Student Name Capella University NURS-FPX 6416 Managing the Nursing Informatics Life Cycle Prof. Name Date Evaluation of Information System Change at Villa Hospital Information system changes in healthcare organizations, such as Villa Hospital, are pivotal in overcoming barriers, alleviating financial burdens, and ensuring comprehensive patient support and access to healthcare services. The implementation of Information System Change can significantly enhance the overall performance of the organization and improve patients’ well-being (Wang et al., 2018). Part 1: Evaluation Report, Framework Components The framework for evaluating our system change comprises three key components. Firstly, assessing information quality; secondly, examining the outcomes and effects of the system change; and thirdly, evaluating the structural quality of the system change. These components align with Kurt Lewin’s Change Management theory, focusing on unfreezing, changing, and refreezing stages. This framework allows for a comprehensive evaluation of planned organizational changes, including remote patient monitoring and a patient portal system introduction, aimed at enhancing patient care, monitoring, and treatment (Menear et al., 2019). Assessing the Impact of Change Project Evaluating the change in a healthcare organization involves three stages: unfreezing, changing, and refreezing. These stages enable comprehensive assessment of the change project’s impact. Firstly, stakeholders are provided with relevant information regarding the technological change, corresponding to the unfreezing method or the information quality component. Secondly, the new technology or system is implemented, and the outcomes are assessed. Thirdly, the utilization of the new system helps monitor and assess its structural quality within the organization (Edwards et al., 2020). Defining the Quality of the Information Framework During the initial phase of defining information system changes, such as remote patient monitoring or a patient portal, it is crucial to evaluate data correctness and completeness. This can be achieved using the CRAAP test, examining Currency, Relevancy, Authority, Accuracy, and Purpose. Additionally, information quality depends on user satisfaction levels, assessable through surveys. Privacy concerns of patients are also essential, and adherence to Protected Health Information System (PHI) guidelines is imperative. Patient satisfaction should be considered when defining changes, determined based on patient health condition assessments (Abrams et al., 2022). Defining Outcomes of Quality Care Framework The outcomes of the system change are measured through the efficiency and appropriateness of care. The implementation plan, designed to be executed within six months, allows monitoring of changes during the first three months. Efficiency is gauged based on productivity, patient satisfaction, cost-effectiveness, and reduction in mortality rates due to chronic or other diseases. Implementing remote patient monitoring and a patient portal enhances productivity by providing comprehensive care and monitoring from home (Mohammed et al., 2019). Defining the Structural Quality Framework The third component involves structural changes within the system. During this phase, it is crucial to determine whether the organization supports the new system and assess the effectiveness of the software and hardware used within the trial period. Additionally, the overall functionality of the system can be evaluated through surveys, initial system monitoring, and stakeholder feedback (Agarwal et al., 2019). Part 2: Evaluation Plan Table The comprehensive plan for Villa Hospital emphasizes five key aspects: goals, components, measurements, frequency, and rationale measurements for the desired implementation plan. The primary objectives are to provide cutting-edge medical care in a comfortable environment, with a focus on including all participants in the change process and executing changes effectively. The chosen measures aim to increase knowledge and understanding of the information system’s utilization, ultimately improving patient health, quality of care, and patient satisfaction (Hathaliya et al., 2019). Part 3: Overview Discussion with Stakeholders The training implementation plan involves engaging five key stakeholders: the IT team, administrators, project managers, nurse informaticists, and Clinical Informatics. The primary goal is to bring about positive change in the healthcare organization of Villa Hospitals, encompassing the implementation of remote patient monitoring and patient portals to enhance patient care at home. The evaluation report outlines the framework components employed for change management, including Quality information, outcomes of quality care, and structural quality of system change (Al-Khawaja et al., 2019). The evaluation plan encompasses monitoring potential barriers, such as patients’ concerns about receiving comprehensive care at home and financial considerations. Additionally, it addresses nurses’ concerns regarding increased workload. These barriers will be monitored through the implementation of changes, including remote patient monitoring and patient portal enhancements, enabling nurses to monitor patients effectively and ensuring patients receive thorough care. Monitoring these barriers is essential, particularly when the mortality rate of patients is on the rise due to concerns about timely and at-home treatment. Gathering specific data in this regard will help reduce the risk of mortality, increase patient satisfaction, and decrease the overall cost of treatment. It is crucial to acknowledge that patients often require extensive care after discharge. Furthermore, patient portals and remote monitoring technology will alleviate the burden on nurses (Al-Khawaja et al., 2019). Conclusion The implementation of remote patient monitoring and patient portals constitutes a fundamental part of our change plan. These changes have the potential to significantly increase patient satisfaction, alleviate concerns about treatment costs, and provide healthcare services to patients in the comfort of their homes. Additionally, these changes will reduce the burden on healthcare staff, allowing them to work more productively (Hathaliya et al., 2019). References Abrams, S., Delf, L., Drummond, R., & Kelly, K. (2022). The CRAAP Test. Open. Oregon state.education. https://open.oregonstate.education/goodargument/chapter/craap-test/ Agarwal, S., Sripad, P., Johnson, C., Kirk, K., Bellows, B., Ana, J., Blaser, V., Kumar, M. B., Buchholz, K., Casseus, A., Chen, N., Dini, H. S. F., Deussom, R. H., Jacobstein, D., Kintu, R., Kureshy, N., Meoli, L., Otiso, L., Pakenham-Walsh, N., & Zambruni, J. P. (2019). A conceptual framework for measuring community health workforce performance within primary health care systems. Human Resources for Health, 17(1). https://doi.org/10.1186/s12960-019-0422-0\ Al-khafajiy, M., Baker, T., Chalmers, C., Asim, M., Kolivand, H., Fahim, M., & Waraich, A. (2019). Remote health monitoring of the elderly through wearable sensors. Multimedia Tools and Applications, 78(17), 24681–24706. https://doi.org/10.1007/s11042-018-7134-7 Edwards, K., Prætorius, T., & Nielsen, A. P. (2020). A model of cascading change: orchestrating planned and emergent change to ensure employee

Student Name Capella University NURS-FPX 6416 Managing the Nursing Informatics Life Cycle Prof. Name Date Introduction and Stakeholder Needs Assessment Meeting Greetings, I am ________, the Nursing Informatics Master and Project Manager at Vila Wellbeing. Recently, we conducted a pivotal meeting involving five key stakeholders to deliberate upon the current health information system. The primary objective of this meeting was to solicit feedback from stakeholders and assess whether modifications to the health information system are warranted. In this summary, I will outline the key points and outcomes of the meeting, along with providing insights into the forthcoming changes to the system. As the Nursing Informatics Master and Project Manager at Vila Wellbeing, I am tasked with the responsibility of implementing changes to the organization’s information system. This initiative is aimed at improving healthcare accessibility for patients facing barriers, alleviating the workload on healthcare professionals, and ultimately enhancing overall health outcomes. The projected timeline for this project spans approximately five to six months, encompassing training sessions, pilot testing, and various stakeholder engagements. Factors Driving Change Vila Wellbeing faces external pressures due to factors such as the aging population, escalating rates of chronic illnesses, and the persistent challenges posed by the ongoing Sars-Cov-2 pandemic (Milella et al., 2021). Consequently, the imperative for change at Vila Wellbeing is to deliver cutting-edge medical care within a welcoming and conducive environment. Key Questions and Stakeholder Feedback During the stakeholder meetings, several concerns were raised regarding the existing health information system’s efficacy in supporting nurses and healthcare professionals. Stakeholders expressed apprehensions that the current system impedes patient tracking, thereby compromising patient safety. Additionally, they highlighted the lack of seamless communication with patients leading to treatment delays. While acknowledging the current system’s successes in cost management, reduction of medication errors, and enhanced accessibility of patient data to nurses, stakeholders emphasized that with adequate resources and system upgrades, Vila Wellbeing could offer superior healthcare, ensuring a comfortable and satisfactory experience for patients. Identification and Mitigation of Risks Healthcare providers underscored the challenges faced by patients due to the absence of remote patient monitoring (RPM) and patient portals in the current health information system. The COVID-19 pandemic significantly impacted Vila Wellbeing’s ability to triage patients efficiently, especially in rural areas where individuals with chronic conditions often struggled to access timely care (Annis et al., 2020; Noah et al., 2018). Furthermore, healthcare staff highlighted the difficulties in providing continuous care to patients with conditions like diabetes and hypertension due to the lack of RPM integration. Defining Best Practices for Data System Users Published research supports the efficacy of RPM in ensuring treatment continuity, particularly during crises such as the COVID-19 pandemic (Malasinghe et al., 2018). Additionally, patient portals have been shown to enhance patient self-management and satisfaction, facilitating early detection of patient needs or concerns (Chu et al., 2022). Utilization of Technology Stakeholders agreed on the necessity of installing RPM applications on their devices and ensuring easy access to patient portals. Implementing RPM technologies is anticipated to streamline workflows, enhance patient engagement, and improve communication between patients and healthcare providers (Leon et al., 2022). Conclusion In conclusion, the pressing need to expand evidence-supported RPM technologies is underscored by the escalating COVID-19 cases and the emergence of new strains. RPM holds immense potential in augmenting healthcare delivery, enabling timely support for symptomatic patients and ensuring treatment continuity beyond hospital settings. References Annis, T., Pleasants, S., Hultman, G., Lindemann, E., Thompson, J. A., Billecke, S., Badlani, S., & Melton, G. B. (2020).  Rapid implementation of a COVID-19 remote patient monitoring program. Journal of the American Medical Informatics Association, 27(8), 1326–1330. https://doi.org/10.1093/jamia/ocaa097 Chu, D., Lessard, D., Laymouna, M. A., Engler, K., Schuster, T., Ma, Y., Kronfli, N., Routy, J.-P., Hijal, T., Lacombe, K., Sheehan, N., Rougier, H., & Lebouché, B. (2022).  Understanding the risks and benefits of a patient portal configured for HIV care: Patient and healthcare professional perspectives. Journal of Personalized Medicine, 12(2), 314. https://doi.org/10.3390/jpm12020314 Farias, F. A. C. de, Dagostini, C. M., Bicca, Y. de A., Falavigna, V. F., & Falavigna, A. (2019). Remote Patient Monitoring: A systematic review. Telemedicine and E-Health, 26(5). https://doi.org/10.1089/tmj.2019.0066 Leon, M. A., Pannunzio, V., & Kleinsmann, M. (2022). The impact of perioperative Remote Patient Monitoring on clinical staff workflows: Scoping review. JMIR Human Factors, 9(2), e37204. https://doi.org/10.2196/37204 NURS FPX 6416 Assessment 1 Needs Assessment Meeting with Stakeholders Malasinghe, L. P., Ramzan, N., & Dahal, K. (2018). Remote patient monitoring: a comprehensive study. Journal of Ambient Intelligence and Humanized Computing, 10(1), 57–76. https://doi.org/10.1007/s12652-018-0598-x Michaud, T. L., Siahpush, M., Schwab, R. J., Eiland, L. A., DeVany, M., Hansen, G., Slachetka, T. S., Boilesen, E., Tak, H. J., Wilson, F. A., Wang, H., Pagán, J. A., & Su, D. (2018).  Remote Patient Monitoring and clinical outcomes for postdischarge patients with type 2 diabetes. Population Health Management, 21(5), 387–394. https://doi.org/10.1089/pop.2017.0175 Milella, F., Minelli, E. A., Strozzi, F., & Croce, D. (2021). Change and innovation in healthcare: findings from literature. ClinicoEconomics and Outcomes Research, Volume 13, 395–408. https://doi.org/10.2147/ceor.s301169 Noah, B., Keller, M. S., Mosadeghi, S., Stein, L., Johl, S., Delshad, S., Tashjian, V. C., Lew, D., Kwan, J. T., Jusufagic, A., & Spiegel, B. M. R. (2018). Impact of remote patient monitoring on clinical outcomes: an updated meta-analysis of randomized controlled trials. Npj Digital Medicine, 1(1). https://doi.org/10.1038/s41746-017-0002-4 NURS FPX 6416 Assessment 1 Needs Assessment Meeting with Stakeholders