Category Archives: Industry

Healthcare Pioneer: EHR Vendors start their outreach

Pioneer (ə-nîr’) adj.

  1. Of, relating to, or characteristic of early settlers
  2. Leading the way; trailblazing

When I worked shifts in the ER, I was trained and learned to be weary of people who were overly complimentary or attempted to become too familiar. It is a personality defect seen in those with borderline personality and often in drug seeking behavior. The appeal to the ego can provide a tug into the deep waters, but that natural hesitancy and wariness kept me in the safe shallows more than once. The often innovative ways these people appeal to the ego is almost as interesting as the sudden shift into the vicious when you don’t give them what they want.

So it is with that familiar wariness in which I review alot of incoming email I have been receiving as of late. The traditional EHR vendors are getting more and more innovative with their marketing approach. Take note of the interesting email from a company that I actually respect for a solid product – Greenway Technologies (see below). I evaluated them very thoroughly in late 2008 and noted that they have a very solid, traditional  system specifically tuned to the current quagmire in which physicians practice. They have a decent EMR, decent practice management, solid PHR, and an interesting twist on population management with their clinical research (glorified registry) functionality.

However, I couldn’t pull the trigger on them because they were tuned for the traditional. I didn’t see that they were leveraging the concept of the network, or their EHR as a platform, or that their UI technology was fluid or as modern as I wanted. I didn’t get a sense for the flexibility and freedom found in the notion of clinical groupware. And finally, I didn’t get the sense that they were going to take me to the next level. Please – don’t get me wrong,or  attempt to outKLAS me, or bang on their numbers which are impressive. They are a solid player who will do well – but it wasn’t for me or the network of primary care clinics that I am wanting to build.

Needless to say, I found their marketing approach to be quite pioneering:

Healthcare Pioneer,

You are probably wondering how you became designated as a Healthcare Pioneer by Greenway.  We define such an influencer as an organization or individual who is involved in leading the development of the Health IT community, implementing EHR’s at the point of care and optimizing the opportunity at hand presented to us by The American Recovery and Reinvestment Act of 2009/specifically the HITECH Act.  We polled our employee base and asked: “Who in your respective region/professional arena do you hold in high regards and value as it relates to our mutual $45+ Billion market place?” You were nominated for your leadership and dedication to creating the most efficient and effective healthcare transformation through Health IT.  As we grow our network of influential leaders, and jointly capitalize on the media driving our Health IT sector, we extend a gratuitous “Thank You” to you for being a part of our success.

In an effort to provide continued educational awareness, as well as provide mutually beneficial opportunities, we will begin disseminating periodic, customized Corporate Communications outlining current Industry news, industry achievements & milestones, Webinars, as well as pertinent Health IT Transformation and Healthcare Reform activity from Capitol Hill.

Did You Know?

  • 27,000 Healthcare Providers and Professionals call upon Greenway’s integrated EHR, Practice Management, Interoperability and Clinical Research solution everyday … denoted by the name PrimeSuite®.
  • 315 plus dedicated Greenway employees have driven over 30% annual revenue growth the past 3 years consecutively.
  • Over 19 Million Electronic Records are managed comprehensively and efficiently throughout 49 states (and the Nation’s Capitol) by highly satisfied Greenway customers.
  • Over 1,375 unique interfaces from 115 plus 3rd party vendor participants find themselves internally managed via Greenway’s PrimeExchange® interoperability engine producing hundreds of thousands of transactions monthly and creating a simplistic workflow for our thousands of customers.
  • Best in KLAS, our industry’s “Consumer Reports”, has ranked Greenway Best in KLAS three consecutive years in a row.  In 2008 Greenway was awarded Best in KLAS in 3 categories, including 2-5 Ambulatory EMR, 6-25 Ambulatory EMR and 2-5 Practice Management, making Greenway the only Ambulatory-focused organization to receive multiple Best in KLAS awards in 2008.
  • Greenway is a leading national speaker on how the current EHR “meaningful use” and Certification criteria are evolving. We have testified and/ or addressed Congress as well as both Presidential Administrations on twelve occasions regarding Health IT.

To Learn More:

Without question, there are some remarkable, opportunistic and exciting times before us and
Partnering with you will continue to be a Privilege. Thank you again for thinking Greenway!

Call today at 866.242.3805 or email us at info@greenwaymedical.com

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Filed under EHR, Entrepreneurship, Industry, Quality, Value

#FAIL! Proprietary EHR Lock In through CCHIT

Lame (lām) adj.

  1. Disabled so that movement, especially walking, is difficult or impossible:
  2. Weak and ineffectual; unsatisfactory:

I just saw some seriously lame legislation proposed out of New Jersey by some ill-informed congressional lackey MANDATING that all EHR’s be certified through CCHIT. This is absolutely ridiculous. Do you really want to outlaw Google Health and Microsoft HealthVault in the Garden State? I mean get real!

The unintended consequences of such legislation is highly problematic and well described by David Kibbe, Fred Trotter, Ignacious Valdez, Neil Versel, and others. I have seen CCHIT make great efforts to correct this and make the process more open but they have a fundamentally flawed and constrictive position – that they alone can bestow the quality seal of approval on software.

They don’t realize, of course, that any attempt to subvert innovation will be futile. “Life always finds a way” (or in this case innovation). The notion of a new type of communication platform that will emerge as a result is already underway. Designated “Clinical Groupware” by David Kibbe and others or a new “Communication” platform by Myca or American Well, new tools will continue to emerge that defy current descriptions. Are you sure you want to lock down into today’s technologies through an already arcane certification process?

I would strongly argue that standardizing features and functionality is not the problem. These should be allowed to freely evolve and grow per the needs of users and the skills of developers. What should be standardized is the interoperability requirements of data, the database requirements, and related infrastructure elements that will enable the data to be truly liberated. These standards will do more for the industry than any other single legislative or policy initiative. This is where we need government help to force agreement on specific principles where the choice is not as consequential as just making a decision (driving on left or right side of the road is irrelevant; but it is clear that we need to make the determination!).

Legislative mandates for features and functions = #FAIL!

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Transcript to Transformation: Twitterview with @Berci

Twitterview (twĭt’ər vyū) n.

  1. A twitterview is a combination of the terms Twitter and interview.
  2. The Twitter medium of 140 characters forces a concise style of interviewing and response.
  3. The public can join in on the conversation and become participants themselves by following along or tracking hashtags.

On March 26, 2009 the leading health care bloggers (see list below) throughout the blogosphere participate din a Blog Rally to raise awareness for public participation in the Healthcare X PRIZE design. Bertlan Mesko, leading Medicine 2.0 Advocate and author of the popular Science Roll blog, also conducted a “Twitterview” in support of the effort.

Berci: Can we start the twitterview now? I’d have 10 short questions, you may have 10 short answers. So everyone can enjoy it.

HealthXPRIZE: Thanks for taking the time. We appreciate your help in getting the word out. This Twitterview will complement the Blog Rally. Ready!

Berci: Great! First, what is the X PRIZE Foundation? What is the X PRIZE model?

HealthXPRIZE: The X PRIZE Foundation is a non profit organization that conceives and operates large incentivized prizes that lead to revolutionary breakthroughs. The X PRIZE model is based on leveraging a large purse, with a clear set of rules, that allows innovators to break through barriers.

Berci: Please tell us more about Healthcare X PRIZE!

HealthXPRIZE: The Healthcare X PRIZE is intended to be a competition to redefine health and demonstrate how new models of care can dramatically increase health value. We chose to focus on health value as opposed to a new wonder drug or device as our sponsor (WellPoint and WellPoint Foundation) & advisors were most interested in a systems prize. Systems prizes are much more difficult to conceive and operationalize than technical competitions like going to space or even replicating the genome rapidly. We are expecting that teams will need to innovate around health finance, care delivery, and individual incentives to increase health value. We are currently developing a clear set of rules, which provide the parameters of competition, as we believe that “creativity loves constraints”.

Berci: Reforming the US healthcare system is quite a brave mission, isn’t it? Why the focus on health value?

HealthXPRIZE: The US Health reform gets serious this summer and the HXP is well timed to actually demonstrate and prove in practice the principles of reform. Value is powerful organizing principle for reform efforts – we cannot just reduce costs, nor can we just attempt to improve quality without financial accountability. The focus on health value highlights the need to focus on both sides of the equation. Since Value =outcomes/cost, we are challenging teams to improve both simultaneously.

Berci: Why use an incentivized competition?

HealthXPRIZE: Incentivized competitions are very efficient, highly leveraged, and create an “X” factor within the competitive framework. Sponsors only pay the winner, a $10MM purse typical spurs >$100MM of investment, and the X factor creates global media attention to a key problem, inspire hero’s, encourage non-traditional thinking, and creates a powerful incentive for innovation.

Berci: And how can you properly measure health value? I guess you need pre-defined parameters. What are these?

HealthXPRIZE: Health Value has never really been measured within the US Health Care system. There are many efforts underway right now to properly define and measure health value. Many innovators are leading the way and we are attempt to build on their work or actively collaborate with new/ongoing initiatives (Dartmouth, IHI, AHRQ, etc) to solidify the health value measurement framework. In the context of competition, we are trying to make our measurement framework as concrete as possible by focusing on outcomes (mortality, specific morbidity, ED visits, hospitalizations, sick days etc.). Effectively communicating the notion of “health value” remains a challenge; we are considering focusing on aspects of health value (like decreased hospitalizations and sick days) as a more effective way to communicate to the public the hoped for prize breakthroughs.

Berci: How are the Teams and Test Communities Selected?

HealthXPRIZE: Teams will be selected by through a series of concept design and testing evaluations. They will be required to demonstrate or model the impact of their proposed interventions against test database provided by WellPoint. Independent judges will evaluate the merit/validity of the concept in order to advance. Communities will be selected based on specific criteria that are still being worked through. Intent is to have a defined population of 10K participants from which Teams will voluntarily enroll in the intervention. Test community will be matched against a geographically adjacent control group. Both the team and community selection requires further design, detailed analysis, and expert opinion which we are soliciting at this time through our network of national measurement experts.

Berci: When does this competition start and when will it end?

HealthXPRIZE: The “competition” has several phases: Design, Selection, Competition. We are currently in Design phase through our anticipated Launch later this fall. The Design phase includes soliciting public comment on how we can improve our initial concept/construct to create the most viable competition possible. After official “Launch”, we will begin recruiting teams to compete. Teams will then be narrowed as described above through late Spring 2011 when 5 finalist selected. After a brief integration period into test community, HXP competition is planned to officially begin in January 2012.

Berci: How does this shift the paradigm? What kind of outcome do you expect?

HealthXPRIZE: Great question – we believe the current paradigm is based on volume not value, on process not results, and incents the wrong behaviors while delivering bad outcomes. We want to shift the paradigm to rewarding the reduction of hospitalization / sick days and begin to pay for overall health improvement (this is the outcome we want!). We also want to not focus solely on disease care, and aren’t interested in just improving health care; but believe that we must move to an entirely new notion of engaged, activated health called “Vitality”. We want to demonstrate that this CAN be done at scale, with new entrants / new ideas, and want to set the HXP up as a framework from which these efforts can be tackled in the real world. By focusing on outcomes, instead of regimenting care processes or dictating care delivery, let providers/patients innovate and create rewards for those who obtain the best outcomes.

We believe incentivized competitions are a great vehicle from which we can accelerate change, shift the paradigm, and be a catalyst for the transformation that is required for the US healthcare system. We hope the outcome is a new way to think about health, measure health value, and demonstration of new models of care that demonstrate how to improve community health and individual vitality.

Berci: My last question, regarding X-PRIZE – first rockets, then genomics, now healthcare. What do you think? What’s next?

HealthXPRIZE: XPRIZE is a mission driven organization seeking to inspire the very best in human kind for the benefit of all – this isn’t just a nice quote. It is inherent in the DNA of the organization. We are attempting to be the catalyst in any “stuck” industry by creating incentivized competitions that can lead to radical breakthroughs to the grand challenges of humanity. HXP is now looking at education, energy (some really cool stuff), and developing world initiatives that can truly have major impacts. Fortunately for me, HXP is our focus for launch this year. It is quite challenging work, deals with multiple hard to think through issues, but includes the privilege to work with great people and teams including our sponsor WellPoint.

I have been thrilled with the level of commitment to this process and this prize development process has been tremendous experience. They have a very talented innovation team, led by Chad Pomeroy, who is fully supported by senior executives all the way up to Chief Executive Officer Angela Braly. They have been driving this initiative forward far beyond the $10MM prize purse; they are providing operational resources, sharing data, working to create appropriate test communities, altering business practices to accommodate the prize, and are committed to transparency as part of the HXP process. Their commitment to the project is the reason I became involved as I saw an unprecedented opportunity to really implement the innovation in an idealized but competitive test environment. We appreciate WellPoints leadership, foresight,and commitment to engage X PRIZE in developing the Healthcare X Prize for benefit of all. Very cool stuff.

Berci: Thank you very much for the interesting answers! I will publish the transcript on Scienceroll.com in a few minutes.

HealthXPRIZE: Berci, again, thank you for this twitterivew. We hope to have everyone visit our website, download the initial prize design, comment on our blog, and add their input to the Prize Design process.

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Filed under Health Finance, Healthcare, Industry, Innovation, Leadership, Quality, Rational Choice, Transparency, Uncategorized

Pitiful: Contrasting Studies of EHR Adoptions

Pitiful (pĭt’ĭ-fəl) adj.

  1. Inspiring or deserving pity.
  2. Arousing contemptuous pity, as through ineptitude or inadequacy.

There have been several interesting reports that have recently been published regarding the adoption and use of Electronic Health Records (EHR) by our health care system. The articles provide an interesting contrast into the promise and potential of EHR’s but also the pitiful progress that we have made as a country in utilizing these tools.

First the good news. The most recent issue of Health Affairs higlights Kaiser Permanente’s experience with the largest civilian EHR implementation ever and the corrolating impact of extending that technology to its members.The article is impressive, and highlights the amazing work that Kaiser has done in impacting the clincial, financial, and administrative inefficiencies in their own system through the implementation of an comprehensive EHR. All the typical advantages that you would expect are highlighted but perhaps most interesting to me was the common theme of how effective and efficient the comprehensive system made the organization in delivery high quality care to everyone everywhere along the continuum. The relationship between physicians and patients was dramatically altered for the better, communication and trust improved, and overall satisifcation enhanced by both parties.

Kaiser is not alone in this, as other integrated delivery networks such as Geisinger and Intermountain have reported the same benefits. Kaiser to its credit, demurers their success by stating their efforts are “still in progress”. Furthermore, the highlight the unique aligned environment in which their integrated delivery network is optimized for effective and efficient care  regardless of how the care is delivered. Therefore, for them, there is no economic disincentive to perform an email consult as opposed to an in person visit. The CBO has previously highlighted this key point by stating, “How well health IT lives up to its potential depends in part on how effectively financial incentive can be realigned to encourage the optimal use of the technology’s capabilities.”

Now the bad news. The august New England Journal of Medicine reports in their March 25 issue that less than 2% of US have a comprehensive EHR (defined clinical documentation, test and imaging results, computerized provider order entry, and decision support).  Read that again – less than 2% of US hospitals have the essential tool that is required to practice best evidence, most efficient, and most effective health care. Is it any wonder that we have the level of errors, the lack of information, and the woeful inefficiencies in our health care system. Can you imagine any of our large retailers, financial institutions, or shipping companies having a 2% adoption rate of the systems absolutely required for them to compete? It is literally unbelievable.

Drilling down one layer, the reasons for lack of adoption were the common ones:

  1. Inadequate capital for licensing and implementation
  2. Inadequate capital for maintenance
  3. Physician resistance
  4. Unclear return on investment
  5. Lack of trained technical staff for ongoing system support

I could spend alot of time commenting on the above, particularly #3 and #4, which are completely unacceptable in my opinion. We certainly don’t see physicians resisting the latest CT, the latest surgical tool, or the most advanced pharmacologic agents in their management of patients. In fact, given the reimbursement system, we see their overutilization of these tools because they are paid to use them.

The article reaches this same conclusion and states that the health care financing system needs to reward hospitals and physicians for actually using these tools. This can be accomplished by incentives to implement, to report back on usage, and to receive higher compensation for managing populations effectively (most readily acheived by using the tool). Strong disincentives also need to be put in place for individuals not using these tools in the form of lower reimbursement and ultimately penalties for non-use.

While I cheer for the Kaisers of the world and all the other brave souls who have implemented comprehensive EHR’s, I also castigate the sloths who have failed to implement the tools and technology that are required to transition to high performing health care delivery organizations. I am hopeful that the TARP / ARRA pig trough can create the finanical realignment required to create the breakthroughs in health IT adoption that are so desperately needed.

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Dartmouth Atlas: Elliot Fisher for HHS Secretary

Atlas (ăt‘ləs) n.

  1. A book or bound collection of maps, sometimes with supplementary illustrations and graphic analyses.
  2. A volume of tables, charts, or plates that systematically illustrates a particular subject

I have some reservations about Kathleen Sebelius being appointed to the new role of HHS Secretary. She certainly possess the requisite leadership, experience, and other criteria that would appear on paper to make her an excellent candidate. But I am not worried about whats on her resume, I am worried about what’s in her head.  Coming from an insurance background, I am concerned that she will be mired in the managed care thinking of the insurance world she grew up in, the bureacratic complexities of the CPT/ICD-9 coding world, and the perverse incentives and lack of system accountability in our current Fee For Service / RUC focused payment paradigm.

A far better choice in my opinion would have been Dr. Elliott Fisher of Dartmouth Atlas fame. During my 8 hours of traffic school torture, I was finally able to read through their December publication called “Improving Quality and Curbing Health Care Spending: Opportunities for Congress and the Obama Administration“.  I was once again struck by the quality of their work, the compelling nature of the findings, and their lucid “Agenda for Change”. I love the Dartmouth Group because they are all about the DATA – and they have it in spades –  and it paints a picture that is not so pretty. Unwarranted, unbelievable, and ultimately unacceptable variations in care, in cost, and quality persist across our country.  I would highly recommend reading and understanding their work if you want to be a meaningful contributor to any upcoming health care reform conversations.

This paper focuses on the issues related to supply-sensitive demand, or more simply put, the unnerving fact that as more health care capacity is added, health care cost go up and quality of care goes down. In fact, the argue vigorously that we already have enough hospitals, delivery networks, and even physicians to more than handle our current health care load. They strongly and persuasively argue that we actually need for a much “simpler” health care system:

“It is vital to both patients and the American economy that we curb overuse, rational supply of medical resources, promote organized care, and improve the scientific basis off clinical decision making. Since Medicare spends most of tis dollars on the chronically ill in acute care hospitals reducing the overuse of acute care hospital would substantially cut Medicare spending, and improve both geographic equity and financial consequences to patients.”

“Congress, CMS, and the Administration should focus a significant part of reform efforts on expanding organized care. This is the fastest way to achieve the goals of increased efficiency, higher quality, and better outcomes. We urge the Congress and the new administration to push forward with a coordinated, multi-pronged strategy for health care reform that includes the methods outlined her for reducing unwarranted variation, expanding organized care systems, and improving quality. The health and wealth of our nation depend upon it.”

Elliot Fisher has been singing this song, alongside John Wennberg, for 15-20 years. They have accumulated an extraordinary body of research, compelling insights into the root cause of unwarranted variations, and now with this paper (and their ongoing work) a vision for how we can move to a next generation health care system. Having Elliot influencing our national health care agenda could accelerate both the pace and probability that we can achieve this vision of health.

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Part II – Innovators Prescription: Health Care Business Models

This is Part II of a recap of the The Innovators Prescription: A Disruptive Solution for Health Care. It is the third installment by Clayton Christensen in his innovations series where he collaborates with the esteemed Jerome Grossman, MD and newcomer Jason Hwang, MD. This segment lays some additional foundation for understanding the general disruptive innovation framework prior to jumping into how to specifically disrupt the current hospital business model in Part III, physician clinic model (IV), Chronic Care (V), Reimbursement (VI), and Policy/Regulation (VII)

BUSINESS MODEL – an interdependent system of four components:

  1. Value Proposition – helps targeted customers do more effectively, conveniently, or affordably a “job” they are trying to do
  2. Resources – the “inputs” required to deliver the Value Proposition
  3. Processes – the ways in which the Resources get combined to deliver on the Value Proposition
  4. Profit Formula – the metrics required to profitably cover the costs of delivering the Value Proposition

* Understanding the “Job” the consumer is trying to do is critical (Great example of the hiring a Milkshake to do a specific job – interesting perspective). There is an 3-part architecture to each Job:  1) root problem being solved, 2) emotional experience for hiring the product/service, and 3) specific characteristics of product/service that matter to consumers

* New Business Models are inevitably required for disruptive innovations because pursuing one Business Model esconses organizations to create sustaining innovations to maximize profits within that construct. New entrants can disrupt because they are forced to introduce entirely new value proposition / profit formulas often through technology enablers.

TYPES OF BUSINESS MODELS

  1. Solution Shops – diagnose and recommend solutions to unstructured problems. Firms most valuable resource is expert knowledge workers and they charge on a fee for service basis (General Hospitals, multi-specialty clinics, etc).
  2. Value Added Processors – transform inputs into higher value outputs. As a result of focusing on process excellence to consistently deliver high quality services at lower costs they can charge on a fee for outcomes basis (Geisinger Gaurantee, retail clinics, etc).
  3. Facilitated Networks – operators of systems wherein customers come together to buy, sell, deliver, and receive value from other participants. Owners of the network make money through membership-based fees (Sermo, Patients Like Me, WebMD, etc)

TYPES OF MEDICAL PROBLEMS TO SOLVE

  1. Intuitive Medicine. This is diagnostic side of medicine, where we do not yet have sufficient understanding of the disase that we have to cull from signs, symptoms, test, and then put together hypothesis that can be tested. This is intensive, relies on the experience and expertise of practitioners, significant diagnostic resources, and the highly subjective intuition of the physicians can allow a diagnosis to be reached.
  2. Precision Medicine. Once a disease is well understood, we move along the continuum of empiric medicine to precise medicine wherein we have reduced the disease down from symptoms to genetic understanding of mutations that cause disease. This is where alorithms, protocols, and standards of care emerge and the ability to care for these disease moves from the purview of the specialist, to generalists, to increasingly less specialized providers.
  3. Chronic Medicine. This is altogether a different beast in that the diagnosis is known, the treatment is often understood but you have to deal with consequences and challenges of behavior driven conditions. The chronic diseases lead to very different patient behaviors based on the immediacy of complications and degree to which behavior change is required (both impacting motivation to comply).

INTERPLAY OF BUSINESS MODEL W/HEALTH PROBLEM TRYING TO SOLVE

  1. Intuitive practiced by a Solution Shop paid for with Fee for Service
  2. Precision practiced by a Value Added Processor paid for with Fee for Outcome
  3. Chronic practiced by a Value Network paid for with Fee for Membership

With this understanding of business models and the types of jobs we are trying to accomplish, we can begin to evaluate the various health care institutions for potential areas of disruption.

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Innovation Stewardship: The Kaiser Garfield Innovation Center

Steward (stū‘ərd) n.

  1. One who manages another’s property, finances, or other affairs.
  2. One who is in charge of the household affairs of a large estate, club, hotel, or resort.
  3. An official who supervises or helps to manage an event.

I have written a few notes (here and here) regarding Kaiser Permanente (KP), including their continuing rise to lead the next wave of health care organizations creatively adopting and successfully implementing disruptive innovations. They have all the requisite features of disruption – the adoption of technology enablers, new business models of care, and due to their vertical integration value networks that reinforce one another through virtuous cycles.

While KP is clearly not perfect, the scale and scope of KP is now allowing them to do things that acclerate their push to leadership with a primary example being the The Garfield Innovation Center. As soon as I heard about this concept I have been figuring out how to get a first hand look at exactly what they are doing. I am thankful to my  friends at KP (shout out to Holly Potter, Ted Eytan, and Anna-Lisa Silvestre) for giving me an opportunity to experience a test drive in an exclusive setting on February 4, 2009.

Here is what is on tap for the day:

  • A general tour of the first of a kind center that brings together technology, architecture, workflow and frontline nurses, doctors and patients to spawn innovation and successful failures. The center is used as a living lab to brainstorm, test tools, and implement programs for patient-centered care in a mock hospital, clinic, office and home environment. The center is infused with innovation inspired from  Cisco Systems, Intel, Hewlett-Packard and others to leverage collective design and innovation resources to push new thinking.
  • A presentation from Intel’s Digital Health Group showcasing their latest technology prototypes designed for physicians, nurses, and members.
  • A demo by a KP physician on how they are using KP HealthConnect (Epic Systems) to intelligently enhance interactions between physicians, nurses, and patients via the the world’s largest civilian electronic health record.
  • A physician and IT expert from KP’s Innovation & Advanced Technology Group demo how they evaluate new technology and assess features/function/performance in the Garfield Center as part of a 3-5 year forward looking implementation perspective. Currente projecs include touch/surface computing, advanced robotics, telehealth and remote monitoring, the connected medical home, and health gaming with the Nintendo Wii.
  • A KParchitect shows how they use human-centered design with health care providers to prototype the “Micro Clinic”, a new kind of technology-driven clinic being developed.
  • The lead researcher of our  Research Program on Genes, Environment and Health (RPGEH), describes how KP creating the world’s largest genetic biobank (500,000 samples) to study everything from bipolar depression to breast cancer to personalized pharmacology.
  • The Director of Research explains how KP researchers utilize HealthConnect to conduct cutting-edge medical and scientific research
  • One of our innovation experts provides a case study of how human design and workflow concepts can dramatically improve improve medication administration / error reduction using a simple system being implemented throughout KP and other US based health systems.
  • Environmental Stewardship Officer (you have got to love that title!) shows how KP is leading the industry to create greener health care environments by removing potentially toxic materials and focusing on energy saving design

Again, the scale of KP creates a pretty big canvas from which to paint. More impressive to me, however, is the organizational commitment to pushing the boundaries by dabbling in all the colors of the innovation rainbow in creating a next generation health care masterpiece. KP’s leadership, or stewardship,  over its potential catalyzing role in this transformation continues to impress.

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