This time at UC-Davis. The transformation of medicine to the electronic age continues to result in some the biggest wastes of money:
A key observation is that “there’s nothing to show why existing staff was not assigned to do what the university paid outside consultants $17 million to do.”
Related posts:
- The JAMA versus Jonathan Leo debacle worsens, should Catherine DeAngelis apologize?
- Another electronic medical record debacle
- Kaiser’s $4-billion EHR debacle
- The biggest tragedy of Hurricane Ike?
- Are academic physicians the next target on the inflated executive salary hit list?
- Is health IT being rushed, leading to patient errors?
- Advice for President Obama’s health care reform plan
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2 years before the EHR debacle began to be featured in the Sacramento Business Journal a group of people within the project began to warn and openly critize Dr Tinstman for his use of consultants. At issue was putting the consultants in leadership positions (Chris Davis) and allowing them to bring in additional counsults from their firm (Deloitte). Consultants were keeping the calandars for EMR project leaders, taking meating minutes and other non-consultant tasks. The complainers were transfered, investigated, assigned to non-existant teams or otherwise isolated or forced out by Dr Tinstman and company (Klein, Liederman, and Trask)Shoot the messanger failed UCDMC and the project. The shooters are all gone (supposedly unrelated to the mismanagement – yeah right) and the project is starting to recover with new leadership. Should serve as a lesson on running a project.
My brother was one of these consultants at Deloitte and his team was involved in other HIT projects. The problem, and he clearly acknowledges is that
1) most consultants look for bandaid solutions – and when a project is complete, you are no better off but now with more vulnerabilities
2) Consultants should consult. Internal team members need to run the show since its more than job for them.
3) Deloitte gets more contracts by shaking hands and knowing people than on a track record of true past HIT successes
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