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 outcomesAnalyze the flow of data and information among disparate health information systems to supportinternaland external business processesEvaluate technology solutions in the health care industry to improve the quality of care, safety, andfinancial management decisionsExamine 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; 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