Curtin Hospital: Strategic Plan for Health Information Management

This strategic plan report focuses on the future expansion of Curtin Hospital, transitioning to a 550-bed facility necessitating a robust health information management system. The report advocates for digital informatics and considers strategic frameworks such as a bibliographic database, an IT framework for a new mental health department, and software development for physiotherapy and occupational health. A SWOT analysis identifies strengths, weaknesses, opportunities, and threats, informing the development of SMART strategies for healthcare packaging, bibliographic database implementation, online patient information database development, mental health database setup, and online registration software for physiotherapy and occupational therapy. The report includes a strategic action plan and a Gantt chart for implementation, aiming to enhance service delivery and patient care.

Running head: STRATEGIC PLAN REPORT FOR HEALTH INFORMATION MANAGEMENT
Strategic plan report for health information management
Student’s Name
University Name
Author’s Note

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Executive Summary
In the course of this report the future expansion planning of Curtin Hospital have been
considered. The hospital is expanding to become a 550 bed facility and for which
implementation of a more rigid and precise implementation of health care information
management is urgent. Because of this digital informatics have been considered as the most
feasible and adaptive framework for the future expansion of the hospital. As a part of future
expansion, strategic frameworks like bibliographic database, IT framework for the new
mental health development department and software development for the physiotherapy and
occupational health development have been considered. The implementation schedule for the
plan have also been delegated in the Gantt chart.

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Table of Contents
1. Introduction............................................................................................................................3
2. Discussion..............................................................................................................................3
2.1 Vision and Mission...........................................................................................................3
2.1.1 Vision.........................................................................................................................3
2.1.2 Mission.......................................................................................................................3
2.2 SWOT analysis.................................................................................................................4
2.2.1 Strengths....................................................................................................................4
2.2.2 Weaknesses................................................................................................................5
2.2.3 Opportunities.............................................................................................................5
2.2.4 Threats.......................................................................................................................6
2.3 Identification of Strategies...............................................................................................6
2.4 SMART analysis of the strategies....................................................................................7
2.4.2 SMART analysis of development of Bibliographic Database...................................8
2.4.3 SMART analysis of Development plan for online patients’ information database...9
2.4.4 SMART analysis of development of mental health database....................................9
2.4.5 SMART analysis of setting up of registration software of registration for
physiotherapy and occupational therapy...........................................................................10
2.5 Strategic action plan.......................................................................................................11
4. Conclusion............................................................................................................................12
Reference List and Bibliography.............................................................................................13

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1. Introduction
In the course of this report, the various strategies in relation to the implementation of
the information system in the context of the healthcare services of the Curtin Hospital have
been discussed. The potentialities and the prospects of the strategies have been discussed
along with identification of the limitations and the implementation risks. A delivery
timeframe for the implementation of the strategies have also been identified.
2. Discussion
2.1 Vision and Mission
2.1.1 Vision
The current Vision of Curtin Metropolitan Hospital is to expand the service criteria of
the various departments so that more patients be provided medical treatment. It is expected
that within 2020, Curtin Hospital would be able to deliver medical service to 50000 patients.
The Hospital is aiming to increase major number of seats in the Maternity, Oncology and
General Surgery department.
The organisation also have a broad vision of expanding their clientele. After selling
45% of their share to the Commonwealth Medical Institute, the new directorial board has
strongly emphasized and recommending to enhance their health information management
facility. Again, in order to achieve that the Patient Information department is supposed to
made more illustrative
This strategic plan incorporates all the essential requirements that would be required
for the future expansion of the hospital. Most importantly, the board of directors in the
company have a vision to start delivering the new services as promptly as possible.

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2.1.2 Mission
The following are the most essential missions for future expansion in the Curtin
Metropolitan Hospital:
i) Expansion of the number of beds from 330 to 550.
ii) Opening a different outdoor department for General medicine treatment
iii) Make 2 new plastic surgery OT
iv) Enhance the facility of providing Physiotherapy as well as Occupational Therapy
v) Increase the number of patient information clerks by 15
vi) The Coding management department have to arrange training session for the
electronic database management system handling (maximum time limit 4 months)
vii) Development of a new mental health care unit with a 200 sets facility and an
outdoor unit. This department should have 20 nursing care providers who would
deliver community care (outdoor) for mental rehab based in home. In future, this
service is to be expanded in future with 100 more nursing care providers.
viii) Making a broad online patient information data base which can store medical
records of the patients registered in Curtin Hospitals for at least 11 years.
2.2 SWOT analysis
2.2.1 Strengths
The process of heath information management is strictly associated with the
enhancement of projected facilities of the hospital. In this context, the strict process of health
process management in the hospital is an important factor. The process of health information
management in Curtin hospital is really innovative and specialised. At first the process of
outsourcing health care can be mentioned. There are not enough doctors and surgeons in the
Maternity, Plastic surgery and Paediatric surgery department of the hospital. However, the

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management have contractual relationship with various doctors and health care service
providers in the country. In case, if any such emergency case arrives in these above
mentioned departments, the prompt information management of patient information allows
the hospital to arrange concerned departmental doctors. The doctors receives a detailed case
file of the patients whom they are to deal with, within 6 hours of the arrival of the patient to
the hospital. Hence, it becomes very easy for them to decide what is to be done with the
patient. The doctors get the data over their online databases. The IT department in the
hospital is also proactive in arranging online session with the doctors. There is 24*7 staff
availability in the IT department of the hospital.
2.2.2 Weaknesses
One major problem in the hospital is that prompt patient service is not possible in
every department equally with the current staff limit of the hospital. The general rush of the
staff is towards the outpatient department, maternity department and the oncology
department. Hence, in Orthopaedics or dermatology or plastic surgery department the amount
of attending staff is less. This is because there are only 7 patient information clerk present in
the hospital. The patient data collection and communication with the doctors become
disrupted as an outcome. Again, there is only one patient release information officer. On top
of that the patients’ data regarding the discharge orders are manually accumulated by the
seven Patient Information clerks. As an outcome the release of the various patients are
delayed
2.2.3 Opportunities
The most important aspect in this aspect is that patient arrival in the hospital is
increasing 2to 3% every month and as an impact, the Hospital management is expecting that
within the next 2 years the number of annul patient visit would increase to 50000. Besides,

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the variety of services provided here has increased the demand of seats at the Orthopaedics,
Plastic surgery and Outpatient services departments of the hospitals. With the development of
adaptive infrastructure for prompt patient information management system the revenue
generation rate is expected to rise by 33 to 35% within 2022.
2.2.4 Threats
With the acute tendency of rise in number of outdoor patients and the number of
patients admitted also, the number of clinical coders stand at 9 so far. With the current patient
strength, the current coding manager and the coding trainer also have to wet their hands when
some emergency situation arises. This is one serious threat because high work rate of the
coders always leaves scope for human error. The permissible limit of human error in medical
coding is only 0.05 per 100 patients in Australia. Otherwise this can also give rise to cases of
fatality.
2.3 Identification of Strategies
The first most important aspect that attracts patients towards any health care centre or
any hospital are lower health care providing costs. As an outcome, a strategy of service
packaging can be formulated. Based on the details of the patient after primary diagnosis by
the doctors, the clinical coders’ team can create health care package for the individual patient.
As per Adler-Milstein et al. (2015), this would help the patients to understand what would be
the projected steps of treatment and how is the cost distribution for the treatment procedure
going to be conducted. However, one limitation in this respect is that the number of members
in the team of clinical coders is far less than the threshold limit required for this
implementation.
The next strategy is development of a bibliographic database with live doctor
assistance. This is a consultation forum whereby the doctors can take the assistance of the

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health care implementation journals and thus gain valuable ideas to treat the patients. As an
outcome of this implementation, influenced from Boulware et al. (2016), it can be opined that
the doctors can also provide much better treatment facilities to the patient parties.
The third strategy that can be implemented is setting up of an online portal for the
assimilation of all relevant patient information for the tenure during which the patient is
staying in the hospitals. In this context a specialised workforce is urgently required who
would assess the patient data and generate reports based on the findings of the test results. In
order to active that, influenced from Cherry and Jacob (2016), it can be opined that the IT
division of the hospital have to hire content development staff and also create a different
forum for the storage of such data. This has to be a 24 hours working team with people
serving in rotational shifts.
Another important service strategy is development of an online portal for the
registration of offsite patients who wants to receive physiotherapy treatment or occupational
theory treatment. The health care packaging portal that denotes the price of the various
services also indicates the price of these offsite services that would be provided by the
nursing care providers of the hospital.
Lastly, a separate information database have to be developed for the new mental
health department that is to start working from 2020 onwards.
2.4 SMART analysis of the strategies
2.4.1 SMART analysis of Health Care Packaging
Goals: Health Care Packaging Descriptions
Specific This goal is specifically required for helping
the patients to choose the kinds of medical

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treatments they want
Measurable This is measurable by the percentage
increase of patient visits per month
Achievable This task is achievable as the new board of
directors endorse it.
Relevant This relevant because with an increase in
number of patients, service delivery would
be quick and prompt as an impact of this
implementation.
Time-Bound The time limit is 2 months
2.4.2 SMART analysis of development of Bibliographic Database
Goals: development of Bibliographic
Database
Descriptions
Specific This service is specifically aimed at
development of the quality of health care
services at the hospital
Measurable This is measurable by the variety of patients
and diseases that can be addressed by the
hospital
Achievable This is slightly difficult to achieve as tis
implementation requires an extensive
timeframe for infrastructure development.
Relevant This is relevant as many departments do not
have adequately experienced doctors and

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nurses.
Time-Bound This is achievable within 1 year
2.4.3 SMART analysis of Development plan for online patients’ information database
Goals: Development plan for online
patients’ information database
Distribution
Specific This is specifically important for the ease of
service of doctors in the hospital
Measurable The measuring criteria is the feedback of
patients and the servicing care providers
regarding their experience with the hospital
Achievable This is easily achievable as this database
requires only a registration of a cloud
database
Relevant This is highly relevant as this would serve
the hospital to serve maximum number of
patients
Time-Bound The time bound is 8 months
2.4.4 SMART analysis of development of mental health database
Goals: SMART analysis of mental health
database set up
Distribution
Specific This goal is specifically required for the
new facility

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Measurable It would be directly proportional to the
density of patient visit
Achievable This is achievable as the management have
to compulsorily develop a database for
information management also.
Relevant This is relevant as mental cure cases are
recorded for future case analyses.
Time-Bound The time limit is 6 months
2.4.5 SMART analysis of setting up of registration software of registration for
physiotherapy and occupational therapy
Goals: registration software of
registration for physiotherapy and
occupational therapy
Distribution
Specific This is urgently required for starting this
service.
Measurable This is measurable by the patients’ feedback
for the service
Achievable This is easily achievable as this plan is
inclusive of the implementation framework
of the directors
Relevant This is relevant as the service would depend
entirely on the registration software
Time-Bound This project is expected to be finished

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within 4 months
2.5 Strategic action plan
3. Risk Identification and Management
The first risk is that the online data can be breached through the loopholes of the intranet
connectivity. It is also possible that the coders can leak the data to other parties with interests.
Again, the risk in case of the setup of the database is that the current employees are not experienced

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with handling of online software. The company must also provide training sessions to the IT team
and the content development team of the hospital. Another potential risk is that the new employees
cannot handle the pressure of the 50000 patients annually. As an impact, influenced from Dietz et
al. (2015), it can be opined that this is a critical risk factor for an industry like the healthcare. In
order to mitigate this risk, the company have to form a group of advisory panel, which would be
indulging in planning development training for the employees.
4. Conclusion
Analysing the decision making trends of the new formed board of directors of the company, it
can be opined that the implementation is a big restructuring of the form of the organisation. Again,
it can be also commented that the company have planned to create an alternative revenue channel.
Furthermore, analysis of the implementation policy reveals that the tasks related to the strategies
have to be accomplished in a very stringent timeframe.

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