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Rural Hospital HIT Adoption
- 1. Successfully Implemented Health Information Technology in a Rural Hospital Case Study & Lessons Learned Denni McColm, CIO
- 5. EMR across continuum * CPOE * No paper charts
- 6. 1999 Strategic Planning – Seamless Care Across the Continuum 2000 IT Needs Assessment, Goals, Philosophy, Vision 2001 Vendor Selection & Implementation Approach/Plan 2002 Core Financial & Clinical Systems 2003 Physician Practice Management System, home care, LTC Financial, Hospital Nursing, CPOE, Physician Documentation (paperless in hospital) 2004 PACS, LTC Clinical (paperless in LTC) 2005 Electronic Ambulatory Record in Physician Clinics (paperless in clinics) 2006 Emergency Room & bedside medication verification with barcodes 2007 In-home tele-management (Well@Home) 2008 Speech Recognition, PACS expansion 2009 Patient Portal, Integrated vital signs monitors and glucometers, ePrescribing, Maestro 2010 GoogleHealth, Upgrade to Certified Version
Notes de l'éditeur
- These guiding principles were adopted for application prioritization, and software and technology acquisition: The IS strategic direction is guided by the long-tem vision and strategic plan for the partners. Common system solutions will be implemented for like functions across departments and organizations where the system can meet 70% - 80% of individual department and organization requirements. This will provide operational integration and achieve cost-effective support for community-wide processes. Investments in new systems and technologies must demonstrate a positive return on investment based on the business and clinical benefits associated with process improvements supported by the technology. Existing investments in systems will be preserved and expanded wherever appropriate. Priority will be given to those systems that best support overall community needs . To achieve integration, CMH will look to a single core vendor whenever possible , but will select other vendors for niche systems where benefits outweigh lack of integration. Improvement in provider productivity as well as reducing the “hassle” factor for physicians will be considered key requirements for system selection. System acquisition will be driven by weighted criteria including functionality, ease of use, technology and support requirements and adherence to standards. CMH will adopt systems and technologies that are on the upward curve of their system lifecycle, will be an early adopter of proven technologies, will avoid alpha/beta relationships and custom development particularly for mission critical functions. System acquisition will follow a formal process including needs assessment, requirements definition and vendor due diligence. Information Services will develop the infrastructure to support known upcoming strategic projects with capability for quick incremental growth.