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MHA FPX 5062 Assessment 1 Stakeholder Matrix

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MHA FPX 5062 Assessment 1 Stakeholder Matrix


Student Name

Capella University

MHA-FPX5062 Healthcare Delivery: New Environments in Health Informatics

Prof. Name

Date

Stakeholder Matrix

The stakeholder matrix below outlines the primary personnel involved in the Health Information Management (HIM) system. Each role is defined according to their departmental position, system responsibilities, reporting structure, technologies used, and key stakeholders. This structured overview assists in understanding the interrelationships that sustain efficient health information flow and patient-centered care.

Key Personnel Overview

Key Personnel: Position and Department Key Roles Within HIM System Reports to / Manages Whom Systems, Software, or Technology Used Current Stakeholders (Include rationale)
Chief Financial Officer (CFO) Oversees hospital financial management including budgeting, billing, and accounts receivable/payable. Reports to the Chief Executive Officer (CEO) and Board of Trustees; manages Directors of Financial and Business Services. Financial management platforms, billing systems, and accounting software. Insurance companies – for claims and reimbursement; Vendors – for procurement and service contracts; CEO – ensures organizational financial health; Board of Trustees – oversees fiscal compliance and strategic planning.
Chief Medical Officer (CMO) Provides oversight of medical staff and clinical operations, develops medical policies, and ensures effective use of the EHR. Reports to the Board of Trustees; supervises the Chief Nursing Officer, Chief Quality Officer, and other clinical leaders. EHR, Computerized Physician Order Entry (CPOE), and compliance monitoring systems. Accrediting bodies (e.g., The Joint Commission) – ensures compliance; CMS and State Health Departments – regulate clinical and safety standards; Insurance companies – for clinical documentation; Board of Trustees – for governance and strategic alignment.
Chief Nursing Officer (CNO) Directs nursing operations, manages budgets, and oversees staffing, workflow, and patient safety protocols. Reports to the CMO; oversees nurse managers, informatics, and accreditation teams. EHR, patient flow management, payroll, and scheduling systems. Chief Quality Officer – monitors care standards; Physicians – coordinate patient care; Billing/Coding – ensures accurate clinical documentation; Patients – receive care; Admissions – manages patient flow.
Business Services Manager Manages admissions, HR, and medical records to ensure operational efficiency and compliance. Reports to CFO; oversees admissions, HR, and medical records teams. Scheduling, billing, and HR management systems. CEO and CFO – monitor performance and financial outcomes; CMS – ensures compliance with reimbursement regulations; Insurance companies – accurate claim management.
IT Support Technician Maintains and secures all information systems; supports staff through technical assistance and system upgrades. Reports to IT Support Manager; provides technical support across departments. Network security systems, EHR backend maintenance tools, and antivirus software. End users – rely on IT for functionality and training; CMO – depends on EHR uptime for care quality; Compliance departments – ensure cybersecurity.
Nurse (Inpatient/Outpatient) Documents patient care, medication administration, and communicates with providers. Reports to Nurse Managers. EHR, CPOE, laboratory, and scheduling systems. Patients – receive direct care; Physicians – rely on nursing documentation; CNO – ensures quality and safety in nursing practice.
Laboratory Technician Conducts specimen collection, testing, and data entry for clinical diagnostics. Reports to Clinical Laboratory Manager. Laboratory information systems and EHR. Physicians – interpret test results; Patients – depend on accurate outcomes; Insurance companies – require validated results for claims.
Pharmacist Dispenses medications, provides consultations, and ensures compliance with prescribing standards. Reports to Pharmacy Manager. Pharmacy management systems, EHR, and drug interaction databases. Patients – require accurate medications; Physicians – consult for medication management; Billing department – ensures correct charge entry.

Written Overview

Evaluation of Current EHR System

An in-depth evaluation of the hospital’s existing Electronic Health Record (EHR) system revealed significant inefficiencies and integration gaps among departments. Insights derived from staff interviews and supported by Jeyakumar et al. (2021) and Meyerhoefer et al. (2018) indicate that these deficiencies largely stem from limited user education during the system’s initial rollout. A prominent issue is the lack of synchronization between the laboratory, radiology, and EHR modules, leading to billing discrepancies and delayed information flow.

To address these challenges, the hospital should implement a comprehensive, integrated EHR solution that consolidates ambulatory, inpatient, laboratory, and radiology data streams. Such an approach would enhance real-time access, improve billing accuracy, and foster stronger interdepartmental communication, ultimately improving both patient outcomes and administrative efficiency (Jeyakumar et al., 2021; Meyerhoefer et al., 2018).

External and Internal Challenges in Health Informatics

Healthcare leaders encounter dynamic challenges influenced by external regulations and internal structural changes. Externally, the Health Information Technology for Economic and Clinical Health (HITECH) Act mandates the meaningful use of EHR systems, prompting organizations to optimize digital workflows (HHS, n.d.). Additionally, evolving reimbursement policies, data protection regulations, and cyber threats demand continuous monitoring and compliance.

Internally, integrating advanced informatics tools necessitates changes in staffing, workflow design, and ongoing training programs. Healthcare managers are tasked with aligning technology with clinical objectives while safeguarding patient data and promoting system usability. A successful transition requires a proactive organizational culture that values continuous education and data-driven decision-making (Meyerhoefer et al., 2018).

Technological and Environmental Transformations

Rapid technological progress and growing expectations for digital healthcare drive the transformation of traditional hospital operations. The integration of systems such as laboratory, pharmacy, and radiology with EHR platforms enhances interoperability and care coordination. This transition from paper-based documentation to electronic processes not only improves data accuracy and accessibility but also supports multidisciplinary collaboration and real-time decision-making.

Moreover, digital transformation empowers healthcare providers to deliver personalized, data-informed care while maintaining compliance with privacy regulations. This evolution in informatics fosters a patient-centered approach that prioritizes safety, transparency, and efficiency across all clinical and administrative levels (Jeyakumar et al., 2021; Meyerhoefer et al., 2018).

References

Department of Health and Human Services (HHS). (n.d.). HITECH Act enforcement interim final rule. U.S. Department of Health and Human Services. https://www.hhs.gov/hipaa/for-professionals/special-topics/hitech-act-enforcement-interim-final-rule/index.html

Jeyakumar, T., Lowe, M., Hodges, B., Fur, K., Javier-Brozo, M., Tassone, M., Anderson, M., Tripp, T., & Wiljer, D. (2021). An education framework for effective implementation of a health information system: Scoping review. Journal of Medical Internet Research, 23(2), e24691. https://doi.org/10.2196/24691

MHA FPX 5062 Assessment 1 Stakeholder Matrix

Meyerhoefer, C. D., Sherer, S. A., Deily, M. E., Chou, S. Y., Guo, X., Chen, J., Sheinberg, M., & Levick, D. (2018). Provider and patient satisfaction with the integration of ambulatory and hospital EHR systems. Journal of the American Medical Informatics Association, 25(8), 1054–1063. https://doi.org/10.1093/jamia/ocy048

 




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