...becoming increasingly useful and implemented more frequently by health care providers throughout the United States. This technology may include Electronic Health Records (EHR) or Electronic Medical Records (EMR). The shift towards implementing Electronic Health Records has a significant influence on the quality of care provided by health care providers; however, some providers still stick to the basic paper documentation due to skepticism and disregard the benefits to adopting new technologies. Many questions arise when a health care provider is interested in adopting EHR’s, such as why adopt EHR’s? What are the benefits of EHR’s in relation to paper documentation? What steps need to be taken in order to adopt and implement EHR’s? What barriers will be encountered during the decision making process and how will these barriers be addressed? A health practice interested in adopting and implementing an EHR system must establish priorities, identify potential risks and how to avoid or overcome these risks, outweigh the pros and cons, set goals, and adhere to strict guidelines to ensure adopting a successful system. The terms Electronic Health Records (EHR) and Electronic Medical Records (EMR) are often used interchangeably by health care providers when in fact there is a subtle difference between EHRs and EMRs. Electronic Medical Records and Electronic Medical Records are both digital versions of a patient’s medical history and information; however EMRs are designed to...
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...component of accelerating improvements in the quality and value of health care for all Americans. Policymakers will be challenged to link investments in the health information infrastructure to the objectives of health care reform. The purpose of this paper is to articulate on why it is important to increase the likelihood of achieving high-value health care with the aid of health IT. Although the healthcare community has been clamoring for integration of its IT systems for decades, the industry is still in a rather elementary stage when it comes to useful and practical systems integration. Many think that the systems don’t support shared identities; they’re too focused on structured data, and that they don’t produce enough common output in a security-friendly way. However, by leveraging the Common Security Framework, healthcare organizations can now better manage risk; save time and expense that would be spent in determining their requirements and in auditing business associates; and increase information protection while better managing information security related expenses. Healthcare organizations in 2008 that was eager to develop health information exchanges (HIE) and regional health information networks (RHIO) also developed creative ways to assemble requests for proposals (RFP); clarify vendor expectations, and manage and resolve governance issues. Vendors received RFPs from states that had high hopes for data interchange but minimal funding. Other ventures were stymied...
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...Opportunity for Financial Incentives 5 Improved Quality of Patient Care 6 Increased Productivity and Efficiency 7 Recommendations 8 Conclusion 9 References 11 Executive Summary The benefits of successfully implementing an electronic health record are both vital to the future of our business as well as rewarding. The purpose of this report is to clearly demonstrate the need for implementation of an electronic health record and provide explanation of the benefits available to us with successful implementation. . The three main benefits I will be presenting research on are the financial benefits of an electronic health record, the ability to provide better quality patient care and the opportunity to increase productivity and efficiency through implementing an electronic health record. There are significant financial incentives for implementing an electronic health record and meeting Medicare and Medicaid’s requirements for meaningful use. Eligible providers can earn up to $44,000 through the Medicare EHR Incentive Program and up to $63,750 through the Medicaid EHR Incentive Program. There are three stages involved in meeting meaningful use the first stage consists of data capture and sharing, the second involves advanced clinical processes and the third focuses on improved outcomes. Incentives are paid out annually over four years. There are many ways implementing an electronic health record can improve the quality of patient care. Some of these reasons...
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...Health Care Coordination Models: Benefits and Challenges Traci L French Salem International University Abstract: Care coordination refers to several forms of patient care management that is patient- rather than provider-focused and has the end goal of the “Triple Aim”-improved patient experience, improved population health and decreased per capita costs. These goals are achieved by developing healthcare models which promote collaborative care between providers, increase communication between health care entities, actively engage patients in health care and lifestyle choices and rely heavily on health technology to extend provider services, personalize care and monitor quality improvement efforts. The main barriers to care coordination implementation include poor reimbursement for services, difficulties with provider network communications, shortages of trained care coordination personnel and ambiguity in provider roles and responsibility, which can lead to provider accountability issues. When well-established, care coordination models allow patients to form substantive, long-term personal relationships with providers and increase personal accountability for health care choices. These relationships increase compliance with care regimens in the ambulatory setting and decrease costs with overall improvement in patient quality of life. Care coordination refers to several forms of patient care management which is patient- rather than provider-focused and has the end goal of...
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...IT Strategic Plan 3 Introduction he technologies collectively known as health information technology (health IT) share a common attribute: they enable the secure collection and exchange of vast amounts of health data about individuals. The collection and movement of this data will power the health care of the future. Health IT has the potential to empower individuals and increase transparency; enhance the ability to study care delivery and payment systems; and ultimately achieve improvements in care, efficiency, and population health. However, these technologies – including electronic health records (EHRs), personal health records (PHRs), telehealth devices, remote monitoring technologies, and mobile health applications – are remarkably underutilized today. In 2010, only 25 percent of physician offices and 15 percent of acute care hospitals took advantage of EHRs. i...
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...os St. Catherine Specialty Hospital Designing the Future of IP-based Healthcare Data Networks _________________ Project Charter Document with Scope Table of Contents A. General Project Information Page 3. B. Project Objectives -Project Mission Statement -Business Case -Problem Statement -Goal Statement -Definition of Terms Target Project Goals Page 4. Acceptance to Terms of Deliverables Key Project Directives Page 5. C. Project Assumptions Page 6. Telecommunication Location Specification Page 8. Telecommunication Room Specifications Telecommunication Power Requirements Additional Network Requirements Page 9. Project Deliverables Page 12. D. Project Scope Page 14. ScopeAgenda Fulfilling IP Convergence Requirements Network Verification Requirements Page 16. Work Area Designations Infectious Control Requirements Page 17. Cable Run Specifications Page 18. Scope Exclusions Page 20. E. Project Milestones Page 21. F. Impact Statement Page 22. G. Roles & Responsibilities Page 23. H. Resources Page 24. I. Project Risks Page 25. J. Success Measurements Page 26. K. Project Participant Signatures Page 27. A. - General Information Project Title: | St. Catherine Specialty Hospital - Network and Data Infrastructure | Brief Project Description: | New hospital...
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...Big Data in healthcare Prepared by: Athina Klaoudatou Christos Panagiotou Abstract The aim of this report is to describe the eHealth market. The focus is the Greek business landscape, current trends in the market, industry growth, drivers, and restraints, the technologies and the players in various aspects of the field. Data are presented about the evolution of the market and there are descriptions of what Greek companies offer. Moreover implementation measures are presented, along with progress achieved with respect to national and regional eHealth solutions in EU and EEA Member States. Table of Contents 1. The National Health System 1 1.1. Organizational structure 1 1.2. Some facts & figures 1 2. What is eHealth, definitions, areas of application, benefits 5 2.1. What is eHealth 5 2.2. Forms of eHealth 5 2.3. Benefits of eHealth 6 3. eHealth framework in European Union countries 7 3.1. eHealth Action Plan 2012 - 2020 7 3.2. eHealth in the European Countries 8 4. Application of eHealth practices 10 4.1. Electronic Health records (EHR) 10 4.1.1. Examples of current EHR use 10 4.1.2. Electronic Health Record in Greece 12 4.1.3. Summing up 14 4.2. Interoperability 15 4.2.1. Defining Interoperability in Healthcare Systems 15 4.2.2. Most widely used contemporary Interoperability standards in Healthcare 16 4.2.3. EPSOS (European Patients Smart Open Services) 17 4.2.4. Interoperability in Greece Healthcare Informatics...
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...Austin and Boxerman’s Information Systems for Healthcare Management Seventh Edition Gerald L. Glandon Detlev H. Smaltz Donna J. Slovensky 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 [First Page] [-1], (1) Lines: 0 to 27 * 516.0pt PgVar ——— ——— Normal Page * PgEnds: PageBreak [-1], (1) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 AUPHA/HAP Editorial Board Sandra Potthoff, Ph.D., Chair University of Minnesota Simone Cummings, Ph.D. Washington University Sherril B. Gelmon, Dr.P.H., FACHE Portland State University Thomas E. Getzen, Ph.D. Temple University Barry Greene, Ph.D. University of Iowa Richard S. Kurz, Ph.D. Saint Louis University Sarah B. Laditka, Ph.D. University of South Carolina Tim McBride, Ph.D. St. Louis University Stephen S. Mick, Ph.D. Virginia Commonwealth University Michael A. Morrisey, Ph.D. University of Alabama—Birmingham Dawn Oetjen, Ph.D. University of Central Florida Peter C. Olden, Ph.D. University of Scranton Lydia M. Reed AUPHA Sharon B. Schweikhart, Ph.D. The Ohio State University Nancy H. Shanks, Ph.D. Metropolitan State College of Denver * [-2], (2 Lines: 2 59.41 ——— ——— Normal * PgEnds [-2], (2 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 [-3], (3) Lines:...
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...2009 Malcolm Baldrige National Quality Award Application TABLE OF CONTENTS Glossary of Terms and Abbreviations Organizational Profile i Responses Addressing All Criteria Items Category 1: Leadership 1 Category 2: Strategic Planning 6 Category 3: Customer Focus 10 Category 4: Measurement, Analysis, and Knowledge Management 14 Category 5: Workforce Focus 18 Category 6: Process Management 23 Category 7: Results 7.1: Best Quality (Healthcare Outcomes) 27 7.2: Best Customer Service (Customer Focused Outcomes) 32 7.3: Best Financial Performance & Growth (Financial & Market Outcomes) 35 7.4: Best People and Workplace (Workforce Focused Outcomes) 38 7.5: Best 5 Bs (Process Effectiveness Outcomes) 41 7.6: Best 5 Bs (Leadership Outcomes) 45 GLOSSARY OF TERMS AND ABBREVIATIONS APP: Annual Planning Process 5Bs: AtlantiCare’s five “Bests” or performance excellence commitments – Best People and Workplace, Best Quality, Best Customer Service, Best Financial Performance, Best Growth ARMC : AtlantiCare Regional Medical Center ASC: Ambulatory Surgery Center ASPP: Annual Strategic Planning Process A AAAHC: Accreditation Association for Ambulatory Health Care AAI: AtlantiCare Administrators Incorporated AAP: Annual Action Plan B BFP: Best Financial Performance Big Dots: The system-level measurements or targets for each of the 5 Bs (performance excellence commitments). Business units...
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...improving Quality and Value in the U.S. Health Care System August 2009 Preamble The Bipartisan Policy Center (BPC) is a public policy advocacy organization founded by former U.S. Senate Majority Leaders Howard Baker, Tom Daschle, Bob Dole, and George Mitchell. Its mission is to develop and promote solutions that can attract the public support and political momentum to achieve real progress. The BPC acts as an incubator for policy efforts that engage top political figures, advocates, academics, and business leaders in the art of principled compromise. This report is part of a series commissioned by the BPC to advance the substantive work of the Leaders’ Project on the State of American Health Care. It is intended to explore policy trade-offs and analyze the major decisions involved in improving health care delivery, and discuss them in the broader context of health reform. It does not necessarily reflect the views or opinions of Senators Baker, Daschle, and Dole or the BPC’s Board of Directors. The Leaders’ Project was launched in March 2008. Co-Directed by Mark B. McClellan and Chris Jennings, its mission is (1) to create a bipartisan plan for health reform that can be used to transform the U.S. health care system, and (2) to demonstrate that health reform is an achievable political reality. Over the course of the project, Senators Baker, Daschle, and Dole hosted public policy forums across the country, and orchestrated a targeted outreach campaign to...
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...OFFICIAL CATALOG This Catalog contains information, policies, procedures, regulations and requirements that were correct at the time of publication and are subject to the terms and conditions of the Enrollment Agreement entered into between the Student and ECPI University. In keeping with the educational mission of the University, the information, policies, procedures, regulations and requirements contained herein are continually being reviewed, changed and updated. Consequently, this document cannot be considered binding. Students are responsible for keeping informed of official policies and meeting all relevant requirements. When required changes to the Catalog occur, they will be communicated through catalog inserts and other means until a revised edition of the Catalog is published. The policies in this Catalog have been approved under the authority of the ECPI University Board of Trustees and, therefore, constitute official University policy. Students should become familiar with the policies in this Catalog. These policies outline both student rights and student responsibilities. The University reserves the right and authority at any time to alter any or all of the statements contained herein, to modify the requirements for admission and graduation, to change or discontinue programs of study, to amend any regulation or policy affecting the student body, to increase tuition and fees, to deny admission, to revoke an offer of admission and to dismiss from the...
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...2012 Catalog Volume 20 Issue 1 March 5, 2012 – December 31, 2012 This Catalog contains information, policies, procedures, regulations and requirements that were correct at the time of publication and are subject to the terms and conditions of the Enrollment Agreement entered into between the Student and ECPI University. In keeping with the educational mission of the University, the information, policies, procedures, regulations and requirements contained herein are continually being reviewed, changed and updated. Consequently, this document cannot be considered binding. Students are responsible for keeping informed of official policies and meeting all relevant requirements. When required changes to the Catalog occur, they will be communicated through catalog inserts and other means until a revised edition of the Catalog is published. The policies in this Catalog have been approved under the authority of the ECPI University Board of Trustees and, therefore, constitute official University policy. Students should become familiar with the policies in this Catalog. These policies outline both student rights and student responsibilities. The University reserves the right and authority at any time to alter any or all of the statements contained herein, to modify the requirements for admission and graduation, to change or discontinue programs of study, to amend any regulation or policy affecting the student body, to increase tuition and fees, to deny admission, to revoke an offer...
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...McKinsey Global Institute June 2011 Big data: The next frontier for innovation, competition, and productivity The McKinsey Global Institute The McKinsey Global Institute (MGI), established in 1990, is McKinsey & Company’s business and economics research arm. MGI’s mission is to help leaders in the commercial, public, and social sectors develop a deeper understanding of the evolution of the global economy and to provide a fact base that contributes to decision making on critical management and policy issues. MGI research combines two disciplines: economics and management. Economists often have limited access to the practical problems facing senior managers, while senior managers often lack the time and incentive to look beyond their own industry to the larger issues of the global economy. By integrating these perspectives, MGI is able to gain insights into the microeconomic underpinnings of the long-term macroeconomic trends affecting business strategy and policy making. For nearly two decades, MGI has utilized this “micro-to-macro” approach in research covering more than 20 countries and 30 industry sectors. MGI’s current research agenda focuses on three broad areas: productivity, competitiveness, and growth; the evolution of global financial markets; and the economic impact of technology. Recent research has examined a program of reform to bolster growth and renewal in Europe and the United States through accelerated productivity growth; Africa’s economic potential;...
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...McKinsey Global Institute June 2011 Big data: The next frontier for innovation, competition, and productivity The McKinsey Global Institute The McKinsey Global Institute (MGI), established in 1990, is McKinsey & Company’s business and economics research arm. MGI’s mission is to help leaders in the commercial, public, and social sectors develop a deeper understanding of the evolution of the global economy and to provide a fact base that contributes to decision making on critical management and policy issues. MGI research combines two disciplines: economics and management. Economists often have limited access to the practical problems facing senior managers, while senior managers often lack the time and incentive to look beyond their own industry to the larger issues of the global economy. By integrating these perspectives, MGI is able to gain insights into the microeconomic underpinnings of the long-term macroeconomic trends affecting business strategy and policy making. For nearly two decades, MGI has utilized this “micro-to-macro” approach in research covering more than 20 countries and 30 industry sectors. MGI’s current research agenda focuses on three broad areas: productivity, competitiveness, and growth; the evolution of global financial markets; and the economic impact of technology. Recent research has examined a program of reform to bolster growth and renewal in Europe and the United States through accelerated productivity growth; Africa’s economic potential;...
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