District Level Information Systems: Two Cases from South Africa

Βraa, Jørn; Heywood, Arthur; King, M S

doi:10.1055/s-0038-1634696

Cited by 13 publications

(3 citation statements)

References 3 publications

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“…In addition, the poor doctor-patient ratio and the downtime of the server made the work more complicated as in some of the departments, employees started doing dual entries (both in register and computer) to prevent loss of any data. Several issues have been identified in the review of reports and studies in low-income countries (Gladwin, 1999), such as general organizational and management difficulties (Campbell et al, 1996;Braa et al, 1997;Azubuike and Ehiri, 1999); data acquisition and processing concerns (Robey and Lee, 1990;Jayasuiriya, 1999;Lippeveld et al, 2000); inadequate use of information (WHO, 1994b(WHO, , 1999Braa et al, 1997); over-reliance on epidemiological data or specific surveys (Husein et al, 1993;Sapirie and Orzeszyna, 1995); and paucity of an integrated information strategy for the organization (Van Der Lei et al, 1993). In a similar way, in this case study also, many departments in the hospitals faced challenges around complexity, inconsistency and poor integrity of the system.…”

Section: Discussionmentioning

confidence: 99%

Experiences of implementing hospital management information system (HMIS) at a tertiary care hospital, India

Arora

Ikbal

2021

XJM

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Purpose Mumbai needs to be transformed into a world-class city as stated in the 2005–2025 development plan of Municipal Corporation. For this initiative, hospital management information system (HMIS) has to be implemented across 400+ health facilities in the city. Design/methodology/approach A case study methodology was adopted to study HMIS implementation. Wave 1 of Phase 1 implementation of HMIS is carried out as a pilot project at Film City’s Hospital, Mumbai, which “go-live” on 21st June 2018. The work for hardware and software implementation was awarded to HardSystems and Solutions Limited and SoftSolutions India Private Limited, respectively, through e-tender. Findings Provision of inadequate quantity of hardware, slowness of network or system, non-satisfactory training after observation confirmation and sign-off process, lack of data entry operators, mismatch in numbering systems in blood bank and many other challenges concerned with the specific departments had become a major impediment in the efforts to maximize number of patients registered into HMIS. Practical implications Even after providing many clinical and managerial benefits, being the first cloud-based centrally located HMIS in any of the hospitals in the city, it imposes a major challenge for the management in terms of resistance of employees toward technology and need for the adoption of theoretical models for implementing change for the overall organizational development. Originality/value To the best of the authors’ knowledge, no other teaching case study is conducted to study the HMIS implementation in large-scale public health-care services. This is a dummy case study for teaching exercises. The identity of the stakeholders, organizations and events has been masked to maintain confidentiality.

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Section: Discussionmentioning

confidence: 99%

Experiences of implementing hospital management information system (HMIS) at a tertiary care hospital, India

Arora

Ikbal

2021

XJM

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“…The survey in the three provinces (Gaza, Inhambane, Niassa) in Mozambique were conducted by means of two questionnaires developed by the research team, based on a similar survey carried out in Mongolia (Braa, Nermunkh, 1998 ) and South Africa (Braa, Heywood, Shun-King, 1997).…”

Section: Methodsmentioning

confidence: 99%

A Study of the Actual and Potential Usage of Information and Communication Technology at District and Provincial Levels in Mozambique with a Focus on the Health Sector

Βraa

Macome

Mavimbe

et al. 2001

E J Info Sys Dev Countries

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This article presents results from a study on the use and appropriation of information and communication technologies (ICT) in Mozambique with a focus on the health sector. The three provinces of Gaza, Inhambane and Niassa were surveyed and two questionnaires addressing 1) computer users and their ability to manage ICT, and 2) health workers and their handling of health information, were used. Based on this study appropriate strategies for developing an ICT‐infrastructure with the needs of the health sector as points of departure are discussed. The study is born out of a program to strengthen and further develop the health information and management systems at district and provincial levels as part of a process to support decentralisation of the health system in Mozambique. The study shows that computers and Internet are rapidly being spread to the provincial capitals and major districts in Mozambique. A main problem identified is the lack of ICT‐skills and education and poorly developed infrastructure and networks of support. There are very few formal ICT companies providing hardware, and even less, software support. Maintenance and learning about ICT are to a large extent going on within informal networks of computer users in the provinces. A main finding in this study is that development of ICT capacity and information systems at district and provincial levels in Mozambique needs to be an integrated effort across sectors. A district health information system cannot be developed in a void. A general recommendation is to develop educational programmes ranging from training of ICT entrepreneurs and health workers and managers, to Masters and PhD programmes in ICT and health information systems. A specific recommendation related to health information systems development is to focus on the district level and to develop a strategy which encompasses and integrates all districts, both the advanced districts with computers and the majority of the districts where there are no computers.

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“…Over the years, research has emphasized that the critical issues to be addressed in the implementation of information systems are social and organisational, not solely technical [Anderson & Aydin, 1997, Walsham, 1993. Institutionally, HIS in developing countries are situated in rather centralized structures [Braa et al, 2001, Braa, Heywood & Shung King, 1997 in which local use of information is not encouraged [Opit, 1987].…”

Section: Introductionmentioning

confidence: 99%

Participatory Approach versus Bureaucratic ‘Pressure’: The Case of Health Information Systems Programme

Ranjini

2013

Grand Successes and Failures in IT. Public and Private Sectors

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Part 7: Shorter PapersInternational audienceImplementation of Information Systems in Public Healthcare in India has been a very complex undertaking. Participation of the end-users during design and implementation is important. Participation within bureaucratic settings poses unique challenges, due to hierarchical, centralized, authoritarian and formalistic practices. Even where State agencies have experimented to bring in imaginative changes, participation have not been voluntary, but have been enforced. This short paper attempts to analyse less know and less understood aspect of participatory approach entangled within bureaucratic systems. This paper attempts to analyse the issues around participation in order to identify two key areas: [1] How to encourage public sector employees to participate during design, development and implementation of IS? [2] How can public sector institutions encourage effective participation? Discourses on Participatory Approach is drawn upon to analyse the case of Health Information Systems Programme

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District Level Information Systems: Two Cases from South Africa

Cited by 13 publications

References 3 publications

Experiences of implementing hospital management information system (HMIS) at a tertiary care hospital, India

Experiences of implementing hospital management information system (HMIS) at a tertiary care hospital, India

A Study of the Actual and Potential Usage of Information and Communication Technology at District and Provincial Levels in Mozambique with a Focus on the Health Sector

Participatory Approach versus Bureaucratic ‘Pressure’: The Case of Health Information Systems Programme

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