Working collaboratively, nurses and IT staff at 251-bed Methodist Willowbrook have created an electronic tool within the Houston-based hospital’s electronic medical record that has enabled it to achieve a rare zero percent infection rate in ventilator associated pneumonias, central line blood stream infections, and urinary catheter infections over a period of 14 consecutive months.
As part of a pilot program, Stanford Hospital is offering iPads to its patients in the catheterization and angiography laboratory and early feedback from users
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Since going live with the CPOE portion of its OpenVista implementation only a few weeks ago, Brooklyn, NY-based Lutheran Medical Center (LMC) has seen a 93 percent adoption rate among its physicians.
Claudia Caine, the hospital’s chief operating officer, attributes the institution’s success rate in part to…
Timothy Bullard, MD, Orlando Regional Medical Center’s (ORMC) chief medical officer, and Carlos Carrasco, the hospital’s vice president of business development, say that their biggest
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Mobile is where it’s headed when it comes to Personal Health Records (PHR), according to John Moore of Chilmark Research. Moore and other researchers, legal
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When Michigan Health Connect (MHC) was established, its founding members shared a common vision for the handling of patient healthcare information. They agreed to collaborate and not compete when it came to clinical data.
“The CIOs in this region said, ‘let’s agree that we are not going to make healthcare information one of the things we compete on,’” says Bill Lewkowski, CIO for the Wyoming, MI-based Metro Health. “That was one of our ground rules when we started working together.”
Investing in a cloud-based technology solution has given one health care system real-time access to images from trauma patients. The investment has allowed care givers to quickly retrieve the information they need to make critical decisions about transfer and treatment options. “We evaluated a number of solutions,” says George Tudder, director of imaging informatics at University of
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When Denver Health first implemented Lean practices in 2005, CIO Gregg Veltri admits his department didn’t immediately jump on board. Despite participating in Lean training programs and contributing to various Lean events, the health system was three years into the process before IT initiated its first Lean project.
“IT was a late adopter because we didn’t understand how to use the tools in a technology environment,” explains Veltri. “Lean has this whole structure around rapid improvement events, which are weeklong events with eight to 10 people in different areas trying to change a process. In theory you are suppose to implement the new process at the end of the week. What we struggled with was that in IT, you can’t implement in a week.”
Based on less-than-ideal previous experiences with internal communications devices, Denis Baker, CIO of 806-bed Sarasota Memorial Hospital, was understandably cautious when approached by point-of-care vendor Voalté (pronounced “volt”) to test drive its iPod application. To Baker’s surprise, nurses loved the tool. “I had my doubts that our nursing population – average age 47 – would
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1. Identify project champions in each organization or department. “You need to figure out the “chain of complaint” because that’s the path people will take if they’re unhappy. If you have nurses who are upset they’ll go to the CNO and doctors will go to the CMO. Those in the complaint chain need to be
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