Hôpital & transformations | Équipes, parcours & numérique — Pharmageek

PARIS, 14 avril 2014 (TICsanté) – Les établissements de santé français ont amélioré leur "profil e-santé" depuis 2010, en particulier pour l'utilisation des Pacs et l'échange de données cliniques et radiologiques, mais leurs résultats restent en-deçà de la moyenne, selon une enquête demandée par la Commission européenne et menée dans 30 pays.Les 28 pays de l'Union européenne, l'Islande et la Norvège ont été examinés. Il s'agissait de mesurer le niveau de déploiement des technologies de l'information et de la communication (TIC) et les services d'e-santé dans les établissements de soins.

Sur 26.551 établissements contactés, 1717 ont répondu à l'enquête entre octobre 2012 et janvier 2013. Les résultats ont été comparés à une étude similaire menée en 2010. Quatre domaines étaient passés en revue : l'infrastructure IT; les applications informatiques; l'échange de données de santé; la sécurité et la vie privée.

"Le déploiement de l'e-santé dans les établissements de soins européens a progressé sur la période 2010-2013", indique la Commission européenne dans son rapport publié le 24 mars. "De plus, la différence entre les pays les plus avancés (principalement les pays nordiques) et les moins avancés (en particulier l'Europe de l'Est et la Grèce) se réduit", se félicite-t-elle.

Les auteurs de l'enquête ont relevé que, si le déploiement de fonctionnalités d'e-santé se fait attendre dans beaucoup d'hôpitaux, ceux qui en bénéficient les utilisent beaucoup. "Par exemple, l'archivage numérique des examens radiologiques n'est disponible que dans 53% des hôpitaux européens, mais parmi ceux-ci, 92% utilisent totalement cette possibilité", notent-ils.

L'échange de données reste le point noir de l'e-santé, déplore le rapport. La plupart des établissements n'échangent pas de données médicales de manière électronique, et seulement 9% permettent aux patients d'avoir accès à leur dossier médical en ligne.

Les pays les plus performants sont, sans surprise, le Danemark, l'Estonie, la Suède et la Finlande.

En France, 319 établissements ont répondu à l'enquête, dont 241 hôpitaux, 44 cliniques et 32 établissements privés à but non lucratif.

La France est "légèrement en-deçà de la moyenne européenne en terme d'implantation de l'e-santé", note l'étude. Elle accuse un fort retard dans deux domaines : l'utilisation de Pacs (-25% par rapport à la moyenne européenne) et l'accès à un réseau internet supérieur à 50 Mbps (-21%). Les établissements français sont par contre en avance sur le déploiement de réseaux wifi unifiés (+27%).

L'augmentation de l'implémentation de l'e-santé en France depuis 2012 a été faible, note l'étude. Quatre domaines sortent néanmoins du lot. L'utilisation de Pacs (sur lequel le pays reste en retard) a augmenté de 21%. L'échange de données cliniques (+20%), de résultats de laboratoires (+22%) et de comptes rendus radiologiques (+34%) avec l'extérieur sont les autres domaines en forte progression.

Les enquêteurs remarquent que le statut de l'établissement (public ou privé) n'a pas d'impact sur son utilisation des outils d'e-santé. Par contre, ils notent de grandes différences en fonction de la taille des établissements. Ainsi, seuls 3% des établissements de moins de 101 lits ont accès à un réseau internet à très haut débit (plus de 50 Mbps), contre 13,5% de ceux de 101 à 750 lits et 28% de ceux de plus de 750 lits.

L'utilisation du Pacs est de 30% dans les plus petits établissements, contre 70% dans ceux de plus de 750 lits. L'échange de données cliniques avec l'extérieur est possible dans 91% des grands établissements, contre 39% de ceux de moins de 101 lits et la moitié de ceux de 101 à 750 lits. /mb

Source: http://www.ticsante.com/E-sante--les-etablissements-de-soins-francais-a-la-traine-NS_1827.html#ixzz2yrCAiLsy

Ce sont de véritables emprunts toxiques. Des produits financiers compliqués et douteux souscrits par de nombreuses collectivités locales auprès de banques ont mis ces dernières en difficulté. Le montant à rembourser est tellement élevé que l'Etat a créé il y a quelques mois un fond de soutien. Un dispositif qui ne prévoit pas d'aider les hôpitaux publics, qui se retrouvent dans une situation inextricable.

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Hospitals and nursing homes have been trying to cut facility-acquired infection rates, which has worked better for some conditions than others.

On Tuesday, Tabitha and I attended a half-day social media workshop. The speaker, Michael Brito, presented the concept of a Social Business Strategy, which is a communications model that relies on both internal (employees, partners) and external (customers, partners, media) in order to receive maximum value. Regardless of the size of a company, it can be extremely difficult to rationalize investing time and money in social media – especially when it can be equally difficult to know how to measure the efforts.

Frantically recording notes on my Macbook, I tried to see Michael’s presentation through the lens of health care. While many influential organizations (Mayo Clinic, Hopkins Medicine) are thriving online in social media networks, the reality is many smaller hospitals aren’t sure how they can contribute to the social streams without the guidance, budget, or understanding of how to effectively communicate to an audience.

Patients are empowered.

Though it may pain some doctors to realize it, people are trying to diagnose their symptoms online. Every year, more people turn to Google to research common symptoms, physician ratings, recovery information, and healthcare organizations. And whether or not the information gathered is completely valid, patients base next steps on their findings. The great news is social media sites can position you as an influencer if used the right way. Health care brands, physicians, and staff members can use resources available to them to educate current and future patients.

1. The health care brand

When hospitals are present and active on social media outlets, patients perceive them as cutting-edge. The problem is that too many organizations find a hard time identifying how to support marketing efforts with social media – there is no strategy fueling a return on the investment. Be Purposefully Present Being “present” online is an excellent start, but in order to make the effort worthwhile, the brand needs to tactically drive leads. Hopefully, the organization already understands the importance of generating content that will resonate with patients (current and potential) searching for a health care solution. From promoting patient videos to participating in health chats, there are countless ways available to jump into conversation and engage an audience. Social media activity should advance the efforts of a pre-existing goal of a priority service line – for example, to increase email addresses through a form on a Cardiology landing page. Be Transparently PositiveIt’s incredible to recognize the extent that some health care brands are reaching out to people who may never set foot in their facilities. I subscribe to Cleveland Clinic’s Be Well newsletter – and it’s an incredible source of health information spanning a huge array of topics. Yesterday’s newsletter featured a “supercharged oatmeal” recipe, an article about heart attack prevention, several infographics, and some advice regarding “text neck,” (which I’m probably suffering from).

My point is: I wouldn’t have subscribed if the brand hadn’t tweeted about it. Will I ever go to that specific hospital for a procedure? Maybe not, because it’s a couple states away. But imagine the effect this quality of information can have on someone who is considering Cleveland Clinic for its services. Another brand I admire for its social media engagement is Seattle Children’s Hospital. Positivity radiates from this brand’s Facebook page. The timeline is packed with encouraging stories of patients, and it truly reflects the brand’s mission to “Hope. Care. Cure.”

2. The individual doctors

Physicians are generally hesitant to create a professional social media profile and invest time in sharing their expertise. Why is this? A few reasons:

• My schedule does not allow for social media
• I don’t see the point in giving away information for free
• I don’t want to push doctor-patient boundaries

Those all seem like valid points – after all, doctors are paid to treat patients in person. But after a lot of research, I’m more convinced than ever that it is in doctors’ (and patients’) best interests for physicians to be actively communicating online.

“My schedule doesn’t allow it.” Being active online doesn’t mean you have to de-evolve into a SnapChat-ing tween. For many people, social media is one giant distraction – but for you, it is a portal into the needs of patients. Start with the platforms that fit your schedule and comfort level. That might mean tweeting links to health-related articles you have read. Even if you didn’t write the content, you can at least steer patients toward medical sources you trust.

“I don’t see the point in giving away information for free.” No one expects a physician to provide a digital diagnosis over Facebook. But general health practices? Definitely. The value of your online presence is largely graded by the quality of info you share – but value also stems from the act of listening to and engaging with patients. Caring enough about patients to share new articles (including your own, which can drive traffic to your site) is a great way to establish trust and ultimately increase patient enrollment. Discuss and share topics you’re passionate about; it will keep your patients engaged and position you as a thought leader. “I don’t want to push doctor-patient boundaries.” Roughly 20% of physicians consider online interaction with patients to be inappropriate behavior, according to a 2011 report by Quantia. However, that perception is outdated and will not be one that carries over into the future of health care. Doctors need to make it a point to bridge medical breakthroughs or stories in the media with how patients are affected. When translating your expertise online, speak to a collective audience, not one-on-one. It’s possible to expose your personality while still acting professional; just take a tip from Dr. Neal Barnard, who is constantly sharing tweets relating to his passion for healthy eating.

As for situations involving patients who feel entitled to privately contact a physician for medical advice or a diagnosis – simply deliver a canned message that asks them to contact their own provider or 911. (Hopefully that won’t happen often.) In alignment with the new expectations outlined in the Affordable Care Act, being present and active on social media will allow your brand to provide a higher level of care to your patients. Each social media channel has a specific purpose – which you can use to advance your personal image.

3. The hospital staff

The message I most appreciated at the workshop on Tuesday was the idea of training employees to become brand ambassadors. This is critical for two main reasons: 1. Employees need to understand the power of their reach. At Evolve Digital Labs, we have in place a social media policy. I signed one as soon as I started here two years ago, when there were only a handful of employees on board. There are very few restrictions – and honestly, the rules forbid actions I would avoid even without signing the contract (e.g., talking negatively about clients, other employees, and the Evolve brand itself). Still, people everywhere are terminated from their jobs because they underestimate the effect of their Tweets and Facebook posts. 2. Employees should take the initiative to promote their brand. Just as staff members can negatively impact the perception of the hospital for which they work, they also have the opportunity to positively spread brand awareness. This can be as simple as following their employer on Twitter and retweeting posts. Or promoting brand events through their personal profiles. Even scanning the social channels to find inspiration for new digital marketing initiatives can play a huge role in giving your brand an edge over competitors. Michael’s point about making employees brand ambassadors was inspiring, to say the least. It’s a notion that challenges employees to see themselves as an extension of the brand voice. It’s an empowering concept: by communicating to employees that their involvement is encouraged, brands (and not just health care brands) can expect to see a higher volume of reach.

Conclusion

The more I research how the big hospital brands are using social media channels to transfer trust, educate patients, and build a community, it’s pretty exciting to see how local hospitals can implement similar efforts on a smaller scale. Social media allows for two-way communication online, which allows for a degree of transparency that appeals to patients. Hopefully we’ll see more brands investing time and effort into reaching patients online.

Lorsque l’on évoque la notion de l’Hôpital numérique, la définition proposée Thierry Zylberberg, directeur d’Orange Santé, est bien utile. Il indique : « Il s’agit de l’ensemble des services techno...

Le Manuel de certification des établissements de santé V2010 – édition janvier 2014 vient de paraître.

La nouvelle procédure dite « V2014 » correspond à une évolution de la certification à manuel constant contrairement aux versions précédentes qui s’étaient accompagnées d’un changement de manuel. Garder le même manuel répond à une demande de stabilité de la part des établissements de santé.

La nouvelle procédure dite « V2014 » correspond à une évolution de la certification à manuel constant contrairement aux versions précédentes qui s’étaient accompagnées d’un changement de manuel. Garder le même manuel répond à une demande de stabilité de la part des établissements de santé.

Cette nouvelle édition contextualise le manuel de certification V2010 pour la V2014. Ainsi, l’introduction a été réécrite pour faire le lien entre le manuel et la nouvelle procédure publiée au Journal officiel du 21 décembre 2013.

Compte tenu de l’approche par thématique utilisée par la V2014, une correspondance entre les 20 thématiques retenues et les critères du manuel de certification a été définie. Elle fait l’objet d’un feuillet amovible insérable dans le manuel. Le principe du feuillet amovible a été retenu pour permettre, le cas échéant, l’évolutivité de la liste des thématiques et des correspondances avec les critères en fonction du retour d’expérience de la V2014.

Les liens de la bibliographie vers les sites Internet ont également été mis à jour. Cette nouvelle version comporte un ajustement du manuel sur deux critères : 18.a & 26.b.

DirectHopital.com est le site dédié aux managers hospitaliers. Il traite d’actualités pratiques, de retour sur expérience et des nouvelles initiatives dans les domaines des RH, de la qualité / sécurité, des finances, des achats et de la logistique.

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When Atlanta-area couple Emory and Courtney Lott adopted their daughter Emmy, she was just 3 weeks old, but they were already anticipating frequent visits to the doctor’s office.

Emmy was born with sickle cell disease. Now 4 years old, she suffers from debilitating symptoms such as limb pain, high fevers and spleen problems. She has been admitted to the hospital more than 50 times.

Sickle cell deforms red blood cells and causes them to clog small blood vessels. This creates a process of inflammation and oxygen starvation, resulting in intense pain. The disease evolved as a mutation to protect people against malaria, and sub-Saharan Africa is one of the major areas where that took place. That is why the sickle cell trait, which occurs in various ethnic groups, is especially common among African-Americans.

Last March, Emmy developed a severe case of acute chest syndrome, a potentially fatal lung-related complication that occurs in some sickle cell patients. Emmy’s treatment and recovery required an extended stay in the Pediatric Intensive Care Unit at Children’s Healthcare of Atlanta at Scottish Rite Hospital. It was during this particular admission that her mother decided to share Emmy’s story via social media.

“She was very, very sick, so our doctor suggested that I make a Facebook page as a way to take my mind off of how sick my child was,” Courtney Lott said. “The page was a way to update people, have people praying, and let them know what was going on.”

Lott created a Facebook page, “Pray for Emmy,” which has grown into a group with more than 3,800 followers. Lott posts on the page fairly often, as followers inquire about Emmy’s condition and express interest in how she is doing overall.

“Emmy is like a little celebrity,” Lott said. “I’d say that 99.9 percent of the time, we have had an overwhelmingly positive response on social media.”

Just a decade ago, social media groups like Emmy’s did not even exist. In fact, most social media platforms were just starting out and were rarely, if ever, exclusively used for health care communications.

Now, hospitals all over the state and the nation are using social media.

According to the Georgia Hospital Association, 77 member hospitals currently have Facebook pages and 41 have Twitter accounts.

“In many hospitals throughout Georgia, social media has become an integral part of the way that these organizations communicate with patients, families and employees,” said Erin Stewart, the GHA’s director of communications and social media. Use of social media “has helped strengthen hospital-patient relationships and has allowed hospitals to be part of the conversation that members of their community were already having about them.”

Tracy Dean, manager of social media content at Children’s Healthcare of Atlanta, has watched the rise of social media and the key role it plays in CHOA’s engagement with the patient community.

“From the grocery store to baseball fields, the care we provide is a topic of conversations between moms and dads, grandparents and neighbors,” she said. “Today many of the conversations have moved online with social media. These open platforms amplify messages and allows for us to publicly engage with these individuals and groups of people.”

Knowing the risks

Of course, people’s social media posts can potentially reveal a lot of personal information, sometimes including sensitive medical data. And so, as more health care facilities turn to social media, questions have emerged about privacy. The Emergency Care Research Institute released new guidance on social media practices in early 2012.

In a January 2012 press release, Paul Anderson of ECRI addressed the importance of establishing social media policies and procedures to counteract privacy concerns and other potential risks.

“I won’t tell you that you have to join Facebook or set up a Twitter account, but your patients and staff are using these tools,” Anderson said. “Yes, there are privacy and reputational risks, but social media can present tremendous opportunities for hospitals to communicate with their communities, patients and staff.”

At CHOA, Dean said, her team first addressed HIPAA privacy concerns when it sought to align hospital-wide social media with employee policies on e-communications. This led to the establishment of CHOA’s social media policy.

“According to our social media policy, by posting any content to our social media sites, the user grants Children’s the right to reproduce, distribute, publish or display content on our channels,” Dean said. “In addition, CHOA’s Marketing and Communications obtains digital consent forms for all patients we photograph and film — this safeguards us to have this content appear on our social channels.”

When Courtney Lott posts photos and status updates to social media with the #CHOA hashtag, the hospital’s social media policy is in the forefront of her mind.

“I always try to be very cautious about what I am posting and make sure it doesn’t go against any of their policies,” she said. “I am also friends with a lot of the nurses, so I check with them before posting. They are supportive of that.”

The sharing that’s possible through social media has helped to form patient relationships and online communities for families like the Lotts. CHOA’s official social media have shared Lott’s Facebook posts about Emmy in an effort to support her and raise awareness of sickle cell disease. A special digital relationship has developed between the hospital and the families it serves.

“We saw this as an opportunity to provide engaging content through our digital channels that would help people open up and connect about their experience,” Dean said.

For Lott, social media engagement has led to friendships with fellow families of sickle cell patients at CHOA, and support from friends and complete strangers.

“Using social media as a white mom with a black child, it can be very hard for me to connect with others,” she said. “So I’ve used social media to find a community and to have people who know what I am going through.”

Today, Emmy continues to have occasional high fevers and blood transfusions. Her severe symptoms sometimes result in precautionary emergency room visits. When that happens, Lott spreads the word through social media.

“We are at CHOA much as we are at home.” Lott said. “They are truly our second family and I am thankful for that. We just sing their praises.”

Natalie Duggan, a GHN intern, is a senior at Emory University, majoring in journalism and anthropology, specializing in health writing. She has previously interned at the CDC, the CNN Medical Unit, and was a summer 2013 ORISE research fellow at the National Institute of Allergy & Infectious Diseases.

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