Doctors Office Visit Narrative Doctor Healy and her administra.pdf
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Doctor's Office Visit Narrative Doctor Healy and her administrative assistant Mrs. Helper run a doctor's clinic. Dr. Healy treats patients and Mrs. Helper handles all of the administrative work and manages all the information. Dr. Healy also employs Mrs. Buchbinder, an accountant, who works onsite twice a week and takes care of all accounting needs of the office (including billing). When a patient comes to the office, they approach Mrs. Helper who searches for and finds the patient's record in the medical office AIS database and verifies that all the information is correct and up-to-date. She also records today's visit in the medical office AIS. After that, the patient walks to an examination room where they wait for Dr. Healy. Upon entering the exam room, Dr. Healy reviews the patient's recent history in the electronic medical record and asks the patient about their current concerns. As the patient talks, Dr. Healy types in the concerns, and the information is added to the patient's medical record. After conducting her examination of the patient, the doctor uses her professional judgement and information from the online resource "MedWEB" to propose the best course of action for the patient. She types in her treatment plan, and it is added to the patient's medical record. The doctor also types in administrative information about today's visit, including the medicines she will prescribe (if any) to the patient. The doctor prints a summary of the visit, hands it to the patient, and walks the patient out. The administrative assistant accesses the information in the system. She marks the visit as complete and ready for billing. If Dr. Healy prescribed any medicines to the patient, then Mrs. Helper faxes the new prescription to the patient's pharmacy on file. 1. Read the narrative and break the process down step-by-step using the table (you should have AT LEAST one row per employee). 2. After reviewing this process, write at least three sentences about an area you feel technology could further improve the efficiency or accuracy of this process. 3. There exists a data integrity risk through unauthorised editing of patient data. The same administrative assistant is able to edit the information for a patient as the one who checks the patient in and out. Conduct a risk assessment (cost benefit analysis) and in a paragraph below explain your conclusion. Should a control be implemented to address this risk? If not, why? If so, what control and why? (Hint: Discuss cost of the risk vs cost of the control, likelihood and impact of the risk).
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Doctors Office Visit Narrative Doctor Healy and her administr.pdf
Doctor's Office Visit Narrative
Doctor Healy and her administrative assistant Mrs. Helper run a doctor's clinic. Dr. Healy treats
patients and Mrs. Helper handles all of the administrative work
and manages all the information. Dr. Healy also employs Mrs. Buchbinder, an accountant, who
works onsite twice a week and takes care of all accounting
needs of the office (including billing).
When a patient comes to the office, they approach Mrs. Helper who searches for and finds the
patient's record in the medical office AIS database and verifies
that all the information is correct and up-to-date. She also records today's visit in the medical
office AIS. After that, the patient walks to an examination room
where they wait for Dr. Healy.
Upon entering the exam room, Dr. Healy reviews the patient's recent history in the electronic
medical record and asks the patient about their current
concerns. As the patient talks, Dr. Healy types in the concerns, and the information is added to
the patient's medical record.
After conducting her examination of the patient, the doctor uses her professional judgement and
information from the online resource "MedWEB" to propose
the best course of action for the patient. She types in her treatment plan, and it is added to the
patient's medical record. The doctor also types in
administrative information about today's visit, including the medicines she will prescribe (if
any) to the patient. The doctor prints a summary of the visit, hands
it to the patient, and walks the patient out.
The administrative assistant accesses the information in the system. She
marks the visit as complete and ready for billing. If Dr. Healy prescribed any medicines
to the patient, then Mrs. Helper faxes the new prescription to the patient's pharmacy on file.
1. Read the narrative and break the process down step-by-step using the table (you should have
AT LEAST one row per employee)
.
Doctor Healy and her administrative assistant Mrs. Helper run a doctor's clinic. Dr. Healy treats
patients and Mrs. Helper handles all of the administrative work and manages all the information.
Dr. Healy also employs Mrs. Buchbinder, an accountant, who works onsite twice a week and
takes care of all accounting needs of the office (including billing). When a patient comes to the
office, they approach Mrs. Helper who searches for and finds the patient's record in the medical
office AlS database and verifies that all the information is correct and up-to-date. She also
records today's visit in the medical office AIS. After that, the patient walks to an examination
room where they wait for Dr. Healy. Upon entering the exam room, Dr. Healy reviews the
patient's recent history in the electronic medical record and asks the patient about their current
concerns. As the patient talks, Dr. Healy types in the concerns, and the information is added to
the patient's medical record. After conducting her examination of the patient, the doctor uses her
professional judgement and info.
Central Illinois HIE Summit, Part 2: How HIE Works
This is part 2 of the Central Illinois HIE Summit: Patient Care & Connectivity, held Sept. 21, 2011 in East Peoria, Illinois. Joy Duling, Interim Executive Director of the Central Illinois Health Information Exchanges, explains how a Health Information Exchange works. Duling is introduced by Dr. Gail Amundson, President and CEO of Quality Quest for Health of Illinois.
Thingamy healthcare
Thingamy is a process-based platform that can model any healthcare workflow from start to finish. It ensures the right information is delivered to the right person at the right time, freeing up time to spend on patients. By automatically handling tasks like record keeping, reporting and information distribution, it reduces errors and costs while improving quality. Thingamy uniquely adapts to unpredictable healthcare processes, saving up to 75% of workers' time spent on non-direct patient tasks and delivering better outcomes with higher satisfaction for both patients and staff.
Cis powerpoint/Health Care Informatics (NUR/HSC SOL1-2) Spring 2011
This powerpoint evaluates a clinical information system (CIS) used in a hospital. It describes the key components of a CIS including the electronic health record (EHR), benefits like increased safety and communication, and important players in the system's development like medical staff, IT, and nursing informatics. It also addresses costs, which can be high initially but result in long-term savings, the importance of clinical decision support and regular updates, and ensuring user safety, security, and education on the system.
Evolution of Health Care Information Systems
This paper discusses the evolution of health care information systems and how they affect the day to day operations in hospitals today compared to years ago. It discusses the effect it has on patient care and reimbursement. It compares the collection of data today, using technology, and how data was collected years ago.
Evolution of Health Care Information Systems
Health care information systems have evolved significantly over the past 20 years. In the past, medical documentation was entirely handwritten using different colored inks. Now, electronic health records allow for digital documentation and sharing of patient information across providers. This evolution has improved patient care through faster access to test results, coordinated care, and disease surveillance. Major technological advances like health information exchanges and widespread adoption of health IT have enabled the electronic sharing of health data, leading to more efficient care and better patient outcomes. As technology continues to advance, health care information systems will likewise continue to evolve to make better use of available data.
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The document discusses the benefits of a physician dispensing model where doctors can dispense medications directly to patients from their practice. Key benefits include improved patient outcomes and compliance through greater continuity of care. It also allows practices to generate additional revenue and profit from dispensing medications. Physician dispensing requires minimal time investment and reduces errors compared to traditional pharmacy dispensing. Many states allow physician dispensing if doctors obtain the proper licensing. Management firms can help set up and handle all aspects of operating an in-office dispensing program.
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Here we have tried to ensure the features below
১.Database Table
২.Normalization
৩.Interface Design
৪. Data Flow Diagram & Structure Chart
৫.Vord and Sequence Diagram
৬. UML & Object Diagram
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Doctors Office Visit Narrative Doctor Healy and her administr.pdf
Doctor's Office Visit Narrative
Doctor Healy and her administrative assistant Mrs. Helper run a doctor's clinic. Dr. Healy treats
patients and Mrs. Helper handles all of the administrative work
and manages all the information. Dr. Healy also employs Mrs. Buchbinder, an accountant, who
works onsite twice a week and takes care of all accounting
needs of the office (including billing).
When a patient comes to the office, they approach Mrs. Helper who searches for and finds the
patient's record in the medical office AIS database and verifies
that all the information is correct and up-to-date. She also records today's visit in the medical
office AIS. After that, the patient walks to an examination room
where they wait for Dr. Healy.
Upon entering the exam room, Dr. Healy reviews the patient's recent history in the electronic
medical record and asks the patient about their current
concerns. As the patient talks, Dr. Healy types in the concerns, and the information is added to
the patient's medical record.
After conducting her examination of the patient, the doctor uses her professional judgement and
information from the online resource "MedWEB" to propose
the best course of action for the patient. She types in her treatment plan, and it is added to the
patient's medical record. The doctor also types in
administrative information about today's visit, including the medicines she will prescribe (if
any) to the patient. The doctor prints a summary of the visit, hands
it to the patient, and walks the patient out.
The administrative assistant accesses the information in the system. She
marks the visit as complete and ready for billing. If Dr. Healy prescribed any medicines
to the patient, then Mrs. Helper faxes the new prescription to the patient's pharmacy on file.
1. Read the narrative and break the process down step-by-step using the table (you should have
AT LEAST one row per employee)
.
Doctor Healy and her administrative assistant Mrs. Helper run a doctor's clinic. Dr. Healy treats
patients and Mrs. Helper handles all of the administrative work and manages all the information.
Dr. Healy also employs Mrs. Buchbinder, an accountant, who works onsite twice a week and
takes care of all accounting needs of the office (including billing). When a patient comes to the
office, they approach Mrs. Helper who searches for and finds the patient's record in the medical
office AlS database and verifies that all the information is correct and up-to-date. She also
records today's visit in the medical office AIS. After that, the patient walks to an examination
room where they wait for Dr. Healy. Upon entering the exam room, Dr. Healy reviews the
patient's recent history in the electronic medical record and asks the patient about their current
concerns. As the patient talks, Dr. Healy types in the concerns, and the information is added to
the patient's medical record. After conducting her examination of the patient, the doctor uses her
professional judgement and info.
Central Illinois HIE Summit, Part 2: How HIE Works
This is part 2 of the Central Illinois HIE Summit: Patient Care & Connectivity, held Sept. 21, 2011 in East Peoria, Illinois. Joy Duling, Interim Executive Director of the Central Illinois Health Information Exchanges, explains how a Health Information Exchange works. Duling is introduced by Dr. Gail Amundson, President and CEO of Quality Quest for Health of Illinois.
Thingamy healthcare
Thingamy is a process-based platform that can model any healthcare workflow from start to finish. It ensures the right information is delivered to the right person at the right time, freeing up time to spend on patients. By automatically handling tasks like record keeping, reporting and information distribution, it reduces errors and costs while improving quality. Thingamy uniquely adapts to unpredictable healthcare processes, saving up to 75% of workers' time spent on non-direct patient tasks and delivering better outcomes with higher satisfaction for both patients and staff.
Cis powerpoint/Health Care Informatics (NUR/HSC SOL1-2) Spring 2011
This powerpoint evaluates a clinical information system (CIS) used in a hospital. It describes the key components of a CIS including the electronic health record (EHR), benefits like increased safety and communication, and important players in the system's development like medical staff, IT, and nursing informatics. It also addresses costs, which can be high initially but result in long-term savings, the importance of clinical decision support and regular updates, and ensuring user safety, security, and education on the system.
Evolution of Health Care Information Systems
This paper discusses the evolution of health care information systems and how they affect the day to day operations in hospitals today compared to years ago. It discusses the effect it has on patient care and reimbursement. It compares the collection of data today, using technology, and how data was collected years ago.
Evolution of Health Care Information Systems
Health care information systems have evolved significantly over the past 20 years. In the past, medical documentation was entirely handwritten using different colored inks. Now, electronic health records allow for digital documentation and sharing of patient information across providers. This evolution has improved patient care through faster access to test results, coordinated care, and disease surveillance. Major technological advances like health information exchanges and widespread adoption of health IT have enabled the electronic sharing of health data, leading to more efficient care and better patient outcomes. As technology continues to advance, health care information systems will likewise continue to evolve to make better use of available data.
Abc Rx Newsletter Emp
The document discusses the benefits of a physician dispensing model where doctors can dispense medications directly to patients from their practice. Key benefits include improved patient outcomes and compliance through greater continuity of care. It also allows practices to generate additional revenue and profit from dispensing medications. Physician dispensing requires minimal time investment and reduces errors compared to traditional pharmacy dispensing. Many states allow physician dispensing if doctors obtain the proper licensing. Management firms can help set up and handle all aspects of operating an in-office dispensing program.
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Here we have tried to ensure the features below
১.Database Table
২.Normalization
৩.Interface Design
৪. Data Flow Diagram & Structure Chart
৫.Vord and Sequence Diagram
৬. UML & Object Diagram
Interface+Database+VORD Method -Sree Narayan Chakraborty
Others- Sharad Mohajan
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Citrix Clinical Mobile Workspace Solution
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PRESENTATION ON HOSPITAL MANAGMENT.pptx
The document describes the key functions and modules of a hospital management system. It explains that a hospital management system helps manage patient data, appointments, staff, supplies, financial records, insurance details, laboratory reports, radiology reports and generates various reports. It also includes package and activity diagrams showing how the system handles checking stock, remote doctor-patient consultations, billing, payments and report making.
The Application of Data to Problem-SolvingIn the modern era, the.docx
The Application of Data to Problem-Solving
In the modern era, there are few professions that do not to some extent rely on data. Stockbrokers rely on market data to advise clients on financial matters. Meteorologists rely on weather data to forecast weather conditions, while realtors rely on data to advise on the purchase and sale of property. In these and other cases, data not only helps solve problems, but adds to the practitioner’s and the discipline’s body of knowledge.
Of course, the nursing profession also relies heavily on data. The field of nursing informatics aims to make sure nurses have access to the appropriate date to solve healthcare problems, make decisions in the interest of patients, and add to knowledge.
In this Discussion, you will consider a scenario that would benefit from access to data and how such access could facilitate both problem-solving and knowledge formation.
To Prepare:
Reflect on the concepts of informatics and knowledge work as presented in the Resources.
Consider a hypothetical scenario based on your own healthcare practice or organization that would require or benefit from the access/collection and application of data. Your scenario may involve a patient, staff, or management problem or gap.
By Day 3 of Week 1
Post
a description of the focus of your scenario. Describe the data that could be used and how the data might be collected and accessed. What knowledge might be derived from that data? How would a nurse leader use clinical reasoning and judgment in the formation of knowledge from this experience?
By Day 6 of Week 1
Respond
to at least
two
of your colleagues
* on two different days
, asking questions to help clarify the scenario and application of data, or offering additional/alternative ideas for the application of nursing informatics principles.
Click on the
Reply
button below to reveal the textbox for entering your message. Then click on the
Submit
button to post your message.
*Note:
Throughout this program, your fellow students are referred to as colleagues.
Will be posting additional discussion replies that will require two replies which will be included in this discussion post.
Each requires at least three references and all need to be in APA format.
Monicas discussion
Discussion #1- Initial Post
All healthcare workers are trained to share the common goal of providing the best quality of care to their patients. Regardless of what role one may serve on the multidisciplinary team, they all have an obligation to accurately assess the needs of the patient, to efficiently collect and record data, to contribute to diagnosing, and to treat/ evaluate properly. “Informatics blend technology and information to blend something new that people, organizations and society can make use of” (Laureate, 2018). Advancement in technologies such as, electronic health records (EHR), electronic medication administration records (EMARS), computerized physician order entry (COPOE) and.
Foreword Dr. Phillips
This document provides a summary and endorsement of the book "Hospitals and Healthcare Organizations [Management Strategies, Operational Techniques, Tools, Templates and Case Studies]" by David Edward Marcinko and Hope Rachel Hetico. The book provides a framework to help healthcare professionals evaluate their systems and improve efficiency without compromising quality care. It details how to maximize revenue by increasing efficiency across departments. The book is divided into sections on management fundamentals, policies and procedures, and strategies and execution, providing practical discussion, templates, checklists and case studies. The endorsement describes how applying the book's guidelines can help deliver quality, efficient and affordable care while maintaining financial viability.
Workflow RedesignAfter conducting a thorough gap analysis, the.docx
Workflow Redesign
After conducting a thorough gap analysis, the next step in the systems development life cycle (SDLC) is to target potential solutions to the gaps. There may be many potential solutions that can help to address workflow issues and inefficiencies, or there may be one seemingly obvious solution that could address almost all of the gaps in the current-state workflow. The challenge lies in selecting the most appropriate course of action from potential solutions that also works within organizational constraints.
In this Discussion, you revisit the scenarios from the Week 3 Discussion. You determine the possible avenues for workflow redesign and consider the constraints and factors that might impact your decision.
Scenario 1:
Stephanie is a nurse practitioner at Central Care Hospital who is often involved in administering prescribed medications for patients in the general care ward. When a physician sees a patient, he or she uses the hospital’s electronic health record (EHR) to document findings and recommendations for treatment but submits medication and drug orders by faxing prescriptions to the hospital’s pharmacy. Before Stephanie administers the medications from the pharmacy, she must cross-check the medication and dosage with the physician’s notes and patient information in the EHR. In doing so, Stephanie often identifies problems with the medication the physician prescribed; patients are sometimes prescribed a medication to which they have a known allergy or one that conflicts with another medication they are currently taking. In addition, the pharmacy sometimes sends the wrong medication or the wrong dosage. Furthermore, for patients who have been transferred from other parts of the hospital, such as the intensive care unit or the maternity ward, Stephanie often encounters duplicate drug orders or incorrect medications sent from the pharmacy.
Scenario 2:
General Health Hospital is implementing new outreach programs and preventative care support groups for patients with certain conditions or health risks, such as diabetes, smoking, and obesity. Philip, a nurse leader, is the manager of a team of nurses to organize these programs and groups and to identify patients who would be eligible and interested in being involved in these opportunities. However, Philip and his team have run into a variety of challenges and problems as they attempt to complete these tasks. In identifying patients to contact about the outreach programs and support groups, Philip’s team has had to browse the hospital’s entire electronic health record (EHR). The team has also run across significant holes in the EHR as they try to contact patients; many patients’ contact information is inaccurate or out of date. Furthermore, Philip’s team has partnered with the hospital’s Appointments Desk personnel in sending reminders about meeting dates and times to patients who express interest. However, the Appointments Desk often either neglects to send out these.
11292015 IFSM 305 – Case Study Page 1 UMUC Family .docx
11/29/2015 IFSM 305 – Case Study Page | 1
UMUC Family Clinic Case Study
In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom
Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal
medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has
two nurses, Vivian and Manuella, to help him. Usually, one nurse takes care of the front desk while the
other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk duties
include all administrative work from answering the phone, scheduling appointments, taking prescription
refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is Manuella who
takes care of the front desk and all office work. The two nurses are constantly busy and running around
and patients are now accustomed to a minimum 1-2 hour wait before being seen. And, if one nurse is
absent, the situation is even worse in the clinic. The clinic has three examination rooms so the owner is
now looking into bringing a new physician or nurse practitioner on board. This would help him grow his
practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr. Martin
knows that this will increase the administrative overhead and the two nurses will not be able to manage
any additional administrative work. He faces several challenges and cannot afford to hire any additional
staff, so Dr. Martin has to optimize his administrative and clinical operations. The practice is barely
covering the expenses and salaries at the moment.
Dr. Martin’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing
insurance, the front office nurse has to fax all the needed documentation to a third party medical billing
company at the end of the day. The medical billing company then submits the claim to the insurance
company and bills the patient. The clinic checks the status of the claims by logging into the medical
billing system, through a login that the medical billing company has provided the clinic to access its
account. There is no billing software installed at the practice, but the nurses open Internet Explorer to
the URL of the medical billing company and then use the login provided by the third party medical billing
company. Of course, the medical billing company takes a percentage of the amount that the clinic is
reimbursed by the insurance. Although the medical practice has the one PC with the scheduling software
and an internet connection, it does not have a Web site or any other technology, and essentially still
operates the same as it ...
Diary Of Medical Management Issues 1
This document discusses several issues in medical management and ways that computerized systems could help address them:
1) Current electronic medical records are more like notebooks than active management systems, leading to errors and inefficiencies. The author's company aims to develop "artificial intelligence" software to better utilize information.
2) Healthcare currently lacks upfront cost estimates, unlike other industries, leading to financial issues. All non-emergency services should provide estimates.
3) Online medical information raises security concerns but fingerprint/password access and encryption can protect data better than paper records.
That covers the high-level issues and goals discussed in the document in under 3 sentences.
Presenting Statistical Results for Decision MakingAt any enterpr.docx
Presenting Statistical Results for Decision Making
At any enterprise, statistical results can point the way to better decisions. This is especially true in health care, where trends or changes in patient care or results can have powerful effects on health care organizations — clinical effects, and financial effects. Knowing the facts about trends and changes is crucial to navigating them, which means that in many ways, statistical results are powerful tools.
But they’re less powerful if nobody understands them. More often than not, stakeholders in health care organizations are not well versed in statistics or data analysis. Especially for these stakeholders, it’s critical to make careful choices about which numbers to include — and how to talk about those numbers. Doing so helps you to present statistical results in a way that’s understandable and actionable even for those with less data literacy.
In this activity, you’ll have an opportunity to analyze a health trend at a large urban hospital, and to decide which results of the analysis are most important to communicate to the stakeholders concerned with it.St. Anthony Medical CenterYour Office
You are an analyst in the Quality Assurance department at St. Anthony Medical Center, a large hospital in Minneapolis, Minnesota. You have an email from David Brooks, the manager of Quality Assurance, in which he explains your next assignment.
EMAIL FROM DAVID BOOKS- QA MANAGER
Hello! So I’m aware that you’re relatively new around here, but I’ve got to pull you in on an important project. Here’s the short version, and I can answer questions later if this isn’t enough background.
Since you’re in health care, you must know that hospital-acquired conditions (HACs) are a big deal. Hospitals are designed from the ground up to minimize them, but the fact is that hospitals always have a lot of bugs floating around and that means they’re a constant danger. And while we try to minimize mistakes, health care professionals are human, and sometimes mistakes cause real problems.
The hospital’s board is getting worked up about them again, because we’ve had some high-profile cases where a patient went home and had to be readmitted because of a mistake or an infection they picked up while they were here. They’re worried about PR, of course, but they’re worried about patient outcomes, and — of course — financial reimbursement and penalties, too.
What I need you to do is start working on a presentation about HACs here, specifically as they relate to staffing levels and skill mix. That presentation should explain our recommendations to the board. You’ll want to include some statistics to bolster our case, so take a look at the AHRQ National Scorecard on Hospital-Acquired Conditions and the CMS Hospital-Acquired Conditions Reduction Program. Look at published research about the relationship between HACs and staffing levels, too.
Let’s get this right; this is our chance to get the board to understand that HACs will go dow ...
MHA6999 SEMINAR IN HEALTHCARE CASES-- WEEK 2 LECTURE, DISCUSSION,
MHA6999 SEMINAR IN HEALTHCARE CASES-- WEEK 2 LECTURE, DISCUSSION, AND PROJECT INSTRUCTIONS
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Quality
Nearly fifteen years ago, the Institute of Medicine published the “To Err Is Human” report, which exposed the substantial impact of medical errors in the US healthcare system and called for a dramatic system change, including an improved understanding of those errors (McCarthy, Tuiskula, Driscoll, & Davis, 2017). Medical errors are considered to be failure to achieve the original goal or plan of action, and these errors may range from a patient falls to a mistake in the operating room. Not only do medical errors cause harm to the patient and jeopardize the patient’s trust, but they also cause a financial strain for the health system (“To Err is Human,” 1999). One of the contributing factors to medical errors is the lack of effective communication between doctors who are treating the same patient. This results in healthcare providers overprescribing medications for patients as well as increases the possibility of a patient having unnecessary tests or procedures performed. The report’s four-tiered approach includes:
· Focusing on creating a stronger foundation of education on patient safety
· Mandating a nationwide reporting system to encourage timely reporting of errors
· Increasing the standards of performance for healthcare providers
· Taking advantage of the security that safety systems offer (“To Err is Human,” 1999)
Creating a strong educational foundation for patient safety is most important. Healthcare personnel are much more likely to actively participate in reporting systems, encourage one another to perform at a higher level, and take advantage of safety systems when they are well educated on patient safety and the implications of medical errors. The reporting system seems to provide the least amount of impact on patient safety as they can result in losing patient trust in certain healthcare systems. The healthcare system as a whole has made progress in establishing a safe environment for patients when they are in need of care.
Challenges for Patient Safety and Steps for Improvement
Despite continuing evidence of problems in patient safety and gaps between the care that patients receive and the evidence about what they should receive, efforts to improve quality in healthcare show mostly inconsistent and patchy results.
Tap each image to know more.
Data Collection and Monitoring Systems
This always takes much more time and energy than anyone anticipates. It is worth investing heavily in data from the outset. Assess local systems, train people, and have quality assurance.
Tribalism and Lack of Staff Engagement
Overcoming a perceived lack of ownership and professional or disciplinary boundaries can be very difficult. Clarify who owns the problem and solution, agree roles and responsibilities at the outset, work to common goals, and use shared language.
Convince People That There's a Problem
Use hard data to secure emotional e ...
Healthcare
The document discusses features of a Hospital Management System including sections for doctors, staff, and patients. It provides details on how each user type can access patient information, manage appointments and prescriptions, perform billing tasks, generate reports, and view lab results. Specifications for the server requirements and guidelines for the system design are also outlined to ensure efficiency, security, and ease of use.
Healthcare copy
HOSPITAL MANAGEMENT SYSTEM SOFTWARE
There has been a significant change which has occurred in the past year or so. The healthcare industry, and particularly acute care facilities, in the midst of a flurry of merger and acquisition activity, has discovered as a whole they lack the ability to move quickly internally to assimilate new systems and to adapt to the changing environment. Quite inefficient and labor-intensive business processes are still being used.
We have seen a rapid advancement in application of information technology to almost every sector of industries. The explosion of Internet growth fuelled by the so-called killer application - the World Wide Web, further accelerates this advancement.
The Hospital Management System ultimately combine electronic copies of all documents created from admission to discharge with electronic reports, usually clinical testing or billing information, into a single electronic folder. They reduce labor, eliminate lost files and ‘loose sheets,’ improve access to authorized users, increase security and provide documentation for claims more quickly.
This scenario has rendered the almost impossible task of integrating and seamlessly managing patient’s record across hospitals, clinics and between countries or states.
Hospital Management System is a Medical office on-line. It is a custom web site for each physician’s office. Hospital Management System offers a web application that handles every task for a physician’s office. These tasks include billing, appointment scheduling, writing prescriptions, maintaining charts and notes, keeping lab results & X-rays, etc.
In addition to providing access to the office staff and the physician, Hospital Management System also offers controlled access to others. Patients, pharmacists, drug company representatives, and other people could access Hospital Management System to perform various tasks that would otherwise have to be performed by the physician’s office. MD Offices that subscribe to Hospital Management System would benefit from increased productivity.
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3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two nurses, Vivian and Maria, to help him. Usually, one nurse takes care
of the front desk while the other nurse assists the doctor during the patient visits. They rotate duties each
day. Front desk duties include all administrative work from answering the phone, scheduling appointments,
taking prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it
is Maria who takes care of the front desk and all office work. The two nurses are constantly busy and
running around, and patients are now accustomed to a minimum 1-2 hour wait before being seen. If one
nurse is absent, the situation is even worse in the clinic. The clinic has three examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Thompson knows that this will increase the administrative overhead and the two nurses will not be able to
manage any additional administrative work. He faces several challenges and cannot afford to hire any
additional staff, so Dr. Thompson has to optimize his administrative and clinical operations. The practice
is barely covering the expenses and salaries at the moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One problem that is immediately noticeable is ...
TQM Charting Practice.pdf
The TQM team at ESKCC health center clinic analyzed patient complaint data and the patient review process to identify areas for improvement. A Pareto chart showed that the top complaint was related to quality of service. A control chart for waiting time found it exceeded limits. A fishbone diagram identified causes for long wait times. The team mapped the patient flow process and found it added complexity. Recommendations included streamlining registration, prioritizing high-risk patients, and improving communication.
HORIZON HI-TECH SOFT SYSTEMS
ABOUT HORIZON HI-TECH SOFT SYSTEMS
Horizon Hi-Tech Soft Systems is a leading-edge Web Application Development and Digital Marketing Company committed to provide a wide array of reliable, innovative and cost-effective digital services to clients across the globe. As a diverse digital services company, Horizon Hi-Tech Soft Systems offers an entire gamut of services under one roof - ranging from CMS website development, custom web application development Search Engine Optimization and other digital marketing services
Nursing Process
The nursing process is a systematic, cyclical approach to planning and providing patient care. It consists of five core phases - assessment, diagnosis, planning, implementation, and evaluation. Assessment involves collecting patient data through various methods like interviews, examinations, and record reviews. Diagnosis identifies the patient's actual or potential health problems. Planning develops goals and interventions. Implementation puts the care plan into action. Evaluation assesses the patient's response to interventions and progress toward goals. The nursing process provides structure and organization to nursing care and aims to promote optimal patient outcomes.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One ...
01232014 IFSM 305 – Case Study Description Page 1 U.docx
01/23/2014 IFSM 305 – Case Study Description Page | 1
UMUC Family Clinic Case Study
In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom
Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal
medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has
two nurses, Vivian and Manuella, to help him. Usually, one day nurse takes care of the front desk while
the other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk
duties include all administrative work from answering the phone, scheduling appointments, taking
prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is
Manuella who takes care of the front desk and all office work. The two nurses are constantly busy and
running around and patients are now accustomed to a minimum 1-2 hour wait before being seen. And if
one nurse is absent, the situation is even worse in the clinic. The clinic has 3 examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Martin knows that this will increase the admin overhead and the 2 nurses will not be able to manage any
additional admin work. He faces several challenges and cannot afford to hire any additional staff for
admin so the owner has to optimize his admin and clinical operations. The practice is barely covering the
expenses and salaries at the moment.
Dr. Martin’s practice operation is all paper-based with paper medical records filling his front desk shelves.
The only software the doctor has on his front office computer is an appointment scheduling software.
Even billing insurance companies is done in a quasi-manual way. For billing insurance, the front office
nurse has to fax all the needed documentation to a
third party medical billing company at the end of the
day. The medical billing company then submits the claim to the insurance company and bills the patient.
The clinic checks the status of the claims by logging into the medical billing system, through a login that
the medical billing company has provided the clinic to access its account. There is no billing software
installed at the practice, but the nurses open Internet Explorer to the URL of the medical billing company
and then use the login provided by the third party medical billing company. Of course, the medical billing
company takes a percentage of the amount that the clinic is reimbursed by the insurance. The medical
practice does not have a Web site, and essentially still operates the same as it did in 1980.
One problem that you notice immediately is that there is no quick way to check patients in and if the
nurse i ...
Health information management for non ict professionals
In the growth of scientific medicine, Medical Records (now called, Health Information) have played an important role as a tool and basis for planning patient care besides Medical Education, Research and Legal protection. Manual Medical Records have undergone tremendous transformations as the healthcare policy makers and healthcare providers have realized that good healthcare could be possible only when scientific, comprehensive and integrated Medical Records are maintained from birth to death including birth information, immunizations, child growth and periodic health problems and remedies provided.
EA7. [ra 7.3 Record the following transactions in the cash receipts j.pdf
EA7. [ra 7.3 Record the following transactions in the cash receipts journal. Jun. 12 Your
company received payment in full from jolie Inc. in the amount of $1,225 for merchandise
purchased on june 4 for $1,250, invoice number #1032. Jolie Inc. was offered terms of 2/10,n/30.
Record the payment. Jun. 15 Portman Inc. mailed you a check for $2500. The company paid for
invoice \#1027, dated June 1 , in the amount of $2,500, terms offered 3/10,n/30. Jun. 17 Your
company received a refund check (its check \#12440) from the State Power Company because
you overpaid your electric bill. The check was in the amount of \$72. The Utility Expense
account number is #450. Record receipt of the refund..
Dominic races through the streets of Los Angeles in his Dodge Charger.pdf
Dominic races through the streets of Los Angeles in his Dodge Charger. He must choose one of
four streets-A, B, C, or D-to turn down to evade the police, who are pursuing him because he has
been caught street racing. Dominic's notorious rival Deckard Shaw is simultaneously debating
whether to use explosives to thwart Dominic's escape. The payoffs are as follows. A. Let p
denote the probability that Shaw will use explosives. Explain what Dominic should do i) if
p<1/3, ii) if p=1/3, and iii) if p>1/3 ? B. Are there any routes Dominic should not take regardless
of the value of p ? Explain. C. Find a Nash equilibrium in which one player plays a pure strategy
and the other plays a (nondegenerate) mixed strategy. D. Find a different mixed-strategy Nash
equilibrium in which the pure strategy from part C is assigned zero weight. E. Are there any
other pure- or mixed-strategy Nash equilibria? Explain.
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The document is a presentation about polyclinic waiting time problems and solutions at Tawam Hospital in the UAE. It introduces the presenter and states that the presentation will be divided into four parts: an overview, study results, current and proposed processes, and recommendations/conclusions. It provides background on Tawam Hospital and defines waiting time. It discusses implementation of a Health Information System (HIS) and benefits, as well as research aims, methodology involving questionnaires, and results showing specialists are satisfied with HIS but it is not the main cause of delays. Results of patient questionnaires show waiting times at various stages with most waiting over 60 minutes for required service.
Citrix Clinical Mobile Workspace Solution
- The document discusses how a clinical mobile workspace solution from Citrix can transform healthcare by allowing clinicians to securely access patient information and collaborate from anywhere on any device.
- It provides scenarios that illustrate how mobility can increase productivity for clinicians like surgeons and improve the patient experience. It also helps healthcare managers operate more efficiently across multiple locations and enables IT staff to quickly provision new services.
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PRESENTATION ON HOSPITAL MANAGMENT.pptx
The document describes the key functions and modules of a hospital management system. It explains that a hospital management system helps manage patient data, appointments, staff, supplies, financial records, insurance details, laboratory reports, radiology reports and generates various reports. It also includes package and activity diagrams showing how the system handles checking stock, remote doctor-patient consultations, billing, payments and report making.
The Application of Data to Problem-SolvingIn the modern era, the.docx
The Application of Data to Problem-Solving
In the modern era, there are few professions that do not to some extent rely on data. Stockbrokers rely on market data to advise clients on financial matters. Meteorologists rely on weather data to forecast weather conditions, while realtors rely on data to advise on the purchase and sale of property. In these and other cases, data not only helps solve problems, but adds to the practitioner’s and the discipline’s body of knowledge.
Of course, the nursing profession also relies heavily on data. The field of nursing informatics aims to make sure nurses have access to the appropriate date to solve healthcare problems, make decisions in the interest of patients, and add to knowledge.
In this Discussion, you will consider a scenario that would benefit from access to data and how such access could facilitate both problem-solving and knowledge formation.
To Prepare:
Reflect on the concepts of informatics and knowledge work as presented in the Resources.
Consider a hypothetical scenario based on your own healthcare practice or organization that would require or benefit from the access/collection and application of data. Your scenario may involve a patient, staff, or management problem or gap.
By Day 3 of Week 1
Post
a description of the focus of your scenario. Describe the data that could be used and how the data might be collected and accessed. What knowledge might be derived from that data? How would a nurse leader use clinical reasoning and judgment in the formation of knowledge from this experience?
By Day 6 of Week 1
Respond
to at least
two
of your colleagues
* on two different days
, asking questions to help clarify the scenario and application of data, or offering additional/alternative ideas for the application of nursing informatics principles.
Click on the
Reply
button below to reveal the textbox for entering your message. Then click on the
Submit
button to post your message.
*Note:
Throughout this program, your fellow students are referred to as colleagues.
Will be posting additional discussion replies that will require two replies which will be included in this discussion post.
Each requires at least three references and all need to be in APA format.
Monicas discussion
Discussion #1- Initial Post
All healthcare workers are trained to share the common goal of providing the best quality of care to their patients. Regardless of what role one may serve on the multidisciplinary team, they all have an obligation to accurately assess the needs of the patient, to efficiently collect and record data, to contribute to diagnosing, and to treat/ evaluate properly. “Informatics blend technology and information to blend something new that people, organizations and society can make use of” (Laureate, 2018). Advancement in technologies such as, electronic health records (EHR), electronic medication administration records (EMARS), computerized physician order entry (COPOE) and.
Foreword Dr. Phillips
This document provides a summary and endorsement of the book "Hospitals and Healthcare Organizations [Management Strategies, Operational Techniques, Tools, Templates and Case Studies]" by David Edward Marcinko and Hope Rachel Hetico. The book provides a framework to help healthcare professionals evaluate their systems and improve efficiency without compromising quality care. It details how to maximize revenue by increasing efficiency across departments. The book is divided into sections on management fundamentals, policies and procedures, and strategies and execution, providing practical discussion, templates, checklists and case studies. The endorsement describes how applying the book's guidelines can help deliver quality, efficient and affordable care while maintaining financial viability.
Workflow RedesignAfter conducting a thorough gap analysis, the.docx
Workflow Redesign
After conducting a thorough gap analysis, the next step in the systems development life cycle (SDLC) is to target potential solutions to the gaps. There may be many potential solutions that can help to address workflow issues and inefficiencies, or there may be one seemingly obvious solution that could address almost all of the gaps in the current-state workflow. The challenge lies in selecting the most appropriate course of action from potential solutions that also works within organizational constraints.
In this Discussion, you revisit the scenarios from the Week 3 Discussion. You determine the possible avenues for workflow redesign and consider the constraints and factors that might impact your decision.
Scenario 1:
Stephanie is a nurse practitioner at Central Care Hospital who is often involved in administering prescribed medications for patients in the general care ward. When a physician sees a patient, he or she uses the hospital’s electronic health record (EHR) to document findings and recommendations for treatment but submits medication and drug orders by faxing prescriptions to the hospital’s pharmacy. Before Stephanie administers the medications from the pharmacy, she must cross-check the medication and dosage with the physician’s notes and patient information in the EHR. In doing so, Stephanie often identifies problems with the medication the physician prescribed; patients are sometimes prescribed a medication to which they have a known allergy or one that conflicts with another medication they are currently taking. In addition, the pharmacy sometimes sends the wrong medication or the wrong dosage. Furthermore, for patients who have been transferred from other parts of the hospital, such as the intensive care unit or the maternity ward, Stephanie often encounters duplicate drug orders or incorrect medications sent from the pharmacy.
Scenario 2:
General Health Hospital is implementing new outreach programs and preventative care support groups for patients with certain conditions or health risks, such as diabetes, smoking, and obesity. Philip, a nurse leader, is the manager of a team of nurses to organize these programs and groups and to identify patients who would be eligible and interested in being involved in these opportunities. However, Philip and his team have run into a variety of challenges and problems as they attempt to complete these tasks. In identifying patients to contact about the outreach programs and support groups, Philip’s team has had to browse the hospital’s entire electronic health record (EHR). The team has also run across significant holes in the EHR as they try to contact patients; many patients’ contact information is inaccurate or out of date. Furthermore, Philip’s team has partnered with the hospital’s Appointments Desk personnel in sending reminders about meeting dates and times to patients who express interest. However, the Appointments Desk often either neglects to send out these.
11292015 IFSM 305 – Case Study Page 1 UMUC Family .docx
11/29/2015 IFSM 305 – Case Study Page | 1
UMUC Family Clinic Case Study
In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom
Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal
medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has
two nurses, Vivian and Manuella, to help him. Usually, one nurse takes care of the front desk while the
other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk duties
include all administrative work from answering the phone, scheduling appointments, taking prescription
refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is Manuella who
takes care of the front desk and all office work. The two nurses are constantly busy and running around
and patients are now accustomed to a minimum 1-2 hour wait before being seen. And, if one nurse is
absent, the situation is even worse in the clinic. The clinic has three examination rooms so the owner is
now looking into bringing a new physician or nurse practitioner on board. This would help him grow his
practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr. Martin
knows that this will increase the administrative overhead and the two nurses will not be able to manage
any additional administrative work. He faces several challenges and cannot afford to hire any additional
staff, so Dr. Martin has to optimize his administrative and clinical operations. The practice is barely
covering the expenses and salaries at the moment.
Dr. Martin’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing
insurance, the front office nurse has to fax all the needed documentation to a third party medical billing
company at the end of the day. The medical billing company then submits the claim to the insurance
company and bills the patient. The clinic checks the status of the claims by logging into the medical
billing system, through a login that the medical billing company has provided the clinic to access its
account. There is no billing software installed at the practice, but the nurses open Internet Explorer to
the URL of the medical billing company and then use the login provided by the third party medical billing
company. Of course, the medical billing company takes a percentage of the amount that the clinic is
reimbursed by the insurance. Although the medical practice has the one PC with the scheduling software
and an internet connection, it does not have a Web site or any other technology, and essentially still
operates the same as it ...
Diary Of Medical Management Issues 1
This document discusses several issues in medical management and ways that computerized systems could help address them:
1) Current electronic medical records are more like notebooks than active management systems, leading to errors and inefficiencies. The author's company aims to develop "artificial intelligence" software to better utilize information.
2) Healthcare currently lacks upfront cost estimates, unlike other industries, leading to financial issues. All non-emergency services should provide estimates.
3) Online medical information raises security concerns but fingerprint/password access and encryption can protect data better than paper records.
That covers the high-level issues and goals discussed in the document in under 3 sentences.
Presenting Statistical Results for Decision MakingAt any enterpr.docx
Presenting Statistical Results for Decision Making
At any enterprise, statistical results can point the way to better decisions. This is especially true in health care, where trends or changes in patient care or results can have powerful effects on health care organizations — clinical effects, and financial effects. Knowing the facts about trends and changes is crucial to navigating them, which means that in many ways, statistical results are powerful tools.
But they’re less powerful if nobody understands them. More often than not, stakeholders in health care organizations are not well versed in statistics or data analysis. Especially for these stakeholders, it’s critical to make careful choices about which numbers to include — and how to talk about those numbers. Doing so helps you to present statistical results in a way that’s understandable and actionable even for those with less data literacy.
In this activity, you’ll have an opportunity to analyze a health trend at a large urban hospital, and to decide which results of the analysis are most important to communicate to the stakeholders concerned with it.St. Anthony Medical CenterYour Office
You are an analyst in the Quality Assurance department at St. Anthony Medical Center, a large hospital in Minneapolis, Minnesota. You have an email from David Brooks, the manager of Quality Assurance, in which he explains your next assignment.
EMAIL FROM DAVID BOOKS- QA MANAGER
Hello! So I’m aware that you’re relatively new around here, but I’ve got to pull you in on an important project. Here’s the short version, and I can answer questions later if this isn’t enough background.
Since you’re in health care, you must know that hospital-acquired conditions (HACs) are a big deal. Hospitals are designed from the ground up to minimize them, but the fact is that hospitals always have a lot of bugs floating around and that means they’re a constant danger. And while we try to minimize mistakes, health care professionals are human, and sometimes mistakes cause real problems.
The hospital’s board is getting worked up about them again, because we’ve had some high-profile cases where a patient went home and had to be readmitted because of a mistake or an infection they picked up while they were here. They’re worried about PR, of course, but they’re worried about patient outcomes, and — of course — financial reimbursement and penalties, too.
What I need you to do is start working on a presentation about HACs here, specifically as they relate to staffing levels and skill mix. That presentation should explain our recommendations to the board. You’ll want to include some statistics to bolster our case, so take a look at the AHRQ National Scorecard on Hospital-Acquired Conditions and the CMS Hospital-Acquired Conditions Reduction Program. Look at published research about the relationship between HACs and staffing levels, too.
Let’s get this right; this is our chance to get the board to understand that HACs will go dow ...
MHA6999 SEMINAR IN HEALTHCARE CASES-- WEEK 2 LECTURE, DISCUSSION,
MHA6999 SEMINAR IN HEALTHCARE CASES-- WEEK 2 LECTURE, DISCUSSION, AND PROJECT INSTRUCTIONS
Page | 1
Quality
Nearly fifteen years ago, the Institute of Medicine published the “To Err Is Human” report, which exposed the substantial impact of medical errors in the US healthcare system and called for a dramatic system change, including an improved understanding of those errors (McCarthy, Tuiskula, Driscoll, & Davis, 2017). Medical errors are considered to be failure to achieve the original goal or plan of action, and these errors may range from a patient falls to a mistake in the operating room. Not only do medical errors cause harm to the patient and jeopardize the patient’s trust, but they also cause a financial strain for the health system (“To Err is Human,” 1999). One of the contributing factors to medical errors is the lack of effective communication between doctors who are treating the same patient. This results in healthcare providers overprescribing medications for patients as well as increases the possibility of a patient having unnecessary tests or procedures performed. The report’s four-tiered approach includes:
· Focusing on creating a stronger foundation of education on patient safety
· Mandating a nationwide reporting system to encourage timely reporting of errors
· Increasing the standards of performance for healthcare providers
· Taking advantage of the security that safety systems offer (“To Err is Human,” 1999)
Creating a strong educational foundation for patient safety is most important. Healthcare personnel are much more likely to actively participate in reporting systems, encourage one another to perform at a higher level, and take advantage of safety systems when they are well educated on patient safety and the implications of medical errors. The reporting system seems to provide the least amount of impact on patient safety as they can result in losing patient trust in certain healthcare systems. The healthcare system as a whole has made progress in establishing a safe environment for patients when they are in need of care.
Challenges for Patient Safety and Steps for Improvement
Despite continuing evidence of problems in patient safety and gaps between the care that patients receive and the evidence about what they should receive, efforts to improve quality in healthcare show mostly inconsistent and patchy results.
Tap each image to know more.
Data Collection and Monitoring Systems
This always takes much more time and energy than anyone anticipates. It is worth investing heavily in data from the outset. Assess local systems, train people, and have quality assurance.
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Overcoming a perceived lack of ownership and professional or disciplinary boundaries can be very difficult. Clarify who owns the problem and solution, agree roles and responsibilities at the outset, work to common goals, and use shared language.
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Healthcare
The document discusses features of a Hospital Management System including sections for doctors, staff, and patients. It provides details on how each user type can access patient information, manage appointments and prescriptions, perform billing tasks, generate reports, and view lab results. Specifications for the server requirements and guidelines for the system design are also outlined to ensure efficiency, security, and ease of use.
Healthcare copy
HOSPITAL MANAGEMENT SYSTEM SOFTWARE
There has been a significant change which has occurred in the past year or so. The healthcare industry, and particularly acute care facilities, in the midst of a flurry of merger and acquisition activity, has discovered as a whole they lack the ability to move quickly internally to assimilate new systems and to adapt to the changing environment. Quite inefficient and labor-intensive business processes are still being used.
We have seen a rapid advancement in application of information technology to almost every sector of industries. The explosion of Internet growth fuelled by the so-called killer application - the World Wide Web, further accelerates this advancement.
The Hospital Management System ultimately combine electronic copies of all documents created from admission to discharge with electronic reports, usually clinical testing or billing information, into a single electronic folder. They reduce labor, eliminate lost files and ‘loose sheets,’ improve access to authorized users, increase security and provide documentation for claims more quickly.
This scenario has rendered the almost impossible task of integrating and seamlessly managing patient’s record across hospitals, clinics and between countries or states.
Hospital Management System is a Medical office on-line. It is a custom web site for each physician’s office. Hospital Management System offers a web application that handles every task for a physician’s office. These tasks include billing, appointment scheduling, writing prescriptions, maintaining charts and notes, keeping lab results & X-rays, etc.
In addition to providing access to the office staff and the physician, Hospital Management System also offers controlled access to others. Patients, pharmacists, drug company representatives, and other people could access Hospital Management System to perform various tasks that would otherwise have to be performed by the physician’s office. MD Offices that subscribe to Hospital Management System would benefit from increased productivity.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two nurses, Vivian and Maria, to help him. Usually, one nurse takes care
of the front desk while the other nurse assists the doctor during the patient visits. They rotate duties each
day. Front desk duties include all administrative work from answering the phone, scheduling appointments,
taking prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it
is Maria who takes care of the front desk and all office work. The two nurses are constantly busy and
running around, and patients are now accustomed to a minimum 1-2 hour wait before being seen. If one
nurse is absent, the situation is even worse in the clinic. The clinic has three examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Thompson knows that this will increase the administrative overhead and the two nurses will not be able to
manage any additional administrative work. He faces several challenges and cannot afford to hire any
additional staff, so Dr. Thompson has to optimize his administrative and clinical operations. The practice
is barely covering the expenses and salaries at the moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
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Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One problem that is immediately noticeable is ...
TQM Charting Practice.pdf
The TQM team at ESKCC health center clinic analyzed patient complaint data and the patient review process to identify areas for improvement. A Pareto chart showed that the top complaint was related to quality of service. A control chart for waiting time found it exceeded limits. A fishbone diagram identified causes for long wait times. The team mapped the patient flow process and found it added complexity. Recommendations included streamlining registration, prioritizing high-risk patients, and improving communication.
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Nursing Process
The nursing process is a systematic, cyclical approach to planning and providing patient care. It consists of five core phases - assessment, diagnosis, planning, implementation, and evaluation. Assessment involves collecting patient data through various methods like interviews, examinations, and record reviews. Diagnosis identifies the patient's actual or potential health problems. Planning develops goals and interventions. Implementation puts the care plan into action. Evaluation assesses the patient's response to interventions and progress toward goals. The nursing process provides structure and organization to nursing care and aims to promote optimal patient outcomes.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One ...
01232014 IFSM 305 – Case Study Description Page 1 U.docx
01/23/2014 IFSM 305 – Case Study Description Page | 1
UMUC Family Clinic Case Study
In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom
Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal
medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has
two nurses, Vivian and Manuella, to help him. Usually, one day nurse takes care of the front desk while
the other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk
duties include all administrative work from answering the phone, scheduling appointments, taking
prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is
Manuella who takes care of the front desk and all office work. The two nurses are constantly busy and
running around and patients are now accustomed to a minimum 1-2 hour wait before being seen. And if
one nurse is absent, the situation is even worse in the clinic. The clinic has 3 examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Martin knows that this will increase the admin overhead and the 2 nurses will not be able to manage any
additional admin work. He faces several challenges and cannot afford to hire any additional staff for
admin so the owner has to optimize his admin and clinical operations. The practice is barely covering the
expenses and salaries at the moment.
Dr. Martin’s practice operation is all paper-based with paper medical records filling his front desk shelves.
The only software the doctor has on his front office computer is an appointment scheduling software.
Even billing insurance companies is done in a quasi-manual way. For billing insurance, the front office
nurse has to fax all the needed documentation to a
third party medical billing company at the end of the
day. The medical billing company then submits the claim to the insurance company and bills the patient.
The clinic checks the status of the claims by logging into the medical billing system, through a login that
the medical billing company has provided the clinic to access its account. There is no billing software
installed at the practice, but the nurses open Internet Explorer to the URL of the medical billing company
and then use the login provided by the third party medical billing company. Of course, the medical billing
company takes a percentage of the amount that the clinic is reimbursed by the insurance. The medical
practice does not have a Web site, and essentially still operates the same as it did in 1980.
One problem that you notice immediately is that there is no quick way to check patients in and if the
nurse i ...
Health information management for non ict professionals
In the growth of scientific medicine, Medical Records (now called, Health Information) have played an important role as a tool and basis for planning patient care besides Medical Education, Research and Legal protection. Manual Medical Records have undergone tremendous transformations as the healthcare policy makers and healthcare providers have realized that good healthcare could be possible only when scientific, comprehensive and integrated Medical Records are maintained from birth to death including birth information, immunizations, child growth and periodic health problems and remedies provided.
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352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
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352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
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What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
Doctors Office Visit Narrative Doctor Healy and her administra.pdf
- 1. Doctor's Office Visit Narrative Doctor Healy and her administrative assistant Mrs. Helper run a doctor's clinic. Dr. Healy treats patients and Mrs. Helper handles all of the administrative work and manages all the information. Dr. Healy also employs Mrs. Buchbinder, an accountant, who works onsite twice a week and takes care of all accounting needs of the office (including billing). When a patient comes to the office, they approach Mrs. Helper who searches for and finds the patient's record in the medical office AIS database and verifies that all the information is correct and up-to-date. She also records today's visit in the medical office AIS. After that, the patient walks to an examination room where they wait for Dr. Healy. Upon entering the exam room, Dr. Healy reviews the patient's recent history in the electronic medical record and asks the patient about their current concerns. As the patient talks, Dr. Healy types in the concerns, and the information is added to the patient's medical record. After conducting her examination of the patient, the doctor uses her professional judgement and information from the online resource "MedWEB" to propose the best course of action for the patient. She types in her treatment plan, and it is added to the patient's medical record. The doctor also types in administrative information about today's visit, including the medicines she will prescribe (if any) to the patient. The doctor prints a summary of the visit, hands it to the patient, and walks the patient out. The administrative assistant accesses the information in the system. She marks the visit as complete and ready for billing. If Dr. Healy prescribed any medicines to the patient, then Mrs. Helper faxes the new prescription to the patient's pharmacy on file. 1. Read the narrative and break the process down step-by-step using the table (you should have AT LEAST one row per employee). 2. After reviewing this process, write at least three sentences about an area you feel technology could further improve the efficiency or accuracy of this process. 3. There exists a data integrity risk through unauthorised editing of patient data. The same administrative assistant is able to edit the information for a patient as the one who checks the patient in and out. Conduct a risk assessment (cost benefit analysis) and in a paragraph below explain your conclusion. Should a control be implemented to address this risk? If not, why? If so, what control and why? (Hint: Discuss cost of the risk vs cost of the control, likelihood and impact of the risk)