choosing the right it projects to deliver strategic valuechoosing the right it projects to deliver...
TRANSCRIPT
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Choosing the Right IT Projects to Deliver Strategic Value Session 206, February 22, 2017
Tom Selva, MDCMIO
MU Health Care
Seth Katz, MPH, RHIAAssociate Administrator, Information ManagementTruman Medical Centers
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Speaker Introductions
Tom Selva, MDChief Medical Information Officer
University of Missouri Health Care
Seth Katz, MPH, RHIAAssociate Administrator, Information Management
Truman Medical Centers
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Conflict of Interest
Tom Selva, MD
Seth Katz, MPH, RHIA
Has no real or apparent conflicts of interest to report.
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Agenda
• Learning Objectives
• Value Steps Overview
• Organizational Overviews
• What’s the Problem?
• The Governance Cycle Process
– Strategy and Oversight
– Financial Planning
– Prioritization & Metrics
– Execution & Accountability
– Value
• Culture Matters
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Learning Objectives
• Assess the importance and possible outcomes from having a strong IT governance structure
• Identify the essential steps to develop a defined IT governance process
• Analyze the value in early due diligence and post-implementation reporting
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The Value of the Process Itself
• Improves organizational fiscal responsibility (e.g., capital give back)
• Improves provider EMR satisfaction
• Aids in measuring IT Return on Investment (Value to the health system)
$6.4 M
Capital Give
Back
Over last 2 years
(MU Health Care)
10%
increase in Overall
EMR Satisfaction
(Providers,
2015-2016)
(MU Health Care)
$65M Return
Over 5 years
(Truman MedicalCenters)
$61.5 M
Return
Over 5 years
(MU Health Care)
$65 M Return
Over 5 years
(Truman Medical Centers)
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University of Missouri Health Care
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Truman Medical
Centers
TMC Hospital Hill
TMC Lakewood
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What’s the Problem?
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“In our system, we don’t do IT
projects. We do projects for our
patients and our clinicians that are
enabled by IT.”
~Tom Selva, MD
“Our job is to make patient care efficient
and safe through the best technology
available putting the right information in
the right hands at the right time.”
~Seth Katz, MPH,RHIA
Perspectives
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“Show-Me” State
Truman Medical Centers,
Kansas City, Missouri
MU Health Care,
Columbia, Missouri
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Governance CycleStrategy & Oversight
Financial Planning
Review, Prioritization,
& Metrics
Execution & Accountability
Value
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Governance Cycle Strategy & Oversight
Financial Planning
Review, Prioritization,
& Metrics
Execution & Accountability
Value
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In order to move forward in
Health IT you must have a
strong governance structure
and the will and discipline to
stick to that structure.
The alternative is chaos.
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MU Health Care Approach
Tiger Institute Prioritization and Steering Committee
(TIPS)
Orders Management Committee
Chemotherapy Subcommittee
Pharmacy Advisory Council
Clinical Decision Support
Document Management Committee
Multidisciplinary Informatics Council
Clinical Informatics Council
Patient Portal Steering Committee
MU HealtheCommittee
Provider Experience
EMR Physician Council
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KC one Health Innovation Alliance Approach
Population Health
Program Mgmt
VCO Review
CommitteeProject / Oversite CommitteeHealth & Wellness Committee
Governance
VCO/ Pop Health Workgroup OperationsHealth & Wellness
ETAC
KC one
Operations &
Advancement
Patient Safety
AdvancementRevenue
Cycle
Truman Medical
Centers Cerner
Med Executive Committee
Nursing Executive Committee
Strategic Planning Alignment
Board of Directors Board of Directors
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Governance CycleStrategy & Oversight
Financial Planning
Review, Prioritization,
& Metrics
Execution & Accountability
Value
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Budget Approach
A centralized IT governance process requires a centralized IT budget.
IT budget clearly identified in capital and operating budget plan & vetted through operational & IT leaders. CIO chairs Capital Planning Committee.
MU Health Care Truman Medical Centers
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Governance CycleStrategy & Oversight
Financial Planning
Review, Prioritization,
& Metrics
Execution & Accountability
Value
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Standing AgendaMU Health Care Truman Medical Centers
• Proposal Review
– Project request (short form)
– Project full analysis (long form)*
• Projects at risk
• Benefits realization
• Budget/investment tracking
*Requires Executive Sponsor engagement.
• Review Projects in early phases for approval/prioritization
– Presentation of new projects for prioritization to Executives
• Review Completed projects and success measures including ROI achievement
• Key Status updates
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Process Results and the “Halo Effect”
$6.4 M Capital
Give Back
Over last 2 years
(MU Health Care)
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Governance CycleStrategy & Oversight
Financial Planning
Review, Prioritization,
& Metrics
Execution & Accountability
Value
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The 4 Step Process
Initial Request
Due Diligence
Design/ Implement
Report
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Value – MU Health Care
$61.5 M
Return
Over 5 years
(MU Health Care)
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Value – Truman Medical Centers
12Physician
Specialty
Workflows in
EMR
$65 M
Return
Over 5 years
(Truman Medical Centers)
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Governance CycleStrategy & Oversight
Financial Planning
Review, Prioritization,
& Metrics
Execution & Accountability
Value
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The Value of the Process Itself
• Improves organizational fiscal responsibility (e.g., capital give back)
• Improves provider EMR satisfaction
• Aids in measuring IT Return on Investment (Value to the health system)
$6.4 M
Capital Give
Back
Over last 2 years
(MU Health Care)
10%
increase in Overall
EMR Satisfaction
(Providers,
2015-2016)
(MU Health Care)
$65M Return
Over 5 years
(Truman MedicalCenters)
$61.5 M
Return
Over 5 years
(MU Health Care)
$65 M Return
Over 5 years
(Truman Medical Centers)
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Culture Matters
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Questions
Tom Selva, MD
Please remember to
complete your online
session evaluation
Contact Information
Seth Katz
Tom Selva
Tom Selva
RHIAkatz
Seth Jeremy Katz