NURS FPX 6426 Assessment 3 Technology Needs Assessment Summary

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NURS FPX 6426 Assessment 3 

Technology Needs Assessment Summary

Student name

Capella University

NURS-FPX 6426

Professor Name

Submission Date

Executive Summary

Mercy Medical Center is a 400-bed nonprofit hospital that offers services to older adults, non-English speaking clients, and low-income families. The hospital has a belief in patient-centered care and equal care, but has an ineffective electronic health record (EHR) system that is already 12 years old, rigid, costly, and insecure. The system limits the integration with the outside providers, forms workflow problems, and enhances the chances of leakage (Korfiatis et al., 2024). The summary will provide the findings of the needs assessment, modifications to be introduced to the system, budget, expected change in patient outcome, and the strategy to reduce risks during the implementation.

Current Informatics Structure in the Organization

The Mercy Medical Center lacks a successful electronic health record (EHR). This system fails to accommodate other important features such as ease of sharing data, mobile and advanced decision support amongst the doctors. Due to the fact, the suppliers are not able to disseminate the information with the local clinics, pharmacies, or experts and specialists, as the flow of information is smoother and interrupts the communication lines. The workers are compelled to enter the paper notes or key in the same information more than once, which makes working slow and prone to patient record and care errors (Boonstra et al., 2021). It is also highly maintenance-oriented and requires vendor support, which is a costly undertaking to the hospital with no advantages of a progressive system regarding safety and efficiency.

Recommendations for Project Implementation and Health Information Protection

The new electronic health record (EHR) system implemented by Mercy Medical Center will be successfully introduced using a systematic approach through the incorporation of the best leadership and innovative talent on the front line. Naming the nursing informatics specialist, the IT team, and compliance officers will be among the most important informatics, and they will be tasked with ensuring the system is in line with regulatory requirements, fits the current working systems, and assists the staff with the migration (Asif and Khan, 2024). Among such key leaders will be super-user, nurse leaders, clinical educator, and executive leaders, including Chief Nursing Officer (CNO) and Chief Medical Officer (CMO), who will be critical in improving adoption and causing interest among employees. The anticipated results are the reduced number of mistakes in documentation, the enhanced accuracy of data to be utilized in clinical decision-making, the reduced redundancy in testing, and the reduced time in the hospital. Moreover, patient portals and telehealth inclusion in the platform will support the increase of access to care, engagement, and a 15-percent increase in patient satisfaction in the first year, which is estimated. Support strategies will focus on the intentional deployment, which will help mitigate the effect, the super-user mentoring which will assist the clinicians, when possible, with the peer support, and the shared governance models which will actively engage clinicians in the decision-making that will make the new system effective and sustainable (Rigby et al., 2023). At the operational level, the significant process of billing and reduction of the administrative burden will assist in faster ROI, which is expected to take 18-24 months.

Fiscal Budget and Implementation Impact

The financial management plan of the new electronic health record system (EHR) in the Mercy Medical Center will be classified as a capital investment of approximately 8 million dollars to finance their purchase of the systems and upgrade their IT system. The multidisciplinary informatics team, comprising nursing informatics specialists, IT professionals, and physician champions, should lead the project to make it become adopted. Clinical and administrative project champions will guarantee an extensive involvement of stakeholders and workflow connection. The initial software licensing price is proposed as 900,000 USD, hardware acquisition is proposed as 700,000 USD, and the staff training is proposed as 400,000 USD, making the initial implementation project take up 2 million USD in the first year. The long-term financial forecasts show that it will maintain its yearly maintenance cost of $220,000 and software upgrades of $280,000 every two years, and a hardware changeover, which will make the life cycle cost of the whole project $5 million. Although the initial investment would be great, the long-term financial impact in the long-term will be positive. It is anticipated that the system will save the organization approximately 2 million dollars every year in regard to the minimized redundant testing, increased accuracy in billing, and penalties that will be prevented due to readmission. Moreover, better workflows, safety, and overall patient experiences should be supported by the scores on patient satisfaction that will increase by 15 percent in the first year.

Change Management Strategies and Clinical System Recommendations

Mercy Medical Center will seek a shift towards a contemporary interoperable electronic health record (EHR) solution, which is mobile-based and cloud-based. This new system will improve patient safety, such as allergies and medication reminders, and decrease wait times in order to retrieve lab results, with the use of real-time decision support. It will also guarantee better health outcomes since it will be monitoring chronic conditions and population health management to provide early interventions and long-term care. The patient support system will include multilingual patient portals and telehealth kiosks amongst non-English-speaking and underserved patients (Haydon et al., 2024). Moreover, the simplified workflows and the increased communication technologies will reduce the amount of paperwork between the staff, increase efficiency, and advance high-quality and patient-centered care.

“What If” Risk Scenarios & Mitigation

Mercy Medical Center also understands that risks involved in the transition to a new electronic health record (EHR) are frequently high, and it has come up with contingency plans to make sure that care delivery to patients is both safe and continuous. Regarding cybersecurity threats, secure patient information will be ensured by utilizing such tools as VPNs, encrypted data, and 2-Factor authentication, and safe cloud storage in the hospital (Huda et al., 2024). The workflow, SMS alerts, and paper-based systems will be used to maintain the continuing care in case there is a breakdown of the system or the system is out of service. The plan adopts cloud backup measures to avoid losses in case of unforeseen events like natural disasters or pandemics, people accessibility, which will remain at home, and training on emergency response annually (Damasevicius et al., 2023). The measures will help the hospital recover slowly, reduce wastages, and ensure that the safety of the patients who may be exposed to any crisis is sustained.

Conclusion

The new electronic health record (EHR) system will provide patient care at the Mercy Medical Center with greater safety, expediency, fairness, and sustainability. It will overcome the shortcomings of the old system by reducing the number of errors, improving the distribution of data, introducing telehealth and a multilingual portal, and streamlining the efforts of the providers. Such changes can help in the mission of the hospital, which is to offer high-quality and patient-centered care to a diverse community and long-term savings. The next step would be a project plan with a stakeholder memo, and they are expected to lead the rollout and facilitate the success of the system in the entire hospital.

If you are looking the 2nd assessment of this class visit: NURS FPX 6426 Assessment 2