Background

Health care institutions are currently being confronted with major changes in their operating environment (regulatory developments, the competitive market, etc.).

This often requires a significant change in internal management methods. It sometimes entails a review of the institution's organization, activities, and so forth, leading to an overhaul of the institutional plan.

The HIS is an essential tool for staying abreast of these sweeping changes and providing support to general management and the executive board. It plays a role not just in improving care and the continuity of care, but also in the search for financial equilibrium. It is therefore an integral part of implementing the institutional strategy. Moreover, the HIS is also a management tool for mobilizing the workforce behind plans to transform the institution.

The goal of good governance for information systems is to provide recommendations and methodologies to the various personnel within health care institutions, in order to ensure that :

• the proposed information system is strategically aligned with the overall strategy (urbanization method) ;
• the value generated by the information systems is enhanced (ROI, project portfolio management) ;
• IS performance can be evaluated (benchmarking) ;
• risks can be managed (security policy) ;
• IS resources can be effectively managed (skills required, methods, etc.).

Monitoring of the HIS has become necessary as a result of :

• new expectations on the part of general management ;
• a new role and new opportunities for IS management.