Poster MedInfo 2013 Wiggers et al. definitief
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The document discusses changes needed to implement a patient self-management system called MyCARDSS in cardiac rehabilitation clinics. It found that using MyCARDSS would increase the complexity of current workflows in three ways: (1) not all patients will use MyCARDSS, (2) it transfers tasks from professionals to patients, and (3) information in MyCARDSS must be synchronized with the electronic patient record system used by professionals. A generic workflow model was created and validated through interviews. It identified modifications required, such as patients filling out questionnaires via MyCARDSS instead of on paper. The goal is for MyCARDSS to advise patients on personal goals and interventions during and after rehabilitation.
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![Introduction Results
Conclusion
Changes in the cardiac rehabilitation workflow process
needed for the implementation of a patient self-
management system
Anne-Marieke Wiggers, Sandra Vosbergen, Roderik Kraaijenhagen, Monique Jaspers, Niels Peek
Department of Medical Informatics, Academic Medical Center, Amsterdam, The Netherlands; j.m.wiggers@amc.uva.nl
The Dutch guidelines on Cardiac
Rehabilitation (CR) state that professionals
should conduct a patient needs
assessment procedure. In this assessment
100 data items are gathered to compile an
individualized rehabilitation programme.
To promote patient self-management and
to increase efficiency of clinical
consultations, a web-based
self-management system, called
MyCARDSS, was developed in which
patients enter these data themselves.
It complements an existing electronic
patient record (EPR) system that is used by
professionals. This EPR system with
decision support facilities was
implemented in Dutch CR clinics and was
proven to increase guideline adherence
among CR professionals.
Methods
A generic workflow model was
created after visiting three hospitals.
This model was validated in
interviews with care providers
involved.
In collaboration with several CR
professionals it was described which
modifications to current care
processes are needed to implement
MyCARDSS.
It was found that the implementation of
the self-management system will increase
the complexity of current care processes
because:
A) not all patients will use MyCARDSS.
B) there is a transfer of tasks and
responsibilities from professionals to
patients.
C) information in MyCARDSS needs to be
synchronized with the EPR system for
professionals.
Implementation of a self-management system can increase the complexity of existing working procedures. In the future MyCARDSS will be
used as a self-management system during and after CR by advising patients with regard to personal goals and interventions.
Objective
Investigating which adaptations to existing care processes are needed in order to
implement a web-based patient self-management system
Workflow model of current situation and the modifications (in grey) needed to implement MyCARDSS
The web-based self-management system MyCARDSS
Discharge after
hospitalisation
for a cardiac
event
Make decision
clinic/online
Fill in questionnaire
on paper
Fill in
questionnaire
in MyCARDSS
Send given answers
to EPR record
Give
therapyplan
Open EPR record
and take
questionnaires
over in EPR system
during visit
Discuss
therapyplan in
multidisciplinair
team
Start with CR
Monitor the
patient
during CR
Evaluate CR
Evaluate CR in
follow up
evaluation
Keep using
MyCARDSS
Create EPR
record
A
B
C
[Questionnaires
not filled in]
Admission
to hospital
[Answers not
available]
[Answers
available]
[Questionnaires
are filled in]
[Decision online]
[Decision clinic]
Blue lines: current care process; red lines: care process with MyCARDSS](https://image.slidesharecdn.com/9311fc84-26ed-4e78-bffb-69748dde39f4-160704095135/85/Poster-MedInfo-2013-Wiggers-et-al-definitief-1-320.jpg)
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Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
Introduction to Reliability
This document discusses reliability in healthcare and strategies to improve it. It defines reliability as the consistency of achieving intended outcomes. Processes can be measured on a scale of reliability from 10-1 to 10-6. Strategies to improve reliability include preventing failures through standardization, identifying and mitigating failures through redundancy and decision aids, and redesigning systems based on understanding failure modes. Bundles, or groups of interventions that improve outcomes when implemented together, can also enhance reliability. The example of a diabetes care bundle includes various tests and education.
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Health IT Summit Houston 2014 - Case Study "EHR Optimization for Organization...
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iHT2 case studies and presentations illustrate challenges, successes and various factors in the outcomes of numerous types of health IT implementations. They are interactive and dynamic sessions providing opportunity for dialogue, debate and exchanging ideas and best practices. This session will be presented by a thought leader in the provider, payer or government space.Optimising the Model of Care for Patient Management at The Tweed Cancer Care ...
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The document describes the implementation of a morning handover process utilizing the MOSAIQ electronic medical record (EMR) system at the Tweed Cancer Care and Haematology Unit. An evaluation found the EMR handover process improved staff satisfaction, coordination of patient care, and reduced incidents. It was concluded the handover process meets national standards and could benefit other ambulatory care units utilizing EMRs.Presentation
The document discusses a study conducted on the implementation of a Hospital Information System (HIS) at the National Heart Institute in India. The study aimed to analyze changes in outpatient department workflows, perform data mapping between existing and new electronic systems, and enrich the electronic masters. Key findings included improved patient registration times and billing processes as well as faster information flow across departments after HIS implementation. The document also describes various components of developing and implementing the computerized HIS including system analysis, design, testing and evaluation.
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Computer technology was introduced to nursing in the 1960s in response to advances in healthcare IT. Over the following decades, nursing saw major developments including the approval of nursing informatics as a specialty, the rise of electronic health records, standardized nursing terminologies, and the integration of IT into various areas of nursing practice, education, administration and research. Key milestones were the development of early hospital information systems and ambulatory care applications, as well as initiatives to standardize nursing data and practice.
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Bar-Coded Medication Administration
hange—savored by some and feared by many.
How do you as nurse leaders use your
knowledge and insight to move forward and transfer
your vision for quality and safety into reality? What do
you need to do to get key stakeholders on the bus and,
in some cases, even drive the bus? The roadmap for
planned change allows for an infrastructure of thought
brought to increase the likelihood for successful
change. Successful change is important to our patients
and to us as providers of that care.
This article, the second of a two-part series,
focuses on the application of change theory and the
elements of project management most critical to
successfully implementing a bar-coded medication
administration (BCMA) program. Examples will be
from one hospital’s experience, Saint Francis Medical
Center in Grand Island, Nebraska, to a health
system’s (Catholic Health Initiatives, Denver, Colorado)
approach to planning for 30 hospitals.
The definition of the BCMA program includes a
consistent, integrated information technology strategy,
with a focus on point-of-care BCMA to ensure that the
right person receives the right medication, in the right
dosage, via the right route, at the right time (five
rights). The bar code on medication is scanned before
administration to patients.
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April 200932 Nurse Leader
Nurse Leader 33www.nurseleader.com
APPLICATION OF CHANGE THEORY AND
PROJECT MANAGEMENT
The first article discusses concepts and tools of both change
leadership and project management that lend support in plan-
ning and managing large- or small-scale change. Change lead-
ership is a common methodology of theory and tools that,
when used routinely, are central to integrating a change man-
agement model with the people side of change.
Project management is an application of knowledge, skills,
tools, and techniques customized to the initiative.The project
management elements discussed in the first article that are
most critical to successfully implementing planned change are
project charter, project budget and budget management, proj-
ect plan and schedule management, project staff organization,
project communications management, and project risk and
issue management.
CURRENT STATE ANALYSIS
Changing a process as complex as BCMA can and will
impact a variety of stakeholders. It is important to review
the process of medication administration from the time the
medication enters the facility through the time that the med-
ication is billed to the patient. Employees working in depart-
ments that will experience change with BCMA need to
know that their role is important and that their viewpoint
is valued.
Leadership
The chief nursing officer and vice president of ancillary services
were the executive cosponsors of the project.There was a
BCMA stee ...
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This PPT explains about how Singapore is using IT in healthcare, Integrated Health Information Systems, Singapore's Shifting Demographics and 2020 Master Plan. For more information visit: http://www.transformhealth-it.org/
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hange—savored by some and feared by many.
How do you as nurse leaders use your
knowledge and insight to move forward and transfer
your vision for quality and safety into reality? What do
you need to do to get key stakeholders on the bus and,
in some cases, even drive the bus? The roadmap for
planned change allows for an infrastructure of thought
brought to increase the likelihood for successful
change. Successful change is important to our patients
and to us as providers of that care.
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elements of project management most critical to
successfully implementing a bar-coded medication
administration (BCMA) program. Examples will be
from one hospital’s experience, Saint Francis Medical
Center in Grand Island, Nebraska, to a health
system’s (Catholic Health Initiatives, Denver, Colorado)
approach to planning for 30 hospitals.
The definition of the BCMA program includes a
consistent, integrated information technology strategy,
with a focus on point-of-care BCMA to ensure that the
right person receives the right medication, in the right
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rights). The bar code on medication is scanned before
administration to patients.
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April 200932 Nurse Leader
Nurse Leader 33www.nurseleader.com
APPLICATION OF CHANGE THEORY AND
PROJECT MANAGEMENT
The first article discusses concepts and tools of both change
leadership and project management that lend support in plan-
ning and managing large- or small-scale change. Change lead-
ership is a common methodology of theory and tools that,
when used routinely, are central to integrating a change man-
agement model with the people side of change.
Project management is an application of knowledge, skills,
tools, and techniques customized to the initiative.The project
management elements discussed in the first article that are
most critical to successfully implementing planned change are
project charter, project budget and budget management, proj-
ect plan and schedule management, project staff organization,
project communications management, and project risk and
issue management.
CURRENT STATE ANALYSIS
Changing a process as complex as BCMA can and will
impact a variety of stakeholders. It is important to review
the process of medication administration from the time the
medication enters the facility through the time that the med-
ication is billed to the patient. Employ.
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Bad Bed Management, Advanced Business Process Management Project
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Industry Perspectives and Future Trends in Population Health
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Bad Bed Management, Advanced Business Process Management Project
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Poster MedInfo 2013 Wiggers et al. definitief
- 1. Introduction Results Conclusion Changes in the cardiac rehabilitation workflow process needed for the implementation of a patient self- management system Anne-Marieke Wiggers, Sandra Vosbergen, Roderik Kraaijenhagen, Monique Jaspers, Niels Peek Department of Medical Informatics, Academic Medical Center, Amsterdam, The Netherlands; j.m.wiggers@amc.uva.nl The Dutch guidelines on Cardiac Rehabilitation (CR) state that professionals should conduct a patient needs assessment procedure. In this assessment 100 data items are gathered to compile an individualized rehabilitation programme. To promote patient self-management and to increase efficiency of clinical consultations, a web-based self-management system, called MyCARDSS, was developed in which patients enter these data themselves. It complements an existing electronic patient record (EPR) system that is used by professionals. This EPR system with decision support facilities was implemented in Dutch CR clinics and was proven to increase guideline adherence among CR professionals. Methods A generic workflow model was created after visiting three hospitals. This model was validated in interviews with care providers involved. In collaboration with several CR professionals it was described which modifications to current care processes are needed to implement MyCARDSS. It was found that the implementation of the self-management system will increase the complexity of current care processes because: A) not all patients will use MyCARDSS. B) there is a transfer of tasks and responsibilities from professionals to patients. C) information in MyCARDSS needs to be synchronized with the EPR system for professionals. Implementation of a self-management system can increase the complexity of existing working procedures. In the future MyCARDSS will be used as a self-management system during and after CR by advising patients with regard to personal goals and interventions. Objective Investigating which adaptations to existing care processes are needed in order to implement a web-based patient self-management system Workflow model of current situation and the modifications (in grey) needed to implement MyCARDSS The web-based self-management system MyCARDSS Discharge after hospitalisation for a cardiac event Make decision clinic/online Fill in questionnaire on paper Fill in questionnaire in MyCARDSS Send given answers to EPR record Give therapyplan Open EPR record and take questionnaires over in EPR system during visit Discuss therapyplan in multidisciplinair team Start with CR Monitor the patient during CR Evaluate CR Evaluate CR in follow up evaluation Keep using MyCARDSS Create EPR record A B C [Questionnaires not filled in] Admission to hospital [Answers not available] [Answers available] [Questionnaires are filled in] [Decision online] [Decision clinic] Blue lines: current care process; red lines: care process with MyCARDSS