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Title: CHINA HEALTH INFORMATION MANAGEMENT DELEGATION


1
CHINA HEALTH INFORMATION MANAGEMENT DELEGATION
NOVEMBER 25, 2009
CHICAGO, ILLINOIS
  • EVOLUTION OF GLOBAL H.I.T. AND WHAT IT MEANS TO
    CHINA

2
TODAYS AGENDA
  • ABOUT THE DORENFEST GROUP AND ITS CHINA BUSINESS
    APPROACH
  • LEARNING FROM THE H.I.T. EXPERIENCE OF OTHER
    COUNTRIES
  • THE EVOLUTION OF RHNs AROUND THE WORLD
  • THE CURRENT STATUS OF I.T. USE IN CHINESE
    HOSPITALS
  • EVOLUTION OF RHNs IN CHINA
  • SUGGESTIONS TO HELP CHINESE HOSPITALS LEADERS
    MAKE MORE PROGRESS IN H.I.T. USE
  • QA

3
THE DORENFEST GROUP
  • HEALTHCARE CONSULTING AND INVESTMENT FOCUS
  • OFFER HEALTHCARE IMPROVEMENT SERVICES TO SUPPORT
    A MORE POSITIVE WORLD FUTURE
  • HELP HEALTHCARE ORGANIZATIONS TO IMPROVE
    HEALTHCARE SERVICES WHILE REDUCING COSTS BY
    IMPROVING WORK PROCESSES, MANAGEMENT SYSTEMS,
    SERVICES TO PATIENTS, AND QUALITY OF MEDICAL CARE
  • IN 2006 THE DORENFEST GROUP FORMED THE DORENFEST
    CHINA HEALTHCARE GROUP, BASED IN SHANGHAI, TO
    BRING OUR SKILL, TECHNOLOGY, AND CAPITAL TO CHINA
    IN A TWO-PHASE PROGRAM
  • WE ARE NOW OPERATING IN PHASE 1 OF THIS PROGRAM,
    OFFERING A VARIETY OF CONSULTING, TRAINING, AND
    EDUCATION SERVICES TO THE CHINA HEALTHCARE SYSTEM
  • WE EXPECT TO ENTER PHASE 2 OF OUR ACTIVITIES IN
    CHINA IN LATE 2010 OR 2011 WHEN WE WILL BEGIN TO
    MAKE INVESTMENTS IN WELL-DEFINED, GOOD BUSINESS
    PROJECTS, IN PARTNERSHIP WITH CHINESE HEALTH
    BUREAUS AND HOSPITALS

4
DORENFEST ACTIVITIES IN OTHER COUNTRIES
  • CONDUCT MARKET STUDIES AND CONSULTING ASSIGNMENTS
    ON USE OF INFORMATION TECHNOLOGY IN HEALTH CARE
    IN A NUMBER OF COUNTRIES
  • CONDUCT WORLDWIDE STUDIES COMPARING THE STATE OF
    THE ART IN HEALTH CARE I.T.
  • CONTINUOUSLY MONITOR AND UPDATE OUR UNDERSTANDING
    OF WORLDWIDE HEALTH CARE I.T. THROUGH A VARIETY
    OF ONGOING ACTIVITIES
  • IN-PERSON AND TELEPHONE DISCUSSIONS WITH NUMEROUS
    HOSPITAL EXECUTIVES AND I.T. SUPPLIER PERSONNEL
  • REVIEW OF I.T. IN USE AT HOSPITALS THROUGHOUT THE
    WORLD
  • WORLDWIDE EDUCATIONAL SERVICES

5
DORENFEST PRE-ENTRY INVESTIGATION OF HEALTHCARE
IN CHINA
  1. IN 2005 AND THE SPRING OF 2006, WE VISITED 17
    CITIES IN CHINA
  2. VISITED WITH HUNDREDS OF LEADERS IN THE
    HEALTHCARE INDUSTRY IN CHINA TO LEARN ABOUT
    HEALTHCARE REFORM IN CHINA ITS PROGRESS, ITS
    PROBLEMS, AND ITS NEXT STEPS
  3. VISITED WITH OVER 100 HOSPITALS TO GAIN AN
    UNDERSTANDING OF HOSPITAL OPERATIONS IN CHINA,
    THEIR CURRENT STATUS, AND OPPORTUNITIES FOR
    IMPROVEMENTS
  4. VISITED WITH PROVINCIAL AND CITY HEALTH BUREAUS
    TO LEARN WHAT THEIR GOALS ARE FOR THEIR
    PROVINCIAL AND CITY HOSPITALS
  5. VISITED PRIVATE HOSPITALS TO OBSERVE THE RESULTS
    OF HEALTHCARE REFORM PRIVATIZATION EFFORTS IN
    CHINA
  6. VISITED WITH COMPANIES SELLING PRODUCTS AND
    SERVICES TO THE HEALTHCARE INDUSTRY IN CHINA AND
    WHAT THEY BELIEVE ARE APPROPRIATE NEXT STEPS FOR
    REFORMING THE CHINESE HEALTHCARE SYSTEM
  7. EVALUATED A GROUP OF HOSPITAL MANAGEMENT AND
    OWNERSHIP OPPORTUNITIES THAT WERE PRESENTED TO
    THE DORENFEST GROUP TO BECOME MORE FAMILIAR WITH
    THE ALTERNATIVE WAYS TO PROCEED IN BUILDING A
    MODEL HOSPITAL IN CHINA
  8. DEVELOPED A STRATEGY FOR BRINGING DORENFEST SKILL
    AND EXPERIENCE TO CHINA

6
SOME RECENT CLIENT EXAMPLES IN CHINA
  • EXAMPLES OF HEALTH BUREAU CLIENTS
  • SHENZHEN
  • CHONGQING
  • EXAMPLES OF HOSPITAL CLIENTS
  • SHANGHAI CHANGNING MATERNITY AND INFANT HEALTH
    INSTITUTE
  • PEKING UNIVERSITY MEDICAL COLLEGE 3 HOSPITAL
  • RIZHAO CITY PEOPLES HOSPITAL
  • EXAMPLES OF HELPING CLIENTS FROM OTHER LOCATIONS
    TO BRING THEIR SKILLS TO MAINLAND CHINA
  • HONG KONG HOSPITAL AUTHORITY
  • MICROSOFT

7
CHINA HEALTH INFORMATION MANAGEMENT DELEGATION
  • LEARNING FROM THE H.I.T. EXPERIENCE OF OTHER
    COUNTRIES

8
U.S. HEALTHCARE COSTS AS A PERCENT OF GDP ( IN
BILLIONS)
20.0
4,043.6
20
GDP 1970- 2004 (not 75) 75.1 245.8 426.8 696.
0 990.3 1,299.5 1,877.6
1,987.7
15
990.3
1,299.5
696.0
426.8
10
245.8
75.1
5
0
1970
1975
1980
1985
1990
1995
2000
2005
2015
CMS Forecast
SOURCE CENTERS FOR MEDICARE AND MEDICAID
SERVICES
9
U.S. H.I.T. MARKET TRENDS ( IN BILLIONS)
in billions
30.5
28.0
25.8
23.6
21.6
20.0
19.0
18.5
16.0
13.6
11.6
10.0
8.5
7.5
Actual
Forecast 2006
ANNUAL GROWTH RATE
17.6
15.6
2.7
8.0
5.2
9.3
9.3
8.9
8.9
17.2
16.0
17.6
13.3
6.7
SOURCE SHELDON I. DORENFEST ASSOCIATES, LTD.
10
OPPORTUNITIES TO IMPROVE THE HEALTHCARE DELIVERY
PROCESSHAVE BEEN PURSUED FOR MANY YEARS
  • GREAT REDUNDANCY OF INFORMATION
  • HIGH ERROR POTENTIAL
  • LACK OF TIMELINESS
  • HIGH COST
  • ORGANIZATION COMPLEXITY

11
U.S. HOSPITALS STARTED USING H.I.T. IN THE 1960s
AND SOUGHT AN EHR THROUGH FOUR GENERATIONS OF
I.T. SYSTEMS
  • FINANCE SYSTEMS
  • LIMITED CLINICAL SYSTEMS
  • MORE ADVANCED CLINICAL SYSTEMS
  • ELECTRONIC HEALTH RECORDS

12
BUT POORLY IMPLEMENTED CHANGE LAYERED REDUNDANT
WORK ON TOP OF ORIGINAL INEFFICIENCY
GROWTH IN REDUNDANCY
4x
Legacy I.T. Systems
Manual
New Thrusts of the 2000's
3x
NOW
1990's Systems and Surrounding Integration
2x
BEFORE I.T.1x
TOTAL HOSPITAL WORK PROCESS
13
U.S. HAS MADE MORE PROGRESS RECENTLY
  • TODAY OVER 100 HOSPITALS HAVE IMPLEMENTED CPR
    WITH CPOE
  • MANY OTHERS ARE IMPLEMENTING CPR AND CPOE RIGHT
    NOW
  • I.T. IS A MAJOR TOOL FOR IMPROVING HOSPITAL
    PERFORMANCE

14
BUT U.S. HOSPITALS HAVE BEEN INEFFICIENT INVESTORS
  • OVERSIMPLIFICATION OF I.T. INVESTMENT
    CONSIDERATIONS (I.E., DID NOT KNOW WHAT THEY DID
    NOT KNOW)
  • POOR PROJECT PLANNING
  • IMPROPER ASSESSMENT OF SOFTWARE PRODUCT
    CAPABILITIES
  • IMPLEMENTED A SERIES OF 1/2 SYSTEMS WITHOUT
    PROPERLY REDESIGNING THE WORK PROCESS
  • INDUSTRY MANAGEMENT DID NOT LEARN ENOUGH FROM
    PAST MISTAKES, AND THEREFORE, CONTINUED TO REPEAT
    THE SAME MISTAKES
  • THIS LEFT THE NATION WITH REDUNDANT, CONVOLUTED,
    EXPENSIVE, ERROR PRONE WORK PROCESSES THAT
    PRESENTLY CRIPPLE THE COUNTRYS HEALTHCARE SYSTEM

15
H.I.T. EVOLUTION IN THE REST OF THE WORLD
  • CANADA STARTED IN THE LATE 1970s
  • EUROPE AND AUSTRALIA BEGAN IN THE EARLY 1980s
  • ASIA BEGAN IN THE 1990s
  • CANADA, FRANCE, GERMANY, ENGLAND, AND AUSTRALIA
    ALL STARTED LATER THAN THE U.S., INVESTED LESS,
    AND HAVE MADE MORE PROGRESS
  • HONG KONG STARTED EVEN LATER, INVESTED EVEN LESS,
    AND IS NOW AT THE STATE OF THE ART IN H.I.T.
  • CHINA H.I.T. IS NOW AT AN EARLIER STAGE OF
    DEVELOPMENT. CHINA HAS THE GOALS AND DESIRE TO
    LEAPFROG THE REST OF THE WORLD IN H.I.T. USE IN
    THE NEXT FEW YEARS

16
SUMMARY
  • U.S. SPENDS A MUCH LARGER SHARE OF GDP ON
    HEALTHCARE, BUT, THIS GREATER EXPENDITURE DOES
    NOT PRODUCE GREATER HEALTHCARE RESULTS
  • U.S. SPENDS A LARGER SHARE OF ITS TOTAL HOSPITAL
    OPERATING COSTS ON I.T. EFFORTS
  • U.S. HAS BEEN INVESTING HEAVILY IN H.I.T. FOR
    OVER 40 YEARS. WHILE THIS SUBSTANTIAL INVESTMENT
    HAS NOT PRODUCED ADEQUATE RETURN, THERE IS MUCH
    TO LEARN FROM WHAT WORKED AND DID NOT WORK IN
    U.S. H.I.T. STRATEGIES AND APPROACHES
  • U.S. HAS BEEN THROUGH AT LEAST FOUR GENERATIONS
    OF HOSPITAL SOFTWARE PRODUCTS IN THE PAST FORTY
    YEARS
  • THE REST OF THE WORLD STARTED AUTOMATION EFFORTS
    LATER, INVESTED LESS, AND HAVE RECEIVED A HIGHER
    RETURN ON H.I.T. INVESTMENT THAN THE U.S.
  • THERE IS STILL MUCH TO DO TO IMPROVE H.I.T. ROI
    EVERYWHERE IN THE WORLD

17
CHINA HEALTH INFORMATION MANAGEMENT DELEGATION
  • EVOLUTION OF RHNs AROUND THE WORLD

18
RHNs WERE FIRST INTRODUCED AS CHINS IN THE U.S.
IN THE EARLY 1990s
19
SUMMARY OF EVOLUTION OF RHNs IN THE U.S.
  • COMMUNITY HEALTH INFORMATION NETWORKS (CHINs)
    BEGAN IN 1990 AS THE FIRST GENERATION OF RHNs IN
    THE UNITED STATES
  • FORMED WITH A BROAD VISION OF SHARING INFORMATION
    AMONG HEALTH ORGANIZATIONS WITHIN A CITY OR STATE
  • UNCLEAR OBJECTIVES
  • LACK OF VALUE TO POTENTIAL PARTICIPANTS
  • MUCH MONEY INVESTED BY MANY CHIN PROJECTS
  • INTEGRATED DELIVERY OWNERSHIP MODELS EMERGED IN
    1993 AS THE HOSPITAL ANSWER TO THE CLINTON
    HEALTHCARE REFORM PROPOSAL
  • BY THE MIDDLE 1990s, INTEGRATED DELIVERY SYSTEMS
    EMERGED IN EVERY CITY IN THE UNITED STATES, AND
    THE CHIN CONCEPT DISAPPEARED BY 1996

20
THE VISION OF INTEGRATED DELIVERY SYSTEM
OWNERSHIP MODELS
21
RHIOs EMERGE IN THE DECADE OF THE 2000s
  • RHIOs WERE THE SECOND GENERATION OF RHNs IN THE
    U.S.
  • MANY DIFFERENT ORGANIZATIONS PROMOTED THEM IN THE
    EARLY 2000s
  • BY 2004, NATIONAL POLICY EMERGED THROUGH THE
    OFFICE OF THE NATIONAL COORDINATOR FOR HEALTH
    INFORMATION TECHNOLOGY (ONCHIT)
  • IN THE ENSUING SEVERAL YEARS BETWEEN 2004 AND
    NOW, ALMOST 100 OFFICIALLY DESIGNATED RHIOs
    EMERGED
  • HEAVY INVESTMENT IN THESE RHIOs WITH MOST FUNDS
    USED IN THEIR START-UP
  • MANY WERE UNABLE TO FIND A SUSTAINABLE OPERATING
    MODEL AND APPROACHED FINANCIAL COLLAPSE
  • SOME LONG TERM SUCCESSES EMERGED TO SHARE LIMITED
    DATA

22
WHAT ARE THE LESSONS TO BE LEARNED?
  • BROAD VISIONS NEEDS DETAILED PLANS
  • OVERSIMPLIFIED IMPLEMENTATION APPROACHES CREATE
    FLAWED AND LIMITED SUCCESS
  • LACK OF STAKEHOLDER COMMITMENT CREATED FAILED
    PROGRAMS
  • HEAVY INVESTMENT IN POORLY CONCEIVED IDEAS WASTED
    MONEY
  • SUCCESS ACCOMPLISHED THROUGH LIMITED, WELL
    THOUGHT THROUGH FIRST STEPS AND STRONG
    STAKEHOLDER PARTICIPATION AND SUPPORT

23
CHINA HEALTH INFORMATION MANAGEMENT DELEGATION
  • THE CURRENT STATUS OF I.T. USE IN CHINESE
    HOSPITALS

24
EVOLUTION OF H.I.T. IN CHINA
  • CHINA BEGAN TO COMPUTERIZE ITS HOSPITALS IN THE
    EARLY 90S.
  • CHINA MADE SLOW PROGRESS WITH INITIAL FOCUS ON
    FINANCIAL SYSTEMS
  • ABOUT 5 YEARS AGO CHINESE HOSPITALS BEGAN TO MOVE
    MORE AGGRESSIVELY TOWARD I.T. USE FOR CLINICAL
    SYSTEMS.
  • ALONG THE WAY, MANY SOFTWARE SOLUTIONS WERE
    DEVELOPED WITH SEVERAL HUNDRED SMALL SOFTWARE
    COMPANIES EMERGING IN CHINA.
  • IN 2005, CHINA SPENT LESS THAN 1 OF TOTAL
    HEALTHCARE COSTS ON I.T. OR ABOUT 600 MILLION
    (USD)
  • IN 2007, CHINA SPENT OVER 1 BILLION (USD) ON
    H.I.T.
  • WE PREDICT RAPID GROWTH WILL ACCELERATE OVER THE
    NEXT THREE YEARS WITH H.I.T. INVESTMENT IN CHINA
    RISING TO BETWEEN 2 AND 3 BILLION (USD) BY 2010

25
FACTORS CONTRIBUTING TO FUTURE SPENDING GROWTH IN
CHINA H.I.T.
  1. CHINA HOSPITAL WORK PROCESSES ARE REDUNDANT,
    EXPENSIVE AND ERROR PRONE WITH GREAT
    OPPORTUNITIES FOR IMPROVEMENT WITH APPROPRIATE
    USE OF I.T
  2. CHINESE HOSPITAL LEADERS WOULD LIKE TO TAKE A BIG
    LEAP FORWARD IN IMPROVING WORK PROCESSES AND IN
    DIGITIZING CHINESE HOSPITALS
  3. THE MINISTRY OF HEALTH (MOH) GUIDELINES FOR
    HEALTH I.T. DEVELOPMENT CALLS FOR ELECTRONIC
    MEDICAL RECORDS AND REGIONAL HEALTH NETWORKS TO
    BE IMPLEMENTED BETWEEN 2003 AND 2010 PROVIDING
    MUCH MOMENTUM FOR HOSPITALS AND HEALTH BUREAUS TO
    INVEST MORE IN I.T. NOW
  4. THE HEALTHCARE REFORM PROGRAM IN CHINA WILL BE
    FACILITATED BY BETTER USE OF I.T. IN CHINESE
    HOSPITALS AND THAT IS ONE OF THE 8 PILLARS OF
    HEALTHCARE REFORM

26
GENERAL FACTORS IMPEDING SUCCESS IN CHINA H.I.T.
  1. CHINESE HOSPITALS HAVE NOT INVESTED A LOT OF
    RESOURCES IN I.T. SYSTEMS AND INFRASTRUCTURE TO
    GET TO THE PRESENT LEVEL OF ACCOMPLISHMENT.
    WHILE CHINA WOULD LIKE TO CONTINUE THIS LOW
    INVESTMENT APPROACH, ITS NEXT STEPS FORWARD WILL
    REQUIRE GREATER INVESTMENT
  2. THE POOR RESULTS ACCOMPLISHED FROM PAST
    INVESTMENTS IN I.T. ARE CAUSING HESITATION AMONG
    LEADERS OF CHINESE HOSPITALS TO MAKE FUTURE
    INVESTMENTS IN I.T.
  3. THERE IS CONCERN AMONG H.I.T. EXPERTS IN CHINA
    ABOUT THE READINESS OF H.I.T. SOFTWARE PRODUCTS,
    HARDWARE PLATFORMS, AND INTEGRATION TOOLS TO
    FACILITATE THE ACCOMPLISHMENT OF CHINAS GOALS
  4. INEXPERIENCE IN THE BUYING OF H.I.T. SOFTWARE
    PRODUCTS HAS FOLLOWED A SIMILAR PATH TO OTHER
    COUNTRIES AROUND THE WORLD IN THEIR EARLY STAGES
    OF EVOLUTION AND HAS RESULTED IN POOR BUYING
    DECISIONS

27
GENERAL FACTORS IMPEDING SUCCESS IN CHINA H.I.T.
(CONTINUED))
  1. LIKE OTHER COUNTRIES AROUND THE WORLD,
    IMPLEMENTATION OF NEW I.T. SYSTEMS IN CHINA HAS
    OFTEN ADDED WORK INSTEAD OF REDUCING WORK AND HAS
    CREATED UNNECESSARILY REDUNDANT WORK PROCESSES
  2. THE IMPLEMENTATION SKILL AND CHANGE MANAGEMENT
    EXPERIENCE NEEDED FOR CHINA TO TAKE THE BIG LEAP
    FORWARD THAT IT WOULD LIKE TO TAKE IS NOT YET
    AVAILABLE AT THE LEVEL REQUIRED FOR CHINA TO
    ACCOMPLISH ITS GOALS
  3. SOMETIMES, HOSPITAL LEADERSHIP NOT KNOWING WHAT
    IT DOES NOT KNOW, IS CONTINUING TO USE POOR
    BUYING AND IMPLEMENTATION APPROACHES BECAUSE THEY
    DO NOT KNOW BETTER WAYS ARE POSSIBLE AND THERE IS
    A STRONG MOMENTUM TO CONTINUE WITH THESE
    APPROACHES

28
ALLOCATION OF H.I.T. INVESTMENT AROUND THE WORLD
SOURCE CCW Research
29
CHINA HEALTHCARE LEADERS WANT TO LEAPFROG THE
WORLD
  • CHINESE HOSPITALS AND HEALTH BUREAUS ARE
    CAREFULLY CONSIDERING HOW TO BE MORE SUCCESSFUL
    IN TAKING NEXT STEPS FORWARD IN I.T. USE
  • THERE IS A RECOGNITION THAT FOR CHINA TO
    ACCOMPLISH ITS OBJECTIVES IN H.I.T. REQUIRES THE
    FOLLOWING
  • LEARNING QUICKLY FROM THE GLOBAL EXPERIENCE
  • OVERCOMING RESISTANCE TO CHANGE
  • KNOWING HOW TO MANAGE CHANGE
  • DOING MORE OF WHAT THE REST OF THE WORLD DID
    RIGHT AND LESS OF WHAT THEY DID WRONG TO AVOID
    MISTAKES OTHER COUNTRIES HAVE MADE AND CHINA IS
    STILL MAKING
  • DEVELOPING MORE EXPERTISE IN THESE AREAS OF NEED

30
CHINA HEALTH INFORMATION MANAGEMENT DELEGATION
  • EVOLUTION OF RHNs IN CHINA

31
EVOLUTION OF RHNs IN CHINA
  • THE MINISTRY OF HEALTH (MOH) GUIDELINES FOR
    HEALTH I.T. DEVELOPMENT CALLED FOR REGIONAL
    HEALTH NETWORKS AND DIGITAL HOSPITALS TO BE
    IMPLEMENTED THROUGHOUT CHINA BETWEEN 2003 AND
    2010
  • THIS PROVIDED MUCH MOMENTUM AS MANY HEALTH
    BUREAUS UNDERTOOK REGIONAL HEALTH NETWORK AND
    DIGITAL HOSPITAL INVESTMENT
  • IN THE LAST FEW YEARS DATA SHARING HAS BEGUN TO
    EMERGE IN CHINA AS SOME RHNs SHARE LIMITED DATA
    SUCH AS TEST/DIAGNOSTIC RESULTS AND SOME PATIENT
    INFORMATION
  • HEALTHCARE REFORM CALLS FOR E-HEALTH RECORDS AND
    HAS PROVIDED SUBSTANTIAL ADDITIONAL FUNDING IN A
    VARIETY OF WAYS, SO IT IS EXPECTED THAT
    SUBSTANTIAL ADDITIONAL PROGRESS WILL BE MADE IN
    THE NEXT FEW YEARS
  • MUCH MORE ACTIVITY AND FUNDING IN MANY CITIES AND
    PROVINCES WITH EVEN U.S. FUNDING FOR ONE OR TWO
    MAJOR PLANNING PROJECTS

32
THE CURRENT SITUATION WITH RHN DEVELOPMENT AND
ELECTRONIC HEALTH RECORDS IN CHINA RESEMBLES THE
U.S. SITUATION OF PAST
  • BROAD VISION
  • MORE MONEY AVAILABLE
  • POOR DEFINITION OF FIRST STEPS
  • LACK OF STAKEHOLDER COMMITMENT TO SPECIFIC DATA
    SHARING

33
BUILDING SUCCESS THROUGH A STRONG FOUNDATION
  • CAREFULLY DEFINE FIRST STEPS
  • LIMITED DATA SETS WITH HIGH BENEFIT TO MANY STAKE
    HOLDERS WOULD BE ADVANTAGEOUS
  • WHEN FIRST STEPS PROVE BENEFICIAL, MORE
    AGGRESSIVE SECOND STEPS CAN BE TAKEN

34
CHINA HEALTH INFORMATION MANAGEMENT DELEGATION
  • SUGGESTIONS TO HELP CHINESE HOSPITAL LEADERS MAKE
    MORE PROGRESS IN H.I.T. USE

35
COMMON THEMES EXPRESSED BY LEADERS IN CHINESE
HOSPITALS
  • THE I.T. PROGRAM IS NOT WORKING AS WELL AS WE
    WOULD LIKE IT TO WORK
  • OUR SOFTWARE SYSTEMS DO NOT TALK TO EACH OTHER
  • WE HAVE A DESIRE TO SOLVE PROBLEMS THROUGH
    BETTER INTEGRATED AND MORE EXTENSIVE I.T. USE
    THROUGHOUT OUR CLINICAL AREAS
  • WE WANT TO FIX UP THE CURRENT I.T. PROGRAM AND
    IMPLEMENT AN EHR IN OUR HOSPITAL
  • WE SEE MORE AND BETTER I.T. USE AS IMPORTANT TO
    OUR FUTURE
  • WE NEED A BETTER SOFTWARE VENDOR AND A BETTER
    SOFTWARE PRODUCT

36
AREAS FOR HOSPITAL LEADERS TO FOCUS ON TO IMPROVE
I.T. INVESTMENT RESULTS
  1. CHANGING THE I.T. GOVERNANCE METHOD TO BE MORE
    EFFECTIVE
  2. INCREASING THE INVOLVEMENT OF HOSPITAL CLINICIANS
    IN THE I.T. PROGRAM
  3. REDUCING YOUR RELIANCE ON THE SOFTWARE VENDOR
  4. CHANGING THE ROLE OF THE I.T. DEPARTMENT FROM
    DOING IT BY ITSELF TO INCLUDE FACILITATING,
    EDUCATING, AND TRAINING HOSPITAL MANAGEMENT AND
    USERS
  5. TAKING ON MORE DIRECT RESPONSIBILITY FOR MANAGING
    THE CHANGE IN WORK PROCESSES AS NEW I.T. SYSTEMS
    ARE IMPLEMENTED

37
KEY STEPS TO IMPROVING LONG TERM I.T. INVESTMENT
RESULTS IN CHINESE HOSPITALS
  • DEVELOP BETTER I.T. PLANNING AND PRIORITY SETTING
    METHODS
  • IMPROVE I.T. GOVERNANCE STRUCTURES
  • DEVELOP BETTER WAYS OF BUYING SOFTWARE TO
    INCREASE SUCCESS
  • ACCURATELY AND THOROUGHLY DEFINE USER NEEDS PRIOR
    TO BUYING SOFTWARE
  • USE BETTER METHODS OF ASSESSING SOFTWARE PRODUCT
    CAPABILITIES PRIOR TO PURCHASE
  • DEVELOP BETTER APPROACHES TO SYSTEM
    IMPLEMENTATION SO THAT IMPLEMENTATION OF NEW I.T.
    SYSTEMS WILL NOT ADD WORK AND CREATE
    UNNECESSARILY REDUNDANT WORK PROCESSES
  • DEVELOP BETTER APPROACHES TO INVOLVING AND
    TRAINING USERS AS PART OF THE BUYING AND
    IMPLEMENTATION PROCESSES

38
  • THANK YOU.
  • FOR MORE INFORMATION CONTACT
  • SHELDON I. DORENFEST OR YU ZHIYUAN (GRACE)
  • THE DORENFEST GROUP THE DORENFEST CHINA
  • NBC TOWER, SUITE 2725 HEALTHCARE GROUP
  • 455 N. CITYFRONT PLAZA DRIVE RENMIN ROAD NO. 988
  • CHICAGO, IL 60611-5555 JINGTIANDI INTERNATIONAL
    TOWER
  • UNITED STATES OF AMERICA SUITE 908
  • PHONE 312-464-3000 SHANGHAI, CHINA
  • FAX 312-467-0541 PHONE 021-63203522, 63269722
  • WEB SITE ADDRESS www.dorenfest.com
  • E-MAIL ADDRESS info_at_dorenfest.com
  • SHELDONS E-MAIL ADDRESS sheldon_at_dorenfest.com
  • YU ZHIYUANS (GRACE) E-MAIL ADDRESS
    yuz_at_dorenfest.com
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