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A season for renewal and fresh directionsA season for renewal and fresh directionsAn update from HIM Senior Leadership.<div><img src="/blog-site/PublishingImages/blog/a-season-for-renewal-and-fresh-directions/Shelley_Browne.jpg" alt="Shelley_Browne.jpg" class="phsa-rtePosition-1" style="margin:10px 15px;width:250px;height:375px;" />Communication and engagement are two key important themes we set our direction for 2017. We have made some important strides in connecting with staff, manager and leaders across the organization to take a pulse of what we need as we move forward.</div><div><br></div><div>It is important to communicate to all employees to give us all a better foundation about who we are, and where we are headed as we continue to grow as an organization. </div><div><br></div><div>Engagement is defined as having a conversation to address concerns and figure out action on how to move forward. <strong><em>Our approach is to provide information in a way that </em></strong><strong><em><span style="text-decoration:underline;">you</span> want the message to be delivered</em></strong><strong>.</strong></div><div><br></div><div><p>All of this translates to discussions on a site level from your managers about our three-year Strategic Plan, and how it impacts you on a local level. </p><p>You will also be getting more communications about the feedback and results received from the HIM Check-In Survey you completed last year to show you what we have learned and the steps that will follow.</p><p>There will be a standardized approach in how we teach you about HIM Culture and the basic information you need to know. We have heard from your feedback that we need an HIM specific orientation customized to your needs as a HIM employee.</p><p>We will be continuing on our brand work to build our professional identity as leaders in Health Information Management. HIM staff name tags (soon to arrive) will demonstrate our passion for a client-focused approach and help to break down barriers that come from being such a large group as HIM. </p><p>Lastly, but most importantly, we will be continuing to celebrate your amazing commitment and dedication to being a Health Information Management professional, through activities like <a href="">the Long Service Awards</a>, <a href="">HIP Week</a>,  <a href="">the Privacy Road Show</a>, <a href="">the Wise Owl Awards</a>, and profiling <a href="">the many amazing stories and events</a> that happen every day at all of our 42 locations.</p><p>Consider this a brief preview into what we all have to look forward to in the coming weeks. </p><p>Have a wonderful spring!</p></div><div>Shelley Browne, Executive Director</div><div>Health Information Management</div><div><br></div>
Media Summary August 21Media Summary August 21The HIM Media Summary is compiled by the HIM Communications’ team on a bi-weekly basis. The stories featured in this email include topics related to Health Information Management. <h3 class="phsa-rteElement-Header3">HEALTH CARE NEWS & POLICY</h3><p class="phsa-rteElement-Paragraph"><br><a href="" target="_blank" name="nationalpost health how much does the average">How much does the 'average' Canadian pay in a year for public health care?</a><br>National Post | August 2, 2017<br><br>The Canadian Institute for Health Information (CIHI) believes Canada spent approximately $228 billion on health care in 2016. That’s 11.1 per cent of Canada’s entire GDP and $6,299 for every Canadian resident.<br><br>That per capita rate would put Canada near the high end of what other advanced economies pay.<br><br>According to the CIHI, in 2014, the last year for which comparable data was available, Canada spent $5,543 per resident, more than the United Kingdom ($4,986) and Australia ($5,187) but less than Sweden ($6,245) and far less than the United States ($11,126).<br><br><a href="" target="_blank" name="https cantechletter newswire reliq health t">Reliq Health Technologies Announces Go-Live with Rio Grande Valley Health Alliance</a><br>CanTech Letter | Aug 17, 2017<br><br>VANCOUVER, British Columbia, Aug. 17, 2017 (GLOBE NEWSWIRE) — Reliq Health Technologies Inc.(TSXV:RHT) (OTCQB:RQHTF) (“Reliq” or the “Company”), a technology company focused on developing innovative mobile health (mHealth) and telemedicine solutions for Community-Based Healthcare, is pleased to announce the go-live of remote patient monitoring, care coordination and telemedicine platform with their Rio Grande Valley Health Alliance, LLC (RGVHA) in McAllen, Texas. <br><br>The Company has begun enrolling the first of RGVHA’s >30,000 Primary Care patients. The Company expects to add >500 patients to the platform each month going forward, generating over $20 Million USD in recurring annual revenue at full deployment.<br><br><a href="" target="_blank" name="phcnews ca news desktop transformation projec">Desktop Transformation Project (Dtp) Well On Its Way</a><br>PHC News | Aug 14, 2017<br><br>To date, 13% of Providence Health Care’s 4500 Windows XP workstations have been replaced because our Patient Care Information System (SCM, ED, ES, AM) was not Windows7 compatible. We are happy to let you know that a solution has been developed and plans are underway to pilot in the following areas:<br><br>Preadmission Clinic (starting Aug 9)Inpatient Surgery 10AB (starting Aug 14)Inpatient Renal 6B (starting Aug 21)HIM Registration Standards and Data Quality (starting Aug 21)SPH Emergency (starting Aug 28)Palliative Care 10D (starting Sep 18)<br><br>These plans to replace our computers have provided the opportunity to ‘redesign the clinical desktop’ with the intent to provide a more optimized and user friendly desktop experience for our clinicians. Key stakeholders across PHC have been engaged throughout the redesign and the pilot planning process. The key approaches for introducing the new clinical desktop are:<br><br>No formal training required (quick reference guides at each workstation)A range of support models: Super users, Onsite ‘project’ support at shift change, 24/7 phone supportA range of implementation models piloted (gradual versus ‘all at once’ rollouts)Hybrid environment with new (Windows 7) and old (Windows XP) computers both being available as the new clinical desktop rolls out to all clinical areas of the organization. <br><br>The key criteria for the new clinical desktop is that the “user experience must be at the same or better level than current user experience.” The pilots will be assessed specifically as it relates to clinical workflow and systems performance and will be reported back to our Senior Leadership team by the end of September to inform the plan moving forward. <br><br>If the pilots are successful, we are moving forward with the development of the post pilot rollout plans. As a first step, DTP will conduct a full discovery (inventory) of the remaining workstations across PHC to determine the hardware and software that will be needed to support the replacement of each workstation. Some departments/units have already been contacted to start the discovery work. The new computers with preloaded programs will be rolled out starting mid/late October and targeting to complete in April 2018.<br><br><a href="" name="canhealth blog it and ipac collaborate to dev" target="_blank"></a><br><a href="" target="_blank" name="vchnews ca across vch 2017 08 16 changes vch ">Changes to VCH Senior Executive Team</a><br>VCH News | Aug 16, 2017<br><br>With that in mind, it is with mixed emotions that I announce the departure of two members of the VCH Senior Executive Team. Oliver Grüter-Andrew, our Chief Information Officer, has accepted a new position as President and CEO of E-Comm 9-1-1, the organization responsible for the processing of BC’s 9-1-1 emergency calls and the response of police, fire and ambulance resources to them. Oliver, who provides oversight to our IMITS operations on a Lower Mainland basis through PHSA, first came to the executive table in 2015 and has made a significant impact on the delivery of IMITS services within VCH. While delighted for Oliver and the opportunity that lies ahead of him, I am disappointed that we will lose his leadership and experience in an area critical to the continued success of our health system. His last day with IMITS and VCH will be September 15. A decision on interim and future leadership for the IMITS function will be announced shortly.<br><br>Also leaving in the coming months is Paul Brownrigg, our Vice President of Clinical & Systems Transformation and Innovation. Paul joined us in 2014 to move our vision of transformation and innovation forward and he has done a wonderful job of advancing our strategies in areas ranging from telehealth and virtual care, to diagnostic imaging and CST. When Paul came to us, it was always on the basis of a term-position, meaning he would provide his services and expertise before choosing to move onto his next challenge. He feels the time is right to take that next step and will leave VCH in November to return to the world of healthcare consulting. A decision on the future leadership for Paul’s role will be made within the context of our overall transformational vision in the coming months.<br><br><a href="" target="_blank" name="https piquenewsmagazine whistler pemberton ">Pemberton Health Centre to get new nurses and technology</a><br>Pemberton Health Centre | July 27, 2017<br><br>Karin Olson, chief operating officer for Vancouver Coastal Health (VCH), visited the Village of Pemberton's (VOP) Committee of the Whole meeting on Tuesday, July 25 with some welcome news.<br><br>Olson informed council that VCH has hired five additional nurses to serve the corridor, and now Pemberton will have two on-call nurses on any given night.<br><br>Since a nurse went on leave after a disturbing incident at the Pemberton Medical Clinic, the community has been dealing with staffing shortages, particularly for on-call shifts.<br><br>Olson also said that the Pemberton Health Centre and the Whistler Health Care Centre will be the first two hospitals in VCH to join the Clinical and Systems Transformation Project, a new initiative that will digitize patient records, so that they can be easily shared across hospitals throughout the region, as well as with the Provincial Health Services Authority and Providence Health Care.<br><br>"It allows the care providers here to look back on their history and see what care was provided, avoiding duplication of tests but also making sure that allergies and other safety pieces are respected," explained Olson following her presentation.<br><br><a href="" target="_blank" name="vchnews ca across vch 2017 08 15 reminder cal">REMINDER: Call for abstracts for BC Quality Forum 2018</a><br>VCH News | August 15, 2017<br><br><a href="" target="_blank" name="qualityforum ca ">The Quality Forum</a> is an annual event that brings together hundreds of people who are passionate about improving the quality of health care to learn, connect and share their work with each other. Presentations from participants are a central part of the Quality Forum – this is your chance to tell everyone about your big ideas, success stories and lessons learned from your work! Presentation abstracts for Quality Forum 2018 are due on September 8, 2017.<br></p><h3 class="phsa-rteElement-Header3">EHEALTH</h3><p class="phsa-rteElement-Paragraph"><br><a href="" target="_blank" name="https thestar news canada 2017 07 29 doctor">Doctors use this software during patient visits. Now Big Pharma is tapping it to sell their drugs</a><br>Toronto Star | July 29, 2017<br><br>Electronic patient records in doctors’ offices across the country are being used by brand name drug companies looking to muscle market share away from generic competitors, a Star investigation has found.<br><br>Concerned physicians say a clinical tool they use to write prescriptions and care for patients is being co-opted, and they fear health records are being tapped so drug companies can increase profits.<br><br>In the battle for pharmaceutical dominance, this new tactic, deployed in software used by doctors, has allowed brand-name companies to capitalize on the moment a prescription is written.<br><br>Here’s how it works:<br><br>The patient records are found in EMRs, or electronic medical record software, owned by Telus Health, a subsidiary of the telecom giant. The software is used by thousands of Canadian doctors to take notes during patient visits and to create a prescription to be filled by the patient’s pharmacy.<br><br>To drive business their way, brand-name drug companies have paid Telus to digitally insert vouchers so that the prescription is filled with their product instead of the lower-cost generic competitor that pharmacists normally reach for.<br><br>The vouchers are known in the industry as “patient-assistance programs.” It works like a coupon: If a patient’s insurance does not cover the full cost of the pricier brand name drug, the drug’s manufacturer will cover part or all of the cost difference from its generic equivalent.<br><br>The voucher feature is offered in a number of other electronic medical record systems, Telus said.<br></p><h3 class="phsa-rteElement-Header3">PRIVACY<br></h3><p class="phsa-rteElement-Paragraph"><br><a href="" target="_blank" name="hrmonline ca hr business review employment li">Privacy-breaching worker wins reinstatement</a><br>Human Resources News Canada | August 8, 2017</p><p class="phsa-rteElement-Paragraph"><br>Privacy issues in employment are gaining more and more attention these days, particularly in the healthcare sector.<br><br>The importance of privacy for individuals, institutions, and government is reflected in increasing restrictions and regulations on access to information.<br><br>For example, in late June 2017, the Ontario Government filed O.Reg 224/17 which amends the General Regulation under the Personal Health Information Protection Act to increase the situations when a health care custodian must notify the Information Privacy Commissioner of a possible breach.<br><br>Despite the increasing legislative scrutiny, enforcement and adherence to privacy restrictions remains a challenge for employers. Employers who are healthcare custodians are increasingly required to make discipline decisions with respect to employees who breach privacy and often those breaches occur out of simple curiosity.<br><br>Curiosity may have killed the cat, but arbitral case law suggests that curiosity by unionized employees may not kill the employment relationship.<br><br>In order to uphold the termination of employment for a unionized employee, an arbitrator must be satisfied that not only was there cause for discipline but that the penalty of discharge is appropriate in all the circumstances.<br><br>Unfortunately for employers trying to uphold their obligations as health care custodians and protectors of privacy, the approach taken by arbitrators might mean that a zero tolerance policy on privacy breaches will be ineffective. Arbitrators regularly look to factors such as remorse, reasons for the breach, and economic hardship to determine if the discharge should be upheld.<br><br>A recent decision from British Columbia, which was upheld on <a href="$2017.pdf" name="lrb bc ca decisions B062 2017 pdf">review</a><a href="$2017.pdf" name="lrb bc ca decisions B062 2017 pdf 2">,</a> suggests that even if the employee fails to show remorse until the day of the arbitration hearing, this belated remorse may be sufficient to allow an arbitrator to conclude that the employment relationship can be repaired and that reinstatement is appropriate.<br><br>In this case, a nurse had been terminated from her employment after improperly accessing personal medical records of numerous patients out of curiosity.<br><br>The union grieved the termination and a hearing was held where the union successfully argued that termination was an inappropriate and excessive penalty. The nurse was reinstated, although without back pay, despite the emphasis on privacy by governments and patients.<br><br>Arbitrator Brown ordered reinstatement in part because the nurse was discipline-free over eight years, the termination made it difficult to find alternate employment, the nurse was remorseful, and the nurse had taken courses to educate herself on privacy.<br><br><a href="" target="_blank" name="policyoptions irpp org magazines july 2017 pr">Will the new NAFTA allow Canadian governments to ensure that private data collected from Canadians will not be stored outside this country?</a><br>Policy Options| July 28, 2017<br><br>As we get ready to enter what promises to be a very contentious renegotiation of the North American Free Trade Agreement (NAFTA), we should keep in mind that supply-managed milk and chickens are not the only things the Americans will want to have on the table. The list of items for negotiation includes a number of sectors that were not included in the original agreement, often because those industries did not exist in the mid-1990s, at least not on the scale they do now.<br><br>In fact, the United States has <a href="" name="https ustr gov sites default files files Pr">made it explicit</a> that it intends to “establish rules to ensure that NAFTA countries do not impose measures that restrict cross-border data flows and do not require the use or installation of local computing facilities.” British Columbia’s public sector privacy law does just that, and we can expect that the domestic data-storage requirement in its Freedom of Information and Protection of Privacy Act (FIPPA) will be a bone of contention.<br><br>And no, this intention of the Americans’ isn’t some new zaniness from the mind of President Donald Trump, but a long-standing claim by <a href="" name="ustr gov sites default files 2013 20NTE pdf">successive administrations</a>.<br><br>BC is one of two provinces in Canada that have a domestic data storage requirement in law (the other is Nova Scotia). In BC the law came about as a way out of a huge controversy during the first government of Liberal premier Gordon Campbell. In 2004, Campbell undertook a number of outsourcing initiatives, one of which involved the health ministry contracting out the administration of BC’s public health insurance program to Maximus, a US-controlled private service provider.<br><br>The centre of the controversy was the prospect of the application of the USA Patriot Act to British Columbians’ personal health information. The USA Patriot Act contained a number of measures allowing American security and law enforcement agencies to gain access to personal information. This caused a huge uproar in BC.<br><a href="" name="https oipc bc ca special reports 1271"><br>BC’s information and privacy commissioner</a> demanded that protections be brought in, requiring that this data be stored in Canada (among other things), and Campbell agreed. As a result, <a href="" name="bclaws ca EPLibraries bclaws_new document ID ">BC’s law</a> requires public bodies in the province to “ensure that personal information in its custody or under its control is stored only in Canada and accessed only in Canada,” subject to a few limited exceptions.<br><br>The BC and Nova Scotia laws have been targeted by the Office of the US Trade Representative (USTR). In <a href="" name="https t co u1DGqv6wd4">the latest annual report</a> on what it considers to be trade barriers around the world, the USTR claims these laws are barriers to digital trade:<br><br>British Columbia and Nova Scotia each have laws that mandate that personal information in the custody of a public body must be stored and accessed only in Canada unless one of a few limited exceptions applies. These laws prevent public bodies, such as primary and secondary schools, universities, hospitals, government-owned utilities, and public agencies, from using U.S. services when there is a possibility that personal information would be stored in or accessed from the United States.<br><br>Internal <a href="" name="fipa bc ca library Released_through_FOI USTR ">USTR documents</a> we obtained through the American Freedom of Information Act show that major US companies (Rackspace/Salesforce) complained to the USTR about BC’s requirement that government and other public sector data be stored in Canada. The documents also show the USTR took those complaints seriously, and it made a point of calling the BC ministry responsible for the law in early 2012 to discuss the issue. We didn’t get a record of what precisely was said during the call, but the USTR officials’ e-mails we did receive indicated they were interested in what they heard from the BC Ministry of Citizens’ Services.<br><br><a href="" target="_blank" name="fortherecordmag archives 0817p18 shtml">Swift Response Can Limit Cyber Attack Damage</a><br>For the Record | August 2017<br><br>On an organizational level, response plans provide the foundation for an effective defense and mitigation strategy. Sharecare's Jim Bailey, president of the company's health data services business unit, says that although organizations of every size and industry are under a constant barrage of cyber attacks, "In the event that one of these is successful at breaching your defenses, a cyber response plan, or incident response plan as we call it, can drastically impact the outcome of the attack. The complexity of systems, networks, and applications can be difficult and time consuming to properly inspect and recover from a cyber incident."<br><br>Time is definitely not on a health care organization's side when a cyber incident presents itself, says Sandy Garfinkel, JD, founder and chair of the Data Security and Privacy Practice Group at the law firm Eckert Seamans Cherin & Mellott. "Breach response is a game that is played against the clock. The longer it takes to investigate the incident, round up response team members and decision makers, identify affected people, marshal resources, and create and issue notifications, the greater the exposure to an entity," he explains, adding that exposure comes from many directions, including private claims, regulatory investigations, and shareholder actions.<br><br>Therefore, readiness is critical to minimizing fallout, says Rita Bowen, MA, RHIA, CHPS, CHPC, SSGB, vice president of privacy, compliance, and HIM policy with MRO, a disclosure management firm, adding that health care organizations must be vigilant and proactive in their efforts through incident response teams. "At MRO, we have a privacy and security incident response team and a data protection steering committee," she notes. "To be proactive, the data protection steering committee is looking at incidents that have happened in the health care environment and asking: What if this happens to us? We modify process and policy as needed to assure readiness."<br><br><a href="" target="_blank" name="canhealth blog response to ransomware costs h">Response to ransomware costs hospital $10 million</a><br>Can Health Tech | August 9, 2017<br><br>BUFFALO, N.Y. – Hackers demanded $30,000 from the Erie County Medical Center during a massive cyber-attack in April, when ransomware shut down the hospital’s computers. The medical centre didn’t pay the fee, but it did spend $5 million on new hardware, software and services to recover its data and protect itself from future intrusions.<br><br>Another $5 million in costs stemmed from a combination of increased expenses, such as for staff overtime pay, and lower revenues from the loss of business during the system down time, the Buffalo News reported.<br><br>That’s just the costs related to the incident. Going forward, medical center officials also anticipate an ongoing additional expense of $250,000 to $400,000 a month for investments in upgraded technology and employee education to harden its computer system defenses to reduce the risk and impact of future attacks.<br></p><h3 class="phsa-rteElement-Header3">QUALITY IMPROVEMENT</h3><p class="phsa-rteElement-Paragraph"><br><a href="" target="_blank" name="https ehrintelligence news how strong healt">How Strong Health Data Governance Ensures EHR Data Integrity</a><br>EHR Intelligence | August 7, 2017<br><br>Health data governance best practices are necessary for ensuring providers are getting the most out of their EHR systems. Maintaining the principles of data governance and implementing strategies to improve EHR data quality, use, and exchange can lead to better patient safety, health IT interoperability, and clinical efficiency.<br><br>The American Health Information Management Association (AHIMA) continues to stress the <a href="" name="ahima org topics infogovernance igbasics tabi">importance of effective EHR data management</a> and appropriate changes to clinical processes and workflows in the wake of rapid rates of EHR adoption and the growing need for accurate, timely information for high-quality patient care.<br><br>“The complexity of technology and the associated process and workflow changes associated with it can result in unintended consequences,” it stated the association. “While IG recognizes the importance of technology, it realigns the focus from being solely on technology to the people and policies generate and manage data and information for safe, high quality care.”<br>Health data governance is also useful for supporting patient engagement strategies for healthcare organizations interested in allowing patients greater access to their own electronic health information.<br><br>“IG addresses the need for transparency, accuracy, and integrity of information shared with patients,” stated AHIMA. “This is absolutely essential for patients to have confidence in their providers and fully participate as members of their healthcare team.”<br><br>Well-established data governance best practices as well as new developments in data provenance and EHR use guidelines can assist providers in optimizing health IT for improved patient health outcomes.<br><br><strong>Data governance best practices</strong><br><br>To assist healthcare organizations in reaping the benefits of data governance, AHIMA developed the <a href="" name="library ahima org doc oid 107468 WYiYTojyuUk">Information Governance Principles for Healthcare (IGPHC) framework</a>.<br>The framework sets forth a foundation of best practices for healthcare IG programs guided by the following eight principles:<br><br>Accountability-Healthcare organizations should require a member of hospital leadership to oversee a health data governance and management program. Healthcare organizations should also adopt a set of policies and procedures so the program can be audited.<br></p><h3 class="phsa-rteElement-Header3">CLINICAL DOCUMENTATION</h3><p class="phsa-rteElement-Paragraph"><br><a href="" target="_blank" name="fortherecordmag archives 0817p14 shtml">Make Documentation a Two-Way Street</a><br>For the Record | August 2017<br><br>While there are many ways patients are becoming more involved in their care, the idea of patients participating in the charting process is a relatively new strategy. Despite being a concept without a track record, patient participation in documentation has the potential to be a difference maker.<br><br>For Stephanie Drobny, MS-HSL, RN, CPHQ, regional senior manager for outpatient oncology and infusion at three hospitals in the Banner Health System, getting patients involved in the charting process has been an eye-opener. She started doing it on her own and then decided to present the idea to her unit. From there she expanded the effort during a master's project on communication as leaders.<br><br>Since then, Drobny has been on a crusade of sorts, sharing her experience and promoting the benefits of such an initiative. Feedback has been overwhelming, she says, noting that one physician told her that it's amazing something "so simple could be so profound."<br><br>"It's a new concept, but as we move health care forward we need to start addressing the relationship between nursing, providers, and patients," Drobny says. "We should not ultimately be the ones who manage patients' care—they need to learn to manage their own care. And what better way to start the process than to involve them during the charting? Part of the way we can empower patients to be more involved in their own care is to ensure they're getting all their health information presented to them in a way that they understand. Discussing this information while charting can be very effective."</p><p><br></p>
Media Summary June 23, 2017Media Summary June 23, 2017The HIM Media Summary is compiled by the HIM Communications’ team on a bi-weekly basis. The stories featured in this email include topics related to Health Information Management. <table cellspacing="0" width="100%" class="phsa-rteTable-default"><tbody><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default" style="width:100%;"><strong>HEALTH CARE NEWS & POLICY</strong></td></tr></tbody></table><table cellspacing="0" width="100%" class="phsa-rteTable-default"><tbody><tr><td class="phsa-rteTable-default" style="width:100%;">​</td></tr><tr><td class="phsa-rteTable-default"><a href=""><strong>Faster admissions, less infection at Port Moody hospital</strong></a></td></tr><tr><td class="phsa-rteTable-default">Tri-City News | June 14, 2017</td></tr><tr><td class="phsa-rteTable-default"><p>Eagle Ridge Hospital's executive director is crediting hospital staff for initiatives that have resulted in fewer cases of sepsis and quicker hospital admissions.</p><p>Data contained in the biannual report of the Canadian Institute for Health Information (CIHI) shows that the Port Moody hospital has cut in half the number of infections resulting in sepsis while the hospital is doing the same or better in other key indicators.</p><p>(Sepsis is a life-threatening illness caused by a body's response to an infection.)</p><p>"It's a great hospital to work in because staff are taking initiative in [dealing with] quality indicators," Lisa Zetes-Zanatta told <em>The Tri-City News.</em></p><p>For example, ERH has focused on hand washing, preoperative preparation, removing clutter and other moves to cut sepsis rates from 3.5 per 1,000 patients to 1.4/1,000.</p><p>As well, the hospital is doing a better job of moving patients out of emergency into regular beds, Zetes-Zanatta said. Now, instead of waiting until the afternoon for moving patients into wards, ER patients are moved in the morning, speeding up the process.</p><p>Zetes-Zanatta said she expects to see the change reflected in the number of hours it takes for ER patients to be admitted, posted as 43.6 hours (in 90th percentile) in the CIHI report, which is still below the Fraser Health average of 46.8 but above the national average of 29.3 hours.</p><p>(There have previously been complaints about the number of ER patients left in hallways.)</p><p>"First thing at 8 a.m., patients are pre-identified to go upstairs and up they go. We no longer wait for people," she said, noting that discharged patients can wait in a departure area where they can still be seen by a doctor or a nurse, and older patients have access to a geriatric chair for their comfort.</p><p>"You want to have people up-seated and mobile because mobility is one of the predictive factors in doing well in hospital," she said.</p></td></tr><tr><td class="phsa-rteTable-default">​</td></tr></tbody></table><table cellspacing="0" width="100%" class="phsa-rteTable-default"><tbody><tr><td class="phsa-rteTable-default" style="width:100%;">​</td></tr><tr><td class="phsa-rteTable-default"><a href=""><strong>Harnessing Information Technology to Inform Patients Facing Routine Decisions: Cancer Screening as a Test Case</strong></a></td></tr><tr><td class="phsa-rteTable-default">Annals of Family Medicine | May/June 2017</td></tr><tr><td class="phsa-rteTable-default"><p>This pragmatic observational cohort study harnessed EHR data and patient portal capabilities to create an automated decision module that could identify patients likely to be facing common cancer screening decisions, engage and inform patients, clarify questions and fears, identify next decision steps, and improve the decision-making process. We found that practices had large decision burdens—with 1 in 5 patients facing a decision—yet only 20.6% of patients facing a decision started and 7.9% completed our decision module. Users reviewed a range of topics, and one-half of patients forwarded their priorities and concerns to clinicians. Both patients and clinicians reported that module completion helped with decisions: one-third to one-half reported it made appointments more productive, got patients more involved in decisions, broadened knowledge, and improved communication.</p><p>Our proposed decision module is appealing, yet a clear challenge is getting patients to use such a system. Decision support use is high in the context of clinical trials.<a href="">23</a>, <a href="">25</a>Routine use of decision support in clinical practice, which we tried to automate in this study, is low (9% to 10% of encounters in implementation trials), however.<a href="">26</a> Furthermore, pragmatic trials looking at patient portal use frequently demonstrate low initial uptake with increasing use over time as the portal becomes part of new standard workflows.<a href="">47</a>, <a href="">48</a></p></td></tr><tr><td class="phsa-rteTable-default">​</td></tr></tbody></table><table cellspacing="0" width="100%" class="phsa-rteTable-default"><tbody><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default" style="width:767px;"><a href=""><strong>Applications now open for Core LINX 2017-2018</strong></a></td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default">POD | June 19, 2017</td></tr><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default"><p>Core LINX is a comprehensive, best-of-class leadership development program developed collaboratively by health care leaders from all health authorities and Providence Health Care.</p><p>Participants of Core LINX will learn essential leadership skills to increase their confidence and build a strong foundation for their future as a health care leader.  This program is open to all PHSA employees who meet the eligibility criteria. </p><p><strong>WHO SHOULD REGISTER?</strong></p><ul style="list-style-type:disc;"><li>Managers within the first 18 months of their first formal management position.</li><li>Managers who have been with PHSA for at least 1 year.</li><li>Managers who influence the work of others daily.</li></ul><p><strong>Application deadline: </strong>July 5, 2017</p><p>Please visit our <a href="">POD page </a>for more information and to apply. </p></td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default">​</td></tr></tbody></table><table cellspacing="0" width="100%" class="phsa-rteTable-default"><tbody><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default" style="width:100%;">​</td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default"><a href=""><strong>FormImprint upgrade goes live on June 22</strong></a></td></tr><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default">FH Beat | April 26, 2017</td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default"><p>This past October, the Health Informatics department introduced the MEDITECH® Mobile Rounds application to a pilot group of Fraser Health physicians. MEDITECH® Mobile Rounds provides physicians with access to the electronic health record (MEDITECH® EMR) for their patients from their personal mobile phone or tablet. The application allows physicians to interact with their patient lists, access laboratory results and imaging reports, and display clinical information such as intake and output, vital signs, medications, and allergies.<br> <br>Having mobile access to patient information allows the physician to step away from the computer and interact with patients and the health care team in new ways by getting the information they need when and where they want. It goes without saying that mobile technology and security go hand in hand. Considered in the context of health care information, the importance of security is amplified; when accessing the electronic health record via a mobile device every precaution must be undertaken to ensure the security and integrity of sensitive information is maintained.</p><p><strong>Authored by: Heather Greenizan, System Application Coordinator, Health Information Management – Clinical Forms Services</strong></p></td></tr></tbody></table><table cellspacing="0" width="100%" class="phsa-rteTable-default"><tbody><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default" style="width:100%;">​</td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default"><a href=""><strong>Where the B.C. NDP and Greens stand on 20 hot topics</strong></a></td></tr><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default">Vancouver Sun | May 30, 2017</td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default"><p><strong>NDP:</strong> Reduce costs of prescription drugs paid by individuals and give more money to UBC Therapeutics Initiative to help keep province's drug costs down and patients safe. Advocate for national Pharmacare program. Establish urgent care centres that have extended hours and stay open seven days a week. Boost paramedic numbers and counselling for their work-related stress. To reduce surgical wait times and extend hours of operating rooms.</p><p><strong>GREEN:</strong>  The Greens promise to expand government with a new ministry responsible for health promotion, disease prevention and active lifestyles. Invest $35 million in nutrition and physical activity programs that will improve youth health. Give more incentives to new medical school grads to boost numbers of family doctors. Provide $100 million in funding to expand mixed-care teams of primary care, physiotherapists, nurse practitioners, midwives and dieticians. Free up acute care beds by investing more in long-term care facilities. Improve staffing levels in residential care facilities.</p></td></tr></tbody></table><table cellspacing="0" width="100%" class="phsa-rteTable-default"><tbody><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default" style="width:767px;"><a href=""><strong>Yoel Robens-Paradise: a healthcare executive, a healthy commuter</strong></a></td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default">VCHnews | May 25, 2017</td></tr><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default"><p><strong><br></strong></p><p><strong>Yoel Robens-Paradise: a healthcare executive, a healthy commuter</strong></p><p>Meet Yoel Robens-Paradise, Providence Health Care's Vice President of Clinical and Systems Transformation and Lower Mainland Health Information Management. Yoel provides strategic direction for the CST project and oversees all of HIM operations at Fraser Health Authority, Providence Health Care, Provincial Health Services Authority, and Vancouver Coastal Health.</p><p>Yoel also recently celebrated a 50 year milestone. Congratulations from all of HIM, Yoel!</p></td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default">​</td></tr></tbody></table><table cellspacing="0" width="100%" class="phsa-rteTable-default"><tbody><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default" style="width:767px;"><strong>PRIVACY</strong></td></tr></tbody></table><table cellspacing="0" width="100%" class="phsa-rteTable-default"><tbody><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default" style="width:100%;">​</td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default"><a href=""><strong>Hospital clerk's snooping could cost Nova Scotia taxpayers $1M</strong></a></td></tr><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default"> | June 15, 2017</td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default"><p>The actions of a hospital employee who went snooping around hundreds of patient records for more than a year could cost Nova Scotia taxpayers $1 million in a proposed settlement.</p><p>Court documents filed as part of a class action lawsuit identify the employee at the centre of the privacy breach as Cheryl Decker, an admissions clerk at Roseway Hospital in Shelburne. </p><ul style="list-style-type:disc;"><li><a href="">707 patient records breached at Roseway Hospital</a></li></ul><p>The privacy breach came to light in April 2012 when another employee caught Decker looking up patient records on a work computer and reported it to management. </p><p>An audit was subsequently carried out and 707 patients within the district health authority received a letter in the mail advising them their personal health information had been inappropriately viewed. Decker was authorized to look at only 12 of those patient files.</p></td></tr></tbody></table><table cellspacing="0" width="100%" class="phsa-rteTable-default"><tbody><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default" style="width:767px;"><strong>QUALITY IMPROVEMENT</strong></td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default">​</td></tr></tbody></table><table cellspacing="0" width="100%" class="phsa-rteTable-default"><tbody><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default" style="width:767px;"><a href=""><strong>Mining Your Hospital Data to Empower Quality and Utilization Improvement</strong></a></td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default">Ontario Hospital Association | June 2017</td></tr><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default"><p><strong>Webcast: June, 29, 2017 (FREE)</strong></p><p>In this webcast, Quinte Health Care will share their learnings and insights on how they have derived high value from their hospital data to drive quality, utilization and process improvements.</p><p>You will hear their experiences of automating and visualizing analytics and how this has positively impacted their ability to use this information to pursue a quality and utilization "Choosing Wisely" agenda.</p><p>They will also discuss the importance of data modelling in your data warehouse and how to turn it into a data bank that can be readily accessed and used to influence behaviour.</p><p><strong>Speaker:</strong><br><strong> </strong><br><strong>Peter Papadakos</strong><br> <em>Director Decision Support and Analytics, Health Records, Transcription, Freedom of Information and Chief Privacy Officer</em><br> Quinte Health Care</p></td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default">​</td></tr></tbody></table><table cellspacing="0" width="100%" class="phsa-rteTable-default"><tbody><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default" style="width:767px;"><strong>CLINICAL DOCUMENTATION</strong></td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default">​</td></tr></tbody></table><table cellspacing="0" width="100%" class="phsa-rteTable-default"><tbody><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default" style="width:767px;"><a href=""><strong>Three Ontario hospitals announce plans to share patient record system</strong></a></td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default">Canadian Health Tech | June 2017</td></tr><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default"><p>Three Ontario hospitals recently announced they are joining hands to share an implementation of Meditech's latest electronic medical records system, called the Meditech Web EHR.</p><p>Markham Stouffville Hospital, in Markham, Ont., will host the system, and a single, shareable electronic health record will be created for patients at Markham Stouffville, Southlake Regional</p><p>Health Centre, in Newmarket, Ont., and the Stevenson Memorial Hospital, in Alliston, Ont.</p><p>The new project is being called SHINE – short for Shared Health Information Network Exchange.</p><p>It's the first group of hospitals to take a cue from the Ontario government's <a href="">new eHealth 2.0 strategy</a>, which encourages hospitals to create geographical clusters that can share computerized systems as a way of reducing costs.</p></td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default">​</td></tr></tbody></table><table cellspacing="0" width="100%" class="phsa-rteTable-default"><tbody><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default" style="width:767px;"><a href=""><strong>NLP: An Evolving Dictation Opportunity</strong></a></td></tr><tr class="phsa-rteTableOddRow-default"><td class="phsa-rteTableEvenCol-default">For the Record Magazine | June 2017</td></tr><tr class="phsa-rteTableEvenRow-default"><td class="phsa-rteTableEvenCol-default"><p><br></p><p>Further underscoring the NLP opportunity, a recent study published in the <em><strong>Journal of Medical Internet <br>Research: Medical Informatics</strong></em>  found that NLP-enabled EHR dictation has the potential to reduce the time required for documentation and improve usability. Considering a growing body of evidence that suggests EHRs have fallen short of delivering anticipated workflow enhancements, these findings could be good news for today's physicians who, by and large, are frustrated with EHR use.</p><p>"Documentation continues to consume a significant portion of physicians' workdays. If documentation becomes more efficient, physicians will be able to see more patients," says James Maisel, MD, one of the study's authors and chairman of ZyDoc. "From the hospital or practice's perspective, this increases revenues and profits. From a societal perspective, increased physician efficiency can slow the growth rate of the cost of health care."</p><p>Dave Kaufman, PhD, lead author on the study and an associate professor with Arizona State University's department of biomedical informatics, suggests that documentation has become an onerous process, one that physicians often view as an end unto itself as they labor to fulfill requirements and obligations associated with patient records. While EHRs are unquestionably promising, he points out that they are also immensely complex and suffer from poor usability associated with structured documentation. As a result, clinicians tend to prefer expressing themselves in narrative or free text.</p><p>"That [free text] is more difficult to analyze," Kaufman says, explaining that free text hinders EHRs from realizing their potential from an analytics and data sharing perspective because analysts have difficulty working with narrative, where important information can get buried. "You need a system that will parse and actually do NLP and recover the structure. EHRs can serve multiple purposes. They serve clinical purposes, but they could also be repurposed for quality assurance and research."</p></td></tr></tbody></table><p></p>

SOURCE: HIM Blog ( )
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