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leidoshealth.com
What Organizations Needfrom the CIO and ITBECKER’S HOSPITAL REVIEWAsher Kramer, National Practice Director – Strategy
May 16, 2014
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Effective IT planning must be grounded by organizational purpose and strategy. A clear understandable vision of the future and a well-aligned strategy
to achieve this vision and associated outcomes is fundamental to success.
IT must align itself to …
IT Strategic Alignment Planning
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Address Major Priorities
Source: ABCO, ©Advisory Board Company
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PAIN POINTS IDENTIFIED BY LEIDOS CLIENTS
Understand Key Pain Points
Base: Leidos Health Client Survey, January 2014
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CUSTOMER TECHNOLOGY CONCERNS
Base: Leidos Health Client Survey, January 2014
Alleviate Technology Concerns
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Voice of The Customer (VOC) Strategic AlignmentMethodology Employed
Results of findings from 15 organizations using VOC interview
15-20 interviews with 35-45 IT stakeholders at each organization
C-Suite retreat and alignment results – What IT needs to do to promote and help to achieve the organization’s strategic goals
Business Requirements
Use cases or scenarios
Business Rules
Functional Requirements
Quality AttributesExternal Interface
Requirements
Constraints
Data Definitions
Solution Ideas
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Organization Because There is and Which creates Resulting in
A
IT governance is not inclusive and does not support accountability, standardization, and end user adoption
Poor end user processes, training, and adoption
Poor IT system support of organizational workflows and processes
No interoperability and communication
Lack of integration of information across continuum
BThe organization lacks a comprehensive vendor solution...
An IT environment that is complex difficult to maintain, resource and train
Our systems are not integrated to support population health
A lack of physician and end user centered design
The current IT system and associated processes not optimized to provide robust analytics and decision support
Why Could IT Fail to Support the Organization’s Strategy?Case Study Examples
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Most Important IT FunctionsResults of Leidos Health Leadership Survey
IT Function % Organizations Rating Most Important
A IT Governance 72.7%B Training and adoption 72.7%C Data, interoperability, and decision support 72.7%D Strategic and regulatory reform alignment 63.6%E System fragmentation & complexity 54.5%F System ease of use 45.5%G IT resources and support 36.4%H System and vendor reliability 36.4%I Inefficient workflows and processes 27.3%J Quality and patient safety 27.3%K Physician engagement and design 18.2%
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Gap Analysis of Key IT Enabled System CapabilitiesHow important vs. how satisfied organizations are (scale of 1-5)
IT Enabled System Capability Gap
A. Access to a single, comprehensive clinical record when treating patients 2.7
C. Ability to access patient information remotely and with a high degree of mobility (i.e., handhelds) 2.4
B. Ability to share clinical information & communicate electronically between clinicians treating the same patient 2.3
I. Ability of patients to access their information and communicate with their caregivers 2.3
O. Ability to support and optimize end user workflows, acceptance and adoption of systems 2.1
H. Ability to support the streamlined flow of patients through the system (i.e., registration, scheduling, check-in/out) 2.1
E. Ability to understand the costs associated with the clinical services we deliver 1.9
D. Ability to understand and manage the overall health status of our patient population 1.8
K. Ability to access information (via Help Desk or online) to troubleshoot applications (i.e., the software) 1.7
L. Speed and reliability of the network 1.6
F. Availability of robust decision support and analytical tools to help make better business and clinical decisions 1.4
M. Security of our patient information and knowing we have reliable 24x7 access to it 1.3
J. Installation and support of desktop PCs (i.e., the hardware) 1.1
N. Ability to support revenue cycle processes, patient throughput, and business office workflows 0.9
G. Ability to manage other critical business information such as H/R, payroll and materials/supplies 0.7
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Key Finding Focus Area Ideal Future State
IT governance is not inclusive and does not support accountability, standardization, and end user
adoption
Ability to counter external competitive threats An IT governance structure
flexible, sustainable, and scalable enough to meet
internal and external threats and exercise strong change
control
Ability to adapt to the changing needs of the organization
System and strategy ability to support the future needs of the organization.
Poor end user processes, training, and adoption
Training and education programs ability to promote optimal use of the system
System and processes that are integrated, user-friendly,
and adequately trained to promote adoption and focus
on patient care
System ability to allow providers to focus on patient care
System ability to integrate workflows and eliminate manual processes
Ability to be user friendly
What C-Suites Need from the CIO
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Key Finding Focus Area Ideal Future State
System does not facilitate improved efficiency, quality, and safety in care
delivery
System depth to support the desired organizational process
A system that supports and allows continuous redesign and improvement of organizational
processes
No interoperability and communication
Ability to support mobility and remote accessAn IT system and infrastructure
that promotes alignment, accessibility, and communication through multiple channels with
internal and external stakeholders
IT environment to support effective communication
System and processes to promote patient ease of use and accessibility
Ability to eliminate infrastructure limitations
Lack of integrated EMR for decision support and supported access to
information
Ability to support integration of information across the continuum of care IT system that is fully integrated
across continuum of care within the organization and across the
greater community
Ability to provide information for adequate clinical decision support
Provision of information for staff modeling capabilities and enablement
What C-Suites Need from the CIO
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Key Finding Focus Area Ideal Future State
IT Resource Constraints – Customer Service
Ability to engage the customer (IS Resources)Robust IT resources to
provide customer support and IT engagement
IS as a liaison to clinical, operating, and financial stakeholders
Ability to be reliable source of data/system access
System does not support organizational strategic goals or
healthcare reform
Alignment with organizational strategy for ideal future state IT system that is fully
integrated and aligned across continuum of care within organization and
across the greater community
Ability to support accountable care and population health management
Support of Stages 2 & 3 Meaningful Use Including HIE and Interoperability
Ability to provide financial information to support changing reimbursement models
What C-Suites Need from the CIO
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Effective IT Governance CIO Response
Single “buck stops here” governing group
Simplified structure across care continuum with end user representation
Collaboration between IT and clinical and operational departments
IT Project Management
Leadership
Information Services Executive Steering
Committee
Technology and Infrastructure Standards
Clinical Standards
Revenue Cycle Standards
Inpatient & Ancillary
Ambulatory& Community
Data Governance, Analytics and Knowledge
Management
Adoption and Patient Experience
Patient Access
Billing & Payment
Methodologies
Physician Advisory Committee
Security & Compliance
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Responsive IT Organization CIO Response
Integrated IT Team- Build
- Configuration- Optimization
- Testing
- Training- Support
- Upgrades
IT Strategy, Resources, Infrastructure, and Support Organized and Aligned to Promote One Patient and One Record Enabled by Technology
Training
System
Admin
BI, R
epor
ting,
& A
naly
tics
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Strategy without execution is just a conversation in theory
Execution without strategy is chaos
Effective leadership
bridges the gap between strategy
and execution
Effective IT Resource Planning and AlignmentCIO Response
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Where are Your Pain Points?
IT has enough resources to accomplish our goals,
right?
Do we prioritize our projects based on our strategy or
does the loudest voice win?
Are all of our investment dollars going towards achieving our goals?
Can we track our goals as executives and as
operational leaders?
Is our IT governance process effective and
efficient?
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Develop multi-year roadmaps to effectively plan strategic budget
Effectively prioritize initiatives and projects based on the strategic
drivers of the organization
Create alignment that will link your strategy to your initiatives to your
goals and metrics
Connecting Strategy to Operations
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Manage and track your success in the boardroom and on the project
floor
Executive Dashboards that can accommodate one hospital or an
entire hospital system
Track large initiatives and small projects
Track and plan strategic acquisitions, service lines, and
initiatives
Measuring Success
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Identify under-utilized and/or inefficient IT applications
Generating Efficiency
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Assure effective IT governance Align IT strategy with organizational strategy Assure the IT organizational structure supports business needs Empower organization to connect strategy to operations Design systems around end user needs Eliminate noise and bias in project identification by prioritizing
initiatives based on strategies Identify under-utilized and/or inefficient applications Plan and budget initiatives based on strategic goals Optimize budget and resource planning Execute and manage initiatives and strategy at executive and
operational level
Summary - Goals for a Strategic CIO
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Asher Kramer – National Practice Director, StrategyMobile: 207.831.5933 | Email: [email protected]
Thank You
Visit us at leidoshealth.com