First peer’s post the most significant argument that i read in th

1. First PEER’S POST
The most significant argument that I read in the chapter was the
one to refute the argument about deterring migrants. Politicians
in the EU say that if they make it more difficult for people to
move into the EU, then fewer people will try to migrate to the
EU. The author refutes this saying that the people who are
migrating to the EU do not have much of a choice. He goes on
to say that since all of the legal methods of immigration are
restrictive, the demand for smugglers goes up. Since the
smugglers only care about money, they usually do not give
refugees good boats to cross the Mediterranean. To add to this,
EU countries are not willing to try to help these people because
they think that more people will try to immigrate if they know
they will be helped by the EU. This claim is also refuted by the
author citing that there has not been a drop in the number of
people trying to cross the Mediterranean and that the trip was
dangerous already, but people still try to get into the EU. As a
whole, the most significant argument that I found while reading
the chapter was that the people in the EU are not focusing on
the real problem around immigration and instead try to blame
the smugglers who have taken advantage of the EU's restrictive
border policy for profit. If there was an orderly method of
gaining asylum, the rate of smugglers would go down because
there would be a way for people to get into the EU without
risking their lives.
I looked at the actual EU migration policies (Links to an
external site.) and a proposed EU asylum reform (Links to an
external site.). In my opinion, not much has changed from when
the book was written. The asylum reform looks to standardize
the asylum process but does not directly make it easier to enter
the EU. The EU is willing to do away with the Dublin system in
favor of a standard method that will expedite the reviewing of
applications. While this seems like a positive change, the
proposal also wants to remove more "pull factors" which were

2. mentioned in the book on page 24. Pull factors seem to be
factors that encourage more people to migrate (in this case).
The EU is also putting more funds into stopping smugglers as
well. The plan for the EU still seems to be to blame the
smugglers and try to deflect the blame that they should be
receiving for trying to isolate the EU more and more. An extra
thing I thought about: the removal of smugglers may cause the
consolidation of the smuggling market and could create an
empire that controls most of the illegal smuggling. That could
create more consequences in the future as the government would
need to go toe to toe with a large illegal enterprise rather than
forcing smaller illegal smugglers out of business by trying to
lower the demand for illegal smuggling.
SECOND PEER’S POST
I believe the most significant argument Jones makes in this
chapter is that the current method of deterrence fundamentally
misunderstands why people migrate, and puts these people in
harm's way. The most compelling bit of evidence Jones uses is
an excerpt from the British Somali poet Warsan Shire. The
excerpt evokes emotion in the readers, showing them that the
people who make these journeys don't do so like they're just
casually looking for a new place on Zillow. The journeys these
people make are done because despite all the risks, staying
home is worse than leaving.
A development in border policy since the publication of this
book has been in an increase in the extremity of Hungarian
border policy, and regard towards immigrants. In march of
2016, Hungary declared a state of emergency, and sent 1500
troops to its borders. This order was extended in 2017 to last
through 2018. Furthermore, the Hungary's internal politics have
been pushing farther and farther right, with official statements
declaring immigrants both an economic and cultural threat.
sources:
https://web.archive.org/web/20170831085120/http://wtop.com/e

3. urope/2017/08/hungary-extends-state-of-emergency-due-to-
migrant-crisis/ (Links to an external site.)
https://www.bbc.com/news/world-europe-35162515 (Links to an
external site.)
Week 2 Case Studies
[WLOs: 1, 2, 3] [CLOs: 1, 2, 3, 5]
Prior to beginning work on this assignment review Chapters 5,
7, 8, 9, 10, 11, and 15 of Health Informatics: An
Interprofessional Approach.
Select two of the case studies located in the course textbook at
the end of Chapters 7, 8, 9, or 10, and answer the questions
associated with those case studies in a cohesive, APA-formatted
paper.
Chapter 7:
· How are patients prioritized for bed assignment?
· Describe some of the advantages and disadvantages of this
new software; include the stated organizational goals in your
answer.
· Discuss how this software might share data with other
institutional applications to provide a dashboard view of
census-type activity.
Chapter 8:
· Which components are critical to Mrs. Smith staying safely in
her home?
· Describe whether Mrs. Smith’s regimen might be augmented
using telehealth applications.
Chapter 9:
· Should you introduce the clinicians to standardize
terminologies and involve them in the discussions about
electronic health records (EHRs) before contacting potential
software vendors? Or should you contact landers, select the best

4. software, and tell the clinicians what you selected?
· What steps would you need to complete before reporting to the
board of directors?
· What strategies will likely increase your chances of success?
What strategies will increase your chances of failure?
Chapter 10:
· Describe the approaches you would use to ensure that all
aspects of patient care were considered when developing a
clinical decision support (CDS) system.
· How would you prioritize the efforts of your CDS team?
· How would you balance the need to deliver desired CDS
capabilities quickly against the benefits of establishing robust
infrastructure to enable future deliverables to be implemented
more quickly?
· Identify one area for quality and value improvement.
· Define CDS interventions that you would implement to
address this area of need.
· Describe how your approach aligns with the best practices
discussed in this chapter.
· How would you systematically measure the impact of these
CDS interventions?
The Week 2 Case Studies Papers
· Must be three to four double-spaced pages in length (not
including title and references pages) and formatted according to
APA style as outlined in the Ashford Writing Center (Links to
an external site.)’s APA Style (Links to an external
site.) resource for each case study.
· Must include a separate title page for each case study with the
following:
· Title of paper including the chapter number and case study
title
· Student’s name
· Course name and number
· Instructor’s name

5. · Date submitted
· For further assistance with the formatting and the title page,
refer to APA Formatting for Word 2013 (Links to an external
site.).
· Must utilize academic voice. See the Academic Voice (Links
to an external site.) resource for additional guidance.
· Must include an introduction and conclusion paragraph. Your
introduction paragraph needs to end with a clear thesis
statement that indicates the purpose of your paper.
· For assistance on writing Introductions & Conclusions (Links
to an external site.) as well as Writing a Thesis
Statement (Links to an external site.), refer to the Ashford
Writing Center resources.
· Must use at least two scholarly or credible sources in addition
to the course text.
· The Scholarly, Peer-Reviewed, and Other Credible
Sources (Links to an external site.) table offers additional
guidance on appropriate source types. If you have questions
about whether a specific source is appropriate for this
assignment, please contact your instructor. Your instructor has
the final say about the appropriateness of a specific source for a
particular assignment.
· To assist you in completing the research required for this
assignment, view this Ashford University Library Quick ‘n’
Dirty (Links to an external site.)tutorial, which introduces the
Ashford University Library and the research process, and
provides some library search tips.
· Must document any information used from sources in APA
style as outlined in the Ashford Writing Center’s Citing Within
Your Paper (Links to an external site.)
· Must include a separate reference page that is formatted
according to APA style as outlined in the Ashford Writing
Center. See the Formatting Your References List (Links to an
external site.) resource in the Ashford Writing Center for
specifications.

6. Case Study chapter 7
"Michael H. Kennedy, Kim Crick more, and Lynne Miles a
Managing the flow of patients and bed capacity is challenging
for any hospital, especially for unscheduled admissions. For
Zed Medical Center, a large regional referral center in the South
and a member of the University Health System Consortium, the
challenge is even greater. As the flagship hospital fora
multihospital system with more than 750 licensed beds and a
Level 1 trauma center with 50-plus trauma beds, approximately
70% of annual admissions are unscheduled. The vice-president
for Operations has a PhD in Nursing, is a fellow of the Advisory
Board Company, and has more than20 years’ tenure at Zed
Medical Center. Three of the ten departments under her purview
(Patient Care Coordinator, Bed Control, and Patient Transfers)
are directly engaged in managing patient flow and bed capacity.
The division is also responsible for system-wide care
coordination for patients discharged to skilled nursing facilities,
to home health, and to home without planned service delivery.
Current operational goals include (1) decreasing the current
length of stay by 0.3 days from 5.7 to 5.4 days and (2)“ED to
3”—a slogan incorporating the intention to place patients from
the emergency department into a bed within 3 hours of the
decision to admit. With the Centers for Medicare & Medicaid
Services clarifying penalties for readmissions within 30 days,
Zed Medical Center has been preparing to effectively manage
readmissions based on CMS guidelines. The eight staff members
assigned to Patient Transfers coordinate with hospitals within
the region wanting to trans-fer patients to Zed Medical Center.
They take calls, connect outside transfers with accepting
physicians, and arrange transport. The accepting physician
determines the patient’s needed level of care, special care needs
(e.g., diabetic), and the time frame for transfer. The Patient
Transfer Department uses the Transfer Center module of Tele
Tracking (www.teletracking.com) to manage the transfer and

7. admission of patients. After a patient has been accepted for
admission by the admitting physician, Bed Control makes the
bed assignment. The staff members of Bed Control assign
incoming patients to specific beds once the Patient Placement
Facilitators from the Patient Care Coordinator Department
identify the nursing unit to which patients should be assigned.
This determination is made based on the level of care required,
physician preferences in choice of nursing unit, and the scope of
care supported by the nursing units. The Bed Control
Department uses the Capacity Management Suite of the Tele-
Tracking software. The Pre-Admit Tracking module keeps track
of bed status with an electronic bed board, which pro-vides a
graphical user interface through which planned admissions,
transfers, and discharges can be annotated. The status of a bed
freed by patient discharge for which a cleaning request has been
made is also noted (dirty, in progress, or cleaned). The Bed
Tracking module uses the medical center’s paging network to
notify the environmental services staff of a cleaning request and
the unit director of the unit that a patient is incoming. The
Transport Tracking module automatically dispatches patient
transport requests via phone or pager.
Case study Chapter 8
"Mrs. Smith is 82 years old and is diagnosed with
hypertension, diabetes, and congestive heart failure. Her two
children live in California, whereas she lives in North Carolina
in a small family home on 10 acres of land in the Blue Ridge
Mountains. Mrs. Smith has been in the hospital four times in the
last year because of congestive heart failure. As her eyesight
and mobility get worse with age, she has found it a challenge to
stay on her medical plan and to do her shopping for the right
foods she knows she should be eating. Mrs. Smith’s health plan,

8. Purple Cross of North Carolina, assigned a nurse case manager
to address her situation. Purple Cross provided a digital scale
and a remote monitoring device that record Mrs. Smith’s
condition every day by uploading her weight and transmitting
the answers to a series of questions on a touch screen kiosk. The
case manager also coordinated delivery of Meals on Wheels,
providing low-sodium, diabetic-compliant dinners to Mrs. Smith
on an ongoing basis. The case manager calls Mrs. Smith twice a
week, taking the time to educate her about her medications, her
activities, and the disease-specific elements that will keep her
healthy and out of the hospital. When the case manager
identifies that Mrs. Smith can no longer organize her daily
medications, a digital medication dispenser will be provided
that will keep her on her medication regimen. The medication
dispenser will be preloaded with Mrs. Smith’s medications and
will issue a subtle doorbell tone when it is time to take her
medicines. With the combination of remote and real-time
(telephonic) support persons and technologies, Mrs. Smith is
able to remain in her home and avoid further inpatient
admissions."