by Sean Ruck
, Contributing Editor | April 24, 2014
From the April 2014 issue of HealthCare Business News magazine
By the same notion, the hospital needs to know who should be contacted when something breaks. If the information stops flowing, there needs to be agreed upon troubleshooting protocol to determine who gets the call. Under that agreement, there should also be a clear understanding of how far each team pledges to go to fix the problems. For example, the hospital may be responsible for troubleshooting that information is flowing over their network. But if it finds it went out from the medical device and stopped at the door of the information system, they would contact the IS vendor for assistance.
3. Willingness to play —
MD vendors and IS vendors may not have equipment integration as their main business focus, so the lengths they’ll be willing to go will vary from company to company. This is especially true if a hospital is trying to create an independent medical device integration implementation when their IS vendor has its own proprietary integration service. That company may be less invested in doing a one-off project with the hospital if the hospital is working outside of the system the vendor sells. Likewise, a vendor that develops a proprietary system after the fact may be less likely to support the hospital’s independent efforts down the line.
Sparnon recommends that a hospital’s legal and technical team should be involved in points one and two while the financial team should also be included for discussions involving willingness to play.
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