Prism Regional Mc 2010 03 21

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Health Information Exchange; Health Information Technology, Electronic Medical Records, HIT Infrastructure

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Prism Regional Mc 2010 03 21

  1. 1. PRISM Regional <ul><li>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. </li></ul><ul><li>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. </li></ul>07/22/10 Milan Caha
  2. 2. Big Picture <ul><li>$737B - ARRA (American Recovery & Reinvestment Act) </li></ul><ul><li>$19.1B – HITECH (Health Information Technology for Economic and Clinical Health) </li></ul><ul><li>$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 </li></ul><ul><li>$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: </li></ul><ul><ul><li>to serve as the state’s Regional HIT Extension Center ($6.8M) and </li></ul></ul><ul><ul><li>to support HIE (Health Information Exchange) ($5M) </li></ul></ul><ul><li>FAHC will work very closely with VITL during the PRISM Regional project </li></ul>07/22/10 Milan Caha
  3. 3. Why Health IT <ul><li>It allows comprehensive management of medical information and its secure exchange between healthcare consumers and providers. </li></ul><ul><li>Broad use of HIT has the potential to </li></ul><ul><ul><li>improve health care quality </li></ul></ul><ul><ul><li>prevent medical errors </li></ul></ul><ul><ul><li>increase the efficiency of care </li></ul></ul><ul><ul><li>decrease paperwork </li></ul></ul><ul><ul><li>expand access to affordable care </li></ul></ul><ul><ul><li>improve population health </li></ul></ul>07/22/10 Milan Caha
  4. 4. Service Strategy: <ul><li>Define objectives as a strategic business asset. </li></ul><ul><li>Understanding the short and long term organization goals. </li></ul><ul><ul><li>Demand Management: </li></ul></ul><ul><ul><ul><li>Initially 4-6 hospitals and about 10 physician practices </li></ul></ul></ul><ul><ul><ul><li>Understanding the existing business process and organizational flexibility and potentially embraced new, more effective and efficient ones </li></ul></ul></ul><ul><ul><li>Financial Management </li></ul></ul><ul><ul><ul><li>Estimated budget revenues and expenses scheduled to be determined in April 2010 </li></ul></ul></ul><ul><ul><ul><li>General understanding of the available resources (people, $$$), scope and timeframe </li></ul></ul></ul><ul><ul><li>Service Portfolio Management </li></ul></ul><ul><ul><ul><li>Evaluated and determined by overall project milestones (ex: meaningful use criteria) </li></ul></ul></ul><ul><ul><li>Project Charter </li></ul></ul><ul><ul><ul><li>Selecting a sponsor (c-level) and stakeholders </li></ul></ul></ul><ul><ul><ul><li>Define goal statement and project scope </li></ul></ul></ul><ul><ul><ul><li>Define success as customer benefit </li></ul></ul></ul><ul><ul><ul><li>Execute established business case </li></ul></ul></ul>07/22/10 Milan Caha
  5. 5. Service Design: <ul><li>Convert strategic objectives into new or modified services using integrated approach. </li></ul><ul><ul><li>Service Portfolio – System components and tools needed to meet business requirements </li></ul></ul><ul><ul><li>Services Solutions – Functional requirements, resources and capabilities needed </li></ul></ul><ul><ul><li>Technology Architectures –Tools needed to provide the service and meet business objectives </li></ul></ul><ul><ul><li>Processes needed to design, transition, operate and continuously improve the service </li></ul></ul><ul><ul><ul><li>Capacity Management </li></ul></ul></ul><ul><ul><ul><li>Availability Management </li></ul></ul></ul><ul><ul><ul><li>IT Service Continuity Management </li></ul></ul></ul><ul><ul><ul><li>Information Security Management </li></ul></ul></ul><ul><ul><ul><li>Supplier Management </li></ul></ul></ul><ul><ul><ul><li>Service Catalogue Management </li></ul></ul></ul><ul><ul><li>Measurement System – methods and metrics used for transition plan, operational plan and user acceptance. </li></ul></ul>07/22/10 Milan Caha
  6. 6. Service Transition: <ul><li>The primary objective is the development and improvement of capabilities for transitioning new and modified services into operation. </li></ul><ul><ul><li>Ensure that new and modified services meet requirements and do not adversely impact the IT infrastructure or business processes </li></ul></ul><ul><ul><li>Reduce the variation between estimated and actual cost risks and timelines </li></ul></ul><ul><ul><li>Deploy quality releases in the most efficient manner while minimizing business disruption. </li></ul></ul><ul><ul><li>Processes: </li></ul></ul><ul><ul><ul><li>Knowledge Management </li></ul></ul></ul><ul><ul><ul><li>Service Asset & Configuration Management </li></ul></ul></ul><ul><ul><ul><li>Change Management </li></ul></ul></ul><ul><ul><ul><li>Release and Deployment Management </li></ul></ul></ul>07/22/10 Milan Caha
  7. 7. Service Operation: <ul><li>The management of PRISM Regional services that ensures effectiveness and efficiency in delivery and support. </li></ul><ul><ul><li>Functions: </li></ul></ul><ul><ul><ul><li>Service Desk </li></ul></ul></ul><ul><ul><ul><li>Technical Management </li></ul></ul></ul><ul><ul><ul><li>Application Management </li></ul></ul></ul><ul><ul><ul><li>IT Operation Management </li></ul></ul></ul><ul><ul><li>Processes: </li></ul></ul><ul><ul><ul><li>Event management </li></ul></ul></ul><ul><ul><ul><li>Incident Management </li></ul></ul></ul><ul><ul><ul><li>Problem Management </li></ul></ul></ul><ul><ul><ul><li>Request Fulfillment </li></ul></ul></ul><ul><ul><ul><li>Access Management </li></ul></ul></ul>07/22/10 Milan Caha
  8. 8. Continual Service Improvement: <ul><li>Reasons to monitor and measure: </li></ul><ul><ul><li>Validate (Are we supporting the strategy and vision?) </li></ul></ul><ul><ul><li>Direct (Based on factual data, people/organization can be guided to change behavior.) </li></ul></ul><ul><ul><li>Justify (Do we have right targets and metrics? </li></ul></ul><ul><ul><li>Intervene (Take corrective actions after identifying improvement opportunities.) </li></ul></ul><ul><li>Metrics organization will need to support CSI </li></ul><ul><ul><li>Technology </li></ul></ul><ul><ul><li>Process </li></ul></ul><ul><ul><li>Service </li></ul></ul><ul><li>Improvement process (ex: Plan, Do, Check, Act) </li></ul>07/22/10 Milan Caha

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