Well Care Specialty Hospital: Long Term Acute Care Hospital

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

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

This experience is helpful in making this transition run smoothly. This is a very important job. She must make sure that the system chosen is appropriate for each department of the hospital. She must take all information provided by the other members of the team, to come to an educated decision as to which system is best.

With today’s technology and the specialized skills of doctors, nurses, and therapists, patients who need long term care of acute problems can obtain these services at institutions known as postacute care providers. One type of facility that falls under this title is the Long Term Acute Care Hospital (LTACH) (Munoz-Price, 2009, p. 438). This paper will discuss services provided by LTACHs, the role of the Chief Nursing Officer (CNO) in these facilities, and Medicare reimbursement effected by patient satisfaction surveys.

This paper will discuss how the Grand Hospital may develop and implement telemedicine into its organization. This discussion will include how Grand Hospital’s current health information system could affect the adoption of telemedicine, barriers to the successful adoption of telemedicine into the areas of radiology, behavioral health, and intensive care, and how Grand Hospital could proceed with integrating telemedicine into its current health care information system.

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).

Hospital. Successful transition to lCD-10--CM and ICD-10-PCS requires careful strategic planning and coordination of resources across the entire hospital. Planning for lCD-10 must engage executive leadership, particularly since the coordination challenges span across a wide range of functional areas, including finance, information services, decision support, compliance and the medical staff. Business areas that make up the hospital setting may include: (a) Information systems including health information systems and ancillary departments; (b) Financial services in accounts receivable, billing, and finance; (c) Medical management comprised of medical records, quality/mortality and morbidity data, patient care units, and clinical affairs; and (d) Patient access for admissions, registration, scheduling, and insurance verification.

The main reason institutions are switching to the new technology of exchanging health information is specifically to reduce costs and help improve health care quality. In this case study that is what San Luis Valley Regional Medical Center wanted exactly, to effortlessly exchange patient’s medical information. San Luis Valley Regional Medical Center which is a rural hospital in Alamosa Colorado is one of the many hospitals and providers that can benefit from this change. In 2004 AHRQ signed a contract to the University of Colorado Health and sciences Center, which later on developed a point-of-care inquiry system for four healthcare organizations in the Denver region. The system allowed emergency room clinicians within the four locations to exchange medical data. They were able to sufficiently and rapidly retrieve and send patient medical histories, x-rays, medication lists, and all problem lists. The AHRQ contract also help started the development of the

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

In Stage 3, enhancements to the UMUC Family Clinic business process will be proposed by recommending HIT (health information technology) solution, consisting of a certified EHR (electronic health system)/EMR (electronic medical records) system. Once this system is implemented, it will immediately improve the current process. Customer complaints are high, and the focus is on the long wait times and redundant processes when a patient arrives to be checked in. Moreover, some nurses are not readily available, because they are preoccupied with other administrative duties within the practice. Inconsistent record keeping practices lead to additional time searching for patient records. A HIPPA violation may be detected if a patient’s record is misfiled or lost; henceforth, creating a need for supplemental time and possible duplication of another medical record may be required. This process can be greatly improved by the HIT solution using a terminal loaded with the EHR solution. This will allow patients the ability to enter all of their health record information upon their arrival and that information will be instantly available to the nurses and doctors. This process will also give the patient the opportunity to validate the information and make any necessary changes (benefit information, addresses, phone numbers, and medications).

Like all large corporations today, St. Peter’s Healthcare Partners relies heavily upon technology and the people who create and use those techniques. There are many systems used throughout the organization. In 2011 when the unprecedented three-way merger took place, all the included facilities were, and some continue to be, on different operating systems.18 The users of these operating systems run the gambit of just about all clinical staff, including but not limited to administrative and financial operations and patient care support, care management and delivery.7 When a patient walks into a facility the entirety of their

In most of the healthcare organizations, there is a position for the chief technology officer (CTO). The CTO leads the information technology architecture, including the strategies in health care organizations. Importantly, the CIO has a higher rank than the CTO. As such, when there are any IT-related initiatives and recommendations, the CTO reports them directly to the Senior Vice President and the Chief Information Officer. Because healthcare organizations are rapidly acquiring and implementing HITs in their organizations, the need to make clear the vision of the organization, in that context, is imperative. Therefore, the CTO comes in, develops and articulate the technology vision of

Looking at user-task, task-technology and user-technology, several concerns emerged quickly. It is safe to assume that since Peachtree has grown via acquisitions and mergers, there are many distinct forms of health information technology being used across the system. The results of a survey conducted in 2007 indicated that a majority of hospitals had several components of electronic medical records, but very few were fully digital and integrated (Pedersen & Gumpper, 2008). It is this patchwork of IT platforms and software that create issues in the task-technology fit. On some campuses the task-technology fit may be excellent; however, I get the feeling from the case study that the problems at the Wallis hospital are present at other campuses as well. Further proof of this, the CIOs statements

“As the Chief Information Officer of Imperial College NHS Trust (one of the UKs largest multi-site hospital providers) what are the factors and issues that need to be considered and planned for to achieve a successful implementation of a new IT solution?”

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