PRISM Regional PRISM Regional, a subsidiary of Fletcher Allen Health Care, will leverage its existing information systems to automate the clinical and business functions of the regional hospitals and physician groups, resulting in a shared information system architecture that provides consistent access to patient information for all participating providers. The Director will be responsible for all aspects of PRISM Regional startup including recruitment, budget oversight, and execution of project, acting as a liaison between all parties.4/9/2013 Milan Caha 1
Big Picture $737B - ARRA (American Recovery & Reinvestment Act) $19.1B – HITECH (Health Information Technology for Economic and Clinical Health) $162M – HIE awards to 16 states and SDE (State Designated Entities) by HHS to facilitate non-proprietary HIE that adheres to national standards and advanced widespread “meaningful use” of health IT $12M – VITL (Vermont Information Technology Leaders) and VT Department of Human Services (Division of Healthcare Reform) have been awarded two ONC (Office of the National Coordinator) cooperative agreements: to serve as the state’s Regional HIT Extension Center ($6.8M) and to support HIE (Health Information Exchange) ($5M) FAHC will work very closely with VITL during the PRISM Regional project4/9/2013 Milan Caha 2
Why Health IT by. Milan Caha, MSEE HIT HIE Director - SMARTvt It allows comprehensive management of medical information and its secure exchange between healthcare consumers and providers. Broad use of HIT has the potential to improve health care quality prevent medical errors increase the efficiency of care decrease paperwork expand access to affordable care improve population health4/9/2013 Milan Caha 3
Service Strategy: Define objectives as a strategic business asset. Understanding the short and long term organization goals. Demand Management: Initially 4-6 hospitals and about 10 physician practices Understanding the existing business process and organizational flexibility and potentially embraced new, more effective and efficient ones Financial Management Estimated budget revenues and expenses scheduled to be determined in April 2010 General understanding of the available resources (people, $$$), scope and timeframe Service Portfolio Management Evaluated and determined by overall project milestones (ex: meaningful use criteria) Project Charter Selecting a sponsor (c-level) and stakeholders Define goal statement and project scope Define success as customer benefit Execute established business case4/9/2013 Milan Caha 4
Service Design: Convert strategic objectives into new or modified services using integrated approach. Service Portfolio – System components and tools needed to meet business requirements Services Solutions – Functional requirements, resources and capabilities needed Technology Architectures –Tools needed to provide the service and meet business objectives Processes needed to design, transition, operate and continuously improve the service Capacity Management Availability Management IT Service Continuity Management Information Security Management Supplier Management Service Catalogue Management Measurement System – methods and metrics used for transition plan, operational plan and user acceptance.4/9/2013 Milan Caha 5
Service Transition: The primary objective is the development and improvement of capabilities for transitioning new and modified services into operation. Ensure that new and modified services meet requirements and do not adversely impact the IT infrastructure or business processes Reduce the variation between estimated and actual cost risks and timelines Deploy quality releases in the most efficient manner while minimizing business disruption. Processes: Knowledge Management Service Asset & Configuration Management Change Management Release and Deployment Management4/9/2013 Milan Caha 6
Service Operation: The management of PRISM Regional services that ensures effectiveness and efficiency in delivery and support. Functions: Service Desk Technical Management Application Management IT Operation Management Processes: Event management Incident Management Problem Management Request Fulfillment Access Management4/9/2013 Milan Caha 7
Continual Service Improvement: Reasons to monitor and measure: Validate (Are we supporting the strategy and vision?) Direct (Based on factual data, people/organization can be guided to change behavior.) Justify (Do we have right targets and metrics? Intervene (Take corrective actions after identifying improvement opportunities.) Metrics organization will need to support CSI Technology Process Service Improvement process (ex: Plan, Do, Check, Act)4/9/2013 Milan Caha 8
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