HSA 4191 Chapter Notes - Chapter 5: Mantra, Performance Measurement, Resource Management
Document Summary
Hit governance helps the organization make business decisions accurately and in a timely manner. Haseley and brucker case for strict hit governance review criteria; they propose five domains or focus areas that purport to having meaning to all hit processes: strategic alignment, risk management, resource management, performance measurement, value delivery. These needs do not translate directly to the operational needs of hit leadership. Hit should support the strategic goals, objective, and priorities of the organization it serves. Hit plan must be consistently applied across the multiple operating units of an organization. Creating consistent applications in an environment that has grown piecemeal and that consists of employees who do not report directly to the cio presents a challenge. 1996 seventh annual himss leadership survey indicated that their organizations did not have an hit strategic plan. 2002 number went down, with only 8% of the responding organization admitting that they lacked such a plan.
