Implementing a Calling System for the Ent Department Term Paper

Pages: 9 (2480 words)  ·  Bibliography Sources: 5  ·  File: .docx  ·  Level: College Senior  ·  Topic: Healthcare

¶ … Strategic Planning Document

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PLANNING MODULE I - PREPARING for HIMS STRATEGY DESIGN and PLANNING

REVIEW HIMS ASSESSMENT RESULTS

STEP 2 - REVIEW HEALTH SYSTEM DEVELOPMENT PRIORITIES and DEFINE

HIMS PROBLEMS

STEP 3 - INVENTORY of on-GOING HIMS STRENGTHENING EFFORTS

PLANNING MODULE II - HIMS Strategic Planning

STEP 4 - PRIORITY HIMS COMPONENTS and PROBLEMS

STEP 5 - the HIMS VISION

STEP 6 - CURRENT and PLANNED HIMS STRENGTHENING EFFORTS

STEP 7 - HIMS OBJECTIVES and INTERVENTIONS

STEP 8 - INTERVENTION IMPLEMENTATION PHASING

PLANNING MODULE III - DETAILED HIMS PLANNING and COSTING

STEP 9 - DETAILED STRATEGY DESIGN and ACTIVITY IMPLEMENTATION

PLANNING

STEP 10 - HIMS STRATEGY COSTING

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STEP 11 - HIMS STRATEGY MONITORING and EVALUATION (M&E)

STEP 12 - the HIMS STRATEGIC PLAN DOCUMENT

Executive Summary

TOPIC: Term Paper on Implementing a Calling System for the Ent Department Assignment

This study generally follows the step-by-step procedures set forth in the Guidance for the Health Information Systems (HIS) Strategic Planning Process developed by the World Health Organization to facilitate the implementation of a new calling system for an ear, nose and threat (ENT) department of a tertiary healthcare facility. The need for this system is immediate and significant. In the past, an inordinately high percentage of patients have failed to keep their appointments with the ENT department, resulting in lost time and resources as well as less than timely medical care. The focus of this study was to develop an automated calling system that notifies patients concerning their upcoming appointments in an effort to reduce the number of missed appointments. A description concerning the preparatory steps involved in the initiative and an analysis concerning how the initiative will be implemented is followed by a description of how it will be implemented, monitored and evaluated to determine its effectiveness and identify opportunities for improvement.

PLANNING MODULE I - PREPARING for HIMS STRATEGY DESIGN and PLANNING

STEP 1 - REVIEW HIMS ASSESSMENT RESULTS

The preparation team will evaluate the system to meet the needs of the three locations for the Otolaryngology Department (hereinafter alternatively "the ENT department") in question. An analysis of the appointment data for the past year indicates that fully 60% of all patients miss their appointment due to the scheduling time that is involved. This high percentage level is in sharp contrast to the national average of about 5% (Weiss, 2008) and represents a significant drain on already scarce healthcare resources.

One of the reasons for this inordinately high level of missed appointments is believed to be the lengthy time required for scheduling follow-up appointments from time to time. The normal scheduling time will always be at least 30 days or longer if the department is shorthanded and this lengthy period between appointments is believed to contribute to the unacceptable level of missed appointment. To help address this problem, an electronic calling system can help notify patients concerning upcoming appointments to confirm them, a process that is expected to result in more patients showing up for their appointments on time. The health information management system (HIMS) assessment for this step consists of a questionnaire for the patients to complete upon their arrival for their scheduled appointments (see proforma copy at Appendix a). The team will use key questions to evaluate the scope and extent of the problem in order to formulate informed interventions that can reduce missed appointments and facilitate coordination of patient care with other healthcare providers.

STEP 2 - REVIEW HEALTH SYSTEM DEVELOPMENT PRIORITIES and DEFINE HIMS PROBLEMS

The problem of missed appointments is certainly not restricted to the ENT department in question. Indeed, missed appointments represent a frequent drain on scarce healthcare resources in many healthcare settings (Cyr, King & Ritchie, 1999). For instance, according to Tidwell (2004), "The no-show problem [in healthcare] is particularly acute. Various factors may play a role in the no-show behavior of patients including the actual accessibility of services, the attitudes and beliefs of specific ethnic groups, and the familiarity or lack of familiarity with the terms and methods of treatment" (p. 2). Likewise, a lack of access to transportation, the exigencies of childcare and other constraints affect the percentage of missed appointments in many healthcare facilities (Weiss, 2008). Indeed, a high level of missed appointments may be an indicator of dissatisfied patients who are searching for better healthcare providers elsewhere (Weiss, 2008).

Therefore, the team will prepare all the necessary tools to assess the situation in the ENT department. The team will assemble and review all relevant information for defining current national health development objectives, priorities, strategies and indicators. The team has to be mindful of the relevant HIPPA laws, health policy, and other laws when dealing with the questionnaire. There is one unit but three locations of the Otolaryngology Department. Productivity will able to rise once an automatic call center reminder can be put into effect. The stakeholders involved, including the ENT department's suppliers, healthcare providers and customers as defined below, will be able to profit from the new system, because the ENT department will be able to service more of the patients and not rely on so many of the walk-ins from other doctors.

Suppliers: These are individuals, clinics, units, programs, agencies, or institutions who make available to the provider the "raw materials" of the provider's work product

(referrals, material resources, funding).

Providers: These are individuals who are qualified and entitled to provide healthcare services.

Customers: These are the individuals, other clinics, units, programs, agencies, or institutions which receive services from the ENT department (Cyr et al., 1999).

The system will have to open easily with the other units in the ENT department, and it have to be accessible by all the operating staff of the ENT department.

The low-scoring key questions within each priority HIMS Component and all low-scoring Key Questions are then translated into HIMS problem statements. Patients will complete the questionnaire to help the HIMS locate the problems within the ENT department. All ENT departments in the three locations will utilize the same questionnaire to assess all three ENT departments (see proforma copy of questionnaire at Appendix a).

STEP 3 - INVENTORY of on-GOING HIMS STRENGTHENING EFFORTS

The next step in the Guidance for the Health Information Systems (HIS) Strategic Planning Process is to inventory on-going HIMS strengthening efforts within the tertiary healthcare facility in general and the ENT department in particular. For this purpose, Cyr and his associates recommend the following steps should be followed in developing an assessment of current departmental strengths and weaknesses.

1.

Review the ENT department to establish or determine its principal service functions.

2.

Describe the principal functions and processes of the service/unit:

a.

Who are the suppliers?

b.

Who are the customers for the services?

c.

What are the linkages among suppliers, providers, and customers?

d.

What services or service areas are high risk, high volume, or problem-prone?

3.

Establish service and performance expectations to meet professional and institutional standards.

a.

What do suppliers, providers, and customers expect of one another?

b.

What short- and long-term goals need to be developed to meet and exceed those expectations?

STEP 4 - PRIORITY HIMS COMPONENTS and PROBLEMS

The implementation of the automated calling system will require the acquisition of a suitable system as well as its installation, training of the personnel tasked with its operation and ongoing maintenance to include updating patient contact data.

STEP 5 - the HIMS VISION

The vision of the initiative envisioned herein is to reduce the missed appointment levels in the ENT department from 60% to the national average of about 5% within one year.

STEP 6 - CURRENT and PLANNED HIMS STRENGTHENING EFFORTS

At present, there are no plans to alter the medical center's primary healthcare management information system; however, the automated calling system selected for this initiative does not require any special modifications for its installation and implementation; however, the automated calling system selected will be required to be compatible with the hospital's HIMS for the purposes of uploading patient contact information as discussed further below.

STEP 7 - HIMS OBJECTIVES and INTERVENTIONS

The general objective of the automated calling system initiative envisioned herein is to improve the overall quality of patient care delivered by the ENT department by reducing the percentage of missed appointments as follows:

1. To reduce the percentage of missed appointments to 40% within 3 months.

2. To reduce the percentage of missed appointments to 20% within 6 months.

3. To reduce the percentage of missed appointments to 10% within 9 months.

4. To reduce the percentage of missed appoints to 5%… [END OF PREVIEW] . . . READ MORE

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