Msc Mission Statement

This case analysis of Stanford’s Hospital and Clinics (SHC) electronic medical record (EMR) system implementation will focus on how the healthcare organization focused on resolving a problem to meet regulatory pressures and responded to an opportunity to create operational efficiency, by capitalizing on the use of information technology to help reduce costs. We will discuss the organization’s IT problems, opportunities, and the alternatives available to address each. We will summarize an analysis of potential alternatives including the organization’s EMR system of choice and conclude with a recommendation to the Board on how to rollout the new system.

Over the past few years, we have notice a significant change in the workflow of a healthcare organization. This change is caused by the technological advancements of Health Information Technology (HIT). One of the many technological advancements of HIT is the Electronic Health Record (EHR). Electronic health records are a patient’s paper chart in a digital format. It always contains real time information and can be easily accessible. With EHR put into act, it has the ability to electronically view and share a patient’s medical history, past and current medications, immunization dates, any diagnoses or allergies, as well as testing and lab reports. It is also used to document and store data, in addition with many more abilities. It is important to understand the purpose, application, challenges, and advantages of an electronic heath record. In order to get a greater understanding of its use, we will use a private family medicine practice as the foundation for implementing the EHR.

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

When looking at the use of healthcare information technology from an administration standpoint, the question becomes; in what way will the use of such practices produce a worthwhile benefit? The foundation of healthcare delivery consists of three major

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).

Clinical and administrative leaders of a healthcare organization are critical to the success of the EHR adoption. Right leadership would mean coming together to initiate and be committed to bringing change to the organization. “When it comes to introducing new concepts and tools to your staff, unconditional leadership support, knowledge and project management are

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.

Narrow hallways walled by human heads and limbs crowding every space between metal bars surrounded me. Children starved on unpaved streets with only rags that wrapped their bodies. I ended my high school career by serving a foreign community. In Chinandega, Nicaragua I had the opportunity to befriend and support the sick, the imprisoned, the orphaned and impoverished. This experience among others shaped me to appreciate the value of philanthropy and social justice.

The ever evolving nature of healthcare organizations makes it imperative for Chief Information Officers (CIOs) to remain proactive and dynamic in order to meet both current and future needs of the organizations and healthcare consumers in today's fast moving technology and business world. Historically, the CIO position seemed to have evolved from data processing manager and information technology director, to the current status which embraces technology and business requirements. Given the roles of a CIO and challenges in the healthcare organization, the contemporary CIO needs certain leadership traits to be able to sail through the turbulent waves in the healthcare organizations. Today's leaders in information technology must move from the command- and- control way of thinking to an era of employee empowerment and engagement, and strategic thinking so as to be successful (Hein, 2013). This discussion will focus on how three of

Palvia, P., Love, K., Nemati,H., Jacks, T. (2012). Information Technology Issues in Healthcare: Hospital CEO and CIO Perspectives. Commuications of the Association for Information Systems, 30(1), 291-312. Retrieved from:

In order to be compliant with the mandates requiring healthcare providers to adopt electronic medical records and billing system, the clinic is faced with a major undertaking. In spite of incentives or penalties, the practice realizes that adopting an EMR will increase quality care, while improving communication, and tracking patient outcomes. As part of our strategic planning process, I have challenged all managers to dissect, and understand the details surrounding the HITECH Act, and begin providing education to the staff. I have also assembled a task force that will explore the best path

Over the past few years the healthcare field has seen many changes in tools and technologies. These new tools have impacted the performance of organizations, and advancements in managerial controls. One of the major changes came after the passing of the Health Information Technology for Economic and Clinical Health (HITECH) Act by Congress. HITECH caused a shift in the way healthcare keeps track of patient’s personal health information (PHI) by increasing incentives for providers to implement electronic health records (EHR). The EHR system is then managed by upper leadership teams such as: Director of Quality Improvement and Risk Management (DQI), Chief Operations Officer (COO),

More than ever before, the health care work environment requires comfortable services and high technology information system. The health care manager should aware of and understand the impact of health information technology to ensure that workers are productive, sensitive data is protected, and patients remains safe. To manage effectively and efficiently, the health care manager must have the competencies and skills to evaluate the experience and adoption of new technologies to health care workers in the organization.

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

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