Healthcare Information Technology (HIT) Strategic Planning

The first cards of electronic health records (EHR) are discovering that the process must prepare for a wave of change that will impact the entire organization, long before they bring in an IT specialist. The Health Information Technology (HIT), a member of the American Recovery and Reinvestment Act (ARRA) was signed into law February 17, 2009. A specific goal of Medicare and Medicaid HIT provisions is to provide incentives for the adoption of certified electronic health records (EHR).

Within five years, healthcare treatment period may be reimbursed for a total of $ 44 000 if they show meaningful use of Electronic Health Record (EHR) technology. Eventually, by the year 2015, there will be sanctions for medical professionals who do not adopt EHR.

To maximize payment HIT, providers must begin to submit for incentive payments during 2011 and 2012 calendar year. This is good news for organizations that are contemplating a process ERH, as they can benefit from these lessons learned by others who have jumped and implemented the process through trial and error.

Consistent with any major change management process, it is essential that the leadership is aware of the disruptive effect of the EHR will process across the organization.

The strategic planning process provides a format for developing specific strategies, converting those strategies into a business planning process and establishing measurable and achievable business goals. It is a process that not only determines where the organization wants and needs to go, but also, as is coming

HIT strategic planning:

Health Information Technology (HIT) payments are spread over a period of 5 years. This is the time to seize the opportunity to develop a five-year strategic plan with short and long term objectives that coincide with the HIT planning process and mission organizations.

At the beginning of the process, creating and communicating a vision interesting is the strong directional force. The vision sets the strategy for the next 5 to 10 years and places the future success of the organization, its migration to the EHR technology and the resulting information and patient care improved.

An effective planning process should include an external evaluation and internal evaluation. The external evaluation considers the customer organizations or market segments, along with a competitive analysis and trend. A formal evaluation procedure should objectively review the structure and functions of organizations, resources, strengths and limitations. An evaluation tool from a survey of third parties not affiliated with the organization, generate unbiased results

Collaboration: It 'important that the team truly represent HIT clinical leadership organizations, in addition to administrative staff and IT team leadership. Before construction begins EHR, consider the completion of a comprehensive workflow analysis to examine the current efficiency of the organization prior to IT intervention

It 'was the first adapters experiences that organizations are never fully prepared for the loss of productivity that accompanies EHR planning and implementation. Wait for the team to complete the EHR selection process, design and implementation (24 to 36 months is recommended).

Communication: clear communication, and advance the vision of organizations, and HIT in the mission, must be determined by the team before starting the process of CCE.

Updating policies and procedures for informing staff, with a clear and concise documentation on how roles, responsibilities and processes are modified.

Implement a standardized process to ensure consistency of approach.

Cross-fertilization of staff within the department orientation sessions, training and development has been a useful strategy to learn the big picture. Leadership support for an environment of trust and open communication has been found to promote honest feedback on the system and of the EHR implementation process, pointing to greater buy-in that is necessary for successful HIT initiatives.

It is inevitable that EHRs will begin to shift an organizational culture that can be based on yesterday's paradigms and ideas. Among the lessons learned from the early adapters of e-health technology leadership team is developing a strategy that involves collaboration, communication and cooperation before starting the process of creating an environment in which people are prepared and excited about operationalizing the vision.

Aligning resources and establish guidelines for people who lead effectively across the organization, before beginning the process of selecting EHR, will ultimately lead to a higher level of performance.

Medical professionals can take full advantage of the ARRA HIT timeline and schedule of payments up, you begin the process of developing EHR in 2011 or 2012 and were submitted for reimbursement. Now is the time to create a strategy regarding the future direction of the organization and what organizational resources will be needed to determine this success .......