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Practical M&A: One CIO's Experience - Interop 2016

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Inspira Health Network CIO, Tom Pacek, shares lessons learned from his IT group in merging health systems which included three hospitals, 100+ locations and 1000+ physicians. Lessons included considering technologies, practice and policies, budgets and positions, standardization and people.

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Practical M&A: One CIO's Experience - Interop 2016

  1. 1. Practical M&A: One CIO’s Experience
  2. 2. Inspira Health Network 3 Hospitals 100+ locations 3 counties Southern New Jersey (1100 mile radius) 1000+ Physicians
  3. 3. 3 Years Post Merger 2015 Healthcare IT News “Best Large Hospital IT Department” Inspira Health Network
  4. 4. What did it take? Identifying the Inventory Doing Assessments Standardization Adopting and Living the Values Achieving Success
  5. 5. What did it take? Identifying the Inventory Doing Assessments Standardization Adopting and Living the Values Achieving Success
  6. 6. Identifying the Inventory Technologies Equipment – network, servers, telephony, computers, etc Applications – management software, end user software Security – physical, application, service Services – voice, data and video
  7. 7. Identifying the Inventory Practices and Policies ITIL - Access, Incident, Problem, and Change Management Requests - Capital Equipment, Project, Report, Interface Security Incidents – definition, how to report and respond
  8. 8. Identifying the Inventory Budgets and Positions Operating Budgets Capital Budgets Positions and FTEs Contracted Staff Outsourced Services
  9. 9. What did it take? Identifying the Inventory Doing Assessments Standardization Adopting and Living the Values Achieving Success
  10. 10. Doing Assessments Technology Age, condition, useful life Current and historical performance Customer feedback Staff feedback
  11. 11. Doing Assessments Practices and Policies How current are they? Are they being used? Are they effective? Are they required? Are they still needed?
  12. 12. Doing Assessments Budgets and Positions Similarities and Differences Positions (titles, job descriptions, salaries) Compensation Customer Feedback Staff Feedback
  13. 13. What did it take? Identifying the Inventory Doing Assessments Standardization Adopting and Living the Values Achieving Success
  14. 14. Standardization Technologies Reduces the number of vendors Reduces operating costs More effective capital purchases Stronger team with more depth
  15. 15. Standardization Practices and Policies Identify or adopt best practices Consistency and efficiency Create shared expectations Improves Customer Service Experience
  16. 16. Standardization Budgets and Positions Consistency Efficiency Satisfying Benchmarking
  17. 17. What did it take? Identifying the Inventory Doing Assessments Standardization Adopting and Living the Values Achieving Success
  18. 18. Adopting and Living the Values Service Statistics Benchmarks Customer Feedback
  19. 19. Adopting and Living the Values Quality and Safety Statistics Benchmarks Preventive Maintenance Feedback from our patients and community
  20. 20. Adopting and Living the Values Growth Common infrastructure – standard and efficient Templates – allows for speed Innovation – promotes business growth
  21. 21. Adopting and Living the Values Financial Efficiency Optimization Cost reduction Revenue generating opportunities
  22. 22. Adopting and Living the Values People Respect – professional and personal Relationship – professional and personal Opportunities – additional or new responsibilities, educational, advancement, for fun Recognition – individual and team Trust and Loyalty – the ultimate goal
  23. 23. What did it take? Identifying the Inventory Doing Assessments Standardization Adopting and Living the Values Achieving Success
  24. 24. Achieving Success Creativity Input from the employees - Contests to generate interest and ideas - Contests also generate team building - Stimulates employee engagement - Stimulates pride of the job done, team, department
  25. 25. Achieving Success Collaboration Partnering together - Multidisciplinary work projects - Employee initiatives (walking breaks, volleyball, etc) - Fundraising activities and events (helping others in need) - Focus groups (community feedback and direction)
  26. 26. Achieving Success Consistency Accountability – “Anyone can help” Address items identified in employee opinion surveys 360 degree feedback and performance evaluations Open door policy Common goals The Year in Review report to the Board
  27. 27. Achieving Success Celebrate Individual Recognition - Non-Monetary recognition (Special parking space, name on plaque / wall, award of excellence, etc) - Monetary (gift cards, bonus check, etc)
  28. 28. Achieving Success Celebration Team Recognition - Public / Industry appreciation (MOST WIRED, BEST HOSPITAL IT DEPARTMENT, etc) - Celebrate together (luncheon, dinner, fun activity outside of the office, gift certificates, bonuses)
  29. 29. Achieving Success
  30. 30. Practical M&A: One CIO’s Experience

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