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Prism

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Prism

  1. 1. 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
  2. 2. 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
  3. 3. 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
  4. 4. 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
  5. 5. 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
  6. 6. 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
  7. 7. 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
  8. 8. 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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