Electronic Health Records

Week 7 assignment Electronic Health Records

Electronic Health Records

READING MATERIALS (1,2,3) ARE ATTACHED

A) PLEASE View the videos titled, “Value of Electronic Records” and “Technology and the Future of Medicine”.

1) Technology and the Future of Medicine (02:40) (2006). Films Media Group. Films on Demand. PLEASE WATCH VIDEO

2) Value of Electronic Records (02:44) (2006). Films Media Group. Films on Demand. PLEASE WATCH VIDEO

B) Discuss the pros and cons of the speakers’ statements in your chosen videos.

C) Support your rationale for favoring or questioning the speakers’ statements with references for Electronic Health Records

PLEASE INCLUDE REFERENCE IN THE BODY OF THE TEXT

D) Complete the following assignments,

Integrating E-Health Applications

Leaders in medical informatics have identified opportunities for improving patient safety and clinical outcomes, as well as challenges associated with transitioning from familiar processes to new technologies.

• Select two segments from the videos on issues associated with electronic health records.

• Consider your team’s discussion regarding the pros and cons of the speakers’ statements; support your views with readings, research, and personal experience.

• Write a 500-word executive summary that includes the following:

o Recapitulate your views.

o Articulate your rationale for agreeing or disagreeing with the speakers.

o Describe how to apply the speakers’ ideas in your current organization.

• Format your assignment consistent with APA guidelines AND INCLUDE REFERENCE IN THE BODY OF THE TEXT AND SEPARATE REFERENCE PAGE.

What are some of the benefits afforded to organizations implementing voice recognition technologies in these settings?

IT in Health Care: Voice Recognition Tools Make Rounds at Hospitals

T he infamous doctor’s scrawl may finally be on the way out. Voice technology is the latest tool health care providers are adopting to cut back on time-consuming manual processes, freeing clinicians to spend more time with patients and reduce costs. At Butler Memorial Hospital, voice-assisted technology has dramatically reduced the amount of time the Butler, Pa., hospital’s team of intravenous (IV) nurses spends recording information in patients’ charts and on other administrative tasks. And at the Cleveland Clinic’s Fairview Hospital, doctors are using speech recognition to record notes in patients’ e-medical records. Butler recently completed a pilot project where three IV nurses used Vocollect’s AccuNurse hands-free, voice-assisted technology along with Boston Software System’s workflow automation tools. The nurses were able to cut the time they spent on phone calls and manual processes, including patient record documentation, by at least 75 percent. Now, Butler is rolling out the voice technology for its full IV team of four nurses and seven other clinicians to use for patient care throughout the facility. The productivity boost from the voice-assisted tools also helps with the hospital’s expansion plans, says Dr. Tom McGill. Butler VP of quality and safety. Butler will soon add about 70 beds—growing from 235 beds now to more than 300—but it won’t need to expand the IV nursing team because of the time savings from the voice assisted technology, McGill says. In the past, when a patient needed IV care, such as a change in the intravenous medication being administered, an IV nurse would be paged. The nurse would have to call the

Figure 3.13

patient’s nursing station or the doctor requesting the IV to obtain details. The nurse then would prioritize the request with all the existing IV orders. Once IV care was completed, nurses would record what they did in the patient’s e-medical record. With the AccuNurse, which combines the use of speech recognition and synthesis for charting and communication, Butler’s IV nurses wear lightweight headsets and small pocket-sized wireless devices that enable them to hear personalized care instructions and other information about patients’ IV needs. IV requests are entered into Butler’s computer system, which sends them through the Vocollect system to the appropriate headset. IV nurses listen to details about new orders and use the system to prioritize IV orders. When they finish caring for a patient, nurses record what they did in the patient’s e-medical record using voice commands. “The nurses can document as they’re walking to the next patient’s room,” says McGill. Once they finish with one patient, nurses say “next task” to obtain instructions for the next patient, McGill says. The system has shown itself to be capable of understanding different accents, he said. Butler is evaluating expanding use of the voice-assisted technology to other clinical areas, including surgery. The technology could be used to help ensure that surgical staff complete patient safety checklists. McGill wouldn’t say how much Butler paid for the system, but he expects the ROI will be realized in 12 to 18 months. “It’s very affordable,” he notes. Meanwhile, Dr. Fred Jorgenson, a faculty physician at Cleveland Clinic’s Fairview Hospital, is using Nuance’s Dragon Medical speech recognition technology to speak patient notes into the hospital’s Epic EMR (electronic medical records) system. “I’m not a fast typist,” Jorgenson says. “Many doctors over a certain age aren’t. If I had to type all the time, I’d be dead.” And, at 13 cents to 17 cents per line, dictation transcription services are expensive. “In primary care, patient notes can be 30 to 40 lines. That adds up,” he says. Fairview is saving about $2,000 to $3,000 a month that might have otherwise been spent on transcription, Jorgenson said. It cost about $3,500 to get Dragon up and running. With transcription services, the turnaround time is 24 to 36 hours before information is available in the EMR. Spoken notes are available immediately. Jorgensen describes the accuracy of Dragon Medical’s speech-to-text documentation as “very good,” especially with medical terms and prescriptions. “It rarely gets medical words wrong,” he says. “If you see a mistake, it’s usually with ‘he’ or ‘she,’ and you can correct it when you see it.” Mount Carmel St. Ann’s hospital in Columbus, Ohio, has been among the early wave of health care providers using electronic clinical systems bolstered with speech recognition capabilities. About seven years ago, emergency department doctors at Mount Carmel St. Ann’s hospital began having access to Dragon’s speech recognition software

not long after an e-health record system from Allscripts was rolled out there. When the e-health record was first rolled out—without the voice capabilities—Mount Carmel St. Ann’s doctors didn’t necessarily see the kind of productivity boost they had been hoping for, in large part because they found themselves spending a lot of time typing notes, says Dr. Loren Leidheiser, chairman and director of emergency medicine at Mount Carmel St. Ann’s emergency department. But as more Mount Carmel St. Ann’s ER doctors began incorporating the speech recognition capabilities into their workflow— whether speaking notes into a lapel microphone or into a computer in the patient room or hallway—the efficiency picked up tremendously, says Leidheiser. Also, before using the Dragon software, the ER department spent about $500,000 annually in traditional dictation transcription costs for the care associated with the hospital’s 60,000 to 70,000 patient visits yearly at the time. That was cut down “to zero,” he says. The return on investment on the speech recognition, combined with the use of the e-health record system, was “within a year and a half,” notes Leidheiser. Leidheiser also makes use of time stuck in traffic to dictate notes that are later incorporated into patient records or turned into e-mails or letters. Using a Sony digital recorder, Leidheiser can dictate a letter or note while in his car, then later plug the recorder into his desktop computer, where his spoken words are converted to text. Speech recognition technology is also helping U.S. military doctors keep more detailed patients notes while cutting the time they spend typing on their computers. By 2011, the U.S. Department of Defense expects to have implemented its integrated, interoperable electronic medical record system— AHLTA—at more than 500 military medical facilities and hospitals worldwide. The system will be used for the care of more than 9 million active military personnel, retirees, and their dependents. Military doctors using the AHLTA system also have access to Dragon NaturallySpeaking Medical speech recognition technology from Nuance Communications’ Dictaphone health care division, allowing doctors to speak “notes” into patient records, as an alternative to typing and dictation. Over the last year, the adoption of Dragon has doubled, with about 6,000 U.S. military doctors using the software at health care facilities of all military branches, including the Air Force, Army, Navy, and Marine Corps. The use of Dragon Naturally Speaking voice recognition software with the AHLTA e-health record systems is freeing doctors from several hours of typing their various patient notes each week into the AHLTA, he said. Being able to speak notes into an e-health record at the patient beside— rather than staring at a computer screen typing—also helps improves doctors’ bedside manner and allows them to narrate more comprehensive notes, either while the patients are there or right after a visit. That cuts down on mistakes caused by memory lapses and boosts the level of details that are included in a patient record, says Dr. Robert Bell Walker, European Regional Medical Command AHLTA consultant and a family practice physician for the military. The voice capability “saves a lot of time and adds to the thoroughness of notes from a medical and legal aspect,” says Dr. Craig Rohan, a U.S. Air Force pediatrician at Peterson Air Force base in Colorado. The ability to speak notes directly into a patient’s electronic chart is particularly helpful in complicated cases, where a patient’s medical history is complex, he says. Text pops up on the computer screen immediately after words are spoken into the system, so doctors can check the accuracy, make changes, or add other details. Also, because spoken words are immediately turned into text, the medical record has “a better flow” to document patient visits. Previously, “the notes that had been created by [entering] structured text into the AHLTA system looks more like a ransom note,” says Walker, with information seemingly randomly pasted together. Doctors can speak into a microphone on their lapels to capture notes in tablet PCs during patient visits, or speak into headsets attached to desktop or wall-mounted computers. The storage requirement of voice notes is “small,” especially when compared with other records, such as medical images, says Walker. By adding spoken notes to medical records, e-mails, and letters, “it’s easier to tell the story,” remarks Leidheiser.

CASE STUDY QUESTIONS REAL WORLD ACTIVITIES
1. What are some of the benefits afforded to organizations implementing voice recognition technologies in these settings? How can you quantify these benefits to assess the value of the investment? Provide several examples from the case. 1. The case talks about electronic medical or health records systems. These are slowly becoming standard in many hospitals and clinics, both private and public. Go online and search for reports of these implementations. What are the main benefits derived from their adoption? What have been the major roadblocks preventing their acceptance? Prepare a report to share your findings.
2. There is no margin for error when working in a health care setting. How would you go about implementing these technologies in this high-risk environment? What precautions or approaches would you take to minimize risks? Develop some recommendations. 2. The case above was presented from the perspective of practitioners and hospital administrators. How comfortable would you feel, as a patient, knowing that your health care providers are using these technologies? Would you have any concerns? Break into small groups with your classmates to discuss this issue
3. In what other areas of medicine would you expect technology to make inroads next? Where do you think it would be most beneficial, and how would it change the way doctors and nurses work today? Provide several examples.

What does Don Barry of IBM mean by “life-cycle” in the context of this case?

Figure 3.1

open collaboration that allowed him and his team to understand the problem, design the solution, and then execute the plan. “Julian and I worked extremely closely together, and from there our partnership cascaded down to the other members of the team,” Warrington says. “But I need to be very clear about that: in the beginning, the knowledge and expertise were clearly with them—they were teaching and we were learning.” The problem, Warrington says, is that in the increasingly strategic world of IT asset management, “the toolset itself meets only 30 percent of the overall need: on top of that, you need to build the processes, understand the costs, come up with standards, develop interfaces with other major vendors, and much more—we simply didn’t have all the skills necessary to cover that total lifecycle. But PS’Soft did have those skills, both in-house and through their contacts.” In addition, says Warrington, PS’Soft and BDNA had the global experiences necessary to help AstraZeneca get its arms around its global sprawl of IT gear, which was essential so the company could (1) begin to gain greater leverage in purchasing negotiations, and (2) be able to fairly, but aggressively, hold its own during audits by software vendors. “In so many countries where we operate, the tradition has been that budgets are managed locally, making it impossible to see the global aggregate in detail,” Warrington says. “We simply did not have the ability to get a global view. The old tools we used gave us something of a snapshot, but didn’t let us have enough insight to be able to manage the situation. At the same time, the IT vendors are getting very aggressive with audits, and without offering a specific number I can tell you that millions and millions of dollars are at stake—and before our engagement with PS’Soft, no matter how hard we tried with the old toolset, we were just not able to achieve those potential cost savings from vendors.” Over time, Warrington says, AstraZeneca gained that necessary level of control and knowledge: “Now Astra- Zeneca is in a position to enter negotiations from a position of strength, confidence, and knowledge.” And that achievement has given the company a new perspective on the realm of IT asset management. Warrington says, “Too many companies just look on IT asset management as nothing more than bean counting, versus looking deeper and understanding the ROI and ROA that can be achieved. “But we learned first hand that there is a huge opportunity to get control over what you have, to satisfy even the most rigorous audit, and to negotiate better contracts. And that’s a lot more than bean counting,” says Warrington. IT organizations in diversified companies—particularly those grown through acquisition—wage a seemingly endless battle against unnecessary IT diversity and related costs. Conceived, planned, and executed in 18 months, UnitedHealth Group’s (UHG) Hercules program proves

that the complexity can be conquered, while protecting or improving IT’s service levels. By creating a standard desktop configuration and consistent management processes, Hercules reduced total cost of ownership to $76 per month per desktop, from more than $240. In 2004, with the CEO’s support, Alistair Jacques, then SVP of UHG-IT, launched Hercules, focusing it on standardizing and streamlining the processes behind desktop management: procurement, configuration, installation, life cycle, and asset management. In addition to this focus on process, two techniques stand out as key to the program’s success. Working with finance, IT developed a chargeback model that imposes a premium on nonstandardized desktop configurations: $170 per month versus $45 per month for a standard configuration. This value price encourages business managers to choose the more efficient infrastructure. UHG also reduced costly on-site support by reorganizing it: A central IT team manages high-level support activities, completing 95 percent remotely, while select, on-site end users (often non-IT administrative staff trained by IT) provide basic support to colleagues. UHG-IT treated desktop management as a business process challenge rather than a technology issue. This approach freed them to use tactics like non-IT staff for desktop support and value pricing. To date, UHG has converted 75,000 out of 90,000 devices to the new standards, delivering $42 million in annual savings. UHG can now manage nearly four times the number of end users with the same number of IT personnel as in 2004, all while actually improving—not diminishing—service levels. IT now deploys 99.4 percent of releases, updates, and patches in three hours, instead of 65 percent in three weeks. Indeed, companies that blow off asset management do so at their own peril. At the same time, 99 percent of companies that her organization comes across don’t have a proper asset management process in place, according to Elisabeth Vanderveldt, vice president of business development at Montreal-based IT services and consulting firm Conamex International Software Corp. That’s a staggering number, considering the value that life-cycle management can bring to an organization. And it’s indicative of the widespread lack of respect for this important aspect of IT operations. The ideal time to start considering an asset management program is before the business and its IT infrastructure is even up and running, but the common scenario is that corporations look to asset management after they’ve encountered a problem running the infrastructure. Businesses’ mentality about asset management is evolving, however. Companies used to consider only reliability, availability, and overall equipment effectiveness in the equation. But now, he said, there is recognition of factors like continuing pressures on cost and green technology. “It really requires a mature organization to understand what’s going to be needed to assess and execute a life-cycle management strategy,” says Don Barry, associate partner in global business services in the supply chain operations and asset management solutions at IBM. Why is a life-cycle management program important? For one thing, it puts IT in much better control of its assets, and this can have a number of benefits. “IT can make really intelligent decisions around what they should get rid of, and they might even find they have more money in the budget and they can start taking a look at newer technology and see if they can bring it in-house. Without that big picture, they just end up spending more and more money than had they been proactive,” says Vanderveldt. Life-cycle management also has value as a risk management tool, and it aids in the disaster recovery process as well, she adds. “It’s also beneficial for those moments that are just completely out of your control, like mergers. acquisitions and uncontrolled corporate growth, either organic or inorganic,” says Darin Stahl, an analyst at London, Ontario based Info-Tech Research Group. “IT leaders without this tool set are now charged with pulling all this information together on short notice. That could be diminished considerably in terms of turnaround time and effort for IT guys if they have a holistic asset management program in place.”

CASE STUDY QUESTIONS REAL WORLD ACTIVITIES
1. What are the companies mentioned in the case trying to control, or manage, through these projects? What is the problem? And how did they get there? 1. An important metric in this area considered by companies is the Total Cost of Ownership (TCO) of their IT assets. Go online and research what TCO is and how it is related to IT asset management. How are companies using TCO to manage their IT investments? Prepare a presentation to share your research with the rest of your class.
2. What are the business benefits of implementing strong IT asset management programs? In what ways have the companies discussed in the case benefited? Provide several examples. 2. What does Don Barry of IBM mean by “life-cycle” in the context of this case? How would this life-cycle management work when it comes to IT assets? Break into small groups with your classmates and create a working definition of life-cycle management and how it works as you understand it from the case.
3. One of the companies in the case, UnitedHealth Group, tackled the issue by imposing standardization and “charging” those stepping outside standard models. How should they balance the need to standardize with being able to provide business units with the technologies best suited to their specific needs? Justify your answer.  

DESCRIBE THE METHOD USED FOR MAKING SULFANILAMIDE.

DESCRIBE THE METHOD USED FOR MAKING SULFANILAMIDE.

in your own wordsdescribe reactionmethod used for makingsulfanilamide. I will attache the labproceeder which was used to make thesulfanilamide as well as an example of how it should be written. in the example lab please look at the “SYNTHETIC APPROACH” at the bottom of page 3. the method used in the example is almost the same, you may use it as a guide when writing this, but it should not be copied it need to be in your own words.if there is any quotations just let me know?

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Experiment #1: Sulfa Antibiotics -Synthesis of Sulfanilamide INTRODUCTION Many people think of the term chemotherapy as relating to specific modern drug treatments used to fight cancer. Actually, modern chemotherapy began in the early 1900’s with the work of Paul Ehrlich, a German medical doctor and researcher, who is known as the father of immunology and chemotherapy. Ehrlich hypothesized that certain dyes could selectively “stain” harmful bacteria cells without harming host cells. He referred to such compounds as “magic bullets” and coined the term chemotherapy as a general descriptor for chemical remedies targeted to selectively kill infectious cells. This definition includes all antibiotics as well as the more recently developed chemotherapeutic agents targeted to selectively kill cancer cells. Ehrlich’s pioneering work on antibiotics, led, among other remedies, to the discovery of salvarsan, an organoarsenic compound found to be highly effective for treatment of syphilis (replacing mercury which had often disastrous side effects). He was awarded the Nobel Prize for medicine in 1908. Building on Ehrlich’s early work, Gerhard Domagk, a medical doctor employed by a German dye manufacturer made a breakthrough discovery by finding that a dye known as prontosil, dosed orally, was effective in curing life threatening streptococci infections in humans. He made the discovery in a desperate, but successful attempt to save his daughter who was dying of a streptococci infection. Domagk’s discovery led to an extremely productive period of discovery in antibiotics. He was awarded the Nobel Prize for medicine in 1939. In 1936, a year after Domagk’s discovery of the anti-streptococcus activity of the dye prontosil, Ernest Fourneau of the Pasteur Institute in Paris discovered that prontosil breaks down in the human body to produce sulfanilamide which is the active agent that kills streptococcus bacteria. Fourneau’s discovery triggered a flurry of research on structural…