- Nov 10-Dec 16: Phase One: Open Submission of Ideas
- Submit your idea or proposal
- Comment on other proposals
- Improve your proposal based on others' feedback
- Jan 2016: Selection of Finalists
- Feb - Mar 2016: Phase Two: Submission of Detailed Proposals
- Mar 15, 2016: Selection of Two Winning Projects
- Apr 1 - Dec 31, 2016: Implementation of Awarded Projects
Department of Medicine 2016 Tech Challenge
New Uses of Information Technology to Advance the Missions of the Department of Medicine
Key team members:
Sirisha Narayana, MD, Alvin Rajkomar, MD, Victoria Valencia, MPH, James Harrison, PhD MPH, Sumant Ranji, MD, Division of Hospital Medicine, UCSF.
Gurpreet Dhaliwal, MD, Department of Medicine, SF Veterans Affairs Hospital.
Time is money and timesheets are an essential procedure to appropriately calculate the number of hours employees have worked. Accurate and updated timesheets are legal documents and essential for protection in the event of potential litigation over unpaid wages or missed meal breaks. If there is an issue with
Patients with serious illness and their families face difficult decisions when diseases progress, or when complications and hospitalizations occur. Patients’ wishes closer to the end of their life are not often known, communicated through the health system continuum or honored. This proposal is aimed at creating an electronic decision making tool that will help patients and families with planning for treatments and procedures related to advanced illnesses. It will also help in identifying surrogate decision makers and will develop an interface with Apex.
The Apex interface to find information on advance directives and POLST forms is very basic and deficient when searching for surrogate decision makers. In several instances the information is inaccurate or incomplete, leaving providers in the very difficult position of trying to implement the best interventions for each patient. This effort usually requires a substantial investment of time and resources in the attempt to clarify important directives with the patients or to search for decision makers.
1) To reduce redundant and unnecessary specimen collection from patients with a new order entry strategy
Efforts to improve physician education and patient safety often start by gathering data about when and where housestaff are engaging in direct patient care, administrative work, and learning activities. But the information from these self- or observer-reporting surveys is inherently unreliable, meaning that any conclusions based on its interpretation are faulty, and interventions to improve housestaff experience are unlikely to succeed.
Physician note-writing is an opportunity to teach, share ideas, and solidify clinical decision-making. Yet as billing requirements and copy-paste functionality have increased in recent years, the utility of writing and reading these notes has declined steeply. In addition to the dehumanizing "tyranny of clicks and auto-populated fields," (Rosenbaum, "Transitional Chaos or Enduring Harm?
We propose a notification system via the APeX staff message/ADT interface to give Resident Physician PCPs information regarding their patients' appointments with covering providers in DGIM.
Background of the Proposal
There is increasing interest in the use of telehealth initiatives nationally. Simultaneously, Medicare and other payors are increasingly recognizing that home-based care can be effective, cost-saving, and more person and family centered. To date, opportunities for trainees to learn about home-based care are limited by current funding mechanisms. For example, the primary care exception that allows residents to see patients in clinic and bill medicare, does not apply to the home setting.
Video-based simulation to enhance communication between generalist and specialist providers for specialty care consultations
Technology is increasingly proposed as a more efficient conduit to facilitate communication between generalist and specialist providers. However, little is understood about how to use these technologies to improve provider-to-provider collaboration and communication regarding specialist consultations. Electronic portals (e.g., EPIC, CPRS) serve an important role in enhancing connectivity between providers across service lines, but greater connectivity does not necessarily translate into greater collaboration.