2013 Annual Conference

Information Technology

Friday, March 15, 2013
2:00 p.m. - 3:15 p.m.

Delivering Value through Technology
Krishna Ramachandran, Chief Information & Transformation Officer, Mark Nelson, MD, Physician Champion, and Karen Adamson, Director, Information & Transformation, DuPage Medical Group
Discover how DuPage Medical Group is employing dashboards, EHR functionality, data mining, and other analytics tools to adapt to the changing healthcare environment with the goal of achieving excellence in quality, efficiency and access.
Upon completion of this activity, participants should be able to implement dashboards to establish organization-wide process and clinical outcome standards and track and communicate progress; utilize data mining tools for patient outreach and care coordination to improve quality outcomes and increase patient access; and implement EHR system solutions such as best practice advisories, e-prescribing, alternative alerts and MyChart to achieve Meaningful Use, meet payor quality and efficiency requirements, and improve patient access.

Friday, March 14, 2013
3:45 p.m. - 5:00 p.m.

EHR to EHR Conversions: What, When, and How
Abe Levy, MD, Chief Quality Officer and Medical Director, Thomas J. Lester, MD, Chief Medical Officer, and Lewis Kohl, DO MBA, Chief Medical Information Officer, Mount Kisco Medical Group PC; and Jeffery Daigrepont, Senior Vice President, Coker Group
Buying and implementing an EHR is the biggest decision a practice will ever make. This session will address the most common reasons to seek EHR replacement; taking ownership without placing blame; assessing the process or product; cost, re-selection, data migration, and process design/optimization; and the cost of indecision.
Upon completion of this activity, participants should be able to delineate the challenges faced in a large EHR-to-EHR conversion; describe the current landscape for EHR adoption/replacement; describe the common reasons EHR implementations typically fail; determine whether to replace an existing EHR and learn the steps to move forward; review EHR replacement and/or optimization benefits; and describe how to prevent future failures.

Saturday, March 15, 2013
11:00 a.m. - 12:15 p.m.

Successful HITECH/Meaningful Use Roll-Out:  AMethodology to Drive Organizational Change
Margaret Head, RN, MSN, MBA, Chief Operating Officer and Chief Nursing Officer, and Danny Bonn, MMHC, Administrative Director, Vanderbilt Medical Group
While the Vanderbilt University Medical Center had been using an EHR for several years, the tools did not meet HITECH/Meaningful Use certification criteria and were inconsistently utilized by providers. With a clearly defined governance structure and organized operational approach, VUMC was able to successfully certify and attest to HITECH/Meaningful Use within an aggressive time frame. The plan is to replicate this structure and organization to Phase II and other significant organizational changes.
Upon completion of this activity, participants should be able to describe the challenges that an academic medical center faced in achieving Meaningful Use; establish a methodology and operational plan to advance an organization in the path to earning the Meaningful Use incentives or other significant organizational initiatives; identify the benefits of using dashboards to track project progress, assist leaders in performance management, and manage to financial targets; and describe lessons learned from a successful transition to Meaningful Use.

The Promise of Telemedicine: Improving Quality, Access,andSafety While Lowering Cost across the Continuum of Care
Jim Roxburgh, RN, MPA, Program Manager, and Alan J. Shatzel, Jr., DO, Chairman, Department of Medicine, Medical Director, Mercy Neurological Institute, and Medical Director, Mercy Telehealth Network
Health systems across the country struggle with clinical integration, access, safety, and quality because fragmented care delivery has been rewarded. New economic drivers incentivize population management, quality outcomes, and better value which requires innovation and rapid adoption of technology for care delivery across the entire continuum. This presentation will highlight lessons learned and telehealth network development and implementation from seed money to reality.
Upon completion of this activity, participants should be able to describe the importance of healthcare systems redesign, clinical integration, care process improvement through telemedicine and deployment of telehealth technology; describe how leading with service drives quality; discuss the importance of physician leadership and how physician/administrative partnerships deliver results; describe the value proposition for telemedicine across the care continuum; and describe that delivering the right care at the right time aligns with payment reform.   

Saturday, March 15, 2013
2:00 p.m. - 3:15 p.m.

Cost Display in Real-Time Electronic Order Entry:ChangingPractice Patterns with Shared Cost Data
Kate Elizabeth Koplan, MD, MPH, Director of Medical Management, Atrius Health
Very few medical groups have shared cost data at point- of-care electronic order entry with their clinicians in order to educate clinicians about the relative costs of ordered items such as laboratory tests and procedures. Atrius Health is at the cutting edge of this exploration with its addition to its EMR of relative costs of laboratory tests at the point of care. The emphasis in this interactive presentation is to share how the group practically approached the problem of cost education within the EMR in real time order entry and how it evaluated this program as being successful, both quantitatively and qualitatively (including clinician engagement).
Upon completion of this activity, participants should be able to describe the background of limited experience with making cost data transparent to ordering clinicians at the point of care; describe the importance of cost containment and how a culture of cost transparency further engages and educates clinicians in this current environment of cost containment activities; delineate how one large EMR-based medical group implemented a wide-reaching and controversial cost transparency program at the point-of-care; and describe the results of the program listed above in terms of changes in lab ordering patterns and also in terms of a qualitative analysis of beliefs and attitudes about cost in clinical care.

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