scholarly journals Embedding the Pillars of Quality in Health Information Technology Solutions Using “Integrated Patient Journey Mapping” (IPJM): Case Study

10.2196/17416 ◽  
2020 ◽  
Vol 7 (3) ◽  
pp. e17416
Author(s):  
Stephen McCarthy ◽  
Paidi O'Raghallaigh ◽  
Simon Woodworth ◽  
Yoke Yin Lim ◽  
Louise C Kenny ◽  
...  
Keyword(s):  
Health Care ◽  
Information Technology ◽  
Health Service ◽  
Health Information ◽  
Health Care Quality ◽  
Care Quality ◽  
Multidisciplinary Teams ◽  
Patient Journey ◽  
Connected Health

Background Health information technology (HIT) and associated data analytics offer significant opportunities for tackling some of the more complex challenges currently facing the health care sector. However, to deliver robust health care service improvements, it is essential that HIT solutions be designed by parallelly considering the 3 core pillars of health care quality: clinical effectiveness, patient safety, and patient experience. This requires multidisciplinary teams to design interventions that both adhere to medical protocols and achieve the tripartite goals of effectiveness, safety, and experience. Objective In this paper, we present a design tool called Integrated Patient Journey Mapping (IPJM) that was developed to assist multidisciplinary teams in designing effective HIT solutions to address the 3 core pillars of health care quality. IPJM is intended to support the analysis of requirements as well as to promote empathy and the emergence of shared commitment and understanding among multidisciplinary teams. Methods A 6-month, in-depth case study was conducted to derive findings on the use of IPJM during Learning to Evaluate Blood Pressure at Home (LEANBH), a connected health project that developed an HIT solution for the perinatal health context. Data were collected from over 700 hours of participant observations and 10 semistructured interviews. Results The findings indicate that IPJM offered a constructive tool for multidisciplinary teams to work together in designing an HIT solution, through mapping the physical and emotional journey of patients for both the current service and the proposed connected health service. This allowed team members to consider the goals, tasks, constraints, and actors involved in the delivery of this journey and to capture requirements for the digital touchpoints of the connected health service. Conclusions Overall, IPJM facilitates the design and implementation of complex HITs that require multidisciplinary participation.

scholarly journals Embedding the Pillars of Quality in Health Information Technology Solutions Using “Integrated Patient Journey Mapping” (IPJM): Case Study (Preprint)

2019 ◽  
Author(s):  
Stephen McCarthy ◽  
Paidi O'Raghallaigh ◽  
Simon Woodworth ◽  
Yoke Yin Lim ◽  
Louise C Kenny ◽  
...  
Keyword(s):  
Health Care ◽  
Information Technology ◽  
Health Service ◽  
Health Information ◽  
Health Care Quality ◽  
Care Quality ◽  
Multidisciplinary Teams ◽  
Patient Journey ◽  
Connected Health

BACKGROUND Health information technology (HIT) and associated data analytics offer significant opportunities for tackling some of the more complex challenges currently facing the health care sector. However, to deliver robust health care service improvements, it is essential that HIT solutions be designed by parallelly considering the 3 core pillars of health care quality: clinical effectiveness, patient safety, and patient experience. This requires multidisciplinary teams to design interventions that both adhere to medical protocols and achieve the tripartite goals of effectiveness, safety, and experience. OBJECTIVE In this paper, we present a design tool called <i>Integrated Patient Journey Mapping</i> (IPJM) that was developed to assist multidisciplinary teams in designing effective HIT solutions to address the 3 core pillars of health care quality. IPJM is intended to support the analysis of requirements as well as to promote empathy and the emergence of shared commitment and understanding among multidisciplinary teams. METHODS A 6-month, in-depth case study was conducted to derive findings on the use of IPJM during <i>Learning to Evaluate Blood Pressure at Home</i> (LEANBH), a connected health project that developed an HIT solution for the perinatal health context. Data were collected from over 700 hours of participant observations and 10 semistructured interviews. RESULTS The findings indicate that IPJM offered a constructive tool for multidisciplinary teams to work together in designing an HIT solution, through mapping the physical and emotional journey of patients for both the current service and the proposed connected health service. This allowed team members to consider the goals, tasks, constraints, and actors involved in the delivery of this journey and to capture requirements for the digital touchpoints of the connected health service. CONCLUSIONS Overall, IPJM facilitates the design and implementation of complex HITs that require multidisciplinary participation. CLINICALTRIAL

Health Information Technology and the Idea of Informed Consent

2010 ◽  
Vol 38 (1) ◽  
pp. 27-35 ◽  
Author(s):  
Melissa M. Goldstein
Keyword(s):  
Health Care ◽  
Information Technology ◽  
Informed Consent ◽  
Health Information Technology ◽  
Health Information ◽  
Information Exchange ◽  
Health Care Quality ◽  
Early Stage ◽  
Care Quality ◽  
Health Care Environment

As policy makers place great hope in health information technology (HIT) as a means to lower costs and achieve improvements in health care quality, safety, and efficiency, organizations at the forefront of building health information exchange (HIE) networks attempt to weave the concept and function of informed consent into an evolving information-driven health care system. The vast amount of information that will become available to both health professionals and patients in the new HIT-driven environment can reasonably be expected to affect the relationship between them in many ways, particularly in the area of informed consent. During this early stage of HIT adoption, it is critical that we engage in discussions regarding informed consent’s proper role in a heretofore unknown health care environment — one in which electronic information sharing holds primary (and possibly rightful) importance. The central and largely unexamined question of whether and how the legal and ethical underpinnings of informed consent will fit into the context of HITenabled treatment is critical to both public policy and clinical practice.

Interprofessional, multitiered daily rounding management in a high-acuity hospital

2020 ◽  
Vol 33 (6) ◽  
pp. 447-461
Author(s):  
Pracha Peter Eamranond ◽  
Arti Bhukhen ◽  
Donna DiPalma ◽  
Schawan Kunuakaphun ◽  
Thomas Burke ◽  
...  
Keyword(s):  
Health Care ◽  
Health Care Quality ◽  
High Reliability ◽  
Care Quality ◽  
Total Quality ◽  
Content Type ◽  
Hospital Safety ◽  
High Acuity ◽  
Hospital Systems

PurposeThe purpose of this explanatory case study is to explain the implementation of interprofessional, multitiered lean daily management (LDM) and to quantitatively report its impact on hospital safety.Design/methodology/approachThis case study explained the framework for LDM implementation and changes in quality metrics associated with the interprofessional, multitiered LDM, implemented at Saint Francis Hospital and Medical Center (SFHMC) at the end of 2018. Concepts from lean, Total Quality Management (TQM) and high reliability science were applied to develop the four tiers and gemba rounding components of LDM. A two-tailed t-test analysis was utilized to determine statistical significance for serious safety events (SSEs) comparing the intervention period (January 2019–December 2019) to the baseline period (calendar years 2017 and 2018). Other quality and efficiency metrics were also tracked.FindingsLDM was associated with decreased SSEs in 2019 compared to 2017 and 2018 (p ≤ 0.01). There were no reportable central line-associated blood stream infection (CLABSI) or catheter-associated urinary tract infection (CAUTI) for first full calendar quarter in the hospital's history. Hospital-acquired pressure injuries were at 0.2 per 1,000 patient days, meeting the annual target of <0.5 per 1,000 patient days. Outcomes for falls with injury, hand hygiene and patient experience also trended toward target. These improvements occurred while also observing a lower observed to expected length of stay (O/E LOS), which is the organizational marker for hospital’s efficiency.Research limitations/implicationsLDM may contribute greatly to improve safety outcomes. This observational study was performed in an urban, high-acuity, low cost hospital which may not be representative of other hospitals. Further study is warranted to determine whether this model can be applied more broadly to other settings.Practical implicationsLDM can be implemented quickly to achieve an improvement in hospital safety and other health-care quality outcomes. This required a redistribution of time for hospital staff but did not require any significant capital or other investment.Social implicationsAs hospital systems move from a volume-based to value-based health-care delivery model, dynamic interventions using LDM can play a pivotal role in helping all patients, particularly in underserved settings where lower cost care is required for sustainability, given limited available resources.Originality/valueWhile many hospital systems promote organizational rounding as a routine quality improvement process, this study shows that a dynamic, intense LDM model can dramatically improve safety within months. This was done in a challenging urban environment for a high-acuity population with limited resources.

Hemodialysis Unit at Renfrew Victoria Hospital

1995 ◽  
Vol 8 (2) ◽  
pp. 5-10
Author(s):  
Randy Penney
Keyword(s):  
Health Care ◽  
Health Service ◽  
Health Care Quality ◽  
Health Care Organizations ◽  
Care Quality ◽  
Hemodialysis Unit

In June 1994, the Renfrew Victoria Hospital was selected as the first-ever recipient of the Health Care Quality Team Award in the “Small and Rural Provider” category. This award, offered by the Canadian College of Health Service Executives and 3M Health Care, was established to recognize health care organizations that have sustained measurable improvements in their network of services, and have done so through the use of a team. Renfrew Victoria Hospital's entry focused on the establishment of a hemodialysis unit for the residents of Renfrew County. This article summarizes the parameters of this award, as presented in our submission.

scholarly journals Rapid-Learning System for Cancer Care

2010 ◽  
Vol 28 (27) ◽  
pp. 4268-4274 ◽  
Author(s):  
Amy P. Abernethy ◽  
Lynn M. Etheredge ◽  
Patricia A. Ganz ◽  
Paul Wallace ◽  
Robert R. German ◽  
...  
Keyword(s):  
Health Care ◽  
Information Technology ◽  
Cancer Care ◽  
Health Care Quality ◽  
Scientific Discovery ◽  
Care Quality ◽  
Learning System ◽  
Control Measures ◽  
Care Needs ◽  
Rapid Learning

Compelling public interest is propelling national efforts to advance the evidence base for cancer treatment and control measures and to transform the way in which evidence is aggregated and applied. Substantial investments in health information technology, comparative effectiveness research, health care quality and value, and personalized medicine support these efforts and have resulted in considerable progress to date. An emerging initiative, and one that integrates these converging approaches to improving health care, is “rapid-learning health care.” In this framework, routinely collected real-time clinical data drive the process of scientific discovery, which becomes a natural outgrowth of patient care. To better understand the state of the rapid-learning health care model and its potential implications for oncology, the National Cancer Policy Forum of the Institute of Medicine held a workshop entitled “A Foundation for Evidence-Driven Practice: A Rapid-Learning System for Cancer Care” in October 2009. Participants examined the elements of a rapid-learning system for cancer, including registries and databases, emerging information technology, patient-centered and -driven clinical decision support, patient engagement, culture change, clinical practice guidelines, point-of-care needs in clinical oncology, and federal policy issues and implications. This Special Article reviews the activities of the workshop and sets the stage to move from vision to action.

Sign in / Sign up

Export Citation Format

Share Document