Fountain View Hospice is an inpatient hospice that has an EHR. Because of a hurricane, the town, including the hospice, was flooded. Patients had to be evacuated and the data center was underwater. The hospice backs up its files daily and the files are stored at a vendor site across town. The vendor’s office was unaffected by the flood, so the backup files are safe. The vendor does not have the EHR application. The flood waters have receded, and the building is undergoing renovations. The vendor has stated that there is no way to recreate their application and so a full implementation of the EHR will be necessary and could take a year or more. In the meantime, the hospice will have to operate using paper health records. The hospice will have to pay to select and implement the new information system as well as manage the paper health record.
1. What else could the hospice have done to prevent having to completely reimplement the EHR?
2. Are there other issues that could have been addressed to help prevent this?
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Lewis-Beck Medical Center (LBMC) is a 650-bed acute care hospital in north Florida. In the last decade, this geographic area has experienced a significant increase in the number of persons moving to here who are 60 years and older. It has become a popular destination due to a reasonable cost of living, temperate weather, close to the Gulf of Mexico, quality schools and healthcare facilities, and many university-sponsored cultural events. There are currently 17 assisted living and memory care facilities approved or being built to address this need. LBMC recognized this trend early on. Using data analytics software and statistical predictions, C-suite personnel were able to identify trends and patterns in patient care for this age group. A concerted effort was made to recruit and/or train physicians and nurses specializing in geriatric medicine. Additional staffing and locations were added to provide physical, occupational, and speech therapy. Physician group practices associated with the hospital have increased the number of physicians with specialty training in cardiology, oncology, and internal medicine. LBMC strengthened or established relationships with the organizations building the assisted living communities and memory care centers. Working with local universities and a community college, education and training programs were identified and implemented to meet the employment demand. The local senior center, an organization providing education, health screening, entertainment, and cultural programs for active seniors, was identified as a key stakeholder and gateway to this population. LBMC regularly evaluates internal and external data to monitor trends to meet the need of this fast-growing segment of the local population.
1. What roles does the local chamber of commerce and the economic development authority play in LBMC’s growth regarding the senior market?
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Introduction: The following are answers to questions regarding healthcare scenarios. The first scenario involves a hospice that lost access to their EHR due to a flood and has to resort to using paper records until a new system can be implemented. The second scenario pertains to a hospital that predicted a growing need for geriatric care and took proactive steps to meet that demand.
1. In terms of preventing a complete reimplementation of the EHR, the hospice could have explored options for a remote backup system in addition to the daily backups already in place. This could have involved a cloud-based backup service that would have allowed the hospice to access their EHR remotely in the event of a disaster. The hospice could also have explored potential partnerships with nearby healthcare facilities to share EHR access during emergencies.
2. Other issues that could have been addressed include conducting regular tests and drills to ensure staff are prepared to use paper health records, as well as developing protocols to quickly and accurately transfer information from the paper records to a new EHR system once implemented. The hospice could also have explored options for data recovery in the event of a disaster, such as partnering with data recovery specialists or investing in specialized backup systems.
1. The local chamber of commerce and the economic development authority play important roles in LBMC’s growth regarding the senior market. These organizations can provide guidance and resources for LBMC to establish and maintain relationships with businesses and community groups serving the older adult population. They can also provide insights into the local economic and demographic landscape, which can inform LBMC’s decision-making processes. Additionally, the chamber of commerce and economic development authority can help promote LBMC’s services and programs to potential patients and their families, as well as help attract and retain a skilled workforce to support LBMC’s operations.
