Resource Requirement
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Southern New Hampshire University *
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IHP-510-X3
Subject
Medicine
Date
Feb 20, 2024
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docx
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4
Uploaded by DukeBraveryQuetzal24
Resource Requirement
For this week’s program critique we look and determine if the resources used were successful in the implementation of an electronic medical record. Electronic medical records (EMR) are used in medical facilities to share and input medical information about individuals. In
this case study a database from the years 2011 to 2012 were examined through the number of transfers, age, sex, case mix index, mortality, readmissions, and financial data (). ICU leadership determined that every three months a meeting would be held to determine if changes needed to be made within the medical facility to care to the needs of each individual patient. “
The Critical Care program has 106 adult ICU beds; 54 of those beds can be managed remotely using tele-ICU
based at the main University hospital. The mean midnight census of the system for 2012 was 69.44 and total patient-days were 34,406. The capital cost of the tele-ICU was $1,186,220. The annual operational cost is $1,250,112 or $23,150 per monitored ICU-bed. Unadjusted mortality was 6.5% before and 4.9% after implementation (p < 0.0002) ().” The best way to determine success is through the overall numbers. When looking at the program overall we can determine that resource requirement planning is a necessity. Reason for this necessity is because it helps determine if the program will be successful or not. By using resource requirement the medical facility can use the numbers
collected to determine future estimations in the amount of patients to be seen, which gender is more likely to come, and what type of patients will most be seen. The program implemented in this study was not as big as other tele-ICU programs, but were justified. The reason for the justification is due to reduction in costs due to all software being the same throughout the medical facilities both in-person and remote. Reduction in cost can lead to spending elsewhere that needs more funding, like surgical units. Surgical units are always improving with technology
and being able to buy a new technological advancement can create more revenue into the medical facility down the road. Improvement Areas
There is always room for improvement when it comes to enhancing a medical facility and
the concern here is when it comes to reimbursement. All medical facilities want reimbursed for the services and treatments provided. In this Critical Care Program not all services and treatments are reimbursed. For instance, only bedside manner is reimbursed for services and treatments not tele-ICU. Tele-ICU is a service that is provided that is convenient for both patients and medical professionals, but it only benefits the patients. This is a cause for concern because the loss outweighs the benefit of incorporating tele-ICU in medical facilities. A strategic
analysis needs performed in order to see the strengths and weaknesses with the tele-ICU. When weaknesses are found it can help bring to light the focuses needed and turn them into strengths. Outside stakeholders may be concerned with investing into the tele-ICU program because of the lack in reimbursement the medical facility receives. Another area of improvement is determining
what services can use tele-ICU and what services cannot use this service. By differentiating between the services can also allow for a higher volume on new services that can be provided. Patient safety is the utmost importance and knowing when it is at risk is also crucial. By allowing
attendings’ to be in charge of the tele-ICU can place patient’s safety in risk because they are still learning and finding their footing in the medical field. Working in the medical field I know that everyone wants the patient’s safety the utmost priority and knowing signs and background of patient’s history can also be an important factor and reasoning why tele-ICU may not be the main focus. Tele-ICU was implemented to help night shift employees help keep up with patient
information and treatment plans, which allows for easier communication amongst other employees and day shift employees.
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Fortis, S. Weinert, C., Bushinski, R. Koehler, A., & Beilman, G. (2014). A health system-based critical care program with a novel Tele-ICU: Implementation, cost, and structure details. Journal of the American College of Surgeons, 219(4). Science Firect. https://doi.org/10.1016/j.jamcollsurg.2014.04.015