...Partners Healthcare System (PHS): Transforming Health Care Services Delivery Through Information Management Harvard Case Solution & Analysis PARTNERS HEALTHCARE SYSTEM (PHS): TRANSFORMING HEALTH CARE SERVICES DELIVERY THROUGH INFORMATION MANAGEMENT Question 01 The Partners Healthcare System (PHS) faced a lot of obstacles in implementing the ERP system whose sole responsibility was to make the current processes as efficient as possible. In addition to this, once this information system is along with Computerized Patient Order Entry (CPOE) system then it would help the health care professionals in accessing patient complete profile from the scratch that is the patients’ first visit to the health practitioner. However, there was a lot of resistance regarding the system from the doctors. It is reported that two-third of the doctors had prior links to the hospitals and were hesitant to adopt the latest technology. In addition to this, the same number of doctors who had affiliations with the PHS hospital also met their patients at some other venues. The already established workforce lacked in its ability to use the advanced technology and was reluctant to this type of system. As they were trained to write prescriptions manually, hence they were not accepting this new mode of data reposition. In addition to a lack in ability to apt the latest technology, they also lacked the basic infrastructure or resources to finance this implementation. Moreover, if the technology gets implemented...
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...9-206-005 REV: MAY 22, 2007 JOSHUA COVAL Partners Healthcare In May 2005, Michael Manning, the deputy treasurer of Partners Healthcare System, was formulating a recommendation to the Partners Investment Committee. He had been asked to analyze the role that different “real assets” could play in Partners’ $2.4 billion long-term pool (LTP) of financial assets. He was then expected, on the basis of that analysis, to recommend both a size and a composition for the real-asset portfolio segment within that LTP. Background Partners Healthcare System was the largest health-care network in New England, providing a range of primary, secondary, and tertiary health-care services to millions of patients from throughout eastern Massachusetts. The Massachusetts General Hospital and the Brigham & Women’s Hospital, two world-famous acute-care hospitals in Boston, had joined together in 1994 to found the Partners network. Both Mass. General and Brigham not only provided acute clinical care but were also research and teaching hospitals affiliated with the Harvard Medical School. Over the next few years, four suburban hospitals had also joined the network, as had dozens of physician organizations (practices with multiple numbers of doctors) across eastern Massachusetts. A variety of important staff functions, including treasury functions like asset management, had been centralized at Partners headquarters in downtown Boston, but all the clinical care and research took place...
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...ENSEMBLE Case Study: Partners HealthCare System Partners HealthCare uses InterSystems Ensemble to integrate internal and external EMRs Partners HealthCare System Inc., based in Boston, Massachusetts, is an innovative integrated healthcare network that includes multiple major hospitals with more than 7,000 physicians attending to four million outpatient visits and 160,000 admissions per year. Partners’ institutions, including Massachusetts General Hospital and Brigham and Women’s Hospital, consistently rank among the best hospitals in the United States, according to U.S. News and World Report. To maintain its leadership status, Partners establishes enterprise-wide, CEO-supported corporate initiatives under the banner of “HighPerformance Medicine.” “Ensemble has given us tremendous flexibility with data transformations, and made us much more agile in delivering on this type of integration.” Steve Flammini, CTO One of these initiatives includes electronic medical record (EMR) adoption by all community physician practices in the Partners system. To achieve this goal, Partners offers these physicians full, Webbased access to its internal EMR. But first, Partners must rapidly create interfaces (programs that handle data translation and transmission between systems) to the community physicians’ practice management and scheduling systems, and integrate that data into its EMR. The initiative also gives participating physicians access to more than three...
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...with the countries in which Tex-Mark operated. Tex-Mark was prepared to pay for four sessions each lasting one hour. 2. ‘Reading Assignments’. Three to four books (depending on region of assignment) on national or regional culture and/or doing business in the focal region. Accompanying spouses/partners had access to a similar library.‘Interviews and conversations’ with Tex-Mark employees with country experiences. 3. ‘Language courses’. Attendance at elective ‘survival level’ language classes. These courses last from eight to twelve weeks, with three course meetings a week. Tex-Mark will pay for spouses/partners as well. In-country training and development Upon arrival, Tex-Mark staff in the local operation will assist the accompanying spouse/partner with job search activities. They will assist with finding children acceptable schooling situations. Where possible, Tex-Mark staff will endeavour to provide a social support network. Repatriation Upon return all expatriates are required to go through a debriefing and career counselling session with HR staff. This should be held within two months of the person’s re-entry to the home location. v IHRM Case 1 – Spanning the Globe 3 Case 1 Activity In the role of Eric 1. Summarize your thoughts on the problems at hand, alternative solutions and your strategy on how to proceed at the forthcoming meeting. 2. How will your proposal solve the problems you have defined? 3. How can you defend your solution from budgetary concerns...
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...recommendation on “The future of Nursing: Leading Change, Advancing Health”. With nurses being the majority of the healthcare workforce, they are encouraged to lead the charge on changes in the healthcare system. This report discusses the effects of safe, effective and affordable care rendered at the primary level. Nurses can further this initiative by taking their education to the next level, which will allow stronger leadership roles and in turn will lead directly to improved care at the primary level. Transforming Practice Access to healthcare has been rewritten with the implementation of The Affordable Care Act of 2010 (ACA). This will allow open access to healthcare for millions; in turn increasing demands on healthcare professionals. In keeping with IOM report, ways in which a practicing nurse can implement changes are varied; in current practice it would begin with education and prevention early in the acute care stay in order to be preemptive in post-acute care period also early in a nurse’s education familiarizing oneself with the patient care needs in under-served communities, which allows for an insightful nurse to keep with the goals of primary care. Finally, continuously seeking reeducation on providing culturally competent care. The changes nursing will endure following the ACA are: Practice Setting- At the height of transforming practice in healthcare is the when and where of primary care. The need to shift care from acute care settings, and into the homes,...
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...Partners HealthCare System (PHS): Transforming Health Care Services Delivery through Information Management Case Description According to government sources, U.S. expenditures on health care in 2009 reached nearly $2.4 trillion dollars ($2.7 trillion by the end of 2010). Despite this vaunting national level of expenditure on medical treatment, death rates due to preventable errors in the delivery of health services rose to approximately 98,000 deaths in 2009. To address the dual challenges of cost control and quality improvement, some have argued that what is needed is an integrated electronic medical record (EMR) system and associated information technology-enabled processes. While the information systems currently available may meet the needs of the industry, the question remains as to what is required within and by the health care services organization to achieve a satisfactory response to these dual challenges. At the present time, Partners Healthcare System (PHS) maintains a centralized digital records library on over 5 million patients, augmented in real-time by data, textual comments, and artifacts (i.e. x-rays, MRI’s, EKG’s, etc.) as these patients visit doctor offices, receive hospital-based or home care services, and obtained prescription medications and other therapies. Procedures are in place to ensure the data quality and integrity of these patient files. Going forward, any health care professional across the network can access a patient’s complete...
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...op yo rP os t NA0186 A Telemedicine Opportunity or a Distraction? Janis L. Gogan, Bentley University Monica J. Garfield, Bentley University S hawn Farrell, Executive Director of the Partners TeleStroke program, glanced at his smart phone while striding toward his office at Massachusetts General Hospital (MGH) in Boston; he nearly collided with Lee Schwamm, MD. Knowing that Dr. Schwamm’s overfull schedule as Vice Chairman of Neurology and Director of Acute Stroke and TeleStroke Services meant he had little time to chat, Farrell used the near-collision as an opportunity to quickly mention a recent conversation with a nurse from Falmouth Hospital on Cape Cod. An active participant in the TeleStroke service, Falmouth Hospital was regularly honored for its adherence to best practices in stroke care. “Recently some Falmouth nurses asked how we can convince other MGH departments—such as in critical-care pediatrics—to provide similar telemedicine consultation services,” Farrell stated, adding “Their nurse stroke coordinator, Jean Estes, is a huge cheerleader for TeleStroke.” Dr. Schwamm continued moving toward his office as he replied, No tC Shawn, don’t we already have too much to do? I need to see patients, complete the analysis for a study I am working on, submit a grant application. Next week I will speak at an international neurology conference. Telemedicine can certainly be invaluable in many clinical domains, but there just are not enough...
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...Partners Healthcare Case Study Partners Healthcare is considering the introduction of real assets into the organization’s portfolio. The analysis will demonstrate the effects of having one risky asset and one risk-free asset in a portfolio. Our analysis will also show that the introduction of real assets can decrease the risk of the hospital’s portfolio. Each hospital in the healthcare system can determine the appropriate portfolio mix based on their desired expected level of return and risk they are willing to accept. In the case for a hospital it is crucial that it manages donated funds properly so the hospital can continue to operate even if its income from operations is negative. Using the STP (short term pool) that Manning had put together with his management team that overseen it, he had decided that to use this as the risk-free part of their holding, where the STP (investments averaging from 1-2 years in length) average return was 3.2%. With the LTP (long-term pool) they had investments in risky assets which were mainly different forms of equity which were overseen by more than 30 multiple asset management firms. While they also had a small fixed income segment in the LTP that had been invested in primarily high-quality long-term bonds. There are two ways the hospital can plan to invest, with a few different rationales behind them. The hospital can choose to invest, either very conservative and continue to operate while accepting minimal risk , where operations...
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...Introduction: The following three cases discuss information management within three very different types of organizations: (1) a national, online manufacturer/retailer of clothing and sportswear; (2) a major integrated healthcare provider; and (3) a global architectural design and construction firm. Consider each organization in terms of its information management needs at the following three levels of operations: • transacting – operational needs • management and control needs • planning, transformation, and innovation needs From this perspective, consider the following questions for each case study: 1. What information is critical at each level of operations? 2. How is this information collected/created? 3. What role(s) does either data-driven decision making (DSS systems) or knowledge management (KMS systems) play in each of these scenarios? 4. What are the challenges associated with accessing and leveraging business intelligence (BI) - either data-driven or knowledge-based within each enterprise? 5. What are the paybacks from the successful uses of BI? Case 1: CUSTOM MADE APPAREL AND INDIVIDUALIZED SERVICE AT LANDS’ END [adapted from the article by Blake Ives and Gabriele Piccoli, Communications of the Association for Information Systems (Volume 11, 2003)79-93] A Kurt Salmon and Associates study in 1997 found that 36% of consumers were willing to pay 12 to 15% more for custom apparel and footwear...
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...MOTIVATION AT SHARP HEALTHCARE Sharp Healthcare is an integrated regional Healthcare delivery system located in San Diego, California accounts to serve approximately population of three billion. It comprises of four acute care hospital, three specialty hospital and three medical group plus a full spectrum of other facilities and services. The first Sharp hospital opened in 1955 as Donald N. Sharp Memorial Community Hospital, a nonprofit facility in San Diego. It operate 1,878 beds, has approximately 2600 physician on medical staff , more than thousand physician in two affiliated medical group, and has more than 14,000 employees with $ 5.852 in assets and $ 1.9 billion in annual income. It is San Diego’s largest private employer. Sharp HealthCare is recognized for its commitment to clinical excellence and high-quality patient care by local and national organizations. In 2008, Sharp Healthcare ranked fifth in the California “ best places to work program” in the large employer category and was rated 47th out of top 100 places to work in united states by modern healthcare. Roughly 10 years ago, Sharp HealthCare began a process of self-examination to explore how it could best deliver top-quality health care in the new millennium. After conducting more than 100 focus groups with employees, physicians, and patients, the group reconceived its mission to become an ideal healthcare delivery system and a model for...
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...GENICON CASE 1.Evaluate GENICON international expansion so far. What are the main reasons it has been successful? GENICON international expansion has been successful because the international markets were expected to grow much faster than USA. This fact may seem unusual as the USA market of this kind of products is the largest all over the world. Another reason of the success of this firm was the transition of the European market for medical devices. These changes where produced because of the entrance of Tyco Healthcare, a global healthcare products company. This company sought favorable contracts with few distributors. The willingness to take GENICON's products increases and this fact helps the company success. Finally, another reason of success could be the strategy of the company, very focused of carrying out deep studies to choose the right countries. Factors as taxes, tariffs, regulations, exchange rates, etc. were taken into account. 2.Apply Country Portfolio Analysis (see Distance Still Matters) to the markets GENICON is considering entering. You may use the combination of industry statistics and country indicators (such as GDP per capita). Which country makes the most sense from this perspective? In order to study these countries we will focus on the GPD, GPD growth, GPD per capita, population and land. In the picture below we can see that China has the best numbers regarding GDP and its growth. Nevertheless, due to this large population the GDP per capita, data that...
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...Patient recommendations, complaints, and comments provide patient satisfaction reports to senior management in CRM tracking. For PFCH enhancements as indicated in part three of this series will include advertising of health awareness and education classes sponsored by PFCH. CRM systems will provide promotional events such as walk for health initiatives, and creating the ability to build relationships with current as well as future patients. PFCH will generate website pages that include discussion links to other sites such as Mayo Clinic Symptom Checker, WebMD® and other links on a variety of topics for health education. Chat rooms with various staff members participating in discussions can provide schedules for specific topics and open forum discussions. PFCH will maintain encryption as a critical security measure that is a requirement for security of patient data. The case of Patton-Fuller and the sensitivity of its network data make this consideration even more important. Web portals – other hospitals PFCH will consider the results of studies whereby engagement of patients include patient access to educational tools; however, others see it as interaction via electronic tools. Study responders agree that patient engagement is high priority. For patient education websites to consider which are in use at Mayo Clinic include health savings accounts, health/wellness section, latest news, hospital locations, private practice locations, find a doctor, and event...
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...Running head: Electronic Medical Records (EMR) Electronic Medical Records (EMR) Student Names Florida Atlantic University College of Business Health Administration Program Dr. Attila J. Hertelendy Introduction to Health Care Systems HSA 6103 Electronic Medical Records (EMR) November 15, 2011 Table of Contents 2 Abstract ............................................................................................................................................3 Introduction ......................................................................................................................................4 Types of EMRs ................................................................................................................................4 EMR Technology ....................................................................................................................4 Practice Management ..............................................................................................................7 Vendors and Cost of EMR ......................................................................................................7 EMR Stimulus.........................................................................................................................8 Different Uses of EMR ....................................................................................................................9 Uses of EMR in Health Management .............................
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...Introduction In Health care, quality and utilization management have been forced into the spotlight by an insatiable demand for technologically advancing services, a legal system that compels physician to order unnecessary services, and the costs that are soaring higher than ever. The inconsistent use, overuse, misuse or even under used healthcare services has created inefficiencies and value concerns that demand oversight to ensure the best care is received while utilizing resources in the most efficient manner. "The knowledgeable health reporter for the Boston Globe, Betsy Lehman, died from an overdose during chemotherapy. Willie King had the wrong leg amputated. Ben Kolb was eight years old when he died during "minor" surgery due to a drug mix-up."[i] The Institute of Medicine Committee on Quality of Health Care in America identified strategies for quality improvement through two historic reports: To Err Is Human: Building a Safer Health System and Crossing the Quality Chasm: A New Health System for the 21st Century[ii]. The IOM published the "To Err is Human" study which showed that these horrible examples (commonly referred to as "Never Events") were only the tip of the iceberg. The study found that adverse events occurred in 2.9 to 3.7 percent of every hospitalization and that over half of all adverse events had resulted from medical errors that could have been prevented. To apply these numbers across American's nearly 34 million hospital admissions in 1997...
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...Care Healthcare Supply Chain Management Supply Chain Management plays a vital role in our hospitals today. With the growing cost of healthcare and new technologies, it is vital for hospitals to run as efficiently as possible and without jeopardizing care. To the materials manager and to the financial minds of a hospital the area of supply chain is a tedius task at best, the kind of planning, strategizing and measuring that seldom goes recognized and rewarded. The work involved with inventory control fits tightly within that description. In many hospitals today, it is easy for inventory control to go astray and become uncontrolable. This is the case with I Care Healthcare System. Too many people with too much access to too much product procurement are controlling supplies and equipment coming into the facility without any regulation or little oversight. While the blame for over-ordering is frequently pointed at nursing staff, famous for squirreling away unseen, already paid-for stocks of goods, they are not the only offenders. More accurately, when it comes to inventory, it's the system that fails a hospital, not its people, over what is essentially an asset management issue. Currently I Care Healthcare System uses a mainframe that was develped internally with an outdated materials management system that allows you to generate purchase orders, but is lacking in running reports that track the usage. This is not uncommon in the hospital materials management environment...
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