Assessing the level of healthcare information technology adoption in the United States: a snapshot

Poon, Eric G.; Jha, Ashish K.; Christino, Melissa A.; Honour, Melissa; Fernandopulle, Rushika; Middleton, Blackford; Newhouse, Joseph P.; Leape, Lucian L.; Bates, David W.; Blumenthal, David; Kaushal, Rainu

doi:10.1186/1472-6947-6-1

Cited by 221 publications

(140 citation statements)

References 13 publications

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“…[3][4][5][6][7][8][9][10][11][12] In the United States, a snapshot of the extent of health care information technology adoption found that, despite growing interest in its use to improve safety and quality, adoption remained limited. 3 One system reported to have been successfully implemented is the Hartford Hospital in Connecticut' s "Bed Management Dashboard". 13 This is a real-time process improvement and decision support product used by hospital administrators, clinicians and managers to streamline the process of admitting, transferring and discharging patients.…”

Section: Brief Literature Reviewmentioning

confidence: 99%

Supporting work practices, improving patient flow and monitoring performance using a clinical information management system

Poulos¹,

Gazibarich²,

Eagar³

2007

Aust. Health Review

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Providing information technology solutions to clinicians to support their work practices benefits clinicians, administrators and patients. We present our 8-year experience with an inexpensive information management system which provides clinical and business process support for clinicians and bed managers. The system has been used by an area rehabilitation and aged care service to manage inpatient consultations and patient flow across nine hospitals. Performance monitoring of the time from referral to consultation, the number, type and outcome of consultations, and the time taken to access a rehabilitation or subacute bed is also provided. Read-only access to the system for clinicians and bed managers outside the rehabilitation and aged care service allows greater trans- parency.

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Section: Brief Literature Reviewmentioning

confidence: 99%

Supporting work practices, improving patient flow and monitoring performance using a clinical information management system

Poulos¹,

Gazibarich²,

Eagar³

2007

Aust. Health Review

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“…7 Similar barriers have been described in a qualitative study of Boston and Denver physicians. 9 And in a survey on health IT use in Massachusetts, the most-cited barriers to adoption were inadequate funding; absence of physician support for change; lack of technical knowledge or support; interference with work flow; and inability to find a system that fit providers' needs. 10 Physicians in the Indian Health Service most commonly considered the technical limitations of computers and clinical productivity loss to be major barriers to record adoption.…”

Section: Introductionmentioning

confidence: 99%

The Financial And Nonfinancial Costs Of Implementing Electronic Health Records In Primary Care Practices

Fleming

Culler

McCorkle³

et al. 2011

Health Affairs

107

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The incentives in the American Recovery and Reinvestment Act to expand the "meaningful use" of electronic health record systems have many health care professionals searching for information about the cost and staff resources that such systems require. We report the cost of implementing an electronic health record system in twenty-six primary care practices in a physician network in north Texas, taking into account hardware and software costs, as well as the time and effort invested in implementation. For an average five-physician practice, implementation cost an estimated $162,000, with $85,500 in maintenance expenses during the first year. We also estimate that the HealthTexas network implementation team and the practice implementation team needed 611 hours, on average, to prepare for and implement the electronic health record system, and that "end users"-physicians, other clinical staff, and nonclinical staff-needed 134 hours per physician, on average, to prepare for use of the record system in clinical encounters. 1 Potential adopters of this technology need information about the financial and other resources required to implement and maintain the systems.We quantified the costs of implementing one system-GE Healthcare's Centricity Electronic Medical Record 2 -at HealthTexas Provider Network, a large physician network in north Texas that provides fee-for-service ambulatory care. Financial costs included those pertaining to purchases of hardware and of software licenses. We also considered the maintenance costs for software licenses, hosting, and technical support for the first year following implementation.We considered nonfinancial costs to be related to the time spent by many parties to bring the system online and into full use. These parties included three groups of people.First was the HealthTexas network implementation team, which consisted of the manager for training and work flow, the senior vice president for disease management and quality, the vice presidents for informatics and for electronic health records and information technology (IT), a project manager, a process improvement consultant, and staff who conducted the workflow analyses and electronic health record training for physicians and clinic staff. This team planned and led the implementation of the system throughout the network.Second were the individual practice implementation teams, which prepared for the practice's implementation through planning, workflow reengineering, and training, and which consisted of "physician champions" chosen to spearhead the implementation at the particular practice, clinical staff "superusers," and office managers. Third were the end users-the physicians, other clinical staff, and nonclinical staff. End users had to be trained to use the electronic health record and had to prepare for its use in clinical encounters-for example, by loading information from patients' paper records.We interviewed key leaders of HealthTexas's electronic health record implementation: the vice presidents for informatics an...

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“…High expectations for new technologies, however, coexist with wide variability in the actual adoption and impact of health IT projects, and the frequent failure of "successful" projects to be incorporated into routine practice (Christensen & Remler, 2009;Murray et al, 2011;Poon et al, 2006). Decades of research on the use and spread of new technologies have not resulted in sufficient in-depth empirical investigations of how and why new technologies are resisted, abandoned, or altered by users after their initial adoption at workplaces (Greenhalgh, Robert, Macfarlane, Bate, & Kyriakidou, 2004).…”

Section: Introductionmentioning

confidence: 99%

Benefit or burden? A sociotechnical analysis of diagnostic computer kiosks in four California hospital emergency departments

Ackerman

Tebb

Stein

et al. 2012

Social Science & Medicine

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Assessing the level of healthcare information technology adoption in the United States: a snapshot

Abstract: Background: Comprehensive knowledge about the level of healthcare information technology (HIT) adoption in the United States remains limited. We therefore performed a baseline assessment to address this knowledge gap.

Cited by 221 publications

References 13 publications

Supporting work practices, improving patient flow and monitoring performance using a clinical information management system

Supporting work practices, improving patient flow and monitoring performance using a clinical information management system

The Financial And Nonfinancial Costs Of Implementing Electronic Health Records In Primary Care Practices

Benefit or burden? A sociotechnical analysis of diagnostic computer kiosks in four California hospital emergency departments

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