This week, I had the privilege to present at the Energy and Commerce Subcommittee on Commerce, Manufacturing and Trade Hearing that took place in Washington, DC. As part of the “Disrupter Series: Health Care Apps” hearing, leaders in the healthcare industry discussed how mobile applications are disrupting the ways in which doctors and patients engage in the health care system and impact the affordability, accessibility, and delivery of care.
In a variety of recent private and panel discussions with health and policy leaders, I’ve heard encouraging talk around interoperability through open and available application programming interfaces (APIs). Public comments by Health and Human Services Secretary Sylvia Mathews Burwell and Centers for Medicare and Medicaid Acting Administrator Andy Slavitt indicate there is sincere commitment to making this a reality.
While this momentum seems promising, when Meaningful Use Stage 3 is mentioned – particularly its requirements for making data available to patient facing applications – I see the potential for unintended and terrible consequences for clinician workflows.
In May, The Joint Commission announced that it was changing its five-year-old ban on texting, stating that effective immediately health care organizations may now allow orders to be transmitted via text message.
The topic of ‘secure messaging’ has long been a polarizing topic within the health care industry. Some industry veterans are against it – they question whether this method of communication truly can be secure. Others believe that allowing physicians to issue orders via text messaging is just a matter of time, as there are great tools now available that are HIPAA compliant and provide the security and audit trail needed to make this workflow improvement. I am in the latter group.
Nursing is the protection, promotion, and optimization of health and abilities, prevention of illness and injury, alleviation of suffering through the diagnosis and treatment of human response, and advocacy in the care of individuals, families, communities, and populations (American Nurses Association, 2014)
Nurses are on the frontlines delivering care and ensuring that a patient’s safety and best interest remain at the center of care. Key nursing values promote a holistic approach to patient care – one that incorporates not only clinical responsibilities, but also compassion, cultural sensitivity, situational awareness and tech savviness. Continue reading
Much of how we approach healthcare improvements today is focused on physicians. At first blush, this makes sense since traditionally they are perceived as key decision makers. But, it is important to remember that patient care is delivered by collaborative clinical team – including nurses.
As the American Association of Colleges of Nursing notes, nursing is the nation’s largest health care profession, and registered nurses comprise one of the largest segments of the U.S. workforce as a whole. Additionally, the role of nursing in care delivery is growing at the same time that healthcare is experiencing a nurse shortage. Nurses now juggle several fundamental responsibilities including coordinating care, administering medications, interpreting patient diagnostics information, and directing/supervising care. These individuals care for a caseload of anywhere from 1 to 15 patients during an 8-12 hour shift.
There is broad agreement that the U.S. healthcare system must focus on improving overall care quality and cost efficiency. The pressures imposed on the system by the Affordable Care Act make this need abundantly clear. The Healthcare Leadership Council (HLC) is offering ways to transform healthcare by proposing six reforms developed by senior leaders from all sectors, engaged patient groups and key industry voices. The action areas include health information interoperability; changes to federal anti-kickback and physician self-referral (Stark) laws; health information flow improvements focused on patient privacy laws and regulations; FDA (Food and Drug Administration) reforms; comprehensive care planning; and medication therapy management.
As the chief innovation officer of Carle Foundation Hospital, my primary responsibility is to find the best cutting-edge technology to help alleviate our physicians’ biggest pain points. This can seem like a daunting task considering the sheer quantity of technologies being produced by innovative vendors to improve the healthcare industry. I often get asked to define the ‘magic’ behind making the right decision. Ultimately, you simply have to start somewhere. With the trust of leadership and the direct involvement of our system’s physicians, I’ve determined my own process to cut through the noise and find success.