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● Dashboard: Staffi ng/Scheduling Target Skill Sets


Why clinical informatics is the key to your long-term success


By Daniel Garrett It’s been proven time and again in the health industries that when


you have the right information at the right time, the result is better outcomes. T at’s the simplest explanation there can be of why clinical informatics is the key to long-term success in the health businesses. What’s important is to have clinical informatics delivered when it is impactful and convenient for the patient, while you’re serving patients in locations where patients want to be served and at times when they want to be served. When you step back and look at the health IT (HIT) industry, it’s


clear we have gone through several major changes. HIT has moved from a focus on infrastructure, fi nance and the revenue cycle to a preoccupation with the world of electronic medical records (EMR), and it now has transformed once again to focus on how to better serve patients, physicians and providers in a much more robust way. T is has forced HIT professionals to respond by developing new talents in new areas, developing skills in applications, analytics and emerging technologies that will eff ectively provide that much more of a robust patient experience – and higher quality care. In the developing healthcare environment where patients take


more control over their care and have ever-increasing expectations for IT-enabled communications and care-giver interaction, IT becomes a competitive weapon for providers to increase patient fl ow. Physicians will align with hospitals based on their technology capabilities – starting with basic IT infrastructure and on to remote monitoring, telehealth and mobile capability in patient communica- tions. T ey will expect access to output from robust clinical informat- ics as they get more experience with using this data to communicate with patients and follow their outcomes. Some of this patient/member engagement will involve social media for scheduling and to improve access to and interaction be- tween the patient and physician. Some of this will involve telehealth, remote monitoring to remove the time and location barriers between physician and patient. All of this will involve clinical informatics, collecting and aggregating data and creating actionable information. Increasingly tech-savvy consumers will naturally expect higher


levels of IT competence across their healthcare experience. And that’s why it’s so important for the long term – because it’s all about letting physicians serve patients better and more effi ciently. Similar developments are happening in the payer IT community,


where instead of informatics serving the patients, payers are looking for informatics to serve the member as well as the provider commu- nities. In this context, better clinical informatics becomes a key to reducing waste and improving effi ciency between patient, member, payer and physicians. Daniel Garrett is a Principal in PwC’s Health Industries practice


and leads the Health Information Technology group. © 2014 PricewaterhouseCoopers LLP, a Delaware limited liability partner-


ship. All rights reserved. PwC refers to the United States member fi rm, and may sometimes refer to the PwC network. Each member fi rm is a separate legal entity. Please see www.pwc.com/structure for further details. T is content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.


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UNIBASED SYSTEMS ARCHITECTURE HIMSS Compensation Survey


Average salary and salary increase by gender and professional level


T e Healthcare Information and Management Systems Society (HIMSS) conducted a survey between August and October 2013 of 1,160 healthcare information technology (HIT) professionals, including members, regarding their salary and compensation pack- ages. T e overall average salary was $113,269, with men earning an average salary of $130,800 and women earning an average of $99,523. More than two-thirds (71.6 percent) reported that they have received a salary increase. T e average salary increase among respondents was 4.16 percent. See more results from the survey at http://bit.ly/MrwFvC.


Professional Level


Executive management $189,435 Senior management Associate staff Department head


$161,255 $137,566 $109,478


Management $97,928


Avg. Increase 6.10% 4.82% 3.63% 4.31% 3.64%


Staff $86,536 3.74% Whitepaper Meet merger/


acquisition challenges head on


With the increasing trend of con- solidation in the healthcare market, there


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can be a number of potential challenges in regards to staffi ng. Organizations that are in the process of mergers and acquisitions can face a lack of resource coordination, cultural complications and amplifi ed ineffi ciencies. In “Mergers & Acquisitions: Health systems and medical groups seek shelter amidst uncertainty,” Avantas addresses how healthcare enter- prises can address these staffi ng problems with the management of labor at the enterprise level. Go to http://bit.ly/1eaGUQT.


id t HEALTH MANAGEMENT TECHNOLOGY www.healthmgttech.com


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