Langley Mason Health is an example of a hospital struggling to achieve it growth agenda amid financial constraints, need to provide quality services, and implementation challenges. The hospital is undertaking expansion projects that are estimated to cost $1 billion. Already, the hospital has sourced a half of this capital and is expected to raise the remaining amount through operations and other sources. LMH is left with $10 million per year to finance other expenditure that include maintenance and technology. The nursing staff and the pharmacy need $4.9 to buy smart pumps aimed at reducing medication errors. The computerized provider order entry (CPOE) project has stalled, although it was earmarked for completion four years ago. Moreover, the Electronic Heath Record system is also experiencing problems that are delaying the implementation of CPOE. These issues narrow down to poor planning and implementation. Moore is aware of the consequences of poor or lack of planning. She correctly advises the Nursing staff and pharmacy to consider putting their project on hold until it is evaluated against other technologies and integrated with the strategic plan. Her position is very good for the hospital because not until need assessment and feasibility, the project benefits and viability cannot be ascertained. By, a mere fact that there are medication errors does not mean that procurement of smart pumps shall reduce patients' harm. According to Ciconte & Jacob, (2009) need assessment helps organizations to determine their technology requirements. Before, the smart pumps are bought, the users must be trained. Besides, there could be other superior technologies in the market that should be considered. More, importantly, the technology should be integrated into the hospital’s IT infrastructure and system. Therefore, the question of interoperability and compatibility should be considered as argued by Moore. These issues can only be identified during project planning. However, Moore suggestion does not have timelines. Consequently, the pharmacy and nurses are right to demand speedy implementation of the project to save the hospital from medical administration errors. This technology is important given the statue of the hospital. Consequently, there is no problem in reprioritizing the IT technology requirements. However, there should be proof that reprioritized projects add value to the hospital. There could be another technology that is most needed by the patients or providers other than smart pumps. To this end Moore’s suggestion would be the most appropriate to consider for two reasons. The smart pump shall use EHR system that stores patients’ health record to function. The system has problems that can affect the operations of pharmacies. Second reason is that an evaluation on the requirements and viability of the project must be conducted before it is implemented. There are chances that there are better alternatives. Besides, the system might require an upgrade of the entire IT infrastructure. All these issues should be assessed before smart pumps are bought for use. There is no doubt that LMH is poor in planning and implementation of the project. Perhaps if CPOE could have been implemented on time, Moore would have no reason to delay smart pump project. It is also real that this hospital is financially constrained. Consequently, it cannot finance projects that require millions of dollars. Besides, there is great urgency for the hospital to adopt new technologies that lower costs, improves patients’ safety and increase efficiency. All these issues must be given a thought by the management, Moore, and Robinson. The best option would be for the three parties to agree on the timelines for the implementation of smart pump. The management should commit to releasing the resources within a set timeline. Moore should undertake to avail the necessary expertise needed to implement the project. On the other hand, Robinson should agree to avail members of the department for training without affecting the operations of the hospitals.
Ciconte, B. L., & Jacob, J. G. (2009). Fundraising basics: A complete guide. Sudbury, Mass: Jones and Bartlett Publishers.