Assignment 1 (1 page total for Answer 1 and 2) (2 pages total for Answer 3) = 3 pages totalWhat were the goals of the Cure4Kids program in 2003? How have they evolved?
How are they leveraging information technology to meet their goals?
Think about the tools and techniques that this program uses. Hypothesize how these might be used to solve another healthcare business challenge. Write-up:
A description of your opportunity b. An overview of how you would leverage your selected tools and techniques to positively impact your opportunity c. What factors would you consider in developing an IT solution to support this opportunity d. A list of risks and/oOnline resources
Assignment 2 (1 page total for Answers 1 2 and 3) (1 page total for Answer 4) = 2 pages totalHow safe do you think the safe harbor of HIPAAs 18 fields is?
What do you think the right balance between patients privacy and public good is? Why?
List three areas where HITECH was in line with the recommendations of the proposed National Framework
What technology solutions can be used to improve the safety of ePHI? How? What risks to each mitigate?Online resources
http://www.hhs.gov/hipaa/for-professionals/privacy/special-topics/de-identification/ (just the de-identification standard)
Assignment 3 = 1 page totalPick a healthcare technology trend from the article and list five emerging challenges and opportunities based on your trend for the new healthcare as defined in the article. Document the risks and value of these challenges and opportunities.Online resources
Assignment 4 (1 page total for Answers 1 and 2) (1 page total for Answer 3) = 2 pages totalDo you think EHRs do a good job documenting and protecting providers?
List and describe five legal concerns for EHR use
You are brought into a hospital as a consultant. Provide an executive summary of recommendations that you would make to reduce the legal risk of EHR usage to the Chief Compliance officerOnline resources
Assignment 5 (1 page for Answers 1 2 and 3) = 3 pages totalDescribe the current situation as you see it. What are the major issues in this case?
Marilyn Moore CIO and Paul Robinson director of pharmacy have different views of how LMH should proceed. What are the pros and cons of their respective approaches? Which approach if either seems like an appropriate course of action to you? Explain your rationale.
Assume you are to mediate a discussion on this issue and that participants are to come to consensus on how best to proceed. What would you do?CASE STUDY: SELECTION OF A PATIENT SAFETY STRATEGY
Langley Mason Health (LMH) is located in North Reno County the largest public health care district in the state of Nevada serving an 850-square-mile area encompassing seven distinctly different communities. The health district was founded in 1937 by a registered nurse and dietician who opened a small medical facility on a former poultry farm. Today the health system comprises Langley Medical Center a 317-bed tertiary medical center and level II trauma center; Mason Hospital a 107-bed community hospital; and Mason Continuing Care Center and Villa Langley two part-skilled nursing facilities (SNFs); a home care division; an ambulatory surgery center; and an outpatient behavioral medicine center.
In anticipation of expected population growth in North Reno County and to meet the state-mandated seismic requirements LMH developed an aggressive facilities master plan (FMP) that includes plans to build a state-of-the-art 453-bed replacement hospital for its Langley Medical Center campus double the size of its Mason Hospital and build satellite clinics in four of its outlying communities. The cost of actualizing this FMP is estimated to be $1 billion. Several years ago LMH undertook and successfully passed the largest health care bond measure in the states history and in so doing secured $496 million in general obligation bonds to help fund its massive facilities expansion project.
The remaining funds must come from revenue bonds growth strategies philanthropic efforts and strong operational performance over the next ten years. Additionally $5 million of routine capital funds will be diverted every fiscal year for the next five years to help offset the huge capital outlay that will be necessary to equip the new facilities. That leaves LMH with only $10 million per year to spend on routine maintenance equipment and technology for all its facilities. LMH is committed to patient safety and is building what the leadership team hopes will be one of the safest hospital-of-the-future facilities. The challenge is to provide for patient safety and safe medication practices given the minimal capital dollars available to spend today.
LMH developed an IT strategic plan in late 2010 with the following ten goals identified:Empower health consumers and physicians
Transform data into information
Support the expansion of clinical services
Expand e-business opportunities
Realize the benefits of innovation
Maximize the value of IT
Improve project outcomes
Prepare for the unexpected
Deploy a robust and agile technical architecture
Digitally enable new facilities including the new hospitalInformation Systems Challenge
LMH has implemented Phase 1 an enterprise-wide EHR system developed by Cerner Corporation in 2008 at a cost of $20 million. Phase 2 of the project is to implement computerized provider order entry (CPOE) with decision-support capabilities. This phase was to have been completed in 2010 but has been delayed due to the many challenges associated with Phase 1 which still must be stabilized and optimized. LMH does have a fully automated pharmacy information system albeit older technology and Pyxis medication-dispensing systems on all units in the acute care hospitals. Computerized discharge prescriptions and instructions are available only for patients seen and discharged from the LMH emergency departments.
Currently the pharmacy and nursing staff at LMH have been working closely on the selection of a smart IV pump to replace all of the health systems aging pumps and have put forth a proposal to spend $4.9 million in the fiscal year beginning July 2012. Smart pumps have been shown to significantly reduce medication administration errors thus reducing patient harm. This expenditure would consume roughly half of all of the available capital dollars for that fiscal year.
The chief information officer Marilyn Moore PhD understands the pharmacists and nurses desire to purchase smart IV pumps but believes the implementation of this technology should not be considered in isolation. She sees the smart pumps as one facet of an overall medication management capital purchase and patient safety strategic plan. Dr. Moore suggests that the pharmacy and nursing leadership team lead a medication management strategic planning process and evaluate a suite of available technologies that taken together could optimize medication safety (for example CPOE electronic medication administration records [e-mar] robots automated pharmacy systems bar coding computerized discharge prescriptions and instructions and smart IV pumps) the costs associated with implementing these technologies and the organizations readiness to embrace these technologies.
Paul Robinson PharmD the director of pharmacy appreciates Dr. Moores suggestion but feels that smart IV pumps are critical to patient safety and that LMH doesnt have time to go through a long drawn-out planning process that could take years to implement and the process of gaining board support. Others argue that all new proposals should be placed on hold until CPOE is up and running. They argue there are too many other pressing issues at hand to invest in yet another new technology.
Assignment 6 = 1 page totalAs Andy Slavitt noted the Meaningful Use program is coming to an end. Write up an analysis of the impact of this program winding down what is emerging in its place and what challenges and opportunities the future holds.Online resources
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