the leader's challenge: leading the technology imperative ...5 best practices for technology...

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www.openminds.com15 Lincoln Square, Gettysburg, Pennsylvania 17325

Phone: 717-334-1329 - Email: [email protected]

#OMTechnology

Tuesday, November 7, 2017 ⅼ 2:30pm – 3:45pm

Jim Gargiulo, Senior Associate, OPEN MINDS

John Falsetti, Director of IT, Maryville Academy

Dyan Roth, CEO & President, Inglis

David Speicher, CTO, Aspire Indiana

The Leader's Challenge: Leading The Technology Imperative In A Provider Organization


I. Setting The Stage For Best Practices In Technology Strategy &

Planning

II. IT’s Role In Innovation At The Maryville Academy: John Falsetti,

Director of IT, Maryville Academy

III. Adaptive Technology At Inglis: Lea Frontino, VP, Information &

Adapted Technology, Inglis & Dyann Roth, CEO & President, Inglis

IV. Going All-In To The Cloud At Aspire-Indiana: David Spiecher, CTO,

Aspire-Indiana

V. Questions & Discussion

Agenda


It is estimated that between 30-50% of EHR implementation projects fail.

According to a research report by health IT research firm KLAS, by 2016, almost 50% of large health care companies will replace their

current EHR.

The 2014 National EHR survey by MPI Group and Medical Economics noted that 70 percent of the survey participants described their EHR

investment as not worth the effort.

A study by KLAS reported that 19% of organizations complained of missing

functionality in their EMR.

Implementing Technology Is Hard Work

Most EMR projects, like any large-scale enterprise-wide projects, take years to deploy and stabilize and cost as high as 3-6% of a hospital’s operating budget.

http://www.athenahealth.com/whitepapers/benefits-of-electronic-health-records


2017 EHR Survey Results - Adoption

Yes85%

No15% of human service organizations have

purchased an EHR

Fully implemented

73%

Partially implemented

23%

Not yet implemented4%

report their EHR is fully

implemented

Results based on a survey by OPEN MINDS of 397 respondents in August 2017


2017 EHR Survey Results - Implementation

1-3

6%3-6

14%

6-9

24%

9-12

20%

12-15

9%

15-18

4%

18-24

11%

24+

12%

of organizations reported

implementation time was over 9

months, with reporting

implementation time of more

than 24 months


EHR Implementation Time, In Months


2017 EHR Survey Results – Reasons For Delay

Our Delays

25%

Vendor Delays

8%Both Our &

Vendor Delays34%

Other Initiatives &

Priorities21%

Functionality Not Equal To Need

12%

of delays were caused by

both vendor/client factors, only 8%

were caused by only the vendor, and

12% of delays were a result of

functionality.


Reasons For EHR Implementation Delays

IT’s Role In Innovation At The Maryville Academy

John Falsetti, Director of IT, Maryville Academy


IT’s Role In Innovation

What level does a robust, solid day to day service bring I.T. to as a

business unit?

Strategic

inclusion

Leads to

Realized

Potential

which leads to…

Business

Innovation

It brings the unit up to ZERO


The Zero line is the level of

service that is unconsciously

expected from a business unit.

Zero line

Business Alignment Ladder


The Ladder’s Bottom Rungs

Mission & Advocacy

General US Social Service Trends & Policies

Specific Market & Industry

External Influences & Requirements

Internal Programs

Your Organization's Strategic Plan

IT Strategic Plan

Project Management

Business System Analysis

Data System Reporting

Database System Design

Voice / Data Infrastructure

Helpdesk & Internal Client Services

5

4

3

2

1

1

7

8

9

10

11

12

13

• Is unconsciouslyExpected.

• Has a commodity type value.

Zero Line (varies by agency)


The Ladder’s Top Rungs

Mission & Advocacy




Internal Programs


IT Strategic Plan

Project Management






What Is Needed to bring business value.

2

3

4

5

6

1

1

2

3

4

5

6

7


The Result

Mission & Advocacy




Internal Programs


IT Strategic Plan

Project Management






To Get Here

2

3

4

5

66

1

7

8

9

10

11

12

13


Pre-Requisite To Assure That I.T. Has A Strategic Impact.

Don’t underestimate how the lower rungs

of the ladder support the higher rungs.

The culture continues to moves towards

conscious inclusion of I.T. at a strategic

level.

I.T. leadership needs to react to the

inclusion in a way that moves the

organization toward their strategic goals.

Adaptive Technology At Inglis

Lea Frontino, VP, Information & Adapted Technology, Inglis

Dyann Roth, CEO & President, Inglis

Inglis OverviewOPENMINDS

Nov. 7, 2017

Our Mission

Since 1877, the Inglis Mission is to enable people with

disabilities, and those who care for them, to achieve their goals and live life to the fullest.

2

Our Vision

By 2020, we will be a recognized innovator in serving

people with physical disabilities, a national catalyst

for best practice diffusion and a high performing, financially self-sustaining organization.

3

Inglis OverviewServes over 1,000 people daily throughout the Delaware Valley by offering:

Accessible, safe and affordable housing

Innovative Day Programming

Adapted Technology community programs and smart home technology support

Employment Services that train more than 200 people for employment opportunities

Cares for 240+ adults in Inglis House, a specialty nursing care facility that provides:

Long-term, residential care for adults with physical disabilities, including multiple sclerosis, cerebral palsy, spinal cord injury and stroke, among others. All residents are power wheelchair users.

Rehabilitative medical and nursing care

Physical, occupational and speech therapies

State of the art Adapted Technology Lab with daily workshops and in-room support

Selection of more than 120 social enrichment and therapeutic recreation programs

Partners with over 20 colleges and universities to train future healthcare professionals; collaborates with over 90 agencies to further aid those with disabilities

Markets a patented hands-free water bottle for wheelchair users called Drink-Aide® –sold both nationally and internationally

4

Adapted Technology

5

Leadership Challenges

External Drivers Pace of technology change - both organization-wide solutions and adapted tech solutions

Changing landscape for reimbursement and coordination of care/services

Managed Long Term Care / PA Community Health Choices July 2018

Demand for HIE and Electronic Health Record

Value-based payment models

Data Security / Cybersecurity

Cloud Migration

Internal Challenges High degree of change already in organization / change management

Limited people resources in IT and AT to support a broad / diverse customer base

Gaps in leader and staff technology competencies – business and clinical systems

Gaps in resident and consumer technology competencies and skills

IT and AT staff skill development

Time, capacity and motivation to learn

Time to research constantly new technologies

Going All-In To The Cloud At Aspire-Indiana

David Spiecher, CTO, Aspire-Indiana

Why Cloud?

Scalability

Security

Flexibility

Accountability

Types Of Cloud

Just someone else’s server?

Lift and Shift legacy apps?

Natively Cloud (tabs and HTML5)?

Disruption

It Changed The Way We Work...

FROM emailing TO chat

FROM attaching TO sharing

FROM FINAL FINAL FINAL versions TO one source of truth

FROM phone calls TO face-to-face video

FROM endlessly organizing and hunting TO searching

FROM forgetting to save TO no need to save

FROM installing, running, and updating software TO the web

FROM my computer in my office TO any screen anywhere, anywhere at anytime

Security & Data Loss Prevention

● No copies or downloading emails to known (or unknown) devices. IMAP,

POP, Exchange turned OFF

● Versions increase risk

● Always Up-to-date

● MultiFactor Authentication

● 700 Security Engineers and security by design at all layers

● End-to-end and algorithmic encryption

● MDM


Best Practices For Technology Adoption

At the intersection of technology adoption and the stages of change is key

to understanding how to successfully introduce and sustain projects of

strategic importance


5 Best Practices for Technology Adoption

Identify, activate

and promote your

early adopters

•Involve them early and

often, leverage their

enthusiasm, have them

advocate on behalf of

the project

Don’t replace the

process, support it

•Integrate technology so

that it augments and

improves work flows and

processes

Leverage the

community and

bring them

together

•Rally people around a

common cause, facilitate

communication and

peer support

Arts and Crafts

Sessions

• Encourage play in a

“sandbox”, point out

new features and

functions, invite people

to get “their feet wet

before cliff diving”

Don’t call it the

“New Way”

• Instead call it what it is,

a tool to help people do

their job better

and….don’t allow people

to be “too busy” to

improve and to make

adoption happen

Questions & Discussion

www.openminds.com n 15 Lincoln Square, Gettysburg, Pennsylvania 17325 n 717-334-1329 n [email protected]

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the leader's challenge: leading the technology imperative ...5 best practices for technology...

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