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“We’re Goin’ Live with Epic Now” – An EHR Go-live Parody Video

Posted on May 25, 2018 I Written By

John Lynn is the Founder of the HealthcareScene.com blog network which currently consists of 10 blogs containing over 8000 articles with John having written over 4000 of the articles himself. These EMR and Healthcare IT related articles have been viewed over 16 million times. John also manages Healthcare IT Central and Healthcare IT Today, the leading career Health IT job board and blog. John is co-founder of InfluentialNetworks.com and Physia.com. John is highly involved in social media, and in addition to his blogs can also be found on Twitter: @techguy and @ehrandhit and LinkedIn.

Many of you may remember the Hamilton parody video that Mary Washington Healthcare did back when they selected Epic as their new EHR. Well, Mary Washington Healthcare’ CEO, Mike McDermott, and his Epic team are back again with another Hamilton parody video as they go live on Epic. Check out the video below:

I’m sure many people wonder why a healthcare leader would engage their employees in a video like this. Many underestimate the value of bringing a team together to create a project like this. It’s an extremely valuable team building experience. Plus, it’s nice to have a little fun together when dealing with something as grueling as an Epic EHR implementation.

Furthermore, one of the keys to effectively implementing an EHR is creating a deep relationship with your EHR vendor. There are always problems that come up where you need your EHR vendors support to solve the problems. What better way to get noticed and appreciated by your EHR vendor than to create a video like the one above?

Nice work to the team at Mary Washington Healthcare for creating such a great video. I especially like the drone shots and the shout out to the Epic employees not dressed in the period clothes like everyone else.

In The Aftermath Of Sutter Health EMR Crash, Nurses Raise Safety Questions

Posted on May 24, 2018 I Written By

Anne Zieger is veteran healthcare branding and communications expert with more than 25 years of industry experience. and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also worked extensively healthcare and health IT organizations, including several Fortune 500 companies. She can be reached at @ziegerhealth or www.ziegerhealthcare.com.

In mid-May, Sutter Health’s Epic EMR crashed, accompanied by other technical problems. Officials said the system failures were caused by the activation of the fire suppression system in one of their IT buildings.

As you might expect, employees at locations affected by the downtime weren’t able to access patient medical records. On top of that, they didn’t have access to email or even use their phones. In addition, the system had to contact some patients to reschedule appointments.

On the whole, this sounds like the kind of routine issue which, though embarrassing, can be brought to heel if an organization does the disaster planning and employee training on how to react to the situations.

According to some nurses, however, Sutter Medical Center may not have handled things so well. The nurses, who spoke on condition of anonymity with The Sacrament Bee, told the newspaper that the hospital moved ahead with some forms of care before the outage was completely resolved.

The nurses told that when some patients were admitted after the systems failure, clinicians still didn’t have access to critical patient information. For example, a surgical nurse noted that the surgical team relies upon EMR access to review patient histories and physicals performed within the previous 30 days. According to Sutter protocols, these results need to be certified by the physician as still being valid on the date of surgery.

Instead, patients were arriving with their histories and physical exam records on paper, and those documents didn’t include the doctor’s certification that the patient’s condition hadn’t changed. If something went wrong during elective surgery, the team would’ve had to rely on paper documents to determine the cause, the nurses said.

They argue that Sutter Medical Center shouldn’t have taken those cases until the EMR was fully online. “Other Sutter hospitals canceled elective surgeries,” one nurse told a reporter. “Why did Sutter Medical Center feel like they needed to do elective surgeries?”

Also, they say that at least one surgical procedure was affected by the outage, when a surgeon needed a particular instrument to proceed. Normally, they said, operating room telephones display a directory of numbers to supply rooms or nurse stations, but these weren’t available and it forced the surgical team to break its process. Under standard conditions, the team tries not to leave the operating room because a patient’s condition can deteriorate in seconds. In this case, however, a nurse had to hurry out of the room to get instruments the surgeon needed.

While it’s hard to tell from the outside, this sounds a bit, well, unseemly at best. Let’s hope Sutter’s decision-making in this case was based on thoughtful decisions rather than a need to maintain cash flow.

Let this also be an important reminder to every healthcare organization to make sure you have well thought out disaster plans that have been communicated to everyone in your organization. You don’t want to be caught liable when disaster strikes and your staff start free wheeling without having thought through all of the potential consequences.

Enterprise Resource Planning: Critical Factors for Increasing End-User Adoption

Posted on May 23, 2018 I Written By

The following is a guest blog post by Mark Muddiman, Sallie Parkhurst & Maureen Tellefson from Atos.

Healthcare organizations continue to be bombarded with technology implementations that span every critical path in healthcare, from clinical applications to business processes.  EHR implementations alone increased over 75 percent from 2009 to 2015 (NCHS, 2015).  The change continues at a pace that makes adoption of these systems a difficult journey for IT leadership, administrators, clinicians, and the teams who support them.  Mergers and acquisitions within healthcare are at an all-time high.  Acquiring or being acquired requires system consolidation, new technologies, and decisions about workflow and training.  Sharing the lessons learned from successful implementations will drive improved outcomes and create a better understanding of the factors that contribute to successful adoption.

Surgery Partners, a leading operator of surgical facilities and ancillary services, continues to grow both organically and through acquisitions.  With financial systems at end of life, Surgery Partners worked in partnership with Atos to select a new ERP to help manage their business.  ERP systems play a critical role in the transition to value-based care.  About 69 percent of IT leaders said they will prioritize healthcare supply chain in 2017 as “the most valuable asset for actionable data mining” rather than population health and data analytics tools (Black Book, 2016).  Surgery Partners engaged Atos as a consultant to assist with a thorough system selection that would best meet their needs.  The resulting strategic decision was to implement Infor Lawson to replace all legacy systems for Finance and Supply Chain.

The multitude of challenges that arise during large technology implementations are rarely captured, but can provide significant value when shared.  The leadership team at Surgery Partners was highly engaged and disciplined in how they managed and measured adoption of Infor Lawson.  They utilized a research-based methodology, The Breakaway Methodology, published in a book titled Beyond Implementation: A Prescription for the Adoption of Healthcare Technology.  As their partner, Atos provided expert guidance in navigating the adoption process and measuring the work outcomes according to the methodology.

Surgery Partners understood that their business had to overcome a few unique challenges during their implementation.  With hundreds of users spanning 20 locations in 12 states, their geographic footprint made it challenging to educate their employees on the new Infor Lawson solution.  Traditional classroom training is expensive and time-consuming when users are spread across multiple locations. And, without proper training, many ERP system implementations fail.  Instead, Surgery Partners used a novel approach based on The Breakaway Methodology to educate their employees on Infor Lawson.  Atos developed “simulators” which allowed every user to practice relevant tasks and workflows in a realistic environment that mimicked the actual system without compromising real application data.

Atos and Surgery Partners measured the effectiveness of this novel approach throughout their implementation and continue to measure these factors post-implementation.  Eighty-seven percent of employees assigned to the supply chain learning completed their education and 69% of employees assigned to the accounts payable learning completed their education.  In comparison, less than 60% of employees typically complete traditional e-learning.  More importantly, the employees who completed the supply chain learning achieved an average proficiency score of 94% on challenging, workflow-based assessments in a simulated environment.  Employees who completed the finance learning achieved an average proficiency score of 89%.  In addition, users were asked to rate the quality and effectiveness of every simulation.  Based on 656 responses, 94% believed the simulator courses were valuable to their role.  Eighty-eight percent indicated that the simulations provided the knowledge they needed to perform key tasks in the new system, and 90% would recommend the simulations to colleagues going through similar implementations.

A key component of Surgery Partners strategy for managing change involved engaged leadership.  Executive leadership communicated messages to learners that were jointly developed with Atos.  Varying levels of leadership, from Senior Directors through local leaders, were selected as adoption coaches to assist learners with questions and direct them to the appropriate resources.  This approach that was defined as leading by example, set a tone throughout the organization that the adoption of Infor Lawson was imperative and that leaders were there to ensure success.

Achieving ERP adoption also requires continued investment long after go-live.  Surgery Partners developed standard processes to re-examine workflows and continue to educate users on changes or modifications due to system upgrades.  Adoption of technology often erodes over time due to employee turnover, so they put programs in place to teach new users how to use Lawson Infor and develop the same high levels of proficiency in the system achieved during the initial implementation.

Technology adoption creates significant changes in workflow, resource needs and overall governance.  Surgery Partners knew that simply installing a new ERP wouldn’t be enough; to realize the value they expected from the purchase, they had to ensure that every user across their organization successfully adopted the system.  The results Surgery Partners experienced provide important insight for other organizations going through similar technology implementations.

Recommendations and Best Practices:

  • Align business needs and vendor capabilities using a disciplined vendor selection process. Surgery Partners understood the value of selecting the right system and following a disciplined process for achieving adoption.
  • Executive engagement is a significant predictor of implementation success: prioritize the effort across the entire organization, remove organizational barriers, and develop a communication strategy.
  • Lack of training can cause failure. Provide role-based education that is relevant to user roles and allow users to practice realistic workflows. Simulation learning saves time and results in higher user proficiency.
  • Customize your policy and procedure learning. Implement best practices for specific procedures consistently across all locations, and ensure that the simulator training reflects best practices.
  • Develop a plan to sustain high levels of adoption after go-live. Surgery Partners updates their learning regularly and educates new employees to prevent erosion of adoption over time.

“We were highly committed to adopting Infor Lawson and we appreciated the guidance, leadership, responsiveness, and  expertise of the Atos team.” – Cathy Borst, Senior Vice President, IT.

“The learning has gone very smoothly.  I think this has been extremely valuable.”  – Rick Daniel, Senior Director of Supply Chain and Materials Management at Surgery Partners.

Acknowledgements:
Thank you to the leadership at Surgery Partners for their dedication to this project: Cathy Borst (SVP of IT), Chris Vandercook (Director, Technical Services Hospital Division), Sallie Parkhurst-PM, Carol Mortimer (SME), John Hart (CFO), Kara Baker (VP Finance/Corporate Controller), and Doug Watkins (VP of Supply Chain Management).

About the Authors
Mark Muddiman is an Engagement Manager for Breakaway Adoption Solutions, Atos
Sallie Parkhurst is a Project Manager for Digital Health Solutions Consulting, Atos
Maureen Tellefson is an Engagement Manager for Digital Health Solutions Consulting, Atos

About Atos Digital Health Solutions
Atos Digital Health Solutions helps healthcare organizations clarify business objectives while pursuing safer, more effective healthcare that manages costs and engagement across the care continuum. Our leadership team, consultants, and certified project and program managers bring years of practical and operational hospital experience to each engagement. Together, we’ll work closely with you to deliver meaningful outcomes that support your organization’s goals. Our team works shoulder-to-shoulder with your staff, sharing what we know openly. The knowledge transfer throughout the process improves skills and expertise among your team as well as ours. We support a full spectrum of products and services across the healthcare enterprise including Population Health, Value-Based Care, Security and Enterprise Business Strategy Advisory Services, Revenue Cycle Expertise, Adoption and Simulation Programs, ERP and Workforce Management, Go-Live Solutions, EHR Application Expertise, as well as Legacy and Technical Expertise. Atos is a proud sponsor of Healthcare Scene.

5 Ways Allscripts Will Help Fight Opioid Abuse In 2018

Posted on May 22, 2018 I Written By

The following is a guest blog post by Paul Black, CEO of Allscripts, a proud sponsor of Health IT Expo.

Prescription opioid misuse and overdoses are on the rise. The Centers for Disease Control and Prevention (CDC) reports that more than 40 Americans die every day from prescription opioid overdose. It also estimates that the economic impact in the United States is $78.5 billion a year, including the costs of healthcare, lost productivity, addiction treatment and criminal justice involvement.

The opioid crisis has taken a devastating toll on our communities, families and loved ones. It is a complex problem that will require a lot of hard work from stakeholders across the healthcare continuum.

We all have a part to play. At Allscripts, we feel it is our responsibility to continuously improve our solutions to help providers address public health concerns. Our mission is to design technology that enables smarter care, delivered with greater precision, for better outcomes.

Here are five ways Allscripts plans to help clinicians combat the opioid crisis in 2018:

1) Establish a baseline. Does your patient population have a problem with opioids?

Before healthcare organizations can start addressing opioid abuse, they need to understand how the crisis is affecting their patient population. We are all familiar with the national statistics, but how does the crisis manifest in each community? What are the specific prescribing practices or overdose patterns that need the most attention?

Now that healthcare is on a fully digital platform, we can gain insights from the data. Organizations can more precisely manage the needs of each patient population. We are working with clients to uncover some of these patterns. For example, one client is using Sunrise™ Clinical Performance Manager (CPM) reports to more closely examine opioid prescribing patterns in emergency rooms.

2) Secure the prescribing process. Is your prescribing process safe and secure?

Electronic prescribing of controlled substances (EPCS) can help reduce fraud. Unfortunately, even though the technology is widely available, it is not widely adopted. Areas where clinicians regularly use EPCS have seen significantly less prescription fraud and abuse.

EPCS functionality is already in place across our EHRs. While more than 90% of all pharmacies are EPCS-enabled, only 14% of controlled substances are prescribed electronically. We’re making EPCS adoption one of our top priorities at Allscripts, and we continue to discuss the benefits with policymakers.

3) Provide clinical decision support. Are you current with evidence-based best practices?

We are actively pursuing partnerships with health plans, pharmaceutical companies and third-party content providers to collaborate on evidence-based prescribing guidelines. These guidelines may suggest quantity limits, recommendations for fast-acting versus extended-release medications, protocols for additional and alternative therapies, and expanded educational material and content.

We’ll use the clinical decision support technologies we already have in place to present these assessment tools and guidelines at the time needed within clinical workflows. Our goal is to provide the information to providers at the right time, so that they can engage in productive conversations with patients, make informed decisions and create optimal treatment plans.

4) Simplify access to Prescription Drug Monitoring Programs (PDMPs). Are you avoiding prescribing because it’s too hard to check PDMPs?

PDMPs are state-level databases that collect, monitor and analyze e-prescribing data from pharmacies and prescribers. The CDC Guidelines recommend clinicians should review the patient’s history of controlled substance prescriptions by checking PDMPs.

PDMPs, however, are not a unified source of information, which can make it challenging for providers to check them at the point of care. The College of Healthcare Information Management Executives (CHIME) has called for better EHR-PDMP integration, combined with data-driven reports to identify physician prescribing patterns.

In 2018, we’re working on integrating the PDMP into the clinician’s workflow for every patient. The EHR will take PDMP data and provide real-time alert scores that can make it easier to discern problems at the point of care.

5) Predict risk. Can big data help you predict risk for addiction?

Allscripts has a team of data scientists dedicated to transforming data into information and actionable insights. These analysts combine vast amounts of information from within the EHR, our Clinical Data Warehouse – data that represents millions of patients – and public health mechanisms (such as PDMPs).

We use this “data lake” to develop algorithms to identify at-risk patients and reveal prescription patterns that most often lead to abuse, overdose and death. Our research on this is nascent, and early insights are compelling.

The opioid epidemic cannot be solved overnight, nor is it something any of us can address alone. But we are enthusiastic about the teamwork and efforts of our entire industry to address this complex, multi-faceted epidemic.

Hear Paul Black discuss the future of health IT beyond the EHR at this year’s HIT Expo.

Geisinger Integrates Precision Medicine Into Care

Posted on May 21, 2018 I Written By

Anne Zieger is veteran healthcare branding and communications expert with more than 25 years of industry experience. and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also worked extensively healthcare and health IT organizations, including several Fortune 500 companies. She can be reached at @ziegerhealth or www.ziegerhealthcare.com.

Lately, it seems like we read about new advances in precision medicine every day. Increasingly, physicians are able to adjust drug therapies and predict conditions like cancer and heart disease before they blossom, particularly in the case of some cancers. However, many health organizations are still focused on research rather than delivering genomic medicine results to consumers.

The process of basing medical decisions on genomic data has certainly begun, with a number of health systems jumping on board. For example, a few months ago Intermountain Healthcare begin the process of validating and launching several tests designed to identify hereditary genetic patterns that might lead to disease. Intermountain expects this work to be particularly fruitful for individuals with a family history of breast cancer or ovarian cancer. The test should identify both those previously diagnosed with cancer and healthy individuals with hereditary cancer gene mutations.

Now, at least one health system is taking things even further. Geisinger Health says it has announced that it plans to expand its genomics program beyond its research phase and into everyday care for all patients. The new program will not only target patients who have obvious symptoms, but instead, all patients Geisinger treats. The health systems clinical DNA sequencing efforts will begin with a 1000-patient pilot program taking place in mid-to-late 2018.

According to David Ledbetter, Ph.D., Geisinger executive vice president and chief scientific officer, the program will not only help current patients but also amass data that will help future patients. “As we sequence the exomes of our patients and learn even more about particular genome variants and their impact on different health conditions, we predict that as many as 10 to 15 percent of our patients will benefit,” he said.

The new strategy follows on the success of its MyCode Community Health Initiative, which it launched in 2014 in collaboration with Regeneron Pharmaceuticals. Since then, Geisinger has been analyzing the DNA of patients participating in the program, which has attracted more than 190,000 patient sign-ups to date. To date, more than 500 MyCode participants have been notified that they have a genomic variant which increases the chance that they’ll develop cancer or heart disease.

Geisinger’s effort sounds exciting, there’s little doubt. However, programs like these face some obstacles which the health system wouldn’t call attention to a press release. For example, as my colleague John Lynn notes, integrating genomic data with other clinical information could be quite difficult, and sharing it even more so.

“Healthcare organizations have problems even sharing something as standard and simple as a PDF,” he wrote last year. “Once we have real genomic data and the markers behind them, EHRs won’t have any idea how to handle them. We’ll need a whole new model and approach or our current interoperability problems will look like child’s play.” Let’s hope the industry develops this new approach soon.

Hospitals Still Grappling With RCM Tech Infrastructure

Posted on May 18, 2018 I Written By

Anne Zieger is veteran healthcare branding and communications expert with more than 25 years of industry experience. and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also worked extensively healthcare and health IT organizations, including several Fortune 500 companies. She can be reached at @ziegerhealth or www.ziegerhealthcare.com.

While revenue cycle management isn’t the sexiest topic on the block, hospitals need to get it right or they won’t be able to pay their bills. One key element needed to accomplish this goal is a robust tech infrastructure that helps RCM specialists get their job done.

However, it seems that many hospitals are struggling to manage RCM data and pick out the right vendors to support their efforts, according to a report published by Dimensional Insight in collaboration with HIMSS Analytics. To conduct the research, the two organizations reached out to 117 senior-level decision-makers in hospitals and health systems.

According to the survey, more than two-thirds of health systems use more than one vendor for RCM. But that might be a bad idea. The research also found that organizations using more than one RCM vendor seem to face bigger issues with denials than those using only one RCM solution. Regardless, the execs said that denials were the biggest RCM challenge for health systems today.

Pulling together RCM data is a struggle too, respondents said. More than 95% of health systems reported that the way data is collected is a challenge. Also, nearly all respondents said that collecting RCM data from disparate sources is also difficult.

One reason why it’s tough for hospitals to put effective RCM technology in place may be that health information management directors and managers aren’t at the top of the influencer list when it comes to making these decisions.

When asked who the key stakeholders were in RCM. 91.5% said that the CFO was the most important, followed by the head of revenue cycle, who was ranked as important by 62.4% of respondents. Meanwhile, only 48.7% of respondents saw the health IT leaders as key stakeholders in the RCM environment. In other words, it looks like tech leaders aren’t given much clout.

When it came to technical infrastructure for RCM, respondents were all over the map. For example, 34.5% were working with an EMR and 3+ vendors. Another 12.1% used in EMR with one vendor, followed by 11.2% with 3+ vendor solutions, 6.9% using an EMR plus two vendors and 4.3% using two to vendor solutions. Clearly, there’s no single best practice for managing RCM technology in hospitals.

Not only that, some hospitals aren’t doing much to analyze the RCM data they’ve got. According to the survey, 23.9% said that 51 to 75% of the RCM process was automated, which isn’t too bad. However, 36.8% of hospitals reported that less than 25% of the revenue cycle process was driven by analytics. Also, roughly a third of respondents said that collecting data from diverse sources was extremely challenging, which can cripple an analytics initiative.

Taken as a whole, the report data suggests that hospitals need to improve their RCM game dramatically, which includes getting a lot smarter about RCM technology. Unfortunately, it looks like it could be a long time before this happens.

Effort Focuses On Better Ways For Hospitals To Detect Drug Diversion

Posted on May 17, 2018 I Written By

Anne Zieger is veteran healthcare branding and communications expert with more than 25 years of industry experience. and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also worked extensively healthcare and health IT organizations, including several Fortune 500 companies. She can be reached at @ziegerhealth or www.ziegerhealthcare.com.

Using a combination of machine learning technology and advanced analytics, a healthcare vendor has been working to find better ways to spot drug diversion in U.S. hospitals. The work done by the firm, Invistics, is funded by an NIH research grant.

The project has taken aim at a ripe target. According to a 2017 study by Porter Research, 96% of healthcare professionals who responded said that drug diversion happened often in their business. Also, sixty-five percent of respondents said that most diversion never gets detected. Clearly, there’s a hole you could drive a truck through in the drug dispensing process.

During the first stage of the research, Invistics worked with a pilot hospital to find opioid and drug theft across the entire facility. To get the job done, the vendor aggregated data from across the pilot hospital’s systems, including medical records, employee time clocks, wholesale purchasing, inventory and dispensing cabinets.

By leveraging data across several departments, Invistics got a much clearer view of potential problems than other efforts have in the past. The initiative was completely successful, with the technology picking out 100% of drug diversion happening within the project’s parameters, the company said. Since the completion of Phase I of the grant, Invistics has rolled out the solution at several other hospitals.

When it comes to avoiding opioid abuse, far morer attention has been focused on patterns of opioid prescribing, with the assumption that the opioid addiction epidemic can be stemmed at the source. For example, we recently covered a study looking at post hospital-discharge opioid use which centered on predicting which patients would be on chronic opioid therapy after discharge and planning for that discharge appropriately.

There’s no question that such research has a place in the battle against opioid misuse and abuse. After all, it seems likely that at least some needless addictive patterns stem from physician prescribing habits. It also makes sense that states are revising their guidelines for opioid prescribing, though to my knowledge these changes are being based more on ideology than rigorous research.

On the other hand, drug diversion creates a pipeline between drug supplies and drug abusers which must be addressed directly if the opioid abuse war is to be won. I for one was interested to learn about a solution that addresses this piece of the puzzle.

Lessons Learned from the 2017 AHIMA Information Governance Survey – HIM Scene

Posted on May 16, 2018 I Written By

The following is a guest blog post by Stephanie Crabb, Co-Founder and Principal at Immersive as part of the HIM Scene series of blog posts.

The American Health Information Management Association (AHIMA) 2017 Information Governance (IG) survey follows previous surveys administered in 2014 and 2015 to identify trends and offer insights associated with the healthcare industry’s understanding and adoption of IG. The good news from the 2017 survey is that awareness of IG, at least among the 1500+ survey respondents, is high with 84.6 percent reporting that they are familiar with IG. The bad news from the survey is that 51.6 percent of those same respondents report that lack of awareness or misunderstanding of IG is a barrier (the most significant barrier reported) to IG adoption in their organizations.

Who participated?

While the 2017 survey garnered more participation from outside the health information management professional community than previous efforts, it is important to note that the majority of respondents identified themselves as health information managers (HIM-ers). AHIMA’s work to raise IG awareness and educate the healthcare industry since 2012 has been significant and is to be commended. The body of knowledge created and published and the work completed is extraordinary; it has certainly paid off with its own constituents. Perhaps the survey demonstrates that there is still work to be done with additional stakeholders or that we need to do more to demonstrate the knowledge and capabilities that HIM-ers possess to support IG efforts.

IG Adoption, Drivers and Benefits

Based on what we see, read and experience, in every sector of the industry information and the data from which it is created are at the center of nearly every strategic and tactical activity. So why the disconnect, or the slow pace of formal IG adoption? Why did only 14.8 percent of respondents report an “initiated” IG program as illustrated below? Further, why did percent of respondents report that IG is not considered a priority in their organizations?

A closer look at what respondents had to say about the barriers to IG adoption is useful. The survey offered respondents a list of commonly-cited barriers to IG adoption across all industries and asked them to select their top three, resulting in the following:

For many, the term “governance” implies bureaucracy, expense, complexity, misplaced power and control, among other negative connotations. This may offer some context for these survey results and explain, in part, the top responses.

IG is a complex discipline, no doubt. However, everyone can identify IG or IG-like work that is getting done in their organization every day; it is just not formalized, organized or recognized as such. Sadly, much of that work is buried or siloed, in part, because it is not connected to a strategic imperative where it might gain greater visibility and appreciation as an IG effort.

The data around low IG adoption are even more confusing when we look at what respondents had to say about what they think does or should drive IG efforts. The survey demonstrates that there is no shortage of compelling and meaningful drivers to spur action. While the survey did not provide respondents with the same response choice options for “drivers” and “benefits” there was a connection and association reflected in the responses to these two questions.


These responses reflect an impressive number of business units, departments and individuals–workforce and patients—that can truly be served by and through IG.

What’s Changed from 2014 to 2017?

In 2014, 43% of respondents reported that a formal IG program had been initiated compared to 14.8% of respondents in 2017. What contributes to this dramatic change? Does it reflect organization abandonment of previously initiated IG efforts? Does it reflect that respondents are more educated today so what they labeled as IG in 2014 was not really IG? This area may warrant further exploration in future survey efforts.

In 2014, respondents cited “strong agreement” with regulatory compliance (80 percent), improvement in patient care and safety (73 percent) and the need to manage and contain costs (61 percent) as the top three drivers for IG, followed by analytics and business intelligence (53 percent). Interestingly, trust and confidence in data was the lowest rated driver. In 2017, data quality and trust ranked second. Analytics and business intelligence tops the list of drivers, patient safety falls to the middle and regulatory compliance is at the very bottom of the list.

The most promising insight from the 2017 survey is that data governance (DG) is a growing priority and reality in healthcare. Thirty percent of respondents reported a “formal structure” for DG in their organization. There is still a bit of confusion between IG and DG as disciplines. DG is one of the competencies in AHIMA’s IG Adoption Model and often referenced as a sub-domain of IG in other reference models. Simply stated, data are the building blocks of information, so DG is requisite to IG. One takeaway from the survey is that healthcare organizations are progressing along a path that positions DG as a precursor to IG, rather than a component of IG.

Conclusion

While the drivers for IG seem to have shifted over the time that AHIMA has spent surveying the industry, there is a universality to the vision and expectation that healthcare wants and needs to put its data and information to work to accomplish its ambitious and complex mission. Much of AHIMA’s and its IG partners’ work to document the experiences of IG pioneers is available at IGIQ.org.

Have ideas about how we can better study the topic of IG and deliver meaningful insights to you? Please share your comments.

About Stephanie Crabb
Stephanie is Co-Founder and Principal at Immersive, a healthcare data lifecycle management company where she leads program and solution development, knowledge management and customer success. Stephanie brings 25 years of experience in the healthcare industry where she has served in program/solution development, client service and business development roles for leading firms including The Advisory Board Company, WebMD, CTG Health Solutions and CynergisTek. She has led a number of program and product launches with an emphasis on competitive differentiation, rapid adoption, client satisfaction, and strategic portfolio management.

Prior to her work at these firms Stephanie worked for a large Maternal and Child Health Bureau grantee working on the national Bright Futures and Healthy Start initiatives to develop and document best practices in the care continuum for pediatrics and infant mortality, and to inform federal and state health policy initiatives in these areas.

Stephanie holds her A.B. and A.M. from the University of Chicago. Stephanie serves as the Scholarship Chair of CNFLHIMSS, on AHIMA’s Data Analytics Practice Council and recently completed a two-year term on the Advisory Board of the Association for Executives in Healthcare Information Security (AEHIS) of CHIME.

If you’d like to receive future HIM posts in your inbox, you can subscribe to future HIM Scene posts here.

10 Useful Resources Shared at HMPS18

Posted on May 15, 2018 I Written By

Colin Hung is the co-founder of the #hcldr (healthcare leadership) tweetchat one of the most popular and active healthcare social media communities on Twitter. Colin speaks, tweets and blogs regularly about healthcare, technology, marketing and leadership. He is currently an independent marketing consultant working with leading healthIT companies. Colin is a member of #TheWalkingGallery. His Twitter handle is: @Colin_Hung.

I recently had the opportunity to attend Healthcare Marketing & Physician Strategies Summit (#HMPS18) in Salt Lake City. This was my second time attending the conference and it was just as exciting and educational as my first experience

Consumerism and improving the patient experience dominated the conference with many sessions and exhibit booths dedicated to strategies, tactics and technologies that were designed to address the challenge of rising patient expectations. Many familiar names were exhibitors including: Lionshare, Stericycle Communication Solutions, Influence Health, ReviveHealth, MERGE Atlanta, Healthgrades, Tea Leaves, True North Custom, Evariant, and Hailey Sault.

There have already been some great summaries written about the conference. Most notably from:

Rather than write another summary I thought I would share some of the amazing resources that were shared during the conference – resources that I believe anyone in Healthcare that is involved in marketing or patient experience would find helpful.

One of the best resources was from Shawn Gross of White Rhino. In his session Shawn walked us through a “Micro-Moments of Patient Trust” journey map. This is about as succinct a map as you’ll find that captures the essential elements of a typical interaction with a non-chronic patient.

Amy Jose from Spectrum Healthcare Partners captured this enlightening chart from Cleveland Clinic that shows what social media channels they post to during the day. It wasn’t surprising to see that Facebook and Twitter dominate the chart, but what was a bit shocking was the frequency. Kudos to the Cleveland Clinic team for developing enough content to drive this level of social interaction.

One of the undertones of HMPS18 was that the role of Healthcare Marketers is changing. Instead of being just a master of traditional marketing tactics, leaders will be expected to be master scientists as well. The Marketer Scientist will need to mix data analysis, systems thinking and technology prowess along with storytelling, branding and leading change.

This slide captured by Meghan Lugo from Jennings is a great reminder to anyone in sale or marketing. My favorite is #5 – focus on helping not selling. When you help someone, you create a real connection. Connection leads to trusted relationships and relationships are the foundation for any sale. True for Health IT software and equally true for healthcare services.

While at the conference I had the opportunity to be one of three audience members for a podcast recording hosted by Reed Smith and Chris Boyer. Interesting insights on Facebook and healthcare’s new “digital front door” were shared by the podcast panelists: @dandunlop @tmoore634RN @AndrewDRainey and JK Loyd

Need help convincing senior management that you need to invest in service recovery? Check out these amazing comments from HCA patients that revised poor online reviews after the hospital made sincere efforts to make it right.

Linda McCracken shared a sobering slide about how much consumer experiences are influencing patient expectations – and rightfully so. I was surprised at how 45% of people will not travel more than 10 miles for routine care. Can anyone say tele-consults?

Another great share from Amy Jose, this time a slide full of stats on patient and consumer digital health usage.

One of the best sessions I attended at HMPS18 was this one with Renown Health CEO Tony Slonim MD @RenownCEOTonyMD and Chief Marketing Officer, Suzanne Hendrey @healthmktr. It was full of great tips and suggestions on how senior executives can engage with patient and the community in an authentic way that also helps drive towards the goals of the organization. Thankfully for those that couldn’t be there Dan Dunlop Periscoped the entire session.

Finally, there’s this video shared by Paul Griffiths friend and CEO of MedTouch. It’s not a resource per se, but it is a touching video that tells his personal story and what’s driving him to improve healthcare.

 

Making Healthcare Data Useful

Posted on May 14, 2018 I Written By

The following is a guest blog by Monica Stout from MedicaSoft

At HIMSS18, we spoke about making health data useful to patients with the Delaware Health Information Network (DHIN). Useful data for patients is one piece of the complete healthcare puzzle. Providers also need useful data to provide more precise care to patients and to reach patient populations who would benefit directly from the insights they gain. Payers want access to clinical data, beyond just claims data, to aggregate data historically. This helps payers define which patients should be included in care coordination programs or who should receive additional disease management assistance or outreach.

When you’re a provider, hospital, health system, health information exchange, or insurance provider and have the data available, where do you start? It’s important to start at the source of the data to organize it in a way that makes insights and actions possible. Having the data is only half of the solution for patients, clinicians or payers. It’s what you do with the data that matters and how you organize it to be usable. Just because you may have years of data available doesn’t mean you can do anything with it.

Historically, healthcare has seen many barriers to marrying clinical and claims data. Things like system incompatibility, poor data quality, or siloed data can all impact organizations’ ability to access, organize, and analyze data stores. One way to increase the usability of your data is to start with the right technology platform. But what does that actually mean?

The right platform starts with a data model that is flexible enough to support a wide variety of use models. It makes data available via open, standards-based APIs. It organizes raw data into longitudinal records. It includes services, such as patient matching and terminology mapping, that make it easy to use the data in real-world applications. The right platform transforms raw data into information that that aids providers and payers improve outcomes and manage risk and gives patients a more complete view of their overall health and wellness.

Do you struggle with making your data insightful and actionable? What are you doing to transform your data? Share your insights, experiences, challenges, and thoughts in the comments or with us on Twitter @MedicaSoftLLC.

About Monica Stout
Monica is a HIT teleworker in Grand Rapids, Michigan by way of Washington, D.C., who has consulted at several government agencies, including the National Aeronautics Space Administration (NASA) and the U.S. Department of Veterans Affairs (VA). She’s currently the Marketing Director at MedicaSoft. Monica can be found on Twitter @MI_turnaround or @MedicaSoftLLC.

About MedicaSoft
MedicaSoft  designs, develops, delivers, and maintains EHR, PHR, and UHR software solutions and HISP services for healthcare providers and patients around the world. MedicaSoft is a proud sponsor of Healthcare Scene. For more information, visit www.medicasoft.us or connect with us on Twitter @MedicaSoftLLC, Facebook, or LinkedIn.