Wells Susan, Rozenblum Ronen, Park Andrea, Dunn Marie, Bates David W
Section of Epidemiology and Biostatistics, School of Population Health, University of Auckland, Auckland, New Zealand Department of General Internal Medicine, Brigham and Women's Hospital, Boston, Massachusetts, USA Department of Health Care Policy and Management, Harvard School of Public Health, Boston, Massachusetts, USA.
Department of General Internal Medicine, Brigham and Women's Hospital, Boston, Massachusetts, USA.
J Am Med Inform Assoc. 2015 Jan;22(1):213-22. doi: 10.1136/amiajnl-2014-003055. Epub 2014 Oct 17.
To investigate organizational strategies to promote personal health records (PHRs) adoption with a focus on patients with chronic disease.
Using semi-structured interviews and a web-based survey, we sampled US health delivery organizations which had implemented PHRs for at least 12 months, were recognized as PHR innovators, and had scored highly in national patient satisfaction surveys. Respondents had lead positions for clinical information systems or high-risk population management. Using grounded theory approach, thematic categories were derived from interviews and coupled with data from the survey.
Interviews were conducted with 30 informants from 16 identified organizations. Organizational strategies were directed towards raising patient awareness via multimedia communications, and provider acceptance and uptake. Strategies for providers were grouped into six main themes: organizational vision, governance and policies, work process redesign, staff training, information technology (IT) support, and monitoring and incentives. Successful organizations actively communicated their vision, engaged leaders at all levels, had clear governance, planning, and protocols, set targets, and celebrated achievement. The most effective strategy for patient uptake was through health professional encouragement. No specific outreach efforts targeted patients with chronic disease. Registration and PHR activity was routinely measured but without reference to a denominator population or high risk subpopulations.
Successful PHR implementation represents a social change and operational project catalyzed by a technical solution. The key to clinician acceptance is making their work easier. However, organizations will likely not achieve the value they want from PHRs unless they target specific populations and monitor their uptake.
调查促进个人健康记录(PHR)采用的组织策略,重点关注慢性病患者。
通过半结构化访谈和基于网络的调查,我们对美国的医疗服务组织进行了抽样,这些组织已实施PHR至少12个月,被公认为PHR创新者,且在全国患者满意度调查中得分很高。受访者担任临床信息系统或高危人群管理的领导职位。采用扎根理论方法,从访谈中得出主题类别,并与调查数据相结合。
对来自16个已识别组织的30名受访者进行了访谈。组织策略旨在通过多媒体通信提高患者意识,以及促进提供者的接受和采用。针对提供者的策略分为六个主要主题:组织愿景、治理与政策、工作流程重新设计、员工培训、信息技术(IT)支持以及监测与激励。成功的组织积极传达其愿景,让各级领导参与其中,拥有明确的治理、规划和协议,设定目标并庆祝成就。促进患者采用的最有效策略是通过健康专业人员的鼓励。没有针对慢性病患者的具体推广努力。对注册和PHR活动进行了常规测量,但未参考分母人群或高危亚人群。
成功实施PHR代表着由技术解决方案催化的社会变革和运营项目。临床医生接受的关键是使他们的工作更轻松。然而,除非组织针对特定人群并监测其采用情况,否则可能无法从PHR中获得他们想要的价值。