Analyzing the current internal and external health IT situation for the healthcare organization

Analyzing the current internal and external health IT situation for the healthcare organization

Healthcare delivery, at times, can be a complex process. Accordingly, information technology (IT) plays a crucial role in enabling quick patient-centered care, standardizing workflow, and meeting regulatory requirements. After developing the Strategic Information Systems Plan (SISP) as in Unit 1, this paper delves into the existing health IT situation of the healthcare organization in more detail, which includes the internal and external environment. This analysis will analyze, among others, organizational structure, policies, and IT infrastructure and will seek to offer a complete layer of understanding of the organization’s information technology landscape.

Background on the Context of the Healthcare Organization

Knowing the setting in which the healthcare organization is situated is critical for the implementation of a strategically reasonable plan. This organization is a general hospital carrying out multi-specialty jobs in an urban area. It is certain that the location and the characteristics of a given population have a great deal of influence on its patient population, healthcare needs, and healthcare provision. In addition, the healthcare system collaboration enables healthcare resource access, expertise, and corporate care healthcare approach formation (Adler-Milstein et al., 2014).

Current Business and Healthcare Services of the Organization

The healthcare center provides a health service portfolio that covers all the health needs of the patients it serves. Among the services provided are inpatient and outpatient services, emergency services, diagnostic imaging, laboratory testing, surgical procedures, and specialty clinics. The organization’s revenue model is a combination of different revenue sources, such as fee-for-service billing, third-party reimbursement, government funding, and philanthropic support, among others. The issue of the financial stability of the organization is deeply intertwined with the services it offers, the volume of patients it has, and its revenue sources (Blumenthal and Tavenner, 2010).

Structure and Organization of the Health System

The healthcare system’s internal governance is determined by its organizational structure, which dictates how operations are conducted, decision-making is carried out, and accountability mechanisms are implemented. The organization is headed by a board of directors at the highest level, who provide strategic direction and make sure that board member activities are in check. The executive management team, consisting of the CEO, CFO, COO, and CMO, runs day-to-day activities and keeps them aligned with primary firm objectives. In the entity, various departments, units, and service lines function with the guidance of department heads or managers who are employed as leaders by respective functions and services (Wager et al., 2017)).

Internal Organizational Policies, Procedures, and Culture

The regulatory platforms and guidelines make up the basis of the system of internal governance in the healthcare organization. The policies cover a broad spectrum of areas, such as clinical care, patient security, privacy, information security, and ethical standards. These policies need to be observed with the motive of achieving compliance with the regulatory requirements, accreditation standards, and best practices of the healthcare service provision. The organizational culture accentuates ethos like teamwork, professionalism, client-focused care, and continuous quality improvement, which guide the behaviors and decisions of all leaders across the organization (Hersh et al., 2013).

Workflow and Communication

With the proper policy framework and a system that ensures smooth communication, healthcare delivery is simplified. The workflow processes within the organization are transparent and standardized to guarantee continuity, consistency, good quality, and safety in patient care. Electronic health record (EHR) system implementation has become a critical factor in decreasing the time it takes to document, order, and exchange data between facilities. Many forms of inter-departmental communication are supported, such as electronic message systems, daily team meetings, and inter-departmental rounds, so that care coordination can be enhanced.

Clinical Content of the Organization

Within the clinical spectrum of the organization is a diverse range of medical specialties and sub-specialties. Based on evidence guidelines and protocols, which are the governing forces in the delivery of care, the initial purpose is to ensure that standardized practices are maintained and that the best possible patient outcomes are achieved. Healthcare providers abide by evidence-based clinical guidelines and interventions for better outcomes, safety, and economical use of patient resources. The organization firmly engages in clinical research and quality improvement studies with the goal of the advancement of medical science, improvement of patient care as well as innovation of healthcare delivery systems (Adler-Milstein et al., 2014).

People Working in the Healthcare Organization

The healthcare workforce comprises a multidisciplinary workforce that includes doctors, nurses, allied health professionals, administrative staff, and support personnel. Any staff, regardless of their experience and positions, are essential for excellent patient care and to achieve the missions of the organization. Education and development training is continued with staff members to make sure they have the necessary skills and knowledge based on current healthcare practices and technologies. The organization creates an atmosphere for co-existence, cooperation, and accountability among the staff, which maximizes job satisfaction and productivity (Blumenthal & Tavenner, 2010).

Human and Computer Interface

The human-computer interface is a critical element in the ability of technology to work effectively in healthcare delivery. The human-centered interfaces portion of the healthcare organization’s EHR system has been designed in such a way that professionals can quickly navigate through clinical processes, documentation requirements, and decision support systems. Training and supporting processes are applied so that healthcare providers have the professional ability to use these interfaces to enter patient data properly, obtain related clinical information, and make accurate clinical decisions, respectively. With the help of an efficiently designed and humanized human-computer interface, providers become more efficient and pleased as a result (Wager et al., 2017).

Situation of the Health Information System and Information Technologies

To provide a healthcare information system that effectively supports clinical, operational, and administrative functions within the organization, the following technologies are integrated into the suite. The fundamental elements of health information systems are electronic health records (EHR), radiology picture archiving and communication systems (PACS), laboratory information systems (LIS), pharmacy management systems and clinical pathways, and revenue cycle management (RCM) application software. Such technologies assist in clinical documentation, order entry, report findings, drug management, imaging reports, billing reports, and revenue management, thus facilitating efficiency, accuracy, and quality in healthcare delivery (Hersh et al., 2013).

Hardware, Software, and Computing Infrastructure

Highly robust hardware and software infrastructure are necessary for the organization to run the IT systems well. The organization buys top-of-the-line servers, storage systems, networking tools, and end-user devices in order to create faultless, scalable, and fast IT ones. High-end systems, including EHR platforms, clinical decision support systems, and business intelligence tools, are adopted to file clinical, operational, and managerial needs. The infrastructure is configured to run smoothly and support the organization’s current needs, likewise giving room for expansion and modifications (Topol, 2015).

Systems for Monitoring and Control Mechanisms

The company has a multidimensional approach that includes the implementation of control systems for the performance of processes, quality indicators, and patient safety. Performance dashboards, quality improvement databases, and regulatory compliance tools represent live tracking, analyzing, and reporting about the key performance indicators (KPIs). These systems support data-based decision-making, help in designing new programs and improvement management activities, and ensure fulfillment of statutory standards (Pita et al., 2010). Constant analysis and reporting of statistics make it possible to define the weakest points and implement target interventions that will be evaluated afterward (Adler-Milstein et al., 2014).

The External Health Services Delivery Environment

The external health services delivery environment represents a multifaceted ecosystem in which key stakeholders are clinicians, insurers, regulating authorities, and community groups. The organization operates within a regulatory framework regulated by federal, state, and local laws, such as the Health Insurance Portability and Accountability Act (HIPAA) and the Medicare regulations. External factors, like healthcare reform initiatives, reimbursement changes, and market competition, shape strategic decisions, operational priorities, and resource allocation within the organization (Blumenthal & Tavenner, 2010).

External Rules, Regulations, and Pressures

Regulatory compliance, particularly rules, regulations, and outward pressures, is vital for the organization to maintain appropriate health standards. This includes the observation of standards of privacy, safety, billing, coding, and accreditation that come with regulatory bodies such as The Joint Commission and the Centers for Medicare and Medicaid Services (CMS). The company could be fined, sued, or end up with a bad reputation if it ignores these regulations; these are significant risks to the company’s operations and its financial outlook (Wager et al., 2017).

Current External Health Information Technology Environment, Challenges, and Opportunities

The external health IT environment is constantly changing, focusing on new technologies, growing rules and regulations, as well as varying market approaches. Dilemmas of interoperability, data exchange, cybersecurity, and the adoption of the latest technologies are the obstacles healthcare organizations encounter. Nonetheless, these technologies have both drawbacks and benefits, which can be a platform for care coordination, population health management, patient engagement, and operational efficiency. Organizations are required to keep their finger on the pulse of industry trends, have collaborative ventures with external stakeholders, and adopt new technologies to deal with the complex environment of the healthcare industry where IT is rapidly changing, which may also determine their success (Hersh et al., 2013).

Conclusion

The situational analysis provides a clear understanding of the internal and external health IT environment the healthcare organization has to deal with. Analyzing such dimensions, including organizational structure, policies, IT infrastructure, as well as external forces, will enable the organization to make informed decisions about the improvement of the information systems, optimization of the healthcare process, and achievement of strategic objectives. With the resolution of issues and exploitation of the potentialities of the evolving healthcare environment, companies will be placed for extended success and survival.

References

Adler-Milstein, J., DesRoches, C. M., Furukawa, M. F., Worzala, C., Charles, D., Kralovec, P., & Jha, A. K. (2014). More than half of US hospitals have at least a basic EHR, but stage 2 criteria remain challenging for most. Health Affairs, 33(9), 1664-1671.

Blumenthal, D., & Tavenner, M. (2010). The “meaningful use” regulation for electronic health records. New England journal of medicine, 363(6), 501-504.

Hersh, W. R., Totten, A. M., Eden, K. B., Devine, B., Gorman, P., Kassakian, S. Z., & McDonagh, M. S. (2015). Outcomes from health information exchange: systematic review and future research needs. JMIR Medical Informatics, 3(4), e5215.

Pita, Z., Cheong, F., & Corbitt, B. (2010). Strategic Information Systems Planning (SISP): An empirical evaluation of adoption of formal approaches to SISP in Australian organizations. International Journal of Strategic Decision Sciences (IJSDS), 1(2), 28-61.

Topol, E. (2015). The patient will see you now: The future of medicine is in your hands. Basic Books.

Wager, K. A., Lee, F. W., & Glaser, J. P. (2021). Health care information systems: A practical approach for health care management. John Wiley & Sons.

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Part 2: In Unit 1, you completed the strategic information systems plan (SISP). In Unit 2, you will conduct a situational analysis.

Analyzing the current internal and external health IT situation for the healthcare organization

This involves analyzing the current internal and external health IT situation for the healthcare organization. In the situational analysis process, you must include the following:

• Background on the context of the healthcare organization
• Current business and healthcare services of the organization
• Structure and organization of the health system
• Internal organizational policies, procedures, and culture
• Workflow and communication
• Clinical content of the organization
• The people working in the healthcare organization
• Human and computer interface
• Situation of the health information system and information technologies
• Hardware, software, and computing infrastructure
• Systems for monitoring and control mechanisms
• The external health services delivery environment
• External rules, regulations, and pressures
• Current external health information technology environment, challenges, and opportunities for the healthcare organization