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At least 19 recordsLinked to original sources
PubMed2000

From troglodytes to information managers: information management and technology needs to achieve the primary care NHS modernization agenda--the views of three GPs.

In response to the information management and technology changes proposed by the Government's NHS modernization initiative this article examines the issues that GPs feel to be of major significance to their work. Although information and communications technology is widely used in general practice there is no one agreed standard system. The level of technology and the manner in which it is used is also diverse throughout the profession, as are the attitudes that exist amongst GPs regarding the value of information management and technology, and the benefits efficient information management offers to them and to their patients. The views of three local GPs from practices with varying levels of information technology were obtained through semi-structured interviews and the findings developed in the light of current discussions in the published literature. The GPs chosen reflect the disparity within general practice and, perhaps, other units of the NHS in the use and understanding of information management. The main conclusions were that there is ambivalence and scepticism about what NHSnet currently has to offer; that local electronic records benefit patient care, but when networked more widely problems of confidentiality and security result. Practitioners were also mindful of the financial costs of changes and concerned, given the impact of PCGs and clinical governance, as to who will be responsible for ensuring a common level of electronic records, IT provision, and financial and technological support.

Attitude of Health Personnel↗
PubMed1995

Management of information: analysis of the Joint Commission's standards for information management.

In the 1994 Accreditation Manual for Hospitals, the Joint Commission on Accreditation of Healthcare Organizations published ten standards relating to the management of information. Using Andrew Abbott's systems theory of professions, the article compares the views of information management that were prevalent in hospitals before the publication of the standards with the view of information management represented by the new standards. Five characteristics of the standards are discussed: conceptual view of information management, tension between the unity and diversity of information management activity, lack of specificity about who performs information management activities, separation of professional qualifications from functions, and privileging of information systems concepts and vocabulary. The unfamiliarity of the standards and their inherent ambiquities will give rise to many attempts to interpret their meaning and intent. Five interpretive themes that may arise from the characteristics of the standards are identified: unified diversity in information management, unity in information management, diversity in information management, monotheistic view of information, and information management czar. The future of information management in hospitals will be affected by the jockeying over the interpretation and implementation of the Joint Commission's standards.

Accreditation↗
PubMedDate not supplied

Information management as a process and product of case management.

Information technology is an invaluable tool in case management practice management. Informed use of information technology can facilitate and enhance the work of case managers. This article reviews the usefulness of information management to nursing case management. The article discusses system requirement, security considerations, and database structure for a practice database. Voice-recognition software, video conferencing, and use of the Web sites are discussed as additional practice enhancement.

Case Management↗
PubMedDate not supplied

Progressing the health information management and information technology agenda.

Developments and policy direction at a national level may seem far removed from the day-to-day practice of health information management. But there are lots of examples of a national approach to many of the initiatives which we now accept as part of our daily work (e.g., casemix funding, ICD-10-AM, the National Health Information Model and the National Health Data Dictionary). Many of these can be attributed to Commonwealth and State and Territory Governments working collaboratively with expert committees to achieve change or establish a program of innovation. More recently, Australian Health Ministers have established the National Health Information Management Advisory Council (NHIMAC) to bring together private and public sector expertise to progress the health information management and information technology agenda nationally.

Australia↗
PubMed2001

Development and implementation of an information management and information technology strategy for improving healthcare services: a case study.

PeaceHealth is a multistate, not-for-profit integrated delivery network that owns and operates five acute care hospitals, one critical access hospital, and twenty-five outpatient clinics. PeaceHealth employs approximately two hundred physicians and seventy allied health professionals; it has relationships with one thousand affiliated physicians. In 1990, PeaceHealth developed a set of strategic priorities for delivering seamless care across the continuum, and creating partnerships between caregivers and patient-consumers. A major component of these strategies was development and implementation of the technology, knowledge, organizational, and community infrastructures that would support delivering and using high-quality, timely information when and where it is needed for effective clinical, operational, and financial decision making. Executing this strategy has resulted in implementation of standard enterprisewide information systems, including a computer-based patient record system in inpatient and outpatient settings, tactical and strategic decision support systems, a well-developed intranet and access to the Internet, and a knowledgeable workforce that have enabled PeaceHealth to support and improve its services and business by bringing interactive information directly to patients, caregivers, managers, directors, and executives. This case study discusses the drivers behind the development of this strategy, specific components of the information management and information technology infrastructure, examples of the impact they have had on patients, caregivers, and the organization, and lessons learned.

Computer Communication Networks↗
PubMed1995

Support for information management in critical care: a new approach to identify needs.

Managing information is necessary to support clinical decision making and action in critical care. By understanding the nature of information management and its relationship to sound clinical practice, we should come to use technology more wisely. We demonstrated that a new approach inspired by ethnographic research methods could identify useful and unexpected findings about clinical information management. In this approach, a clinician experienced in a specific domain (critical care), with advice from a medical anthropologist, made short-term observations of information management in that domain. We identified 8 areas in a critical care Unit in which information management was seriously in need of better support. We also found interesting differences in how these needs were viewed by nurses and physicians. Our interest in this approach was at two levels: 1. Identify and describe representative instances of sub-optimal information management in a critical care Unit. 2. Investigate the effectiveness of such short-term observations by clinicians. Our long-range goal is to explore the use of this approach and the information it reveals to optimize the process of developing and selecting new information support tools, preparing for their introduction, and optimizing clinical outcomes.

Critical Care↗
PubMedDate not supplied

A flexible information management system. Better information management means increased productivity.

While the finite details and program listings have been purposely excluded, the system described in the preceding text provides the basis for a relatively inexpensive equipment management system. The Biomedical Engineering Department at Rochester General Hospital has utilized this system to increase productivity levels by nearly 15% since implementation in early 1990. With a seven-member technical staff this increase in productivity translated into the addition of approximately 2,100 man-hours in 1991, the equivalent of one extra person. The department was able to utilize these hours to expand into new areas of responsibility and reduce the average service cost per item by 58%. As previously indicated, the key to the system presented is flexibility. There is no hard and fast rule for this system, just a simple, common sense guideline: continuously review, revise, and develop the program. While adherence to this process provides a solid basis for any system whether computerized or manual, it is intended for use only as a "tool," not as a substitute for clinical engineering knowledge and instincts. The ease and speed with which studies are formulated facilitate the large-scale data dissection process so often associated with equipment management programs. Correspondingly, the ability to modify database structures and applications provides the means for expansion and refinement of the system on an ongoing basis.

Biomedical Engineering↗
PubMed1984

Information management and information technologies: keys to professional and business success.

Personal computers, spreadsheets, decision support software, electronic mail and video disks are just a few of the innovations of information technology which attract the attention of information professionals and managers alike: they are all concerned with the rapidly changing face of information technology and how to cope with a changing competitive environment, personally, and for the benefit of their companies. This paper is the first in a monthly series which tries to illuminate some of the factors and changes which shape our future as professionals and managers. In so doing, it guides and motivates the reader to become "information literate," a prerequisite for personal advancement in an information-based economy. This first paper outlines the relationship between technological innovations, use of information tools and information management and what to consider in order to benefit from the information revolution. It explains the risks of becoming professionally obsolete and alerts the reader to get personally involved to remain or become "information and computer literate."

Computers↗
PubMed2001

Strategic information management plans: the basis for systematic information management in hospitals.

Information management in hospitals is a complex task. In order to reduce complexity, we distinguish strategic, tactical, and operational information management. This is essential, because each of these information management levels views hospital information systems from different perspectives, and therefore uses other methods and tools. Since all these management activities deal only in part with computers, but mainly with human beings and their social behavior, we define a hospital information system as a sociotechnical subsystem of a hospital. Without proper strategic planning it would be a matter of chance, if a hospital information system would fulfil the information strategies goals. In order to support strategic planning and to reduce efforts for creating strategic plans, we propose a practicable structure.

Hospital Information Systems↗
PubMed1994

American Health Information Management Association. Position statement. Issue: managing health information in facility mergers and acquisitions.

Healthcare facility mergers and acquisitions are becoming more common as the industry consolidates. Many critical issues must be considered in mergers and acquisitions, including the management of patient health information. In addition to operational issues, licensure, regulatory, and accreditation requirements must be addressed. To ensure availability of health information to all legitimate users, patient records should be consolidated or linked in the master patient index. A record retention policy should be developed and implemented to meet user needs and assure compliance with legal, regulatory, and accreditation requirements. If health information from closed facilities will be stored for a period of time, its integrity and confidentiality must be preserved, and it must be readily accessible for patient care. The compatibility and functionality of existing information systems should be assessed, and a plan should be formulated for integration of the systems to the extent possible. Such integration may be essential for the organization to successfully meet the demands of integrated delivery systems. Existing databases should be maintained in an accessible form to meet anticipated future needs.

Health Facility Merger↗
PubMed1986

Managing information systems: still a CFO function.

This article represents the first in a series examining the information management needs, both now and in 1988, of hospital CFOs. Future articles will focus on the management concerns of CFOs in relation to information, their current and projected use of information management products for long-range, strategic planning, and criteria for systems design. All these articles are based on HFMA members' opinions as voiced in a recent national poll. In all, more than 600 CFOs and data processing professionals responded to a recent survey sponsored by HFMA, HBO & Company, and Amherst Associates.

Computers↗