Hospital budgets get tighter even as new projects increase. The pressure is on CIOs to provide quantifiable measures of IT performance, and on making significant improvements. But many hospitals do not have a program of metrics that can be compared against known benchmarks — the foundation needed to enable a thorough IT performance assessment with associated strategic recommendations for change.
Phoenix’ IT assessments have at least three objectives:
- First, to establish clear baselines; develop gap analyses of current hardware, software, and human resources; and define areas for technical and related process improvements in order to provide a comprehensive foundation for strategic IT planning.
- Second, to help our hospital clients establish appropriate IT performance measures and reporting mechanisms for future assessment purposes.
- Third, to collaborate with the hospital’s senior management in developing a strategic IT plan that supports the organization’s goals and ROI, and defines a clear vision for sustainably serving their communities.
- Meeting with executive staff to understand the enterprise’s vision, objectives, and constraints.
- Discussing the concerns around current technology effectiveness with both management and users.
- Assessing existing hardware and software systems and resources.
- Reviewing the IT department’s organizational structure, policies and procedures, processes, staffing, and governance.
- Reviewing spending to evaluate cost-effectiveness of the organization’s IT investment.
- Providing a documented report that Identifies and prioritizes issues, and provides recommendations for a future course of action.
IT Strategic Planning: It’s All About Your Future
Phoenix’ strategic planning methodology is intended to lay out an IT road map through what can seem like a maze of issues: compliance mandates, cost-saving needs, interoperabiity objectives, security protection, new technologies, reimbursement improvement, and — most critically — long term viability and service to patients.
Our planning work considers national and state initiatives, including accountable care organization (ACO) and health information exchange (HIE) participation. IT industry standards and best practices, emerging technologies, and all organizational factors that rely on or impact IT are factored in. The result is a collaboration with the hospital’s senior management to develop a detailed roadmap for success.
We focus on helping our hospital clients use IT not as an end in itself, but as an enabling environment that will cost-effectively support their short- and long-term organizational vision, in direct relationship with financial and staffing concerns.