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)
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
IT Transformation: Revenue Cycle Insights from the CIO
Wednesday, March 2nd 2016
Alexander Izaguirre, Ph.D., M.B.A.
Assistant Professor, Baylor College of Medicine
&
George Evans
Principal Consultant, Sagacious Consultants (now part of Accenture)
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)
Agenda
• Context
• Pillars of the Project
• Sourcing and Recruiting
• Retention and High Performing Teams
• Service Delivery
• Challenges and Integration Points
• Summary and Outcomes
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
Value of HealthIT STEPS
Health IT Value
STEPS™ Documented Examples
Satisfaction Patient; Provider;
Staff; Other
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.
Treatment/ Clinical
Safety; Quality of
Care; Efficiency
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.
Electronic info/ Data
Evidence Based
Medicine; Data
Sharing/Reporting
Increased use of performance metrics to insure service levels are maintained.
Prevention/ Patient Edu.
Prevention; Patient
Education
Improved project execution has led to more rapid implementation of
optimizations and more streamlined patient workflows.
Savings/ Financial
Efficiency Savings;
Operational
Savings
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.
Human Capital – Foundation for the Pillars of the Project
Recruitment & Retention
Positive Culture & Increased Competence
IT Governance
Pillars of the Project
Recruitment and Retention
High Performing Team
Service Delivery
• Pull instead of Push
• Structured Interview Process
• Specific Skills for each level
• Defined Path and Objectives
for Growth
• Mentoring Course Catalog and
Operations Shadowing
• Service Level Agreements
• Structured Project
Request Process
• Utilization Management
of Team Members
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
Sourcing and Recruiting
OTOIT Engagement
Handbook
Active Recruitment Tactics
Personalized Communication
Interview Structure
Salary Leveling
IT Analyst
Technical Analyst
Systems and Applications Specialist II
EMR Applications Analyst
Applications Analyst II
Senior Applications Systems Analyst
Senior Clinical Applications Analyst
Programmer/Systems Analyst II
Programmer Analyst
Maintenance Analyst Level 3
Maintenance Analyst Level 2
Maintenance Analyst Level 1
Maintenance Analyst - Equivalent Salaries
Salary Range
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)
High Performance Teams
High Performance Teams
Help Desk Support –
Access
Help Desk Support – Revenue
High Performance Teams
High Performance Teams
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
Service Delivery
Service Delivery
Service Delivery
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
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
Summary – Final Outcome
Summary – Final Results
Value of HealthIT STEPS
Health IT Value
STEPS™ Documented Examples
Satisfaction Patient; Provider;
Staff; Other
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.
Treatment/ Clinical
Safety; Quality of
Care; Efficiency
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.
Electronic info/ Data
Evidence Based
Medicine; Data
Sharing/Reporting
Increased use of performance metrics to insure service levels are maintained.
Prevention/ Patient Edu.
Prevention; Patient
Education
Improved project execution has led to more rapid implementation of
optimizations and more streamlined patient workflows.
Savings/ Financial
Efficiency Savings;
Operational
Savings
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.
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)
Related Documents
