ifsm 302 assignment
Version:1.0 StartHTML:000000513 EndHTML:000097243 StartFragment:000001256 EndFragment:000097211 StartSelection:000001566 EndSelection:000097211 SourceURL:https://learn.umuc.edu/d2l/common/assets/pdfjs/1.0.0.30/web/viewer.html?file=%2Fcontent%2Fenforced%2F385228-027320-01-2195-OL3-7382%2FMidtown%2520Family%2520Clinic%2520Case%2520Study.pdf%3Fd2lSessionVal%3DcXFeXsjjUUy00YOELlSEJTmFl%26ou%3D385228&lang=en-us&container=d2l-fileviewer-rendered-pdf&fullscreen=d2l-fileviewer-rendered-pdf-dialog&height=774 PDF.js viewerMidtown Family ClinicCase StudyIn 1990,Dr. Harold ThompsonopenedtheMidtownFamilyClinic, a small internal medicine practice,inanarea with an increasing number of newfamily residences.Dr.Thompsonhas beenthe owner and managerof the medical practice.He has tworegisterednurses, VivianHalliday,andMariaCosta, to help him.Usually, onenursetakes care of the front desk while the othernurseassists the doctor during the patientvisits.They rotate duties each day.Front desk duties include all administrativework from answering thephone, scheduling appointments, taking prescription refill requests, billing,faxing,etc.So ifonMondayNurse Hallidayis helping the doctor, thenit isNurse Costawhotakes care of the front desk and all officework.The two nurses are constantly busy and running around,and patients are now accustomed to aminimum 1-2hour wait before being seen.Ifone nurse is absent,the situation is even worse in the clinic.The clinic has threeexaminationrooms so the owner isnowlooking into bringinga newphysician or nursepractitioner on board.This would help him grow his practice, provide better service to his patients,andmaybe reduce the patients’waiting time.Dr.Thompsonknows that this will increase the administrativeoverheadand the twonurses will not be able to manage any additional administrativework.He facesseveral challenges andcannot affordto hire anyadditional staff,soDr.Thompsonhas to optimize hisadministrativeand clinical operations.The practice is barely covering the expenses and salaries at themoment.Dr.Thompson’spractice operation is all paper-based with paper medical records filling his front officeshelves. The only software the doctor has on his front office computer is astand-alone appointmentscheduling system.Even billing insurance companies is done in a quasi-manual way.For billing insurance,the front office nurse has tofax all the needed documentation to athirdparty medical billing company atthe end of the day.The medical billing company then submits the claim to the insurancecompanyandbills the patient.The clinic checks the status of the claims by logging into the medical billing system,through a login that the medical billing company has provided the clinic to access its account.There is nobilling software installed at the practice, but the nurses open Internet Explorer to the URL of the medicalbilling company and then use the login provided by thethirdparty medical billing company. Of course, themedical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.Although the medical practicehas the one PC with the scheduling software and an internet connection, itdoes not have a Web siteor any other technology, and essentially still operates the same as it did in 1990.One problem thatisimmediatelynoticeableis thatthere is no quick way to checkpatientsin,and if thenurse is on the phone whilea patient triesto checkin,then the patient has to wait until she has completedher call.The doctor could be also waiting for the patient to be checked in,wastingthe doctor’s valuabletime.Alsomanypatients experience long waits on the phone when they are trying to schedule anappointment, while the nurse is checking in patients or responding to another patient’s request in the office.Every year, theclinic requires its patients to complete a form with their personal and insurance information,rather than have them just verify whatison file.This annoys some of the parents when they have to filloutall this paperwork, especially if they are takingcareof their sick young child in the waiting room.Whenapatient’s laboratory test results are received in the office, the paper copy has to be filed in thepatient’s folder. Lost and misfiled reports are a big concern to Dr.Thompson, as is his inability to quicklyand easily share patient data when he makes a referral to a specialist. He feels he and his staff arespending too much time handling paper and not enough time improving patient care.All of themedicalrecords,lab results,and financial and payroll accounts are kept on paper, so there is not a quick way tolook up a patient’s history or current prescriptionsduring office visits,or whenthe doctor gets a call while3/5/2018IFSM 305–Case StudyPage |2he is away from the office.At the beginning of each day,the nurses pull the files for all patientswho haveappointments scheduled for that day.However,the clinic also accepts walk-in patients.At a recent medical conference Dr.Thompsonlearnedabout howElectronic Health Records (EHR)can beshared among health care providers to improve patient outcomes.After attending several demonstrationsby the different vendors, ClinicalWorks, AthenaHealth, etc.,herealizedhow inefficientlyhis practice isrunning and realizedall the opportunities that EHR systemscan bring.Herecognizesall the benefits ofmoving to electronic medical records but feels very overwhelmed on how to start, or what to do. He isalso concerned aboutdisruption to his practice which may negatively affect his patients’careexperience.Moreover, neither the doctor nor the nurses have any knowledge or experience when it comes toinformation technology.Upon the recommendation of a fellowdoctor, Dr.Thompsonhasdecidedto hirean independent EHR Consultant, to help him select the best EHRfor his practice. His friendalsoadvisedhim that he should not just buy any package from a vendor but have the EHRconsultant analyze theworkflowprocessesat the practice first, then optimize them, and then look at the EHR systems.The newEHRsystem needs to work with the optimizedprocessesof his practice.Dr.Thompsonneeds to get hisstaff’s buy-in and involvement in the process from Day 1, if the EHRadoption process is to succeed.Dr.Thompsonrealizes that EHRadoptionmayaddsignificantcosts to his practice, which he cannotafford.Therefore, he will go for the EHRadoption at this pointonlyif he canfind an affordable system.Based on his fellow doctor’s recommendation,Dr.Thompsonhascontractedwithan independentconsultant, who is not associatedwithany vendor,to advise him through this process.Throughout thiscourse you willbe the professional medicalconsultant.Strategic GoalsDr.Thompsonhas several strategic goals in mindthat he shares with you during your firstmeetingwithhimas his consultant.For one, he would like to see his medical practice operate more efficiently and makesome financial profit thathe couldreinvest into the clinic in order toupgrade and expandit.In a fewyears,he will need to invest some fundsina major renovation, primarilyinthe examination rooms and thewaiting area. If he had extra money, he could also rent the apartment next to his clinic and open up thespace to make alargerclinic.If he did that, he could also expand the clinic into a 3-physician grouppractice and maybe rent out some space to a physical therapy physicianand generate some additionalincome.After much discussion with fellow MDs, he realizesthat he can use technology to improve thequality of care, safety, and financial management decisions of his practice, while also meeting the legaland regulatory requirements for health care and health care systems.So,implementing an EHR systemfor these purposeshas nowbecome another strategic goal for the practice.Your task is tohelp Dr.Thompsonunderstand the process that occurs during a patient visit to the practice,how that process should be improved to make it more efficient, and then recommend a certified EHRsystem for him to implement.You are not expected to solve all of the problems identified or address allimprovements that could be made at theMidtownFamilyClinic.The following is anexampleof how aprocessis identifiedandoptimized using a technology solution: Lastyear, themedical practicehad no effective way toscheduleappointments.The front desk nurse used apaper calendar to write in appointments. Obviously, as appointments were cancelled and re-scheduled,the paper calendar became almost unreadable. It was also taking a long time for the nurse to record thepatient name, phone number and other critical information. That was when Dr.Thompsonand his nursesdecided to implement the scheduling system on the PC. Now, the patients are all listed in the system, withthe pertinent information, and the scheduler can quickly search for an open time and enter the patient’sappointment on the schedule. This has significantly improved the scheduling process, but hasdonenothingto help with all of the other activities involved with a patient visit to the Clinic.Note:Asyou approachthe case studyassignments, you will find it helpful to think about your ownexperiences withamedical practice. Making a trip to asmall medical practicemay help you think aboutthe processes, challenges, and opportunities.3/5/2018IFSM 305–Case StudyPage |3STAGED ASSIGNMENTSThe case study and assignments address the Course Outcomes to enable you to:Evaluate the organizational environment in the health care industry to recognize how technologysolutions enable strategic outcomesAnalyze the flow of data and information among disparate health information systems to supportinternaland external business processesEvaluate technology solutions in the health care industry to improve the quality of care, safety, andfinancial management decisionsExamine the implications of ethical, legal, and regulatory policy issues on health care informationsystems.Upon completion of these assignments you will have performed an array of activities to demonstrate yourability to apply the course conceptsto a “real world situation” to:Analyzean organization’s strategies and processes to determine how a technology solution couldhelp(Stage 1)Analyze the data flow amonga clinical practiceand external organizations (Stage 2)Identifyand explainthelegal, ethical and regulatory considerations for a system (Stage 3)Propose an appropriatecertifiedEHRtechnology solution (Stage4)As explained in the Stage 1 assignment, you will create a System Recommendation Report for Dr.Thompson, using each stage to develop a section of the report.The staged assignments are designed tofollow the relevantreadingsin thecourse content, and are due on the datesas assignedin the classschedule.These assignments are designed to help you identify how to effectively analyze and interpretinformation to improvea medical practice using technology.This is an opportunity for you to apply criticalthinking skills and think like aprofessionalmedicalconsultant.More InformationLess InformationCloseEnter the password to open this PDF file.OKCancelFile name:-File size:-Title:-Author:-Subject:-Keywords:-Creation Date:-Modification Date:-Creator:-PDF Producer:-PDF Version:-Page Count:-Close@media print { #printContainer div { page-break-after: always; page-break-inside: avoid; } } #mozPrintCallback-shim { position: fixed; top: 0; left: 0; height: 100%; width: 100%; z-index: 9999999; display: block; text-align: center; background-color: rgba(0, 0, 0, 0.5); } #mozPrintCallback-shim[hidden] { display: none; } @media print { #mozPrintCallback-shim { display: none; } } #mozPrintCallback-shim .mozPrintCallback-dialog-box { display: inline-block; margin: -50px auto 0; position: relative; top: 45%; left: 0; min-width: 220px; max-width: 400px; padding: 9px; border: 1px solid hsla(0, 0%, 0%, .5); border-radius: 2px; box-shadow: 0 1px 4px rgba(0, 0, 0, 0.3); background-color: #474747; color: hsl(0, 0%, 85%); font-size: 16px; line-height: 20px; } #mozPrintCallback-shim .progress-row { clear: both; padding: 1em 0; } #mozPrintCallback-shim progress { width: 100%; } #mozPrintCallback-shim .relative-progress { clear: both; float: right; } #mozPrintCallback-shim .progress-actions { clear: both; } Preparing document for printing… 0%
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