Dr. William M. McClatchey

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  www.techlinks.net/Home/tabid/36/ctl/Details/mid/572/Ite - [Cached Version]
  Published on: 4/30/2008    Last Visited: 5/16/2008  

  Panelists: Dr. William McClatchey, M.D., Piedmont Physicians Group

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  www.healthdatamanagement.com/issues/2008_52/26397-1.htm - [Cached Version]
  Published on: 1/1/2008    Last Visited: 5/31/2008  

  "Our whole initiative was driven from the board on down as a patient safety issue," says William McClatchey, M.D., the hospital's chief medical informatics officer.That's why the hospital tackled medication administration first, CPOE second, decision support third and clinical documentation last, he says.Executives concluded that this sequence would yield the most rapid,and significant,patient safety gains and build momentum, he adds.
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  By implementing medication management and CPOE, Piedmont Hospital has seen its acuity-adjusted mortality rate decline by about 40%, McClatchey says."That's the equivalent of about 130 people still walking the streets of Atlanta today," he estimates.
  
  A year before it began the rollout of CPOE, Piedmont, a tertiary care referral hospital, implemented several technologies designed to make medication management more efficient.
  
  The hospital's pharmacy uses a robot from McKesson Corp., San Francisco, that selects unit-dosed drugs with bar code labels.The robot is far more accurate in completing this kind of repetitive task than a pharmacist, McClatchey says.
  
  Nurses giving patients medications make extensive use of bar coding.Using McKesson software on PDAs from the Symbol Technologies unit of Motorola Inc., Schaumburg, Ill., nurses scan the patient's ID bracelet, scan their own ID badge, and scan the drug to confirm it's the correct one.All this information is automatically recorded on the PDA, which displays a red light if the drug is not the one ordered, McClatchey explains.
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  When changes are requested, this physician convenes a group of appropriate specialists to review the change, which must ultimately be approved by others on the medical staff leadership team, McClatchey explains.
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  The hospital's medical executive committee determined that if the organization allowed both electronic and paper orders, the risk of errors would be unacceptably high, McClatchey says.

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  www.tagonline.org/events.php?id=46 - [Cached Version]
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  Dr. William McClatchey, Chief Medical Officer of Piedmont Medical Center, will offer opening remarks and will be followed by Davies Award Winning panelists including:

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  www.pharmacyonesource.com/news/archived_newsletters.asp - [Cached Version]
  Published on: 6/11/2008    Last Visited: 6/29/2008  

  "Our whole initiative was driven from the board on down as a patient safety issue," says William McClatchey, M.D., the hospital's chief medical informatics officer.That's why the hospital tackled medication administration first, CPOE second, decision support third and clinical documentation last, he says.

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  www.staatalent.com/Headlines/0805/20buzz.htm - [Cached Version]
  Published on: 5/24/2008    Last Visited: 5/24/2008  

  "We are thrilled by the continued success of WRBZ in maintaining its number one status," said McClatchey President, William (Billy) McClatchey.McClatchey went on to say, "We are grateful to our listeners, and we are happy to provide our clients with access to the largest sports-talk audience in the Triangle."

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  www.healthdatamanagement.com/issues/2008_52/26397-1.htm - [Cached Version]
  Published on: 6/1/2008    Last Visited: 6/26/2008  

  "Our whole initiative was driven from the board on down as a patient safety issue," says William McClatchey, M.D., the hospital's chief medical informatics officer.That's why the hospital tackled medication administration first, CPOE second, decision support third and clinical documentation last, he says.Executives concluded that this sequence would yield the most rapid,and significant,patient safety gains and build momentum, he adds.
  ...
  By implementing medication management and CPOE, Piedmont Hospital has seen its acuity-adjusted mortality rate decline by about 40%, McClatchey says."That's the equivalent of about 130 people still walking the streets of Atlanta today," he estimates.
  
  A year before it began the rollout of CPOE, Piedmont, a tertiary care referral hospital, implemented several technologies designed to make medication management more efficient.
  
  The hospital's pharmacy uses a robot from McKesson Corp., San Francisco, that selects unit-dosed drugs with bar code labels.The robot is far more accurate in completing this kind of repetitive task than a pharmacist, McClatchey says.
  
  Nurses giving patients medications make extensive use of bar coding.Using McKesson software on PDAs from the Symbol Technologies unit of Motorola Inc., Schaumburg, Ill., nurses scan the patient's ID bracelet, scan their own ID badge, and scan the drug to confirm it's the correct one.All this information is automatically recorded on the PDA, which displays a red light if the drug is not the one ordered, McClatchey explains.
  ...
  When changes are requested, this physician convenes a group of appropriate specialists to review the change, which must ultimately be approved by others on the medical staff leadership team, McClatchey explains.
  ...
  The hospital's medical executive committee determined that if the organization allowed both electronic and paper orders, the risk of errors would be unacceptably high, McClatchey says.
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  The hospital also determined that pen-based Tablet PCs were unacceptable because "we found that our doctors and nurses wanted to sit down in front of a keyboard," McClatchey says.
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  "I had assumed that both vendors and CPOE users had vast experience with decision support," McClatchey says.
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  "There's a presumption that all physicians know the right thing to do in every case, and that's not so," says McClatchey, who spends 60% of his time practicing internal medicine and rheumatology.
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  As it phases in complete electronic health records, Piedmont is initially focusing its efforts on nurses, who handle most of the clinical documentation tasks, McClatchey says.For two years, the hospital has been devising templates for collecting more detailed clinical information through the Eclipsys records system.Later this year or early next year, Piedmont will begin work on documentation for physicians at the hospital, followed by outpatient records.
  
  The ultimate goal of Piedmont's clinical automation initiative, McClatchey says, is to conduct viable outcomes research so its physicians can truly practice evidence-based medicine.But the CMIO laments that the hospital is not collaborating with other organizations across the country on this effort."That's probably for the next generation of CMIOs to figure out," he says.

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  www.healthdatamanagement.com/news/HIMSS25757-1.html - [Cached Version]
  Published on: 2/25/2008    Last Visited: 2/26/2008  

  That's the advice of William McClatchey, M.D., chief medical information officer at Piedmont Hospital in Atlanta.
  
  Speaking at the 2008 HIMSS Conference in Atlanta on Feb. 25, McClatchey explained the hospital paid 28 physicians to get involved in its CPOE project, including attending an offsite retreat.The doctors have a sense of ownership in the order sets because they helped create 500 of them, he explained.
  
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  Within about four years of adopting CPOE at the 500-bed hospital, 100% of physicians used the application from Eclipsys Corp., Atlanta.The hospital estimates that its reduced mortality rate, largely because of using CPOE, has resulted in at least 200 saved lives over a four-year period.
  
  Having a dedicated physician champion for CPOE, ideally a CMIO, also is essential to success, McClatchey contended.He urged hospitals to avoid the "big bang" approach to implementing CPOE, noting his hospital phased in the software over a 15-month period.
  
  "CPOE is the largest change in how we practice medicine in our 100-year history," he added.The key to capitalizing on CPOE, he said, is "to measure outcomes continuously to identify and eliminate bad processes and identify and enhance good processes."

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  Published on: 6/1/2006    Last Visited: 5/8/2009  

  "Everything we do must pass the Yo' Mama test," says Piedmont's Chief Medical Information Officer William M. McClatchey, M.D. "It serves as a litmus test, and 99 percent of the time, it will move an organization in the right direction.
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  McClatchey is a believer in the power of vision, especially where implementation of new workflows based on new systems are concerned. "To any organization, I would say: Develop a sound vision, and then keep repeating it over and over again," he advises. The drivers of Piedmont's vision were patient safety and quality of care. To achieve the best of both, Piedmont Hospital's senior executives decided it was essential "to make all clinical information available to any appropriate provider in any geographic location," says McClatchey. "No one stays in one location. If a physician spends one hour a day in the hospital and 11 hours a day elsewhere, access to data needs to be elsewhere. We need to push information to wherever the clinician is."
  
  So entrenched and pervasive is the Piedmont vision, with its unwavering focus on patient safety and quality of care, that it serves as the foundation of an ongoing enterprise transformation. "CPOE alone was never the vision," says McClatchey. "CPOE is part of the larger tapestry, and at Piedmont, the tapestry is a project known as QUEST," an acronym that stands for quality, uniformity, efficiency and safety through technology. QUEST includes CPOE, computerized clinical documentation by nurses and physicians, automated medication administration, pharmacy robotics and remote access to data by all affiliated physicians. It also represents, year after year, the veritable destruction of paper-based forms and workflow that depend on them, as well as adherence to automated standards of performance.
  
  As noble as patient safety and quality of care are, utilizing them as the cornerstones of Piedmont's vision wasn't a fait accompli; it was a reasoned decision. McClatchey says that the efficiencies and cost-savings gained by automated clinical systems, while verifiable in most healthcare organizations and touted by vendors as a reason for purchase, "won't make physicians climb the mountain they need to climb" to switch from paper to computers.
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  Nearly 30 physicians were selected for the PUG, chosen for their diversity and professional interests, and from an array of medical disciplines, and McClatchey spent time individually with each physician to ensure that he understood the nature and goals of the QUEST project. Paying them was incredibly smart. "Do we value their participation? Of course," he says. "We value their expertise, we hold them accountable and we compensate them for their contributions."
  
  McClatchey says while physician compensation for participation in a PUG was "chicken feed" compared to the overall costs of QUEST, it sent the right message throughout the enterprise: Piedmont was serious; patient safety and quality of care were drivers of QUEST; and physicians were the owners of the CPOE system.
  
  The PUG physicians organized into four groups, each with a chairman, and the four chairmen constituted a physician executive committee that met weekly for tactical decision-making. "It's a very different experience having doctors drive the process, rather than administrators," says McClatchey.
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  The hospital did commit nearly a year to up-front customization of the software, but McClatchey says the application always felt more like a toolkit that allowed end-users to construct functionality to meet department and specialty needs, rather than having to first bypass or workaround alerts to arrive at the desired level of functionality.
  
  That forward-moving style of customization fit Piedmont to a tee because of its incremental implementation approach. "We decided against the big bang approach," says McClatchey. "Big bang assumes you know what you're doing from the get-go. We were convinced we needed the opportunity to pilot new workflows, processes and systems on a unit basisâ€"and to refine and enhance at that level, too."
  
  The orthopedic unit was the first site for CPOE rollout because of the prevalence of tech-savvy nurses. "It was the right decision," says McClatchey.
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  "I never expected to see that happen," says McClatchey, "but the word was out: CPOE was the safer, smarter approach."
  
  McClatchey himself was nervous; the PUG didn't necessarily support an instant metamorphosis in workflow and procedures; and no one was sure how much support IT staff could render on a dime.
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  "It took us about 15 months to roll through the institution with CPOE," says McClatchey, noting that every subsequent department's rollout resembled orthopedics rather than OBGYN. He says, he was not bothered by the temporary and initial spike in potential errors as the software gained users and advocates.
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  Like vision, workflow is another hot item with McClatchey. The American healthcare system, he says, "is sloppy.
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  "On March 1, we incinerated them all," says McClatchey.

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  2008 March - [Cached Version]
  Published on: 3/1/2008    Last Visited: 2/1/2009  

  Sometimes it's the reluctant ones who make good leaders, said William McClatchey, MD, chief medical information officer of the Atlanta-based Piedmont Hospital system. He found involving physicians who are opposed to the technology gave the IT staff and hospital administrators a better sense of the backlash they could anticipate, and hopefully prevent, at go-live time.

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  BlueCross BlueShield of Georgia - [Cached Version]
  Published on: 1/29/2004    Last Visited: 12/15/2008  

  "However, patients benefit from the ease of information sharing through electronic medical record exchanges between primary care physicians and specialists," said William M. McClatchey, M.D., chief medical information officer with Piedmont and practicing internist.

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