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STRATEGY, IMPLEMENTATION AND EVALUATION 141 is updated in the spring of each year. Excluding exceptional circumstances, the information strategy is commonly rewritten every two to three years. THEMES OF AN INFORMATION STRATEGY An information strategy should generally deal with the following themes: ■ ■ ■ ■ ■ ■ a generic conceptual model that categorizes the institution’s work process areas and corresponding IT support, into relevant building blocks; the ambitions for information management, in relation to the organization ambitions; responsibilities and organization of information management; guidelines on the development or selection of information systems and information system implementations; guidelines on the technical infrastructure and standards; priorities for information management and the financial framework. Of course, depending on the institution’s specific situation, other themes can be relevant as well. Generic conceptual model of building blocks As we saw in the first part of this book, health care organizations are organized around a complex production process: the process of care delivery. There is an enormous diversity of specialized care delivery processes, for example outpatient planning, laboratory sample processing, etc. And the health care organization, just like any other organization, also has its normal organizationsupporting work processes: financial work processes, material logistics work processes, etc. In drawing up the information strategy, a broad area of work processes is covered. The conceptual model shown in Figure 8.2 helps to structure the discussion. It offers a starting point for the information strategy that is centred on work processes rather than on organizational departments or traditional information system module divisions. Simultaneously, it offers a starting point for augmenting these work process areas with ‘best of breed’ information system modules. This categorization, for example, would lead one to consider a clinical trajectory planning system, instead of separate waiting-list registration and operation room planning systems. Similarly, rather than considering purchasing, warehousing and financial handling systems separately, one would here consider material logistics as an integrated purchase-order-to-delivery work process requiring integrated information systems support. A short explanation of the segments:
142 DEVELOPING THE INFORMATION STRATEGY Figure 8.2 A generic conceptual model of work process areas structures the discussion. ■ ■ ■ ■ ■ ■ ■ Care: This segment consists of the work tasks of the primary care providers and the information system functions aimed at supporting this work: electronic order entry and result systems, electronic order status management, electronically supported care pathways and so forth. Care facilitation: This segment consists of the work processes of those diagnostic and therapeutic activities that are carried out by separate units to facilitate the primary care work: radiology, laboratories, pharmacy, pathology, functional departments and so forth. It includes the information system functions intended to support these departments (laboratory information systems, radiology information systems, PACS). Integrated planning: This consists of the organization-wide integrated planning work processes, sometimes performed by a separate care activities planner, and the information system functions aimed at supporting this. To make the step towards integrated patient logistics, this segment needs to result in a fully integrated agenda of the patient, making visible all activities provided for the patient. Patient administration: This consists of the patient-administrative work processes, such as patient registration, contact registration and activities registration for financial ends, and the information system functions supporting these tasks. Billing: This segment consists of the invoicing process, and the information systems supporting this. As the patient administration segment, this segment is primarily concerned with the role of administrative worker. Research: This consists of information system functions aimed at supporting the work processes associated with the role of scientific researcher; Education: This consists of information system functions aimed at supporting the work processes associated with delivering health care education;
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Health Information Management In al
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Health Information Management Integ
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Contents List of illustrations vii
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Illustrations FIGURES 3.1 Medicatio
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Contributors Marc Berg is a physici
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Series preface In almost all Wester
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Acknowledgements I would like to th
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Chapter 1 Introduction In all Weste
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INTRODUCTION 3 touch upon the deplo
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INTRODUCTION 5 can draw upon to mai
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INTRODUCTION 7 Physician Order Entr
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Part I Starting points Understandin
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WAITING FOR GODOT 11 KEY TERMS ■
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WAITING FOR GODOT 13 Netherlands an
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WAITING FOR GODOT 15 facts to show
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WAITING FOR GODOT 17 (Lewinski-Corw
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WAITING FOR GODOT 19 In most cases,
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WAITING FOR GODOT 21 (Anonymous 191
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WAITING FOR GODOT 23 Because of the
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WAITING FOR GODOT 25 they simply sa
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WAITING FOR GODOT 27 expected. Stil
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WAITING FOR GODOT 29 organize their
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WAITING FOR GODOT 31 performance in
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WAITING FOR GODOT 33 different HIS
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WAITING FOR GODOT 35 CONCLUSION: TH
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WAITING FOR GODOT 37 assumption tha
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WAITING FOR GODOT 39 Anonymous (191
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WAITING FOR GODOT 41 Berg, M. (1997
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Chapter 3 Health care work and pati
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HEALTH CARE WORK AND INFORMATION SY
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THE CONTEXTUAL NATURE OF INFORMATIO
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Chapter 5 Meeting the challenge Int
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STARTING POINTS 81 ‘gender, race,
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STARTING POINTS 83 Now, imagine an
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STARTING POINTS 85 organization,
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STARTING POINTS 87 Figure 5.2 Incre
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STARTING POINTS 89 already overflow
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Page 108 and 109: STARTING POINTS 93 answer the quest
Page 110 and 111: STARTING POINTS 95 Kohn, L.T., J.M.
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Page 116 and 117: DESIGNING INTERACTIONS 101 1 Identi
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Page 122 and 123: DESIGNING INTERACTIONS 107 Figure 6
Page 124 and 125: DESIGNING INTERACTIONS 109 ■ Figu
Page 126 and 127: DESIGNING INTERACTIONS 111 measurem
Page 132 and 133: DESIGNING INTERACTIONS 117 Covell D
Page 134 and 135: Part II Information strategy, imple
Page 136 and 137: INFORMATION STRATEGY: AN INTRODUCTI
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Page 154 and 155: STRATEGY, IMPLEMENTATION AND EVALUA
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Page 180 and 181: Chapter 9 Implementing information
Page 182 and 183: IMPLEMENTING INFORMATION SYSTEMS 16
Page 198 and 199: Chapter 10 Project management of in
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STRATEGY, IMPLEMENTATION AND EVALUA
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Index accumulation 53-4, 61, 73-4,
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INDEX 223 contingent and emergent c
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INDEX 225 satisfaction 176 patient
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INDEX 227 support 164 technology de
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