Instructions All students will complete Case 14: Assessing the Value and Impact

All students will complete Case 14: Assessing the Value
and Impact of CPOE. To read the case study, please refer to Chapter 14 in the
textbook. This case describes how University Health Care System has implemented
the CPOE portion of its EHR project.
After reading the case, you should provide a video
VoiceThread in which you discuss your answers to the case study questions. Your
VoiceThread should be less than 5 minutes long.
I will be recording the video response.
Case Study.
Background Information
The University Health Care System is an academic medical center with over 1,200
licensed beds and over 9,000 employees. The system comprises the University Hos­pital,
Winston Geriatric Hospital, Jefferson Rehabilitation Hospital, and two
outpatient centers in the metropolitan area. The system has a history of being
a patriarchal, physician-driven organization. When University Health Care first
started taking patients, it was viewed as a Mecca to which community physicians
throughout the South referred difficult-to-treat patients. That referral
mentality persisted for decades, so physicians within the system had had a
difficult time making the transition to an organization that had to compete for
patients with other health care entities in the region.
In recent years, University Health Care System has evolved
and given physicians proportionately more clout in decision making, in part
because the health care leadership team has not stepped forward. Creating a
balance between clinician providers and administrative leadership is a real
issue. In the midst of the difficulty, both groups have agreed to embark on the
electronic medical record (EMR) journey. Currently about 55 percent of the
system’s patient record is electronic; the remainder is on paper. The
physicians as a whole, however, have embraced technology and view the EMR as
the “right road” to take in achieving the organization’s goal of
providing high quality, safe, cost-effective patient care
Information Systems Challenge
Currently, the University Health Care System is in the midst of rolling out the
CPOE portion of the EMR project. The multidisciplinary decision-making project
was established before beginning the initiative, and leaders and clinicians
tried to educate them­ selves on what CPOE project would entail. They were
familiar with cases such as one at where CPOE was halted after a physician
uproar over the time it took to use patient safety concerns. To help ensure
this did not happen at the University Health Care System, the leadership team
decided to take a slower, phased-in approach. Team members visited similar
organizations that had implemented CPOE, attended vendor user-group
conferences, consulted with colleagues from across the nation, and articulated
the following project goals:
• Optimize patient safety
• Improve quality outcomes and reduce variation m practice through the use of
evidence-based practice guidelines
• Reduce risk for errors
• Accommodate regulatory standards expectations
• Enhance patient satisfaction
• Standardize processes
• Improve efficiency
The board has made it very clear that it wants regular
updates on the progress of the project and expects to see what the return on
the investment has been.
Discussion Questions:
I. How might you evaluate the CPOE implementation process at
University Health Care System? Give examples of different methods or strategies
you might employ. (At least 2 methods or strategies)
2. How would you respond to the board’s desire for a “return on
investment” from this initiative? Is it a reasonable request? Why or why
3. Assume you are to lead the evaluation component of this project. You have
reviewed the goals for the project. What process would you use to develop a
plan for assessing the value of CPOE? Who would be involved? What roles would they play? How would you decide on
what metrics to use? What baseline data would you want to collect or review?

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