[Organizational forms of emergency medicine from the viewpoint of hospital management. Discipline-specific or interdisciplinary?]. / Organisationsformen der Notfallmedizin aus Sicht des Krankenhausmanagement. Fachspezifisch oder interdisziplinär?

Almost 16 million Germans are treated annually in an emergency room (ER). Most patients are seen in a specialty ER and only 10-20% of all hospitals have a centralized ER facility. Clinical emergency medicine is currently not adequately reimbursed, but represents a major patient entry point for most hospitals. It remains unclear whether the implementation of specialized ER physicians is more cost-effective than centralized specialization. However, it appears reasonable to centralize all ER resources, to optimize the workflow using electronic patient charts and order entry sets and to incorporate the general practitioner into the treatment of simple medical problems.

[AC-STB: dedicated software for managed healthcare of chronic headache patients]. / AC-STB: Eine sektorenübergreifende Software zur Dokumentation und Verlaufskontrolle von Kopfschmerzpatienten.

This paper examines a new approach to managed healthcare where a network of care providers exchanges patient information through the internet. Integrating networks of clinical specialists and general care providers promises to achieve qualitative and economic improvements in the German healthcare system. In practice, problems related to patient management and data exchange between the managing clinic and assorted caregivers arise. The implementation and use of a cross-spectrum computerized solution for the management of patients and their care is the key for a successful managed healthcare system. This paper documents the managed healthcare of chronic headache patients and the development of an IT-solution capable of providing distributed patient care and case management.

The economic benefits of health information exchange interoperability for Australia.

OBJECTIVE: To estimate costs and benefits for Australia of implementing health information exchange interoperability among health care providers and other health care stakeholders. DESIGN: A cost-benefit model considering four levels of interoperability (Level 1, paper based; Level 2, machine transportable; Level 3, machine readable; and Level 4, machine interpretable) was developed for Government-funded health services, then validated by expert review. RESULTS: Roll-out costs for Level 3 and Level 4 interoperability were projected to be $21.5 billion and $14.2 billion, respectively, and steady-state costs, $1470 million and $933 million per annum, respectively. Level 3 interoperability would achieve steady-state savings of $1820 million, and Level 4 interoperability, $2990 million, comprising transactions of: laboratory $1180 million (39%); other providers, $893 million (30%); imaging centre, $680 million (23%); pharmacy, $213 million (7%) and public health, $27 million (1%). Net steady-state Level 4 benefits are projected to be $2050 million: $1710 million more than Level 3 benefits of $348 million, reflecting reduced interface costs for Level 4 interoperability due to standardisation of the semantic content of Level 4 messages. CONCLUSIONS: Benefits to both providers and society will accrue from the implementation of interoperability. Standards are needed for the semantic content of clinical messages, in addition to message exchange standards, for the full benefits of interoperability to be realised. An Australian Government policy position supporting such standards is recommended.

Challenges to implementing the national programme for information technology (NPfIT): a qualitative study.

OBJECTIVES: To describe the context for implementing the national programme for information technology (NPfIT) in England, actual and perceived barriers, and opportunities to facilitate implementation. DESIGN: Case studies and in depth interviews, with themes identified using a framework developed from grounded theory. SETTING: Four acute NHS trusts in England. PARTICIPANTS: Senior trust managers and clinicians, including chief executives, directors of information technology, medical directors, and directors of nursing. RESULTS: The trusts varied in their circumstances, which may affect their ability to implement the NPfIT. The process of implementation has been suboptimal, leading to reports of low morale by the NHS staff responsible for implementation. The overall timetable is unrealistic, and trusts are uncertain about their implementation schedules. Short term benefits alone are unlikely to persuade NHS staff to adopt the national programme enthusiastically, and some may experience a loss of electronic functionality in the short term. CONCLUSIONS: The sociocultural challenges to implementing the NPfIT are as daunting as the technical and logistical ones. Senior NHS staff feel these have been neglected. We recommend that national programme managers prioritise strategies to improve communication with, and to gain the cooperation of, front line staff.

Longitudinal records enable instant QI changes.

The system will save the hospital an estimated $10 million per year. Computerized physician order entry is integrated with other electronic records at the facility. A done-deal attitude by leadership gets staff on board in 18 months.

Electronic health records: international, structural and legal perspectives.

The EHR is a database record that incorporates a patient's health care details from conception to death and which can be distributed over a number of sites or aggregated at a particular source. This article describes the function and concept of the EHR by relating it to other medical information technologies, parallel changes in health care delivery, and a holistic health information model. The article compares the progress that Europe, Australia and the United States have made in the journey towards EHR implementation and concludes by highlighting some of the costs, barriers and consequences associated with the transition to a comprehensive EHR system.

The economics of integrated electronic medical record systems.

The decision to adopt electronic medical record systems in private practices is usually based on factors specific to the practice--the cost, cost and timesaving, and impact on quality of care. As evident by the low adoption rates, providers have not found these evaluations compelling. However, it is recognized that the widespread adoption of EMR systems would greatly benefit the health care system as a whole. One explanation for the lack of adoption is that there is a misalignment of the costs and benefits of EMR systems across the health care system. In this paper we present an economic model of the adoption of EMR systems that explicitly represents the distribution of costs and benefits across stakeholders (physicians, hospitals, insurers, etc.). We discuss incentive systems for balancing the costs and benefits and, thus, promoting the faster adoption of EMR systems. Finally, we describe our plan to extend the model and to use real-world data to evaluate our model.

[Electronic data processing assisted quality management in general practice networks]. / EDV-gestütztes Qualitätsmanagement in Praxisnetzen.

Possibilities of an EDP-based quality management for medical networks are presented and some organizational requirements are derived. To show the relevance of the approach, three networks are sketched.

Termination of a contract to implement an enterprise electronic medical record system.

The development of integrated health care systems, the building of distributed computer networks throughout them, and the advent of easy-to-use electronic medical records for ambulatory practices combine to create a powerful argument for an enterprise electronic medical record. Potential customers need to learn from both successes and failures. Although the author could find in the literature only two reports of failures, a survey of family practice residencies revealed ten programs in which use of an electronic medical record had been discontinued. The author reports on a project that was terminated even though the technology was adequate to achieve the original project goals.

Cost-justifying electronic medical records.

As interest in electronic medical record systems increases, the need to cost-justify these systems is becoming more important. But determining the cost-benefit ratio of such systems is difficult. The cost of implementing a system includes more than the price of hardware and software. It can be difficult to quantify the qualitative benefits associated with computerizing clinical information. Healthcare financial managers should be aware of the uses and limitations of financial tools for assessing electronic medical records technology.

Information systems drive health care into the 21st century.

Beyond the initial cost of upgrading and networking computer information systems, outcome measures are diminishing in cost as technological advances occur. Physicians, labs, pharmacies, teaching institutions, financial monitors, and administrative offices can be linked electronically to communicate and share information in real time. With the aid of electronic databases connected by satellite, health care systems of the future will rely on a seamless network of information sources, forming integrated delivery systems. Philosophical and control issues may always present challenges to establishing integrated delivery systems. But the advantages of an integrated delivery system, tied together by electronic management and clinical software, seem to far surpass the risks for both providers and insurers. This article explores the overwhelming benefit to physicians who wish to practice medicine with fewer of the traditional administrative burdens.