Biomedical subjects

V G Ciotti

Publications and source records attributed to V G Ciotti.

8 recordsLinked to original sources

PubMed2000

Information technology: doing more, spending less.

Few hospitals use their increasingly limited financial resources to successfully realize all the benefits of information technology (IT). Part of the problem in achieving success is that hospitals waste funds by, for example, allowing "temporary" consultants to become long-term, full-time fixtures in the IT department. Or the organizations create conditions for failure by overstaffing or understaffing their IT departments or opting to invest in pilot or beta technology of unproven worth. Healthcare finance executives need to scrutinize the IT expenditure requests they receive and evaluate the realistic return on investment. They also need to conduct audits of their IT contracts and invoices to ensure they are not paying unnecessary or invalid fees.

Contract Services↗

PubMed1998

Pitfalls to avoid when merging information systems.

When healthcare organizations merge, their goal often is to improve operational efficiencies, with information systems (IS) a common target for cost reduction. These cost reductions usually are achieved by reducing staff, consolidating data centers, establishing standardized systems, and sharing resources throughout the system. During this process, however, several common pitfalls can cause merging organizations to stumble. By carefully evaluating their options, merging organizations can avoid these potential traps and reduce their IS costs.

Contract Services↗

PubMed1997

Is your healthcare information system physician friendly?

An organization's healthcare information system (HIS) can be used as a tool to improve relationships with its physicians by facilitating physician work processes and research. An effective HIS should provide census reports tailored to individual physician needs, allow physicians access to information via dedicated personal computers (PCs) or terminals, and should have features, such as screen design and graphical interfaces that are easy to understand and use. In addition, the HIS should provide comprehensive reports, have online ordering capability, and respond quickly to the needs of busy physicians. A good HIS also supports physician-related activities occurring outside the hospital. For example, physician office managers should be able to access billing information, such as patient demographics and procedure codes, contained in the HIS. And, physicians should be able to retrieve archived information from their offices or homes. Critical to physicians' successful use of an organization's HIS is administration's attitude and support. An organization that places a priority on physician issues and needs can make even a basic HIS an effective tool for its physicians, while a sophisticated HIS that does not address physician needs will not maximize return on the investment.

Computer Graphics↗

PubMed1995

Applying TQM/CQI principles to information system selection.

Faced with the challenge of selecting a new information system, senior management at North Valley Hospital in Whitefish, Montana, decided to employ principles of total quality management and continuous quality improvement to help ensure an efficient process that involved and empowered those who would use the new system. Senior managers set a vision for the process, then assigned responsibility for system selection to a task force representing departments and disciplines that would be most affected by the system. The task force established a systematic process for identifying information system needs, evaluating existing products, and selecting among those products.

Decision Making, Organizational↗

PubMed1994

It's a jungle out there: strategies for controlling information systems costs.

This article discusses four major areas where healthcare financial managers can reconcile the conflicting goals their healthcare organizations face: keeping up with the latest in technology while at the same time constantly striving to reduce healthcare information systems costs.

Commerce↗

PubMed1994

Experts debate the future of healthcare computing--discussion.

Healthcare Financial Management engaged four healthcare information systems experts in a discussion about the future of computing and technology in the healthcare industry. The four experts agree that as the healthcare industry consolidates, managed care advances, and healthcare reform legislation continues to be debated, demands for increased connectivity and new applications will be met by new healthcare information systems products based on new technology.

Computer Communication Networks↗

PubMed1993

HIS (healthcare information systems) consultants: when are they necessary, and why?

The rapid escalation of consulting fees for the installation of healthcare information systems and the potential abuses associated with consulting relationships has prompted some to question the need to hire consultants for systems installation. Consulting arrangements were considered cost effective when information systems were first being automated, but the rising cost of consulting services along with the increasing sophistication of hospital personnel regarding computerization suggest that the use of consultants receive close scrutiny. Following some simple guidelines may limit potential abuses and allow hospitals to obtain maximum service for their investment.

Computers, Mainframe↗

PubMed1992

Selecting an information system without an RFP.

Rapid advances in computer hardware and software have not been accompanied by improvements in the process of acquiring these systems. Reginald P. Gibson, Steven Berger, and Vincent G. Ciotti explain how the traditional request for proposal approach increases administrative costs. A simpler request for price quotation approach enables hospitals to conserve time and money, while involving user departments when acquiring a new installation.

Competitive Bidding↗