Health Information Management: Integrating Information Technology ...

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STRATEGY, IMPLEMENTATION AND EVALUATION 143 ■ ■ ■ Office automation: This segment consists of information system functions aimed at supporting the role of office worker, in broad terms; Operational management: This consists of information system functions aimed at supporting work processes aimed at financial administration, purchasing, building maintenance, human resource management and so forth. Data warehouse and management information: This consists of information system functions aimed at supporting the work processes associated with generating, refining and distributing management information, in broad terms. The perceptive reader will realize that this categorization of work processes already assumes a certain orientation of the organization and the information strategy. This patient-centred and work-process oriented model, after all, separates ‘integrated planning’ as a distinct and core health organization work process, for example. It is therefore less useful for organizations that do not want to plan in an integrated fashion, or attempt to position the planning of the patient’s trajectory as leading to the planning of the individual capacities. This model, in other terms, already assumes a set of ambitions resembling those explicated in Chapter 5. This is not to say that this model is only useful when one fully embraces these aims: the point to note, here, is that models such as these are not neutral to one’s aims. In the remainder of the chapter, we will therefore assume that the health institution’s organization strategy resembles (some of the core parts of) the ambitions outlined in Chapter 5. Aligning ambitions The first step in formulating the information strategy is listing the organization’s ambitions and priorities. Then follows the process of formulating a corresponding ambition for information management, and the listing of an outline of projects that follows from the stated information management ambition: the project’s Master Plan. CASE STUDY Southern Medical In this paragraph, we will use the example of Southern Medical, a large general hospital. 1 This hospital’s ambitions are: ■ ■ ■ ■ to achieve a high standard of health care delivery as a general hospital for the region; to provide highly specialized care for a selected number of medical domains; to further strengthen its position as a teaching hospital; to fundamentally improve patient logistics, while
144 DEVELOPING THE INFORMATION STRATEGY – starting from the perspective of the patient; – increasing the number of patient cases handled each year; and – keeping total costs at the current level. In order to meet these primary targets, the hospital has embraced the principles outlined in Chapter 5 as the core means through which to meet these goals. Care, care facilitation and integrated planning: the ‘primary processes’ The segments care, care facilitation and integrated planning, as described in the previous paragraph, together make up the health care organization’s primary process. Since from the perspective of the care provider, these segments are closely related, they are here listed together. (This paragraph will not address specific IT ambitions of individual functions of the organization, such as medical specialties or diagnostic departments. See further on the rules for dealing with such ambitions.) The starting point of formulating the information strategy management ambitions is the listing of the organization’s ambitions. CASE STUDY Southern Medical’s visions on care, care facilitation and integrated planning Core concepts for the work processes of care, care facilitation and integrated planning: ■ ■ ■ ■ ■ ■ Our hospital is a general hospital for the region, providing the full range of medical facilities that may be expected from a general hospital. Our hospital aims to be an innovative teaching hospital for the population in the region, with selected highly specialized functions. In order to strengthen our capacity to become an innovative teaching hospital with top specialist functions, our focus is on optimal evidencebased care provision and the generation of medical evidence. To us, the quality of, and care for, employees is crucial. In addition, our hospital strives towards streamlining work processes of care delivery in a patient-centred way. This should lead to a higher standard of quality of care, and a reduction in pre- and in-hospital waiting times. This streamlining should also lead to improved possibilities for offering high quality coordinated patient care for patient groups at a favourable cost. Finally, our hospital aims to promote cross-functional integrated care delivery in the region; to improve patient logistics region wide. This
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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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STARTING POINTS 91 responsibilities
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Page 110 and 111: STARTING POINTS 95 Kohn, L.T., J.M.
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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
Page 172 and 173: Guidelines for information system d
Page 180 and 181: Chapter 9 Implementing information
Page 182 and 183: IMPLEMENTING INFORMATION SYSTEMS 16
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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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