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There was a time when innovation in health care information technology meant being at the cutting edge of managerial systems. Hospitals made significant investments in financially oriented technology. In the past five years, the investment in clinical IT appears to have outstripped the investment in managerial systems, including enterprise resource planning aimed at improving the supply chain.
The significant benefits of preserving chordal-papillary muscle integrity in mitral valve replacement took some two decades to become widely accepted. Familiarity with history clearly tells us that this paradox between our dedication to "new ideas" on the one hand, and opposition to their acceptance on the other has existed for hundreds of years. Most "new ideas" have been surrounded by controversy and opposition before wide acceptance. Selected examples from history are cited beginning with Roger Bacon in the 13th century, and continuing with Galileo, Semmelweiss, Lister, and Forssmann. The author cites two notable examples from his personal experiences. They occurred during the development of open heart surgery, and another during the development of the rigid bileaflet cardiac prosthesis, now known as the St. Jude cardiac prosthesis. Some of the basic reasons for this inevitable opposition are: an innate skepticism over anything "new." Simplicity is often resented, as well as any need to change patterns of behavior/habits. Determination, persistence, stubbornness are the most important components for successful research. In addition, the successful innovator must learn to expect opposition and not be deterred by it, but rather must learn to take sustenance from it, and "learn to thrive upon opposition." In conclusion, these observations and suggestions are summarized in a satire on "The Seven Ages in the Evolution of an Idea--with particular reference to the critic."
Risk segmentation of self-pay accounts can help healthcare financial managers determine where to use collection resources. Assessment of self-pay patients should consider each patient's estimated financial condition and potential eligibility for charity care of public assistance patients. Segmenting patients on the basis of demographic variances and potential fraud can help hospitals increase self-pay collections and reduce A/R days.
A questionnaire used was to evaluate the state of providing information, implementations of science achievements into medical practice, ways and methods of its adaptation under new economic condition. Discrepancies in current scientific communications and tendencies of development of a given domain of medicine were found. Respondents emphasized a low level of implementation of novelties into practice. Ways and methods of improving the situation are outlined.
The growth of managed care has fueled expectations for a more coordinated delivery of clinical services and a reduction of unnecessary utilization. Among the most important issues that constrain these expectations is the transfer of medical information. Electronic medical record (EMR) systems appear to offer substantive advantages over paper records for both containing costs and improving the quality of care. However, incorporation of EMR systems into practice settings has languished. Among the barriers to implementation are software problems of codification and entry of data, security issues, a dearth of integrated delivery systems, reluctant providers, and prohibitive costs. The training programs of academic health centers (AHCs) are optimal environments for testing and implementing EMR systems. AHCs have the expertise to resolve remaining software issues, the components necessary for integrated delivery, a culture for innovation in clinical practice, and a generation of future providers that can be acclimated to the requisites for computerized records. The authors critically review these and other issues of implementing EMR systems at AHCs and propose four necessary steps for financing their implementation.
The balanced scorecard has been referred to as the management innovation of the century, and extensive articles have been written using case studies of organizations that use this performance measurement system. This article addresses the key issues of design and implementation with a step-by-step guide to how to design a balanced scorecard and lessons to avoid implementation problems in government and nonprofit settings.
Entrepreneurship is often described as the ability to create new ventures from new or existing concepts, ideas and visions. There has been significant entrepreneurial response to the changes in the scientific and social underpinnings of health care services delivery. However, a growing portion of the economic development driving health care industry expansion is threatened further by longstanding use of financing models that are suboptimal for health care ventures. The delayed pace of entrepreneurial activity in this industry is in part a response to the general economy and markets, but also due to the lack of capital for new health care ventures. The recent dearth of entrepreneurial activities in the health services sector may also due to failure to consider new approaches to partnerships and strategic ventures, despite their mutually beneficial organizational and financing potential. As capital becomes more scarce for innovators, it is imperative that those with new and creative ideas for health and health care improvement consider techniques for capital acquisition that have been successful in other industries and at similar stages of development. The capital and added expertise can allow entrepreneurs to leverage resources, dampen business fluctuations, and strengthen long term prospects.
Clinically relevant attitudes and guidelines issued by a rational evidence based medicine (EBM) approach integrate individual clinical expertise with the best available external clinical evidence from systematic research. However, many physicians, while considering the ultraliberal world they are practising in and fearing that the primary goal of managed care in a market environment is reducing cost in order to make profit or decrease spending, remain suspicious of this kind of tentative protocol driven medicine when applied to medical and surgical practice. If physicians want to develop a health policy agenda that emphasises patient care issues above providers' or payers' interests, they should share a common semantics (i.e. understand the words and the numbers), enhance education programmes, improve continuing objective assessment of the way medicine and surgery are performed, face moral issues raised by innovation, and assume an increased leadership role in sound critical evaluation of non-validated new techniques. They should no longer consider EBM as a weapon turned against the medical profession, but rather see it as a tool that may provide some answers to chronically unresolved questions in the evolving art of Medicine and Surgery.
BACKGROUND: Access to comprehensive and quality health care services is difficult for socioeconomically disadvantaged groups in rural regions. Barriers to health care for rural Latinos include lack of insurance, language barriers and cultural differences. For the Latino immigrant population in rural areas, barriers to access are compounded. HEALTH NEEDS OF RURAL AREAS: THE CASE OF WALHALLA, SC: The town of Walhalla, South Carolina is a rural community located in Oconee County, the northwest corner of the state. Disparities exist between rural and urban residents in several health categories, and these disparities illustrate the need to provide competent, appropriate and affordable healthcare to rural populations. The Hispanic population of Oconee has dramatically increased in the past decade, and the majority of these immigrants have no health insurance and have limited access to health services. DESIGNING A PROGRAM TO FIT THE COMMUNITY--THE "WALHALLA EXPERIENCE": The purpose of the Accessible and Culturally Competent Health Care Project (ACCHCP) is to provide care for underserved populations in Oconee County, South Carolina while providing rural educational opportunities for health services students. Funded by the Health Resources and Services Administration of DHHS, the program is designed to offer culturally appropriate, sensitive, accessible, affordable and compassionate care in a mobile clinic setting. In this interdisciplinary program, nurse practitioners, health educators, bilingual interpreters, medical residents and Clemson University students and professors all played key roles. Women in the community also serve as Promotoras or lay health advisors. The program is unique in using educational initiatives and innovative strategies for bringing health care to this underserved community and offers important information for rural health care initiatives targeting minority groups. This paper reports on the challenges and successes in the development and implementation of the ACCHCP program in Walhalla, South Carolina.
Innovation often emerges from an opportunity to retreat and reflect, from being away from normally hectic lives. Although retreats are often considered solitary events, when experienced with colleagues and friends, they can produce significant outcomes. Creative ideas, creative approaches to stubborn issues, and new links to colleagues are some of the benefits.
It is widely believed that better technology means better business: now that consumers and patients have direct access to computers and information services, the cost of care should decrease and services improve. Yet even with the advent of computer technology and the phenomenal growth of the Internet, costs have increased and quality problems have persisted. Far more important than the technology, then, is how business is conducted and systems are organized. Despite overwhelming evidence that computer services can significantly reduce the costs of care, healthcare organizations have not adopted the changes, or have tried and failed. This article explores what it will take to succeed. We propose a list of necessary nontechnical changes. Patient expectations will change the nature of care; clinicians' roles and training, the gatekeeper profession, healthcare financing and bundling of services, and capital costs will all change. In the end, management innovations make the difference between the success and failure of new technology. Technology is important, but it is not enough. Without new practices, we can buy the technology but will fail to effectively use it. Unless management modifies the very nature of its business, technology's promise to the healthcare industry will go unfulfilled.
The author presents the various methods available for the doctor to protect and exploit his inventions or technological discoveries. In the medical field, as in other fields, there are three titles of industrial property: patent, registered model and trademark. The modalities of each of these titles are explained. Based on the his own experience, the author presents advice concerning the use of patents, contracts and the choice of industrial partners.
The clinical information available to clinicians is expanding rapidly. It can enhance clinical decision-making, but it can also confuse the process. To be most useful, information should be available at the time and place it is needed and be specific to the task at hand. In the new paradigm of medicine, one based on continuous quality improvement, useful information must be relevant to both the processes and outcomes of care. Clinical practice guidelines have become increasingly popular for improving the quality of health care. The field of medical informatics can bring cogent information to the point where decisions are being made to augment quality improvement activities in general, and practice guidelines in particular. However, such innovations are dependent on the type, quantity, and quality of information available. This article discusses when guidelines can enhance the quality and outcomes of care and how medical informatics can help achieve these goals. In particular, the barriers to the broad implementation of electronic medical records in a variety of health care settings are explored.
The proliferation of teaching strategies using the Internet and other educational technology innovations has created new employment issues in higher education. The authors discuss forces influencing the increasing use of on-line instruction, factors to consider before venturing into the virtual academy, and the faculty role in shaping policy related to distributed education in their institutions and academia in general.
Enhanced knowledge of medicine and commercialization of an innovation (product, equipment, drug ...) are the classical aims of all medical research. Only the successful commercialization of the innovation allows the largest number of patients to benefit from the achievements of this research. Successful commercialization depends on the effective cooperation between the medical researcher who possess the potential for innovation and industry which provides the means necessary for its development. This cooperation is facilitated if the innovation is patented and if researcher ans industry work together under a contract of confidentiality. In order to improve the cooperation necessary between industry, research scientists, and clinicians, we review the current rules and regulations pertaining to patents and confidentiality. An annex is included with examples of a consultants contract and a secrecy agreement.
This paper focuses on the question of whether DNA patents help or hinder scientific discovery and innovation. While DNA patents create a wide variety of possible benefits and harms for science and technology, the evidence we have at this point in time supports the conclusion that they will probably promote rather than hamper scientific discovery and innovation. However, since DNA patenting is a relatively recent phenomena and the biotechnology industry is in its infancy, we should continue to gather evidence about the effects of DNA patenting on scientific innovation and discovery as well the economic, social, and legal conditions relating to intellectual property in biotechnology. We should give the free market, the courts, researchers, and patent offices a chance to settle issues related to innovation and discovery, before we seek legislative remedies, since new laws proposed at this point would lack adequate foresight and could do more harm than good. However, we should be open to new laws or regulations on DNA patents if they are required to in order to deal with some of the biases and limitations of the free market.
The national interest in disaster management and a burgeoning technology field are leading to the development of new approaches to emergency evaluation, triage, and treatment in prehospital and all hospital arenas. The ability to bring "hands-on" expertise, both physically and technologically, as quickly as possible to the trauma patient brings the potential for real advancement in the field. This descriptive report presents several such concepts that are moving into reality.
BACKGROUND: Changing consumer expectations, particularly in the area of informed consent, coupled with a history of an unanticipated rise in adverse events following the introduction of some new interventional procedures, have produced a need for the more formal evaluation of such procedures before their introduction into a health-care facility. Moreover, a need exists to ensure that the outcomes of such procedures are monitored. Descriptions of such formal evaluation processes were lacking before 2000. The experience of a large regional health service with the implementation of a brief but comprehensive evaluation process for the introduction of new interventional procedures is described. METHODS: A policy outlining the approval and monitoring processes, including a simple, 15-point checklist, was developed in consultation with clinicians and managers and was implemented in 2000. The experience with this policy between January 2001 and December 2004 (inclusive) is described. RESULTS: Twenty-nine applications for the introduction of new procedures, from a range of clinical disciplines, were submitted and approved. Some required significant modification, particularly in the areas of clinical risk description and other data required to facilitate the provision of informed consent. CONCLUSIONS: Innovation can be protected and encouraged by processes that allow for appropriate scrutiny of the benefits and requirements for the successful introduction of new interventional procedures. The approach described has since been used as the basis for the New South Wales Health Department statewide policy on this matter and as a model policy by the Royal Australasian College of Surgeons.