Australian Cancer Centre Improves Quality of Patient Care & Productivity

Carestream’s Clinical Collaboration Platform supports high volume and workflow efficiencies critical to cancer patient care

Peter MacCallum Cancer Centre is one of the world’s leading cancer research, education, and treatment centres. We strive to provide world-class patient care. Carestream’s Clinical Collaboration Platform is helping us achieve our goal by increasing collaboration and efficiency which in turn improve the timeliness of patient management decisions by treating clinicians.

My colleague, Dr. Kwang Chin, Peter MacCallum’s Head of Interventional Radiology, Deputy Director, Radiology, reports that, “The functionality and speed of Carestream’s Platform has improved the collaboration and efficiency of multi-disciplinary meetings where decisions regarding patient treatment paths are made.”

Our centres perform approximately 60,000 examinations per year across every imaging modality, and this number continues to grow. With such a world-class level of healthcare service, we require equipment that ensures the most efficient reporting and turnaround times for patient imaging. Continue reading

CIO eBook: A Healthcare IT Journey in 8 Chapters

CIO eBook chronicles healthIT migration from paper to electronic record keeping

Three years ago, when we embarked on our CIO eBook, the healthcare IT world was in a different place. EHR adoption was starting to rise, enabling more complete information access electronically within the enterprise.  Images were not typically available via a patient portal. They were hand-carried by the patient or sent by messenger to the referring physician. 3D studies were less prevalent, and study file size was smaller. Storage was a threat, but not a major obstacle. Cloud storage was commonplace for other industries, but not healthcare. Now look at how far we’ve come.

To understand the journey, read the eBook, “From Trust to Use and Beyond,” for a look at the major factors that have been driving clinical collaboration and change in healthcare IT. The interactive eBook takes a case study approach to the critical issues that are at the root of healthcare IT: trust, access, data, mobility, interoperability, integration and VNAs. Here’s a summary of what you’ll learn:

The issue of trust is at the heart of Chapter 1 in our CIO eBook. Clinicians are coping with change by placing trust in the things that have worked for them in the past. They know that when they spend time with patients, outcomes improve. Yet there is never enough time available. Meanwhile, adopting new procedures and a new workflow, no matter how promising the results might sound, is perceived as taking time away from patient care. So clinicians are skeptical. Chapter 1, “Building Trust”, is the story of Maureen Gaffney from Winthrop-University Hospital on Long Island, NY.  She is a clinician—physician’s assistant (PA-C) and RN who has ascended to Senior Vice President Clinical Operations and Chief Medical Information Officer (CMIO). image of Carestream CIOebook

Ms. Gaffney’s approach to transforming her hospital was clear from the start. She began by enlisting the buy-in of senior management at the hospital, ensuring resources and transparency. Most of the actions taken on behalf of her project were guided by multidisciplinary committees which always included a clinician and an informatics specialist as members. The starting place was to ensure data integrity, coupled with an understanding of how the data would be used, and how the electronic version would fit into the clinical workflow. Continue reading

White Paper: Functional Requirements for Enterprise Clinical Data Management

Defined requirements lay the path for future growth and change2016-03-18 13_31_20-Functional_Requirements_Enterprise Data Management.pdf - Adobe Reader

As healthcare organizations plan for the future growth and integration of clinical data into their IT ecosystems, it’s crucial to start with clearly defining the functional requirements that span the needs of users across the enterprise. Why? Because well-defined functional requirements specify exactly what IT systems need to accomplish in each department and across the healthcare organization, and delineate the metrics for success. Also, functional requirements help frame the core questions posed in Requests for Proposals (RFPs) or tenders and define for vendors the capabilities that must be provided to advance interoperability and accessibility. Lastly, if your organization wants to plan for growth and change, functional requirements define the standards that must be met to ensure future compatibility and minimize disruption.

This white paper provides an overview of the key functional requirements that must be built around four distinct modules:

  • Data capture and ingestion
  • Clinical management
  • Enterprise repository/archive
  • Collaboration

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Libro Blanco : Estrategias de Empresa de Imagenologia para Fusiones y Adquisiciones

Enterprise Imaging Strategies for M&AsTres estrategias para minimizar la interrupción de servicio después de una fusión

Como consultor de las TI en el Cuidado de la Salud, tengo la oportunidad de reunirme con altos ejecutivos en hospitales a lo largo del país. Debido a la tendencia de adquisiciones por la fuerte afiliación al cuidado de la salud hoy en día, no me sorprende que este sea un tema principal para altos ejecutivos y líderes de los departamentos que se verán afectados. Una preocupación particular es asegurarse de que los servicios de imagenologia no se vean interrumpidos durante o después de la adquisición. Esto requiere que la protección y accesibilidad a través de ajustes de cuidados. Para poder hacer frente a este desafío se requiere una estrategia de imagenologia robusta a lo largo de la empresa posterior a la fusión. Recientemente, El Instituto para la Transformación de Tecnología para la Salud (iHT2) llevo a cabo un proyecto de investigación, del cual fui participe. De esta investigación resultaron un detallado libro blanco y un seminario que exploró tres estrategias clave de integración:

  • Estrategia Centrada en el Departamento de PACS
  • Estrategia Centrada en la Empresa de Almacenaje
  • Estrategia a lo Largo de la Empresa

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Strategie di imaging enterprise per Merger & Acquisition

Tre strategie per ridurre al minimo gli impatti sull’Imaging dopo una fusione

In quanto consulente per l’IT sanitaria, incontro gli executive senior degli ospedali statunitensi. Considerando il trend odierno di acquisizioni e di forti associazioni nella sanità, non sorprende che, per gli executiveenterprise-imaging-strategies senior e per i responsabili dei dipartimenti che ne saranno coinvolti, il tema sia in primo piano. Durante e dopo un’acquisizione, si pone grande attenzione al mantenimento della regolare operatività dei servizi di imaging. Questo richiede che le immagini siano poste in sicurezza e accessibili nelle varie strutture sanitarie. Per affrontare il problema è necessaria una solida strategia post-merger di imaging con portata enterprise, ossia multipresidio e multidipartimentale. Recentemente, l’Institute for Health Technology Transformation (iHT2) ha intrapreso un progetto di ricerca, al quale ho partecipato. Ne sono scaturiti un white paper dettagliato e un webinar che hanno studiato tre strategie principali d’integrazione:

  • Strategia incentrata sui PACS Dipartimentali
  • Strategia incentrata sullo Storage Enterprise
  • Strategia Cross-Enterprise

Strategia incentrata sui PACS Dipartimentali

Alcune organizzazioni sostituiscono tutti i disparati Picture Archiving and Communications Systems (PACS), degli ospedali e delle cliniche acquisite, con un singolo PACS enterprise centralizzato, condiviso da diverse strutture. A breve termine questa strategia “stacca e sostituisci” può essere costosa, ma chi la propone afferma che fornisce il migliore livello di produttività tra le strutture e che a lungo termine fa risparmiare denaro. Tuttavia, chi dissente afferma che è fonte di sensibili interferenze e che spesso obbliga le strutture a condividere impostazioni di sistema e workflow similari, che possono variare in base al tipo di servizi offerti. Ad esempio, un ospedale di un’area rurale con radiologi generali offrirà servizi differenti rispetto a un ospedale universitario con parecchi radiologi delle varie sottospecialità.

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EMR, EHR, PACS & VNA: Looking Beyond the Acronyms [Part Two of Two]

These Letters Have a Lot to Say about the Past, Present and Future of Healthcare IT

Per leggere la storia in italiano, clicca qui

Last week, Part I of this series looked at the motivations, challenges and standards involved in developing EMR / EHRs to support more efficient and effective patient-centered care. We also looked into the history of the PACS concept for acquiring, archiving, managing and accessing radiology images.

In Part II, we look at the evolution of PACS technology to serve diagnostic departments beyond radiology. And we introduce another acronym, the VNA (Vendor Neutral Archive), which points the way to a fully interconnected platform for sharing clinical images from every department across the enterprise. Thereby supporting the imaging requirements of the acronyms we began with in Part I: the EMR / EHR.  Carestream-clinical-collaboration-platform
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EMR, EHR, PACS e VNA: Guardare al di là degli acronimi [Parte 2]

Parte 2 dei nostri ABC sul passato, presente e futuro dell’IT sanitaria

La settimana scorsa, nella Parte 1 di questa serie abbiamo esaminato le motivazioni, le sfide e gli standard coinvolti nello sviluppo degli EMR / EHR per supportare una cura più efficiente e più efficace incentrata sul paziente. Inoltre abbiamo considerato la storia del concetto del PACS per l’acquisizione, archiviazione, gestione e accesso alle immagini radiologiche.

Nella Parte 2, tratteremo l’evoluzione della tecnologia PACS per dipartimenti diagnostici al di là della radiologia. Introdurremo un altro acronimo, il VNA (Vendor-Neutral Archive), che indica la strada verso una piattaforma completamente interconnessa per la condivisione di immagini cliniche provenienti da tutti i dipartimenti dell’intera struttura sanitaria. A questo proposito, nella Parte 1 tra gli acronimi avevamo iniziato, sul tema dei requisiti per l’imaging, con l’ EMR / EHR.Carestream Clinical Imaging

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EMR, EHR, PACS & VNA: Looking Beyond the Acronyms [Part One of Two]

These Letters Have a Lot to Say about the Past, Present and Future of HealthIT

Per leggere la storia in italiano, clicca qui

Sometimes talking about health information technologies can feel like trying to read alphabet soup. More than most industries, ours can seem like a simmering stew of acronyms.2016-02-17 09_44_20-_ 2

Even if you’ve mastered the letters and what they mean, you may find yourself challenged by the need to converse with others who haven’t. And technologies can intersect in various ways, adding to the confusion.

Here’s a quick overview of a few important acronyms – what they mean, how they relate to each other and what they say about the past, present and future of healthcare IT – along with links to more information.

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EMR, EHR, PACS e VNA: Guardare al di là degli acronimi [Parte 1]

Questi caratteri esprimono molto del passato, presente e futuro dell’IT sanitaria

Talvolta, leggendo di tecnologie dell’informatica sanitaria, sembra di affrontare un groviglio di caratteri alfabetici. Il nostro, forse più della maggior parte dei settori, può sembrare un ginepraio inestricabile di acronimi.

Pur dopo aver acquisito una conoscenza delle combinazioni di caratteri e dei loro significati, ci si può trovare in difficoltà dovendo interagire con altri che non l’abbiano ancora conseguita, mentre le tecnologie si intersecano in vari modi, alimentando la confusione.Carestream-clinical-collaboration-platform

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Apps Watch in Healthcare

Incorporating patient-generated data to assist diagnosis.

Demonstrating the APP for Fosters

Apps Watch

From time to time, we report news and perspectives on the latest in healthcare app development, and the use and potential for new apps in healthcare, and especially radiology.

Incorporating patient-generated data to assist diagnosis.

Several key trends in healthcare are converging to change the way we collect and employ data to help clinicians collaborate for the benefit of patient outcomes. Patient portals today often give patients the ability not only to view their own medical records, but also to supplement them with personal observations and findings that can often aid the clinician in a diagnosis and in the evaluation of a course of treatment.

A recent Harvard Business Review article by John Halamka, CIO of Beth Israel Deaconess Medical Center (BIDMC) describes how this newly possible collaboration between a patient and his doctors Continue reading