Saic Healthcare Strategy

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 case study of St. David’s Healthcare network shows that consistency in targeting a goal; enhancing organization’s vision and goals according to the requirement of the time; updating the new procedures and technologies; and incorporating latest information technology in the system(s) , may not only reduce the cost of operation, but also will excel the performance of an organization.

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

E-health can help new health tasks and processes to be undertaken for the first time: things that were simply not possible before. A number of health management and health policy decisions can only be made once e-health enabled health information systems deliver reliable data for the first

In 2009, the U.S. Government passed The Health Information Technology for Economic and Clinical Health (HITECH) Act, as part of the American Recovery and Reinvestment Act of 2009, to promote the adoption and meaningful use of health information technology (Mangalmurti, Murtagh and Mello 2060). The HITECH Act authorizes grants and incentives to promote the “meaningful use” of electronic health records (EHR) by providers (2060). The effect is a high commitment to a technology-led system reform, urging a renewed national commitment to building an information infrastructure to support health care delivery, consumer health, quality measurement and improvement, public accountability, clinical and health services research, and clinical

Health information technology (HIT) is revolutionizing the way we interact with health-related data. One example of this is the obvious rise in

At Sentara Healthcare, “information technology was invested heavily within each of its hospitals” (Vijayaraghavan, V., &

The purpose of this project was to overview on the effects of health information technology integration (HIT). This report is mainly focused on understanding of health information technology, specifically on use of health information technology as significant use. Scope of this literature review, given the current state of health information functionality 8.

In most of the healthcare organizations, there is a position for the chief technology officer (CTO). The CTO leads the information technology architecture, including the strategies in health care organizations. Importantly, the CIO has a higher rank than the CTO. As such, when there are any IT-related initiatives and recommendations, the CTO reports them directly to the Senior Vice President and the Chief Information Officer. Because healthcare organizations are rapidly acquiring and implementing HITs in their organizations, the need to make clear the vision of the organization, in that context, is imperative. Therefore, the CTO comes in, develops and articulate the technology vision of

With changes due to Healthcare Reform, healthcare organization’s are becoming more competitive in its market as they move towards finding the right effective fit through process improvements for their organization based on quality measurements, operational effectiveness, and financial performance in an effort to maximize their reimbursements in order to protect their margin and stay afloat in the healthcare industry to deliver the most profound care to the patient’s (Amerinet, n.d). Through new organizational architect and design, training, dashboards that helps to make matrix decisions, and big data analytics gathered from the electronic health record system, healthcare organization’s are driven to use the best fit resources and tools to improve their performance and be sustainable and successful in the healthcare market (Amerinet, n.d) (Stichler, 2017).

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.

This paper will focus on the health-tech business and takes a look at Philips’ strategic plan, capacity plan, and how it implements these into its portfolio management process. I will be going over the program management plan and how projects are managed as well as identifying any conflicts in cost, schedule, or quality and how to resolve them. Additionally, there will be a change management plan that focuses on managing organizational and cultural changes. I will also create a resource utilization plan to analyze and plan resources.

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

Over the years, the operating margin on our client’s side had been in decline. Expenses on information technology (18%) were in general far outpacing growth in revenue (13%). Our hiring organization had acquired several companies over the past few years and had difficulty in consolidating operations from various patient services platforms into a single platform. Thus, their applications portfolio had grown to include four patient services platforms with 80+ distinct implementations that were all unique in some respect. Besides the issue of having a multitude of patient services platforms in operation, large technology debt and the evolving complexity in the healthcare business were identified as the three major reasons for the upward trajectory in the hiring company’s increasing information technology expenses.

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