Information Management


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Information Management

  1. 1. Information Management & Information Technology 2005-2010 Strategic Plan Executive Summary April 2, 2004 Interior Health Information Management & Information Technology Strategic Plan
  2. 2. Acknowledgements The 2005-2010 Information Management and Information Technology (IMIT) Strategic Plan has been developed with the input of numerous stakeholders, both internal and external to Interior Health. Without their contribution this Plan would not have appropriately addressed Interior Health’s current and future information management and technology needs, or developed the best vision, guiding principles, goals and strategies in response to the corporate strategic directions, as well as the Provincial and Federal strategic directions. Special recognition is being given to the IMIT Steering Committee. Their guidance and direction through the project from beginning to end ensured that the final product would meet the future IMIT needs of Interior Health. The development of the IMIT Strategic Plan is largely due to the efforts of the following individuals: Chris Histed Chair, Information Management Steering Committee Clay Barber Director, Strategic Information Tom Fulton Leader, Professional Practice & Chief Nursing Officer Dr. Michael Golbey General Practitioner & BCMA Chair, Information Policy Mal Griffin Director, Applications & Information Development Dr. Steve Hardwicke Senior Medical Director Dr. Paul Hasselback Senior Medical Health Officer Cindy Kozak-Campbell Creston Community Administrator Penny Lane Executive Director, Home and Community Care Norma Malanowich Director, Electronic Health Record Development Chris Mazurkewich Chief Operating Officer, Strategic & Corporate Services Dr. David Poulin Director, Medical Service-Thompson Cariboo Shuswap HSA Linda Reynolds Executive Director, Accounting Services Rick Riley Chief Operating Officer, Kootenay/Boundary HSA Pat Ryan Chief Information Officer Irene Podolak Partner, Deloitte & Touche Connie Bonello Project Manager, Deloitte & Touche Jacki Hatfield Senior Consultant, Deloitte & Touche Dale Littlejohn Senior Manager, Deloitte & Touche Special recognition is also given to the 35 internal and external stakeholders that were consulted with during the strategic planning process. Their insight was exceptionally valuable in developing the strategic directions. Deloitte was engaged by Interior Health to assist with the development of the Information Management and Technology Strategic Plan. Their contribution included the provision of the processes, techniques, tools, thought leadership and team resources required, in collaboration with Interior Health staff, to deliver a comprehensive and viable Information Management and Information Technology Strategic Plan. Their efforts are much appreciated. The inspiration of all of the individuals contributing to this Plan is yet another example of the Information Management and Technology Vision for Interior Health. © 2004 Interior Health Information Management and Information Technology Strategic Plan i
  3. 3. Executive Summary Introduction Interior Health (IH) has made significant progress in implementing the 2002-2005 Information and Technology Strategic Plan. The focus of the current strategy has been the creation of an electronic health record (EHR), the consolidation of financial systems, and the implementation of a comprehensive infrastructure to support clinical and business applications. Knowing that our current plan will be completed in March 2005, in January 2004, we began a strategic Information Management and Information Technology (IMIT) planning process to develop our IMIT vision, guiding principles, goals and strategies to guide us to 2010. Given the information management and technology foundation that we have achieved with our existing plan, the three key areas that were addressed in the 2005 – 2010 Strategic Plan included the following: • New and emerging areas of the EHR, including external linkages. • Strategic opportunities with respect to new emerging information management and technology developments. • Gaining further business operational advantages through leveraging new and emerging solutions in e- commerce, data warehousing and business intelligence. IMIT Strategic Planning Approach The strategic planning process consisted of four phases and took approximately three months to complete. Key elements of the approach included the following: • A collaborative effort between the members of IMIT Steering Committee and Deloitte staff. • A consultative, participative learning process that involved Interior Health’s key internal and external stakeholders. • A thorough value analysis of the potential IMIT strategic directions to establish their priority and relative value. Appendix 1 provides the detailed results of the value analysis exercise. This document represents a summary of the strategic planning process and provides the background information to support the definition of the IMIT vision and guiding principles, plus the development of the specific goals and strategies needed to enable Interior Health to realize its corporate goals and priorities to 2010. A summary of the IMIT vision of the future and the guiding principles, goals and strategies to enable the realization of this vision are provided in Exhibit 1. © 2004 Interior Health Information Management and Infromation Technology Strategic Plan 2
  4. 4. Exhibit 1: Summary of Interior Health’s IMIT Strategic Plan Vision Guiding Principles Goals IMIT Strategic Directions 1. People Centred 1. Evolve towards an 2. Access integrated EHR across the Interior Health 3. Privacy, Confidentiality & continuum of care Information Security 2. Provide clinical and 4. Information Culture business decision support Management & 5. Innovation 3. Facilitate efficient and Information 6. Knowledge-based effective resource Technology 7. Accountability & management Strategic Directions Performance Management 4. Support knowledge and 8. Integration, Sustainability & learning needs (20) Dependability 5. Sustain a secure and 9. Collaboration dependable infrastructure IMIT Vision and Guiding Priniciples The development of the IMIT Vision was heavily influenced by Interior Health’s corporate vision: “To Set New Standards of Excellence in the Delivery of Health Services in the Province of British Columbia.” The key themes within the corporate vision are reflected in Interior Health’s IMIT Vision, which simply put is: To ensure the achievement of this vision, Interior Health will adopt the following guiding principles. They represent the values and beliefs of IH stakeholders and are aligned with the IMIT vision, goals and strategies outlined in this plan: • People Centred: Information will be people-centred and will support improvement of health services. • Access: Stakeholders will have access to comprehensive, timely, valid and reliable data/information (where and when needed) on health, disease, treatment/intervention options, programs/services/agencies, and their own health information, to support informed decision- making and the creation of knowledge. © 2004 Interior Health Information Management and Infromation Technology Strategic Plan 3
  5. 5. • Privacy, Confidentiality and Security: Personal health information will be securely shared only on a need to know basis, in compliance with privacy legislation. • Information Culture: Information will be managed as a strategic resource within Interior Health and shared to support clinical, operational, management and research activities. • Innovation: New and emerging information technology will be explored, and implemented as appropriate to enable service providers to transform how services are provided. • Knowledge-based: Interior Health is committed to a knowledge-based environment designed to enable evidenced-based decision-making and promote the creation of knowledge and a learning environment. • Accountability & Performance Management: Outcome and quality of service measures will be used to assess, improve and manage the health of the individual, populations as a whole, and sustainability of the health care system itself. • Integration, Sustainability and Dependability: The technical infrastructure, and IMIT services/skills, will be appropriately sustained to dependably support the integration of the health system across Interior Health, both today and in the future. • Collaboration: Interior Health will collaborate internally, as well as at the local, provincial and national level, as appropriate, to leverage investments and achieve our IMIT goals in a timely manner. IMIT Goals and Strategies: In response to Interior Health’s business and information priorities, and in order to position IH to achieve its IMIT vision we have developed five goals and enabling strategies (these are not presented in any order of priority): 1. Evolve towards an integrated EHR across the continuum of care 1.1. Continue the expansion of an integrated EHR across Interior Health and the continuum of care. 1.2. Integrate physicians and other health care provider systems into the Interior Health integrated EHR. 1.3. Integrate external information sources into the EHR. 1.4. Promote effective clinical diagnosis and treatment, health promotion and disease prevention, by connecting care providers and patients with relevant information (e.g., leading practices, clinical protocols etc.), where and when needed. 1.5. Proactively contribute to the transformation of selected clinical processes by leveraging existing technology, and implementing innovative technologies, to enhance operational effectiveness and efficiency (i.e., EHR, access management, care management, alerts and clinical decision support). 1.6. Implement case management tools and processes to support the appropriate models of case management across the continuum of care. 2. Provide clinical and business decision support 2.1. Provide secure and appropriate access to relevant information, where and when needed, to support clinical and business (e.g. individuals/population) decision-making. 2.2. Support business intelligence activities (e.g., data modeling, forecasting, trending, scenario planning analysis, etc.) by providing innovative tools to transform data into information for effective decision- making. 2.3. Provide on-line performance management tools to effectively measure and improve outcomes. © 2004 Interior Health Information Management and Infromation Technology Strategic Plan 4
  6. 6. 2.4. Provide access to internal and external data/information sources to enhance research and health surveillance capabilities in support of continuous improvement. 3. Facilitate efficient and effective resource management 3.1. Proactively contribute to the transformation of selected business processes (i.e., financial management, human resources management, document management and supply chain) through the implementation of various innovative and enabling technologies. 3.2. Improve access to service in rural and remote areas through the use of telehealth. 3.3. Provide automated management tools, and implement processes, to enable prioritizing, monitoring and managing complex initiatives/projects. 4. Support knowledge and learning needs 4.1. Implement systems and processes to identify individuals’ knowledge needs and methods to deliver information. 4.2. Expand the use of the Internet and other technologies to send/retrieve customized information to both internal and external stakeholders (i.e., staff, physicians, patients, the public, etc.). 4.3. Ensure Interior Health people have the skills to use technology and to access information. 4.4. Support innovative learning and training services. 4.5. Support online collaboration and communication between various internal and external stakeholders through diverse technologies. 5. Sustain a secure and dependable technical infrastructure 5.1. Sustain a technical infrastructure that has the capacity to cost-effectively facilitate the sharing of information from the perspective of: intra, inter, and extra connectivity. 5.2. Continually explore relevant emerging technologies to cost-effectively enhance information access and quality of service. © 2004 Interior Health Information Management and Infromation Technology Strategic Plan 5
  7. 7. Conclusion Interior Health has been very successful in implementing the current Information and Technology Strategic Plan and therefore is well positioned to repeat this achievement with the 2005-2010 IMIT Strategic Plan described in this document. Building on the foundation we have laid down, we are now able to move to the next level of evolution towards our vision of excellence in information – excellence in health. In addition, the IMIT strategies outlined in this plan are intended to support and enable Interior Health to achieve its vision of becoming an “Organization of Choice”, by creating a more efficient and satisfying work environment. The IMIT Strategic Plan is intended to be a dynamic document that will be evaluated on an annual basis and align with the corporate strategic directions. The vision, guiding principles and strategies described herein should not be considered static and unyielding. Rather they should be allowed to evolve to accommodate Interior Health’s changing needs, priorities and resource constraints, and to take advantage of technological advances and other opportunities as they arise. Next Steps In order to operationalize the 2005-2010 IMIT Strategic Plan and achieve the IMIT vision and goals we will need to: • Communicate the IMIT vision, goals and strategies to obtain buy-in and support; • Develop and communicate a complimentary multi-year Tactical Plan; • Build on our project management capabilities and provide the processes and tools needed to effectively manage change and the IMIT investment; • Assess the capabilities and attributes for new or changing roles to ensure the skill sets required are available to deliver the Tactical Plan; and • Develop performance measures that will demonstrate the value that is delivered from the implementation of the IMIT Strategic and Tactical Plans. © 2004 Interior Health Information Management and Infromation Technology Strategic Plan 6
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