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● Roundup: 2013 Forecast – EMRs/EHRs

hospitals, medical systems and HIEs in robust healthcare integration engines capable of receiving and transmitting data from multiple entry points across health networks. Rather than spending several years “incentivizing” healthcare systems to change how they work, organizations will adopt systems enabling them to simplify integration, normalize data and store it in a centralized portal. T e adoption of an integration framework that can scale to meet the changing demands of the organization, industry and emerging technology is critical to long-term success. By critically evaluating their needs and accessing their technological resources, healthcare organizations can put themselves in a position to capitalize on recent and even future advancements in technology. T ey can also ensure that they are fully realizing their investment in EMRs.

Dave Dyell, founder and CEO, iSirona Leveraging EMRs via integration and analytics It seems that 2012 was the year in which the majority of the hospitals that took the incentivized leap and invested in EMRs collectively stopped and asked, “When are these things going to pay off ?” My answer: When we start using them. It’s my hope, and my prediction, that in

2013 we’ll see forward-thinking hospitals using their EMRs. T at is to say, we’ll see them populating their records with accurate data and then analyzing that data to make care decisions. Recent studies suggest that hospitals do in fact aim to use their EMRs. A 2012 CapSite study, for example, revealed that 54 percent of U.S. hospitals plan to invest in medical device integration, the syncing of device data and electronic records. T is automation reduces the errors and time it takes to transcribe by hand. In short, hospitals looking to integrate devices want more robust, accurate records. What will hospitals do with these perfectly populated records?

Analyze them. A February 2012 report from consulting fi rm PricewaterhouseCoopers’ Health Research Institute found that roughly half of the country’s providers will add analysts in the next two years, and 35 percent will hire additional informaticists. Similarly, a 2012 report from Frost and Sullivan says hospitals will signifi cantly increase their use of analytics in coming years. Of course, there is a lot of collaborative ground to cover before data becomes truly actionable. Still, in 2013, it’s my belief that the most advanced hospitals will move closer to EMR payoff s via analytics – or data-driven care.

Anil Kottoor, president and CEO, MedHOK Leveraging relationships enables EMR vendors to deliver critical tools T e EMR market in 2013 will be char-

acterized by an acceleration of relationships with specialized health IT fi rms that will allow vendors to close two signifi cant capabilities

10 January 2013

gaps: actionable data exchange and on-demand quality metrics. ACOs and other patient-centered, integrated care-delivery

models require a continuous fl ow of actionable information within and across participating organizations to achieve the desired end state: high-quality, aff ordable and compliant care that considers the patient’s complete history rather than a single encounter or setting. Because they are nearly ubiquitous across care settings, EMRs are uniquely positioned to serve as the conduit of this exchange. T ey contain the data necessary to properly manage chronic conditions, identify risk, trigger interventions and ensure appropriate utilization. What’s missing is the ability to make that data accessible across the care continuum and meaningful to the user. T e right relationships will enable vendor-agnostic platforms to be layered on top of EMRs and leverage the aff ordability, convenience and security of cloud technology to pull pertinent data from previously siloed sources and deliver it where it is needed. Strategic relationships will also enable EMR vendors to

provide customers with access to real-time quality metrics that drive eff ective care management. T ough most EMRs are capable of tracking basic metrics, providing on-demand access to more complex measures is not a current priority for multiple valid reasons. Leveraging relationships enables EMR vendors to quickly deliver these critical tools without diverting valuable resources away from core business needs.

Robert Connely, senior VP, Medicity T e convergence of EHRs and HIEs Over the next fi ve to 10 years, a new model – one that focuses on enabling collaboration – will emerge for EHR systems. And today’s EHRs must evolve quickly to embrace this trend.

While some EHR vendors off er guarantees

that providers would meet meaningful use Stage 1, Stage 2 will determine what they are actually able to do to help physicians manage their patients’ care. Stage 2 requires, among other things, data exchange outside a provider’s four walls, as well as demonstrated eff orts to engage patients in their care.

The healthcare industry is changing from a world of independent physicians and hospitals that collaborate in an ad hoc way, to managed networks of providers working together. T e needs of these networks are diff erent than what traditional EHR technologies have supported. A signifi cant gap is in the technology to facilitate transitions in care and collaboration among providers and patients. To enable the level of collaboration that will be needed, we

are seeing a convergence of EHR and HIE technologies. Top EHR vendors are adapting by incorporating network exchange capabilities within their product sets. Similarly, top HIE vendors are evolving with clinical documentation capabilities and gaining more intelligence in their networks. T e data-centric EHR, which tracks what the physician does

HEALTH MANAGEMENT TECHNOLOGY www.healthmgttech.com

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