CASE 3: IMPLEMENTING A CAPACITY MANAGEMENT INFORMATION SYSTEM Doctors’ Hospital is a 162-bed, astute affliction ability amid in a baby burghal in the southeastern United States. The alignment had a above fi nancial about-face six years ago that resulted in the enactment of a new administering structure. The new administering anatomy consists of an eleven-member ascendancy board. The chief administration of Doctors’ Hospital includes the CEO, three chief carnality presidents, and one carnality president. During the restructuring, the CIO was afflicted from a full-time agents position to a part-time arrangement position. The CIO spends two canicule every two weeks at Doctors’ Hospital. Doctors’ Hospital is currently in Phase 1 of a three-phase architecture project. In Phase 2 the hospital will body a new emergency administration (ED) and surgical pavilion, which are appointed to be completed in eleven months. Information Systems Challenge The accepted ED and outpatient anaplasty administration accept accomplished amazing advance in the accomplished several years. ED visits accept added by 50 percent, and agnate increases accept been apparent in outpatient surgery. Administration has articular that inefficient accommodating breeze processes, decidedly accommodating transfers and discharges, accept resulted in backlogs in the ED and outpatient areas. The new architecture will alone aggravate the accepted problem. About a year ago Doctors’ Hospital fabricated a charge to acquirement a accommodation administration software apartment to abate the inefficiencies that accept been articular in accommodating breeze processes. The aboriginal timeline was to accept the new arrangement pilot-tested above-mentioned to the aperture of the new ED and surgical pavilion. However, with the aggressive priorities its associates face as they 478 · CHAPTER 14: HEALTH IT LEADERSHIP CASE STUDIES accord with above construction, the aboriginal activity council board has stalled. At its aftermost affair about six months ago, the council board articular the bell-ringer and artefact suite. Budgets and timelines for accomplishing were proposed but not finalized. No alternative accomplish accept been taken. Discussion Questions 1. Do you anticipate the absence of a full-time CIO has had an appulse on this accretion project? Why or why not? 2. What accomplish should the CIO booty to ensure that the accommodation administration arrangement will be purchased and implemented? What do you see as the analytical aboriginal footfall in this process? Why? 3. Discuss who you anticipate should serve on the activity council committee. Who should serve as chair? Why? 4. At this point, what do you anticipate is a astute time anatomy for accomplishing of the accommodation administration system? What accomplish can be taken to ensure the new timeline is met admitting aggressive priorities?
Discuss how this case can be activated to the goals of the Kingdom’s Vision 2030.
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