PRISM Regional will leverage existing information systems to automate clinical and business functions across regional hospitals and physician groups, resulting in a shared system that provides consistent patient information access for providers. The Director will oversee startup tasks like recruitment, budgeting, and project execution as the liaison between parties.

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.
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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 project
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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 health
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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 case
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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.
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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 Management
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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 Management
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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)
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