[MT-L] Community hospitals 250 beds or less - CPOE questions
Susan Schooley
We would like to poll other small community hospitals that have mandated CPOE as to how you deal with physicians who do not come very often to the hospital to assure that they are / and stay proficient in using POM?
Also, we are curious regarding the training/ support structure you had in place both during and after implementation.
Any suggestions are welcome! Thanks!
Regards,
Sue
Susan Schooley BS, RN-BC
Senior Clinical Systems Analyst
Union Hospital of Cecil County
Elkton, Maryland
443-406-1338
ssch...@uhcc.com
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MUSE
How about a presentation called "Successfully Deploying CPOE in the
Community Hospital Setting"?
See the details below, along with other presentations that refer
specifically to physician adoption. They will all be offered at the MUSE
conference: http://www.museweb.org/schedule_glance
Alan Sherbinin
MUSE CEO
mu...@museweb.org
877-491-4703 ext. 8
Mercy Medical Center: Successfully Deploying CPOE in the Community Hospital
Setting
Presenter: Kristi Yamilkoski
Organization: Mercy Medical Center, Cedar Rapids, Iowa
Abstract: Ten years after the landmark report "To Err is Human", the
nation's healthcare system finds itself at a crossroads. Despite clear
evidence, the industry has failed to capitalize on the promise of better
outcomes and lower costs through automation. Numerous studies have reported
opportunities to reduce errors by greater than 80% through Computerized
Physician Order Entry. Yet barely one-third of hospitals have purchased some
form of CPOE, and even in these rare cases, fewer than 10% of physicians
actually make use of the system to enter their orders. The challenges are
even greater in community hospitals - not all physicians are employed by the
hospital; many have independent practices in the community; they often admit
patients to multiple hospitals; and they spend limited time at the hospital
each day.
Regardless of the reasons for the failure of CPOE, hospitals must now
reconsider this functionality as part of the Meaningful Use objectives,
which requires 100% physician adoption within three short years. New and
unique approaches to physician order entry will be required to increase
physician adoption and help hospitals maximize their HITECH Stimulus
incentives.
Mercy Medical Center, a Cedar Rapids, Iowa-based, community hospital and big
MEDITECH user, with 10,500 admissions and 350 beds, was faced with these
very challenges to deploying a CPOE solution. In this session, learn the
roadblocks faced in establishing a successful CPOE system within the
community hospital setting and the process of selecting and implementing a
CPOE solution.
This session will address:
. Best practices for deploying a CPOE solution in a MEDITECH community
hospital setting
. Real-world benefits and examples of CPOE success
. The role of CPOE in achieving meaningful use and securing stimulus
funds
. Leveraging CPOE to decrease medical errors
. Rolling out CPOE without interfering in how physicians practice
medicine
. Using CPOE to ensure industry and hospital compliance
. How CPOE enables knowledge sharing amongst physicians
. The role of CPOE within the larger healthcare IT ecosystem
Kristi Yamilkoski is a Clinical Project Manager at Mercy Medical Center in
Cedar Rapids, Iowa. Kristi began working at Mercy as a Dialysis Technician
in 1992. After receiving her B.S. in Health Services Administration she
spent three years working in the Outpatient Therapy setting as a Business
Manager. She returned to Mercy in 2005 as a Clinical Project Manager in
Information Services.
============================================================================
=
MEDITECH 6.0: Advanced Clinical Implementation from a Physician's Vantage
Point
Presenter: Dr. Luke Webster and Mike Piasecki
Organization: Dearborn Advisors, LLC
Abstract: Focusing on implementation of CPOE and ED documentation in 6.0,
the presenters (a physician and a subject matter expert) will discuss
ordering, physician documentation and discharging. A strategic view of 6.0
will also be discussed including adoption by physicians and clinicians, the
role of governance, and what needs to be in place for successful
implementation.
Luke Webster, M.D. has over 15 years of clinical and healthcare information
technology experience. In his role with Dearborn Advisors, Dr. Webster
specializes in clinician adoption, clinical transformation, process
improvement and evidence-based medicine work. In his most recent project,
Dr. Webster served as the Physician Lead advising on clinician adoption for
a new MEDITECH 6.0 implementation that was implementing MEDITECH's advanced
clinicals. Prior to joining Dearborn, Dr. Webster was a senior physician
with The Southeast Permanente Medical Group in Atlanta. He has also served
as the Physician Lead for the EPIC MyChart implementation, practiced adult
Psychiatry and was the Medical Director for Behavioral Health Quality and
Resource Management-Inpatient. Dr. Webster has worked on many clinician
adoption-related projects, including Epic Ambulatory implementation, change
leadership, process redesign, and clinical workflow standardization and
improvement, as well as strategy development initiatives.
Mike Piasecki, Senior Associate at Dearborn Advisors, LLC, has over 14 years
of experience with Healthcare Information Systems. Mike has worked in both
the vendor and customer sides of Health Information Technology. His
expertise is in implementing and optimizing the MEDITECH Patient Care
System, Emergency Department Management, Bedside Medication Verification,
and Ambulatory Order Management Applications. Most recent accomplishment was
a 6.0 Go LIVE with the full complement of MEDITECH's Advanced Clinical
Applications. Prior to joining Dearborn Advisors, he worked at MEDITECH.
While there, he supported a variety of clinical applications for many
clients. He also worked in the Development Division, designing and testing
one of the company's newer applications, Oncology Management.
============================================================================
=
Evolution of a New CMIO Role in a Multi-Hospital Setting - A Case Study
Presenter: Rebecca DiSalvo, MD
Organization: Dearborn Advisors, LLC
Abstract: How is a newly appointed Chief Medical Information Officer (CMIO)
going to be successful in an environment with minimal established physician
leadership? This discussion will provide the audience with an overview of
establishing a system level CMIO position in a large multi-hospital setting.
It will provide insight into governance models, physician engagement and
adoption strategies, as well as necessary areas of CMIO involvement in the
standardization and implementation of advanced clinical systems.
Rebecca R. DiSalvo, MD, is a Board Certified Internist with more than 14
years of inpatient experience. She served as CMIO for multi-hospital IDN in
the Midwest for four years (OhioHealth) where the focus was on physician
adoption, clinical systems strategic planning and implementation of CPOE.
Dr. DiSalvo joined Dearborn Advisors in 2008 and through that relationship
has been serving as the interim CMIO at Hospital Sisters Health System where
they are actively implementing MEDITECH Clinical Systems over their 13
hospital system.
============================================================================
=
Aligning Physicians Within Your Community
Presenter: Sara Schaeffner
Organization: Dell Perot Systems
Abstract: Given the operational impacts of healthcare reform legislation,
the struggling US economy, and competition in the marketplace, the alignment
of hospital and physician practice operations has become an important
element of every hospital's strategic plan. Indeed, patient care and a
hospital's ability to prosper are very much dependent upon having strong
operational and data sharing relationships between hospitals and physician
practices. Therefore, it is critical that hospital leadership is poised to
address the new operational and technological requirements that productive
hospital/physician interoperability schemas will introduce.
Maintaining data integrity while improving process workflow will be key to
preserving patient and provider satisfaction as well as to promoting
operational efficiencies. Some key areas that will be impacted as
interoperability is implemented are:
. Appointment scheduling
. Patient registration and in-take
. Primary and specialty care physician referrals and eligibility
checks
. The secured sharing of practice-level and hospital clinical date
("durable"/episode of care)
. The processing of orders/requisitions from the practice to hospital
service centers
. The processing of clinical results (per orders and requisitions)
from the hospital service center to the practice
. The flow of patient billing data required to process timely and
accurate hospital and practice claims
Is your organization adequately positioned to respond to physicians' needs
for an integrated delivery system that optimizes patient care/satisfaction,
maximizes reimbursements, streamlines staff productivity, minimizes costs,
and allows physicians to focus on delivering patient care? Where might
challenges develop in the areas relative to thought leadership and workflow
redesign, hardware/infrastructure procurement and deployment, application
services (implementation, training, support, hosting), and other related
services (web-delivered reporting, revenue cycle services, patient portals
etc.)? Achieving interoperability goals is a daunting but worthwhile
challenge - one that will call for Information Technology leaders to be well
prepared with vision, methods, and tools.
This session will help you to better understand your roadmap to success.
Join us to explore the path to operational and technological alignment.
Sara Schaeffner is Managing Director of the MEDITECH Consulting Services
Group within Dell Services. Sara joined the company in 2004 and has served
in various leadership roles since that time, including Director of Product
Management, Vice President of Technology Integration, and Managing Director
of International Healthcare Services. In her current role, Sara is
responsible for leadership of the MEDITECH practice group, including quality
assurance, customer and employee satisfaction, and growth. She also
maintains responsibility for leadership and expansion of healthcare services
internationally.