September 22, 2016Dial In: 877.668.4493Code: 660 330 626

What’s Next for Electronic

Health Records?

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Madge KaplanDirector of Communications

Institute for Healthcare Improvement

For resources & slides, visit IHI.org/WIHI

Dial In: 877.668.4493 Code: 660 330 626

Madge Kaplan, IHI’s Director of

Communications, is responsible for developing

new and innovative means for IHI to communicate

the stories, leading examples of change, and

policy implications emerging from the world of

quality improvement ― both in the U.S. and

internationally. Prior to joining IHI in July 2004,

Ms. Kaplan spent 20 years as a broadcast

journalist for public radio – most recently working

as a health correspondent for National Public

Radio. Ms. Kaplan was the creator and Senior

Editor of Marketplace Radio's Health Desk at

WGBH in Boston, and was a 1989/99 Kaiser

Media Fellow in Health. She has produced

numerous documentaries, and her reporting has

been recognized by American Women in Radio

and Television, Pew Charitable Trusts, American

Academy of Nursing and Massachusetts

Broadcasters Association.

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Jill DuncanInstitute for Healthcare Improvement

For resources & slides, visit IHI.org/WIHI

Dial In: 877.668.4493 Code: 660 330 626

Jill Duncan, RN, MS, MPH, Executive Director, Institute for Healthcare Improvement (IHI), provides strategic development and programming leadership for IHI's Quality, Cost, and Value Focus Area, IHI’s Leadership Alliance, and program development and facilitation for many of IHI's workforce development initiatives. Her previous IHI responsibilities include daily operations and strategic planning for the IHI Open School, leadership of IHI's Joint Replacement Learning Community, and program coordination and faculty guidance for IHI's Leading Quality Improvement: Essentials for Managers program. Ms. Duncan draws from her learning as a Clinical Nurse Specialist, quality leader, nurse educator, and front-line care provider.

You can reach Jill at Jduncan@IHI.org

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The IHI Leadership Alliance is a

dynamic collaboration of health care

executives who share a goal to work

with one another as well as in

partnership with our patients,

workforces, and communities to deliver

on the full promise of the IHI Triple Aim.

6Year 2 Members

Year 3 Alliance Members to Date• Air Force Medical Department • Alberta Health Services• Army Medical Department• Baystate Health• Bellin Health• CareSouth Carolina• Charleston Area Medical Center• Children's Health• Christiana Care Health System • Cincinnati Children's Hospital

Medical Center• Coastal Medical• Consulate Health Care• Dignity Health• Emerald Physicians • GBMC HealthCare System Inc.• Geisinger Health System

• Genesis HealthCare• Health Quality Council of

Alberta (HQCA)• HealthPartners• Henry Ford Health System• Kaiser Permanente• Kansas Healthcare Collaborative• Mayo Clinic• Memorial Hermann• MemorialCare Health System• Missouri Hospital Association• National Capital Region

Enhanced Multi-Service Market • Navy Medical Department• North Carolina Hospital

Association• Northwell Health

• Palmetto Health• Parkview Health System• Providence St. Joseph Health • Roanoke Chowan Community

Health Center• Sanford Health Network• Sibley Memorial Hospital• South Carolina Hospital

Association• Southcentral Foundation• The Dartmouth Institute• UMass Memorial Health Care• University of Arkansas for

Medical Sciences • University of Pittsburgh

Medical Center

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IHI Leadership Alliancehttp://www.ihi.org/Engage/collaboratives/LeadershipAlliance

IHIAllianceTeam@ihi.org

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John HalamkaBeth Israel Deaconess System

For resources & slides, visit IHI.org/WIHI

Dial In: 877.668.4493 Code: 660 330 626

John D. Halamka, MD, MS, is the International

Healthcare Innovation Professor at Harvard Medical

School, Chief Information Officer of the Beth Israel

Deaconess System, and a practicing emergency

physician. He strives to improve health care quality,

safety, and efficiency for patients, providers, and

payers throughout the world using information

technology. Dr. Halamka has written five books,

several hundred articles, and is the author of the

popular Geekdoctor blog. He is also an organic farmer

in Sherborn, Massachusetts, overseeing 15 acres of

agriculture, animals, and cider/mead making.

You can reach John at jhalamka@bidmc.Harvard.edu

A Brief History of Time

• The National policies from Brailer to DeSalvo

• Interoperability - from HITSP to Argonaut

• Patient/Family Engagement - from a rogue idea to

OpenNotes

• Big Data Analytics - from managed care to care

management

• Cloud/Mobile - from Palm Pilots to CareKit

Assessing Our

Progress• EHR - safety/quality, efficiency, physician satisfaction

• Interoperability - is the data you need there when you need it without difficulty or significant cost?

• Patient/family engagement - are we bringing value to the patient with our electronic tools?

• Big Data Analytics - are we supporting alternative payment models and value-based purchasing?

• Cloud/mobile - are EHR vendors, clinicians, and compliance departments embracing cloud hosted, mobile friendly options?

Assessing Our

Progress • EHR - 80% adoption of EHRs but with 453 clicks to admit a patient ,

140 structured data elements per encounter to support clinical quality measures, 40% of clinicians feel burned out (C+)

• Interoperability - we’ve made reasonable gains with pushing payloads from place to place, but have not built the enabling infrastructure to support pull (C+)

• Patient/family engagement - we’re making reasonable progress with portals but we need an app that enables true patient stewardship of data (B)

• Big Data analytics - many products compiled in Powerpoint (B)

• Cloud/mobile - we need to accept that risk can never be zero (B)

We Can Do Better• EHR - my wife’s recent experience and the need

for Facebook/wikipedia

• Interoperability - my mother’s recent experience with a hip fracture

• Patient/Family engagement - my recent experience with hypertension

• Big Data Analytics - my wife’s cancer experience

• Cloud/Mobile - my current journey with multiple vendors

Next Steps

• Meaningful Use has run its course - we must move to outcomes based payment models for clinicians and hospitals

• Certification in its current form paralyzes innovation and does not improve interoperability

• We need a national provider directory, a voluntary national patient identifier, a trust fabric, a governance framework, and consistent privacy policies

• We must reduce clinician burden

• Return the agenda to the private sector

• jhalamka@bidmc.harvard.edu

• http://geekdoctor.blogspot.com

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Laurance StuntzMassachusetts eHealth Institute

For resources & slides, visit IHI.org/WIHI

Dial In: 877.668.4493 Code: 660 330 626

Laurance Stuntz is the Director of the Massachusetts

eHealth Institute, the Commonwealth’s entity for health

care innovation, technology, and competitiveness. At the

eHealth Institute, Mr. Stuntz and his team are leading the

state’s participation in the Massachusetts Digital Health

Initiative and helping all providers in the Commonwealth

adopt electronic health records and become part of a

statewide health information exchange, with a particular

emphasis on behavioral health and long term care

providers. The effort involves a broad range of

stakeholders to ensure that patients have access to their

data and become active and engaged participants in

managing their health. Prior to joining the eHealth Institute,

Mr. Stuntz worked for private industry and has 25 years of

experience in healthcare information technology product

development, systems integration and management

consulting. Much of this work was focused on collaboration

and exchange of information among all types of healthcare

organizations. He was a Partner at Computer Sciences

Corporation (CSC) with responsibility for CSC’s

Collaborative Communities solution area and the Senior

Vice President responsible for product development for

NaviNet.

You can reach Laurance at stuntz@masstech.org

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Strategic Framework

Make Massachusetts a global leader in Digital Health innovation, in turn driving economic growth and improving healthcare outcomes and efficiency.

Improve Access to Customers /

Pathways to Market

Digital Health Marketplace

Convene the Cluster / Increase Network Density

Digital Health Hub & Accelerator

MassDigitalHealth.org

#MassDigitalHealth

Improve Healthcare Data Transparency &

Availability

Healthcare Data Initiative

Goal

Strategies

Programs

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Mass Digital Health: Marketplace Framework

Distribution[strategic

partnerships,

scaling]

Deployment

[initial

partnerships]

Development

[vetting & insights]

Discovery

[networking, hackathons]

Challenges Teams

TechSpring

Insights

PULSE Program

(10-15 companies)

TechSpring

Projects

PULSE Check

Scaling

Cohort

Support

Tap Into TechSpring

PULSE Learnings &

Vetting / Checklists

Customer

Openness /

Matchmaking

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Mass Digital Health: PULSE@MassChallenge

PULSE@MassChallenge is the state’s

innovation hub and laboratory for

digital health economic development.

PULSE@ is receiving grant funding

and strategic support from MeHI on

behalf of the Commonwealth.

Program Offerings:

• Networking/Meetups (PULSE Checks)

• A competitive accelerator program for later-stage startups; application period

launching in mid-September

• Coworking space, data challenges, and other activities

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Mass Digital Health: TechSpring

TechSpring is Baystate Health’s

digital health technology

innovation laboratory. They offer

strategic support to later-stage

startups, corporate partnerships,

mentoring, meetups, and other

economic development activities.

TechSpring is receiving grant

funding from MeHI on behalf of

the Commonwealth, in order to

build statewide connectivity and

build collaborations with

PULSE@MassChallenge.

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Mass Digital Health: Convening & Promotion

#MassDigitalHealth

Applying Value Management to Health Care

November 2-4Washington, DC

For more

information,

visit IHI.org

• Define a clear standard of care for at least one value stream

• Identify approaches to improve efficiency within a standardized value stream

• Design tests to recognize and improve resource capacity and alignment within

a value stream

• Test specific tools (Lean accounting approaches) that do not require any

additional investment or significant new data, but will provide weekly insight

into cost, quality, and capacity for their value stream

• Learn how to make the case for investment in continuous value improvement

to organizational leaders and staff

• Have a better understanding of financial information for better decision making

on the front lines

Find Us at25

Thanks to everyone who makes WIHI possible!

Coming up on WIHI:

Improving Patient Experience – What’s Working and

What’s Not

– October 6, 2016

Re-imagining Family Caregiving With Engagement and

Support

– October 20, 2016

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