your emr/ehr is implemented, what’s next?

Your EMR/EHR is implemented, what’s next?

Sally Akers RN MSNManaging Director, Healthcare Consulting

Dell Healthcare & Life Sciences

Global Marketing

Intellectual capital of medicine

Empowering patients and evidence-based

medicine

Electronic Health Record Strategy

Comprehensive

Enhance

Care

StabilizeSpeed, Reliability and User

Interface

Nea

r Te

rm

Mid

Ter

m

Long

Ter

m

Efficiently perform their duties in a timely manner,

regardless of location, time of day or network issues

One-stop point for providing, viewing and maintaining a complete longitudinal health care

record

Ability to continuously improve the quality and efficiency of health care

administered to our beneficiaries

Stable Comprehensive Enhanced Health Care Record

Stable Comprehensive Health Care Record

Stable Health Care Record

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medicine

Service Member Health Care ContinuumHealth Care is Local…Information is Global

Virtual Lifetime Electronic Record

(VLER)

Deployed/ Theater Care

Care In TransitCare at home/Post-deployment

Civilian Care Recruitment Accession/Training

Routine Care

Readiness/Pre-Deployment

Transition & Benefits Assessment

VA Care

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Effectiveness

Nationwide Health Information Network (NHIN)

Incentives Tomorrow:• Coordinated• Predictable• Outcome base

Nationwide Health Information Network (NHIN)

Integrated Delivery System

NCI

CMS

SSA

IHS

CDC

DoD VA Community Health Centers

VLERHealth

Community #2

Community #1

The Internet

Standards, Specifications and Agreements for Secure Connections

NHIN Gateway

Adapter

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medicine

The Current Environment in Many Healthcare Organizations Does Not Support a Unified

Approach to Informatics and Analytics

• Each department has their own data pulled from various source systems

• Data is most often maintained in silos within departments, functional units or even individual spreadsheets and data bases within a department by a few individuals

Fragmented

• Some departmental data is often reported to an enterprise dashboard, however access to additional data is absent for the individuals who are accountable to research and understand variances to optimize performance/outcomes

Incomplete

• Data collected at the system level often has data integrity issues or a general sense of distrust by stakeholders

• Results reported from various sources are often found to conflict with each other as data is not defined across the organization

Inaccurate

Department Report

Quality Data

Volume Statistics

Utilization Data

Department Report

Quality Data

Volume Statistics

Utilization Data

Department Report

Quality Data

Volume Statistics

Utilization Data

Department Report

Quality Data

Volume Statistics

Utilization Data

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Effectiveness


Intellectual capital Health informatics is at the intersection of information science, computer science, and health care. It deals with the resources, devices, and methods

required to optimize the storage, retrieval, and use of information in health and biomedicine. Health informatics tools include not only computers but also clinical

guidelines, formal medical terminologies, and information and communication systems. medicine

Impact and Scope of Healthcare Informatics/ Analytics

A mature informatics and analytics capability will advance healthcare quality, efficiency, effectiveness and safety for individual patients, populations of patients, organizations

and healthcare professionals resulting from the

management, acquisition, storage, analysis, reporting, mining and use

of healthcare data (clinical, operational, financial) across all levels and segments of the healthcare industry/organization

Global Marketing

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medicine

Healthcare Leaders Need to GET SMARTER about….

Create breakthrough advances in

healthcare by enabling access to

meaningful, integrated

information in the right places at the right times and to the right persons

• The business of healthcare The management of healthcare

resources Financial and operational content

• The delivery of healthcare Clinical content Clinical processes Use of evidence

• The quality and safety of healthcare

Compliance Never events Medication safety

• The data assets of healthcare Data storage Data access Data management

Global Marketing

G

E

T

GET: The 3 Critical Enablers that Support a Mature Informatics and Analytics Program/Culture (GET)

Governing and Leading—Executive leadership establishes data as an organizational asset, to be managed and protected. A governance body is established for decision making and management/oversight. Informatics resources are established and supported.

Enabling People and Technology—Organizational learning is optimized to create a culture of transparency and data-driven decision making. People and technology are enabled with accessible clinical content/evidence, alerts, triggers, process reminders, and automated functionality.

Transforming Structures, Processes, and Functions—Processes, structures, and functions related to data capture, storage, analysis ,and reporting are optimized to ensure that informatics capability is matured horizontally and vertically in the enterprise. Technology planning and implementation is facilitated to support data storage, integration, management, and use.

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SMARTER: The 7 Critical Components Required to Build a Mature Informatics/Analytics Program/Culture

• Data storage solutions are designed and initiated to optimize the ability to integrate and access data across source systems.Store

• Information is managed to provide consistent definitions, useful meta data, and master data indexes. Content is managed to ensure relevance.

Manage

• Data is analyzed using sound scientific principles and methods. Analysis includes data mining, comparison, variations, and correlation of data.

Analyze

• Reporting is designed to identify opportunitiesfor improvement and to support clinical and business decisions.Report

• Stakeholder input, evidence, and historical data are used to establish targets, triggers, and thresholds to achieve new levels of performance and quality and safety.

Target• Action is taken on opportunities identified, and change is managed and

reevaluated to ensure progress to targets, triggers, and thresholds.Execute

• Revision of the plan, targets, triggers, and thresholds occur to improve validity and relevance as changes are made in processes, functions, and structures.

Revise

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medicine

GET SMARTER Service Offerings Help Organizations Move From: Data InformationInformation KnowledgeKnowledge Wisdom

Data ManagementInformation

ManagementKnowledge Management

(Performance and Outcomes)

Store Manage Analyze Report Targets Execute Revise

Govern

Enable

Transform

Dell Service Offerings

Data Warehousing,

Archiving, Access

Solutions, SaaS Solution

Offering

Meta Data, Clinical

Content, Dictionaries, Master Data Management

Analytics and Metrics

Program Developmen

t and/ or Outsourcing

Business Intelligenc

e, Dashboard

s, Scorecards

Healthcare Consulting, Design, and Management of Regulatory Reporting,

Variance Reduction, and Efficiency Management

Key Attributes of Success

Standardization, normalization, and integration

of data with access across source systems in real/near or

real time to stakeholders

Defined analytics capability with

appropriately leveled competencies throughout

the organization to generate meaningful,

user-friendly, and timely information from data

Engaged stakeholders who apply experience in the interpretation and use of information through a well-

defined, transparent quality improvement process

Wisdom and Understanding

Activities and Deliverables



Thank youPlease visit our Healthcare & Life Sciences Speakers Bureauwww.dell.com/sally_akers