Information Management for Providence Health Care, Term Paper Example

Providing high-quality health care is a top priority for Providence Health Care (PHC). Because of the merging of hospitals and other health care facilities, PHC needed to communicate effectively across multiple sites. In British Columbia, regionalization transformed the healthcare system by consolidating health care services which required hospitals and health care facilities to transmit information efficiently across multiple sites.  From its inception on April 1, 1997 to the year 2000, PHC worked on an organizational transformation to improve the management of information and data across multiple sights.

PHC implemented an Information Management Strategic Plan (IMSP) and formed the Information Management Strategic Planning Steering Committee (IMSPSC).An enterprise information management (EIM)plan and Transitional Solutions Strategy guided the implementation of information systems and technology that enabled integrated service delivery by structuring, organizing, and distributing information to improve the efficiency of communication and quality of patient care.PHC’s goals were unique in that their focus was on developing information management as opposed to concentrating solely on information systems.  A life cycle methodology guided the developmental changes of the IMSP to completion and was evaluated with a systems life cycle analysis.

The initiation and planning processes of the life cycle methodology and were vital in the implementation of the IMSP The scope of IMSP is to understand the business aspect and direction of PHC and determine the information and data required to support business processes.PHC required information and data be used to develop principles for the use of information and systems, document and assess the existing information and systems inventory, and determine information and systems requirements for the next three to five years.  The need to develop an information management system was immediate and it was necessary to obtain approval very quickly.  The initial draft of the plan was presented to the IMSPSC at the beginning of April, 1999 and the final draft given to the Steering Committee on April 30, 1999.

The approval process was presented as a Project Charter whichidentifiedhow the IMSP would use information management to improve healthcare for PHC with other hospitals and facilities.  After the Project Charter was approved, another approval for the Business Case stage was required to evaluateof the costs and benefits of the IMSP.  After the presentation to the IMSPSC, the main elements of the IMSP were presented to Operations Network, Strategic Directions Group, and Senior Leadership Team.  The outcome was presented to the Board of Directors in August 1999 for support to raise awareness and $27 million over four years.

To further ensure the approval process, a systems life cycle analysis helped to evaluate the life cycle methodology.  In the analysis phase, the issue of accessing information and data at multiple sites was addressed.  The goals andobjectives of information management for PHC were clearly defined because everything needed to be organized before the IMSP received approval.  For the Transitional Solutions Strategy to be enforced, three types of information were needed: Clinical and Clinical Support Information and Systems, Planning and Improvement Information, and Systems and Administrative Information and Information Systems. To obtain this information, a series of questions were issued, centering on the care procedures for patients and residents, and how information management and information systems supported these processes.  To evaluate the need of information management, participants were asked about questions about the patients involving their health care.  A large part of the agendas of meetings of the Operations Network and Strategic Directions Group were dedicated to stakeholder input.  In these meetings, the Executive Sponsor, Project Manager and Lead Consultant gave a brief overview of the project.  Participants were divided into groups based on whether their focus was clinical,planning and improvement, or administrative. Feedback from the questions was overall positive.  PHC was a facility-centered organization and had a good foundation for the transmission of information and data across multiple sites.  PHC was still relying heavily on paper documentation, which was holding the hospital back clinically, administratively, and financially.  It also needed to establish a system which would prioritize and organize information more efficiently.  By integrating more electronic methods of information management, PHC’s communication of information and data were improved.

During the planning stage of the life cycle methodology, strategies were defined involving thebusiness process, information management, and information systems.  The business process strategies used  a structured approach to improve the care and administrative processesin patient registration, admission, and coordination of services.Strategies regarding how information and data were managedwere implementedto develop standard policies and procedures.  Information was analyzed and organized into databases and text-based documents.  The information systems strategies helped to develop strategies to take data from any given operational system, and organize it in a data warehouse where it can be specialized and focused.

The Transitional Solutions Strategy focused moving forward on the both established and new systems that have been identified as priorities.  It improvedhealth care and administrative processes by enhancing information integration and sharing.  Obsolete systems wereremoved and new systems were built on established and high-functioning infrastructure.

After receiving support from the Board of Directors, the IMSP was approved, and three key elements were established.  An Information Management Steering Committee was created, a life cycle methodology and Transitional Solutions Strategy were adopted by the organization, and procedures for prioritizing information management and information systems were established.  When the IMSP was completed, an inventory of the status of information systems had been compiled, along with an estimated time-linefor the acquisition funds to replace obsolete systems.

PHC relied heavily on initiation, planning, and analysis of the IMSP.  Because this was a new type of health care communication and was unique in its focus on information management, PHC had to have everything in alignment to receive funding and approval.  The success of the IMSP lies in PHC’s strategic planning on the business aspect and the delivery of important information and data.  Because these procedures were in place, successful communication across multiple sites will be established for the future.

References

Meakin, P. (1998). The systems life cycle. Retrieved from http://www.hollyfield.kingston.sch.uk/gcseit/GCSE/lifecycl.htm

Thompson, D., & Gregor, C. (2001). Session 144: Implementing an information management strategic plan in a multi-hospital setting. 2001 HIMSS proceedings.

VirginiaTech. (2013). Project management methodology/life cycle overview. Retrieved from http://www.itplanning.org.vt.edu/pm/methodology.html