Software for Human Services Organizations

Advancements in technology have made it possible for people to access medical information, communicate with their doctor, manage and track diseases, seek help, and maintain anonymity. Technology has facilitated the tracking of medical information, for example, Kaiser Permanente uses a computerized system to store and track patient information. Any doctor in a

Enabling clients to choose appropriate strategies ~ As unbiased information would be provided which could include coping strategies, enough coping

In this paper we will explore the advantages of using this software to centralize electronic client records and human services resources. We will also explore the way the software is used to track client services and the advantages and disadvantages of this software. We will explain how the size of the organization helps determine the software package chosen as well as three possible challenges that could occur during the implementation process and how we would resolve them. Client Track is a software program used in the human services field to improve and promote good health, human and social

Data collected provides the health care organization, providers, administrators and the patients with valuable information. Tools assist the organization by measuring the performance data that provide the information to improve the patient experience and improve their care. These tools engage the organization in self-evaluation on an ongoing basis. These tools also provide and effective method of containing costs and provides the means to meet the regulatory requirements to improve quality care. Tools allow organizations to provide a

Information systems assist Patton-Fuller Community Hospital in setting and accomplishing it goals of improving and collaborating interdepartmentally with management, employees, staff, and customers (Apollo Group, Inc, 2013). Proficient information systems objectives are to provide effective and efficient services; add profit and cost-avoidance; and social responsibility (Blue Avenue Associates, 2010). Patton-Fuller objectives are to improve the efficiency of the hospital operations, relationship with current and future patients, and support finance management (Apollo Group, Inc, 2013).

Technology has developed systems that provide an aggregated and historical view of client data. These advanced electronic processes provide avenues that best serve each client, as well as simplifying the work of human service professionals. With advanced technology, individual physical files that in the past were stored in huge shelves in an office can now be stored online in a central database, or on an external hard drive. A central storage file online provides more space for client data as well as a central location where information can be easily accessed by numerous human service branches and departments.

It has only been within the last five years that health information management (HIM) has experienced exponential changes, due to the healthcare reform. The electronic health record (EHR) is connected to health information exchanges and other systems of interoperability. The timely completion of charts, coding and release of information (ROI) has become much more efficient with the electronic record. Traditional HIM functions will just be transformed and will always be an integral part of successful patient care. Professionals must be flexible and willing to adapt and even generate change. As Health Information Technology continues to evolve, so will the roles

B. Ballew and Mink (1996) stated the importance of documenting and formulating a client “service plan” is critical p.21. This record would aid in maintaining order and planning of short and long-term activities. Sharing this with members of the management team facilitates collaboration among each discipline encouraging the attainment of set goals.

WORKER ASSESSMENT: Client appears to have the ability to identify and complete goals in a timely

Organization patient’s information is the fear of the organization in the current system because it requires more capital.

Both case management and managed care systems often use “critical pathways” to track the client’s progress.

Health information management involves the practice of maintaining and taking care of health records in hospitals, health insurance companies and other health institutions, by the use of electronic means (McWay 176). Storage of medical information is carried out by health information management and HIT professionals using information systems that suit the needs of these institutions. This paper answers four major questions concerning health information systems.

Sophisticated electronic records and computer systems for tracking patient care is another important attribute of Kaiser. Since five years, Kaiser is using the electronic information to identify and evaluate providers’ strengths and weaknesses in order to improve the quality of care (Abelson, 2013). The organization also uses the electronic records to improve its care delivery, e.g. by identifying at-risk patients and establishing alert and reminder systems for quick and timely care

Implementation Plan. In order to achieve a successful implementation, gaining buy- in and approval from leadership is necessary. Ideally, the corporate sponsor would either be the organization’s human resources leader or finance leader. Collaborating with a new vendor requires review and signature on new contracts by the company’s legal representative. This partnership comes with a new expense, with all new expenses, a budget will need to be established and measured for its return on investment. The most significant barrier to implementation is gaining financial support from leadership. With healthcare expenditures already at the top of most company’s balance sheet, investing in a tool that costs roughly $4.00 - $6.50 per member per month may be a tough sell. Transparency vendors are aware of this obstacle; they come equipped with metrics, data, and case studies from other clientele reflecting their capability to deliver annual healthcare savings. The timeline of implementation is less than eight weeks and requires very little from the company itself. The

We also replicated this model to evaluate the effects of feedback on clients who were identified as not-on-track.