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Langley Mason Health (LMH) is located in North Reno County, the largest public health care district in the state of Nevada, serving an 850-square-mile area encompassing seven distinctly different communities. The health district was founded in 1937 by a registered nurse and dietician who opened a small medical facility on a former poultry farm. Today the health system comprises Langley Medical Center, a 317-bed tertiary medical center and level II trauma center; Mason Hospital, a 107-bed community hospital; and Mason Continuing Care Center and Villa Langley, two part-skilled nursing facilities (SNFs); a home care division; an ambulatory surgery center; and an outpatient behavioral medicine center.
Langley Mason Health (LMH) is located in North Reno County, the largest public health care district in the state of Nevada, serving an 850-square-mile area encompassing seven distinctly different communities. The health district was founded in 1937 by a registered nurse and dietician who opened a small medical facility on a former poultry farm. Today the health system comprises Langley Medical Center, a 317-bed tertiary medical center and level II trauma center; Mason Hospital, a 107-bed community hospital; and Mason Continuing Care Center and Villa Langley, two part-skilled nursing facilities (SNFs); a home care division; an ambulatory surgery center; and an outpatient behavioral medicine center.
Langley Mason Health (LMH) is located in North Reno County, the largest public health care district in the state of Nevada, serving an 850-square-mile area encompassing seven distinctly different communities. The health district was founded in 1937 by a registered nurse and dietician who opened a small medical facility on a former poultry farm. Today the health system comprises Langley Medical Center, a 317-bed tertiary medical center and level II trauma center; Mason Hospital, a 107-bed community hospital; and Mason Continuing Care Center and Villa Langley, two part-skilled nursing facilities (SNFs); a home care division; an ambulatory surgery center; and an outpatient behavioral medicine center.
Running head: Selection of a Patient Safety Strategy
Case Study 3: Selection of a Patient Safety Strategy
Edwin J. Ocasio National University HTM 660: System Management and Planning Submitted to Professor Susan Leonard November 1, 2014
Selection of a Patient Safety Strategy
Case Study 3: Selection of a Patient Safety Strategy Langley Mason Health (LMH) has developed an Information Technology (IT) strategy that includes realizing the benefits of innovation, maximizing the value of IT, deploying an agile technical architecture, and digitally enabling new facilities, including the new hospital. It must be able to fund routine maintenance, equipment, and technology for all its facilities with a limited annual budget of $10 million during to the massive expansion due to population growth and statewide mandated seismic requirements. Current Situation The pharmacy and nursing staff at LMH have submitted a proposal to replace all of the health care systems aging pumps with smart IV pumps that can significantly increase patient safety by reducing medication administration errors. The implementation of the smart pumps will cost $4.9 million and consume almost half of the available budgeted dollars for the fiscal year. This solution only considers one aspect of the overall medication management and patient safety strategic plan. It does not address the unstable computerized provider order entry (CPOE) system and the lack of a fully automated pharmacy information system. The proposal only addresses patient safety for IV medication administration and not all the other systems throughout LMHs entire health care organization. Competing Approaches: The Pros and Cons The chief information officer (CIO) Marilyn Moore argues that this new technology should not be segregated from the overall medication management and patient safety strategic plan. She suggest that a pharmacy and nursing leadership team consider a more comprehensive medication management strategic plan to evaluate technologies that could optimize medication safety, consider the costs associated with implementing these technologies, and gage the
Selection of a Patient Safety Strategy
organizations readiness to incorporate these new processes and systems. This approach complies with some of the goals of the IT strategic plan and would have a greater impact on the whole organization and patient safety. It can provide the new facilities with the capability to implement a more robust medication prescription, administration and management systems. The plan can be processed under the agile technical architecture which can shorten the development and implementation time period and improve project outcomes. The director of pharmacy Paul Robinson feels smart IV pumps are so critical for patient safety that they dont have time to go through a lengthy planning process of gaining board support and implementing a complex large-scale solution. Though the replacement of the IV pumps can be done in a shorter period of time, it will consume almost half the fiscal year budget and affect a small number of selected patients. If developed in isolation, it may not be able to be integrated into the larger medication management system needed by the entire organization. It is not popular with others in the organization that contend that there are too many other pressing issues, especially with the implementation of the computerized provider order entry (CPOE) to consider investment in yet another new technology. It contradicts the goals set forth in the IT strategic plan. The best course of action would be to determine the requirements for the overall medication management capital purchase and patient safety strategic plan and develop an implementation plan that would include all facets of medication management under an agile technical architecture. The plan can evaluate the interactions and interdependencies between all the components in the system and determine the priority of deployment of individual solutions. The plan can benefit from combining multiple components and deploying a solution that will improve medication management and patient safety in the entire health system of LMH.
Selection of a Patient Safety Strategy
Mediating Consensus Discussion
The best approach to mediate a discussion on this issue and to come to a consensus on the best way to proceed is to first review and understand the goals of LMHs IT strategic plan. Then these goals should be considered when proposing any implementation whether isolated or enterprise wide. Each proposal must be evaluated to maximize the value to the organization and its patients. As the implementation plan is being developed, special consideration can be given to systems that can be easily and quickly purchased, installed and integrated. The agile architecture process allows the development of a high-level model early in the project and helps foster agreement regarding the technical strategy within the IT team and with the pharmacy and nursing leadership team. The goal at this point is to identify the strategy, not a lengthy process plan, enabling the team to act on approved items swiftly. The team can then work through the rest of the design details later during the various development cycles in model. This process will help facilitate the implementation of IT solutions and patient safety processes and determine the impact on the limited fiscal budget.
Selection of a Patient Safety Strategy
References Wager, K., & Lee, F. (2013). Health care information systems: A practical approach for health care management (Third ed., pp. 601-603). San Francisco: Jossey-Bass.