BusinessGoals for the Information Technology Professional

HudsonValley Hospital


HudsonValley Hospital was established in 1889 by a group of women whoraised money to buy property. It was called the Helping Hand Hospitaluntil its incorporation in 1911 as Peekskill Hospital. It then movedto Cortlandt Manor in 1966 until now. It was renamed in 1992 toHudson Valley Hospital leading to its expanded status andhigh-quality services. In 2014, it expanded further by establishingan Emergency Department and a Cancer Center. Additionally, theyformed an affiliation with the New York-Presbyterian Hospital to comeup with a new name, the NewYork-Presbyterian/Hudson Valley Hospital(Betz,2014).The hospital has a practical management, an excellent medical, andinformation technology expertise, which help it in the diagnosis,monitoring, and treatment with high standards.


Thebusiness mission of the NewYork-Presbyterian/Hudson Valley Hospitalis “Dedicationto Meet the Health Care Necessities of the Public.”This is achieved through the provision of excellent and broad medicalcare in a professional, compassionate, and polite manner withoutfavor to religion, disease category, race, or national origin. Byoffering an excellent education, symptomatic treatment, andprotective services, the Hospital is dedicated to improving thecommunity’s quality of life (&quotNewYork-Presbyterian/HudsonValley Hospital and NewYork-Presbyterian Announce New Affiliation toEnhance Care in the Hudson Valley | NewYork-Presbyterian/HudsonValley Hospital,&quot 2016).To fulfill this, it continuously advances its care, programs,systems, facilities, and associations, which respond efficiently tothe health care needs of the society.


Thebusiness goals of the NewYork-Presbyterian/Hudson Valley Hospitalinclude employing a top edge in technology, embracing team spirit,and attaining profitability in its operations. Additionally, it aimsat drawing and retaining high-quality staff and physicians andparticipating in support of communities. Pertaining technology, themanagement ensures all the departments are at par with the revolutionin technology concerning healthcare(Armoni,2012).Manual transfer of data is minimized as system communication isenhanced through technology. Profitability is core to the operationsof the hospital with the aim to increase its revenue. They also workhard to reduce the level of employee turnover by improving theretention levels of their staff. Teamwork is upheld because eachemployee needs the other either in an emergency or during the regularworkflow. This eases the work and ensures the attainment ofefficiency in the services provided.


Thebusinessprocesses employed at the NewYork-Presbyterian/HudsonValley Hospital include primary, supporting, and management processes(Ross,Weill, &amp Robertson, 2006).The primary processes have the aim of generating revenue for thehospital. They include cancer, surgery, maternity, wound care,radiology, rehabilitation, and wellness services. The supportingprocesses include the accounting and information technologyprocesses. These are significant in backing the corefunctions and processes within the hospital. Some of the informationtechnology operations undertaken include main processes accelerationto reduce errors, designing new services with the ability to overcometime and distance, instant delivery of information for decisionmaking, in equipment monitoring, and correction of minor hitches(Betz,2014).Lastly, management processes are used to monitorand regulate undertakings associated with the business systems andprocedures. These include budgeting, internal communications, andstrategic planning.


TheNewYork-Presbyterian/HudsonValley Hospital makes use of many information systems among them theEmergencyDepartment Information Systems (EDIS), IntensiveCare Unit Information Systems (ICUIS), Telemedicine,Telematics, and eHealth Systems. The EDISare used because the EmergencyDepartment is characterized by quick turnover and great movements. Itallows for the registration of patients with fewer data entrances,and fast fill templates for medical documentation. The ICUIShave the ability to offerflow sheets, programmed apprehension of physiologic constraints fromthe monitors, spontaneously calculate dose modifications as perparameter changes, and graphically exhibit movements to enabledecision making for patients in need of thorough care(Betz,2014).The eHealth systems allow sophisticated multimedia or video data tobe transferred from one location to another. Through this, thehospital can conduct teleconferencing and hold meetings in twodifferent far apart locations.

HowIT Systems Do or Do Not Integrate With Business Goals

TheITsystems integrate with the business goalsof New York Presbyterian/Hudson Valley Hospital. Their goal is toemploy a top edge in technology, which is seen through the use ofEDIS,ICUIS, and eHealthsystems. The ITsystems used also integrate with the hospital’s goal of increasingprofitability in its operation. The systems make work easier byfastening the levels of communication. Hence, many patients trusttheir services leading to an increase in its revenue sources andconsequently increase the profits. Nonetheless, the weakness of thecurrent integration between the IT systems and business goals is theneed to have high rates of employee turnover. The field oftechnology is dynamic, which makes the management to seek and replaceits IT experts regularly(Betz,2014).This is against their goal of drawingand retaining high-quality staff.

Challengesof Integrating IT Goals and Business Goals

Thechallenges of integrating IT and business goals in theNewYork-Presbyterian/HudsonValley Hospital include having the management as the sole decisionmakers concerning IT in which they have little knowledge. Theybelieve the systems will increase the profitability of the hospitalwithout much thought if the costs might outweigh the benefits. It isalso challenging to leave the decision making role to IT experts asthey might not understand the needs of the hospitals and its goalswell (Ross et al. 2006). On a better note, the IT systems ease theprimary, supporting, and management processes within the hospital.With high levels of automation, communication is enhanced within thebusiness processes making the decision making the process fast.


Armoni,A. (2012). Effective healthcare information systems (4th Ed.).Hershey, PA: IRM Press.

Betz,C. (2014). Architecture and Patterns for IT service management,resource planning, and governance (3rd Ed.). Amsterdam:Elsevier/Morgan Kaufmann.

NewYork-Presbyterian/HudsonValley Hospital and NewYork-Presbyterian Announce New Affiliation toEnhance Care in the Hudson Valley | NewYork-Presbyterian/HudsonValley Hospital. (2016). Retrieved 10 November2016, from

Ross,J., Weill, P., &amp Robertson, D. (2006). Enterprise architectureas strategy (1st ed.). Boston,

Mass.:Harvard Business School Press.