHR systems
On June 24, 2010, ONC published a final rule to establish a temporary certification program for health information technology.
Several Authorized Testing and Certifying Bodies (ATCB) will be approved by ONC to certify systems
Choosing a Vendor• Most leading products are quite capable. Choice
should involve “environmental” factors:– CCHIT Certification
– Track-Record• Reputation among your peers (local demands and variable
requirements)• Proven off the shelf interfaces (verify with RHIO partners)• Proven reporting capability (verify with State and payers)
– Competitors / Peers • Don’t be the first among your friends with a new vendor• Talk to other like organizations and learn from their experiences
– Available financial and implementation support• Hospitals / systems of care• Associations
RHIO 1 RHIO 2
National NHIN
Regional RHINs
Web 2.0Web 2.0
Provider (EHR)
Patient PHR Patient PHR
Tra
nsa
ctio
nal
Org
aniz
atio
nal
Reg
ion
alIn
ter-
reg
ion
alN
atio
nal
Clo
ud
Provider (EHR)
Clinics Clinics
Our Destination
The Cloud
6 Big Barriers
1. Organizational culture, beliefs, and values as well as resistance to the concept of change among clinicians (however ironic)
2. Management style, competing priorities and capacity constraints
3. Various forms of tension4. Failure to secure staff buy-in and/or executive
sponsorship5. Lack of accountability6. Budget / Total Cost of Ownership
Put Things Into Perspective…In 10 years time, things will change
EHR technology will have improved exponentially Use of EHR technology will be universal and mandated Data will be widely shared You may have a different EHR vendor You will certainly have replaced all your current hardware
Some things will remain the same Many of your staff Many of your patients
This is an investment in your organization, your staff, and your patients
Change“Given the costs and waste in our healthcare system, redesign may be
our only sustainable route to justice and financial solvency.”
“If everyone is thinking alike, nobody is thinking”
“Culture eats strategy for breakfast”
“We cannot solve our problems with the same kind of thinking we used in creating our problems”
