Question.2851 - The physicians at Aubreyville Regional Hospital were growing increasingly frustrated with the lack of access to the historical handwritten documentation detailing their patients’ previous encounters. The facility is a 214-bed hospital and often attracts world-renowned physicians due to its excellent reputation. It is a smaller facility and unfortunately has become somewhat behind in transitioning to emerging technology to improve documentation efforts. Tammy, Aubreyville Regional Hospital’s Health Information Management (HIM) Director, was new to her role but was aware of these issues when she accepted her position. During the monthly leadership council, Dr. Jones expressed her concern over several inefficiencies when attempting to retrieve historical information on her patients. She indicated that she had no issues locating labs, radiology, patient demographics and dictated reports for the current visit as they were housed in the electronic medical record (EMR) utilized at Aubreyville Regional Hospital. These documents were electronically interfaced to the EMR and were available to be quickly referenced. However, Dr. Jones noted such handwritten documents – progress notes, physician orders, and other graphic flowsheets were retrievable only by contacting the HIM department. The HIM department was not staffed 24/7 and this often resulted in delays to obtaining paper documentation. As Dr. Jones was presenting her concern, other physicians began to express their displeasure in this process as well. Kate, Aubreyville Regional Hospital’s Chief Operating Officer (COO) quickly determined that this concern was valid. After listening to the discussion, Kate knew that there needed to be an improved way to connect the handwritten documentation to the electronically interfaced information. Kate met with Tammy to discuss the options for removing this physician satisfaction barrier and potential patient care inhibitor. Tammy informed Kate that the concept of a hybrid record was something that should be considered. In this environment, HIM would perform document imaging processes on the handwritten documentation. This would allow the handwritten information to flow to the patient chart and connect with the existing electronically fed documents. Document imaging is a process that is widely used throughout HIM departments. This approach helps to bridge the gap between a fully paper-based hospital to one that is fully electronic. Document imaging requires the HIM teams to prep, scan, index, and quality control all handwritten documents that are retrieved upon patient discharge or visit. While it sounds like a very tedious task, the steps naturally replace similar processes in paper-based environments. Tammy’s team would see their current roles transitioning to meet the new needs of an electronic world. Tammy and Kate discussed potential vendors and software options. Once the top contenders were chosen, they took the proposed change to various committees in an attempt to obtain physician and other integral leader support. An in-depth financial analysis was also performed to determine the benefits of a hybrid record. The response was overwhelmingly positive. Tammy knew that a final hurdle she needed to overcome was to discuss the change with her staff. Her staff seemed excited yet nervous to take on the document imaging challenge. However, after reviewing all of the pros/cons, most of the HIM staff understood that this was the best route for improving patient care, physician satisfaction, as well as staff productivity. Tammy did notice that four of her key staff members immediately submitted resignation letters upon learning about the upcoming major process change. Because employee satisfaction and retention are so important, Tammy decided to conduct one-on- one meetings with the newly created document imaging team members. After further reviewing and ensuring each team member that this change was a positive and much needed improvement, Tammy was able to satisfy each of the staff’s concerns. Six weeks later, Tammy reviewed the progress with Kate. Kate was very grateful that Tammy was proactive in addressing the staff’s concerns so that HIM employee turnover would remain low.Question 1 Why do you think Dr. Jones was so passionate about the topic of retrieving historical information on her patients? Question 2 Tammy encountered a staffing issue when introducing a new concept on processing medical records – why do you think the staff became concerned with this change?Question 3 Kate, Chief Operating Officer (COO) and Tammy, Health Information Management Director worked together to determine possible options to solve the concerns of the physicians. Why do you think Kate consulted Tammy immediately about this topic?
Answer Below:
Question xxx passion xx Dr xxxxx for xxxxxxxxxx historical xxxxxxxxxxx about xxxxxxxx confirms xxx intention xx gain x holistic xxxxxxxxxxxxx of xxx patients xxxxxxxxxx information xxxxxxxx an xxxxxxxx understanding xx the xxxxxxxxx situation xx comprises xxxxxxxx medical xxxxxxxxxx medications xxx behaviors xxxxx pertain xx be xxxxxxxxx for xxxxxxxxxx the xxxxxxxx existing xxxxxxxxx of xxxxxxxxxx and xxxxxxxxx any xxxxxxxxx risk xxxxxxx Besides xxx passion xx Dr xxxxx also xxxxxxxx on xxxxxxx of xxxxxxxxxxxxxxxx care xx alignment xxxx ethical xxxxxxxxxxxxxx of xxxxxxxxxx settings xxxx means xxx passion xx Dr xxxxx infers xxxxxxxx on xxxxxxxxxx therapy xxxxxxxx her xx gain xx understanding xx the xxxxxxxxxxxx past xxxxxx anxieties xxx expectations xxxx of xxxxx has xxx a xxxxxxxxxxx impact xx the xxxxxxxx outcome xxxxxxx it xx ethical xx medical xxxxxxxx to xxxxxxxxxx in-depth xxxxx the xxxxxx receiving xxxxxxxxx Forgetting x patient's xxxx might xxx up xx treatments xxxx are xxxxxx harmful xx ineffective xxxxxxx et xx Thus xx Jones xx enthusiastic xxxxx discovering xxxxxxxxxx medical xxxxxxxxxxx on xxx patients xx she xx committed xxxxxxx patient-centered xxxx and xxxxxxx Question xxxxxxxx of xxxxxxxxx in xxxxx of xxxxxxxxxxx a xxx concept xx processing xxxxxxx records xxx set xxxx no xxxxxxxxxxxxx of xxx aspect xxxx they xxxxx impact xxxxx members' xxxx routines xx employees xxxx to xxxxxxxxx the xxxxxxxxx of x novel xxxx with xxxxx supported xxxxxxx particularly xx the xxxxxxx of xxxxxxxxx funding xxxx this xxxx of xxxxxxxxxxxxx may xxxx rise xx stress xxxxxxxxxxxx a xxxxxxxx workforce xxxxxxx from xxxx actions xxx lead xx shortages xx dedicated xxxxx members xxxxxxx current xxxxx to xxxx time xxxxxx from xxxxx primary xxxxxx Peutere xx al xxx workforce xxx additional xxxxxxxx regarding xxxxxxxx exhaustion xxxx that xxxxxxxx physical xxxxxx associated xxxx patients xxx possible xxxxxxxx among xxxxx healthcare xxxx members xxxxxxxxxxxx an xxxxxxxxxxx between xxxxxxxx well-being xxxxxxx treatment xxx operational xxxxxxxxxxxxx is xxx only xxx to xxxxx such xxxxxxxx Question xxx major xxxxxx for xxxx to xxxxxxxxxxx consult xxxxx about xxx concern xxxxxx by xx Jones xxx she xxxx that xxx dissatisfaction xxxxxxxxxx in xxxxxxxx settings xxx to xxxxxxx inefficiencies xxxxx result xx the xxxx of xxxxxxxxx physicians xxx concerns xxxxxxx point xxxxxxx the xxxxxxxx in xxxxxxxx rate xxxxxxx impacting xxx retention xx clinicians xx addition xx patients xxxxx et xx Additionally xxx emerging xxxxxxxxxx faced xx Dr xxxxx and xxxxx physicians xx terms xx gaining xxxxxxxx support xxxx other xxxxxxxxxx staff xxxx often xxxxxxx the xxxxxxx of xxxxx documentation xxx to xxxxx Kate xxxxxxx thought xx seek xxxx from xxxxx to xxxxxxxxx necessary xxxxxxx nbsp xxxx ReferencesAlbrink x Joos x Schr xxxx der x M xxxx ller x Hummers x amp xxxxx E x Obtaining xxxxxxxx rsquo xxxxxxx history xxxxx a xxxxxxx device xxxxx to xxxxxxxxxxxx in xxxxxxx care xxxxx protocol xxx a xxxxxxxxx and xxxxxxxx study xxx Medical xxxxxxxxxxx and xxxxxxxx Making xxxxx doi xxx s x - x Harry x Sinsky x Dyrbye x N xxxxxxxx M x Trockel x Tutty x Carlasare x E xxxx C x amp xxxxxxxxx T x Physician xxxx Load xxx the xxxx of xxxxxxx Among xx Physicians xx a xxxxxxxx Survey xxx Joint xxxxxxxxxx Journal xx Quality xxx Patient xxxxxx https xxx org x jcjq xxxxxxx L xxxxxx J xxxxxxxx A xxxxx auml xx M x auml xx auml x Krutova x Ervasti x Koskinen x amp xxxxxxxx M xxxxxxxxxxx of xxxxx understaffing xxx limited xxxxxxx work xxxxxxxxxx with xxxxxxxxxxx mortality xxxxx patients x longitudinal xxxxxxxxxxxxxx study xxxxxxxxxxxxx Journal xx Nursing xxxxxxx https xxx org x ijnurstu xxxx nbspMore Articles From Operation Management
.ico)
.ico)
.ico)
.ico)
