Academic journal article Journal of the Medical Library Association

Indianapolis I3: The Third Generation Integrated Advanced Information Management Systems*

Academic journal article Journal of the Medical Library Association

Indianapolis I3: The Third Generation Integrated Advanced Information Management Systems*

Article excerpt

In 2001, the Regenstrief Institute for Health Care and the Indiana University School of Medicine (IUSM) began an IAIMS planning effort to create a vision and a tactical plan for the first Integrated Advanced Information Management Systems (IAIMS) implementation to cross a large area and include unaffiliated institutions. A number of elements made this planning effort unique. Among these elements were the existence of a network infrastructure that supported the Indianapolis Network for Patient Care, the existence of a mature medical informatics program at the Regenstrief Institute, and the existence of a wide-area knowledge network fostered by the IUSM libraries. However, the leadership for a strong information technology role in the IUSM that could promote collaboration in support of education and research across the diverse Indianapolis hospital systems had been lacking. By bringing together various groups, each with a commitment to improve health care quality and public health across the Indianapolis metropolitan area, regardless of individual institutional affiliation, the strategic directions for I3-Indianapolis IAIMS Initiative have been defined and the foundations for a third generation IAIMS construct have been laid in Indianapolis, Indiana.

In 1997, over a decade and a half after the beginning of the Integrated Academic/Advanced Information Management System (IAIMS) program, Stead challenged IAIMS institutions to evolve the concept into an "area," or interinstitutional, approach. He defined five necessary stages for this evolution as (1) focusing on critical individual applications, (2) investment in infrastructure to create a capacity for integration, (3) integration driven by new products, (4) integration driven by component-based architecture, and (5) reapplication of the first four processes across multiple institutions [1].

While the Indiana University School of Medicine (IUSM) and the Regenstrief Institute for Health Care have recently completed their IAIMS Planning Process, Stead's challenge is particularly appropriate to the I3-Indianapolis IAIMS Initiative, because stage five is now being realized.

SIGNIFICANCE

A treatise known as the Matheson-Cooper Report [2] was the product of a 1982 project of the Association of American Medical Colleges (AAMC) with support by the National Library of Medicine (NLM). This report was the genesis of NLM's IAIMS program and the catalyst for the transformation of information management across a large number of academic health centers. As stated by the principal developers of the IAIMS program at NLM a decade after its inception, "The Integrated Academic Information Management System (IAIMS) Program was, and is, the right thing to do" [3].

In the early 1980s, information systems were beginning to be recognized for their potential to manage large amounts of information key to academic health center operations. The Matheson-Cooper report noted that these information systems were being developed out of need, frequently driven by crisis, and -without the benefit of enterprise-wide planning. Integration was seen as key to functionality, frequently conceptualized by the idea that all necessary information should be accessible via a single desktop computer. Further, integration was recognized as encompassing not only interfaces between dissimilar technologies but also reengineering workflows and human systems to create a more efficient and effective academic health care environment.

Because the early IAIMS initiatives were institutionally specific, the primary tangible outcomes of these projects were very different. Among the early recipients of IAIMS funding, Columbia-Presbyterian Medical Center brought to reality the concept of information at the point of need accessible from a single workstation through an integrated, best-of-breed approach, primarily in the clinical arena [4]. Georgetown University developed a Knowledge Network [5], and Baylor created its Virtual Notebook System [6]. …

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