Information Management Report: NHS, Vendor Comparison and Proposal

This report focuses on information management within the National Health Services (NHS). It begins with a SWOT analysis to identify strengths, weaknesses, opportunities, and threats related to implementing new technologies like Computerized Physician Order Entry (CPOE). The report then presents a proposal to the Chief Information Officer, including a Request for Proposal (RFP) for vendor selection and implementation of new machines for general check-ups and an Integrated Practice Management System. The proposal outlines the purpose, terms, and instructions, along with questions for vendors. A vendor comparison matrix is provided, evaluating two vendors based on various criteria such as customer base, cost, and services offered. Finally, the report includes an implementation plan with a project timeline and training program to ensure successful integration of new technologies within the hospital. The report emphasizes the importance of secure patient information management and the benefits of CPOE in improving efficiency and reducing errors.

INFORMATION MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................1
PART A : SWOT Analysis .............................................................................................................1
1. SWOT Matrix .........................................................................................................................1
2. Summary of the SWOT ..........................................................................................................2
PART B : Proposal for the chief information officer......................................................................3
Request for Proposal .......................................................................................................................3
Proposal information .......................................................................................................................4
Purpose of the request for proposal ............................................................................................4
Terms and Instructions: ...................................................................................................................5
Questions for Vendors - ..................................................................................................................6
PART C : Vendor Comparison........................................................................................................7
1. Matrix to compare vendors ....................................................................................................7
Methodologies for choosing Right technologies ........................................................................8
PART D : Executive Presentation (COVERED IN PPT)................................................................9
PART E : Implementation Plan.......................................................................................................9
1. Project timeline ......................................................................................................................9
Required Skills and Knowledge..................................................................................................9
2. Training plan...........................................................................................................................9
REFERENCES..............................................................................................................................11

INTRODUCTION
Information management is an essential system which needs to be considered while
performing any business operations in an organisation. The Hospitals and health care
organisations needs to securely manage and record information related to the patients. The
present report is in context to information management in National Health Services (NHS),
importance of implementing a new technology for managing information will be determined in
this report. Various requirements of the hospital will also be discussed in order to offer effective
services to the patients. Furthermore, comparison between various vendors will be identified
along with the implementation plan and training program within the hospital.
PART A : SWOT Analysis
1. SWOT Matrix
Strength
 Exceptionally capable clinical staff.
 History of productive open day events
 Focus has a strong ethos of openness,
sharing and duty with respect to
extending calm sureness
 Patients expecting to get included
 Various charities willing to participate
Weaknesses
 Medicinal specialists not open to meet
patients frequently enough
 Current open days events not growing
planned activity
 Deficient staff time to outline more
events(Kulldorff and et.al, 2016).
 Staff not clear of their part in the
patient relationship
 Cutoff base on open events not
association works out
 Organizations unreasonably reached out
for additional development
Opportunities
 Dynamic volunteer board willing to
outline and mastermind events in NHS
Threats
 Security is in risk
 Patient forced to do things they don't
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 Patients dynamic in the middle's Patient
Participation Project can be asked for
their emotions and proposals(Masrom
and et.al, 2015).
 Head Nurse is willing flex focus
conditions to free up clinical staff time
 Use patients to add to delivery of
practice
wish to do
2. Summary of the SWOT
The SWOT analysis represented various strengths, weaknesses, opportunities and threats
for NHS. In order to implement new technology such as Computerized Physicians Order
entry(CPOE) NHS needs to consider the SWOT analysis(Moro and et.al, 2016). NHS has highly
skilled clinical staff which can support the implementation of new technology in the hospital. It
is important for an organization to understand the capabilities of its employees in order to
determine if they can work in the changing organizational structure or by utilizing new
technologies. But there is also an issue faced by NHS regarding the availability of nurse to
provide services to patients and they also don't have much time to learn new things or develop
new skills. In order to successfully implement Computerized Physicians order entry NHS
requires grabbing the opportunities they have in the business environment. The health-care
organization can ask patients to provide their suggestions and opinions so that it becomes easy to
identify the needs and requirements of the patients. This can help in providing effective health-
care services to the patients and developing an appropriate plan to implement new technologies
in the hospital. NHS can easily enhance their productivity and performance by implementing
new technologies in their organization. The hospital needs to ensure that employees or staff have
enough abilities to utilize new technologies in a proper way(Turcu and et.al, 2018). Computerized
Physicians Order entry can help and support NHS in recording and managing physicians order
entry, this can help in increasing the efficiency of the organization. The medical professional
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can utilize CPOE process to enter medication orders electronically instead of writing on a paper
sheet. The organisation can enhance its strengths by implementing CPOE as it helps in reducing
various errors such as transcription of medication order or poor handwriting. Therefore, CPOE
technology or process can be helpful for NHS to reduce its weaknesses, improve strengths, grab
new opportunities and minimizing the risk of threats in the market or business
environment(Weaver and et.al, 2016).
PART B : Proposal for the chief information officer
Proposal for vendor
To The chief information officer
National Health services.
Selection and Implementation of Vendor
The Right technologies can be selected as a vendor for NHS, due to various reasons as discussed
below -
 Right technologies has a strong customer base with more than 15 years of experience in
the same industry.
 The vendor has more than 40, 000 customers
 It provides various effective services such as Order process is integrated to instantly
compare formulary data against a patient's record
 Patient and drug information is presented to the physician at the time of ordering
 Order sets can be based upon physician preferences
 Software provides dose checking, calculator, and other conflict checking
 Historical patient information is displayed when ordering new medications, Staff-
intensive training, off-site, etc(Goes and et.al, 2014).
Request for Proposal
Implementation of new technology and Machines for general check up and
Integrated Practice Management System
1.05.2018
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Proposal information
Purpose of the request for proposal
The inspiration driving this RFP is [e.g., to outfit the NHS with the principal information
to enough consider preparing organization structure (PMS) dealers remembering the ultimate
objective to pick the best system inside the cost parameters for your preparation. Depict the
general business goals/drivers and summary the strange state business destinations you are
planning to achieve by realizing the software(Armstrong and et.al, 2015).
Practice Information:
Introduction, Practice Demographics and Requirements. Information about your work on,
including:
 Practice economics, for instance, location(s), strength, payer mix, tenacious people,
number of full-and low upkeep specialists, number of full-and low support non-specialist
providers, for instance, sustain pros, specialist teammates, charging staff and other
administrative staff.
 General portrayal of current systems condition. Give general information regarding your
present information systems structure (i.e., gear and working structures).
 Portrayal of current PMS or possibly charging organization.
 Information on plans with various dealers or current clearinghouse game-plans.
 Unique charging and patient care essentials (e.g., if you are required to submit
remarkable structures to a state payer).
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 Slant for an application master association (ASP) show, practice based PMS or possibly
fused PMS/electronic prosperity record (EHR) structure(Soomro and et.al, 2016).
 Needed prosperity information advancement and related specific condition, including
gear, number and sort of workstations (work region, PC, tablet, et cetera.), working
structures and Internet affiliations and relationship with labs, payers, specialist's offices
and distinctive components.
 Uncovering/examine needs, including particular reports to fit in with government, state or
other itemizing necessities.
 Data change needs from prior PMS to the new structure.
Date:
To Whom It May Concern:
About Health care services and Practices
Implementation of new machines for general check up in NHS(National Health Services)
To meet the due date for the underlying endorsement, all reactions to this RFP must be
gotten electronically by 5:00 PM (EDT) on 1.05.2018. All sellers proposing to present a reaction
are asked for to present a letter of plan alongside any inquiries they may have by 10.05.2018. All
inquiries from all merchants will be combined and replied in composing by 5:00 PM (EDT) on
10.05.2018. Sellers will audit the data posted and impart any asked for changes or updates in
composing. Inquiries furthermore, finished reactions ought to be sent to:
Head of Department,
National Health Services
United Kingdom
[e-mail].
Terms and Instructions:
Timetable
Process
Issue RFP
Goal to Respond Due
Due Date
10.05.2018
10.05.2018
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Composed Questions Due
Reactions Posted
RFP Responses Due
Merchant of Choice Selected
10.05.2018
10.05.2018
10.05.2018
10.05.2018
Letter of Intent to Respond
National Health Services asks that all merchants email a letter of goal proclaiming their aim to
react to this RFP by the given due date. The email ought to be sent to [e-mail] and gotten
no later than 10.05.2018 It would be ideal if you incorporate the words "RFP: Intent to Respond"
in the headline.
Questions for Vendors -
 What is the estimation cost for installing new machines in the organisation?
 What all functions would be performed by the machines?
 What is the human resource required to work on the machines?
 Does it require some additional or special skills to operate the new machines?
 Does the machines would help nurses to develop efficiency and effectiveness in their
work?
 What will be the operating cost of the machines?
All the above questions should be answered and submitted to National Health Services by
10.05.2018 in order to get the contract.
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PART C : Vendor Comparison
1. Matrix to compare vendors
Criteria
 How to reach to the
head office?
 What is the customer
base of the vendor?
 What is the initial
implementation cost?
 What is the experience
of the vendors?
 What is the annual
turnover of the vendor?
 What all facilities are
provided by the
vendor?
Med-safe Implementations
Lamply, NY
23,000 customers
$1.2 million with $25,000 per
year maintenance
20 years
$38 billion in annualized
operating revenue
Data analysis for improved
outcomes – enable health care
providers to mine data
collected via CPOE software
Recognized for technology in
health care to reduce
medication errors, Provide on-
site staff training(Galliers and
et.al, 2014).
Start-Right Technologies
Sacro, SC
More than 40,000 customers
$1.8 million with minimal
yearly maintenance costs
15 years
$42 billion in annual operating
revenue
Order process is integrated to
instantly compare formulary
data against a patient's record
Patient and drug information is
presented to the physician at
the time of ordering
Order sets can be based upon
physician preferences
Software provides dose
checking, calculator, and other
conflict checking
Historical patient information
is displayed when ordering
new medications, Staff-
intensive training, off-site,
Matrix comparing the two vendors
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Criteria
 How to reach to the
head office?
 What is the customer
base of the vendor?
 What is the initial
implementation cost?
 What is the experience
of the vendors?
 What is the annual
turnover of the vendor?
 What all facilities are
provided by the
vendor?
Med-safe Implementations
Lamply, NY
23,000 customers
$1.2 million with $25,000 per
year maintenance
20 years
$38 billion in annualized
operating revenue
Data analysis for improved
outcomes – enable health care
providers to mine data
collected via CPOE software
Recognized for technology in
health care to reduce
medication errors, Provide on-
site staff training
Start-Right Technologies
Sacro, SC
More than 40,000 customers
$1.8 million with minimal
yearly maintenance costs
15 years
$42 billion in annual operating
revenue
Order process is integrated to
instantly compare formulary
data against a patient's record
Patient and drug information is
presented to the physician at
the time of ordering
Order sets can be based upon
physician preferences
Software provides dose
checking, calculator, and other
conflict checking
Historical patient information
is displayed when ordering
new medications, Staff-
intensive training, off-site,
Methodologies for choosing Right technologies
All the above features and attributes are responsible for selecting Right technologies as a
vendor for out organisation. All the features or services offered by this vendor can help NHS to
improve its efficiency and effectiveness which will contribute in the enhancement of
performance as well as profitability of the organisation. In order to choose the best vendors
among the Start- Right technology and Med-Safe implementation, Gartner Decision Tools for
vendor selection can be applied that consider four factors – Time, Resource, Cost and Risk.
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Start-Right technologies has completed 15 years in the healthcare services, it has many kinds of
resources such as training techniques, software, electronic equipments and other useful elements
which can help NHS to offer effective services to the patients. The maintenance cost of Start-
Right technologies is less than that of the other vendor(Laudon and et.al, 2015).
PART D : Executive Presentation (COVERED IN PPT)
1. SWOT Summary and Analysis
2. Vendor Comparison Matrix and Analysis
3. Top Five RFP Questions and Vendor Response
4. Financial Impact for Each Vendor
5. Methodology for Vendor Selection and Chosen Vendor
PART E : Implementation Plan
1. Project timeline
a. Phase 1: Planning
b. Phase 2: Design, Development, and Building
c. Phase 3: Implementation (within hospital)
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d. Phase 4: Implementation (outside physician offices)
2. Training plan
Staff Activities Time-scale
Physician Staff Online training and
technological learning
20 – 30 days
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Nursing Staff Nursing software training 10 -15 days
Pharmacy Staff Recording and maintaining
stock of medicines
20-30 days
Other Clinical Staff Management training and
patients records
10 -20 days
Pertinent Managers and
Leaders
Training for strategic planning
and monitoring, Team building
training
20 -30 days
Database Manager Training and development
program to record data and
information related to patients
online
25-30 days
Data Quality Manager Training programs for quality
measuring methods as well as
development of quality
improving skills.
10 – 20 days
Job Specification for Quality manager
 8 - 10 years of experience in the same industry
 Experience in measuring and managing the quality of employees
 Experience in various areas and segments will be an advantage to the position of Quality
manager
Required Skills and Knowledge.
 Good communication skills and knowledge
 Team-working abilities and skills
 Ability to increase the productivity through various techniques of measuring quality as
well as improving it effectively.
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Conclusion
The above report concluded that information management is very essential for each and
every organization. The assessment analysed various factors in external environment that
influence NHS's organization's activities. A request of proposal for selecting a new vendor for
the organization is also developed in the report describing various requirements and elements.
Furthermore, the report included a brief comparison of two vendors Start-Right Technologies
and Med-safe implementation. A power point presentation for proposal, vendor comparison and
selection is also provided in the report.
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REFERENCES
Books and Journal
Turcu, C. E., & Turcu, C. O. (2018). New Perspectives on Sustainable Healthcare Delivery Through Web
of Things. InHandbook of Research on Contemporary Perspectives on Web-Based Systems (pp.
166-187). IGI Global.
Masrom, M., & Rahimli, A. (2015). Cloud computing adoption in the healthcare sector: A SWOT
analysis. Asian Social Science, 11(10), 12.
Moro Visconti, R. (2016). Healthcare public-private partnerships in Italy: Assessing risk sharing and
governance issues with PESTLE and SWOT analysis. Since empirical considerations about Italy
may be globally extended, even beyond the healthcare industry, the audience of this study may
conveniently widen well beyond its apparently narrow focus.
Laudon, K.C. and Laudon, J.P., 2015. Management Information Systems: Managing the Digital Firm Plus
MyMISLab with Pearson eText--Access Card Package. Prentice Hall Press.
Galliers, R.D. and Leidner, D.E. eds., 2014. Strategic information management: challenges and
strategies in managing information systems. Routledge.
Soomro, Z.A., Shah, M.H. and Ahmed, J., 2016. Information security management needs more
holistic approach: A literature review. International Journal of Information Management. 36(2).
pp.215-225.
Kulldorff, M., 2016. Information Management Services, Inc. SaTScanTM v8. 0: Software for the
spatial and space-time scan statistics. 2009.
Weaver, C.A., Ball, M.J., Kim, G.R. and Kiel, J.M., 2016. Healthcare information management
systems. Cham: Springer International Publishing.
Goes, P.B., 2014. Editor's comments: big data and IS research. Mis Quarterly. 38(3).pp.iii-viii.
Armstrong, G., Kotler, P., Harker, M. and Brennan, R., 2015. Marketing: an introduction.
Pearson Education.
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