Executive Summary: To: Max Berndt, CEO Peachtree Healthcare From: Services Consultant Date: September 24, 2013 Peachtree’s vision is to ensure a quality, consistent and continuity of care across the entire network of care facilities but to deliver all of this at the highest levels of efficiency, economy, and respect for patients and staff. In order to be competitive in the health industry, Peachtree has obtained a number of varying health institutes via mergers. The concern is the instability of the information system as new facilities are acquired because the system of each institute is kept in service. This is creating a patchwork of incompatible and disconnected systems with the following concerns: • Inefficiencies of the …show more content…
The IT department spends 100% of its efforts and budget trying to keep the patchwork system online. To optimize the resources of the IT department for maintenance, the allocation of resources should be spent as follows: o 20% - debugging or correcting production problems o 20% - changes to data files, reports, hardware, or software o 60% - making user enhancements, improving documentation and recoding system components for greater processing efficiency. Business Needs: Since there is a huge disconnect of business segments, Peachtree cannot meet the organization’s business needs and is not adding value to the organization. With various systems not having the ability to connect and communicate or transfer information to one another and function as a cohesive system is creating the following concerns: • Inefficiencies of the company processes and procedures. • Inability for a continuation of care to flow between the various medical facilities. • Instability of the system itself has the potential of disrupting the care of its patients, and • The system is not economical because of the wasted energy and time on the current system. IT strengths: o Many areas can easily and safely be standardized such as many clinical treatments, immunizations, aspects of diabetes care, and patient records. o
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
Partners HealthCare is a non-profit, health system located in Boston that created a data based transformation (Davenport, 2013). It integrated a new system that aligned the participating organizations to cohesively run as one and to help shape the future of the organization. The system didn’t stop there as it was responsible for bettering the patient financing experience and the delivery of healthcare information to other organizations (Davenport, 2013). The initial goal of the organization was making patient care more affordable and accountable by providing integrated, evidence based, patient-oriented care.
The Methodist hospital of Indiana was undergoing organizational and leadership change in 1988. Their longtime head had retired and William J. Loveday became their new CEO. He brought in a whole new management team to help him implement new ideas and create a new culture there. His new CFO was in charge of the IS department and after discovering that the department was in shambles with no real direction, he hired Walter C. Zerrener to become the Chief Information Officer. Zerrener found that the Methodist Hospital had spent about $20 million to install a state-of-the-art proprietary patient management system called TDS in 1970s but had done no upgradation after that . The IS department was solely focused on keeping the TDS
Following an organization announcement in 2015, the healthcare system was divided into four divisions headed by a leadership team of 5 that oversee all the divisions. The second division consists of the 3 regional hospitals associated with the New York Presbyterian system. Often hospitals associated with a healthcare system are hospitals waiting on approval from the city and HCOs involved. The 3rd division consists of NY-Presbyterian physician services. Lastly, the fourth division consists of all the health services that make up the health care system’s community and population health. These services include ambulatory care network sites and healthcare initiatives. As a Highly Reliable Organization, New York Presbyterian keeps track of multiple trends to shift and shape it’s organization for today’s always changing and complex healthcare industry. Through the tracking of consumer healthcare decisions, New York-Presbyterian uses this data to adjust its practices and policies to help patients make the best medical decisions and provide the highest quality of care. Positioned in one of the biggest metropolitan areas in the world, New York-Presbyterian keeps track of it’s competition by monitoring the consolidations of healthcare organizations within their market share. Through this monetization, the healthcare system prioritize its marketing strategy that allows them to sell the unique
Two organizations migrating to a common health information system would need a system that meets current regulatory requirements, meets the needs of the combined organization and their practice environment. The implementation of a common health information system would require an interdisciplinary group of forward thinking innovators, and an interoperable electronic medical record system that includes standard nursing terminology.
The high cost of healthcare continues to rise and many in the United States are optimistic for health information technology to reduce and improve our current situation. Health IT encompasses a broad array of new technologies designed to manage and share health-related information. When properly implemented, these systems can help coordinate patient care, reduce medical errors, and improve administrative efficiency. Therefore, implementing a Regional Health Information Organization (RHIO) will help the National Health Information Network (NHIN) achieve their goals in improving quality of care for the citizens of the United States. Thus, in order for the health IT to deliver on its promise, several obstacles must be overcome.
Recently, many healthcare organizations are merging and creating partnerships with other health organizations with an aim of ensuring long-term financial feasibility. According to records and statistics, the number of hospitals that merged between 2009 and 2012 doubled significantly. According to an article that was published by the New York Times, the number of hospitals and health facilities merging is expected to increase in the next few years. Mergers have brought about manifold changes in the health sector in terms of connecting data from frantic electronic health records and in making the healthcare systems interoperable (Informatics in healthcare, 1992).
Hoping to infuse a sense of functional modernity into their sprawling medical facilities, the Bacon County Hospital and Health System (BCHHS) of Alma, Georgia elected to join the Georgia Telemedicine Program (GTP) in 2005, and through the implementation of specialized informatics systems many aspects of the hospital's healthcare delivery system have since been significantly improved. Adhering to the stated mission of the BCHHS to "provide compassionate and comprehensive community healthcare that is cost effective," the multi-tiered health system which spans multiple campuses underwent the transition to electronic health records (EHR) with the goal of standardizing its procedures and streamlining its processes. According to the Georgia Partnership for Telehealth (GPT), one hallmark of the BCHHS' inclusion in the program is the hospital's status as a hub within "the Open Access Network, which is a web of statewide access points based on strategic partnerships with successful existing Telemedicine programs … to maximize opportunities for timely specialty services" (2012). One of the pillars of the cooperative relationship between the BCHHS and the GPT is the emerging field of healthcare informatics, which "brings together the various health sciences (eg, medicine, nursing, public health) and other relevant fields including information science, computer science, and cognitive science … to promote the effective organization, analysis, management, and use of information in
Most IT departments agree that less is more in the grand scheme of systems to maintain, manage and administer. This recommendation follows that
It also helps them avoid errors by providing a standardized form, applicable in all health care settings.
The chief complaints for patients was that there were not receiving adequate care, poor emergency room management, being sent away because the hospital lacked space, physicians or other members of staff to provide the right care, and long wait times. The root cause
Brailer (2005) acknowledges that a sizeable number of citizens receive treatment from multiple providers at a time. Interoperability is a gateway for many business ventures in healthcare to accommodate for patients being admitted in multiple provider organizations. All healthcare professionals, especially managers, must communicate effectively. A good example of interoperability is transformation of electronic medical records, or recruiting physician specialists to operate on a specific procedure (Hellberg & Gronlund, 2013).
The Computerized Provider Order Entry is effective program to help organization improve quality measures and financial margins. The CPOE is effective program; which monitors a hospitals current performance and calculates methods of improvement. For example, Trinity Hospital a leader in clinical intelligence to track and report across it members hospitals on systems wide quality measures (Balgrosky, 2015). The Clinical Provider Order Entry will help patients compare programs graded by the Center for Medicare & Medicaid and Hospital Quality Assurance. This program will further enhance the patient-centric model because patients will have comprehensive comparison of hospitals to make informed medical decision as to where they would like to receive treatment. The quality measures monitor readmission, complications, patient’s experience surveys and other categories. Patients are interested in receiving health care in top-notched care facilities that address their needs. Consumer needs are very important because translating into referrals by word-of-mouth or rankings. Technology plays a major role in an organization's success with supports Judy Murphy idea of enhancing patient’s health information technology
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
The main problems with the existing system and goals for the future system identified as below: