Choosing the Right IT Projects to Deliver Strategic Value Session 206, February 22, 2017 Tom Selva, MD CMIO MU Health Care

Transcription

1 Choosing the Right IT Projects to Deliver Strategic Value Session 206, February 22, 2017 Tom Selva, MD CMIO MU Health Care 1 Seth Katz, MPH, RHIA Associate Administrator, Information Management Truman Medical Centers

2 Speaker Introductions Tom Selva, MD Chief Medical Information Officer University of Missouri Health Care Seth Katz, MPH, RHIA Associate Administrator, Information Management Truman Medical Centers 2

3 Conflict of Interest Tom Selva, MD Seth Katz, MPH, RHIA Has no real or apparent conflicts of interest to report. 3

4 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 4

5 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 5

6 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) 6 $61.5 M Return Over 5 years (MU Health Care) 10% increase in Overall EMR Satisfaction (Providers, ) (MU Health Care) $65M $65 Return M Return Over Over 5 years 5 years (Truman Medical Centers) (Truman Medical Centers)

7 University of Missouri Health Care 7

8 Truman Medical Centers TMC Hospital Hill TMC Lakewood 8

9 What s the Problem? 9

10 Perspectives 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 10

11 Show-Me State Truman Medical Centers, Kansas City, Missouri MU Health Care, Columbia, Missouri 11

12 Governance Cycle Strategy & Oversight Value Financial Planning Execution & Accountability Review, Prioritization, & Metrics 12

13 Governance Cycle Strategy & Oversight Value Financial Planning Execution & Accountability Review, Prioritization, & Metrics 13

14 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. 14

15 MU Health Care Approach Tiger Institute Prioritization and Steering Committee (TIPS) Orders Management Committee Document Management Committee Multidisciplinary Informatics Council Clinical Informatics Council Patient Portal Steering Committee Provider Experience Chemotherapy Subcommittee MU Healthe Committee EMR Physician Council Clinical Decision Support Pharmacy Advisory Council 15

16 KC one Health Innovation Alliance Approach Truman Medical Centers Board of Directors Cerner Board of Directors Med Executive Committee Governance Nursing Executive Committee Strategic Planning Alignment ETAC VCO/ Pop Health Workgroup Health & Wellness Operations VCO Review Committee Population Health Program Mgmt Health & Wellness Committee 16 Project / Oversite Committee KC one Operations & Advancement Patient Safety Advancement Revenue Cycle

17 Governance Cycle Strategy & Oversight Value Financial Planning Execution & Accountability Review, Prioritization, & Metrics 17

18 Budget Approach MU Health Care A centralized IT governance process requires a centralized IT budget. Truman Medical Centers IT budget clearly identified in capital and operating budget plan & vetted through operational & IT leaders. CIO chairs Capital Planning Committee. 18

19 Governance Cycle Strategy & Oversight Value Financial Planning Execution & Accountability 19 Review, Prioritization, & Metrics

20 Standing Agenda MU Health Care Proposal Review Project request (short form) Project full analysis (long form)* Projects at risk Benefits realization Budget/investment tracking *Requires Executive Sponsor engagement. Truman Medical Centers 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 20

21 Process Results and the Halo Effect $6.4 M Capital Give Back Over last 2 years (MU Health Care) 21

22 Governance Cycle Strategy & Oversight Value Financial Planning Execution & Accountability Review, Prioritization, & Metrics 22

23 The 4 Step Process Initial Request Due Diligence Design/ Implement Report 23

24 Value MU Health Care $61.5 M Return Over 5 years (MU Health Care) 24

25 Value Truman Medical Centers $65 M Return 12 Physician Specialty Workflows in EMR Over 5 years (Truman Medical Centers) 25

26 Governance Cycle Strategy & Oversight Value Financial Planning Execution & Accountability Review, Prioritization, & Metrics 26

27 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) 27 $61.5 M Return Over 5 years (MU Health Care) 10% increase in Overall EMR Satisfaction (Providers, ) (MU Health Care) $65M $65 Return M Return Over Over 5 years 5 years (Truman Medical Centers) (Truman Medical Centers)

28 Culture Matters 28

29 Questions Contact Information Tom Selva, MD Seth Katz Please remember to complete your online session evaluation Tom Selva Tom Selva RHIAkatz Seth Jeremy Katz 29