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  Expanded Engagement Summaries
     
 
 
   
   
  Summary 1:
Client Engagement
370-bed Hospital, New York Information Technology
Department Assessment
“Burning Platform”
Facing on-going challenges of serving its community while remaining financially solvent, the management company that operates the Hospital installed new CEO and CFO to bring organizational and fiscal stability to the Entity. The new leadership became aware of a significant number of unmet Information Technology (IT) needs and a general sentiment of dissatisfaction and frustration among the IT user community. In an attempt to identify the cause of the dissatisfaction, and to insure that the department is appropriately staffed for the challenges it faces, the CEO retained Ventures in Healthcare to conduct a departmental assessment.
Engagement Highlights

  • Assessed the IT Department organization and its resources in terms of projects at hand and its ability to complete them
  • Determined whether the existing IT Department staff skill set is appropriate for their current needs
  • Evaluated whether the incumbent staff were well trained and suited for their positions
  • Assessed the capabilities of the existing CIO to determine whether he possessed the skills required to provide on-going department leadership
  • Investigated end-user perceptions and the reasons for their discontent
  • Evaluated the workflow, priority setting, governance and decision making process
  • Identified systemic weaknesses
  • Developed and presented recommendations for improvement of current processes including short- and long-term organizational structure and budget requirements as well as process, workflow and governance improvements

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Summary 2:
Client Engagement
Vendor of Natural Language Processing (NLP) Software Project Management Services
“Burning Platform”
Successful start-up company offering a unique ASP-based natural language process by which transcribed medical dictation is automatically "translated" into medical billing codes sought temporary project management assistance to support their client base until the internal support organization could be further enhanced.
Engagement Highlights

  • Created client profiles that determined needs and expectations
  • Established implementation timelines
  • Assisted with development of process flow
  • Assisted with interface specification development
  • Acted as liaison between client and NLP engineers, programmers
    and support professionals to insure that client expectations
    were met
  • Provided internal project management to insure adherence
    to timelines
  • Coordinated testing activities and go-live

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Summary 3:
Client Engagement
480-bed Urban, Academic Health System, New York Selection of PACS and CR
“Burning Platform”
Large urban academic health system including an acute care hospital, long-term care facility and over a dozen clinic locations along with the acute care hospital had identified Picture Archiving and Communication System (PACS) and Computed Radiography (CR) as strategic initiatives. The Health System required a consultant to structure and lead a due-diligent, unbiased effort to find the PACS that best suited the organization.
Engagement Highlights

  • Conducted departmental review and needs assessment
  • Provided PACS/CR marketplace overview; identified likely vendor Request For Information (RFI) recipients
  • Established a Selection Committee
  • Developed and issued a RFI for PACS and CR. Eleven PACS vendors were solicited for combination PACS and CR configurations
  • Analyzed RFI responses
  • Presented Analysis; identified six semi-finalist vendors
  • Arranged and completed PACS semi-finalist vendor demonstrations
  • Identified two finalist vendors
  • Issued Request for Proposal (RFP) for best-and-final price and configuration from CR vendors. All four vendors solicited
  • Conducted PACS and CR site visits
  • Requested best-and-final pricing and configuration from two finalist PACS vendors
  • Analyzed best-and-final offerings from PACS and CR vendors
  • Selected PACS and CR vendors of choice

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Summary 4:
Client Engagement
Multi-entity Non-acute Care Provider & Social HMO, New York Project Management: HIPAA Transaction & Code Set Compliance
“Burning Platform”
Multi-entity organization providing home health care, nursing home, adult day care and hospice services as well as two social health maintenance organizations was facing the HIPAA Transaction & Code Set compliance deadline without adequate preparation in any of their lines of business. The client asked Ventures in Healthcare to provide project management assistance to help organize and accelerate compliance efforts.
Engagement Highlights


Phase I: Revitalized the Project

  • Determined and convened the participants in each of the functional areas, (payer and provider) so as to ascertain the compliance status in each area; evaluated barriers or obstacles that kept participants from achieving their objectives.
  • Developed an assessment of each compliance effort. Documented the assessment and provided to Client leadership; ensured that all participants had a true understanding of their responsibilities.
  • Established expectations of tasks to be delivered by each participant, along with realistic but aggressive timeframes for delivery.
  • Developed an updated project plan. Determined the realistic ability to achieve compliance by October 16, 2003.
  • Ascertained whether organizational barriers continued to exist at Client or on the part of any of the external participants to keep the compliance efforts from reaching completion. Alerted the organization's leadership to the barriers and established steps to resolve them.

    The deliverables for Phase I was an assessment of the work completed to date, and a structure to manage each compliance effort to completion.

Phase II: On-going Project Management Assistance

Once resuming each compliance project, Ventures in Healthcare assisted by continuing to oversee compliance efforts and identifying issues that continued to jeopardize compliance initiatives. The following tasks comprised Phase II:

  • Facilitated and participated in implementation status meetings. Worked with the functional teams to establish, convene, and participate in regular team meetings to gauge the successful completion of the tasks on the project plan.
  • Managed the project. Reviewed on an on-going basis timeframes, commitments, critical milestones, the documentation process, and resource assignments and utilization.

  • Monitored and advanced the project. Worked with Client representatives to validate project activities, establish testing guidelines and dates, and assess the resource requirements to achieve task completion by assigned deadlines. Continually updated project plan, issued internal status reports, obtained regular updates from participating external entities, centralized correspondence among all involved parties, attended status meetings, provided oversight of task assignments to Client staff, answered questions, and mediated issues as they arose.

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Summary 5:
Client Engagement
Regional Health System, Florida Information Technology
Strategy Development
“Burning Platform”
With a growing interest in Computerized Physician Order Entry (CPOE) and patient safety on both a national and state level, as well as the deployment of electronic health records, while assuring that other information technology needs will be met in an organized and cost-efficient manner, the Client sought independent assistance to assess the organizational environment and develop a strategic plan.
Engagement Highlights


Ventures in Healthcare conducted the following two-phased engagement:

Phase I - Inventory Assessment

This phase focused on obtaining an understanding of the current environment and constructed the foundation for the Strategic Plan, included the following steps:

  • Step 1 – Project Kick-off: Identified and finalized the departmental interviews that will be conducted for the purpose of developing the assessment and understanding of the current environment.

  • Step 2 – Conduct Interviews: Conducted interviews as defined above, including those with physician staff and Board of Trustees members.

  • Step 3 – Acquire Information: Acquired from the Client, relevant historical information that could have bearing on planned strategic initiatives, including budgets, Disaster Plan, vendor contracts and regulatory compliance efforts.

  • Step 4 – Provide Initial Feedback: Aft–er the interviews were completed and data acquired, a Phase I document summary was developed and presented to accomplish the objectives indicated below:

    • Obtain concurrence on a baseline from which the Strategy will be developed,
    • Provide a relative comparison of the information technology environment at the Client as compared with other hospitals, and
    • Begin establishing priorities for new applications and understand budgetary constraints as a foundation for Phase Two.

Phase II - Needs Identification and Tactical Plan

Phase II concentrated on the development of the needs assessment and a Strategic Plan for meeting those needs.

  • Step 5 - Determination of Major Unmet Needs: As a result of the baseline data gathering and general knowledge of the marketplace, major unmet needs for incremental IT support for each of the areas reviewed were identified and prioritized and categorized as either new acquisitions, replacements, upgrades, and/or optimization to the current environment.

  • Step 6 - Development of Specific IT Initiatives and Plan Development: Based on the data gathering performed, unmet IT needs, discussions with the incumbent HIS vendor, and marketplace knowledge, a prioritized list of IT initiatives to address each of the areas of focus was developed. For each recommended initiative, the components indicated below were provided.

    • Capital costs (estimates)
    • Operating costs (estimates)
    • User and IS staffing requirements
    • Implementation timeframe and prerequisites
    • Potential benefits and risks

  • Step 7 - Presentation of Final Draft of Client's Information Technology Strategic Plan: A presentation of the final draft of the IT Strategic Plan was developed that included all findings, conclusions, and recommendations. The Plan was reviewed and approved by the Client's administrative leadership and then presented to the Board of Trustees.

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Summary 6:
Client Engagement
300-bed Suburban Hospital,
New York
Project Management: HIPAA
Privacy Rule Preparation
“Burning Platform”
With HIPAA Privacy compliance about six months away, this hospital sought assistance to coordinate and accelerate compliance initiatives.
Engagement Highlights

  • Conducted Privacy gap analysis; used it as a basis for subsequent project initiatives
  • Assembled a HIPAA Core Group as the decision making body for compliance efforts; convened weekly meetings; brought Core Group up-to-date on HIPAA issues.
  • Drafted to-do lists for all Core Group members, for weekly meeting updates
  • Planned convened and provided all documentation for regular Core Group status meetings
  • Organized and oversaw task forces to address and seek solutions for the leading compliance issues, such as:
    • Policy & Procedure review and update
    • PHI disposal
    • Staff education
    • Access
    • PC/fax/e-mail issues
    • HIPAA compliance cost assessments
    • Business Associate management
  • Drafted letters and policies and procedures as requested
  • Organized Contracts Office to manage Business Associate agreements
  • Arranged on-going compliance management

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Summary 7:
Client Engagement
Multi-office Outpatient Medical Practice, New Jersey Project Management: Network Design and Implementation;

Selection of new Practice Management (PM) and Electronic Medical Record (EMR) system;

PM and EMR Implementations
“Burning Platform”
Multi-office, extended hour family practice and urgent care center sought to increase communication efficiencies among the offices and improve collections with managed care organizations and third party payers by implementing an electronic network across all campuses and enabling internet and e-mail capabilities. The practice also sought to replace its aged practice management system with a state-of-the art product to improve practice management capabilities and prepare for clinical documentation. Once the new PM and EMR systems were selected, the practice sought project management assistance for the implementation of the systems.
Engagement Highlights

Ventures in Healthcare conducted the following two-phased engagement:

Network Installation

  • Conducted needs assessment and operational design for network implementation
  • Oversaw all network implementation activities and assured delivery
    as per contract
  • Coordinated hardware purchase, implementation and all vendor activities

PM/EMR System Selection

  • Provided marketplace assessment of practice management/clinical documentation vendors
  • Conducted systems selection engagement including:
  • Developed Request For Proposal
  • Analyzed vendor responses
  • Arranged and facilitated on-site vendor demonstrations, site visits,
    and reference checking
  • Worked with client to narrow field to two finalist vendors
  • Developed negotiating criteria; facilitated contract negotiations
    and selection of vendor-of-choice

Implementation Project Management

  • Administered and oversaw the project plan; worked with the
    vendor to develop meaningful, aggressive, but reasonable milestone dates consistent with the Practices's objectives and expectations
  • Assigned tasks to project participants, including the development
    of weekly to-do lists for each member; tracked progress of all tasks assigned; followed up with project participants regarding
    outstanding deliverables
  • Planned convened and provided all documentation for regular implementation committee status meetings
  • Managed vendor relationship; escalated unresolved issues within
    the vendor organization as needed
  • Facilitated establishment of trainer and end-user training teams

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Summary 8:
Client Engagement
Rural Healthcare Provider, Kansas Development of an Information Technology Strategic Plan
“Burning Platform”
Acute and long-term rural health care provider was dissatisfied with the aging administrative software and support provided by a distant host hospital and was also interested in deploying clinical applications that it did not have. The hospital leadership, as well as the health system to which it belonged, sought to better understand its needs as well as the cost implications of deploying its own system.
Engagement Highlights

  • Organized project
    • Identified interviews to be conducted
    • Determined status of the Information Systems Steering Committee
    • Assembled existing documentation
  • Conducted environmental assessment and systems reviews
    • Met with leadership to understand organizational priorities
    • Met with host hospital to further understand current offerings, systems issues and potential for on-going relationship
    • Conducted interviews and reviewed documentation to assess:
      • Software and hardware
      • Network environment
      • Operational issues (Care delivery models, staffing, decision support)
      • Staffing & Governance
      • Budgets and financial and clinical reporting
      • Planned systems acquisitions
  • Determine Unmet Needs
    • Prioritized based on need
    • Identified as New, Replacement, Upgrade, and/or Optimization
  • Development of Specific IT Initiatives and Plan Development
    • Develop and present alternative approaches for addressing and satisfying current IT issues
    • For each viable approach presented the following detail will be provided:
      • Capital costs (estimates)
      • Operating costs (estimates)
      • User and IT staffing requirements
      • Implementation timeframe and prerequisites
      • Potential benefits and risks
  • Developed IT Plan including a final presentation that includes all findings, conclusions and recommendations

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Summary 9:
Client Engagement
275-bed Suburban Hospital, Connecticut Implementation Project Management:
IDXrad v.10 Radiology
Information System
“Burning Platform”
After over a year of effort, the Hospital could not complete the implementation of its IDXrad system. The project suffered from an inexperienced vendor team (v.10 was not widely deployed at the time), extensive staff turnover, and ineffective project management.
Engagement Highlights

  • Administered and oversaw the project plan; worked with the vendor to develop meaningful, aggressive, but reasonable milestone dates consistent with the hospital's objectives and expectations
  • Once the project plan was prepared, stayed ahead of the plan; anticipating issues before the tasks were due to be completed so that impediments to timely task completion were minimized
  • Assigned tasks to project participants, including the development of weekly to-do lists for each member; tracked progress of all tasks assigned; followed up with project participants regarding outstanding deliverables
  • Planned convened and provided all documentation for regular implementation committee status meetings
  • Convened regular senior executive level steering committee meetings including presentation of formal status report
  • Managed vendor relationship; escalated unresolved issues within the vendor organization as needed
  • Coordinated interface development
  • Coordinated delivery of vendor contracted software customizations
  • Coordinated simultaneous efforts of the following sub-groups: IT Department's applications group, infrastructure group, interface group, and vendor
  • Assessed hospital resource requirements to assure that planned tasks were accomplished within the assigned timeframes; and escalated resource concerns within the hospital
  • Established trainer and end-user training teams; provided oversight to training activities
  • Provided oversight to policy and procedure revisions to accommodate new system
  • Provided input as needed to workflow redesign workgroup
  • Structured unit, application, and integrated testing
  • Delivered a successful on-time go-live!

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