Implementing change in a business is often seen as a major hurdle or obstacle. To an extent, all change is essential if it is aligned to the businesses strategy for growth or development in a new market. Regardless, outside forces can create the need for businesses to change. Rather than viewing change as an obstacle, leadership in a company needs to see change as the opportunity that it can be.

"New Children's Hospital" by KitAy

“New Children’s Hospital” by KitAy

Healthcare is an industry that knows this better than others. Because healthcare has been around as long as people have, it has had to change. Healthcare providers are the first to incorporate new technology and education into their practices because the effects can literally save lives. When Alexander Fleming cemented the use of penicillin, he revolutionized medicine. His innovation created the need for change around the world. However, the use of penicillin has created resistant strains of bacteria and with this, the cycle of change of innovation continues.

Healthcare professionals have adapted to changing in their practices very well over time and cannot afford to be resistant. Management in the healthcare industry needs to follow this example as well.

Though the consequences aren’t as dire in the lives of their organization’s patients, the life of their organization can depend on integrating new, disruptive change and innovation. The real business success comes when they recognize these changes as the opportunity they often are.

One Monetary Incentive

A new change that all health administrators must adapt to are the Clinical Quality Measures. These are electronically-documented measures of the quality of care patients receive. According to the Health IT Committee Report from September 3, 2013, around $16 Billion in incentive dollars for meaningful use of the new policies have been paid out to eligible providers (both hospitals and professionals). Clinical Quality Measures are assessed in a 2 phase process. Providers must demonstrate their compliance with new regulations in the data storage and tracking for the services and the quality of care they provide.

The reluctance to change under these circumstances can be justified by the cost per bed to upgrade to these new procedures, but hospitals from large, metropolitan center – to mid-size and smaller, rural facilities are seeing revenues return to normal within one year and a return on this investment after 2 years. Regardless, if a facility is providing quality care, they may already be meeting many of these new changes.

Fort Belvoir Community Hospital astounds with groundbreaking technology and devotion to patient care

The following is from the Centers for Medicare and Medicaid Services Website (cms.gov) and shows the type of information that is collected in the Medicare and Medicaid Electronic Health Record (EHR) Incentive Program:

Clinical quality measures, or CQMs, are tools that help measure and track the quality of health care services provided by eligible professionals, eligible hospitals and critical access hospitals (CAHs) within our health care system. These measures use data associated with providers’ ability to deliver high-quality care or relate to long term goals for quality health care. CQMs measure many aspects of patient care including:

health outcomes
clinical processes
patient safety
efficient use of health care resources
care coordination
patient engagements
population and public health
adherence to clinical guidelines
Measuring and reporting CQMs helps to ensure that our health care system is delivering effective, safe, efficient, patient-centered, equitable, and timely care.
To participate in the Medicare and Medicaid Electronic Health Record (EHR) Incentive Programs and receive an incentive payment, providers are required to submit CQM data from certified EHR technology.

2014 Clinical Quality Measure Options
In August May 2014, CMS released a final rule that grants flexibility to providers who are unable to fully implement 2014 Edition CEHRT for an EHR reporting period in 2014 due to delays in 2014 CEHRT availability. The different 2014 CQM submission options are outlined below.

2011 & 2014 CEHRT
Providers scheduled to demonstrate Stage 1 who are using a combination of 2011 and 2014 Editions submit 2013 CQMs or 2014 CQMs, depending on whether they report 2013 Stage 1 or 2014 Stage 1 objectives.

Providers scheduled to demonstrate Stage 2 using a combination of 2011 and 2014 Editions submit 2013 CQMs if they report 2013 Stage 1 objectives, or submit 2014 CQMs if they report 2014 Stage 1 objectives or Stage 2 objectives.

2014 CEHRT
Providers scheduled to demonstrate Stage 1 or Stage 2 in 2014 who have fully implemented 2014 CEHRT use 2014 CQMs.
Visit the 2014 Clinical Quality Measure page to learn more about 2014 CQMs and 2014 reporting options.
Visit the Resources for Previous Years of the EHR Incentive Programs page to learn more about 2013 CQMs and 2013 reporting options.

It is possible that your facility is already compliant with much of these new changes and the only thing left to do is record this information. In fact, providers may have already been doing this – in which case, the issue is using the correct software and methodology to track and store data.

In addition to the monetary incentives of this program, medical staff could also operate more efficiently and provide higher quality care to patients. Change is always necessary in the healthcare field, and it may be difficult, but generations of people living happier, more productive lives are a testament to the powerful effects well-implemented change can have on your organization and the people within it.