Computerized Provider Order Entry

The positive effect of CPOE on Emory Healthcare is that, the order entry system is customizable and the CPOE is rapidly improving the system making the physicians to meet their emergency needs. Also, physicians can place their own orders in the system instead relying on the intermediaries like nurses, unit clerks etc. thereby reducing the verbal and communication errors. This system also enables the decision support in which the physicians can directly interact with the ordering provider through CPOE, hence reducing adverse drug events. Apart from this, it reduced hectic long time taking process for pharmacists where traditionally, they were entering medication orders sitting in the pharmacy. After CPOE, it has reduced workload for them, making them to actively participate in ensuring patients safety and making the delivery of hospitalization more

Office of National coordinator for Health Information Technology (ONC) has funded this program to find breakthrough innovations in the field of Health Information Technology (IT). This research program was awarded $60 million and this program is divided into four focus areas. This program brings together researchers, healthcare providers, and other health IT sector stakeholders in order to transform the research products into practice. This program is designed to improve quality, safety and efficiency of healthcare using advanced information technology. According to Healthit.gov “current adoption rates of health IT in different states we see that some states are better than others” [1], hence this program is designed to find the factors that are hindering the adoption of health IT and the products developed using this project should help propagate the growth of health IT. This program has both short-term and long-term related goals hence they focus both on current and future needs of health IT products. I have selected this program because it is important to understand the factors that are effecting healthcare practices health IT adoption and work towards analyzing and finding solutions to those problems, so that there is a 100% rate of adoption and data flow is seamless between the healthcare practices. This program helps keep the maintenance cost of the products developed to minimal as it focuses both short and long term needs. There are 4 focus areas to

Equally impressive is the implementation of Computerized Physician/provider Order Entry or CPOE. CPOE is known as one of three key patient safety initiatives by Leapfrog Group, a conglomeration of non-health care Fortune 500 company leaders committed to modernizing the current healthcare system (Huston, 2014; The Leapfrog Group, 2013). CPOE is a type of software designed to reduce errors in transcription due to illegible physician handwritings or wrongly placed decimals in dosage and strengths of medications. CPOE also gives the clinician access to Clinical Decision Support, or CDS, which is a database to assist clinicians and providers to health related information for certain patient diagnosis with care planning assistance and direction. (Huston, 2014; The Leapfrog Group, 2013). CPOE and CDS will likely be streamlined and commonly used in healthcare in the next decade which appears will likely improve patient safety as well as vastly reduce medication and

The identified barriers are financial cost, physician and organizational resistance due to low computer literacy skills and disturbance of workflow caused by CPOE systems. The resistance can be overcomed by strategies such as strong leadership, providing trainings, addressing workflow concerns and advocating related policy changes. (Poon, Blumenthal, & Honour et al. 2004). Currently, Canada Health Infoway ( 2016) has promoted CPOE implementation among health care organizations across Canada. For example, North York General Hospital in Toronto has partnered with Canada Health Infoway to develop CPOE systems and share the order sets freely ( Zeidenberg, 2013). With public awareness of the CPOE gradually increasing, now most physicians recognize the positive impact of using CPOE system to improve patient safety , and they are willing to accept the application (Jung, Hoerbst, & Massari, et al. 2013).

The CPOE system failed due to lack of provider by-in. The use of the Medical Informatics Directors Working Group (MIDWG) will help to establish appropriate ownership and control over the process, as well as deliver a design workflow process and order sets that will be accepted and used by the medical staff.

Computerized Physician Order Entry (CPOE) is a complex technology mandated by Centers for Medicare Services (CMS) in Meaningful Use criteria for adoption by healthcare providers (Self & Coffin, 2016). CPOE is technology for reduction in medication errors through implementation of standardization of processes to support legibility and reduction in the number of people required to participate in the order workflow, thus decreased delays and errors result due to miscommunication (Hoonakker et al., 2013). Although CPOE highlights improvement in quality and safety, healthcare organizations have expressed difficulty in the implementation due to physician resistance (Hoonakker et al, 2013). This resistance not only contributes to patient safety

An information technology strategic plan developed by Langley Mason Health (LMH) aimed to empower health care consumers and healthcare workers to change data into information to expand services of the clinics as well as electronic medical records. However, there are insufficient funds for equipment, technology and routine maintenance for its facilities (Wager, Lee, & Glaser, 2009). The hospital planned to construct several satellite locations and there are limited funds left yearly to spend on technology implementation and to purchase equipment. The LMH system had a delay in fully going live with computerized prescribers order entry (CPOE) because of many foreseen complications during the development (Wager, Lee & Glaser, 2009). While the issue of CPOE implementation is being resolved, pharmacy and nursing department is looking at the purchase of smart IV pump that will spend roughly half of the budget for the fiscal year. This paper discusses the case study about LMH, different views how LMH should proceed and how to mediate the two different views.

To improve healthcare in America, the Obama administration passed a law under the Health Information Technology for Economic and Clinical Health Act, to encourage the widespread use of Electronic Health Records (EHR). Under this act, Clinicians and hospital would receive incentives and reimbursement for the effective used of EHR in their practices. Electronic Health Records is an electronic version of a patient’s medical history that is maintained by the health provider over time. It includes relevant clinical data that is pertinent in improving quality of care, reducing medical errors and potential health care cost. For the purpose of this paper, two functions of EHR will be discussed: Computerized Physician Order Entry (CPOE) and Clinical Decision Support (CDS) tools. These two support tools have the potential to greatly improve quality care and to reduce health care cost.

Giving the facts from the Real-World Case by purchasing the same EHR system as Community Hospital, physicians have confidence that they will have better control of care over their patients. In addition, they will be able to write orders, advise medications and also have the capability to get into the providers EHR systems while covering in other specific areas of the hospital. For this reason, some pros of the EHR consist of better patient care, better-quality care coordination, upgraded diagnostics and patient outcomes and the applying of a computerized physician order entry; this allows in the decrease of transcript mistakes related to poor writing on behalf of the physicians for either procedures or prescriptions. (HealthIT, 2015) Regrettably, there is also a downside, as not all areas of the hospital, such as the Physical Therapy unit, Nurse’s station and Nutrition department are ready to engage with the new technology.

The first article I reviewed outlined the history of the EHR and discussed the possible future directions of the EHR while the second article measured the successes of the CPOE and new avenues for hospitals with the CPOE.

Quality and care management innovations implemented by the Hill Physicians Medical Group were the use of health information technology (HIT), predictive modeling, and chronic care management. The Group capitalized $5.7 million towards the implementation of electronic medical records (EMRs) throughout their physician offices to assist with clinical workflow, management of patient health information (PHI), and integration evidence-based practice procedures. Predictive modeling was used to manage chronic conditions by utilizing a Priority Score to establish who might need major health care services. As such, nurse case managers were able to

There may be CPOE system design flaws, as well as overwhelming lists of data that are presented that providers have to select from which takes up more time. Eighth, physicians don’t like when they have to do more work on top of the work that they already have to do in a hospital or clinic. There is a change in power structure after CPOE is implemented which means that they may not have the same level of authorization on orders as they used to. CPOE systems have their own set of rules which doctors, nurses, and other healthcare providers have to learn and use to get things done. The ninth problem with CPOE is that it causes a huge reliance on working technology. If system errors occur or outages occur, this can cause major problems for hospitals and private practices if they don’t implement a proper backup plan (Sittig & Ash,

The use and advancement of technology has expanded throughout the years. Technology has recently begun to be incorporated into the healthcare setting to enhance patient care, patient safety, and to optimize therapeutic outcomes. This concept is otherwise known as medical informatics, and is composed of six core areas: electronic health records (EHR), computerized provider order entry (CPOE), electronic prescribing, pharmacy automation and dispensing systems, privacy and security of informatics, and telehealth. Computerized provider order entry specifically refers to a licensed healthcare professional inputting medication orders and other medical information into an electronic pharmaceutical program.1 However, implementing CPOE has revealed

Quality training will help significantly in reducing anxieties about using Health Matters. There are multiple audiences to be considered when planning training associated with CPOE Health Matters implementation along with tailoring training strategies and plans to different subgroups physicians, nurses, practice managers, receptionists, and physician extenders. The availability of technical and training support during the initial implementation is essential. Timing of training is also critical. Training that is either too early or too late will waste resources and raise frustrations. The technology introduces the required tools to transform daily work, and training introduces the requisite skills to do it. The nature of technology will

In 2005, HIMSS Analytics developed the eight-stage EMR Adoption Model. The model reflects the results of more than 5,000 institutions surveyed about their level of clinical system implementation and progress toward a paperless EMR (HIMSS, 2009). To progress through each stage of the model, capabilities within each stage must be operational and all lower stages must have been achieved before a higher level will be considered achieved (HIMSS, 2009).