Assessing the Value of Health IT Investment
Assessing the Value of Health IT Investment
Read the case study ASSESSING THE VALUE OF HEALTH IT INVESTMENT in your text.
Describe how you would assess the value of joining a health information exchange (HIE) and create a slide presentation that you could provide to the board members and clinical staff that would help them understand the value and capabilities that participation in an HIE would provide. Provide an analysis of the challenges and barriers that must be considered along with the advantages you have found through your research. Describe what metrics would be needed to measure the value provided to hospitals, patients, and providers.
1. Use slides/visuals formatted according to the CSU Global Writing CenterLinks to an external site..
2. Be 7-8-slides in length, not including the cover or reference slides.
3. Provide support for your statements with in-text citations from a minimum of four (4) scholarly articles that are not older than 5 years. Two (2) of these sources may be from the class readings, textbook, or lectures, but two (2) must be external. The CSU Global LibraryLinks to an external site. is a good place to find these references.
4. Presentation notes are required for each slide and should be put in the notes section to support the slide content. These can be part of the presentation or delivered as a separate document. If you opt to submit the presentation in a PDF format, you must print it with the speaker notes.
5. Provide support for your statements with APA citations and a References slide.
6. Utilize the following headings to organize the content in your work:
o
Title Slide,
Introduction,
HIE Capabilities,
Information Standards,
Interoperability Challenges,
Participation Barriers,
Recommendations,
Conclusion, and
References.
CASE 12: ASSESSING THE VALUE OF HEALTH IT INVESTMENT
Five years ago, senior leadership at the Southeast Medical Center made the decision to embark on the implementation of a host of new clinical applications in the inpatient units enterprise-wide. The four hospitals that comprise Southeast Medical Center include the Main Adult Hospital, the Children’s Hospital, McKinsey Hospital, and the Institute of Psychiatry. They contracted with a major health IT vendor to implement the following applications:
ED tracking system
Replacement pharmacy information system
Clinical documentation system (for all nurses and ancillary personnel; does not include physician notes)
Medication administration using bar-coding technology
Computerized provider order entry (CPOE)
In addition, several administrative applications were implemented, including a new operative scheduling system and materials management system. They also upgraded their clinical data repository viewer. All applications are now operational.
Most recently, the board of trustees has approved replacement of Southeast’s ambulatory care EHR system. However, the system was viewed by clinicians and IT staff members as antiquated and cumbersome to navigate. It is also very difficult to retrieve aggregate data from the system. Much of this is apparently because of its underlying database architecture and structure. The system also did not interface with the hospital clinical applications.
Clinicians have also been frustrated that Southeast has been using two different EHR systems, one for inpatient and another for outpatient, and the two don’t interface or give a complete picture of the patient’s health record. With payment reform and the need to be able to more effectively manage patient care quality and outcomes, senior leaders recommended, and the board approved, replacement of the EasyDoc EHR with Epic ambulatory care EHR. The patient registration and billing system used in ambulatory care will also be replaced with Epic’s practice management application. Long-term plans are to eventually replace the existing clinical applications with Epic in the inpatient sector as well.
The total cost of ownership for the replacement ambulatory EHR and practice management system is approximately $30 million. Included in this estimate are not only the software and hardware upgrades but also the staff members needed to implement and support the new applications. Replacing the current clinical products with Epic inpatient EHR will cost an additional $90 million. Again, this is an estimated total cost of ownership.
The primary purpose of the Epic EHR project is to provide clinicians with access to a single, complete EHR that spans the patient’s continuum of care and improves collaboration and coordination of care. Community providers and patients will have access to the system. Community partners (such as primary care providers) will be able to retrieve important patient information. Currently a local health information exchange (HIE) exists that provides ED visit information to all local hospitals. This is to be expanded to include US Core Data for Interoperability (USCDI) and other relevant health information. Patients will be given access to their health information such as lab tests, X-ray results, and medications. They will also be able to schedule appointments and pay their bills online through a patient portal known as MyChart. Southeast physician leaders view patients as partners in their own care and are pleased to provide them access to information electronically.
Southeast providers treat a large population of patients with multiple chronic conditions. Managing chronic diseases using evidence-based, real-time support is considered essential. In addition, Southeast Medical Center has available a secure data warehouse of patient data that researchers and clinicians will be using more fully in the future to ensure that clinical research drives best care.
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