IT Transformation: Revenue Cycle Insights from the CIO

Transcription

1 IT Transformation: Revenue Cycle Insights from the CIO Wednesday, March 2 nd 2016 Alexander Izaguirre, Ph.D., M.B.A. Assistant Professor, Baylor College of Medicine & George Evans Principal Consultant, Sagacious Consultants (now part of Accenture)

2 Disclosure Alexander Izaguirre, Ph.D., M.B.A. Former CIO of Baylor College of Medicine Current Associate Professor Baylor College of Medicine George Evans Principal Consultant at Sagacious Consultants (now part of Accenture)

3 Agenda Context Pillars of the Project Sourcing and Recruiting Retention and High Performing Teams Service Delivery Challenges and Integration Points Summary and Outcomes

4 Learning Objectives Design a Hiring Process to Capture Highly Qualified Candidates Write Job Descriptions that Set Clear Duties and Growth Paths Develop an Organizational Structure that Maximizes Employee Performance Create a Project Governance Process to Appropriately Align Organizational Mission and IT Resources Formulate a Project Management Process to Insure Targets are Met

5 Value of HealthIT STEPS Health IT Value STEPS Satisfaction Treatment/ Clinical Electronic info/ Data Patient; Provider; Staff; Other Safety; Quality of Care; Efficiency Evidence Based Medicine; Data Sharing/Reporting Documented Examples Improved customer satisfaction by 62% overall. Improvement in execution of projects and response to requests has resulted in more rapid implementation of optimizations and correction of issues. Greater visibility into status of projects/requests. Ranking and prioritization of projects has led to better deployment of resources and more effective resolution of issues. Improvement in processes has led to increased efficiency in clinician workflow. Increased use of performance metrics to insure service levels are maintained. Prevention/ Patient Edu. Savings/ Financial Prevention; Patient Education Efficiency Savings; Operational Savings Improved project execution has led to more rapid implementation of optimizations and more streamlined patient workflows. Establishing clear expectations and delivery timeframes has resulted in a better allocation of resource to initiatives. Staff time spent pursuing information has been reduced. Ranking and prioritization has insured that available resources are directed at the most critical tasks.

6 Human Capital Foundation for the Pillars of the Project Recruitment & Retention Positive Culture & Increased Competence IT Governance

7 Pillars of the Project Recruitment and Retention Pull instead of Push Structured Interview Process High Performing Team Specific Skills for each level Defined Path and Objectives for Growth Mentoring Course Catalog and Operations Shadowing Service Delivery Service Level Agreements Structured Project Request Process Utilization Management of Team Members

8 Sourcing and Recruiting Active Recruiting Strategies Personalized Relationship and Outreach Structured Interview Process Well Defined Candidate Evaluation Forms and Processes Creative Compensation Packages Dedicated Recruiting/HR Resources

9 Sourcing and Recruiting OTOIT Engagement Handbook

10 Active Recruitment Tactics Personalized Communication

11 Interview Structure

12 Salary Leveling Maintenance Analyst Level 1 Maintenance Analyst Level 2 Maintenance Analyst Level 3 Programmer Analyst Programmer/Systems Analyst II Senior Clinical Applications Analyst Senior Applications Systems Analyst Applications Analyst II EMR Applications Analyst Systems and Applications Specialist II Technical Analyst IT Analyst Maintenance Analyst - Equivalent Salaries Salary Range

13 High Performing Teams Identifying and Coaching Low Performers Structuring the Team to Align with Tasks or Type of Work Creating Levels and Clear Growth Paths Structured Forums and Paths for Feedback Clear Job and Role Expectations (Competencies and Skills)

14 High Performance Teams

15 High Performance Teams Help Desk Support Access Help Desk Support Revenue

16 High Performance Teams

17 High Performance Teams

18 Service Delivery Project Intake and Scoping Process Project Governance Processes Service Level Agreements Capacity Management Tools Improvements in Ticket Management System Workload Distribution Increased IT/Ops Communication

19 Service Delivery

20 Service Delivery

21 Service Delivery

22 Challenges/Integration Points HR/Recruiting o Job Posting o Compensation Leveling/Packages o Recruiting Bandwidth o Job Expectations Operations Team o Service Level Agreements o Project Intake and Governance Process o Communication and Collaboration

23 Summary Filled All Open Positions Qualified Candidates Service Delivery Levels Improved Overall by 68% Key Categories: Innovation and Competency Improved by Over 100% No Turnover Occurrences from Any Employee Hired During Sourcing Process Employee and Customer Satisfaction Levels Improved Significantly Baylor College of Medicine Awarded: One of the Best Places to Work in Healthcare 2015

24 Summary Final Outcome

25 Summary Final Results

26 Value of HealthIT STEPS Health IT Value STEPS Satisfaction Treatment/ Clinical Electronic info/ Data Patient; Provider; Staff; Other Safety; Quality of Care; Efficiency Evidence Based Medicine; Data Sharing/Reporting Documented Examples Improved customer satisfaction by 62% overall. Improvement in execution of projects and response to requests has resulted in more rapid implementation of optimizations and correction of issues. Greater visibility into status of projects/requests. Ranking and prioritization of projects has led to better deployment of resources and more effective resolution of issues. Improvement in processes has led to increased efficiency in clinician workflow. Increased use of performance metrics to insure service levels are maintained. Prevention/ Patient Edu. Savings/ Financial Prevention; Patient Education Efficiency Savings; Operational Savings Improved project execution has led to more rapid implementation of optimizations and more streamlined patient workflows. Establishing clear expectations and delivery timeframes has resulted in a better allocation of resource to initiatives. Staff time spent pursuing information has been reduced. Ranking and prioritization has insured that available resources are directed at the most critical tasks.

27 Discussion & Questions For more information, please contact: Alexander Izaguirre, Ph.D., M.B.A. Former CIO of Baylor College of Medicine Current Associate Professor Baylor College of Medicine George Evans Principal Consultant at Sagacious Consultants (now part of Accenture)