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Founded in 1996 Member hospitals from community center to research oriented hospitals HMOs competition for low cost Merger after merger became 2nd largest group Problems in operational co-ordination among member hospitals Sustainability through decentralization.
Decentralized 380 employees in IT departments. $50mil expenditure. No email or remote access services. Network and data server incapability during storms
All services were built around MEDITECH package. Email and wireless were added Full electricity back up for the servers It expenditure cut to 47% i.e. 135,000 Staff from 380 to 200.
No reliability standards
a) Due to chronic failure of the system in 24 hours of breakdown, medical staff and doctors oscillated between on and offline information support. b) Reliability check of the system would have given clue or idea to network administrators about the carrying capacity of the network for a certain period of time. c) b) After the correction of the whole IT system it was difficult for the CEOs at different hospitals to believe the consistency of the system.
care in such
regularly.
centric responsiveness is debatable s because when network is kept abreast with technologies its functionalities and usage are bound to increase. In highly competitive environment it is imprudent to limit ones scope of services especially when CareGroup includes research oriented institutes. So it is imperative for the hospitals to improve their data processing and network capabilities in order to accommodate services like remote access and online/video assisted operations.