1. What Organizations Need from the CIO and IT
BECKER’S HOSPITAL REVIEW
Asher Kramer, National Practice Director – Strategy
May 16, 2014

2. IT Alignment with Organizational Needs

3. IT Strategic Alignment Planning
Effective IT planning must be grounded by organizational purpose and strategy. A clear understandable vision of the future and a well-aligned strategy to achieve this vision and associated outcomes is fundamental to success.
Start with why and assure strategic foundation. Refer to mindless IT investment without strategic end point in mind.
IT must align itself to … 3

4. Address Major Priorities
Source: ABCO, ©Advisory Board Company

5. Understand Key Pain Points
PAIN POINTS IDENTIFIED BY LEIDOS CLIENTS
Base: Leidos Health Client Survey, January 2014

6. Alleviate Technology Concerns
CUSTOMER TECHNOLOGY CONCERNS
Base: Leidos Health Client Survey, January 2014

7. Why Could IT Fail to Meet Organizational Needs?

8. Voice of The Customer (VOC) Strategic Alignment Methodology Employed
Results of findings from 15 organizations using VOC interview
15-20 interviews with IT stakeholders at each organization
C-Suite retreat and alignment results – What IT needs to do to promote and help to achieve the organization’s strategic goals
Business Requirements
Use cases or scenarios
Solution Ideas
Data Definitions
Differentiation language. What differentiates Leidos from other firms
Business Rules
Constraints
Functional Requirements
External Interface Requirements
Quality Attributes

9. Why Could IT Fail to Support the Organization’s Strategy?
Case Study Examples
 Organization
Because
There is
and
Which creates
Resulting in A
IT governance is not inclusive and does not support accountability, standardization, and end user adoption
Poor end user processes, training, and adoption
Poor IT system support of organizational workflows and processes
No interoperability and communication
Lack of integration of information across continuum B
The organization lacks a comprehensive vendor solution...
An IT environment that is complex difficult to maintain, resource and train
Our systems are not integrated to support population health
A lack of physician and end user centered design
The current IT system and associated processes not optimized to provide robust analytics and decision support

10. What C-Suites Expect from the CIO and IT Case Study Findings

11. Most Important IT Functions
Results of Leidos Health Leadership Survey
IT Function
% Organizations
Rating Most Important A
IT Governance
72.7% B
Training and adoption C
Data, interoperability, and decision support D
Strategic and regulatory reform alignment
63.6% E
System fragmentation & complexity
54.5% F
System ease of use
45.5% G
IT resources and support
36.4% H
System and vendor reliability I
Inefficient workflows and processes
27.3% J
Quality and patient safety K
Physician engagement and design
18.2%

12. Gap Analysis of Key IT Enabled System Capabilities How important vs
Gap Analysis of Key IT Enabled System Capabilities How important vs. how satisfied organizations are (scale of 1-5)
IT Enabled System Capability
Gap
A. Access to a single, comprehensive clinical record when treating patients
2.7
C. Ability to access patient information remotely and with a high degree of mobility (i.e., handhelds)
2.4
B. Ability to share clinical information & communicate electronically between clinicians treating the same patient
2.3
I. Ability of patients to access their information and communicate with their caregivers
O. Ability to support and optimize end user workflows, acceptance and adoption of systems
2.1
H. Ability to support the streamlined flow of patients through the system (i.e., registration, scheduling, check-in/out)
E. Ability to understand the costs associated with the clinical services we deliver
1.9
D. Ability to understand and manage the overall health status of our patient population
1.8
K. Ability to access information (via Help Desk or online) to troubleshoot applications (i.e., the software)
1.7
L. Speed and reliability of the network
1.6
F. Availability of robust decision support and analytical tools to help make better business and clinical decisions
1.4
M. Security of our patient information and knowing we have reliable 24x7 access to it
1.3
J. Installation and support of desktop PCs (i.e., the hardware)
1.1
N. Ability to support revenue cycle processes, patient throughput, and business office workflows
0.9
G. Ability to manage other critical business information such as H/R, payroll and materials/supplies
0.7
Graphic

13. Poor end user processes, training, and adoption
What C-Suites Need from the CIO
Key Finding
Focus Area
Ideal Future State
IT governance is not inclusive and does not support accountability, standardization, and end user adoption
Ability to counter external competitive threats
An IT governance structure flexible, sustainable, and scalable enough to meet internal and external threats and exercise strong change control
Ability to adapt to the changing needs of the organization
System and strategy ability to support the future needs of the organization.
Poor end user processes, training, and adoption
Training and education programs ability to promote optimal use of the system
System and processes that are integrated, user-friendly, and adequately trained to promote adoption and focus on patient care
System ability to allow providers to focus on patient care
System ability to integrate workflows and eliminate manual processes
Ability to be user friendly
maxIT brings sophisticated, replicable, scalable, and tested methodologies to the process of revenue cycle redesign and system selection/
Word smith this before submitting to Evan

14. No interoperability and communication
What C-Suites Need from the CIO
Key Finding
Focus Area
Ideal Future State
System does not facilitate improved efficiency, quality, and safety in care delivery
System depth to support the desired organizational process
A system that supports and allows continuous redesign and improvement of organizational processes
No interoperability and communication
Ability to support mobility and remote access
An IT system and infrastructure that promotes alignment, accessibility, and communication through multiple channels with internal and external stakeholders
IT environment to support effective communication
System and processes to promote patient ease of use and accessibility
Ability to eliminate infrastructure limitations
Lack of integrated EMR for decision support and supported access to information
Ability to support integration of information across the continuum of care
IT system that is fully integrated across continuum of care within the organization and across the greater community
Ability to provide information for adequate clinical decision support
Provision of information for staff modeling capabilities and enablement
There are many different ways to skin this cat. We are vendor agnostic and do not come with any preconceived notions. Most organizations use a mix of models, and it needs to be the right mix sensitive to their core systems, culture, and models for doing business.

15. What C-Suites Need from the CIO
Key Finding
Focus Area
Ideal Future State
IT Resource Constraints – Customer Service
Ability to engage the customer (IS Resources)
Robust IT resources to provide customer support and IT engagement
IS as a liaison to clinical, operating, and financial stakeholders
Ability to be reliable source of data/system access
System does not support organizational strategic goals or healthcare reform
Alignment with organizational strategy for ideal future state
IT system that is fully integrated and aligned across continuum of care within organization and across the greater community
Ability to support accountable care and population health management
Support of Stages 2 & 3 Meaningful Use Including HIE and Interoperability
Ability to provide financial information to support changing reimbursement models
Increasingly over time revenue cycle will be more integrated and important for operational and clinical delivery. Value based purchasing, clinical need identification, clinical outcome based payments, and capitation.

16. The CIO Response

17. Effective IT Governance CIO Response
Single “buck stops here” governing group
Simplified structure across care continuum with end user representation
Collaboration between IT and clinical and operational departments

18. System Integration CIO Response
Revise to Leidos format
Animation 1) Core inpatient and ambulatory – This is the most foundational element
2) Revenue cycle
3) One patient one record 4)

19. Responsive IT Organization CIO Response
Connection to operating departments

20. Effective IT Resource Planning and Alignment CIO Response
Strategy without execution is just a conversation in theory
Execution without strategy is chaos
Effective leadership bridges the gap between strategy and execution

21. Where are Your Pain Points?
Do we prioritize our projects based on our strategy or does the loudest voice win?
IT has enough resources to accomplish our goals, right?
Can we track our goals as executives and as operational leaders?
Is our IT governance process effective and efficient?
Are all of our investment dollars going towards achieving our goals?

22. Connecting Strategy to Operations
Effectively prioritize initiatives and projects based on the strategic drivers of the organization
Develop multi-year roadmaps to effectively plan strategic budget
Create alignment that will link your strategy to your initiatives to your goals and metrics

23. Track large initiatives and small projects
Measuring Success
Manage and track your success in the boardroom and on the project floor
Executive Dashboards that can accommodate one hospital or an entire hospital system
Track large initiatives and small projects
Track and plan strategic acquisitions, service lines, and initiatives

24. Generating Efficiency
Identify under-utilized and/or inefficient IT applications

25. Summary

26. Summary - Goals for a Strategic CIO
Assure effective IT governance
Align IT strategy with organizational strategy
Assure the IT organizational structure supports business needs
Empower organization to connect strategy to operations
Design systems around end user needs
Eliminate noise and bias in project identification by prioritizing initiatives based on strategies
Identify under-utilized and/or inefficient applications
Plan and budget initiatives based on strategic goals
Optimize budget and resource planning
Execute and manage initiatives and strategy at executive and operational level

27. Questions?

28. Thank You Asher Kramer – National Practice Director, Strategy
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