Module 13: Information Systems The increasingly heavy reliance on healthcare informatics for medical technology, care systems, financial management, and strategic planning

Information management The three broad categories of information management are: Transactional specific Performance specific External source specific This category captures all of the information and data that deals with the transactions of patients and end-users in the service and delivery of their care – encounters, tests, charges, procedures This category reports on and measures care and service metrics for performance that deals with established goals, outcomes, and values when assessing the quality of performance This category captures information from external sources that can help establish best practice standards and protocols as guidelines for care and compliance

Transactional information management Major area of information management, critical to the operations and functions of the health care organization. Key objectives: 1. 1.Accurate collection, analysis and retrieval of information 2. 2.Comprehensive collection of information on a routine basis 3. 3.Effective and timely access of information for analysis and decision making 4. 4.Sharing of information across departmental lines to guarantee transparency and management utility.

Transactional information continued Systems technology is critical for this category of information. Both software and hardware systems need to be able to ‘talk’ with one another throughout the organization. Software needs to be able to generate the right type of reports with the most current data. It also needs to be able to project trends and future directions for management decision making. Encounter Information Information Information happens and data and data and data collection storage and utilization analysis

Performance specific information To maximize the value and benefit of performance specific information, health care organization managers need to first decide what will be the metrics used to assess performance. Patient feedback data – measures how patients perceived their care and services received in the organization and by all levels of care professionals Clinical system data – measures actual performance against established performance standards for diagnostic, treatment, and care services Administrative system data – measures the effectiveness of management systems dealing with compliance issues, financial performance, and strategic planning and positioning objectives

Performance specific information continued Points to consider with performance specific information 1. 1.It is continuously being collected and analyzed 2. 2.It has a scheduled reporting process that assures administrative response for current information and data 3. Represents a communications strategy to all the appropriate managers, directors, and administrators 4. Has a process for dealing with proprietary information and data that respects institutional confidentiality without limiting appropriate access

External source specific information The overarching objective for this category of information is to benefit the organization with information that is not available any other way than from external sources Professional Payers and Community associations regulators and the public Firms such as JCAHO AHA, and ACHE all provide guidelines and standards for many aspects of health administration and management. This is true for specific areas such as finance and informatics The government and managed care plans, and state departments of health all dictate terms and conditions for providing services and care. This is critical information for compli- ance, reimbursement, and licensure As a major stakeholder, the community has certain expectations of the organization which represent critical information and input the HCO needs to honor and respect in order to fulfill its mission and charter

External source specific information continued First – establish the mechanisms and procedures for collecting this type of information in a timely basis avoiding gaps or misinterpretations Second – provide the correct acknowledgement, where appropriate, that this information has been received and is being addressed by the organization Third – provide an efficient process that channels this external information to the appropriate parties within the organization