Hello to those whom I’ve yet to meet. This is rather long, so you may wish to grab a sandwich.
I write to share a few thoughts. I reside in the small place where those who refuse to drink the Kool Aid reside. For those who haven’t been there, it’s where those who place principle over fees dare to tread.
Where to begin? How to build your provider executive team? (Those who wish to throw cabbages should move closer to their laptops so as not to be denied a decent launching point.)
I comment on behalf of those in the majority who have either not started or hopefully have not reached the EHR points of no return—those are points at which you realize that without a major infusion of dollars and additional time your project will not succeed. Those who have completed their implementation, I dare say for many no amount of team building will help. Without being intentionally Clintonian—well, maybe a little—I guess it depends on what your definition of completed is.
If I were staffing a healthcare organization, to be of the most value to the hospital, I’d staff to overcome whatever is lying in wait on the horizon, external influences—the implications of reform and Stages 2 and 3 of Meaningful Use, and a national roll out of EHR with no viable plan to get there. Staffing only to execute today’s perceived demands will get people shot and will fail to meet the needs of hospital. To succeed we need to exercise an understanding of what is about to happen to healthcare and to build a staff to meet those implications.
Several CEOs have shared that they are at a total loss when it comes to understanding the healthcare implications of reform and IT. They’ve also indicated—don’t yell at me for this—they don’t think their IT executives understand the business issues surrounding EHR and reform. I somewhat disagree with that perspective.
Here’s a simplified version of the targets I think most of today’s hospital CIOs are trying to hit.
2. Meaningful use
6. Vendor management
8. User acceptance
9. Change management
10. Work flow improvement
11. Managing upwards
There are plenty of facts that could allow one to conclude that these targets have a Gossamer quality to them. Here’s what I think. You don’t have to accept this, and you can argue this from a technology viewpoint—and you will win the argument. I recently started to raise the following ideas, and they seem to be finding purchase—I like that word, and since this is my piece, I used it.
Before we go there, may I share my reasoning? From a business perspective, many would say the business of healthcare must move from a 0.2 to a 2.0 business model. (This is not the same as the healthcare business—the clinical side.) The carrot? The ARRA incentives—an amount that for many providers will prove to be more of a rounding error than a substantive rebate.
Large healthcare providers are being asked to hit complex, undefined, and moving targets, and they are planning on adapting to reform and reforming their own business model while they implement systems which will change how everyone works. Hospitals are making eight and nine figure purchase decisions based in part on solving business problems they have not articulated. If success is measured as being on-time, in-budget, and fully functional and accepted, for any project in excess of $10,000,000, the chances of failure are far greater than the chances of success.
Their overriding business driver seems to be that the government told them to do this. Providers are making purchasing decisions without defining their requirements. Some will spend more on an EHR system than they would to build a new hospital wing. Many don’t know what the EHR should cost, yet they have a budget. Many don’t know if they need a blue one or a green one, if it comes in a box, or if they need to water it.
So, where would I staff to help ensure my success—this is sort of like Dr. Seuss’, “If I ran the Circus”—the one with Sneelock in the old vacant lot. I’d staff with a heavy emphasis on the following subject matter experts:
• Planning & Innovation
• Change Management
• PR & Marketing
Contrary to popular belief, not all of these high-level people need to have great understanding of healthcare or IT. You probably already have enough medical and IT expertise to last a lifetime.
Here’s why I think this is important. Here’s what I believe will happen. Three to five years for now the government would like us to believe there will be a network of articulated EHRs with different standards, comprised of hundreds of vendor products, connected to hundred of RHIOs, and mapped to a N-HIN. Under the proposed model, standardization will not occur if only for the fact that there is no monetary value to those vendors whose standards are not standard.
Interoperability, cost, and the lack of standardization will force a different solution—one which is portable. I think the solution will have to be something along the lines of a single, national, open, browser-based EHR. It will be driven by consumers. Consumers will purchase the next generation of super-smart portable devices that offer a combination of iPad/iPhone functionality.
The Personal Health (PRH) will have evolved to become the EMR. How is this possible? What do smart devices do? They do one thing, billions of times each day, and they do it perfectly—they send and receive ones and zeros. That is what today’s EMR are—ones and zeroes. Those next-gen devices will be EMR-capable. Why? Because there are more than a hundred million customers who will keep buying these devices.
The so-called N-HIN will be the new Super Internet—not some cobbled together network of RHIOs.
Firms like Apple, Google, and Microsoft will drive this change. We already buy everything they offer, in fact, we line up at midnight to do so. By then, those firms will care less about selling the devices than they will about transporting the ones and zeroes that comprise the data. Their current PHRs are their way of introducing themselves to consumers as players in healthcare.
The point I am trying to drive home is that from being able to adapt to change and reform, lean towards staffing the unknown. Staff with leaders, innovators, and people who can turn on a dime. Build your organization like turning on a dime is your number one requirement. Don’t waste time and money worrying about Certification or Meaningful Use. If anyone asks you why, you can blame me.
If you want a real reason, I have two. First, they won’t mean a thing five years from now. Second, if I am the person writing an incentive check, I want to know one and only one thing—will your system connect with the other system for which I am also writing a check? That is the government’s home run.