Web-based physician order entry: an open source solution with broad physician involvement.
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Computerized physician order entry (CPOE) is a disruptive technology but holds great promise for reducing medical errors, improving workflow and in the long run, producing cost-savings. However, many studies have reported significant physician resistance to implementing CPOE. In this manuscript we present a two-prong strategy for quick implementation of CPOE: 1) a web-based deployment tool using an open source, secure environment that allows rapid development and deployment of content, and 2) the development of a large set of disease specific order sets and knowledge bases based on established vocabulary standards such as LOINC and SNOMED CT by teams of multidisciplinary content experts at the departmental level. The order sets can be viewed, edited and signed through a standard browser interface. This paper presents the conceptual framework and implementation requirements for such an endeavor. (+info)
Physician PDA use and the HIPAA Privacy Rule.
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Physicians need better access to information when making patient care decisions. Hospitals should allow electronic data transfers to physician PDAs to improve patient care, and physicians must institute measures to secure the confidentiality of patient information on their PDAs. By explicitly excluding copies from their designated record set, hospitals need not maintain copies or track access of information on personally owned PDAs. (+info)
Overcoming the barriers to the implementing computerized physician order entry systems in US hospitals: perspectives from senior management.
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We sought to identify the barriers to CPOE implementation and the strategies for overcoming them. By analyzing 57 transcripts of interviews with management officials at 25 US hospitals, we identified costs and physician resistance as the two most significant barriers. Hospitals often overcome the high cost of CPOE implementation by placing patient safety at the top of their agenda. Other hospitals manage physician resistance by leveraging strong leadership, external influence, vendor commitment and the presence of house staff and hospitalists. Efforts to promote the adoption of CPOE should therefore focus on these strategies. (+info)
A patient-record supporting treatment cost determination.
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The aim of this project was the development of a simple Patient Record Tool, supporting health-care professionals to assign appropriate disease codes, related to financial and billing data, indispensable for an approximation of the mean treatment cost. (+info)
Data feedback efforts in quality improvement: lessons learned from US hospitals.
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BACKGROUND: Data feedback is a fundamental component of quality improvement efforts, but previous studies provide mixed results on its effectiveness. This study illustrates the diversity of hospital based efforts at data feedback and highlights successful strategies and common pitfalls in designing and implementing data feedback to support performance improvement. METHODS: Open ended interviews with 45 clinical and administrative staff in eight US hospitals in 2000 concerning their perceptions about the effectiveness of data feedback in supporting performance improvement efforts were analysed. The hospitals were chosen to represent a range of sizes, geographical regions, and beta blocker improvement rates over a 3 year period. Data were organized and analyzed in NUD-IST 4 using the constant comparative method of qualitative data analysis. RESULTS: Although the data feedback efforts at the hospitals were diverse, the interviews suggested that seven key themes may be important: (1) data must be perceived by physicians as valid to motivate change; (2) it takes time to develop the credibility of data within a hospital; (3) the source and timeliness of data are critical to perceived validity; (4) benchmarking improves the meaningfulness of data feedback; (5) physician leaders can enhance the effectiveness of data feedback; (6) data feedback that profiles an individual physician's practices can be effective but may be perceived as punitive; (7) data feedback must persist to sustain improved performance. Embedded in several themes was the view that the effectiveness of data feedback depends not only on the quality and timeliness of the data, but also on the organizational context in which such efforts are implemented. CONCLUSIONS: Data feedback is a complex and textured concept. Data feedback strategies that might be most effective are suggested, as well as potential pitfalls in using data to promote performance improvement. (+info)
What is driving hospitals' patient-safety efforts?
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The Institute of Medicine's report To Err Is Human described the alarming prevalence of medical errors and recommended a range of activities to improve patient safety. Three general mechanisms for stimulating hospitals to reduce medical errors are professionalism, regulation, and market forces. Although some believe that market forces are becoming more important, we found that a quasi-regulatory organization (the Joint Commission on Accreditation of Healthcare Organizations) has been the primary driver of hospitals' patient-safety initiatives. Professional and market initiatives have also facilitated improvement, but hospitals report that these have had less impact to date. (+info)
Ontario hospitals--mergers, shorter stays and readmissions.
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OBJECTIVES: This article examines the association between readmissions of pneumonia and acute myocardial infarction (AMI) patients to Ontario hospitals in 1998/99, and reductions in length of stay and recent hospital administrative mergers. DATA SOURCE: The data are from the 1998/99 Discharge Abstract Database, maintained by the Canadian Institute for Health Information. ANALYTICAL TECHNIQUES: Cross-tabulations were used to assess unadjusted associations between hospital and patient characteristics and readmission risk. Hierarchical nonlinear models were used to calculate odds of readmission, adjusting for hospital and patient characteristics. MAIN RESULTS: Hospital characteristics that may indicate restructuring--a decrease in mean length of stay or a recent administrative merger--were not associated with readmission of pneumonia or AMI patients within 30 days of discharge. Patients with two or more related hospital admissions in the previous year were at increased risk of readmission. (+info)
Costs per discharge and hospital ownership under prospective payment and cost-based reimbursement systems in Taiwan.
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This study in Taiwan examined the relationships between health care costs and hospital ownership under two financing systems with diametrically opposite incentives, case-payment (a form of prospective payment) and cost-based reimbursement. The universal sample of patients treated in 2000, for three standard care groups under each payment method, was included. The case payment diagnoses were uncomplicated cases of caesarean section, femoral/inguinal hernia operation and thyroidectomy, and the cost-based reimbursement diagnoses were uncomplicated cases of benign breast neoplasm, pneumococcal pneumonia and traumatic finger amputation. Costs per discharge were significantly lower in for-profit hospitals (by 2.8 to 5.7%) compared with public and not-for-profit hospitals for case payment diagnoses, which is consistent with the literature on US hospitals. For the cost-based reimbursement diagnoses, for-profits had 11.5 to 21.8% higher costs per discharge. The opposite direction of associations under the two payment systems validates the assumptions of the property rights theory in Taiwan's health care sector. Three plausible explanations for the study findings are suggested: (1). greater productive efficiency in private hospitals under case payment, (2). cost shifting from case payment diagnoses to cost-reimbursed diagnoses, and (3). patient dumping. Longitudinal studies using detailed hospital-level information with patient tracking facility are needed to clarify these issues. (+info)