The Remote Patient Monitoring (RPM) system at Mayo Clinic allows doctors to monitor patients' health from a distance. It involves collecting biometric data from patients through mobile devices and transmitting it to medical practitioners. Mayo Clinic developed its RPM system to address issues like rising patient admissions, high emergency room visits, and the need to improve access to specialty care. The system is managed by the Center for Connected Care and involves training for medical staff. Strict security and privacy measures protect patient data collected by the RPM system.
This is the slide deck from the first lecture of the Consumer Health Informatics and Web 2.0 in Healthcare course at Nova Southeastern University. The course is taught by CCHIR faculty and guest lecturers. This deck is from the pharmacy version of the course.
This is the slide deck from the first lecture of the Consumer Health Informatics and Web 2.0 in Healthcare course at Nova Southeastern University. The course is taught by CCHIR faculty and guest lecturers. This deck is from the pharmacy version of the course.
Top 5 Telemedicine Regulatory Hurdles To OvercomeVSee
For more information please visit: https://vsee.com/blog/top-5-telemedicine-regulatory-hurdles-to-overcome/
For other webinars:
https://vsee.com/webinars/
Or join our Linkedin Group: https://www.linkedin.com/groups/Telehealth-Failures-Secrets-Success-13500037/about
Or Join our Facebook Group:
https://www.facebook.com/groups/tfssgroup/?ref=group_cover
Presentation of Top 10 eHealth & Healthcare trends presented at IDC Content Management Evolution 2014: Portals, Mobile and Social. Madrid (Spain), 11th of March 2014. www.cesaralonso.com
Better Together: 2019 Patient Services Survey - Country Resultsaccenture
Accenture Life Sciences survey of 4,000 patients across four countries and three conditions reveals how patients use and value services from patient organizations. Explore the unique differences by country. Visit https://accntu.re/2Y9CGqw to learn more.
The creation of holistic healthcare ecosystems under the moniker of Talent Management will roll-up CME providers into a few large one-stop shops. Current CME providers will either be acquired or marginalized as these new ecosystems in Talent Management begin to make use of big data to create efficiencies and capabilities never before imagined.
I was asked by the US Commerce department to attend and present at a roundtable that took place in Sofia, Bulgaria on February 27th. This roundtable included people from president's office, National Healthcare Fund, Patient Groups and key vendors. Bulgaria had many efforts to kickstart eHealth. This was an overview of US legislation and lessons learned as well as a look forward into healthcare innovation trendds
12SWOT Analysis of Sinai HospitalOlufunmil.docxdrennanmicah
12
SWOT Analysis of Sinai Hospital
Olufunmilayo Adeleke
Walden University
SWOT ANALYSIS
Strengths
· High performance in heart bypass surgery, heart failure, and hip replacements.
· Support of the Jewish community
· Safety of care and use of medical imaging is above the national average
Weaknesses
· High Patient Acuity
· Short Staffed
· Poor Management
Opportunities
· Lack of dominant competition
· Support of Jewish Community and philanthropist
· Shortage of healthcare services in the area
Threats
· Loss of key staff or associates
· Development of new technology by competitors
INTENDED MARKET AND STRENGTHS
Sinai Hospital was founded in 1866 as a Hebrew Asylum and Hospital. It is a Jewish sponsored nonprofit/ acute care hospital that provides care for all people. It is a healthcare organization that seeks to provide highly personalized and professional health care for all people. Its mission is to provide quality patient care, teaching, and research for the betterment of healthcare. It is an average ranking hospital in the Baltimore Maryland area that is well known for its high performance in heart bypass surgery, heart failure, and hip replacements. These procedures attract Baltimore’s older population to this hospital and become the hospital most remarkable areas of care and service. Another important finding is that the safety of care and efficient use of medical imaging at Sinai hospital is above the national average (Medicare.gov, 2018). The outpatient imaging efficiency measure used by Medicare for Sinai hospital focuses on the availability of the following goals at a given hospital; protecting patient’s safety while being exposed to radiation and other risks, avoiding unnecessary testings for patients and ensuring proper screening tests like mammograms are done to ensure a problem is not passed over (lifebridge.com, 2018).
Sinai hospital is also a teaching hospital that consists of 130 highly trained physicians in the ten departments that specialize in more than 20 different division. Sinai is also accredited by six important healthcare accreditation including radiology, pathology, and surgery. It is one of the hospitals affiliated with LifeBridge health and gets funding directly from philanthropists who offer charitable fits to help fund facility expansion, new technology, patient care, and programs to serve the Baltimore community better. Since it is a Jew founded the hospital, it can be argued that the concept of Tzedakah amongst the Jews allows the hospital to be a recipient of charity as it is a form of social justice which the Jews believe that the donor benefits more from giving than the actual recipient (Degroot, n.d). Overall Sinai outshines its other counterparts because of its ranked medical services and high performance in heart and hip surgeries (lifebridge.com, 2018).
WEAKNESSES
While Sinai hospital possesses great surgically skilled physicians, it lacks skillful managemen.
Please follow instructions carefully. Thank you so kindly. Ass.docxmattjtoni51554
Please follow instructions carefully. Thank you so kindly.
Assignment 1 “Changes in Human Resource Management (HRM) and Employment Law" Please respond to the following: 1 and ½ half pages with references
· Based on the assigned chapters this week, identify three (3) key changes that have advanced HR and provide a justification to support your selection.
· From this week’s assigned reading, choose one (1) historical government HR regulation enacted and elaborate on how this new mandate affected all stakeholders involved. Recall stakeholders in any industry, and cover those directly involved and their communities.
Assignment 2 "Human Resources Activities and Relationships" Please respond to the following:
1 and ½ half pages with references
· Considering the services provided by a hospital HR department, how do most HR specialists deal with employee scarcity like nursing shortages when trying to hire the best professionals?
· What leadership and management skill sets are useful for retaining good employees and deferring employee turnover?
Assignment 3
Job Descriptions and Employee Training and Development" Please respond to the following:
2 pages with references
· Go to the Joint Commission’s Website located at http://www.jointcommission.org/standards_information/jcfaq.aspx. At “Standards FAQs,” select a field-related manual category from the drop-down list, type in “human resources” in the “Optional Keyword” box, and then click the “Go” button. Next, provide an example of how the Joint Commission has influenced a specific function of HR in a healthcare organization.
· Recommend a specific employee training method that you think would be most effective for a healthcare organization, and determine one advantage and one disadvantage of your chosen training method. Provide support for your rationale.
The New Focus on Quality and Outcomes
Introduction
In 1999, the Institute of Medicine (IOM) published a groundbreaking analysis of the impact of medical errors on the health care delivery system and the patients it serves. The analysis, published as "To Err is Human: Building a Safer Healthcare System," concluded that medical errors resulted in up to 98,000 patient deaths in American hospitals every year. This report hit the national press and participants in the health care system and the political system with the force of a large bomb. Since that time, hospitals and other health care entities have refocused their attention on quality, errors, and patient safety in an unprecedented way, urged on by public outcry and by federal and state efforts to compel improvements in the health care system. Such entities as the Institute for Healthcare Improvement (www.ihi.org) the National Quality Forum (www.qualityforum.org), and the Institute of Medicine (www.iom.edu) have all emerged as champions of quality and safety initiatives, offering training, resources, access to best practices, and data collection strategies to move the cause of quality.
Top 5 Telemedicine Regulatory Hurdles To OvercomeVSee
For more information please visit: https://vsee.com/blog/top-5-telemedicine-regulatory-hurdles-to-overcome/
For other webinars:
https://vsee.com/webinars/
Or join our Linkedin Group: https://www.linkedin.com/groups/Telehealth-Failures-Secrets-Success-13500037/about
Or Join our Facebook Group:
https://www.facebook.com/groups/tfssgroup/?ref=group_cover
Presentation of Top 10 eHealth & Healthcare trends presented at IDC Content Management Evolution 2014: Portals, Mobile and Social. Madrid (Spain), 11th of March 2014. www.cesaralonso.com
Better Together: 2019 Patient Services Survey - Country Resultsaccenture
Accenture Life Sciences survey of 4,000 patients across four countries and three conditions reveals how patients use and value services from patient organizations. Explore the unique differences by country. Visit https://accntu.re/2Y9CGqw to learn more.
The creation of holistic healthcare ecosystems under the moniker of Talent Management will roll-up CME providers into a few large one-stop shops. Current CME providers will either be acquired or marginalized as these new ecosystems in Talent Management begin to make use of big data to create efficiencies and capabilities never before imagined.
I was asked by the US Commerce department to attend and present at a roundtable that took place in Sofia, Bulgaria on February 27th. This roundtable included people from president's office, National Healthcare Fund, Patient Groups and key vendors. Bulgaria had many efforts to kickstart eHealth. This was an overview of US legislation and lessons learned as well as a look forward into healthcare innovation trendds
12SWOT Analysis of Sinai HospitalOlufunmil.docxdrennanmicah
12
SWOT Analysis of Sinai Hospital
Olufunmilayo Adeleke
Walden University
SWOT ANALYSIS
Strengths
· High performance in heart bypass surgery, heart failure, and hip replacements.
· Support of the Jewish community
· Safety of care and use of medical imaging is above the national average
Weaknesses
· High Patient Acuity
· Short Staffed
· Poor Management
Opportunities
· Lack of dominant competition
· Support of Jewish Community and philanthropist
· Shortage of healthcare services in the area
Threats
· Loss of key staff or associates
· Development of new technology by competitors
INTENDED MARKET AND STRENGTHS
Sinai Hospital was founded in 1866 as a Hebrew Asylum and Hospital. It is a Jewish sponsored nonprofit/ acute care hospital that provides care for all people. It is a healthcare organization that seeks to provide highly personalized and professional health care for all people. Its mission is to provide quality patient care, teaching, and research for the betterment of healthcare. It is an average ranking hospital in the Baltimore Maryland area that is well known for its high performance in heart bypass surgery, heart failure, and hip replacements. These procedures attract Baltimore’s older population to this hospital and become the hospital most remarkable areas of care and service. Another important finding is that the safety of care and efficient use of medical imaging at Sinai hospital is above the national average (Medicare.gov, 2018). The outpatient imaging efficiency measure used by Medicare for Sinai hospital focuses on the availability of the following goals at a given hospital; protecting patient’s safety while being exposed to radiation and other risks, avoiding unnecessary testings for patients and ensuring proper screening tests like mammograms are done to ensure a problem is not passed over (lifebridge.com, 2018).
Sinai hospital is also a teaching hospital that consists of 130 highly trained physicians in the ten departments that specialize in more than 20 different division. Sinai is also accredited by six important healthcare accreditation including radiology, pathology, and surgery. It is one of the hospitals affiliated with LifeBridge health and gets funding directly from philanthropists who offer charitable fits to help fund facility expansion, new technology, patient care, and programs to serve the Baltimore community better. Since it is a Jew founded the hospital, it can be argued that the concept of Tzedakah amongst the Jews allows the hospital to be a recipient of charity as it is a form of social justice which the Jews believe that the donor benefits more from giving than the actual recipient (Degroot, n.d). Overall Sinai outshines its other counterparts because of its ranked medical services and high performance in heart and hip surgeries (lifebridge.com, 2018).
WEAKNESSES
While Sinai hospital possesses great surgically skilled physicians, it lacks skillful managemen.
Please follow instructions carefully. Thank you so kindly. Ass.docxmattjtoni51554
Please follow instructions carefully. Thank you so kindly.
Assignment 1 “Changes in Human Resource Management (HRM) and Employment Law" Please respond to the following: 1 and ½ half pages with references
· Based on the assigned chapters this week, identify three (3) key changes that have advanced HR and provide a justification to support your selection.
· From this week’s assigned reading, choose one (1) historical government HR regulation enacted and elaborate on how this new mandate affected all stakeholders involved. Recall stakeholders in any industry, and cover those directly involved and their communities.
Assignment 2 "Human Resources Activities and Relationships" Please respond to the following:
1 and ½ half pages with references
· Considering the services provided by a hospital HR department, how do most HR specialists deal with employee scarcity like nursing shortages when trying to hire the best professionals?
· What leadership and management skill sets are useful for retaining good employees and deferring employee turnover?
Assignment 3
Job Descriptions and Employee Training and Development" Please respond to the following:
2 pages with references
· Go to the Joint Commission’s Website located at http://www.jointcommission.org/standards_information/jcfaq.aspx. At “Standards FAQs,” select a field-related manual category from the drop-down list, type in “human resources” in the “Optional Keyword” box, and then click the “Go” button. Next, provide an example of how the Joint Commission has influenced a specific function of HR in a healthcare organization.
· Recommend a specific employee training method that you think would be most effective for a healthcare organization, and determine one advantage and one disadvantage of your chosen training method. Provide support for your rationale.
The New Focus on Quality and Outcomes
Introduction
In 1999, the Institute of Medicine (IOM) published a groundbreaking analysis of the impact of medical errors on the health care delivery system and the patients it serves. The analysis, published as "To Err is Human: Building a Safer Healthcare System," concluded that medical errors resulted in up to 98,000 patient deaths in American hospitals every year. This report hit the national press and participants in the health care system and the political system with the force of a large bomb. Since that time, hospitals and other health care entities have refocused their attention on quality, errors, and patient safety in an unprecedented way, urged on by public outcry and by federal and state efforts to compel improvements in the health care system. Such entities as the Institute for Healthcare Improvement (www.ihi.org) the National Quality Forum (www.qualityforum.org), and the Institute of Medicine (www.iom.edu) have all emerged as champions of quality and safety initiatives, offering training, resources, access to best practices, and data collection strategies to move the cause of quality.
1Running Head MEDICAL PROFESSIONS PROVIDING HEALTHCARE SERVICES.docxfelicidaddinwoodie
1
Running Head: MEDICAL PROFESSIONS PROVIDING HEALTHCARE SERVICES, LLP
MEDICAL PROFESSIONS PROVIDING HEALTHCARE SERVICES, LLP
23
Medical Professions Providing Healthcare Services, LLP
Green Group Business Plan Outline
Ma Vicky Caspe
Lily Che
Melissa Martin
Mary Nda
Kendra Smith
Grand Canyon University: HCA - 620
January 31, 2018
EXECUTIVE SUMMARY
Medical Professionals Providing Healthcare Services, LLP (“MPPHS”) is a Phoenix-based company specializing in providing quality healthcare services in urban and economically-depressed communities. Incorporated in June, 2012 we boast a strong executive team, led by our founder Dr. Mary Xing (Jones) and Chief Medical Officer Dr. Michael Tompkins. We have grown over the past 5+ years from a single-room clinic to a 200-bed hospital and 4 satellite clinics. MPPHS serves over 600 patients a day with a daily room occupancy approaching 95%.
As MPPHS grows, so does the competition, as larger medical institutions such as John C. Lincoln, The Valley Health System and the Mayo Clinic begin to take notice. In addition, the need to improve efficiency across the board (patient wait times, billing, staffing, etc.) has taken on greater significance, as our ability to properly serve customers is beginning to adversely affect overall operations.
Mission
As a participant in the healthcare management and services field within the medical industry, MPPHS prides itself on offering its services to a populace who historically has not had access due to financial constraints, societal norms and environmental conditions. Our mission has not changed since inception: To provide all regardless of economic and social standing equitable access to quality healthcare while focusing on the why (i.e. “why this patient is in our care”) instead of the who (i.e. “who is this person?”).
Company Objectives
MPPHS’ primary objectives are:
· Increase revenue by 10% Year-over-Year (YoY)
· Increase patient count by 5% YoY
· Increase bed capacity by 25% over the next 5 years
· Reduce response from 60 minutes to 45 minutes
· Reduce long-term operational debt by 25% over the next 5 years
MPPHS can accomplish this by developing an Electronic Medical Record (EMR) across all company-owned and operated facilities. Currently all staff submit paper records at the end of their shift to document control, which in turn manually inputs the information in the database developed internally by MPPHS technical staff. This was the process instituted from the company’s inception and has not been updated since. We have come to the realization this is an inefficient way to do business. Our wait times have gradually increase, exceeding one hour in some cases. Staff turnover is also increasing, reaching its highest of 85% retention. Historically MPPHS has been over 90% on-average.
By successfully implementing an EMR process and other related ones, MPPHS estimates we can improve our operational efficiency by 15% within 12 months. We feel ...
9/12/2018 Print
https://content.ashford.edu/print/McNeill.2947.17.1?sections=ch18,ch19,ch20,ch21&content=content&clientToken=3e86a398-8c91-136b-ab99-55495… 1/16
18 Partners HealthCare System
Thomas H. Davenport
Partners HealthCare System (Partners) is the single largest provider of healthcare in the Boston area. It consists of 12 hospitals, with more than 7,000
af�iliated physicians. It has 4 million outpatient visits and 160,000 inpatient admissions a year. Partners is a nonpro�it organization with almost $8
billion in revenues, and it spends more than $1 billion per year on biomedical research. It is a major teaching af�iliate of Harvard Medical School.
Partners is known as a “system,” but it maintains substantial autonomy at each of its member hospitals. While some information systems (the
electronic medical record, for example) are standardized across Partners, other systems and data, such as patient scheduling, are speci�ic to particular
hospitals. Analytical activities also take place both at the centralized Partners level and at individual hospitals such as Massachusetts General Hospital
(MGH) and Brigham and Women’s Hospital (usually described as “the Brigham”). In this chapter, both centralized and hospital-speci�ic analytical
resources are described. The focus for hospital-speci�ic analytics is the two major teaching hospitals of Partners—MGH and the Brigham—although
other Partners hospitals also have their own analytical capabilities and systems.
Centralized Data and Systems at Partners
The basis of any hospital’s clinical information systems is the clinical data repository, which contains information on all patients, their conditions, and
the treatments they have received. The inpatient clinical data repository for Partners was initially implemented at the Brigham during the 1980s.
Richard Nesson, the Brigham and Women’s CEO, and John Glaser, the hospital’s chief information of�icer, initiated an outpatient electronic medical
record (EMR) at the Brigham in 1989.1 (http://content.thuzelearning.com/books/McNeill.2947.17.1/sections/ch18#ch18end01) This EMR contributed outpatient data to the
clinical data repository. The hospital was one of the �irst to embark on an EMR, though MGH had begun to develop one of the �irst full-function EMRs as
early as 1976.
A clinical data repository provides the basic data about patients. Glaser and Nesson came to agree that in addition to a repository and an outpatient
EMR, the Brigham—and Partners after 1994, when Glaser became its �irst CIO—needed facilities for doctors to input online orders for drugs, tests, and
other treatments. Online ordering (called CPOE, or Computerized Provider Order Entry) would not only solve the time-honored problem of
interpreting poor physician handwriting, but could also, if endowed with a bit of intelligence, check whether a particular order made sense or not for a
particular patient. Did a prescribed drug comply with best-known medical practice, and did the pa.
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Chapter 18 Partners HealthCare System
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18 Partners HealthCare System
Thomas H. Davenport
Partners HealthCare System (Partners) is the single largest provider of healthcare in the Boston area. It consists of 12 hospitals, with morethan 7,000 affiliated physicians. It has 4 million outpatient visits and 160,000 inpatient admissions a year. Partners is a nonprofitorganization with almost $8 billion in revenues, and it spends more than $1 billion per year on biomedical research. It is a major teachingaffiliate of Harvard Medical School.
Partners is known as a “system,” but it maintains substantial autonomy at each of its member hospitals. While some information systems(the electronic medical record, for example) are standardized across Partners, other systems and data, such as patient scheduling, arespecific to particular hospitals. Analytical activities also take place both at the centralized Partners level and at individual hospitals such asMassachusetts General Hospital (MGH) and Brigham and Women’s Hospital (usually described as “the Brigham”). In this chapter, bothcentralized and hospital-specific analytical resources are described. The focus for hospital-specific analytics is the two major teachinghospitals of Partners—MGH and the Brigham—although other Partners hospitals also have their own analytical capabilities and systems.
Centralized Data and Systems at Partners
The basis of any hospital’s clinical information systems is the clinical data repository, which contains information on all patients, theirconditions, and the treatments they have received. The inpatient clinical data repository for Partners was initially implemented at theBrigham during the 1980s. Richard Nesson, the Brigham and Women’s CEO, and John Glaser, the hospital’s chief information officer,initiated an outpatient electronic medical record (EMR) at the Brigham in 1989.1 This EMR contributed outpatient data to the clinical datarepository. The hospital was one of the first to embark on an EMR, though MGH had begun to develop one of the first full-function EMRs asearly as 1976.
A clinical data repository provides the basic data about patients. Glaser and Nesson came to agree that in addition to a repository and anoutpatient EMR, the Brigham—and Partners after 1994, when Glaser became its first CIO—needed facilities for doctors to input onlineorders for drugs, tests, and other treatments. Online ordering (called CPOE, or Computerized Provider Order Entry) would not only solvethe time-honored problem of interpreting poor physician handwriting, but could also, if endowed with a bit of intelligence, check whether aparticular order made sense or not for a particular patient. Did a prescribed drug comply with best-known medical practice, and did thepatient have any adverse reactions in the past to it? Had the same test been prescribed six times before with no apparen ...
The Future of Hospital Care and Management: HIMS for the WinLucy Zeniffer
The Future of Hospital Care and Management: HIMS for the Win" elucidates the transformative impact of Hospital Information Management Systems (HIMS) on healthcare. This analysis navigates the integration of digital solutions and patient-centric strategies, optimizing care quality and operational efficiency. Harnessing data analytics, HIMS revolutionizes hospital care and management, shaping the future of healthcare delivery.
Assignment 1 Legal Aspects of U.S. Health Care System Administrat.docxbraycarissa250
Assignment 1: Legal Aspects of U.S. Health Care System Administration
Due Week 3 and worth 200 points
Prevailing wisdom reinforces the fact that working in U.S. health care administration in the 21st Century requires knowledge of the various aspects of health laws as they apply to dealing with medical professionals. Further, because U.S. health care administrators must potentially interact with many levels of professionals beyond the medical profession, it is prudent that they be aware of any federal, state, and local laws that may be applicable to their organizations. Thus, their conduct is also subject to the letter of the law. They must evaluate the quality of their professional interactions and be mindful of the implications and ramifications of their decisions.
Nearly 65 million surgical operations were performed in 2015 in the U.S. resulting in an estimated 200,000 deaths from complications or other post-operative issues (Ghaferi, Myers, Sutcliffe, & Pronovost, 2016). Ongoing innovation in healthcare can improve patient outcomes. According to the Harvard Business Review article, The Next Wave of Hospital Innovation to Make Patients Safer, over the past several decades, there have been three distinct waves of surgical improvement: technical advancements, standardizing procedures, and high reliability organizing.
Assume the role of a top health administrator at We Care Hospital. You are interested in propelling the hospital to the next level by applying for the Malcolm Baldrige National Quality Award. However, you want to ensure surgical outcomes for patient morbidity and mortality rates. You begin by researching the Surgical Care Improvement Project (SCIP) aimed to improve adherence to quality protocols. You need to ensure the hospital policy is consistent with the law and that the hospital is correctly reporting Sentinel Events to the Joint Commission, a hospital regulatory agency.
Note: You may create and / or make all necessary assumptions needed for the completion of this assignment.
Write a three to four (3-4) page paper in which you:
1. Analyze how standardizing procedures and documenting steps can improve outcomes when performing a complex procedure. Review the peer-reviewed journal article, The Next Wave of Hospital Innovation to Make Patients Safer. Articulate your position as the top administrator concerned about the importance of professional conduct and negligence in SCIP quality guidelines.
2. High Reliability Organizing emphasizes the varying actions that can affect patient safety given that standardized systems ignore the fact that each patient is different. Ascertain the major ramifications when the health care team “fails to rescue” the patient. Identify what hospital policies should be in place and identify previous case laws.
3. Analyze the four (4) elements required of a plaintiff to prove medical negligence.
4. Discuss the overarching duties of the health care governing board in mitigating the effects of medical non- ...
The New Focus on Quality and OutcomesIntroductionIn 1999, the .docxoreo10
The New Focus on Quality and Outcomes
Introduction
In 1999, the Institute of Medicine (IOM) published a groundbreaking analysis of the impact of medical errors on the health care delivery system and the patients it serves. The analysis, published as "To Err is Human: Building a Safer Healthcare System," concluded that medical errors resulted in up to 98,000 patient deaths in American hospitals every year. This report hit the national press and participants in the health care system and the political system with the force of a large bomb. Since that time, hospitals and other health care entities have refocused their attention on quality, errors, and patient safety in an unprecedented way, urged on by public outcry and by federal and state efforts to compel improvements in the health care system. Such entities as the Institute for Healthcare Improvement (www.ihi.org) the National Quality Forum (www.qualityforum.org), and the Institute of Medicine (www.iom.edu) have all emerged as champions of quality and safety initiatives, offering training, resources, access to best practices, and data collection strategies to move the cause of quality and safety for patients forward.
History
The IOM report had a huge impact on the discussion of quality and safety in the health care field. Aspects of quality care have always been present in hospitals, typically focused around the quality assurance or quality management departments. They historically collected data on department indicators and monitored them as part of accreditation. However, departmental data was typically focused on operational performance in the departments in question, and not a great deal was collected on issues of medical errors and near-misses. The litigious legal climate caused most hospitals to fear collecting and sharing data that could potentially be used against them in a legal action. However, the IOM report caused a national demand to know what health care institutions were doing to protect their patients from injury caused by errors. A climate of increased transparency has begun to emerge, although it is still a very long way from the concept of full openness on standardized reporting of indicators. The Centers for Medicare and Medicaid Services (CMS) weighed in with publication of their never-events, as explored further below.
Finally there has been an increased push for public reporting of data on individual hospital performance on selected indicators. While some progress has been made, there is a large range of indicators that is not yet publically reported, and medical errors are not publically reported at all at this point, although those with great potential to cause harm must be reported to their relevant state licensing agency.
What Is Happening Now
Out of all this push has come an increasing focus on patient safety as a critical aspect of health care quality. Hospitals and other health care institutions are experimenting with the creation of cultures of quality, wherein ...
2018 has finally arrived, and healthcare companies’ executives from both small and big firms have hit the ground running. With technological artificial intelligence and new drugs in the industry, below are 6 healthcare predictions for 2018.
Quality health improvement initiativeOne of the recent quality hjanekahananbw
Quality health improvement initiative
One of the recent quality health improvement initiatives is having a systematic and data-driven approach that reduces the length of stay but improves treatment efficiency—Gulfport memorial hospital. The main reason why the health facility started the initiative is that the revenue was so low, and the costs of operations escalated because of Medicare and Medicaid settlements (Griffiths, 2018). The management had to derive a way that would allow service providers and at the same time reduce or maintain the standard rates so that they did not burden the children's families. The approach also involves improving care conditions by improving and lowering the length of stay.
Similarly, the patient is also prevented from hospital-acquired conditions. For instance, during the Covid 19 pandemic, patients can easily contract the virus because of its spread. The surfaces and contact with other patients make them more vulnerable to contracting Covid 19. Other conditions spread in the hospital may include pneumonia, urinary tract infections, and bloodstream infections. The initiative looks to provide the best services and ensure that the facilities discharge patients sooner unless family members cannot manage the condition outside the facility. Only critical conditions are admitted into the medical facilities. For instance, patients in ICU can stay in the hospital until they are medically cleared to leave the facility. The rest of the conditions are treated with the best care, and if need be, the patient can pop in for a checkup at agreed intervals. Therefore, those who are treated and allowed to go home become less vulnerable to getting other infections, and the quality of their lives improves.
The nurses' role in the initiative was to help the doctors to monitor patients and keep the records that are used to determine which of the patients should be admitted and which ones can be discharged. They also help to advise the patients why they should opt for a shorter stay and how it makes them less vulnerable to contracting hospital acquired infections. Since the medical facility uses data driven approach, the nurses can also take part in decision making because they interact more with the patients and can analyze the reports and record the patients' progress (Schmitt et al., 2019). The doctors will use these records to determine which patients can be allowed to go home and which situations require them to stay longer in the facility.
The outcome of the initiative was reduced costs of keeping the patient in the medical facilities. In so doing, the health center lowers maintenance costs and financial burden on the patient. Gulfport memorial hospital also adopted a systematic data-driven approach that keeps records and showing the initiative's progress. The results showed that the facility saved $2 million in one year because the medical facility needed fewer supplies. Coordination care also improved, and an increase ...
Healthcare data and its impact upon the patient care decision process via accurate, real-time, reliable data from disparate sources is creating a digital health revolution. Data-driven healthcare is beginning to have a huge impact addressing the challenges of every provider, through efficient handling of huge volumes of patient care data.
Providers need to move towards real-time analytics that have become critical to demonstrate their quality of care, as reimbursement by government programs can be contingent upon how providers are measured in “Quality of Care”. For example, the Medicare Access and CHIP Reauthorization Act (MACRA) of 2015, also called the Permanent Doc Fix, changes the way Medicare doctors are reimbursed with the implementation of a merit based incentive. The performance-based pressure is huge, which makes it imperative that every provider consider technology solutions. Read more at https://www.solix.com/solutions/data-driven-solutions/healthcare/
Digital Transformation In Healthcare_ Trends, Challenges And Solutions.pdfLucas Lagone
Explore digital transformation in Healthcare, Trends, face challenges, and discover effective solutions for a seamless transition in the healthcare industry.
Health institution requires quality data and information management to function effectively and efficiently. It is an understatement to say that many organizations, institutions or government agencies have become critically dependent on the use of database system for their successes especially in the hospital. This work aims at developing an improved hospital information management system using a function-based approach. An efficient HIMS that can be used to manage patient information and its administration is presented in this work. This is with the goal of eradicating the problem of improper data keeping, inaccurate reports, wastage of time in storing, processing and retrieving information faced by the existing hospital information system in order to improve the overall efficiency of the health institution. The system was developed with Hypertext Markup Language (HTML), Cascading Style Sheets (CSS), Hypertext Preprocessor (PHP), and My Structured Query Language (MySQL). The new system was tested using data collected from Renewal Clinic, Ibadan, Nigeria was used as case study were the data for the research was collected and the system was tested. The system provides a vital platform of information storage and retrieval in hospitals.
Harness Your Clinical and Financial Data with an Enterprise Health Informat...Perficient, Inc.
The importance of Enterprise Health Information Exchange (EHIE) as a key way to empower your physicians and patients and demonstrate meaningful use of electronic health records:
- Present the business case for EHIE as an important architecture that matters to progressive health systems
- Take a look at some of the market-leading EHIE architectures and products
- Provide real exam...ples of organizations that are using EHIE to improve their operations
Kraft Heinz is an American international food company formed due to a merger between two companies (Kraft Foods and Heinz Company). The company is headquartered in Chicago and Pittsburg and has been operating since July 2015. The merger led the company to make an effort to reduce operational costs and redundancies, and it promised the investors to maintain cost savings throughout the company's operation.
Knowledge needed for RNs in healthcare technology.
Healthcare technology has been increasingly integrated in nursing practice to promote efficiency, reduce errors, and enhance patient care
Knowledge is the acquaintance of principles or facts and familiarity with a particular branch of learning. Nurses need to familiarize with technology to have a meaningful use
Training or preparation with basic computer skills provides knowledge
Computer literacy and competency is now essential for nurses
Knowledge is crucial to adoption of IT system in nursing to improve efficiency of care
THE PROBLEM OF CHINA’S AGING POPULATIONPeachy Essay
China’s life expectancy rates have increased substantially from 44 years to 76 years over the past years. Even so, the United Nations project the country’s aging population will increase to nearly 870 million by 2050 (Wei, 2021). China’s 7th election showed that the country has the world’s largest elderly population with 455 million people aged 60 years and above and account for 32.2 % of the total population as of 2020 (Does China have an aging problem? 2020). An increasingly older population risks a country's economic productivity, which ultimately impacts global foreign exchange trading processes long-term due to the rising dependency ratio
Illegal immigration is one of the most common criminal offences recorded in the United Kingdom. There is no correct definition of an illegal migrant or irregular migrant in UK law, but there are many ways an individual becomes an irregular migrant. If one enters the UK regularly but breaches the conditions that granted their entry, such as work or is convicted, they are considered illegal migrants. An individual who enters the UK through deception and those who don't leave the country after missing asylum is irregular migrants. The UK doesn't have birthright citizenship, and if one is born of irregular migrants, they are considered to be illegal migrants too. Many people without regular migration status in the UK arrived by air and through ordinary means. Illegal immigration is a serious problem since millions of illegal migrants are already in the UK.
The cranial nerves are a set of twelve peripheral nerves that originate from the brain (Vilensky, Robertson & Quian, 2015).
The nerves are labelled I to XII in the order they originate from the brain.
The optic nerve is the second nerve.
It originates from the cerebrum and conducts sensory information from the eyes to the brain.
Negligence Risks Liabilities In Clean Public Business FacilityPeachy Essay
This presentation seeks to propose possible and appropriate actions in regards to business environment.
Background
Clean-n-shine is cleaning company headquartered in a commercial space in local shopping center
The enterprise is open to the public and will be conducting transaction such as selling cleaning products, completing contracts for cleaning services, and meeting existing and new clients
The shopping centre is public space with heavy traffic of customers
The need to preserve the environment is the responsibility of every individual, government or corporation.
Various problem such as global warming have affected every aspect of human life such a health, agriculture and entertainment.
International Business Cultural Analysis of SingaporePeachy Essay
International Business Cultural Analysis of Singapore
Singapore is a wonderful example of a multi-ethnic state since its population is mixed-up of Chinese 74.3%, Malays 13.3%, and Indians 9.1%. Since the government's efforts to preserve religious pluralism, Singapore has no official or dominant religion.
Singapore follows the Asian model of higher education and research, which is based on Confucian education systems like those found in Japan and Korea.
It has a long history of political stability, and the government aggressively promotes international investment.
It has highly developed free market economy(Commisceo Global, 2017).
A fractional upper class, an upper middle class, an intermediate middle class, a lower middle class, and a working class are the five social classes that may be identified in Singapore's society.
Bethesda Mining is a coal mining company with mining fields across different locations including Ohio, Pennsylvania, West Virginia and Kentucky. The company sells its products either by contract or on spot market. Recently, the company was approached by Mid-Ohio Electric Company for the supply of five hundred tons of coal for a period of four years on a contract basis. Currently, the company does not have enough coals in its mines to take the contract. However, the company has another option that they need to consider and maybe take the contract.
The 2020 COVID-19 pandemic has made worse in every imaginable way. People with underlying medical conditions have been considered to be more at risk than others. In this paper,
the risks associated with opioid addiction and how it has affected victims in Canada will be analyzed. Reports show that in British Columbia (BC), a new all-time high has been recorded. In
2020 alone, there were over 4,000 deaths related to opioids (Crabtree et al., 2020). This increase can be traced to the measures undertaken during the pandemic in BC. These measures caused what Papamihali et al. (2020) called a syndemic. This is a situation when multiple public health emergencies come together to make each other worse. The syndemic between the opioids crisis and COVID-19 in BC will be outlined seeking to understand the reason behind the unusually high number of deaths in that region in 2020.
There is a lot of apprehensions associated with inverted yield curves and for good reason. From a macro-economic perspective, an inverted yield curve predicts poor economic
performances shortly. This is the reason why in August 2019 when a yield curve inversion was reported in the United States, the term recession was the most searched on Google in the country (Mendez-Carbajo, 2019). The two concepts are often related because, an inverted yield curve, more often than not, leads to a recession.
Global launch of the Healthy Ageing and Prevention Index 2nd wave – alongside...ILC- UK
The Healthy Ageing and Prevention Index is an online tool created by ILC that ranks countries on six metrics including, life span, health span, work span, income, environmental performance, and happiness. The Index helps us understand how well countries have adapted to longevity and inform decision makers on what must be done to maximise the economic benefits that comes with living well for longer.
Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
The speakers included:
Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
Dr Karin Tegmark Wisell, Director General, Public Health Agency of Sweden
India Clinical Trials Market: Industry Size and Growth Trends [2030] Analyzed...Kumar Satyam
According to TechSci Research report, "India Clinical Trials Market- By Region, Competition, Forecast & Opportunities, 2030F," the India Clinical Trials Market was valued at USD 2.05 billion in 2024 and is projected to grow at a compound annual growth rate (CAGR) of 8.64% through 2030. The market is driven by a variety of factors, making India an attractive destination for pharmaceutical companies and researchers. India's vast and diverse patient population, cost-effective operational environment, and a large pool of skilled medical professionals contribute significantly to the market's growth. Additionally, increasing government support in streamlining regulations and the growing prevalence of lifestyle diseases further propel the clinical trials market.
Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
Navigating Challenges: Mental Health, Legislation, and the Prison System in B...Guillermo Rivera
This conference will delve into the intricate intersections between mental health, legal frameworks, and the prison system in Bolivia. It aims to provide a comprehensive overview of the current challenges faced by mental health professionals working within the legislative and correctional landscapes. Topics of discussion will include the prevalence and impact of mental health issues among the incarcerated population, the effectiveness of existing mental health policies and legislation, and potential reforms to enhance the mental health support system within prisons.
CHAPTER 1 SEMESTER V - ROLE OF PEADIATRIC NURSE.pdfSachin Sharma
Pediatric nurses play a vital role in the health and well-being of children. Their responsibilities are wide-ranging, and their objectives can be categorized into several key areas:
1. Direct Patient Care:
Objective: Provide comprehensive and compassionate care to infants, children, and adolescents in various healthcare settings (hospitals, clinics, etc.).
This includes tasks like:
Monitoring vital signs and physical condition.
Administering medications and treatments.
Performing procedures as directed by doctors.
Assisting with daily living activities (bathing, feeding).
Providing emotional support and pain management.
2. Health Promotion and Education:
Objective: Promote healthy behaviors and educate children, families, and communities about preventive healthcare.
This includes tasks like:
Administering vaccinations.
Providing education on nutrition, hygiene, and development.
Offering breastfeeding and childbirth support.
Counseling families on safety and injury prevention.
3. Collaboration and Advocacy:
Objective: Collaborate effectively with doctors, social workers, therapists, and other healthcare professionals to ensure coordinated care for children.
Objective: Advocate for the rights and best interests of their patients, especially when children cannot speak for themselves.
This includes tasks like:
Communicating effectively with healthcare teams.
Identifying and addressing potential risks to child welfare.
Educating families about their child's condition and treatment options.
4. Professional Development and Research:
Objective: Stay up-to-date on the latest advancements in pediatric healthcare through continuing education and research.
Objective: Contribute to improving the quality of care for children by participating in research initiatives.
This includes tasks like:
Attending workshops and conferences on pediatric nursing.
Participating in clinical trials related to child health.
Implementing evidence-based practices into their daily routines.
By fulfilling these objectives, pediatric nurses play a crucial role in ensuring the optimal health and well-being of children throughout all stages of their development.
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CRISPR-Cas9, a revolutionary gene-editing tool, holds immense potential to reshape medicine, agriculture, and our understanding of life. But like any powerful tool, it comes with ethical considerations.
Unveiling CRISPR: This naturally occurring bacterial defense system (crRNA & Cas9 protein) fights viruses. Scientists repurposed it for precise gene editing (correction, deletion, insertion) by targeting specific DNA sequences.
The Promise: CRISPR offers exciting possibilities:
Gene Therapy: Correcting genetic diseases like cystic fibrosis.
Agriculture: Engineering crops resistant to pests and harsh environments.
Research: Studying gene function to unlock new knowledge.
The Peril: Ethical concerns demand attention:
Off-target Effects: Unintended DNA edits can have unforeseen consequences.
Eugenics: Misusing CRISPR for designer babies raises social and ethical questions.
Equity: High costs could limit access to this potentially life-saving technology.
The Path Forward: Responsible development is crucial:
International Collaboration: Clear guidelines are needed for research and human trials.
Public Education: Open discussions ensure informed decisions about CRISPR.
Prioritize Safety and Ethics: Safety and ethical principles must be paramount.
CRISPR offers a powerful tool for a better future, but responsible development and addressing ethical concerns are essential. By prioritizing safety, fostering open dialogue, and ensuring equitable access, we can harness CRISPR's power for the benefit of all. (2998 characters)
Antibiotic Stewardship by Anushri Srivastava.pptxAnushriSrivastav
Stewardship is the act of taking good care of something.
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
WHO launched the Global Antimicrobial Resistance and Use Surveillance System (GLASS) in 2015 to fill knowledge gaps and inform strategies at all levels.
ACCORDING TO apic.org,
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
ACCORDING TO pewtrusts.org,
Antibiotic stewardship refers to efforts in doctors’ offices, hospitals, long term care facilities, and other health care settings to ensure that antibiotics are used only when necessary and appropriate
According to WHO,
Antimicrobial stewardship is a systematic approach to educate and support health care professionals to follow evidence-based guidelines for prescribing and administering antimicrobials
In 1996, John McGowan and Dale Gerding first applied the term antimicrobial stewardship, where they suggested a causal association between antimicrobial agent use and resistance. They also focused on the urgency of large-scale controlled trials of antimicrobial-use regulation employing sophisticated epidemiologic methods, molecular typing, and precise resistance mechanism analysis.
Antimicrobial Stewardship(AMS) refers to the optimal selection, dosing, and duration of antimicrobial treatment resulting in the best clinical outcome with minimal side effects to the patients and minimal impact on subsequent resistance.
According to the 2019 report, in the US, more than 2.8 million antibiotic-resistant infections occur each year, and more than 35000 people die. In addition to this, it also mentioned that 223,900 cases of Clostridoides difficile occurred in 2017, of which 12800 people died. The report did not include viruses or parasites
VISION
Being proactive
Supporting optimal animal and human health
Exploring ways to reduce overall use of antimicrobials
Using the drugs that prevent and treat disease by killing microscopic organisms in a responsible way
GOAL
to prevent the generation and spread of antimicrobial resistance (AMR). Doing so will preserve the effectiveness of these drugs in animals and humans for years to come.
being to preserve human and animal health and the effectiveness of antimicrobial medications.
to implement a multidisciplinary approach in assembling a stewardship team to include an infectious disease physician, a clinical pharmacist with infectious diseases training, infection preventionist, and a close collaboration with the staff in the clinical microbiology laboratory
to prevent antimicrobial overuse, misuse and abuse.
to minimize the developme
ICH Guidelines for Pharmacovigilance.pdfNEHA GUPTA
The "ICH Guidelines for Pharmacovigilance" PDF provides a comprehensive overview of the International Council for Harmonisation of Technical Requirements for Pharmaceuticals for Human Use (ICH) guidelines related to pharmacovigilance. These guidelines aim to ensure that drugs are safe and effective for patients by monitoring and assessing adverse effects, ensuring proper reporting systems, and improving risk management practices. The document is essential for professionals in the pharmaceutical industry, regulatory authorities, and healthcare providers, offering detailed procedures and standards for pharmacovigilance activities to enhance drug safety and protect public health.
The dimensions of healthcare quality refer to various attributes or aspects that define the standard of healthcare services. These dimensions are used to evaluate, measure, and improve the quality of care provided to patients. A comprehensive understanding of these dimensions ensures that healthcare systems can address various aspects of patient care effectively and holistically. Dimensions of Healthcare Quality and Performance of care include the following; Appropriateness, Availability, Competence, Continuity, Effectiveness, Efficiency, Efficacy, Prevention, Respect and Care, Safety as well as Timeliness.
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Remote Patient Monitoring System at Mayo Clinic
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Remote Patient Monitoring System at Mayo Clinic
This report details the use of a ground-breaking health information technology (HIT), the
Remote Patient Monitoring (RPM) system. This technology bridges the gap between the patient
and the medical practitioners. In practice, this technological service forms part of telehealth.
Telehealth refers to the administration of medical duties and services to patients remotely.
However, telehealth can involve multiple systems other than the RPM in taking medical services
to patients away from the traditional hospital setting (Hathaliya et al., 2019). Overall, it is an
impressive medical solution because it makes it possible for hospitals in general to save costs,
lower patient queueing while providing patients with comfortable, homely treatment among
other benefits (Annis et al., 2020). The application of RPM at Mayo Clinic will be analyzed in
this project with the main goal being to provide ample information about this modern and
important technological solution.
Organization Information
RPM System at Mayo Clinic
The RPM system is defined by Noah et al. (2018) as a healthcare delivery system. This
system uses the latest advances in information technology in gathering patient data that is outside
of traditional healthcare settings. In doing so, this system enables the doctors and nurses to
monitor the health of the patients from a distance. Through this system as well, prescriptions can
be issued together with pertinent medical advice to the patient. Malasinghe et al. (2019) explain
that the RPM system has helped to move healthcare out of the traditional setting and into the
homes of patients, their places of work, and their everyday lives. Effectively, it helps to bridge
the space that the traditional physical setting of healthcare could not cover. With lives lost due to
the inaccessibility of hospitals in the past, the RPM was designed to shorten the time taken by
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patients to have their health monitored by professionals and to get advice on how to deal with
medical issues in a timely fashion.
Mayo Clinic is a top clinic in the United States. The Center for Connected Care at the
Clinic is the department that deals with all matters pertaining to telehealth. This department is
located in Rochester, Minnesota, and is focused on the diffusion and resourcing of digital health
solutions (Center for Connected Care, 2019). This program combines advanced technologies
with the Clinic’s highly-rated medical services from its top practitioners.
Type of Medical Solution
The RPM can be classified as a clinical system. It is often used as a bridge of information
between the patients and the doctors/nurses. The doctors get information from the system
regarding a patient’s vitals and other details. The patients get information from the
doctors/nurses regarding their body’s condition and prescriptions on what to do next. While
telehealth is a broad field that encompasses multiple activities, the RPM plays the vital role of
facilitating the collection, sharing, interpretation, and treatment of patients remotely (Vegesna et
al. 2017). As such, it is a system that facilitates the dispensation of clinical duties which is why it
is classified as a clinical HIT system.
Reasons for Development of an RPM System
At Mayo Clinic, the problems that led to the development and adoption of an in-house
RPM system were as follows. On a daily basis, the Clinic is reported by Griggs et al. (2018) to
receive more than a million people from all 50 states and others from a total of 140 countries.
These people are treated in Minnesota, Florida, Arizona, Wisconsin, and Iowa. The Clinic offers
primary care and specialty treatment in Minnesota, Rochester, Florida, Jacksonville, Arizona,
and Phoenix. The Clinic serves millions of people yet its reach is rarely adequate. There are
4. 4
communities that the firm considers left-out. The Clinic established that there was an acute
inadequacy of specialty care information and services in most communities in the US despite
Rochester branches have the requisite resources. As well, this Clinic was being forced to run at
full capacity at all times. The high number of patients that were treated at the institution could at
some point in the future being unsustainable (Hathaliya et al., 2019). Thus, the management of
the firm saw it fit to find a sustainable solution to these problems.
One benefit of adopting the RPM was that it would take specialty resources to people
with specialty care needs, remotely. It would also allow the firm to treat patients from their
homes and workplaces without having them on-site. This helped reduce the queues at the
hospital and lessened the workload for on-site practitioners (Annis et al. 2020). This was how the
RPM system was conceived within the firm and adopted.
Need Determination for RPM System
The needs that lead to the adoption of the RPM at Mayo Clinic were identified by a needs
assessment done on behalf of the organization by Ellsworth et al. (2016). It was established that
Mayo Clinic had been experiencing rising admission numbers each year. It would have led to
extremely high numbers in the future as populations increase. This would force the Clinic to fork
out considerable amounts to construct new branches. Further, the Clinic was found to be
experiencing rises in emergency room visits. Given the costs incurred in emergency rooms and
the sensitive nature of care, the firm welcomed solutions to reducing the number of visits. The
management at Mayo is reported to have been keen on improving patient satisfaction (Mayo
Clinic, 2020). To do so, the Clinic needed a system that can increase the contact between patients
and doctors/nurses with added comfort on the side of the patient. Another need was to cut costs
of care in general. Whenever patients visit the hospital, overhead costs are incurred such as
5. 5
gloves used to examine patients and other similar costs. Lastly, the firm was found to be keen on
improving medication compliance in all its operations. It is often a challenge when a hospital is
attending to millions of patients each year, like in Mayo Clinic’s case.
Fulfilling Needs Identified
Ellsworth et al.'s (2016) report further explained that the application for RPMs in
healthcare settings is up to 88% in the United States. It is because the system addresses the needs
identified earlier. For instance, the RPM system could help reduce admissions by 38%, reduce
emergency room visits by 25%, improve patient satisfaction by 25%, while cutting costs of care
by 17%. As well, it was found that medication compliance could be improved by 13%. Mayo
Clinic managers determined that the RPM’s benefits would help alleviate most of the problems
identified within the needs-assessment program. These improvements were, therefore, found to
be directly related to the challenges faced at Mayo Clinic. They are the reasons why the RPM
was adopted at Mayo Clinic.
Management of the RPM System at Mayo Clinic
As noted earlier, the Center for Connected Care (CCC) is in charge of the RPM system at
Mayo Clinic. It is headed by Tufia Haddad, the medical director of the CCC. In the most recent
global pandemic, the CCC found great use of the RPM. The firm managed to monitor the health
of COVID-19 patients once they were sent home. Through the Mayo Clinic App, were
monitored on a 24-hour basis using their biometric data. The director explained that the data
collected is held in the firm’s data storage facilities. The management of this important data,
therefore, lies in the hands of the IT department. A statement from that department reveals that
all data collected is protected by the encryption technology known as the Secure Sockets Layer
(SSL) (Haddad et al., 2021). The administration of this encryption is done by the Mayo Clinic’s
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Privacy Officer whose office is at Rochester. The privacy officer is a department head within the
organization’s structure heading the data privacy department. It is commendable that the firm has
a dedicated department to ensuring the privacy of all patients as per existing laws. There are
stringent measures executed as explained on the firm’s site (Mayo Clinic Staff, 2019). This
department handles the information collected through the RPM system on the Mayo Clinic App
with the same stringent security measures.
RPM System Design and Development at Mayo Clinic
Stakeholders Involvement
The major stakeholders at Mayo Clinic are patients, doctors/hospitals, the government,
and payers. Of these stakeholders, the doctors were involved in deciding to adopt the RPM. Top
doctors and nurses in all branches of the firm are reported to have been involved in deciding how
the RPM program would take shape in the firm. The report further states these stakeholders were
asked to continually offer their input regarding the usability of the program and its viability.
Haddad et al.'s (2021) report found that the use of mHealth devices used in RPM monitoring and
telehealth at the firm were designed with substantive input from doctors and nurses of the
institutions plus IT experts consulted by the firm. This shows the reliance of the firm on its
workers in making technological solutions that they will be using. Masterson's (2018) study
established that stakeholder involvement and participation in decision-making in hospital settings
is a major determinant of success. Griggs et al. (2018) echo that premise noting that the adoption
of technology has to involve both the users and the end-users of the technology in decision
making to make it a success. By involving the doctors/nurses, the Clinic achieved the first part of
success in the deployment of the RPM.
User Involvement
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As alluded to above, the involvement of the end-users of technological adoption in the
medical setting is the second determinant for success. In the case of Mayo Clinic, there is no
evidence showing direct involvement of patients in the design and application of the RPM
system. However, the firm has a feedback button on the Mayo Clinic App. Through it, patients
are allowed to submit their feedback regarding various forms of RPM. One such feedback was a
recent publication by Haddad et al. (2021) the Emergency Medicine Physician, Deepi Goyal who
had COVID-19 and was treated through the Remote Patient Monitoring Program. He stated the
Mayo Clinic App gave him a “tremendous sense of comfort having that program.” The App
management team at the firm is responsible for taking such feedback and acting accordingly.
When negative feedback is sent, the firm notifies the relevant departments for corrective action
to be taken immediately (Mayo Clinic, 2020). To this extent, it can be concluded that the RPM
execution at Mayo Clinic may have lacked an initial patient inclusion when developing the
service but it has an ongoing feedback system that helps to improve the RPM continually.
Training Programs on RPM
The company has a dedicated training wing. This wing is within the human resource
department is meant to offer doctors and nurses information on how to make the best out of the
telehealth facilities provided. In particular, the firm has released a number of videos to doctors
and nurses on YouTube to inform health practitioners on how to execute RPM. This video is
published on the official channel of the clinic voiced over by Tufia Haddad, the director of the
RPM program at CCC (Mayo Clinic, 2020b). Below is a screengrab showing Tufia’s training.
Figure 1: Screengrab of Haddad’s Training RPM
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Source: Mayo Clinic (2020b)
The RPM program at Mayo Clinic reports on its website that the firm is committed to
continuous improvement. As such, the program updates its devices plus the training programs
that are in-house to relevant doctors and nurses. The process of determining which information is
relevant and needs to be added depending on prevailing medical challenges is done by the Center
for Connected Care. The organization offers education to doctors, nurses, and to patients as well
whenever new information is uncovered and affects any of the three parties (Gannon, 2020).
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Hence, it is inferable that the Clinic is committed to offering timely and quality training to its
practitioners while keeping patients updated at the same time. It is a well-rounded training
program.
Security issues
The main security issues associated with RPM are data security and protection as well as
possible misuse of said data. As a technological solution that works with user information, the
RPM poses security threats. If the data collected were to fall into the wrong hands, it would
result in colossal privacy issues. It could lead to a number of issues top among them being the
loss of public reputation that Mayo Clinic has built and maintained for many years now. At
Mayo, the firm has established a committed department to privacy protection for all patient data.
This department is headed by a privacy officer, John Signorino, in Rochester, Minnesota (Mayo
Clinic, 2020). The department is fully operational and its main role is to monitor possible data
breaches while maintaining high-security standards for all data.
The second issue regarding the data collected is how it is used. This part falls in the reins
of the Privacy Department too. The leadership at the department has a sub-unit for compliance
headed by Janelle Potter. She is in charge of ascertaining that the data collected through different
systems such as the RPM devices is collected in compliance with existing laws and used within
those laws. For instance, the firm’s official communication on data usage on its website notes
that the information collected is at times used to optimize performances, fulfill orders, send
newsletters, for RPM services, and other uses (Mayo Clinic, 2020). In particular, the firm adopts
the European Economic Area (EEA) and Switzerland standards and guidelines when it comes to
protecting children’s privacy as well as respecting the rights of patients.
Initial Funding for RPM
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The RPM program at Mayo Clinic has received funding from multiple sources at
different times. The first instance of an RPM program at the firm was funded by the well-wishers
and sponsors of the entity. Given that the Clinic is a nonprofit organization that operates as a
public charity, it had to seek additional funders. The Clinic partnered with Arizona State
University to jointly run the first instance of RPM through the MedTech Accelerator in 2019.
Through this partnership, the Clinic received funding from six companies that had to pay
$50,000 in first-round financing (Rahimi et al., 2017). The initial funding of the firm was
reported to be $500,000. This funding was put to good use. The company accelerated the
program leading to a fully operational RPM by end of 2020. This program was hampered by the
demands of COVID-19 but the additional funding from the FCC of $1 million helped to expand
the use of RPM to cancer patients, and COVID-19 patients at the same time. Before the funding,
the organization was admittedly struggling to meet the demands for all patients through the RPM
in the wake of COVID-19 (Gannon, 2020). In the end, the funding secured in the first-round
financing was enough to put the program up with additional funding later on helping to bolster
the program.
Budget Management
Budget management at Mayo clinic is a responsibility that is undertaken on three
different levels. Firstly, the Mayo Clinic Board of Governors which doubles as the Executive
Committee of Board of Trustees (MCBOG) is expected to develop and overseeing system-wide
annual operating budgets. This responsibility also includes oversight over system-wide cash flow
and capital expenditure management. Secondly, the Board of Trustees is expected to approve
both the operating and capital budgets of the firm. They are also expected to determine the long-
term financial goals of the entity.
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Thirdly, the President and Chief Executive Officer of the organization has the
responsibility of providing financial stewardship of the firm. As such they are required to
oversee annual operating budgets including cash flows and capital expenditures. Some of these
roles overlap with each other. As a result, the organization’s flow of authority as per the
hierarchy chosen is that the MCBOG takes oversight power over the budget. The second in
command in that regard is the Board of Trustees. The CEO takes the third position in terms of
making decisions regarding the budget (Mayo Clinic, 2019). This means that the CEO’s
decisions can be overridden by the Board of Trustees whose decisions can in turn be overridden
by the MCBOG.
Political/organizational Issues
At Mayo Clinic, political issues have rarely affected the activities of the clinic. In 2018,
the clinic distanced itself from ads that dragged its name between Republican candidate Jim
Hagedorn and Dan Feehan on the Democratic ticket. The hospital made it clear that it did not
share either have a political interest in that context (MedCity Beat, 2018). This culture of
steering free of political issues has enabled the hospital to perform on a good level with
important decisions being made fairly faster (Traczyńska & Kunecka, 2018). It is also the reason
why the firm has been quick in making decisions.
Organizational issues are minimal at the number one hospital in the United States. This
Clinic is led by individuals with medical experience and knowledge. This makes it possible for
the firm to have decisions that are medically appropriate and well-informed. This is how the firm
arrived at installing the RPM and continually improving this endeavor over the years. S well,
because the Clinic is led by people with medical understanding, all partners to the RPM program
have added value to the program from a medical perspective (Runtu et al., 2019). Of greatest
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importance is the fact that the decisions made at the hospital are targeted at improving the
medical services and not profit-oriented.
Arrangements for Possible Downtimes
Mayo Clinic utilizes a robust IT framework. As reported on the website, the firm has in
place a backup solution to cover possible downtimes. Firstly, the firm has a proactive
maintenance schedule on all operating systems at the firm. As well, the RPM system undergoes a
pre-business system check. Additionally, there are measurements and indicators to reduce the
impact of unplanned downtime. These are serviceability, availability, reliability, and
maintainability. Through these measures, the systems are used regularly to reduce the frequency
of unplanned downtimes. Thirdly, the systems at Mayo are subject to an event monitoring
process. Through it, monitoring memory utilization helps to lower downtimes (Yousefli, Nasiri
& Moselhi, 2020). As well server-related downtimes causes are addressed through this process.
Planning for RPM Upgrades
The upgrades of the RPM system are made in two main ways. Firstly, the system is fitted
with an automatic upgrade scheduling feature. This feature identifies the need for upgrades in
terms of servers and memory on the disks used (Karahanna et al., 2019). These upgrades are
well-structured and the organization is warned well in advance when the tie for an upgrade is
near.
The second method of scheduling upgrades is based on the IT department’s discretion.
They can identify areas that require urgent upgrades. When such upgrades are identified, the
organization’s IT department schedules the upgrade on a timely basis. These upgrades are often
rolled out independently from the running system to make sure that there is no disruption of
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service (Karahanna et al., 2019). The end-user is asked to update the app to receive those
updates.
Changes in RPM
The RPM system has evolved since it was first developed and rolled out at Mayo Clinic.
The firm’s leadership on this project has been identifying strategic partners to help push the
service further. In recent times, the RPM has proved essential in fighting COVID-19 at the
Clinic. Through the Remote Diagnostic and Management Platform (RDMP) the firm has been
able to collect data from patients to help manage their symptoms at a safe distance. The
scalability of the RMP program at the firm has been commended because it has helped to lower
the risks incurred by nurses and doctors in monitoring COVID-19 patients (Wicklund, 2021).
The success achieved has shown that the RPM system has a strong future at the Clinic.
Recommended Changes
One challenge identified by Hassan et al. (2019) is the director of the RMP is that the
system has been the accessibility to mHealth devices by affected patients. The main goal of the
RPM system is to facilitate medical services scalability to patients with low access to such
services. However, part of the reason why such patients may have low accessibility to medical
services is their incomes. With low incomes, such households are also not able to access the
mHealth devices that Mayo Clinic uses to facilitate the RMP system. Additionally, the cost of
accessing the RMP services through the Mayo Clinic is also high for some households. Thus, it
is recommended that government subsidies and other sources of additional funding be
accelerated to lower the costs of making RPM a service for all.
Innovative Aspects of the System
RPM’s Utilization of Innovations
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There have been multiple innovations in the medical area that the RPM system leverages.
As per the FDA policy, a complete RPM system should utilize all of the following devices:
electronic thermometers, cardiac monitors, electroencephalographs, electrocardiographs,
audiometers, spirometers, apnea monitors, electronic stethoscopes, oximeters, and blood pressure
monitors. This is one of the clinic’s side (Grubic & Jennions, 2018; Health Quality Ontario.,
2018).
On the patient’s side of the system, the following innovations are often required to
achieve success. Firstly, the patient must have devices that are BLE compatible to facilitate the
exchange of data with those devices. As well, patients’ devices that are supplied by the Clinic or
sold separately have to be EIC 62304 compliant (Grubic & Jennions, 2018). This is a guideline
meant to specify the requirement for devices on safety for medical software.
Other than those aspects, cloud computing innovation is leveraged. It makes it possible to
lower the chances of downtimes because of the storage fundamental of the system in the cloud
(Grubic & Jennions, 2018). This means it is scalable to any part of the world so long as both the
patient and the doctor have access to the cloud through the internet.
Further, the web application that facilitates the interaction between the patients and
doctors has to be compliant with HIPAA standards. These standards have specific demands for
web applications in a hospital with regard to how an EMR system is used as well as the
management of the hospital’s API (Yue et al., 2020). Any changes to these innovations are to be
rolled onto the RPM system immediately to prevent a possible data breach or other negative
externalities. These aspects together form the Mayo Clinic’s remote patient monitoring system
ecosystem. It is as shown in the figure below.
Figure 2: Remote Patient Monitoring System
15. 15
Source; Mayo Clinic (2020).
The system as shown in Figure 2, is designed to comply with all medical policies on data
management. It is also designed to facilitate the flow of information in a smooth manner from
the patient to the doctor while maintaining a high level of security. This is why the RPM system
at Mayo Clinic is based on FDA and HIPAA compliance (Mayo Clinic, 2020). Unfortunately,
the compliance costs are high making the service costs for the patients
Recommendable Technological Innovations
One technological innovation, I would recommend in light of the cost challenge faced
with the RPM system is a smartwatch. This device can be made to incorporate most of the
features need in collecting diagnostic data. These include information such as heartbeat rate and
blood pressure. The company can strike a partnership with a company like Samsung, OnePlus, or
Apple to make affordable smartwatches that would meet the FDA guidelines (Garg, 2021). Such
watches would be used to connect the patient to the RPM without having to pay for expensive
devices. This way, the cost of access to the RPM would be lowered significantly. This way, a
16. 16
huge number of patients would join the program to increase the overall access to Mayo Clinic’s
medical services across the US and elsewhere in the world.
Another innovation would be drone technology. This innovation can be leveraged in
delivering medicines to patients and other materials. The biggest challenge facing RPM as a
service is that it often leads to the need for the patient to take certain medicines. The main goal of
RPM is to bring medical services to all patients, but specifically to patients who have mobility
issues or other problems limiting their capacity to visit the hospital regularly. For such patients,
asking them to go buy medicine to take samples of their stool or blood to the hospital would
defeat the purpose of the system. However, by adopting drone technologies, doctors can send
medicines to patients into their homes while patients can send samples to the doctor through the
same drones (Garg, 2021). Thus, Mayo Clinic should find ways through which this technological
innovation can be adopted to improve the RPM system. It would eliminate the current weakness
of this system.
Promoting Evidence-Based Practice and Efficiency at Mayo Clinic
The RPM system serves two major purposes. It connects patients to doctors miles away.
It is also designed to collect ample information from those patients to help doctors and nurses to
make informed decisions. Thus, the RPM’s strict measures of execution as aided by the FDA and
HIPAA guidelines promote evidence-based practice. This is because doctors and nurses indicate
their diagnosis on the application for other doctors to lead. This means that all decisions have to
be informed by the evidence provided by the patient as well as evidence from previous cases as
determined by the medical practitioners.
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