Andronis, Katerina, and Kevin Moysey. "Data Governance for Health Care Providers," in Health Information Governance in a Digital Environment, Studies in Health Technology and Informatics, vol. 193. Amsterdam: IOS Press, 2013.
Presents data governance definitions and characteristics mapped to a framework with operating models and roles. Scenarios and practical advice offered for establishing and operating data governance approaches and for justifying the investment; European perspective. (E-book, fee required.)
Blair, Barclay. “Making the Case for Information Governance.” ViaLumina Ltd., 2011.
This e-book provides definitions, outlines the barriers and challenges, and discusses the business case for IG. A practical approach to developing an IG program is provided. The author points out that lack of IG opens the organization up to legal exposure and litigation. The IG program needs to be able to withstand the scrutiny of the court system. Falling short can leads to fines and other negative consequences. The author believes that an effective IG program provides a level of assurance that information assets are being managed appropriately.
Buckles, Greg, et al. “Importance of Information Governance.” London: eDJGroup, 2012.
The eDJ Group conducted an updated survey to look at the state of IG in 2012. At that time, one third of companies had an active IG program, one third stated that they were in the planning stages and one third stated that they either had no program or were unsure. The desire to control information across all departments is a common reason for instituting IG. Executive leadership is needed though the title or position of the executive may vary. Establishing a culture of responsibility for use, storage, and sharing of information is critical. Accountability for information management does not necessarily belong to the CIO although several companies in the survey used this position to lead the IG initiative. A team approach is needed in order for the IG program to be successful. The most important factor in the success of the program is ensuring cross-functional communication and cooperation among business units.
“Data, Data Everywhere.” The Economist, Feb. 27, 2010.
This is a series of articles on the need to manage the proliferation of information that is occurring in all sectors. It discussed the associated business issues and the need for governance. The amount of digital information increases ten-fold every five years. Currently, only 5 percent of it is structured but this is changing rapidly. As information becomes increasingly digitized, aggregating and analyzing data is likely to bring bigger benefits. Information created by machines will largely be used by other machines.
DeAbreu Faria, Fernando, Antonio Carlos Gastaud Macada, and Kuldeep Kumar. “Information Governance in the Banking Industry.” 2013 46th Hawaii International Conference on System Sciences (HICSS), pp. 4436–4445, 2013.
This research paper focuses on information governance in the banking industry. It involves a study of 13 banks in three countries, all with highly developed financial systems: Brazil, Hong Kong (SAR of China) and the United States. In addition to reporting on the perceived need for IG in today's banks, the study proposes an information governance framework. It offers a set of “factors” (principles) for informing an information governance framework for the banking industry—most of which is likely transferable to healthcare.
Economist Intelligence Unit. “The future of enterprise information governance.” London: The Economist Intelligence Unit Limited, 2008.
Frequently cited thought paper based on a survey of senior executives around the world on the benefits, challenges, and risks associated with developing an enterprise-wide information governance strategy.
EDRM, LLC. ”Information Governance Reference Model (IGRM) Guide.” 2012.
A visual representation of information governance policy/process cycle showing stakeholder perspectives of business, legal/risk management, and IT.
Egelstaff, Richard, and Marilyn Wells. “Data Governance Frameworks and Change Management,” in Studies in Health Technology and Informatics, vol.193. Amsterdam: IOS Press, 2013, pp. 108–119.
This book chapter discusses steps for developing a data governance framework, including: (1) review best practice and peer organizations to evaluate their methods, (2) devise a strategy and gain support of stakeholders, (3) perform a current state assessment to understand challenges and utilization of data, (4) identify metrics and KPIs, (5) quantify the cost of data governance efforts, since quantifying the benefits of data governance is more difficult, and (6) track the application and usage of data to ensure that it meets the goals of the organization. The importance of change management in developing and using the framework is emphasized as well as the need for corporate leadership to be aware of its role and responsibilities in data governance.
Fernandes, Lorraine, and Michele O’Connor. “Data Governance and Data Stewardship. Critical Issues in the Move toward EHRs and HIE.” Journal of AHIMA 80, no. 5 (May 2009): 36–39.
This article highlights an aspect of governance that is unique to healthcare—patient identity management. It discusses the need to address data stewardship as part of data governance. Data governance involves creating a shared understanding of data uses, identifying tools for data analysis, and developing a solid data stewardship structure. Effective governance models involve people, policies, as processes as well as technology.
“Generally Accepted Recordkeeping Principles.” ARMA International.
ARMA’s Generally Accepted Recordkeeping Principles sets out accepted principles for recordkeeping with implications for information governance. These principles include accountability, integrity, protection, compliance, availability, retention, and transparency. In addition, the ARMA Maturity Model for Information Governance attempts to paint a more complete picture of what effective information governance looks like. It is based on principles as well as a foundation of standards, best practices, and legal/regulatory requirements. The maturity model serves as a foundation for assessing adequacy of recordkeeping programs by identifying five levels of maturity: Level One – Substandard, Level Two – In development, Level Three – Essential, Level Four – Proactive, Level 5 – Transformational. The Information Governance Maturity Model will assist organizations in conducting an evaluation of recordkeeping programs and practices.
“Governance from the Ground Up: Launching Your Information Governance Initiative.” SAP white paper, 2011.
Information governance encompasses both strategy and execution. It is business driven. Many organizations have attempted to initiate IG but have failed to get it off the ground.
The most common reasons for this include failure to launch (team meets but initiative goes nowhere), hiding behind the team (no one taking the lead), absence of data management (presence of data management in-house but business side of organization is unaware), unwillingness to assign decision rights (no authority to hold people accountable for results), assuming an immediate enterprise focus (inability to make the case for IG). Formalizing the role of data stewards with the authority to fix data problems solves the issue of having no one to “own the data.” The ideal IG project begins with a small business problem to be solved. Establish new smaller processes and ensure that they are repeatable and can scale to the next project. This proof of concept is what can put IG into practice and set the stage for an information-enabled organization.
Hovenga, E. J. (2013). “Health workforce competencies needed for a digital world,” in Studies in Health Technology and Informatics, vol. 193: Amsterdam: IOS Press, 2013, pp. 141-168.
This chapter provides an argument for why and how the health workforce should be contributing to health information governance, followed by an historical overview of various initiatives undertaken, the results achieved and issues identified during these processes. It concludes with an exploration of strategies that may be adopted to bring about change and achieve improvements. (E-book, fee required.)
Hulme, Tony. “Information Governance: Sharing the IBM Approach.” Business Information Review 29, no. 2 (June 1, 2012): 99–104.
Discusses IBM’s history with IG as well as offering a repeatable process and thoughts about automating IG. May be helpful in development of assessments of effectiveness of maturity of organizational IG.
GCOC. “Information Governance Benchmark Report in Global 1000 Companies.” 2010.
This 2010 report that details the results of an IG survey of legal, records, and IT staff in Global 1000 companies from 10 industries. Challenges and barriers to IG are highlighted in the report. An IG maturity model is included in the report to assist with addressing barriers. The top IG initiatives that were planned in the next one to three years included activities around risk reduction and cost reduction. The report suggests that no single department can be solely responsible for the IG process. Collaboration among stakeholder groups was identified as a key success factor for an IG program.
Judah, Saul. “Use a Principles-Based Information Policy to Drive Effective Governance.” Gartner, May 2013.
IG requires a balanced approach through which effective management of risk, compliance, related policies are used to achieve business objectives. Well-defined policies help establish the principles and guidelines to ensure the scope of information governance is maintained. The steps to managing policies include the following: (1) Evaluate the scope of existing policies. (2) Assess if each policy is fit for its purpose. (3) Create clear alignment between business objectives and information policy. (4) Define SMART information policy principles. (5) Make information policies active instruments for information governance. (6) Use metrics to drive behavioral improvement.
Kadlec, Lesley. "Coming Soon to Your Healthcare Facility: Information Governance. A Look at Healthcare Information Governance Trends through Practical Case Studies." Journal of AHIMA 85, no.8 (August 2014): 26-32.
Presents case studies based on experiences of four healthcare organizations with active information governance (IG) initiatives. Goal of article is to offer better understanding of IG, present issues and address questions associated with implementation in healthcare and encourage HIM professionals to assume leadership roles. (Full text available to AHIMA members.)
Kanaan, Susan. “Health Data Stewardship What, Why, Who, How: An NCVHS Primer.” July 2009.
Health data stewardship involves responsibility for assuring appropriate use of health data and liability for inappropriate use. The purpose of stewardship is to obtain the greatest benefit from effective and appropriate use of data while minimizing risk. Health data stewardship has become more urgent with the rise in electronic health data; recognition of the value of electronic data in improving population health; acceleration in the use of information technology; and awareness of the risks associated with inappropriate uses of data. Anyone who collects, views, stores, exchanges, analyzes, or uses electronic health data is responsible for data stewardship. Essential practices include transparency about use; identification of the purpose for data use; participation of individuals; security safeguards and controls; de-identification; data quality, including integrity, accuracy, timeliness, and completeness; limits on use, disclosure, and retention; oversight of data uses; accountability; and enforcement.
Khatri, Vijay, and Carol V. Brown. “Designing Data Governance.” Communications of the ACM 53, no. 1 (2010): 148-152.
This research based article draws distinctions between governance and management and provides a framework for data governance. It purposefully does not distinguish between data governance and information governance and provides a decision matrix which can be used to design a data governance initiative.
Kloss, Linda. Implementing Health Information Governance: Lessons from the Field. Chicago: AHIMA Press, 2015.
Succeeding in a value-based health system has changed requirements for trusted information at all levels. Healthcare has transitioned from a paper to a digital infrastructure over the past decade, but the governance and enterprise management mechanisms have not yet caught up. Current practices remain largely isolated and insufficient for the new digital information environment. The growing volume and sources of electronic data and the complexities of information and communication technologies eclipse the governance capacity of most organizations. (Book available for purchase; discounted for AHIMA members.)
Kooper, M.N., R. Maes, and E.E.O. Roos Lindgreen. “On the Governance of Information: Introducing a New Concept of Governance to Support the Management of Information.” International Journal of Information Management 31, no. 3 (June 2011): 195–200.
This paper from the University of Amsterdam provides a conceptual definition of information governance as “the set of activities aimed at establishing a normative foundation to facilitate and stimulate sense making interactions.” It discusses the background of IG as an extension of IT governance principles, but makes the point that there is an important difference between the two.
Laney, Douglas. “The Birth of Infonomics, the New Economics of Information.” Gartner, October 2012.
This Gartner report discusses issues associated with the valuation of information as a business asset. Infonomics is an economic theory developed by Gartner that recognizes information as being an asset. Accounting theory can therefore be applied for managing information in the same manner as any other enterprise asset. At its core is a set of seven principles: 1. Information is an actual asset. 2. It has both potential and realized value. 3. Its value can be quantified. 4. It should be accounted for as an asset. 5. Information's realized value should be maximized. 6. Information's value should be used to help budget IT and business initiatives. 7. Information should be managed as an asset. By embracing the principles, organizations can achieve benefits in operational and financial performance.
Laurie, G., and N. Sethi. “Towards Principles-Based Approaches to Governance of Health-Related Research Using Personal Data.” European Journal of Risk Regulation 4, no. 1 (2013): 43-57.
Article presents a principles-based approach to information governance based on standards and values of individuals and institutions, as contrasted with a regulatory-based approach. Focus is on the value of information governance for research, perspective is European.
Liaw, S., C. Pearce, H. Liyanage, G.S. Liaw, and S. de Lusignan. “An Integrated Organisation-Wide Data Quality Management and Information Governance Framework: Theoretical Underpinnings.” Informatics in Primary Care 21, no. 4 (2014): 199-206. (Journal recently re-named Journal of Innovation in Health Informatics.)
Based on literature review, an organization-wide data quality management and information governance framework is presented to support the premise that collection of quality data supports safe and effective patient care. (Full-text available, open source journal)
Logan, Debra. “Hype Cycle for Enterprise Information Management.” Gartner, July 2012.
Defines and discusses the components, including organization and roles, associated with enterprise information management (EIM); identifies the maturity of EIM as “adolescent” and predicts that this “transformational” activity will become mature in 5-10 years. Strategies to begin valuation of information will drive and be driven by EIM.
O’Kane, Bill. “Nexus of Forces Boosts Information Governance and MDM.” Gartner, November 2012.
The increased visibility of the information component of the nexus of forces (mobile, social, cloud, and information) is boosting the need for information governance and leading to the creation of the new executive role of chief data officer (CDO). The new executive role of chief data officer is responsible for ensuring that materially valuable business information is valid, verifiable, managed, true, appropriately private and interoperable. The CDO meets the role's challenges partly through policies that assign some responsibilities to business data stewards and others (operational responsibilities) to IT data custodians. The role of the CDO is to lead in the management of information as a business asset. Effective use of information across the organization will impact how technology is used to support information governance.
“Redefining the Role of Health Information Management in the New World of Information Governance” Iron Mountain with co-author Linda Kloss, 2014.
Discusses HIM’s evolving role and transition from a focus on paper and low-value task and activities to the more strategic functions and roles associated with IG in healthcare. The white paper looks at current state and best practices that will enable HIM professionals to move to IG.
Reeves, Mary G., and Rita Bowen. “Developing a Data Governance Model in Health Care.” Healthcare Financial Management 67, no. 2 (February 2013): 82–86.
This article describes the data governance evolution and model used to address data from the EHR at Vanderbilt University Hospitals. The EHR was often inaccurate or incomplete and posed a potential risk to patient safety, confidentiality, and data quality. The article points out that making a solid business case for data governance is crucial for securing buy-in from executive management and organizational stakeholders. It is important to align business and IT strategies to ensure that resources are available for data governance. Data governance should be a priority for healthcare leaders.
Reichert, J., and Furlong, G. “Five Key Pillars of an Analytics Center of Excellence, Which Are Required to Manage Populations and Transform Organizations Into the Next Era of Health Care.” Nursing Administration Quarterly 38, no. 2 (2014): 159-165.
Article describes the financial and operational challenges of today’s healthcare environment, argues that data-driven organizations can serve new patient populations, improve quality and efficiency of care. Key pillars (governance, organizational structure, people, process, technology) are outlined as foundational to the developing this strategy. Importance of culture is addressed. (Full-text available to journal service subscribers.)
Reno, Danielle, and Sandra K. Kersten. “Getting Serious about Information Governance.” Journal of AHIMA 84, no. 5 (2013): 48–49.
The article described the data governance start up activities at Sutter Health. Recommendations for developing an information governance program include: 1. Create a vision to drive change by addressing business need such as a breach or reimbursement issue resulting from a management or data integrity issue. 2. Convene a steering committee, assign key roles, and engage executive leadership. 3. Define program's scope. 4. Conduct a current state assessment. 5. Develop a time frame; it could take 12-18 months just to get started. 6. Identify areas to achieve impact through an incremental approach. The goal is to ensure information assets are managed and controlled.
Rosenbaum, Sara. “Data Governance and Stewardship: Designing Data Stewardship Entities and Advancing Data Access.” Health Services Research 45, no. 5 part 2 (October 2010): 1442–1455.
Discusses data governance within the context of access to health information for clinical and health services research. This includes the role of the data steward whose function is to ensure trustworthiness of data, including it acquisition, storage, safeguarding and usage as well as ensuring that patient rights are respected.
Sedona Conference. “Sedona Conference Commentary on Information Governance.” 2013.
This commentary from the Sedona Conference, a legal think tank, explains the need for comprehensive information governance from a compliance and risk management standpoint. With a focus on records and information management, privacy and security, and e-discovery, it offers a set of 11 recommendations for organizations to address in information governance programs.
Selby, Judy and James Sherer. “A Year End Review of Information Governance.” Inside Counsel, December 20, 2013.
IG requires strategic coordination across all business units. A successful IG program should incorporate four lines of function within every organization: (1) organization and culture (addressing structure and change management). (2) Policy and management (3) Effect on business processes, and (4) technology optimization. IG models going forward will likely start with a C-suite position and undergo refinement based on organizational need. The risks and benefits of big data have been a prominent concern for executives. There is a recognized need for the effective organization, retrieval and destruction of information. IG programs must also address data security, including breach prevention and response. Done correctly, IG will not only prevent immediate failure of existing programs, but set up new programs for success.
Silic, Mario, and Andrea Back. “Factors Impacting Information Governance in the Mobile Device Dual-Use Context.” Records Management Journal 23, no. 2 (July 19, 2013): 73–89.
The proliferation of mobile devices brings new challenges associated with less ability to control these new sources of data. Through a semi-structured interview process with records management professionals, this research paper looks at the implications of mobile devices and information security for information governance. It found that organization security culture, mobile strategy and security framework were important issues to be considered in information governance associated with mobile technology.
Soares, Sunil. Selling Information Governance to the Business: Best Practices by Industry and Job Function. Ketchum, ID: MC Press, 2011.
This book reviews the business cases and lays out best practices for IG in several different industries and points out what they can learn from each other. Industries covered include financial services; healthcare; manufacturing; retail; transportation; government; energy; and telecommunications. It lays out 14 steps to implement an information governance program regardless of industry as well as roles and responsibilities, metrics, software tools, and maturity assessment.
Stackpole, B. “Information Governance Strategy: Developing a Roadmap for Managing Corporate Information.” Tech Target, September 2012.
Companies often develop information governance programs to mitigate compliance risks or as a means of leveraging unstructured data as a business asset. The article discusses the following basic information governance best practices for launching and sustaining an information governance program: (1) Set clear governance roles and responsibilities. (2) Create policies and procedures to support the program. (3) Appoint the proper leadership – an executive with the authority to make decisions. (4) Establish clear metrics and communicate the value of good governance. (5) Make information governance a continuous process. The biggest barrier to information governance success is the lack of rightful program “owner” – one with enough authority and enterprise support to focus a governance initiative and keep stakeholders engaged. To ensure that information governance programs don’t fail, executive leadership must hold team members accountable. This means factoring the IG role into job descriptions as well as performance measurements.
Tallon, P. P. “Corporate Governance of Big Data: Perspectives on Value, Risk, and Cost.” Computer, 46(6) (2013): 32-38.
Addresses the challenges and opportunities of big data in healthcare and discusses the challenge of balancing value creation and risk exposure. Costs and organizational challenges are explored. Flexible approaches, strategic thinking and competitive advantage are themes. Supplemental videos. (Available by subscription or purchase.)
“2013 Data Governance Survey Results.” Rand Secure Data White Paper.
This recent survey describes the areas where organizations are succeeding with data governance efforts and where they are lacking. Forty-four percent of survey respondents replied that their company does not have a formal data governance policy in place. Organizations in which C-level executives are very involved or extremely involved in data governance, are three times less likely to experience complete data loss or a data audit failure – indicating that there is a relationship between the involvement of C-level executives in implementing data governance solutions and the overall success of a data governance within an organization. Based on the results of this survey, Rand Secure Data recommends that all organizations develop a formal data governance policy or reevaluate your current policy; take a cross-functional approach to data governance; ensure that data governance policy complies with legal and regulatory requirements; consider implementing new technology solutions.
Weber, Kristin, Boris Otto, and Hubert Österle. “One Size Does Not Fit All—A Contingency Approach to Data Governance.” ACM Journal of Data and Information Quality 1, no. 1, (June 2009).
This paper offers a flexible approach for designing data governance models for organizations, referred to as a contingency approach, which focuses on the roles and decision rights of each actor in the data governance initiative. This approach is based on strategy adapted from IT governance and organizational theory and demonstrates the influence of performance strategy, diversification, organization structure, process harmonization, market regulation, and decision-making styles. This includes a corporate data strategy which links data management with major business drivers and outlines strategic goals. When applying the model in practice, companies can configure it to their specific needs.
Weill, Peter, and Jeanne Ross. “IT Governance: How Top Performers Manage IT Decision Rights for Superior Results.” Boston, MA: Harvard Business Review Press, 2004.
This book focuses on IT governance and the value it provides to organizations. It is heavily cited as an early model for information governance. (Available for purchase or via library loan.)
HIM Body of KnowledgeTM Resources
Adam, Chris. "Data Security Compliance in IT Asset Disposition." 2010 AHIMA Convention Proceedings, September 2010.
AHIMA. "HIM Functions in Healthcare Quality and Patient Safety. Appendix B: HIM’s Role in Data Governance." Journal of AHIMA 82, no.8 (Aug 2011): expanded online version.
AHIMA. "Protecting Patient Information after a Facility Closure (Updated)." Journal of AHIMA (Updated August 2011).
AHIMA. "Management Practices for the Release of Information." Journal of AHIMA 83, no.2 (February 2012).
AHIMA. “Breach Management Toolkit.” March 2014.
AHIMA. "Information Security—An Overview (Updated)." (Updated January 2014).
AHIMA. "Assessing and Improving EHR Data Quality (Updated)." Journal of AHIMA 86, no.5 (May 2015): 58-64.
AHIMA. "Retention and Destruction of Health Information." (Updated October 2013).
AHIMA. "Managing Unsolicited Health Information in the Electronic Health Record." Journal of AHIMA 84, no.10 (October 2013): 70-73.
AHIMA. "E- Discovery Litigation and Regulatory Investigation Response Planning: Crucial Components of Your Organization’s Information and Data Governance Processes." Journal of AHIMA 84, no.11 (November–December 2013): expanded web version.
AHIMA. "Data Standards, Data Quality, and Interoperability (Updated)." Journal of AHIMA 84, no.11 (November–December 2013): 64-69.
AHIMA. "Navigating a Compliant Breach Management Process." Journal of AHIMA 85, no.6 (June 2014): 56-58.
AHIMA. "Managing the Integrity of Patient Identity in Health Information Exchange (Updated)." Journal of AHIMA 85, no.5 (May 2014): 60-65.
AHIMA. "Information Governance Offers a Strategic Approach for Healthcare." Journal of AHIMA 86, no.11 (November 2015): 56-59.
AHIMA. "Rules for Handling and Maintaining Metadata in the EHR." Journal of AHIMA 84, no.5 (May 2013): 50-54.
AHIMA. "Integrity of the Healthcare Record: Best Practices for EHR Documentation." Journal of AHIMA 84, no.8 (August 2013): 58-62.
AHIMA. "Data Quality Management Model (Updated)." Journal of AHIMA 86, no.10 (October 2015): expanded web version.
AHIMA. "Fundamentals of the Legal Health Record and Designated Record Set." Journal of AHIMA 82, no.2 (February 2011): expanded online version.
Bonney, Steven. "HIM’s Role in Managing Big Data: Turning Data Collected by an EHR into Information." Journal of AHIMA 84, no.9 (Sept 2013): 62-64.
Butler, Mary. "Digging Out from Data Hoarding: Using Governance to Manage Information Assets and Prevent Digital Data Avalanches." Journal of AHIMA 85, no.10 (October 2014): 24-28.
Butler, Mary. "Keeping Information Clean: New Information Governance Efforts Challenge HIM to Sort Out Dirty Data." Journal of AHIMA 84, no.11 (November–December 2013): 28-31.
Butler, Mary. "Be e-Prepared: Tips for Tackling Ever-Changing Electronic Audits, e-Discovery, and e-Measures." Journal of AHIMA 85, no.11 (November–December 2014): 22-25.
Crawford, Mark. "Making Data Smart." Journal of AHIMA 88, no.2 (February 2014): 24-27.
Datskovsky, Galina, et al. "Evaluating the Information Governance Principles for Healthcare: Integrity and Protection." Journal of AHIMA 86, no.4 (April 2015): 48-49.
Datskovsky, Galina, Ron Hedges, and Sofia Empel. "Evaluating the Information Governance Principles for Healthcare: Accountability and Transparency." Journal of AHIMA 86, no.2 (February 2015): 52-53.
Datskovsky, Galina, Ron Hedges, Sofia Empel, and Lydia Washington. "Evaluating the Information Governance Principles for Healthcare: Compliance and Availability." Journal of AHIMA 86, no.6 (June 2015): 54-55.
Datskovsky, Galina, Ron Hedges, Sofia Empel, and Lydia Washington. "Evaluating the Information Governance Principles for Healthcare: Retention and Disposition." Journal of AHIMA 86, no.9 (September 2015): 50-51.
Dimick, Chris. "Governance Apples and Oranges: Differences Exist Between Information Governance, Data Governance, and IT Governance." Journal of AHIMA 84, no.11 (November–December 2013): 60-62.
Dolezel, Diane. "Metadata Offers Roadmap to Structured Data." Journal of AHIMA 86, no. 2 (February 2015): 44-46.
Empel, Sofia. "The Way Forward: AHIMA Develops Information Governance Principles to Lead Healthcare Toward Better Data Management." Journal of AHIMA 85, no.10 (October 2014): 30-32.
Eramo, Lisa A. "Healthcare’s Data Revolution: How Data is Changing the Industry and Reshaping HIM’s Roles." Journal of AHIMA 84, no.9 (Sept 2013): 26-32.
Fernandes, Lorraine, Michele O’Connor, and Victoria Weaver. "Big Data, Bigger Outcomes." Journal of AHIMA 83, no.10 (October 2012): 38-43.
Fernandes, Lorraine, and Michele O’Connor. "Data Governance and Data Stewardship: Critical Issues in the Move toward EHRs and HIE." Journal of AHIMA 80, no.5 (May 2009): 36-39.
Garvin, Jennifer Hornung, Theresa D. Jones, Lydia Washington, and Christine Weeks. "Data Collection and Reporting for Healthcare Disparities" Journal of AHIMA 80, no.4 (April 2009): 40-43.
Hardwick, Don; Mariela Twiggs, and James H. Braden. "Optimizing PHI Disclosure Management in the Age of Compliance." Journal of AHIMA 86, no.2 (February 2015): 32-37.
Hedges, Ron. "Using Information Governance Principles to Respond to Litigation." Journal of AHIMA 86, no.3 (March 2015): 36-37.
Hyde, Linda, et al. "Data Mapping and Its Impact on Data Integrity." AHIMA White Paper, 2013.
Kadlec, Lesley. "Coming Soon to Your Healthcare Facility: Information Governance: A Look at Healthcare Information Governance Trends through Practical Case Studies." Journal of AHIMA 85, no.8 (August 2014): 26-32.
Kadlec, Lesley. "Keeping Your ‘I’ on Information Governance." Journal of AHIMA 88, no.1 (January 2014): 54-55.
Kadlec, Lesley. “State of Health Information Governance in Healthcare. Case Study—Academic Medical Center System.” February 2014.
Kadlec, Lesley. “State of Health Information Governance in Healthcare. Case Study—Four Hospital Integrated Delivery System.” February 2014.
Kadlec, Lesley. State of Health Information Governance in Healthcare. Case Study—Interstate Integrated Delivery System.” February 2014.
Kadlec, Lesley. State of Health Information Governance in Healthcare. Case Study— Large Regional Integrated Delivery System.” February 2014.
Kallem, Crystal. "Data Stewardship: Global Recommendations for Local Action" Journal of AHIMA 79, no.9 (September 2008): 58-59, 63.
Kloss, Linda L. "Leading Innovation in Enterprise Information Governance." Journal of AHIMA 84, no.9 (Sept 2013): 34-38.
Kohn, Deborah. "Managing Outside Information: Creating an Internal Plan for Externally Generated Information." Journal of AHIMA 81, no.3 (March 2010): 44-45.
Kos, Steven V. "Implementing Data Governance and Data Stewardship: The Journey Never Ends." 2009 AHIMA Convention Proceedings, October 2009.
Landsbach, Grant, and Beth Just Haenke. "Five Risky HIE Practices that Threaten Data Integrity." Journal of AHIMA 84, no.11 (November–December 2013): 40-42.
Nunn, Sandra. "Driving Compliance through Data Governance" Journal of AHIMA 80, no.3 (March 2009): 50-51.
Orlova, Anna, Lisa Spellman, and Diana Warner. "Supporting Health IT Standardization Across the Globe." Journal of AHIMA 85, no.11 (November–December 2014): 58-61.
Patten, Melinda, Karen Proffitt, and Susan Lucci. "Information Governance Initiatives Essential for Strategic Alliances." Journal of AHIMA 85, no.4 (April 2014): 48-49.
Reeves, Mary G., and Rita Bowen. "Governing Healthcare’s Most Valuable Asset—Data." Journal of AHIMA 83, no.10 (October 2012): 62-65.
Reno, Danielle, and Sandra K. Kersten. "Getting Serious About Information Governance." Journal of AHIMA 84, no.5 (May 2013): 48-49.
Rogers, Anne M. "Privacy and Security for All: Building the “Model Clinic” for Healthcare Security and Compliance." Journal of AHIMA 86, no.3 (March 2015): 28-31.
Rose, Angela Dinh. "Information Governance’s Privacy and Security Component." Journal of AHIMA 84, no.11 (November–December 2013): 54-56.
Sandefer, Ryan H., Dilhari R. DeAlmeida, Michelle Dougherty, Desla Mancilla, and David T. Marc. "Keeping Current in the Electronic Era: Data Age Transforming HIM’s Mandatory Workforce Competencies." Journal of AHIMA 85, no.11 (November–December 2014): 38-44.
Stanfill, Mary H. "Integrating Information Governance Practices into the Coding Process." Journal of AHIMA 85, no.11 (November–December 2014): 62-64.
Taylor, Lisa Brooks. "Time to Step Up: HIM Professionals Embrace Growth in Health Data Analyst Role." Journal of AHIMA 84, no.4 (April 2013): 48-49.
Washington, Lydia. "From Custodian to Steward: Evolving Roles in the E-HIM Transition." Journal of AHIMA 81, no.5 (May 2010): 42-43.
Wiedemann, Lou Ann. "Managing External Reviewer Requests in the EHR: Considerations, Requirements, and Associated Expenses." Journal of AHIMA 82, no.3 (March 2011): 40-41.
Zeiour, Collette, and Mariela Twiggs. "Instituting an Enterprise-wide PHI Disclosure Management Strategy." Journal of AHIMA 86, no.4 (April 2015): 24-26.