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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