GE Healthcare Camden Group Insights Blog

New Download: Building the Information Management and Data Governance Strategy for Value-Based Care

Posted by Matthew Smith on Aug 6, 2015 10:37:35 AM

This new download from GE Healthcare Camden Group focuses on how successful organizations:

  • Identify current information technology solution needs and challenges
  • Categorize existing issues in capturing and aggregating data as well as translating this information into clinical workflows
  • Create the blueprint for an information management and data governance strategy
  • Document and prioritize steps related to the "future state" information technology solutions framework and management strategies needed to support current and future business needs.

To download the PDF document, please click the button below to access the download page.

Data Governance, Value-Based Care, Population Health

Topics: Value-Based Care, Population Health, HIT, HealthIT, Data Governance

Building the Data Governance Strategy for Effective Population Health Alliances

Posted by Matthew Smith on Aug 5, 2015 12:42:52 PM

By Tara Tesch, MHSA, Senior Manager, GE Healthcare Camden Group

This is the third of three articles in the Population Health Alliances series. The first article examined physician engagement strategies and detailed specific strategies that have proven successful for alliances. The second article focused on the value of true care redesign.

High-performing organizations possess robust information technology ("IT") infrastructure and associated tools to deliver, track, and document patient-centered, evidence-based care at the point of service and can disseminate actionable and meaningful data quickly and transparently. IT infrastructure implementation is an iterative process and rarely do organizations have a “fully baked” IT solution at the onset of implementation.

There is no single vendor that can provide a comprehensive data analytics solution to meet all needs (see graphic below) at this time.

 Future State CI Network Platform

Population Health, Data Governance

© The Camden Group 2015

In order to truly impact how care is delivered, end users must have actionable information in real time to support care redesign efforts. Providing patient-relevant decision support at the point of care can improve provider effectiveness in delivering appropriate and necessary interventions, furthering the organization’s goals of improving individual and population health. Too many organizations stall in developing their IT infrastructure by letting “great get in the way of good.” IT should support the care not drive it, therefore, systems and tools must translate and support care redesign. Too much data that is not well organized or analyzed can simply create confusion and cloud the necessary focus required to impact population health.

It is critical for population health alliances to have a well thought-out IT strategy and data management plan that will provide connectivity between members. The strategy should call for a means to collect the data, offer a robust tool to aggregate the data, and support reporting that will translate information into behavioral change and allow providers to more effectively communicate with and engage patients. The key factor for success: build your strategy beginning with the end in mind.

 Data Governance Strategy Build

© The Camden Group 2015

Success begins with the development of an information management and data governance strategy, which includes a data governance structure (who is going to own it, clean it, analyze it), organizational structure (what resources and types are required), and core data needs (reportable, transactional). An objective of the strategy is to take data and create meaningful information that leads to action-oriented knowledge. Out of the strategy, capabilities will be identified that drive interoperability and analytics requirements. These requirements should provide the criteria for selecting health information technology (“HIT”) that support the business and clinical needs of the alliance. Avoid buying the tool then trying to create a strategy around it; this will inevitably fail.

Defining Objectives

Designing the data strategy requires a sophisticated understanding of the alliance’s business and clinical objectives, clinical guidelines and care processes, and requirements of analytics to support these activities. First, define the end goal (outputs) such as care management or value-based contracting, and identify the data sources that will be used (i.e., EHR, claims, ADT, etc.). Next, determine how the data will be used to support the outputs; will it be reportable and retrospective (e.g., risk stratification, predictive modeling, scorecards) or transactional and action-oriented (e.g., point of care, gap closure, alerts, real time analysis to support decision-making).

To be successful, this planning process must include clinical/operational leadership (e.g., chief medical informatics officer, care management leads), in addition to finance and the member organization chief information officers. Staffing should include a data architect and a clinical informaticist able to translate the data into clinically meaningful information.

Once the strategy has been defined, identify the data requirements and associated capabilities. This may include standard processes and reporting templates – tools to automate the current state and optimize care delivery. Next, select a vendor that either has the ability to grow with your organization as it evolves or decide to pursue a “plug and play” vendor approach. Either way, the vendor must support the alliance’s CIN data requirements and capabilities.

In the end, it is critical to maintain strong, positive relationships with clinicians during the design and development of these key technology capabilities. Clinicians drive the clinical care of patients and care models to support the delivery of clinical protocols. Organizational and individual needs will evolve based upon initial successes and challenges, and clinicians will bring forth a multitude of suggested and needed changes after the initial “go live.” Technology is the tool to support the clinical requirements, and developing ongoing processes to solicit clinician feedback for continued improvement is an important contributor to long-term success.

Data Governance, Value-Based Care, Population Health

Ms. Tesch is a senior manager with GE Healthcare Camden Group in the clinical integration practice with more than 18 years of experience as a healthcare leader and strategist. Ms. Tesch specializes in value-based care delivery strategic planning, CIN development and implementation for commercial, Medicare, and Medicaid populations, health information technology data governance and analytics strategy, as well as care management strategy, design, and implementation. She has worked with a variety of healthcare providers, including integrated delivery networks, academic health centers, regional referral centers, rural community providers, and national non-profit and faith-based health systems. She may be reached at tara.tesch@ge.com

Topics: Population Health, HIT, HealthIT, Data Analytics, Population Health Alliance, Tara Tesch, Data Governance

10 Key Indicators of Clinical Integration Success

Posted by Matthew Smith on Jun 23, 2015 10:14:10 AM

By Megan Calhoun, MS, MSW and Teresa Koenig, M.D., MBA, The Camden Group

ci_2-resized-600.jpgAs healthcare organizations are looking for strategic initiatives to transport them into the future, clinical integration is often the plan. Clinical integration is the answer for provider practices and/or systems that are ready to move into the “new normal.” However, clinical integration requires more than organizational realignment and a commitment to the Triple Aim. Developing an effective clinically integrated network demands commitment and investment in a complete clinical care model redesign focused on team-based, patient-centric care along with the necessary infrastructure to enable this change. Clinical integration requires several key components for success. When is an organization ready to take this next step toward clinical integration? Below are ten key indicators that an organization’s efforts are poised for success.

1.  Primary Care Geographic Coverage of the Target Market

When considering a clinically integrated network, the expansiveness of the primary care network is a critical component. In a clinical integration model, primary care is a pivotal access point to the system, and the primary care physician works alongside the patient to drive the care plan. Geographic coverage not only refers to an adequate number of primary care physicians, but also to the presence of extended hours sites, urgent care clinics, or telephonic triage services.  All of these access sites can assist in directing patients, who may otherwise access the emergency room inappropriately or not access care at all, to the right care at the right place at the right time. 

2.  Affiliation or Ownership of Services Along the Continuum

A fully integrated care model with services across the continuum is a central tenet for success. Gaps in coverage along the continuum can lead to insufficient knowledge transfer among physicians, poor hand-offs, and a high risk for complications during transitions in care. The delivery network must include ambulatory, acute care, and post-acute services through ownership or affiliation. Additionally, the network should be linked with community agencies that can provide psychosocial supports, preventive care, and education, as well as integrating these services into the care planning when necessary.

3.  Scalable Care Models and Information Technology (“IT”) Systems

A clinically integrated network must maintain an infrastructure that can adapt as the network grows. Patient workflows, care models, and staffing models must be developed such that they are scalable as the network continues to grow. Similarly, the IT systems in place to enable these work flows should be able to mirror the growth of the delivery network. Interoperability, cost, and ease of implementation should all be considered. The IT should support the needed care models across the continuum.

4.  Established Quality Improvement and Process Improvement

Clinical outcomes, patient satisfaction, and patient safety are critical to the success of the clinically integrated network. Value-based payment models utilize process and outcomes-based metrics to determine reimbursement. To continuously improve in these areas, a clinically integrated network relies on ongoing quality improvement initiatives with an established framework for process improvement. 

5.  Population-Based Reporting On Clinical Quality and Financial Outcomes

In order to educate members of the network on their performance, the network should have the capability to conduct analytics and reporting for both patient and population management. Clinical integration relies on clinical model transformation; clinical transformation can only occur with enough data to produce information that will drive this change. Physicians need information on their clinical outcomes, adherence to protocols, and value-based metrics. Transparency in these reports (including the financial results) is critical to physician behavior change. 

6.  Providers and Facilities Across the Continuum With Aligned Incentives and the Same Strategic Goal

In the past, physician and hospital incentives have not always aligned. Clinical integration requires a re-wiring of these incentives. Trust must exist between providers and facilities. In a clinically integrated network, all providers are working towards the same organizational goals. Providers must work together towards the Triple Aim and develop mutual respect – and rewards – for everyone’s involvement and input in this effort. 

7.  Established Evidence-Based Guidelines

Evidence-based guidelines are key to reducing variability among physician practice patterns. Established guidelines and protocols ensure that providers are following standards that result in the high-quality care – consistently across the network. Additionally, these guidelines eliminate unnecessary utilization of healthcare services. Evidence-based guidelines should be embedded in the technology tools that physicians utilize. Physicians must lead the charge in developing, utilizing, and monitoring adherence for the use of guidelines and protocols. Reports of non-adherence should be made available to the clinically integrated network’s leadership, and processes for remedial action need to be established for providers who routinely vary from the established protocols. 

8.  Regular Education for Providers and Staff

The healthcare environment is changing at a rapid pace. Clinically integrated networks must continually educate their physicians and staff on these changes. Rigorous training programs focused on standards of practice should occur regularly. Changes in reimbursement, care models, coding requirements, IT systems and capabilities, and organization-wide goals should be regularly distributed with timely education sessions. Care management staffs need significant training to ensure they are providing adequate support to providers and are working to the top of their license.

9.  Interdisciplinary Care Teams

To continuously improve quality and patient satisfaction, clinically integrated networks require interdisciplinary teams to provide care to their highest risk patients. The use of an interdisciplinary team could include the involvement of primary care physicians, specialists, care managers, social workers, pharmacists, dieticians, or any other ancillary provider. The team works together towards a single care plan for the patient. 

10.  Aligned Vision that Focuses On the “We” Not the “Me” 

Clinical integration requires significant cultural change. It is a mindset based on accountable care, where the entire care team is responsible for providing high-quality care. The vision for clinical integration must be ingrained in all physicians and staff as they work to achieve a common goal. No longer can physicians be worried only about their individual performance but rather the care of their patients across the continuum. The clinically integrated network needs to concern itself with its population of patients and how appropriate interventions and utilization of care can improve the health of the population. 


Ms. Calhoun is a senior consultant with The Camden Group and specializes in the areas of care management strategy and design, strategic and business planning analysis, accountable care organization applications, development and implementation, and the development of clinically integrated organizations. Ms. Calhoun has supported numerous clients with the completion of Medicare Shared Savings Program (“MSSP”) applications and implementation strategy and planning. Her experience includes care model design and implementation that spans the continuum. She may be reached at mcalhoun@thecamdengroup.com or 310-320-3990.   


koenig_headshot.pngDr. Koenig is a senior vice president with The Camden Group who specializes in developing and designing clinical integration strategies, medical management programs, and value-based care delivery and payment models. She has worked with a variety of healthcare organizations, from individual physician groups and health systems to academic health systems and Fortune 50 companies, guiding them as they look for solutions to their specific challenges. Dr. Koenig is skilled in utilization and quality management, including setting metrics to help organizations deliver accountable care, as well as in the development of provider networks and incentive systems. She may be reached at tkoenig@thecamdengroup.com or 310-320-3990.   

Topics: Clinical Integration, Population Health, HealthIT, Care Continuum, Teresa Koenig MD, Megan Calhoun

Top 10 Trends and Implications for Medical Groups in 2015

Posted by Matthew Smith on Jan 27, 2015 2:23:00 PM
By Mary Witt, MSW
Senior Vice President, The Camden Group

016_healthcare_consultant.juSuccess in 2015 requires clear thinking and decisive action. Whether independent or hospital/system-owned, medical groups cannot continue to do business as usual and expect to succeed in 2015. Increasing financial pressures, the move to fee-for-value, and increased expectations for quality require new ways of doing business. Here are the top 10 trends for 2015 that can provide direction and focus as medical groups plan for the year ahead.

1. A focus on performance optimization is necessary for success. Medical groups can no longer be satisfied with median performance. Medical groups that are not pushing themselves to excel will find themselves left behind as top performers emerge and gain market dominance. Also, as financial pressures increase for hospitals and health systems, they will no longer be able to sustain the high losses experienced by many hospital-owned medical groups. It is critical that medical groups assess their performance as compared to industry best practices and implement a performance improvement plan to address any deficits. To sustain forward momentum, medical groups should establish clear accountabilities for performance throughout the medical group by creating measurable performance standards, continually measuring performance against targets through the use of dashboard reports, developing action plans to address variances, and incorporating performance expectations into job descriptions.

2. Patient collections cannot be ignored. With the increase in high deductible plans and patient copays, medical groups are seeing a significant increase in the dollars owed by patients. Therefore, an effective patient collection process that starts when the appointment is scheduled is critical to ensuring that all revenue owed is collected. When the appointment is scheduled, patients should be informed of copay and deductible amounts as well as outstanding balances, and the expectation that payment is due at the time of the visit should be established. Time of service collections should include collection of all monies owed for the services provided that day as well as any outstanding balances.

3. 2015 brings increasing competition from nontraditional organizations. New, non-traditional competitors are entering the outpatient medical care market. Retail firms such as WalMart, Walgreen’s, CVS, and RiteAid have created primary care clinics; while some have partnered with local providers, more often they have created their own clinics or partnered with national firms. Target and Kaiser Permanente have developed a partnership to provide primary and specialty care in clinics in Target stores that will be open to nonKaiser enrollees. Payers such as Anthem California are marketing e-visits directly to their enrollees bypassing the traditional in person physicianpatient relationship. Partnering with non-traditional organizations is an option that should be assessed as well as considering non-traditional practice locations. It is important to understand what patients want and expect of the practice to retain them. Regularly survey patients about their experience with the practice; consider the use of focus groups to gather more in-depth data on what is important to them.

4. Physician compensation models require redesign. As medical groups prepare for fee-for-value payment, increasing competition, and a focus on quality, there is likely a need to redesign their compensation model to better align incentives with the new environmental realities. What worked in the past is unlikely to work in the future. It is important to understand how quickly the market is shifting from fee-for-service to value-based payment in order to determine what needs to be changed and how quickly it needs to happen. Medical groups will want to develop a road map to broaden compensation incentives to prepare for fee-for-value payments. Consider adding incentives for care coordination, quality, and efficiency in addition to productivity. Initially, it may make sense to devote a small percentage of compensation to these new metrics to prepare for the future if the market is not demanding immediate change.

5. Transparency is becoming increasingly important. The era of transparency in cost and quality is here. Payers are publishing provider charges by Current Procedural Terminology (“CPT”) code; CMS has published Medicare payments made to physicians. Employers are demanding price transparency, especially as they move to high deductible plans and pass more cost on to their employees. States are creating multipayer pricing databases based on payer claims data and providing access to consumers. Many new websites enable consumers to shop price and quality. Quality is being tracked more vigilantly, and quality scores are readily available to the consumer through a variety of websites. With all of this data available, it is important that medical groups understand how their pricing and quality compare to their competitors and take action to ensure that high prices and poor quality do not cost them patients.

6. Mastery of technology cannot be ignored. Medicare demands that medical groups report on quality or face penalties, and payers increasingly link payments to quality reporting or results. Therefore, medical practices need to be able to collect, analyze, and exchange data. Also, as expenses increase, and operational demands become increasingly complex, the ability to automate work is critical to improving efficiency. New care models increasingly rely on real-time access to patient clinical data as well as access to tools such as telemedicine or health monitoring devices. Effective use of technology to improve results is a necessary element for future success. Evaluating current work flows and looking for inefficiencies (e.g., duplicate data entry, multiple handoffs) can lead to identifying opportunities for automation. Explore the use of telephone technology to automate tasks such as appointment and payment balance reminders. Participate in a health information exchange that provides two-way communication and clinical results with hospitals, referring physicians, and other health providers. Use an electronic health record to assist clinicians in the care of their patients; the use of real-time prompts assists physicians in performing preventive services and informs them when test results are outside of normal.

7. Managing a population of patients requires new care delivery models. Managing a population of patients requires a change in how care is delivered. The focus is no longer on episodic care, but instead focuses on managing the total healthcare needs of a population of patients. The emphasis shifts to “providing the right care at the right time in the right place.” Redesigning care involves transforming both how care is delivered and who delivers the care. Re-examine roles within the practice to ensure that everyone is working to the top of their license/expertise. Successful management of a population of patients requires an expanded team approach to care. New care team members can include advanced practice clinicians, care managers, social workers, pharmacists, nutritionists, and health coaches with leadership and direction provided by the physician. Reexamine the workflow in the office to assure that as the care model evolves, the work flow is adapted to facilitate efficient use of space and staff. Explore the feasibility of using e-visits, tele-health, and group visits to improve access, responsiveness, and maximize patient engagement. Consider the operational and financial feasibility of implementing Medicare’s newly reimbursed chronic care management.

8. Patient engagement leads to better outcomes. Patients actively engaged in their care have better outcomes and utilize fewer health resources. In order to maximize patient engagement, medical practices must move from telling patients what to do to assisting them to develop the knowledge, skills, and confidence necessary to be an active partner in their care. Train physicians and staff on communication skills and motivational interviewing and integrate expectations into physician and staff performance expectations. Ensure that patients are actively engaged in discussing their health and developing their care plan. The use of patient portals can be an effective means of maintaining communication with patients and monitoring their adherence to care plans.

9. Patient demand for access is not going away. Thus, ensuring timely patient access has to be a medical group priority if the practice is to have satisfied patients. To understand patient access, routinely monitor third next appointment availability. Calculate the practice’s patient demand versus practice capacity, and implement strategies to increase capacity as needed. Consider allowing patients to schedule their own visits through a patient portal, providing evening and weekend hours, offering e-visits, and communicating by email and text. Practices should also employ strategies to facilitate regular communication with their patients through e-mail blasts, texting, and social media.

10. Physicians will continue to move toward the employment model. As the complexity of medical practice and economic pressures increases, and the demand for capital for practice infrastructure (e.g., electronic health record, care team staffing) grows, more physicians are choosing to become employed, and that trend is likely to accelerate over the next few years. This provides opportunities for existing medical groups and hospitals/health systems to add physicians to their practices as they seek to capture a greater population. To ensure a successful employment relationship, medical groups and physicians both need to clearly define their goals and expected outcomes and then develop a set of criteria to guide decisions as opportunities are considered.

As medical groups grapple with the many challenges of 2015, it is important to focus on optimizing performance and preparing for value-based reimbursement by meeting the needs of patients efficiently and effectively. Concentrate on how to create a strategic advantage by establishing capabilities or attributes that will distinguish your group from competitors. In difficult times like these, superior, nimble, focused performance will lead to success.

Mary Witt, The Camden Group, Physician ServicesMs. Witt is a senior vice president with The Camden Group and has over 25 years of healthcare experience. She has held management positions in hospitals, health systems, and management services organizations (MSOs). She has extensive experience in medical group and integrated delivery system development and management. This includes developing patient-centered medical homes, practice management, performance improvement, physician compensation, managed care, strategic planning, healthcare marketing, and physician recruitment. She may be reached at mwitt@thecamdengroup.com or 424-201-3971.


Topics: Clinical Integration, Population Health, HIT, HealthIT, Mary Witt, Medical Group, Medical Groups, Clinically Integrated Networks, Physician Compensation, Patient Engagement, The Camden Group, Trends

Infographic: Physician Adoption of Health IT

Posted by Matthew Smith on Sep 25, 2014 11:06:00 AM

Infographic, Health DirectionsThe Deloitte Survey of U.S. Physicians provides data-driven insights on physicians’ perceptions of the health care system and their thoughts on health care reform. Research conclusions include their perspectives and attitudes about health care reform, the future of the medical profession, and HIT. As they have done in past years, the Deloitte Center for Health Solutions conducted a survey and compiled the findings in an infographic, below.

The survey polled a nationally representative sample of up to approximately 600 U.S. primary care and specialist physicians to understand their perspectives and attitudes about health care reform, the future of the medical profession, and HIT.

Most U.S. physicians are concerned that the future of the medical profession may be in jeopardy and consider many changes in the market to be a threat. They believe that the performance of the U.S. health care system is suboptimal, but the Affordable Care Act is a good start to addressing issues of access and cost.

Key takeaways:

  • Nine out of 10 physicians are interested in mobile health technology; those who are not tend to be older and have long-established solo practices.
  • Users of the technology outnumber non-users in favoring its benefits for accessing clinical information, researching diseases and treatments, and pursuing continuing education.
  • Three out of four physicians say EHRs increase costs and do not save time.
To view a larger version of the HealthIT infographic, click here

Infographic, EHR, EMR, HealthIT, HIT, Health IT

Topics: EHR, EMR, HIT, Health IT, HealthIT, Infographic, Mobile Health, mHealth

HIMSS: Revenue Cycle, Financial Modeling Draw Hospital Interest

Posted by Matthew Smith on May 7, 2014 2:19:00 PM

Revenue Cycle, KPI, Health Directions

Revenue cycle and financial modeling applications are positioned for accelerated growth among hospitals, according to data from the HIMSS Analytics Essentials of the U.S. Hospital IT Market, Spring 2014 Edition. The Spring 2014 report evaluates the health IT applications most used by hospitals across the United States.

Using data from the HIMSS Analytics® Database, the report profiled 26 operational applications being used in hospitals across the U.S. and conducted a matrix analysis of their market penetration (saturated, mature to maturing) against their projected sale volumes (decelerating, marginal to accelerating). Bed management, ERP and financial modeling technologies were observed as notable opportunities for health IT vendors, having both a maturing market penetration status and an accelerated projected sales volume.

“The first-time sales outlook for these three operational applications is grounded in the industry’s ongoing efforts to create a cost-efficient and clinically effective environment,” said Lorren Pettit, Vice President of Market Research for HIMSS Analytics. “The fact that the three applications represent varied aspects of a hospital’s operations suggests providers are looking for efficiencies in a multiplicity of ways.”

Following closely behind the three applications slated for the highest growth opportunities, the report found that the sales outlook is also positive for two additional applications in the financial decision support category: contract management and financial data warehousing/mining. Medical necessity checking content applications, which belong to the revenue cycle management category, also fall within the same ranking – mature in terms of market penetration with an accelerating projected sales growth. The relatively low market penetration for all of these applications suggests that opportunities for vendors in this area are very positive.

The 26 applications observed, most of which can be characterized as standard business tools, are divided into the following six categories:

  • Business Intelligence
  • Financial Decision Support
  • General Financials
  • Human Resources
  • Revenue Cycle Management
  • Supply Chain Management

The report also covered the popularity of each application in the marketplace at more than 5,000 U.S. hospitals tracked by HIMSS Analytics. The popularity assessment for each application is determined by its frequency of installation.

Revenue Cycle, Key Performance Indicators, KPIs,

Topics: HIT, HealthIT, HIMSS, Financial Modeling, Revenue Cycle

NCQA: Health IT Can Be Tapped To Support Patient Engagement

Posted by Matthew Smith on Apr 28, 2014 3:58:00 PM

NCQA, National Committee for Quality Assurance

Successful integration of patient engagement tools into health IT systems has "the potential to improve inefficient communication methods and change the dynamic of the relationship between the patient and health care system," according to a new report from the National Committee for Quality Assurance (NCQA), EHR Intelligence reports. 

However, the report noted that there is not yet a complete framework for boosting patient engagement through health IT systems.

Details of Report

In a survey, the report authors identified six common themes of "opportunities and challenges" related to patient engagement through health IT:

  • Patient engagement is an untapped opportunity with major potential, especially among marginalized groups;
  • Health IT should adopt a user-based model that originates from the needs and preferences of patients;
  • There is a dearth of evidence on the effectiveness of such tools;
  • Patient-engagement tools should be integrated into overall health care IT systems;
  • Patient and consumer trust needs to be fostered; and
  • Leadership and collaboration among stakeholders are necessary to realize the full potential.

The report also detailed four activities that will help the industry identify and develop a cohesive strategy for patient engagement through health IT, including:

  • Developing joint principles that will facilitate the design, creation and adoption of health IT tools that boost patient care, improve overall population health and lower health care costs;
  • Creating and implementing an evaluation framework that focuses on investment and prioritizes consumer choice;
  • Facilitating the creation of a unified health data integration strategy focused on patient engagement; and
  • Demonstrating innovative ways to use IT tools for patient engagement.


In the report, the authors wrote that "[h]ealth IT tools for patient engagement are often disconnected from the health care system and in need of full integration across all opportunities for engagement." However, the report added that successful integration of patient engagement in health IT systems has "the potential to improve inefficient communication methods and change the dynamic of the relationship between the patient and health care system."

NCQA President Margaret O'Kane said the "core idea" of the report is that health IT "should be designed around the needs and preferences of patients." She added that "the question of how to link [health IT] and patient engagement is an area where a unified strategy is most needed" (Murphy,EHR Intelligence, 4/23).

Patient Engagement, Patient Service

Topics: HIT, Health IT, HealthIT, Patient Engagement, Health Information Technology

HealthIT Infographic: Inside the Mind of the Healthcare CEO

Posted by Matthew Smith on Apr 25, 2014 9:47:00 AM

Infographic, Health DirectionsTechnological Progression in Healthcare today is a desire, but not always an outcome according to the 17th Annual Global CEO survey from PWC of 81 healthcare CEOs. 

The vast majority (86%) of healthcare CEOs believe technology will fundamentally transform their business within the next five years. However, a large majority also feel unprepared for the coming change, according to a 

CEOs have plans to adapt to the changes: 89% plan to improve their organization's ability to innovate, 93% plan to change their organization's technology investments and 95% are investigating new ways to use big data.

However, few of these plans have been realized. Just 25% have started or completed changes to make their organizations more innovative, 33% have altered their technology investments, and 36% have made progress in dealing with big data.

This has caused 57% of respondents to confess to feeling worried about the speed of technological change within the industry. Almost half (41%) feel their IT departments are unprepared, 31% believe their research and development arms to be unprepared and 63% are concerned they will be unable to find additional staffers with the right skills to help them best capitalize on technology-based opportunities.

Infographic, HealthIT, HIT

 This infographic was created by ICE Technologies, Inc., a health care IT service firm, focused on optimizing IT operational effectiveness for community hospitals. 

Topics: HIT, HealthIT, CEO, Data

Let's Kick Off HIMSS Week With a Health IT Social Media Infographic

Posted by Matthew Smith on Feb 24, 2014 9:26:00 AM

HIMSS, HIMSS2014, HealthIT, HITHIMSS14 (the annual meeting for the Healthcare Information and Management Systems Society) is upon us. For those of us who rely on social media for breaking HIT news from the conference, there will be no shortage of information coming from the conference.

According to this infographic by Lauren C. Still, the HIMSS Twitter conversation has grown 540% (6 fold) since 2010. She also provides a valuable set of hashtags that can be used throughout the week to tag specific Tweets.

HIMSS, HIMSS14, HealthIT, HIT, mhealth

Topics: HIT, HealthIT, HIMSS, HIMSS14

Infographic: Realizing the Value of Health IT

Posted by Matthew Smith on Aug 1, 2013 11:56:00 AM

Health IT, HIT, H.I.T.

The value of health information technology is demonstrated in many ways.  Many organization are seeing the positive influence HIT can bring to their health system.

For instance, El Camino Hospital dropped readmission rates by 25% by combining the use of data analytics and telecommunications.  

The infographic created by HIMSS highlights the five kinds of values health IT creates for patients, healthcare providers and communities:

  1. Satisfaction
  2. Treatment/Clinical
  3. Electronic Information/Data
  4. Prevention/Patient Education
  5. Savings

Topics: EHR, EMR, Meaningful Use, CMS, HIT, HealthIT, ONC, HITECH, Eligible Providers

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