Written Assignment 1 HIT Strategic Plan .docx

Written Assignment 1
HIT Strategic Plan
Information and Communication Technology for Health
Professionals
Dr. Michelle Kameka

Florida International University
2
HIT Strategic Plan
Corporate/ Institutional Goals and Objectives
Our mission is to provide the best environment for our
employees and patients. Providing
employees with a comfortable workplace and training to offer
patients the best possible care.
Patients will be able to receive effective quality care at a low
cost. Our goal is to expand and

diversify the market service base to the best of our ability
(Glandon, Smaltz, Slovensky, 2014).
HIT Goals and Objectives
Our Health Information Technology systems will analyze
changes in the service market
and resources for the development of new services (Glandon,
Smaltz, Slovensky, 2014).
Supplying our physicians with top of the line tools and software
will allow them to effectively
treat patients with the highest quality of care. New health
information technology will strive to
improve quality, effectiveness and efficiency of healthcare
services while keeping their personal
health information private (Aminpour, Sadoughi, Ahmadi,
2013).
Priorities for the applications portfolio
Each factor listed below is imperative to the success of a HIT
system but for the
successful planning we must list priorities for the new computer
applications from most
recommended priority to least below. (Glandon, Smaltz,
Slovensky, 2014)
transactions like

payments from patients, assets, and expenses.
document storage
nsure meeting
company goals by
planning and organization
3
employees
physicians to avoid
delays, missed appointments and unused equipment
disbursement of
materials available to employees
Financial information and office automation is listed as top
priorities because patient
financial and medical documents need to be ensured of their
privacy. The Health Information

Portability and Accountability Act (HIPAA) ensures that a
patient’s medical private information
will be protected when electronically transmitted (Glandon,
Smaltz, Slovensky, 2014). There can
be serious consequences if violated, thus we must ensure a
patient’s privacy is protected at all
times.
HIT Architecture and Infrastructure
The current HIT architecture has many flaws to its system like
time consumption,
distribution, information security, and sever pressure (Yao,
Han, Ma, Xue, Chen, Li, 2014). All
of these detrimental issues can be avoided by using a Cloud
based Virtual Desktop
Infrastructure. The new Cloud system will work almost like the
very popular ICloud system most
of us use to store photos or information from our cell phones
except with higher security. The
desktop infrastructure will have centralized data servers with
the appropriate amount of storage
and operating system to be able to withstand a large amount of
patient and facility data (Park,
Hwang, Lee, Park.Y, 2015). In order for the patient data to
reach the selected electronic devices,

it must be authorized though the virtual private network
firewall. Once the authorized device is
secured and connected to internet the patients and physicians
will be able to safely access data.
Much like the diagram below provided by omnicell.com, only
specified requested data will be
4
able to be received by authorized personnel though the cloud.
With the help of infrastructures
technical staff working closely with management and staff, the
centralized technology system
will be able to improve security, user satisfaction, and
efficiency (Glandon, Smaltz, Slovensky,
2014).
(omnicell.com)
Software Development Plan
In order to implement a new Health Information Technology
Cloud System, we must
analyze what materials are needed and how to apply them into
our facility. Implementation and

transition of the software will need to be capable with the
electronic devices in the facility (Yao,
Han, Ma, Xue, Chen, Li, 2014). Like many other large
healthcare organizations, we will be
utilizing a combination of different software developments
(Glandon, Smaltz, Slovensky, 2014).
We will be purchasing software packages from MedQuist and
MedPlus. MedQuist will provide
us with the software needed to transcribe clinical documents,
and speech recognition. The
MedPlus software package will include electronic storage,
patient data accessibility, and
physician portals (Mag, 2006).
5
HIT Management and Staffing Plan
For an effective new software system to work, staff must have
an understanding of its
functions. Each department will have their own specialized
technicians on hand to solve any
technical issues or misunderstanding of the system (Glandon,

Smaltz, Slovensky, 2014). When
implementing the software, the organization will work as a team
focusing on workflow process
one department at a time. This will allow staff members to make
clinical suggestions, be
attentive, and be united (Cohn, Berman, Chaiken, Green,
Green.M, 2009)
Resource Requirements
Of the many resources needed to carry out the HIT plan, a
capital and operating budget
are extremely essential. The capital budget will consist of the
cost that coincide with the
computer hardware, software, network and telecommunication
equipment for the following five
to ten years. The operating budget will cover most assets from
the HIT plan like training
programs, consultants, supplies and materials. (Glandon,
Smaltz, Slovensky, Boxerman, Austin,
2008). In order to execute our goals as an organization it is
also required to have a planning
method with a series of steps like the one below.
6

(Glandon, Smaltz, Slovensky, Boxerman, Austin, 2008).
As shown in the diagram, there are many steps that need to be
accounted for when
presenting a plan to upper management. First and foremost,
there must be an informative topic
research presented to management so they are aware of your
studies (Glandon, Smaltz,
Slovensky, 2014). With reviewing the successes and failures of
other software and information
technology programs we will be able to identify our technology
system needs (Park, Hwang,
Lee, Park.Y, 2015). Once we have an understanding of what
HIT systems our institution is
capable of, we can begin following the steps of implementation.
Summary/ Conclusion
Much thought and dedication is necessary when creating your
own HIT system. It is most
important that we plan ahead and research what is needed to
have a successful technology
system in our facilities to reach our goals. A HIT strategic plan

must include the following,
Present process
to management
Review strategic
direction
Ientify and
review IT
capabilities
Summarize
system needs
Identify system
alternatives
Plan for
implementation
Resource and
time estimates
Present plan to
management
7
institutional goals, HIT goals, priorities, architecture and
infrastructure, software development, a

staffing plan, and resource requirements. All of these elements
show us what we need to know to
create a system that is within budget and how to safely
implement it in the facility so that it is
easily accessible to patients and physicians without releasing
any confidential information.
A cloud based HIT system is best for the patients, physicians,
and healthcare facilities.
Cloud based technology systems provides high performance
health care delivery safety and
quickly at a low cost. Without the need of a big PC server near
every computer in the facility,
cloud services will decrease electricity costs (Yao, Han, Ma,
Xue, Chen, Li, 2014).
8
References
Glandon, G. L., Smaltz, D. H., & Slovensky, D. J. (2014).
Information systems for healthcare
management (8th ed.). Chicago, IL: Health Administration

Press.
Glandon, G. L., Smaltz, D. H., Slovensky, D. J., Boxerman, S.
B., & Austin, C. J. (2008). Austin
and Boxerman's information systems for healthcare
management. Chicago: Health
Administration Press.
doi:http://www.ache.org/mbership/BOGEXAMOT_V3/austin/gla
ndon_3.pdf
Mag, H. (2006, January 01). The Place To Be for Healthcare IT
Shopping. Retrieved from
https://www.healthmgttech.com/the-place-to-be-for-healthcare-
it-shopping.php
Yao, Q., Han, X., Ma, X., Xue, Y., Chen, Y., & Li, J. (2014).
Cloud-Based Hospital Information
System as a Service for Grassroots Healthcare Institutions.
Journal of Medical Systems,
38(9), 104. http://dx.doi.org.ezproxy.fiu.edu/10.1007/s10916-
014-0104-3
Aminpour, F., Sadoughi, F., & Ahamadi, M. (2013). Towards
the Application of Open Source
Software in Developing National Electronic Health Record-
Narrative Review Article.
Iranian Journal of Public Health, 42(12), 1333-1339. Retrieved
from

http://ezproxy.fiu.edu/login?url=http://search.proquest.com.ezpr
oxy.fiu.edu/docview/147
7356533?accountid=10901
Park, S., Hwang, M., Lee, S., & Park, Y. B. (2015). A Generic
Software Development Process
Refined from Best Practices for Cloud Computing.
Sustainability, 7(5), 5321-5344.
http://dx.doi.org.ezproxy.fiu.edu/10.3390/su7055321
http://www.ache.org/mbership/BOGEXAMOT_V3/austin/glando
n_3.pdf
https://www.healthmgttech.com/the-place-to-be-for-healthcare-
it-shopping.php
http://dx.doi.org.ezproxy.fiu.edu/10.1007/s10916-014-0104-3
oxy.fiu.edu/docview/1477356533?accountid=10901
oxy.fiu.edu/docview/1477356533?accountid=10901
http://dx.doi.org.ezproxy.fiu.edu/10.3390/su7055321
Version 2.0 17 November 2020
THE NCO LEADERSHIP CENTER OF EXCELLENCE
BATTLE STAFF NCO COURSE
Name: Short Answer Response Rubric

Description: This is a take-home assessment and submitted
through Blackboard at completion. There are 100 possible
points (70 points for content;
15 points for style and structure; and 15 points for grammar,
spelling, and punctuation). The learner will provide a short
answer response that is
concise and no more than 10-to-20 words per sentence. Late
submissions subtract 10 points per day.
Criteria Far Exceeds Standards
3.5 points per question
Exceed Standards
Meet Standards
Did Not Meet
0 points per question
Content
(70 points possible)
The answer was clear,
accurate, and excellent
work. It provided precise
detail to convince the reader
of understanding.
The answer was clear,
accurate, and reasonable
work. It provided additional
of understanding.

The answer was reasonably
clear, accurate, and average
work. It provided sufficient
of understanding.
The answer was inaccurate,
unclear, and out of context.
It lacked detail to convince
the reader of understanding.
15 points
Exceed Standards
13 points
Meet Standards
10 points
Did Not Meet
0 points
Style and Structure
Free of passive voice. Only
one sentence (10-20 words)
per question.
The passive voice is 5% or
less. Less than 10 and/or
more than 20 words per
sentence, or more than one
sentence per answer in one

to three questions.
The passive voice is 6% to
10%. Less than 10 and/or
sentence per answer in four
to six questions.
The passive voice is 11% or
more. Less than 10 and/or
sentence per answer in
seven or more questions.
15 points
Exceed Standards
13 points
Meet Standards
10 points
Did Not Meet
0 points
Grammar, Spelling,
and Punctuation
All sentences contain an
independent subject and
verb agreement. Each
sentence begins with a

capital letter and ends with a
punctuation (period,
question, exclamation
mark). Contains no spelling,
punctuation, or
capitalization errors.
One to three sentences do
not contain an independent
subject and verb agreement.
One to three errors in
capitalization and/or
punctuation. Contains one to
three spelling, punctuation,
or capitalization errors.
Four to six sentences do not
contain an independent
Four to six errors in
punctuation. Contains four
to six spelling, punctuation,
or capitalization errors.
Seven or more sentences do
not contain an independent
Seven or more errors in
punctuation. Contains seven
or more spelling,
punctuation, or
capitalization errors.
Score:

Facilitator: Learner:
Learner:
Note: Use boxes for each
answer score
Text1: Text2: Check Box3: OffCheck Box4: OffCheck Box5:
OffCheck Box6: OffCheck Box7: OffCheck Box8: OffCheck
Box9: OffCheck Box10: OffText11: Text13: Text12: Text14:
BSNCOC SHORT ANSWER RESPONSE ASSESSMENT
VERSION 22-22
RANK, LAST FIRST NAME
VTT SITE: Fort Campbell
GRADER NAME: SFC Reyes/SFC Galloway
1. What are the domains of warfare?
2. What are the tenets of multi-domain operations?
3. What is the goal of unified land operations?
4. What is a center of gravity?
5. What is a measure of performance?
6. What is a fait accompli attack?
7. What are the four tenets of unified land operations?
8. What is an area of influence?
9. What are the elements of combat power?
10. What is the difference between joint large-scale combat
operations and Army large-scale combat operations?
11. Why do Commanders use common offensive control
measures?
12. What is unity of effort?

13. What stability task can the commander use to promote
security, build partner capacity, and provide access?
14. When does the Army conduct DSCA operations?
15. Describe what helps manage uncertainty and enable
necessary tempo at each echelon during operations.
16. What is the purpose of mission orders?
17. Why are people the most important component of the
command and control system?
18. What is the difference between the art of command and the
science of control?
19. How do commanders drive the operations process?
20. In the Commander's roles, which role allows the ability to
exploit opportunities and counter threats?
BSNCOC WEEK ONE READING ASSIGNMENT
DAY 1
Team Dynamics
Read: (13 pages) ATP 6-22.6, Army Team Building, 30 October
2015, para 1-1 thru 1-18
Scan: (13 pages) ATP 6-22.6, Army Team Building, 30 October
2015, para 1-19 thru 1-81
Country Brief
Read: (2.25 pages) FM 6-0, Commander and Staff Organization
and Operations, 05 May 2014, para 7-1
thru 7-12
DAY 2
ARMY OPERATION
Read: (103 pages)
Read A: TRADOC Pamphlet (TP) 525-3-1, The U.S. Army in

Multi-Domain Operations, 2028, 06
Dec 2018, Foreword, Executive Summary para 1 thru 3, Note
#2, and para 4b; para 2-2e and
footnote 23; para 3-1; para 3-3 thru 3-3d; para 3-4a thru 3-4e;
para 3-5a thru 3-5g; para 3-6a thru
3-6f; para 3-7a thru 3-7g; para 3-8a thru 3-8f; para 3-9a thru 3-
9f; and para C-1 thru C-6. Read to
understand and apply Army operations. This reading supports
multi-domain operations.
Read B: ADP 3-0, Operations, 31 Jul 2019, Introductory figure;
para 2-1 and 2-2; para 2-21 thru
2-67; Table 2-2; para 3-1 and 3-2; para 3-37 thru 3-76; para 4-
13 thru 4-39; and para 5-1 thru 5-
36. Read to understand and apply Army operations. This reading
supports unified land
operations.
Read C: FM 3-0, Operations, 06 Dec 2017, para 1-38 thru 1-40,
and para 5-2 thru 5-13; para 5-
14 thru 5-29; para 5-30 thru 5-33; and 5-36 thru 5-40. Read to
understand and apply Army
operations. This reading supports large-scale combat operations.
DAY 3
DECISIVE ACTION
Read: (3 pages)
RA: ADP 3-0, Operations, 31 July 2019, para 3-3 thru 3-7, and
Table 3-1
RB: ADP 3-90, Offense and Defense, 31 July 2019, para 3-13
thru 3-19 and para 4-15 thru 4-
19
Scan: (19 pages)

SA: ADP 3-07, Stability, 31 July 2019, para 1-8 thru 1-15; para
2-52 thru 2-54; para 2-64 and 2-
65; para 2-68; para 2-74 and 2-75; para 2-79; para 2-82 and 2-
83; para 2-90 and 2-91; and para
4-3 thru 4-11
SB: ADP 3-28, Defense Support of Civil Authorities, 31 July
2019, para 4-49 thru 4-50; Figure 4-5
and para 4-51 and 4-52; para 4-55 thru 4-57; para 129 thru 132;
and para 181 thru 184
SC: ADP 3-90, Offense and Defense, 31 July 2019, para 2-10;
Figure 2-1; para 3-3 thru 3-18;
para 3-39 thru 3-44; para 3-56 and 3-57; para 3-71; para 3-83;
para 3-87; para 3-100; para 3-109;
para 4-5 thru 4-21; para 4-28; para 4-37 thru 4-43; para 4-50;
para 4-73 thru 4-79; para 4-85 and
4-86; and para 4-92 thru 4-94
SD: ADP 5-0, The Operations Process, 31 July 2019, and para
2-139 thru 2-141
MISSION COMMAND
RA: ADP 6-0, Mission Command, Command and Control of
Army Forces, 31 July 2019, para 1-
14 thru 1-16, para 1-19 thru 1-22, para 1-26 thru 1-69, para 1-
85, para 1-98 and 1-99, para 1-100
thru 1-102, para 1-105 and 1-106, para 2-1 thru 2-3, para 2-5
and 2-6, 2-8, 2-10, 2-12, para 2-50,
para 2-72, para 2-75 thru 2-79, para 4-25, and 4-52
Scan: (3 pages)
SA: ADP 6-0, Mission Command, Command and Control of
Army Forces, 31 July 2019, para 1-

74, para 1-80 thru 1-85, para 3-1 thru 3-3, para 3-7, para 3-9
thru 3-11, para 3-14, para 3-29,
para 3-34, and para 4-2
SB: ATP 6-0.5, Command Post Organization and Operations, 01
March 2017, para C-10, para C-
13 and 14, para C-17 thru C-19, para C-21 thru C-25, para C-27,
para C-33, and C-3
DAY 4
OPERATION PROCESS
STUDY
SA: ADP 5-0, The Operations Process, 31 Jul 2019,
introductory figure 1; and para 1-30 thru 1-
49, para 1-50 thru 1-53. This study supports principles of the
operations process
Read: (31 pages)
RA: ADP 5-0, The Operations Process, 31 Jul 2019,
Introduction para 2, para 1-1 thru 1-3, 1-11
thru 1-14, and 1-15 thru 1-20. This reading supports the
principles of the operations process
RB: ADP 5-0, The Operations Process, 31 Jul 2019, para 1-21,
2-1 thru 2-7, and 2-14 thru 2-
40. This reading supports planning
RC: ADP 5-0, The Operations Process, 31 Jul 2019, para 1-22,
and 3-1 thru 3-7. This reading
supports preparing
RD: ADP 5-0, The Operations Process, 31 Jul 2019, para 1-23,
4-1 thru 4-3, 4-18 thru 4-38. This
reading supports executing
RE: ADP 5-0, The Operations Process, 31 Jul 2019, para 1-24,
5-1 thru 5-39. This reading

supports assessing
RF: ADP 5-0, The Operations Process, 31 Jul 2019, para 1-54
thru 1-83. This reading supports
the principles of the operations process
OPERATION ENVIRONMENT (OE)
Read: (9 pages)
RA: ADP 3-0, Operations, 31 July 2019, para 1-16, 1-21. This
read supports the operational and
mission variables.
RB: ADP 5-0, The Operations Process, 31 July 2019, para 1-32,
1-33, and 1-52. This read
supports the operational and mission variables.
RC: ATP 2-01.3, Intelligence Preparation of the Battlefield, 01
March 2019, para 4-70. This read
RD: ATP 3-34.81, Engineer Reconnaissance, 01 March 2016,
para C-1 and C-2. This read
RE: FM 6-0, Commander and Staff Organization and
Operations, 05 May 2014, para A-1 thru
A35. This read supports the operational and mission variables.
RF: TRADOC Pamphlet 525-3-1, The U.S. Army in Multi-
Domain Operations 2028, 06 December
2018, para 2-1 and 2-6. This read supports the threats and
hazards.
Scan: (9 pages)
SA: Operational Environments to 2028: The Strategic
Environment for Unified Land Operations,
01 August 2012, pp 2 thru 7, pp 13 thru 15, and pp 39 and 40.
This scan supports threats and
hazards.

SB: ADP 3-0, Operations, 31 July 2019, para 1-75. This scan
supports the entire lesson.

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