Healthcare Providers - Success Stories
EMR Value Assessment™- ARRA Readiness Assessment – 11 Hospitals in One State
Members of a statewide alliance participated in the assessment of “organizational readiness” for HITECH. Engagements varied from comprehensive assessments including evaluation of physician practice readiness to one-day, high level evaluations. Health systems were scored and evaluated against 350+ success criteria.
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Results:
- Identified opportunities for collaboration across health system sites
- Developed education plan that included Board, Physician, C-Suite and Management participants
- Expanded road maps and strategies to improve “organizational readiness” in key areas such as governance, quality reporting, medical and clinical informatics, physician practice readiness, standardization and culture
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Transformation Management Office – 15 Hospital Health System
With many strategic initiatives including transformation to patient centered care, consolidation of newly acquired hospitals, deployment of clinical systems and construction of several new facilities, Senior Leadership needed structure and consistency in decision making. Specifically, they needed a comprehensive approach to planning, implementing and integrating multiple programs across entities, functions and departments.
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Results:
- Facilitated creation of a Vision and Design for:
- A center for the collection and coordination of information about project human resources and schedules across key programs
- A developer, documenter and repository of standard methodologies for project management, process redesign, hospital activation, etc.
- A large scale project management consulting center
- A “knowledge management” center to catalogue lessons learned, organizational best practices, business cases, plans, budgets, schedules, reports, as well as a formal and informal network of people with specific project experience
- A reporting center that keeps key leadership, steering and operating committees informed of barriers, decisions requiring attention, project progress, etc.
- Developed a governance structure to help executives manage risks, identify and resolve issues, address roadblocks and make critical decisions
- Provided support during operationalization and initial execution of plan
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“Hard-wired” Process Redesign Facilitation and Education – 3 Hospital System
Previous attempts at process redesign had limited success – they were often focused on a single department or led by an external consultant. Broken processes continued to delay their strategic initiative to move to an EMR. Health system leadership desired the benefit of combined process redesign and clinical systems deployment.
Specific goals included: eliminating redundancies, reducing patient wait times, improving hand-offs between clinical staff, simplifying documentation, improving clinical outcomes and decreasing patient errors. The executive team realized that they needed to build an internal process redesign capability and disseminate this knowledge throughout the staff.
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Results:
- Embedded an Interim Director of Process Improvement to structure an integrated approach to process redesign, technology adoption and change management
- Created a process redesign training program to educate identified leaders within the organization
- Developed education programs that focused on the concept of “see one, do one, teach one” to ensure knowledge transfer to internal staff
- Assessed the use of existing information technologies as well as future requirements and plans
- Identified high impact patient care processes and developed a prioritized list of processes to redesign
- Deployed methodologies for patient flow, information flow, work flow and asset/resource utilization
- Established “to-be” models that “hard-wired” performance improvement in clinical system implementations
- Developed performance metrics to drive improvement
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Interim Chief Information Officer – Multiple Health Systems
Maestro Strategies has provided Interim CIOs to health systems that were in the process of recruiting new information technology leaders and to health systems undergoing financial turnarounds. In both instances, we place an experienced CIO to work with senior leadership to assess existing capabilities, resources and technologies as well as provide day to day oversight.
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Results:
- Identified existing Information Technology projects and initiatives
- Understood IT Strategic Plans and adapted short term priorities based on specific engagement goals
- Reviewed existing organization structure and reporting relationships
- Understood staffing levels and skill mix
- Reviewed key internal processes such as project management, help desk and problem management, asset management, governance, regulatory compliance, etc.
- Examined application deployment stage, infrastructure design, data management methods, integration strategies, etc.
- Worked with existing IT management team to understand existing organization/operation, communicate with staff, set short term priorities and fine tune day-to-day information technology operations
- Engaged primary information system vendor to address outstanding issues
- Targeted specific improvement opportunities
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Decision Support Strategy and Implementation - Large Academic Medical Center
This Illinois based Medical Center had selected and contracted with a well known Decision Support Vendor. Given the size of the implementation and the organization's lack of previous DSS experience, senior management felt a strategy was necessary. The organization had previously developed a data warehouse, they wanted to ensure they could ensure data integrity, fulfill the varied demands for information across the organization, and improve their overall decision making processes.
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Results:
- Conducted an Assessment of Leadership Information Needs at the executive and management levels
- Developed a Vision for decision making with key goals and objectives for decision support
- Coordinated with the DSS vendor to ensure that all key project steps were identified, and that the timetable could be met given availability of resources
- Facilitated discussions on key implementation issues such as implementation structure, direct and overhead costing methodology, reporting needs and organization structure going forward
- Designed processes and controls to ensure valid and complete data would flow to the decision support system
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