Search

Employing software engineering to build an integrated, standardized, and scalable solution is closely associated with the healthcare domain. Furthermore, new diagnostic techniques have been developed to obtain better results in less time, saving costs, and bringing services closer to the most unprotected areas. This paper presents the integration of a top-notch component, such as hardware, software, telecommunications, and medical equipment, to produce a complete system of Electronic Health Record (EHR). The EHR implementation aims to contribute to the expansion of the health services offer concerning people who live in locations where typically have difficult access to medical care. The methodology throughout the work is a Strategic Planning to set priorities, focus energy and resources, strengthen operations, ensure that directors, managers, employees, and other stakeholders are working toward common goals, establish agreement around intended outcomes/results. A medical and technical team is incorporated to complete the tasks of process and requirements analysis, software coding and design, technical support, training, and coaching for EHR system users throughout the implementation process. The adoption of those tools reflect notably some expected results and benefits on patient care. The EHR implementation ensures that information collection does not duplicate already existing information or duplicate effort and maximize the practical use of the data collected. Moreover, the EHR reduces mistakes in hospital readmissions, improves paperwork, promotes the progress of the state's health care system providing emergency, specialty, and primary health care in a rural area of Campeche. The EHR implementation is critical to support decision making and to promote public health. The total number of consults increased markedly from 2012 (14021) to 2019 (34751). The most commonly treated diseases in this region of Mexico are hypertension (17632) and diabetes (13156). The best results are obtained in the Nutrition (20,61%) and clinical psychology services (16,67%), and the worst levels are registered in pediatric and surgical oncology services where only 1,59% and 1,97% of the patients are admitted in less than 30 min, respectively. [ABSTRACT FROM AUTHOR]

Despite widespread use of the breakthrough series (BTS) collaborative in healthcare, there is limited literature on how to operationalize the method in healthcare settings. A recent modification to the model is the virtual breakthrough series (VBTS), in which all work is done remotely via telephone and web-based platforms. With virtual methods gaining popularity, this manuscript presents guidance on methods to conduct a virtual breakthrough series collaborative to assist clinical teams in implementing evidence-based practices. Manuscript describes planning activities and implementation steps for individuals interested in conducting a VBTS collaborative. Topics presented include planning/preparation activities (e.g., developing a planning committee and change package of the evidence-based interventions), estimated resources required (i.e., personnel, percent effort), activities to prepare participants for the project (e.g., orientation calls), specific actions during the virtual collaborative, and evaluation approaches. The manuscript also presents examples from our work and templates for end users. This paper is a first attempt to describe the infrastructure and processes of a VBTS collaborative and offer reproducible methods currently employed in the U.S. Veterans Health Administration. [ABSTRACT FROM AUTHOR]

Anesthesia information management systems (AIMS) are increasingly being implemented throughout the United States. However, little information exists on the implementation process for AIMS within ambulatory surgery centers (ASC). The objectives of this descriptive study are to document: 1) the phases of implementation of an AIMS at an ASC; and 2) lessons learnt from a socio-technical perspective. The ASC, within the Veterans Health Administration (VHA), has hosted an AIMS since 2008. As a quality improvement effort, we implemented a new version of the AIMS. This new version involved fundamental software changes to enhance clinical care such as real-time importing of laboratory data and total hardware exchange. The pre-implementation phase involved coordinated preparation over six months between multiple informatics teams along with local leadership. During this time, we conducted component, integration, and validation testing to ensure correct data flow from medical devices to AIMS and centralized databases. The implementation phase occurred in September 2014 over three days and was successful. Over the next several months, during post-implementation phase, we addressed residual items like latency of the application. Important lessons learnt from the implementation included the utility of partnering early with executive leadership; ensuring end user acceptance of new clinical workflow; continuous testing of data flow; use of a staged rollout; and providing additional personnel throughout implementation. Implementation of an AIMS at an ASC can utilize methods developed for large hospitals. However, issues unique to an ASC such as limited number of support personnel and distinctive workflows must be considered. [ABSTRACT FROM AUTHOR]