CIO Briefing for Information System Acquisition in a Healthcare Organization

This case analysis of Stanford’s Hospital and Clinics (SHC) electronic medical record (EMR) system implementation will focus on how the healthcare organization focused on resolving a problem to meet regulatory pressures and responded to an opportunity to create operational efficiency, by capitalizing on the use of information technology to help reduce costs. We will discuss the organization’s IT problems, opportunities, and the alternatives available to address each. We will summarize an analysis of potential alternatives including the organization’s EMR system of choice and conclude with a recommendation to the Board on how to rollout the new system.

The healthcare industry consists of many strengths and weaknesses during the improvement of patient safety, efficient operations, reduction of medical errors, and ensuring that they provide timely access to all patient information. This will have to still comply with all legal guidelines as they control costs and protect patient privacy. The adoption of advanced information technology is a popular strategy being used in the healthcare industry because it allows their weaknesses to be progressively diminished as they gain and use the opportunities necessary as an analytical tool. This would allow their capabilities to be further developed with the new technologies and processes used as they unify the adoption of IT standards. In order to stay competitive within the healthcare industry, then there must be specific actions and measures that must be taken to ensure a positive outcome. This includes external opportunities to increase the capability of the IT infrastructure in a national environment as the growth of industry standards are met in order to decrease the pressured threats of legal compliance through patient trust and the high cost of IT. The growing recognition of strategic leadership often leads to both improved financial stability and contact accessibility of the system. Some challenges that may occur within the healthcare system may cause issues in a hospital setting because of the centralized society of an organization. This is because of the different visions and

Two organizations migrating to a common health information system would need a system that meets current regulatory requirements, meets the needs of the combined organization and their practice environment. The implementation of a common health information system would require an interdisciplinary group of forward thinking innovators, and an interoperable electronic medical record system that includes standard nursing terminology.

Healthcare information technology forms a pivotal part of today 's healthcare system. Improved quality of healthcare, patient safety, drastic reduction in medical errors and enhancement of care delivery is possible because of the induction of these solutions in the healthcare delivery environment. Today, healthcare IT solutions are enabling processes like planning, decision-making related to organizational development, strategic planning to drive growth, recruitment of competent personnel, managing employee benefits, payroll, intra-department communication, etc.

Effecting Change Information Technology: Why is the Healthcare Industry sluggish to upgrade their Hospital Information Technology Systems?

Information systems assist Patton-Fuller Community Hospital in setting and accomplishing it goals of improving and collaborating interdepartmentally with management, employees, staff, and customers (Apollo Group, Inc, 2013). Proficient information systems objectives are to provide effective and efficient services; add profit and cost-avoidance; and social responsibility (Blue Avenue Associates, 2010). Patton-Fuller objectives are to improve the efficiency of the hospital operations, relationship with current and future patients, and support finance management (Apollo Group, Inc, 2013).

An information technology strategic plan developed by Langley Mason Health (LMH) aimed to empower health care consumers and healthcare workers to change data into information to expand services of the clinics as well as electronic medical records. However, there are insufficient funds for equipment, technology and routine maintenance for its facilities (Wager, Lee, & Glaser, 2009). The hospital planned to construct several satellite locations and there are limited funds left yearly to spend on technology implementation and to purchase equipment. The LMH system had a delay in fully going live with computerized prescribers order entry (CPOE) because of many foreseen complications during the development (Wager, Lee & Glaser, 2009). While the issue of CPOE implementation is being resolved, pharmacy and nursing department is looking at the purchase of smart IV pump that will spend roughly half of the budget for the fiscal year. This paper discusses the case study about LMH, different views how LMH should proceed and how to mediate the two different views.

The benefit of technology in healthcare can help improve quality of care and reduce adverse events. Kaiser Permanente invested in an electronic medical system to increase positive clinical outcomes. Implementation of the health information system would have three system functions. The first objective was to reduce operating cost by improving staff efficiency, reduce patient’s number of hospital days, and reduce adverse drug events and increase preferred prescription adherence. The second objective was to increase revenue which was accomplished by improving appropriate billed charges, improving coding accuracy for Medicare risk, and increase collections. Decreasing capital expenditures was the final function which was achieved by decreasing

The major issue that companies have is competitive both advantage and sustained, the difference is that competitiveness with any IT alignment is that competitive advantage can be attained while and sustained was described as a luxury for most businesses but is now viewed as essential for corporations in the industry to that want to keep up with the current trend and still continue to maintain their status in this continuous changing market. As the healthcare business endures the most key conversions to their systems, the advantages for verifying the suitable IT assets in doing this it will give the company longer productive ((Bradley, Pratt, Byrd, Outlay, & Wynn, 2012). As changes to the IT innovation in the healthcare system, the people and organizations who have invested have the chance to take part in debates as to what is operating and what is not performing as designed ( Frisse, 2009).

With the rapid growth in technology, many healthcare organizations have embraced the use of healthcare information technologies. As such, the information technology department has various staffs that perform fundamental roles in the information technology-related activities. It ranges from activities of customizing a software to implementing and maintaining a network to ensure effective system backups. In addition, these healthcare information technologies bring about other

The transformation of the U.S. Healthcare System has given new meaning to the phrase “Meaningful Use”. The government’s offer of significant funds to implement Electronic Health Records (EHR) has created valuable incentives for healthcare organizations to do away with paper charting and implement a new automated electronic system. The successful implementation of this new system requires the selection of the right team members with a wide array of perspectives, skills, and knowledge. This process begins by identifying an interdisciplinary project committee to be known as the Electronic Health Records (EHR) Leadership Team. This team represents a coalition of professionals in such areas as decision-making, finance, clinical specialists, and information technology. The Chief Executive Officer of the hospital ordinarily represents the development and implementation of the overall organization 's strategy will continue this role as EHR Team Lead position responsible for making final decisions regarding the new system implementation plan (NLC, 2014). The Chief Operating Officer manages the business aspects of the hospital including finance, legal and compliance, facilities and information technology and will participate in the project as the EHR Implementation Manager (NLC, 2014). The Medical Director who promotes education, improvement performance and quality assurance will contribute clinical expertise to the systems project as the Physician Champion (NLC, 2014). The

The strategic plan I chose to research was the University of Utah Health Care Information Technology Strategic Plan. The University of Utah Health Care (UUHC) Medical Center is one of the top organizations in Utah that is consistently on the cutting edge of information technology. UUHC is infamous for its revolutionary medical research in the region and highly sophisticated biomedical informatics programs in the country (University of Utah, 2010). In past years, they were the second organization in Utah to implement the electronic medical record (EMR) system and computerized physician order entry (CPOE) process. The purpose of this paper is to identify and summarize the long-term and short-term goals in the plan, summarize the strategic thinking and key stakeholders, and describe the strategies evident in the plan.

The variation in information needs across any healthcare provider organization forces healthcare information technologies (HIT) platforms, systems, processes and procedures to align its design to support the unique information needs of each department and role. The greater this alignment of HIT systems and technologies to specific administrator, doctor, nurse and lab technician roles, the higher the level of overall systems performance and results attained (Agrawal, Grandison, Johnson, Kiernan, 2007). Just as an enterprise has strategic information needs that help to define the future direction of the business, healthcare provider organizations also have a comparable set of strategic information needs. The administrative roles in healthcare providers need to have a consolidated view of the organization from a cost, quality management, service level, patient recovery rate, patient satisfaction and profitability standpoint as well (Middleton, 2005). All of these factors are often gathered together in a dashboard that administrators often rely on to manage the core areas of their healthcare business (Leung, 2012). Administrator's information needs are also longer term in nature and more oriented towards the development of strategic initiatives that will last several years, requiring

The successful implementation and subsequent meaningful use of information technology solutions within a health care organization is a challenging and iterative process. The organization must engage in careful and ongoing strategic and tactical planning to ensure that the implemented technology will ultimately be effective and beneficial for its practitioners, staff, and patients.

Information Management/Information Technology governance is conducted within five major domains like strategic alignment, value delivery, performance management, risk management, and resource management. When the IM/IT governance is carried out in a healthcare organization is geared towards lessening medical errors and establishing electronic medical records. The first major component of IM/IT governance is the development of a