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Presented by
       Casey Ryan | Manav Gupta | Michael Budiman | Muhammad Ali Usmani
                       Sajith Kaimal | Temidayo Adebayo
Overview                                         MACH
Medical Associates of Chestnut Hill


 MACH needs a system that             3 practices | 24 staff members
 integrates and supports the
 following –
                                      Standard med practice software

 1. Internal / External lab info
    integration                       No IT units | lean organization
 2. Physical Order entry
 3. Health care provider              Requires EMR implementation
    documentation
 4. X-ray and procedure results
 5. Billing and finance info
Compliance                                MACH

                                           HIPPA


Mach needs to make sure the
EMR system comply with the
requirement of one if not all of
the following health agencies
                                   ARRA   EMR       CCHIT




                                           ELINCS
Recommendation for a good EMR system
EMR Framework                               MACH

     MACH Mission | Strategy |
          Business Value

 1
                                EMR
                           Recommendation
EMR Framework                                 MACH

     MACH Mission | Strategy |
          Business Value

 1         Mission: Being the premier provider of physicians and
           healthcare services EMR area by emphasizing
                                 in the
           Efficient , Effective and Innovative Quality care for our
                           Recommendation
           patients

           Strategy: Focus on process improvement with
           enabling technology to achieve increased efficiency.

           Business Value: Access to hospitals, Improve
           healthcare , Access to AARP Incentives, Improve Brand
EMR Framework                                 MACH

                                      MACH Needs Assessment
     MACH Mission | Strategy |
                                     ( Business Context | Users,
          Business Value
                                   Business Process | Compliance)

 1                                                              2
                                EMR
                           Recommendation
 3                                                              4
                                            Vendor Research
        Selection Criteria |        (Build vs Buy | SWOT | POCs |
        Scale | Weightings          questionnaires | demos | client
                                              references)
Build Vs. Buy                                 MACH

             In-house                       Vendor-based
  Better ability to customize the     Typically low setup cost,
  product as per business needs        economies of scale
  Ability to retain direct control    Proven reliability &
  & privacy of internal functions      performance benchmarks
                                       Less time to implement
 o Not core competency of              Statutory / Legal
  MACH                                 requirements taken care of
 o High cost in establishing in-
  house facility and longer ramp-     o Challenges in communication
  up time                              of precise requirements
 o MACH needs to hire qualified       o Dependency on vendor for
  staff                                support and maintenance
Which EMR should MACH use ?
Recommendation

           MACH can go for buying Vendor-based package as it would
           provide quicker Time-to-Market & a cost-effective solution
          Building software is not MACH’s core competence & its on the
                        hook to be on EMR in 6 months!


          Traditional EMR                     Cloud-based EMR
                                            Virtualization, Remote
       You can scale only to the           computing over network
        limits of your hardware             Easy Scalability
                                            Better disaster recovery
        Security concerns                  Pricing based on usage
                                            Easy inter-operability
McKesson Specialty Health
                    1. Healthcare services company ->
                       pharmaceutical solutions | medical
                       supplies | technologies

                    2. Operates in two business segments
                      1.   Distribution Solutions (97% of total Sales)
                      2.   Technology Solutions

                    3. Total Revenues 112B (March 2011)

                    4. Number of Employees: 36,000

                    5. Strengths-> Market Leadership |
                       Broad Solution Portfolio | Industry
                       Recognition
McKesson Lytec MD & RelayHealth
                    1. Lytec MD combines the practice
                       management features of Lytec
                       2011 with electronic health record
                       (EHR)

                      1. Bright Note One Touch

                          Technology

                    2. RelayHealth connectivity services
                       connects healthcare providers to
                       payors, pharmacies, patients and
                       other providers
eClinicalWorks
“eClinicalWorks is the only EHR in the marketplace that
meets our requirements for full interoperability,         1. Privately-held, leader in
advanced security and private cloud hosting,”
                                                             ambulatory clinical solutions
Dr. John Halamka
CIO of Beth Israel Deaconess Medical Center and
Harvard Medical School                                    2. Its solutions extend the use of
                                                             electronic health records beyond
                                                             practice walls with the latest
                                                             technologies and create
                                                             community-wide records

                                                          3. Established customer base of
                                                             more than 55,000 providers &
                                                             250,000 plus medical professionals
                                                             across all 50 states
eClinicalWorks
 On-demand
 SaaS | Premises      Industry Standards
 client / server
                      3-tier technology using
                      HTTPs & XML

                      HL7

                      Continuity of Care Record
                      (CCR)

                      Continuity of Care
                      Document (CCD)

Enterprise Business   Healthcare Information
Optimizer (eBO) to    Technology Standards
provide more          Panel (HITSP)
dynamic reporting
EMR ratings for MACH
                                 Weighs         Scores


                                                Lytec eClinical
                                                 MD Works
                                                2.41 2.63
Current Offering                  65%            2.42    2.59
 EMR /PPM Features                        50%    2.42    2.44
Usability                                 10%    2.60    2.60
Patient access                            10%    2.00    3.00
Federal / State Compliance                 5%    3.00    3.00
Privacy & Security Protections            10%    2.80    2.60
Integration                                5%    2.00    2.00
BI & Reporting                             5%    2.00    3.00
Legal Implications                         5%    2.40    3.00
Strategy & Cost                   30%            2.30    3.00
Market Presence                    5%            3.00    1.00
Recommendation for a good EMR system
EMR impact –Organizational structure
                  Impact                                      Management
Current workflow disruption during transition   •   Schedule training sessions during less busy
                                                    season
                                                •   Hire temporary staffs for parallel
                                                •   Clarify project milestones and phases
Potential resistance from physicians and admin •    Rally supports from the more vocal and/or
   staffs during training and learning curve        tech-savvy physicians
   period                                      •    Provide big picture of short-term and long-
                                                    term EMR benefits
                                                •   Provide financial incentives for overtime
                                                    related to training and learning curve
Administrative staffs reduction                 •   Provide job referrals for impacted staffs
                                                •   Shift role of impacted staff to another area

In-house IT support staff addition              •   Assess in-house versus 3rd party consultant
                                                    cost-benefit
EMR impact – Process and Output
          Impact                      Measurement                        Management
Historical data conversion from •   Number of patient charts       •   Hire temporary admin staffs
   paper-based to digital                                              for data input and data
   format                                                              integrity check
Physicians spend more time on •     Physicians’ daily schedule
   patients than on
   administrative tasks
Patients data are more readily •    Number of days needed to
   available to physicians          get information into patient
                                    chart
                                                                   •   Record and compare
Quicker information flow to     •   Time needed to complete
                                                                       measurement units (in
   pharmacies and other             prescription
                                                                       hours/days) before and after
   medical institutions         •   Time needed to process
                                                                       EMR implementation
                                    referrals

Quicker information flow to     •   Time needed to complete
   patients                         prescription
                                •   Time needed to notify
                                    patients of drug recalls
Impact Example (Org Structure)




Source: MedicaLogic. Ambulatory EMR: Establishing a business Case [White paper]
EMR impact –Cost and Revenue
           Impact                      Measurement                       Management
Quicker cloud-base               •   “Meaningful Use” standards •      Synchronize implementation
   implementation = higher           set by Centers for Medicare       timeline with CMS
   chance of MACH to qualify         and Medicaid Services (CMS)       “Meaningful Use” checklist
   for HITECH Act funding
Reduction of overhead costs      •   Time spent on chart-pulls, •      Calculate salary cost based
                                     transcription and other           on hours spent on admin
                                     administrative task               tasks
Increase of per-visit patient    •   Number of patients visit per •    Track number of patients
    charges                          doctor                            visit per doctor before and
                                                                       after EMR
Faster and more accurate billing •   Number of days between        •   Track number of days and
                                     patient visit and invoicing       cases before and after EMR
                                 •   Number of cases of billing
                                     disputes
Cost of implementing EMR      •      Profit and Loss statement     •   Formulate and monitor
   might put MACH in net loss                                          short-term and long term
   position in the short term                                          financial forecast and budget
Impact Example (Cost and Revenue)




Source: MedicaLogic. Ambulatory EMR: Establishing a business Case [White paper]
Ultimate impact of EMR
Recommendation for a good EMR system
Implementing EMR
                             Phase One
                             (2 months)

                                           Designate Project
     Organize Internal                        Manager &
     ERM Committee                        Physician Champion




         Training                          Set Clear Goal for
                                           “Going Live” Date



                         Implementation
                             Budget
Implementing EMR
                            Phase Two
                            (3 months)



 Possible Tasks for after                     Complete Software
      “Going Live”                             configuration &
                                                 Integration




               Conduct
               post go
               reviews            GO LIVE !
Recommendation
                 • Finalize requirement / workflow automation /
Month 1          initial launch goals
                 • Vendor Engagement / Contract Approval
                 • Hardware / Software Review & Acquisition
Month 2          • Steering committee creation
                 • Project plan creation and assignment of
                 internal and vendor resources and project
Month 3          manager
                 • Finalizing implementation Budget
                 • Finalize Integration plan for initial
Month 4          launch with other systems ( practice and
                 hospitals)
                 • Finalize migration /archiving of
Month 5          existing paper records
                 • Hire supporting staff ( temp or permanent)
Recommendation
                 • Initiate Configuration of software template /
Month 1          data import
                 • Initiate h/w acquisition and set up
                 • Initiate Data migration / archiving
Month 2          • Initiate Training
                 • Initiate Systems Integration

Month 3

Month 4

Month 5
Recommendation
                 • Complete the Configuration
Month 1          • Complete the Integration
                 • Complete Training

Month 2

Month 3

Month 4

Month 5
Recommendation
                 • Go Live !
Month 1          • Monitor systems use
                 • Conduct post go live reviews
                 • Identify process improvement opportunities
Month 2          • Ensure EMR adheres to "meaningful use "


Month 3

Month 4

Month 5
Recommendation
                 • Utilize reports / metrics
Month 1          • Provide follow up action plan for ongoing
                 • Support service needs

Month 2

Month 3

Month 4

Month 5
QUESTIONS
Recommendation for a good EMR system
Bibliography

 Centers for Medicare and Medicaid    MedicaLogic. Ambulatory EMR:
 Services; Medicare and Medicaid      Establishing a business Case [White
 Programs, Electronic Health Record   paper]. Retrieved from
 Incentive Program Final Rule.        http://www.blackbookrankings.com/pdf/
 Released July 13, 2010. Accessed     Establishing-a-Business-Case-for-
 October 10, 2010, at                 Ambulatory-EMR.pdf
 http://edocket.access.gpo.gov/2010   http://www.blackbookrankings.com/pdf/
 /pdf/2010-17210.pdf                  Issues-in-EMR-Implementations.pdf

 google.com                           Meaningful use Deconstructed -
 Wikipedia.com                        http://mahit.wikkii.com/wiki/Meaningful
 eClinicalWorks.com                   _Use_Deconstructed
 mckesson.com
Implementation: Phase One - Develop Project Plan
 Objective 1: Designate an Internal Project Manager & Physician Champion
 1. Set clear goal for “going live” date
 2.   Provide vision of long /short term goals
 3.   Help to reduce potential disruption of workflow
 4.   Possible resistance from staff to new systems

 Objective 2: Implementation Budget
 1.   Assess the amount of work and available time
 2.   Evaluate cost of in-house IT support staff
 3.   Review current personnel , redundant staff
 4.   Costs will be high early in implementation
 5.   Increase of per-visit patient charges after implementation
 6.   Formulate 5-7 year forecast and budget
 7.   Budget for Training

 Objective 3: Training
 1.   Vendors will train all staff
 2.   No use of “train the trainer” program
 3.   Provide financial incentives for overtime related to training and learning curve
 4.   Schedule training during slow season
 5.   Acclimated and familiar to new devices before in exam room
Implementation: PhaseTwo-Organize internal EMRcommittee

  Objective 1: Strategy for transition from paper documents
  1. Compliance with federal/state requirements on destruction of medical records
  2. Scanning and shredding paper documents to save on storage costs

  Objective 2: Additional IT support staff
  1. Assist in maintenance and daily IT operations

  Objective 3: Hardware Decisions
  1.   Check for slow, outdated equipment
  2.   Upgrade from “low memory” devices
  3.   Eventual template customization
  4.   Transcriptions will be replaced with template-based documentation

  Objective 4: Tasks after “Going Live”
  1.   Connect multiple lab interfaces
  2.   Designating patient portals
  3.   Gradually customize system
  4.   Monitor progress to see if adjustments may help
eClinicalWorks - Pricing
Meaningful Use
                                             Below are the Meaningful Use requirements
This rule implements the provisions of the
                                             1. Use CPOE
American Recovery and Reinvestment Act
                                             2.   Implement Drug-Drug and Drug-Allergy Checking
of 2009 (ARRA) (Pub. L. 111–5) ARRA set      3.   Use e-Prescribing
aside more than $19 billion in funding for   4.   Record Demographics
medical services providers that make         5.   Maintain a Problem List
"meaningful use" of "certified" EMR          6.   Maintain a Medication List
systems                                      7.   Maintain a Medication Allergy List
                                             8.   Record Vital Signs
                                             9. Record Smoking Status
                                             10. Implement Clinical Decision Support
                                             11. Report Quality Measures
                                             12. Provide Patients with Electronic Copies of Health
                                                 Information
                                             13. Provide Patients with Clinical Summaries
                                             14. Capability to Exchange Clinical Information
                                                 Electronically
                                             15. Protect Electronic Health Information
Cloud is Secure Enough for
                                             the Pentagon.
Security in the cloud                        Why Not for You?

Drawing on the findings from multiple
benchmark studies on best practices in       • Resource relocation: Relocate resources and
content security and security software       data for filtering, traffic controlling,
as a service, analysis shows that users of   verification, encryption and other security
cloud-based web security had                 measures. This ability provides more resilience
substantially better results than users of   against security threats.
on-premise web security
implementations in the critical areas of     • Multifactor authentication: Multi-factor
security and compliance. Compared to         authentication systems combine something
companies using on premise web               you know (password), with something you
security solutions, users of cloud-based     have (hard token), and/or something you are
web security solutions had 58% fewer         (biometric).
malware incidents over the last 12
months, 93% fewer audit deficiencies,        Physical security: Reputable cloud computing
45% less security-related downtime,          vendors often host their systems in facilities
and 45% fewer incidents of data loss         that have much stronger physical security
or data exposure.                            controls with meaningful certifications that
                                             many small-to-midsize companies cannot
                                             provide on their own.
Electronic Medical Records Need MoreTo Support “Meaningful Use”

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Recommendation for a good EMR system

  • 1. Presented by Casey Ryan | Manav Gupta | Michael Budiman | Muhammad Ali Usmani Sajith Kaimal | Temidayo Adebayo
  • 2. Overview MACH Medical Associates of Chestnut Hill MACH needs a system that 3 practices | 24 staff members integrates and supports the following – Standard med practice software 1. Internal / External lab info integration No IT units | lean organization 2. Physical Order entry 3. Health care provider Requires EMR implementation documentation 4. X-ray and procedure results 5. Billing and finance info
  • 3. Compliance MACH HIPPA Mach needs to make sure the EMR system comply with the requirement of one if not all of the following health agencies ARRA EMR CCHIT ELINCS
  • 5. EMR Framework MACH MACH Mission | Strategy | Business Value 1 EMR Recommendation
  • 6. EMR Framework MACH MACH Mission | Strategy | Business Value 1 Mission: Being the premier provider of physicians and healthcare services EMR area by emphasizing in the Efficient , Effective and Innovative Quality care for our Recommendation patients Strategy: Focus on process improvement with enabling technology to achieve increased efficiency. Business Value: Access to hospitals, Improve healthcare , Access to AARP Incentives, Improve Brand
  • 7. EMR Framework MACH MACH Needs Assessment MACH Mission | Strategy | ( Business Context | Users, Business Value Business Process | Compliance) 1 2 EMR Recommendation 3 4 Vendor Research Selection Criteria | (Build vs Buy | SWOT | POCs | Scale | Weightings questionnaires | demos | client references)
  • 8. Build Vs. Buy MACH In-house Vendor-based  Better ability to customize the  Typically low setup cost, product as per business needs economies of scale  Ability to retain direct control  Proven reliability & & privacy of internal functions performance benchmarks  Less time to implement o Not core competency of  Statutory / Legal MACH requirements taken care of o High cost in establishing in- house facility and longer ramp- o Challenges in communication up time of precise requirements o MACH needs to hire qualified o Dependency on vendor for staff support and maintenance
  • 9. Which EMR should MACH use ? Recommendation MACH can go for buying Vendor-based package as it would provide quicker Time-to-Market & a cost-effective solution Building software is not MACH’s core competence & its on the hook to be on EMR in 6 months! Traditional EMR Cloud-based EMR  Virtualization, Remote You can scale only to the computing over network limits of your hardware  Easy Scalability  Better disaster recovery  Security concerns  Pricing based on usage  Easy inter-operability
  • 10. McKesson Specialty Health 1. Healthcare services company -> pharmaceutical solutions | medical supplies | technologies 2. Operates in two business segments 1. Distribution Solutions (97% of total Sales) 2. Technology Solutions 3. Total Revenues 112B (March 2011) 4. Number of Employees: 36,000 5. Strengths-> Market Leadership | Broad Solution Portfolio | Industry Recognition
  • 11. McKesson Lytec MD & RelayHealth 1. Lytec MD combines the practice management features of Lytec 2011 with electronic health record (EHR) 1. Bright Note One Touch Technology 2. RelayHealth connectivity services connects healthcare providers to payors, pharmacies, patients and other providers
  • 12. eClinicalWorks “eClinicalWorks is the only EHR in the marketplace that meets our requirements for full interoperability, 1. Privately-held, leader in advanced security and private cloud hosting,” ambulatory clinical solutions Dr. John Halamka CIO of Beth Israel Deaconess Medical Center and Harvard Medical School 2. Its solutions extend the use of electronic health records beyond practice walls with the latest technologies and create community-wide records 3. Established customer base of more than 55,000 providers & 250,000 plus medical professionals across all 50 states
  • 13. eClinicalWorks On-demand SaaS | Premises Industry Standards client / server 3-tier technology using HTTPs & XML HL7 Continuity of Care Record (CCR) Continuity of Care Document (CCD) Enterprise Business Healthcare Information Optimizer (eBO) to Technology Standards provide more Panel (HITSP) dynamic reporting
  • 14. EMR ratings for MACH Weighs Scores Lytec eClinical MD Works 2.41 2.63 Current Offering 65% 2.42 2.59 EMR /PPM Features 50% 2.42 2.44 Usability 10% 2.60 2.60 Patient access 10% 2.00 3.00 Federal / State Compliance 5% 3.00 3.00 Privacy & Security Protections 10% 2.80 2.60 Integration 5% 2.00 2.00 BI & Reporting 5% 2.00 3.00 Legal Implications 5% 2.40 3.00 Strategy & Cost 30% 2.30 3.00 Market Presence 5% 3.00 1.00
  • 16. EMR impact –Organizational structure Impact Management Current workflow disruption during transition • Schedule training sessions during less busy season • Hire temporary staffs for parallel • Clarify project milestones and phases Potential resistance from physicians and admin • Rally supports from the more vocal and/or staffs during training and learning curve tech-savvy physicians period • Provide big picture of short-term and long- term EMR benefits • Provide financial incentives for overtime related to training and learning curve Administrative staffs reduction • Provide job referrals for impacted staffs • Shift role of impacted staff to another area In-house IT support staff addition • Assess in-house versus 3rd party consultant cost-benefit
  • 17. EMR impact – Process and Output Impact Measurement Management Historical data conversion from • Number of patient charts • Hire temporary admin staffs paper-based to digital for data input and data format integrity check Physicians spend more time on • Physicians’ daily schedule patients than on administrative tasks Patients data are more readily • Number of days needed to available to physicians get information into patient chart • Record and compare Quicker information flow to • Time needed to complete measurement units (in pharmacies and other prescription hours/days) before and after medical institutions • Time needed to process EMR implementation referrals Quicker information flow to • Time needed to complete patients prescription • Time needed to notify patients of drug recalls
  • 18. Impact Example (Org Structure) Source: MedicaLogic. Ambulatory EMR: Establishing a business Case [White paper]
  • 19. EMR impact –Cost and Revenue Impact Measurement Management Quicker cloud-base • “Meaningful Use” standards • Synchronize implementation implementation = higher set by Centers for Medicare timeline with CMS chance of MACH to qualify and Medicaid Services (CMS) “Meaningful Use” checklist for HITECH Act funding Reduction of overhead costs • Time spent on chart-pulls, • Calculate salary cost based transcription and other on hours spent on admin administrative task tasks Increase of per-visit patient • Number of patients visit per • Track number of patients charges doctor visit per doctor before and after EMR Faster and more accurate billing • Number of days between • Track number of days and patient visit and invoicing cases before and after EMR • Number of cases of billing disputes Cost of implementing EMR • Profit and Loss statement • Formulate and monitor might put MACH in net loss short-term and long term position in the short term financial forecast and budget
  • 20. Impact Example (Cost and Revenue) Source: MedicaLogic. Ambulatory EMR: Establishing a business Case [White paper]
  • 23. Implementing EMR Phase One (2 months) Designate Project Organize Internal Manager & ERM Committee Physician Champion Training Set Clear Goal for “Going Live” Date Implementation Budget
  • 24. Implementing EMR Phase Two (3 months) Possible Tasks for after Complete Software “Going Live” configuration & Integration Conduct post go reviews GO LIVE !
  • 25. Recommendation • Finalize requirement / workflow automation / Month 1 initial launch goals • Vendor Engagement / Contract Approval • Hardware / Software Review & Acquisition Month 2 • Steering committee creation • Project plan creation and assignment of internal and vendor resources and project Month 3 manager • Finalizing implementation Budget • Finalize Integration plan for initial Month 4 launch with other systems ( practice and hospitals) • Finalize migration /archiving of Month 5 existing paper records • Hire supporting staff ( temp or permanent)
  • 26. Recommendation • Initiate Configuration of software template / Month 1 data import • Initiate h/w acquisition and set up • Initiate Data migration / archiving Month 2 • Initiate Training • Initiate Systems Integration Month 3 Month 4 Month 5
  • 27. Recommendation • Complete the Configuration Month 1 • Complete the Integration • Complete Training Month 2 Month 3 Month 4 Month 5
  • 28. Recommendation • Go Live ! Month 1 • Monitor systems use • Conduct post go live reviews • Identify process improvement opportunities Month 2 • Ensure EMR adheres to "meaningful use " Month 3 Month 4 Month 5
  • 29. Recommendation • Utilize reports / metrics Month 1 • Provide follow up action plan for ongoing • Support service needs Month 2 Month 3 Month 4 Month 5
  • 32. Bibliography Centers for Medicare and Medicaid MedicaLogic. Ambulatory EMR: Services; Medicare and Medicaid Establishing a business Case [White Programs, Electronic Health Record paper]. Retrieved from Incentive Program Final Rule. http://www.blackbookrankings.com/pdf/ Released July 13, 2010. Accessed Establishing-a-Business-Case-for- October 10, 2010, at Ambulatory-EMR.pdf http://edocket.access.gpo.gov/2010 http://www.blackbookrankings.com/pdf/ /pdf/2010-17210.pdf Issues-in-EMR-Implementations.pdf google.com Meaningful use Deconstructed - Wikipedia.com http://mahit.wikkii.com/wiki/Meaningful eClinicalWorks.com _Use_Deconstructed mckesson.com
  • 33. Implementation: Phase One - Develop Project Plan Objective 1: Designate an Internal Project Manager & Physician Champion 1. Set clear goal for “going live” date 2. Provide vision of long /short term goals 3. Help to reduce potential disruption of workflow 4. Possible resistance from staff to new systems Objective 2: Implementation Budget 1. Assess the amount of work and available time 2. Evaluate cost of in-house IT support staff 3. Review current personnel , redundant staff 4. Costs will be high early in implementation 5. Increase of per-visit patient charges after implementation 6. Formulate 5-7 year forecast and budget 7. Budget for Training Objective 3: Training 1. Vendors will train all staff 2. No use of “train the trainer” program 3. Provide financial incentives for overtime related to training and learning curve 4. Schedule training during slow season 5. Acclimated and familiar to new devices before in exam room
  • 34. Implementation: PhaseTwo-Organize internal EMRcommittee Objective 1: Strategy for transition from paper documents 1. Compliance with federal/state requirements on destruction of medical records 2. Scanning and shredding paper documents to save on storage costs Objective 2: Additional IT support staff 1. Assist in maintenance and daily IT operations Objective 3: Hardware Decisions 1. Check for slow, outdated equipment 2. Upgrade from “low memory” devices 3. Eventual template customization 4. Transcriptions will be replaced with template-based documentation Objective 4: Tasks after “Going Live” 1. Connect multiple lab interfaces 2. Designating patient portals 3. Gradually customize system 4. Monitor progress to see if adjustments may help
  • 36. Meaningful Use Below are the Meaningful Use requirements This rule implements the provisions of the 1. Use CPOE American Recovery and Reinvestment Act 2. Implement Drug-Drug and Drug-Allergy Checking of 2009 (ARRA) (Pub. L. 111–5) ARRA set 3. Use e-Prescribing aside more than $19 billion in funding for 4. Record Demographics medical services providers that make 5. Maintain a Problem List "meaningful use" of "certified" EMR 6. Maintain a Medication List systems 7. Maintain a Medication Allergy List 8. Record Vital Signs 9. Record Smoking Status 10. Implement Clinical Decision Support 11. Report Quality Measures 12. Provide Patients with Electronic Copies of Health Information 13. Provide Patients with Clinical Summaries 14. Capability to Exchange Clinical Information Electronically 15. Protect Electronic Health Information
  • 37. Cloud is Secure Enough for the Pentagon. Security in the cloud Why Not for You? Drawing on the findings from multiple benchmark studies on best practices in • Resource relocation: Relocate resources and content security and security software data for filtering, traffic controlling, as a service, analysis shows that users of verification, encryption and other security cloud-based web security had measures. This ability provides more resilience substantially better results than users of against security threats. on-premise web security implementations in the critical areas of • Multifactor authentication: Multi-factor security and compliance. Compared to authentication systems combine something companies using on premise web you know (password), with something you security solutions, users of cloud-based have (hard token), and/or something you are web security solutions had 58% fewer (biometric). malware incidents over the last 12 months, 93% fewer audit deficiencies, Physical security: Reputable cloud computing 45% less security-related downtime, vendors often host their systems in facilities and 45% fewer incidents of data loss that have much stronger physical security or data exposure. controls with meaningful certifications that many small-to-midsize companies cannot provide on their own.
  • 38. Electronic Medical Records Need MoreTo Support “Meaningful Use”

Hinweis der Redaktion

  1. MACH is a group of 24 internal medicine physicians and associated professionals including nurse practitioners, physician assistants, and supporting nurses.MACH physicians see patients at Newton Wellesley Hospital, Mass Eye and Ear, and the Faulkner Hospital.MACH is required to implement patient electronic medical records (EMR) by one of their hospital partners or lose its privileges at the hospital.MACH as no IT units and they ran a lean organization making it difficult to change.Mach needs a system that integrates and supports the following to make them more competitive:·  Internal and external Labs information                            integration·   Physician order entry·   Health care provider documentation·   Lab, x-ray and procedure results·   Medication management·   Billing and finance informationEMR will increase the number of Patients physician see per hour
  2. The EMR system must comply with minimum regulatory requirement - Mach needs to make sure the EMR system comply with the requirement of one if not all of the following health agencies:·         Health insurance portability and accountability act of 1996 (HIPAA)·         American Recovery and Reinvestment Act of 2009 (ARRA)·         Certification Commission for Healthcare IT (CCHIT)·         EHR-Lab Interoperability and Connectivity Standards (ELINCS)