Technology Needs Assessment Summary and Implementation Plan

Healthcare technology is the most important subsystem of the hospital. It optimizes performance and care standards for interventions. Moreover, it also impacts secondary healthcare revenues (Fragidis et al., 2018). The change in management practices, alongside a sketch of the required information transformation, the results of a needs assessment focus meeting, and a particular project: an effective implementation plan is the primary goal of this study. The strategy requires precise aims, definable measures of success, key stakeholders, and a timeline.

Patient Safety and Health Care Outcome Benefits

Despite the many advantages that current technologies present to hospitals and patients, there are still hospitals that do not possess the tools necessary to accurately record, track, and analyze their data, which, in turn, leads to medical errors, inaccurate diagnoses, and ineffectual treatments.

Vila Health Care Center is an example of a facility that suffers these consequences (Robinson et al., 2018). Their sorrowful case is that they still depend on paper forms for collecting data, which is not processed in a way that could facilitate easy access to monitoring systems.

However, the majority of other hospitals in the United States have electronically equipped record keeping systems, like EHRs, to the point that 86% of private practice physicians and 96% of hospitals use them (Hu et al., 2020). This suggests that the documented cases and instances of medical errors in most hospitals have greatly reduced as a result of the use of advanced technological instruments.

NURS FPX 6416 Assessment 2 Technology Needs Assessment Summary and Implementation Plan

The informational problems experienced by physicians are far too great for the systems’ EHRs to manage. The authors believe that EHR’s utility offers inexpensive answers to problems relating to economic sustainability, and discrepancies in data can be resolved automatically (Robinson et al., 2018). Digital platforms enable patients to maintain medical records with their physicians and communicate, thus fostering trust (Hobensack et al., 2021).

Changes to an Organizational Information System

Vila Healthcare Centers face challenges in applying EHR technology at their centers. The major limitations include the absence of appropriate finances and manpower, insufficient infrastructural facilities, inadequacy of requisite training and education, and other similar factors (Spatar et al., 2019). The optimal situation for this system is its artificial intelligence integration with the EHR system.

This form of technology offers the possibility and capability of data capture within the healthcare system, in images, free text, and sounds that were previously recorded. Having a patient’s medical history readily available greatly improved the treatments that could be done using medications and therapies without restraining the timely administering of such treatments.

The unrestrictive access to the patient’s medical history enables prompt and precise information flow that aids the physicians and nurses in rational and strategic healthcare delivery to the patients. Consequently, the patient’s care and treatment are improved (Robinson et al., 2018).

From anywhere with internet access, patients can view their medical history and medications, as well as discuss them with their doctors using the electronic records system.

Part 2: Comprehensive Project Management Implementation Plan

Goals and Milestones

Vila Healthcare Center has the mission of providing comprehensive treatment, coordination of care, enhanced communication, access management, and quality healthcare using the latest technologies and providing medical care and assistance to patients through modern technological methods.

The healthcare center focuses on equalizing healthcare treatment disparities by actively involving patients, their relatives, and other clinical personnel using sophisticated healthcare technology along with improved medical decision-making systems (Zhang et al., 2019).

Vila Health’s team will be able to monitor patients better once their EHR is integrated with the country’s healthcare system. The patient portals add value through the revenue that is generated, reduced staffing requirements, and increased patient involvement. All of these factors support better health outcomes.

Process, Stakeholders, and Timeline

The most important stakeholders for Vila Healthcare Centers are the doctors, management, nursing staff, IT specialists and consultants, administrators, and other clinical personnel that actively participate in the implementation of EHR in the Hospital.

Five stakeholder members will be selected and analyzed in relation to the derivation of the pertinent questions concerning the implementation of EHR. The hospital administrator will plan and control the health services and clinically manage the EHR funding strategy (Fennelly et al., 2020).

NURS FPX 6416 Assessment 2 Technology Needs Assessment Summary and Implementation Plan

The complete integration of EHR and patient portals, along with the training of nurses and other healthcare personnel, may take the IT department up to eight months. By communicating changes in new workflows, assisting with the new technology, and evaluating the information’s quality, a nurse informatician helps care teams to provide care optimally.

For the last two months of training, patients will be counseled about the EHR and the patient portal in a bid to ensure that they maximize its benefits during the EHR and patient portal trial phase.

Relevant Change Management Strategies

Track training development for change management involves offering various training sessions to managers and supervisors, which helps in addressing the development of change management. Answering sessions are meant to allow healthcare professionals to bring forth their issues during the session.

The leaders are provided with the opportunity to address the essential plan, highlighting particular steps required to change the Hospital successfully. The leaders are chosen for this function because they are team leads with the particular knowledge and communication to the counterparts who monitor the EHR implementation in practice on a routine basis.

In addition, they also monitored the activities of nurses, patient data management personnel, emergency and ICU staff. They emphasized the need for proper training and supervision for electronic healthcare records related activities and documentation (Kataria et al., 2020).

The technological shift can be accomplished using Kurt Lewin’s three-stage change paradigm. Change in Lewin’s theory includes unfreeze, change, and refreeze. Based on Lewin’s evolution theory, the first step is to garner all critical stakeholder support for the proposal and ensure their cooperation (Beleza et al., 2019). The organization will then “refreeze” and adopt the new system and its associated technologies after they have been installed.

Conclusion

Various hospitals in the United States incorporate evolving practices in the healthcare offered to patients, deploying new technologies such as super specialty hospitals, and improving the standards of existing facilities as a form of health care expansion and economization.

Regardless of their reasons for shifting, it appears that a change in information technology has, and continues to be, one of the most powerful catalysts for change in the strategic direction at the healthcare systems. Healthcare organizations implement electronic healthcare records systems in place of manual data recording and analysis methods to improve their operations by decreasing medical errors and treatment delays.

References

Beleza, C. M. F., & Soares, S. M. (2019). The conception of aging is based on Kurt Lewin’s psychological field theory and group dynamics. Ciencia & Saude Coletiva, 24(8), 3141–3146. https://doi.org/10.1590/1413-81232018248.30192017

Fennelly, O., Cunningham, C., Grogan, L., Cronin, H., O’Shea, C., Roche, M., Lawlor, F., & O’Hare, N. (2020). Successfully implementing a national electronic health record: A rapid umbrella review. International Journal of Medical Informatics, 144, 104281. https://doi.org/10.1016/j.ijmedinf.2020.104281

Fragidis, L. L., & Chatzoglou, P. D. (2018). Implementation of a national electronic health record (EHR). International Journal of Health Care Quality Assurance, 31(2), 116–130. https://doi.org/10.1108/IJHCQA-09-2016-0136

Hobensack, M., Ojo, M., Bowles, K., McDonald, M., Song, J., & Topaz, M. (2021). Home healthcare clinicians’ perspectives on electronic health records: A qualitative study. Studies in Health Technology and Informatics, 284, 426–430. https://doi.org/10.3233/SHTI210763

Hu, X., Qu, H., Houser, S. H., Chen, H., Zhou, J., & Yu, M. (2020). Hospital characteristics associated with certified EHR adoption among US psychiatric hospitals. Risk Management and Healthcare Policy, 13, 295–301. https://doi.org/10.2147/RMHP.S241553

Kataria, S., & Ravindran, V. (2020). Electronic health records: A critical appraisal of strengths and limitations. The Journal of the Royal College of Physicians of Edinburgh, 50(3), 262–268. https://doi.org/10.4997/JRCPE.2020.309

Robinson, K. E., & Kersey, J. A. (2018). Novel electronic health record (EHR) education intervention in large healthcare organizations improves quality, efficiency, time, and impact on burnout. Medicine, 97(38), e12319. https://doi.org/10.1097/MD.0000000000012319

Spatar, D., Kok, O., Basoglu, N., & Daim, T. (2019). Adoption factors of electronic health record systems. Technology in Society, 58(6), 101144. https://doi.org/10.1016/j.techsoc.2019.101144

Zhang, R., Burgess, E. R., Reddy, M. C., Rothrock, N. E., Bhatt, S., Rasmussen, L. V., & Starren, J. B. (2019). Provider perspectives on the integration of patient-reported outcomes in an electronic health record. JAMIA Open, 2(1), 73-80. https://doi.org/10.1093/jamiaopen/ooz001

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