Delivering Value through Innovation:        A Portfolio Perspective    HINZ Annual Conference November 2012Darren Douglass...
BackgroundOur Region•   5 DHBs from Cape Egmont to East Cape•   56,728² km (21% of NZ land mass)Our Population•   Approxim...
BackgroundOur Objectives•   To build the workforce             •    To improve quality•   Systems integration across the  ...
Outline•   Defining Innovation and Portfolio Management•   The Challenges•   Portfolio Management Approach•   Midland IS P...
Definitions•   The ability to create new sustainable value and diffuse it within the health system•   Innovation = Inventi...
The Challenges•   Innovation is risky•   Innovation requires investment and resources•   Innovation requires commitment to...
Portfolio Management             Portfolio Definition                            Portfolio Delivery                       ...
Midland IS Portfolio: Principles•   Clinical and senior management commitment is critical•   IS Portfolio governance is in...
Midland IS Portfolio: Governance                                      Midland CEO Group                                   ...
Midland IS Portfolio: Reporting              FY12/13 Investment by type                        Investment by year         ...
What have we achieved?•   Improved visibility of what investments are being made and the expected value•   Strengthened cl...
Where to from here?•   Continue to review and maintain the IS Portfolio•   Focus on the key challenges:     • Focus on bus...
Conclusions•   The Innovation Challenge is not Invention..... it is Execution•   Portfolio Management is essential for suc...
Questions?Darren DouglassMidland IS Portfolio Manager, Healthshare LimitedPhone: 0274 556 091Darren.douglass@hiq.net.nzHIQ...
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Delivering Value through Innovation: A Portfolio Perspective

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Darren Douglass
IS Portfolio Manager
Midland Health
(Friday, 10.35am, Works Infrastructure Room)

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Delivering Value through Innovation: A Portfolio Perspective

  1. 1. Delivering Value through Innovation: A Portfolio Perspective HINZ Annual Conference November 2012Darren Douglass Midland IS Portfolio ManagerTom Watson Chair, Midland IS Executive
  2. 2. BackgroundOur Region• 5 DHBs from Cape Egmont to East Cape• 56,728² km (21% of NZ land mass)Our Population• Approximately 750,000 people (20% NZ pop)Our Organisations• 5 Bay of Plenty, Lakes, Tairawhiti, Taranaki and Waikato DHBs• Healthshare, the Midland region’s shared services agency 2
  3. 3. BackgroundOur Objectives• To build the workforce • To improve quality• Systems integration across the • To improve clinical information systems continuum of care • To improve Maori health outcomesGovernance• Regional activities led by the five DHB Board Chairs and Chief Executives• Healthshare coordinate the delivery of regional planning and implementationInformation Services• Regional IS Plan aligned to RSP and National Health IT Plan• Regional IS Leadership functions established in Healthshare• Working collaboratively with DHB CIOs 3
  4. 4. Outline• Defining Innovation and Portfolio Management• The Challenges• Portfolio Management Approach• Midland IS Portfolio• Achievements• Next Steps• Wrap Up and Questions 4
  5. 5. Definitions• The ability to create new sustainable value and diffuse it within the health system• Innovation = Invention + Execution• Invention can be done alone (one vendor, one service, one IT department)• Execution must always be collaborative and work within the social contextPortfolio Management• A coordinated set of strategic processes and decisions that enable the most effective balance of organisational change and BAU• To secure optimal value and clinical outcomes from IT related investments at an affordable cost, with an acceptable risk profile 5
  6. 6. The Challenges• Innovation is risky• Innovation requires investment and resources• Innovation requires commitment to clinical and business change• Regionalisation requires commitment to clinical and business change• Portfolio Management requires saying no to unaligned investments• IT is resourced as a cost centre and compliance function• IT systems are complex and internally focused on one organisation• Regionalisation requires investment in enabling systems Disruptive business models improve quality, accessibility and affordability by changing the way hospitals and doctors work. ~Innovator’s Prescription 6
  7. 7. Portfolio Management Portfolio Definition Portfolio Delivery Benefits management Understand Categorise Management control Financial management Delivery of RiskPrioritise strategic objectives mgmt Resource Stakeholder Plan management engagement Balance Organisational governance *OGC MoP 7
  8. 8. Midland IS Portfolio: Principles• Clinical and senior management commitment is critical• IS Portfolio governance is integrated into regional governance structures• Delivery of optimal value through a mix of strategic and tactical investment in local, regional and national initiatives• Informed decision making• Collaboration and engagement across stakeholders to ensure success 8
  9. 9. Midland IS Portfolio: Governance Midland CEO Group Reports to RSP Midland IS Executive Group Steering Group Clinical IS Corporate IS One HealthClinical Programme Programme ProgrammeNetworks Board Board Board IS Service r edaeLl ac nl C Midland IS Leadership Group Delivery i i 9
  10. 10. Midland IS Portfolio: Reporting FY12/13 Investment by type Investment by year FY13/14 Investment by type 3% 1%$40,000,000$35,000,000 30% 27% 35%$30,000,000 Waikato DHB$25,000,000 Taranaki DHB 50% Tairawhiti DHB$20,000,000 Lakes DHB$15,000,000 BOP DHB Midland Region$10,000,000 3% 19% $5,000,000 0% Clinical Clinical 32% Corporate $0 Corporate Facility development Facility development 2012- 2013- 2014- 2015- 2016- Lifecycle Management Lifecycle Management 2013 2014 2015 2016 2017 One Health One Health 10
  11. 11. What have we achieved?• Improved visibility of what investments are being made and the expected value• Strengthened clinical buy-in and stakeholder engagement• Transparency of decision making• Reduction in planned IS initiatives – we have said no!• Reinforced the need to maintain and improve existing services• Strengthened the focus on regional delivery of clinical information services• Balance of strategic and immediate investments • Regional hospital pharmacy vs local hospital pharmacy • Regional CWS vs. local maintenance • Clinical videoconferencing• Highlighted the big, and growing, affordability gap 11
  12. 12. Where to from here?• Continue to review and maintain the IS Portfolio• Focus on the key challenges: • Focus on business change, not IS • Demand exceeds $, people, change capacity – prioritisation is essential • Properly resource and deliver the initiatives and innovations we prioritise....and say no to everything else • Identify and realise benefits• and some more... • How do you prioritise IS vs. non-IS investment? • What is the risk appetite of the DHBs? • How do you balance local delivery with enterprise/regional value? 12
  13. 13. Conclusions• The Innovation Challenge is not Invention..... it is Execution• Portfolio Management is essential for successful execution• Midland IS Portfolio experience suggests that: • A standardised approach to review and prioritisation ensures a focus on business value • Innovations must be based on solid evidence not gut feel, rhetoric or un-validated benefits • Visibility of investments and transparency of decision making improves stakeholder buy-in • Focusing on smaller number of initiatives that have a wide impact will maximise value • This isn’t easy 13
  14. 14. Questions?Darren DouglassMidland IS Portfolio Manager, Healthshare LimitedPhone: 0274 556 091Darren.douglass@hiq.net.nzHIQ Limited, PO Box 23075, Wellington 6140, New Zealand 14

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