b敔牲-Roy E Gilbreath MDVice President System Clinical Serv.ppt

Roy E. Gilbreath MDVice President System Clinical ServicesPromina Gwinnett Health System Promina Health System* Integrated Delivery System (AHA, 1998) 4 Local Integrated Delivery Systems (LIDS) Managed Care Organization (800,000 lives) 10 hospitals 2500 contracted physicians (local PHO) 20% market share (leading) Promina Core Competencies 1995 Grow market share Manage risk (HMO) contracts LIDS acquisition Supply chain economies System integration Promina IT Initiatives 1995 Centralized IT reporting Migrate to common transaction systems Build clinical financial, enterprise data warehouse Comparative benchmarking system Managed care system ProminaIT Realities 1999 Three CIO’s Failed transaction system migration Failed enterprise data warehouse No comparative benchmarking Active projects: ProminaIT Failures: Reasons Legacy ($) burden Ego burden; IT staff buy-in Culture of fear Federal vs. states rights Expense, expansiveness Benefits murky Executive buy-in ProminaCore Competencies 2000 Physician/system alignment Business acquisition Information technology Health management Quality management Cost management Healthcare IT Checkup*Future “2002” Demands for performance data Requirements for operational efficiency Need for clinical information and outcomes management ProminaIT Initiatives 2000 Clinical effectiveness through “Comparative benchmarking” system Performance management through “Balanced Scorecard” system Provider-patient connectivity through “Customer relationship management” Strategic Uses of Information in Healthcare Customer management Supply chain integration Delivery process integration Operations support Performance systems Promina Initiative #1: Comparative BenchmarkingInternal Historical trends Individual variation from internal derived target Severity determination required Small performance gap Adversarial Comparative BenchmarkingExternal Present performance System variation from external best practice Severity determination required