DOCSLIB.ORG

Emerging Mhealth: Paths for Growth

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Emerging Mhealth: Paths for Growth Emerging mHealth: Paths for growth A global research study about the opportunities and challenges of mobile health from the perspective of patients, payers and providers www.pwc.com/mhealth We live in a world that’s connected wire- Industrialisation of the healthcare lessly with almost as many cellular phone sector, already in motion, and driven by subscriptions as there are people on the technologies such as electronic medical planet. According to the International records, remote monitoring and commu- Telecommunication Union, there were nication platforms, etc. is in many ways almost 6 billion mobile phones in use the prerequisite for the flourishing of worldwide in late 2011.1 The ubiquity mHealth. Patient-centric, ‘care anywhere’ is of mobile technology offers tremendous becoming a reality. opportunities for the healthcare industry to address one of the most pressing global Healthcare is moving towards a precision- challenges: making healthcare more acces- based model—or ‘personalised medicine’. sible, faster, better and cheaper. As a result of greater understanding of the human genome, together with other Unlike many other forms of communica- personalised technologies, the industry tion, such as the Internet, mobile health will likely transform—as have many (mHealth) will likely have a greater effect other industries—to one that is predic- on how care is delivered for three reasons: tive, personalised, participatory, and preventive.2 mHealth will be a major David Levy, MD • Mobile devices are ubiquitous and factor in providing personal toolkits Global Healthcare Leader personal; that will ultimately help those manage • Competition will continue to drive lower predicted vulnerabilities, chronic illness, pricing and increase functionality; and and episodic acute conditions. Enabled by technology, connectivity and data, mass • Mobility by its very nature implies that customisation is on the horizon allowing users are always part of a network, mHealth solutions to flourish. which radically increases the variety, velocity, volume and value of informa- In recognition of these accelerating tion they send and receive. factors, PwC commissioned the Economist Intelligence Unit (EIU) to examine the Even before the advent of mobile connec- current state and potential of mHealth, tivity the distinct lines between traditional barriers to adoption, and opportunities health sectors were blurring and new for companies seeking growth in the business models were emerging. mHealth mHealth space. The result is the following is dropping into a ‘perfect storm’, enabling report based on surveys and interviews and accelerating three major global trends with key subject matter experts conducted already in play in healthcare. by the EIU. Regulatory reform driven by demographic In addition to the EIU’s analysis, PwC changes, such as ageing and chronic provided its own commentary on best illness, is redressing the balance between practices and strategic considerations for public and private sector participation in companies active in the mHealth arena healthcare. More and more, the public noted in the report as ‘PwC Perspectives’. sector, while seeking to optimise access We hope that these insights, coupled and quality, is looking towards the private with the survey findings and interviews sector for innovation and efficiency. summarised in the pages to come, are mHealth enables both sectors in this useful in helping the stakeholders in the regard, helping to improve access and industry understand, plan and participate quality while at the same time providing in this inevitable yet exciting new future. dramatic innovation and cost reduction opportunities. 1 Number of mobile phones end of 2011: 2 Lee Hood, “Vision for Systems Medicine: 5.98bn. International Telecommunication Predictive, Personalized, Preventive and Union (ITU). Key Global Telecom Indicators Participatory (P4)” http://sis.org/cases2007/ for the World Telecommunication Service SIS2007ConferenceHighlights-Hood/docs/ Sector, 2012. HoodLeroy.pdf Table of contents 2 List of interviewees 3 Executive summary Sidebar: About the research 4 Introduction: Not so fast? The current landscape Expectation versus reality 8 Colliding interests, competing visions The centre of the battlefield Sidebar: Early adopters: driven or desperate? 18 Healthcare innovation: A school of patience 24 Emerging markets, emerging solutions Greater need and fewer options Emerging solutions Sidebar: A tale of two countries—India and the UK 32 From technology to solutions worth buying Finding and proving a need From incremental to disruptive change Picking up the tab Sidebar: Does it work? Does that matter? 36 Conclusion 2 Emerging mHealth: Paths for growth List of interviewees Cláudio Giulliano Alves da Costa, Claudius Metze, Business Solutions President, Brazilian Health Architect, Healthcare Unit, SAP Informatics Association Axel Nemetz, Head of Vodafone Peter Benjamin, Managing Director, mHealth Solutions, Vodafone Cell-Life Bakul Patel, Policy Adviser, US Food Dan Brostek, Head of Member and and Drug Administration (FDA) Consumer Engagement, Aetna Steinar Pedersen, Chief Executive Misha Chellam, Chief Operating Officer, Tromsø Telemedicine Consult Officer, Scanadu George Poste, Regents’ Professor Eric Dishman, Director of Health and Del E Webb Chair in Health Innovation, Intel Innovation, Arizona State University Jennifer Dixon, Director, Nuffield Trust Sangita Reddy, Executive Director of Operations, Apollo Hospitals (India) Sunderrajan Jagannathan, Head of Strategy, Siemens Healthcare India Chris Taylor, Director of the mHealth Innovation Centre, University of Martin Kopp, Head of Healthcare, SAP Manchester Ian Leslie, Professor of Computer Ozgur Turgay, Managing Director, Science, Cambridge University Acibadem Mobile Jason Mann, Head of China Healthcare, Thierry Zylberberg, Head of Orange Barclays Capital Healthcare, Orange Patricia Mechael, Executive Director, mHealth Alliance 3 Executive summary Mobile healthcare (mHealth) is “the their interests. The challenge will be Emerging markets are the trail- biggest technology breakthrough of our even greater for innovators because blazers in mHealth. Patients in these time [being used] to address our greatest the improvements that mHealth can markets are much more likely to use national challenge”, said US Health and bring—such as patient-centred care mHealth applications or services than Human Services Secretary, Kathleen and a greater focus on prevention—will those in developed countries. Similarly, Sebelius in her keynote address at the involve disruption of how healthcare is more emerging-market doctors offer 2011 annual mHealth Summit in the provided. To succeed, innovators must mHealth services than colleagues in Washington, DC area. Worldwide, the manoeuvre through culturally conserva- developed countries, and more payers technology and its promise have moved tive, highly regulated and fragmented cover these costs. The ability of these up the healthcare agenda. yet often monopolistic systems that countries to leap ahead lies in the often provide contradictory incentives. paucity of existing healthcare: there is The interest is understandable. greater demand for change and, just as Increasingly ubiquitous and powerful The diversity of interests at play important, there are fewer entrenched mobile technology holds the poten- makes an evolving landscape even interests to impede the adoption of new tial to address long-standing issues in more complex. Patients want more approaches. healthcare provision. However, such convenient provision of healthcare, effervescence in a field with few proven but they also want greater control. For Solutions, not technology, are the business models suggests that, yet again, doctors, mHealth can help provide better key to success. Widespread mHealth technology-driven hype may lead to patient care and ease their administrative adoption requires services and products expensive failures. headaches, but they are likely to resist the that appeal to current payers because loss of power implicit in greater patient patients, highly sensitive to price, will This Economist Intelligence Unit report, control. Payers already display interest in provide little income. Consumers’ sense commissioned by PwC, examines the mHealth, and the economic pressure for of entitlement with regard to health- current state and potential of mHealth more patient-centred, preventive care is care aggravates this price sensitivity. in developed and emerging markets, likely to drive them further towards the Accordingly, vendors must concentrate the ongoing barriers to its adoption and patient’s viewpoint. on solving payers’ problems. Technology the implications for companies in the is an essential, but not sufficient, tool in field. Based on the research, the key this endeavour. findings include: Expectations are high for mHealth. About the research Roughly one-half of patients surveyed In developing this report, commissioned by PwC, the Economist Intelligence Unit for this report predict that mHealth conducted two surveys in ten countries: Brazil, China, Denmark, Germany, India, will improve the convenience, cost and South Africa, Spain, Turkey, the UK and the US. The first survey asked 1,027 quality of their healthcare in the next patients—with a broad distribution of economic backgrounds, ages, levels of educa- three years (see “About the research”). tion and states of health—about their opinions on various aspects of mHealth. The Meanwhile, six in ten doctors
Load more

Recommended publications
  • World Journal of Advanced Research and Reviews
    World Journal of Advanced Research and Reviews, 2020, 07(02), 218–226 World Journal of Advanced Research and Reviews e-ISSN: 2581-9615, Cross Ref DOI: 10.30574/wjarr Journal homepage: https://www.wjarr.com (RESEARCH ARTICLE) Implementation and evaluation of telepharmacy during COVID-19 pandemic in an academic medical city in the Kingdom of Saudi Arabia: paving the way for telepharmacy Abdulsalam Ali Asseri *, Mohab Mohamed Manna, Iqbal Mohamed Yasin, Mashael Mohamed Moustafa, Fatmah Mousa Roubie, Salma Moustafa El-Anssasy, Samer Khalaf Baqawie and Mohamed Ahmed Alsaeed Associate Professor Imam Abdulrahman Bin Faisal University; Director of Pharmacy services at King Fahad University Hospital, KSA. Publication history: Received on 07 July 2020; revised on 22 August 2020; accepted on 25 August 2020 Article DOI: https://doi.org/10.30574/wjarr.2020.7.2.0250 Abstract King Fahad University Hospital, a leading public healthcare institution in the Eastern region of KSA, implemented a disruptive innovation of Telepharmacy in pursuit of compliance with the National COVID-19 Response Framework. It emerged and proved to be an essential and critical pillar in suppression and mitigation strategies. Telepharmacy innovation resulted in Pharmacy staffing protection and provided uninterrupted access and care continuum to the pharmaceutical services, both for COVID-19 and Collateral care. This reform-oriented initiative culminated in adopting engineering and administrative controls to design the workflows, practices, and interactions between healthcare providers, patients, and pharmaceutical frontline staff. Pharmaceutical services enhanced its surge capacity (14,618 OPD requests & 10,030 Inpatient orders) and improved capability (41,242 counseling sessions) to address the daunting challenge of complying with the inpatient needs and robust outpatient pharmaceutical consumer services.
    [Show full text]
  • How to Communicate Your EMR Implementation with Staff and Patients
    WHITE PAPER NO. 1: 2019 How to Communicate Your EMR Implementation with Staff and Patients A guide for healthcare communicators leading the transition from paper-based medical records to EMRs strategic.health Executive Summary Your healthcare organization has finally decided to move from paper-based records to electronic medical records (EMRs). This is great news. EMRs can create lasting benefits, from efficient, coordinated care to improved patient advocacy. the benefits But as you probably suspect, an EMR implementation is a massive of emrs transformative change for your staff and patients. And it falls on your shoulders to sell it, not just communicate it. Efficient, coordinated care: Clinicians’ access to medical You can expect the vendor to provide EMR training and help set records across departments implementation milestones. What you won’t get, however, is a saves time, provides transparency handbook on communications best-practices for transitioning from paper to EMRs. Patient advocacy: Patients access their own medical The challenges of communicating such a major effort will require information online you to manage several issues, including: Timely updates: Medical Impact on multiple audiences: You need to keep almost everyone charts are updated in real time in the loop, from executives who want constant updates, physicians who don’t have time to provide feedback on the EMR, and patients who need to learn a new system. Staff fears: You need to understand how the new EMR will affect workflows and people’s jobs. Resources: You’ve got to balance this initiative on top of other projects. If you have a limited staff, you may need to outsource some of the work to an agency.
    [Show full text]
  • What Is Patient Advocacy? HOW DID WE GET HERE?
    10/10/2017 What is Patient Advocacy? HOW DID WE GET HERE? Suzanne J. Fiscella, PA-C, MA, MS Conflict of Interest • Owner, Patient Best®, LLC • Co-founder, The Patient Education Movement, Inc. (Non-profit) • No other conflict of interest or payment received for articles, organizations, associations, and products mentioned 1 10/10/2017 AGING TO PERFECTION *www.census.gov 2 10/10/2017 1960’s NURSE FAMILY PHARMACY HOSPITAL TODAY – THE 2 EDGED SWORD 2017’s DOCTOR NURSE PHARMACY PATIENT CHARTS LABS CASE MANAGER HOSPITAL BACK OFFICE STAFF FAMILY PHYSICAL FRONT OFFICE THERAPY MEDICAL STAFF PROXY CLERKS HOME HEALTH X-RAY, MRI, NURSING CT SCAN, FACILTIES BONE DENSITY, ULTRASOUND PATIENT CALL CENTER 3 10/10/2017 BMJ APRIL 2016 4 10/10/2017 Medical Errors 1. Medications 8. Abandonment 2. Miscommunications 9. Emotional 3. Patient’s Chart 10. Neglect 4. Misdiagnosis 11. Financial 5. Physical 12. Unqualified Patient 6. Social 13. Non-compliancy 7. Time 14. Failed care coordination Where Do You Find Patient Advocacy? 5 10/10/2017 Lay and Clinical Patient Advocate Professionals are: • Case Manager* • Patient Navigator • Care Manager • Patient Advocate • Geriatric Case Manager • Community Health Worker • Geriatric Care Manager • Advocates for the --- Profession • Education Advocate • Advocates for change • Life Navigator • Advocates for society • Health Advocate • Consumer Health Advocate • Aging Life Care Professional™** • Ombudsmen • Life Care Coordinator • Senior Care Coordinator *American Case Management Association **Aging Life Care NURSES/REALTORS® • Advocacy in nursing finds its theoretical basis in nursing ethics. For instance, the ANA’s Code of Ethics for Nurses includes language relating to patient advocacy: • The nurse's primary commitment is to the patient, whether an individual, family, group, or community.
    [Show full text]
  • Telehealth Transformation: COVID-19 and the Rise of Virtual Care
    Journal of the American Medical Informatics Association, 0(0), 2020, 1–6 doi: 10.1093/jamia/ocaa067 Perspective Perspective Downloaded from https://academic.oup.com/jamia/advance-article-abstract/doi/10.1093/jamia/ocaa067/5822868 by guest on 01 June 2020 Telehealth transformation: COVID-19 and the rise of virtual care Jedrek Wosik,1 Marat Fudim,1 Blake Cameron,2 Ziad F. Gellad,3,4 Alex Cho,5 Donna Phinney,6 Simon Curtis,7 Matthew Roman,6,8 Eric G. Poon ,5,6 Jeffrey Ferranti,6,8,9 Jason N. Katz,1 and James Tcheng1 1Division of Cardiology, Department of Medicine, Duke University School of Medicine, Durham, North Carolina, USA, 2Division of Nephrology, Department of Medicine, Duke University School of Medicine, Durham, North Carolina, USA, 3Division of Gastroen- terology, Department of Medicine, Duke University School of Medicine, Durham, North Carolina, USA, 4Center for Health Services Research in Primary Care, Durham VA Medical Center, Durham, North Carolina, USA, 5Division of General Internal Medicine, De- partment of Medicine, Duke University School of Medicine, Durham, North Carolina, USA, 6Duke Network Services, Duke Univer- sity Health System, Durham, North Carolina, USA, 7Private Diagnostic Clinic, Duke Health Access Center, Durham, North Carolina, USA, 8Duke Health Technology Solutions, Durham, North Carolina, USA and 9Department of Pediatrics, Duke University School of Medicine, Durham, North Carolina, USA Corresponding Author: Jedrek Wosik, MD, Division of Cardiology, Department of Medicine and Division of Cardiology, Duke University School of Medicine, 2301 Erwin Road, Durham, NC, USA; [email protected] Received 14 April 2020; Editorial Decision 15 April 2020; Accepted 17 April 2020 ABSTRACT The novel coronavirus disease-19 (COVID-19) pandemic has altered our economy, society, and healthcare system.
    [Show full text]
  • Joint Letter Calling for Permanent Telehealth Changes
    June 29, 2020 The Honorable Mitch McConnell The Honorable Nancy Pelosi Majority Leader Speaker United States Senate United States House of Representatives Washington, DC 20510 Washington, DC 20515 The Honorable Charles Schumer The Honorable Kevin McCarthy Minority Leader Minority Leader United States Senate United States House of Representatives Washington, DC 20510 Washington, DC 20515 Dear Congressional Leaders: Thank you for acting to expand access to telehealth services during the COVID-19 public health emergency (PHE) by providing the Department of Health and Human Services (HHS) and the Centers for Medicare & Medicaid Services (CMS) the authority to waive longstanding restrictions on Medicare telehealth services and ensuring that additional types of health care providers can furnish telehealth services during the pandemic. Providers across the country have utilized these flexibilities to scale delivery and provide older Americans, many for the first time, access to high quality virtual care, resulting in 11.3 million beneficiaries accessing telehealth services in mid-April alone.1 Medicare Advantage plans have driven a similar expansion with 91 percent of seniors reporting a favorable telehealth experience and 78 percent likely to use telehealth again in the future, figures that closely track with similar patient satisfaction data from health systems nationwide.2 Additional flexibility has also allowed Federally Qualified Health Centers (FQHC) to deliver safe and effective care to underserved patient populations that have rated the service they received highly.3 Private health plans have also followed suit, and in response, telehealth adoption has soared – resulting in a 4,300 percent year-over-year increase in claims for March 2020.4 Taken as a whole, these temporary policy changes have allowed 46 percent of Americans to replace a cancelled healthcare visit with a telehealth service during the pandemic.
    [Show full text]
  • Umbrella-8Pgbrochure-Finalsingle Copy
    Having trouble navigating home care, housing options, or medical needs for your elderly family member? Providing Certi�ied Geriatric Care Management & Patient Advocacy SERVING: HUDSON VALLEY | NEW YORK CITY | NORTHERN NEW JERSEY | LONG ISLAND 845 723 0536 | www.UmbrellaCareManagement.com Common Caregiver Concerns MY LOVED ONE: Shows signs of dementia. May be unsafe at home or while driving. Sees several different doctors who infrequently communicate with each other – or me. Is confused by the many medications he/she takes. Is prescribed medications by different doctors. Neglects to ask doctors the hard questions or accurately relay information. May require at-home care or need to spend time in a nursing home. “Not only has (Barbara) steered my aunt (who lives in New York City) through the healthcare“ system and subsequent therapy so that she is now back in her own apartment, but she has also become a very kind and trusted con�idant to her. Barbara always provided or arranged discrete support to take care of the practicalities, and never lost sight of my aunt’s quality of life and how important her independence is to her. The whole family feels very lucky that we found Barbara.” ROBIN COOKE-HURLE (UNITED KINGDOM) Umbrella Care Management Can Help! Addressing the various needs of an aging loved one can be incredibly stressful and frustrating. Challenges like distance, personal conflict, and time constraints are only compounded by our often convoluted healthcare system. Umbrella Care Management’s certified case managers can help overcome those challenges by providing expert guidance and strong patient advocacy. We take a patient-centered approach to healthcare management, evaluating each patient’s “whole picture” to create a holistic plan that addresses varied but often interrelated problems.
    [Show full text]
  • Users' Guide to Integrating Pros in Electronic Health Records
    Users’ Guide to Integrating Patient-Reported Outcomes in Electronic Health Records Prepared By: Johns Hopkins University, Baltimore, MD May 2017 Acknowledgments This Users’ Guide was developed by Johns Hopkins University through a contract from the Patient-Centered Outcomes Research Institute (PCORI) under contract number JHU 10.01.14 TO 2 08.01.15. The International Society for Quality of Life Research (ISOQOL) was a collaborating partner. DISCLAIMER All statements, findings and conclusions in this publication are solely those of the authors and do not necessarily represent the views of the Patient-Centered Outcomes Research Institute (PCORI), its Board of Governors, or its Methodology Committee. CITATION Snyder C, and Wu, A.W., eds. Users’ Guide to Integrating Patient-Reported Outcomes in Electronic Health Records. Baltimore, MD: Johns Hopkins University. 2017. Funded by Patient-Centered Outcomes Research Institute (PCORI); JHU Contract No. 10.01.14 TO2 08.01.15. Available at: http://www.pcori.org/document/users-guide-integrating-patient-reported-outcomes- electronic-health-records 2 Table of Contents Editors ...............................................................................................................................................4 Section Author Working Group ...........................................................................................................4 Steering Group ...................................................................................................................................5
    [Show full text]
  • Cerner: Coordinating Care in a Virtual World
    EXECUTIVE INSIGHTS RESILIENCY + RECOVERY COORDINATING CARE IN A VIRTUAL WORLD Integrating and using data to engage patients and providers SPONSORED BY: COORDINATING CARE IN A VIRTUAL WORLD: Integrating and using data to engage patients and providers When the first wave of the COVID-19 pandemic hit, hospitals, health systems and their affiliated physician practices became online caregivers almost overnight. Though many providers had telehealth and remote patient-monitoring capabilities in place prior to the outbreak, they used them relatively infrequently and only for a small subset of their patient populations. Within weeks, most providers were using virtual care models to deliver nonemergent care safely and effectively to most of their patients. As providers and patients adapt to virtual care and as the pandemic subsides, it’s clear that virtual care is here to stay. This executive dialogue examines the capabilities hospitals and health systems are developing and the barriers they’re tackling in building a data-driven, health information technology (IT) infrastructure that seamlessly connects virtual care with in-person care for all their patients and all the affiliated and nonaffiliated care settings throughout patients’ health journeys. KEY FINDINGS Hospitals, health systems and medical practices pivoted quickly to digital health technologies 1 and virtual care models in response to the COVID-19 outbreak. What became apparent during that fast transition was not only the wide variation in telehealth technologies used by providers, but also the wide variation in patients’ readiness to use those technologies. Disparate telehealth technologies and range of patients’ access to those technologies exposed 2 the lack of a common health IT infrastructure to capture clinical, financial and operational data from the exponential growth in the number of virtual care encounters.
    [Show full text]
  • Zoom Guidelines for Virtual Patient Presentations June 2020
    Student Guidelines for Virtual Patient Meetings: During this extraordinary time of the global COVID-19 pandemic, the U.S. Department of Health and Human Services has stated that health care providers may use popular applications for video chats, including Zoom, to provide telehealth without risk that the Office of Civil Rights might seek to impose a penalty for noncompliance with HIPAA. For purposes of medical education, faculty educators first must obtain written authorization/consent from patients for the sharing of their PHI using Zoom as a medium. This is a temporary permission, limited to the COVID-19 nationwide public health emergency. All students are obligated ethically and professionally to adhere to the following guidelines in order to protect the privacy and medical history of patients: • Students are bound by HIPAA regulations for all content shared. Classroom discussions are private and may not be shared with others. • Specific PHI such as Medical Record Numbers will not be shared. Keep identifying PHI to an absolute minimum. Avoid usage of the patient’s full name. • Do not permit others in your household to watch or listen in your viewing environment to ensure HIPAA compliance. Use headphones at all times to ensure that the content of the patient educational activities is not audible to others except yourself. • Patient presentations are never recorded, nor stored. The faculty member in charge of the patient educational activity will disable the record setting in Zoom. The faculty member also will ensure settings that prevent users from being able to use the record function. • Students are prohibited from using any device to take photos, screen captures, or recordings of the Zoom meeting.
    [Show full text]
  • DTO Virtual Care Toolkit
    DOCTORS TECHNOLOGY OFFICE VIRTUAL CARE TOOLKIT DTO - 321934 VIRTUAL CARE Table of Contents Summary .................................................................................................................................................................... 2 Essentials: Getting Started with Virtual Care.............................................................................................................. 2 Workflow: A Step-by-Step Approach .......................................................................................................................... 3 Equipment Essentials and Testing ............................................................................................................................. 6 Virtual Care Practical Tips .......................................................................................................................................... 7 Billing Guide ................................................................................................................................................................ 8 Tools .........................................................................................................................................................................11 Privacy and Security Safeguards .............................................................................................................................14 Communicating With Your Patients ..........................................................................................................................15
    [Show full text]
  • Electronic Health Record Classroom (EHR-C) and Case-Based Learning (CBL)
    Electronic Health Record Classroom (EHR-C) and Case-Based Learning (CBL) Gail March Cohen, Ph.D. Zipinar Goal & Learning Objectives Goal: The purpose of this Zipinar is to give a quick overview of the application of Electronic Health Record Classroom (EHR-C) to case-based learning (CBL). Learning Objectives: By the end of this Zipinar, you will be able to: • Describe the EHR Classroom (EHR-C) and case-based learning (CBL) • Follow the CBL teaching steps • List the advantages and challenges of applying the EHR-C to a CBL class • Identity additional resources for using the EHR-C What is an Electronic Health Record? Electronic Health Records (EHRs) are digital files of a patient’s chart and includes critical patient care documentation, provider and patient communication, quality analyses, ordering, medication prescribing, and reconciliation. The difference between an electronic medical record (EMR) and electronic health record (EHR) is that the EHR can move with the patient to other healthcare providers or across states while an EMR stays with the healthcare provider(s). The EHR Classroom is a learning tool created in Epic training environment to help students acquire and practice skills for clinical problem-solving and patient care though safe and effective utilization of diverse and authentic patient cases. Learn more. What are the benefits of using an EHR ? 1. Medical Knowledge 1. Can access multiple mock patient records to build knowledge base and uses standardized medical terms 2. Practice-Based Learning and 2. Instructs best practices and opportunities for research and quality Improvement improvement topics 3. Patient Care 3. Learner workflow: reduced time in gathering patient history or PE and can track a patient over time 4.
    [Show full text]
  • Download The
    6/25/2020 Our Practice: Issue 17, May 2020 Issue 17, May 2020 | View Online Visit our website Read past issues of Our Practice CORONAVIRUS (COVID-19) and UBC’s response: Information and FAQs here. FEATURE ARTICLE Pivoting to Virtual Care – What We Know Now BY: TIMOTHY LIM BSC(PHARM), ACPR, RPH e1.envoke.com/m/96eb22084d70e7a25cf58dab3b4f1ecc/m/3a1222889f6905a7ee85ebc306a5249e/?utm_medium=email&utm_campaign=Our-Practic… 1/6 6/25/2020 Our Practice: Issue 17, May 2020 Health care professionals across the country are demanding access to virtual care platforms and training so they can safely provide patient care, while maintaining physical distancing requirements. Pharmacists have not been spared from this new challenge, and as virtual care models rapidly begin to integrate into traditional workflows, we expect this will be a new normal within pharmacy practice. Since our opening in 2013, the Pharmacists Clinic has offered patients the option of in-person, telephone or telehealth appointments. This article describes our challenges, experience and learnings as we shifted entirely to virtual care in March 2020. Different logistic aspects need to be considered for virtual care: 1. Patient Consent: It is important to communicate the risk, limitations and benefits of a virtual appointment, then obtain and document consent before proceeding. This is especially important if another individual, like a student, is participating. Keep in mind that patients can be put-off by any surprises during a virtual appointment. Conversely, patients may invite a friend or family member to participate without letting you know beforehand. Decide in advance how you will handle these requests and what role this observer will play.
    [Show full text]