Health Care Operations 404 Instructor: Jay Anderson, MBA
Course Description:
The Health Care Operations course examines the entire information technology needs of every part of hospital organization and management, including patient access services, ambulatory care, clinical practice and organization, nursing services, managing facilities and resources, personnel and staffing, and finance. *
Text:
White, K,. Griffith, J., (2010). The Well-Managed Healthcare Organization.( 7th ed.). AUPHA, Chicago, Il
Syllabus:
404_heo_syllabus.pdf | |
File Size: | 20 kb |
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Reflections:
Although my background is in the healthcare arena, I was unfamiliar with the organizational structure and operations of a Health Care Organization. The course presented concepts clearly and the text was an excellent tool to demonstrate the operations of an organization. Meaningful Use (MU) incentives were covered describing eligibility, financial incentives, and payment structures. A very comprehensive MU power point presentation was available , however for me , it would have been more effective had it been a live presentation. Reviewing this presentation I realize how much I learned in the MMI program since taking this course. It was my second semester and I knew nothing about Health Care Operations, the HITECH act, or clinical decision support systems. The power point presentations in this course contained so much information that at the time was overwhelming, yet I now see how all the pieces of the puzzle fit together in the Health Care Organization. I think this course should be taken early in the program, especially to introduce operations and structure. However, as a means of pulling together all of the knowledge into the functional operations of a institution, some of the information would be more effective presented later.
The goal of the group project was to present ( to the board of directors of a hospital) a strategy regarding integration of medical devices into the EMR , (specifically smart pumps, smart ventilator’s and cardiac monitors). The project began with a background review of the current status regarding implementation of the EMR phase one, I had to articulate a strategic plan for the complete execution of the EMR. There was an emphasis in this course on the Institute of Medicine (IOM) reports regarding patient safety, To Err is Human. Our presentation allowed us to weave the six IOM aims for patient care throughout the presentation. We reviewed the financial impact of medication errors, and displayed not only the cost savings once the program is implemented, but,also improved patient safety with the reduction of medication errors. Workflow pattern improvement was illustrated as a time saver, but more importantly, improved accuracy in documentation. The architecture of the system demonstrated placement of interfaces and gateways into the EMR. A project plan was developed and included a discovery phase, request for proposal (RFP), contract negotiations, budget and team formation. Metrics were designed, based of meeting IOM aims for safe, timely, efficient, effective, equitable,and patient centered care.
There were opportunities to review several case studies. The first was The Care Group case describing the complete shutdown of a major medical center's network, analyzing why it occurred, what went wrong, how the institution dealt with the enormous problem , and what policies and procedures put in place would prevent this from happening again. The case illustrated how the domino effect a seemingly innocent error can trigger an event of this magnitude. The lesson learned from this case study is that with budget restraints, organizations may want to forgo recommended upgrades and maintenance. However, as an Informaticist, it is my job to educated the client how neglecting system maintenance may become a disaster.
The Intermountain Health Care study demonstrated improving patient care may sometimes have unintended consequences as seen with the Hospital Acquired Pneumonia initiative. Although patient care was improved, reimbursement declined as a result of coding changes. I especially enjoyed the Operating Room staff utilization assignment, which illustrates another facet of how informatics may be integrated into the hospital system in areas other than electronic patient records. Although not terribly interesting to me, the Revenue Cycle and Budget Plan segment provided a general overview of the process an institution goes through as it prepares and plans for capital improvements in it's organization. This is a critical piece of knowledge for the medical informaticist to understand when working to integrate new technologies.
The goal of the group project was to present ( to the board of directors of a hospital) a strategy regarding integration of medical devices into the EMR , (specifically smart pumps, smart ventilator’s and cardiac monitors). The project began with a background review of the current status regarding implementation of the EMR phase one, I had to articulate a strategic plan for the complete execution of the EMR. There was an emphasis in this course on the Institute of Medicine (IOM) reports regarding patient safety, To Err is Human. Our presentation allowed us to weave the six IOM aims for patient care throughout the presentation. We reviewed the financial impact of medication errors, and displayed not only the cost savings once the program is implemented, but,also improved patient safety with the reduction of medication errors. Workflow pattern improvement was illustrated as a time saver, but more importantly, improved accuracy in documentation. The architecture of the system demonstrated placement of interfaces and gateways into the EMR. A project plan was developed and included a discovery phase, request for proposal (RFP), contract negotiations, budget and team formation. Metrics were designed, based of meeting IOM aims for safe, timely, efficient, effective, equitable,and patient centered care.
There were opportunities to review several case studies. The first was The Care Group case describing the complete shutdown of a major medical center's network, analyzing why it occurred, what went wrong, how the institution dealt with the enormous problem , and what policies and procedures put in place would prevent this from happening again. The case illustrated how the domino effect a seemingly innocent error can trigger an event of this magnitude. The lesson learned from this case study is that with budget restraints, organizations may want to forgo recommended upgrades and maintenance. However, as an Informaticist, it is my job to educated the client how neglecting system maintenance may become a disaster.
The Intermountain Health Care study demonstrated improving patient care may sometimes have unintended consequences as seen with the Hospital Acquired Pneumonia initiative. Although patient care was improved, reimbursement declined as a result of coding changes. I especially enjoyed the Operating Room staff utilization assignment, which illustrates another facet of how informatics may be integrated into the hospital system in areas other than electronic patient records. Although not terribly interesting to me, the Revenue Cycle and Budget Plan segment provided a general overview of the process an institution goes through as it prepares and plans for capital improvements in it's organization. This is a critical piece of knowledge for the medical informaticist to understand when working to integrate new technologies.
Artifacts:
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