Central Hospital in Tempe, Arizona decided to implement a computerized Medication Administration Record (MAR) into one of their small locations before rolling it out to the entire organization. Art Baxter, the Chief Information Officer in charge of Medical Information Systems (MIS) at Central Hospital assigned Kate Cohen, a programmer and analyst, as the Project Manager. Kate formed a project team but failed to include representatives from departments that were going to use the system. Unfortunately, the key stake holder/users did not have a seat at the table. Even though the
Planning is the most critical part of the organization’s information management process and requires the collective involvement of all employees of the hospital. Therefore, staff and licensed independent practitioners, selected by the hospital, should participate in the assessment, selection, integration, and use of information management systems for the delivery of care, treatment, and services.
In today’s market you must have a Web presence to compete. Hospitals are no longer immune to changes brought about by the intenet and web based transactions. Patton-Fuller must look internally to see what services could be offered through a Web Portal to extend as much information to their patients as possible. Some information that could be delivered to patients electronically are newsletters, viewing of peoples public information that are currently in the hospital, such as patients’ room numbers, as well as the ability to purchase
This system has proven success in working with hospitals of this size. The hospital already utilizes many pieces of patient equipment which have platforms which interface easily with the Cerner®. This will allow the nursing, pharmacy, physician and respiratory care staff to pull patient care data from the devices into the on line documentation forms. Cerner® is certified for meaningful use.
SHC mission was to care, to educate, and to discover for the benefit of patients and larger community. Multiple problems and opportunities were present within the organization’s IT infrastructure that needed to be resolved before implementing an EMR system. The case stated, “In the early 2000s, SHC was in no shape to support an EMR system comparable to other healthcare groups” (Denend & Zenios, 2010). They needed to fix their existing IT infrastructure in order to resolve network, security, and regulatory compliance (HIPPA) issues. After addressing these concerns, they could focus on a solution for an EMR system. The strategic motivation behind implementing an EMR system was to reduce cost, meet competitive (internal and external) pressures, improve
This section defined workflow, workflow management, workflow improvement concepts, theories and components. It has introduced software that could be used to support a workflow redesign endeavor. In addition, it has provided a basis for how an organization could begin to formulate and execute a plan to change the way work is done. This redesign, in turn, would allow for the use of information technology to enable the process of improved patient care and organizational performance. The remainder of this toolkit will focus on healthcare organizations that have used these tools to transform patient care within their organizations. By conveying their stories, the EHR Adoption Task Force hopes to demonstrate how such a journey can allow for improvement
With the rapid growth in technology, many healthcare organizations have embraced the use of healthcare information technologies. As such, the information technology department has various staffs that perform fundamental roles in the information technology-related activities. It ranges from activities of customizing a software to implementing and maintaining a network to ensure effective system backups. In addition, these healthcare information technologies bring about other
The healthcare industry consists of many strengths and weaknesses during the improvement of patient safety, efficient operations, reduction of medical errors, and ensuring that they provide timely access to all patient information. This will have to still comply with all legal guidelines as they control costs and protect patient privacy. The adoption of advanced information technology is a popular strategy being used in the healthcare industry because it allows their weaknesses to be progressively diminished as they gain and use the opportunities necessary as an analytical tool. This would allow their capabilities to be further developed with the new technologies and processes used as they unify the adoption of IT standards. In order to stay competitive within the healthcare industry, then there must be specific actions and measures that must be taken to ensure a positive outcome. This includes external opportunities to increase the capability of the IT infrastructure in a national environment as the growth of industry standards are met in order to decrease the pressured threats of legal compliance through patient trust and the high cost of IT. The growing recognition of strategic leadership often leads to both improved financial stability and contact accessibility of the system. Some challenges that may occur within the healthcare system may cause issues in a hospital setting because of the centralized society of an organization. This is because of the different visions and
Beth Israel Hospital (BI) in Boston, Massachusetts, is a hospital with a three-faceted identity. First of all it is a hospital for patients from Boston and the surroundings. The second role is as a research institution and the last role is as a trainings institution where Harvard Medical School faculty members can be trained.
The variation in information needs across any healthcare provider organization forces healthcare information technologies (HIT) platforms, systems, processes and procedures to align its design to support the unique information needs of each department and role. The greater this alignment of HIT systems and technologies to specific administrator, doctor, nurse and lab technician roles, the higher the level of overall systems performance and results attained (Agrawal, Grandison, Johnson, Kiernan, 2007). Just as an enterprise has strategic information needs that help to define the future direction of the business, healthcare provider organizations also have a comparable set of strategic information needs. The administrative roles in healthcare providers need to have a consolidated view of the organization from a cost, quality management, service level, patient recovery rate, patient satisfaction and profitability standpoint as well (Middleton, 2005). All of these factors are often gathered together in a dashboard that administrators often rely on to manage the core areas of their healthcare business (Leung, 2012). Administrator's information needs are also longer term in nature and more oriented towards the development of strategic initiatives that will last several years, requiring
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).
Health care organizations that choose to convert to an electronic medical record system (EMR) have several advantages; most important it increases patient safety, efficiency, cost-effectiveness and security. Accepting such a transition also presents with its share of challenges like preparing for the required significant time obligation and resources that will make the transition a successful one. Leadership and management must create an atmosphere that will get the buy-in of all stakeholders. Providing information about the process and what methods will be best to make the conversion to an EMR system is an important aspect of the implementation
The successful implementation and subsequent meaningful use of information technology solutions within a health care organization is a challenging and iterative process. The organization must engage in careful and ongoing strategic and tactical planning to ensure that the implemented technology will ultimately be effective and beneficial for its practitioners, staff, and patients.
Having a single view of the patient and their treatment and recovery plan is invaluable in ascertaining which are the most and least effective tactics in treatment. The 360-degree view of the patient and the many processes supporting them is crucial for increasing the accuracy, effectiveness and performance of treatment programs over time (Blakeman, 1985). Computerized management systems are critical for organizing, analyzing and translating the massive amount of data captured on patients, treatment and recovery processes, and the use of supporting IT systems to optimize patient health and organizational provider performance (Peshek, Cubera, Gleespen, 2010). The ability to aggregate and intelligently use all available data, information, patient-based and process-generated data to deliver higher levels of quality care is possible when computerized management systems are used throughout healthcare organizations.