Lydia Washington MS RHIA CPHIMS Sr Director Practice Excellence AHIMA Objectives Define Information Governance Data Governance Enterprise Information Management amp the relationship between them ID: 317649
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Slide1
An Introduction to Information Governance
Lydia Washington, MS. RHIA, CPHIMS
Sr. Director, Practice Excellence, AHIMASlide2
Objectives
Define Information Governance, Data Governance, Enterprise Information Management & the relationship between them
Understand why Information Governance is important for healthcare organizations today
Discuss how to get started with developing an information governance program
Discuss personal preparation for leading an IG initiativeSlide3
What is
Information Governance?
The specification of
decision rights
and an
accountability framework to ensure appropriate behavior in the valuation, creation, storage, use, archiving and deletion of informationThe processes, roles and policies, standards and metrics that ensure the effective and efficient use of information in enabling an organization to achieve its goals. (Source: Gartner)Slide4
How does this differ from
Data Governance
?
Data Governance is an important part of Information Governance, but not all of it.
Information Governance addresses all types of unstructured & structured information that is collected or stored in the organization, whereas Data governance is focused only on structured data. Slide5
What is Enterprise Information Management?
All the things we do with and to information in order to
1) reduce risks
( examples: disaster recovery/business continuity; e-discovery/litigation response)
2) increase efficiencies
(examples: enterprise content management; workflow management)3) achieve competitive advantages (examples: business intelligence; predictive analytics; knowledge creation) Slide6
Information Governance: Providing the Means for Enterprise IMSlide7
Information Management vs.
Enterprise Information ManagementSlide8
EIM Business DriversSlide9
Information Governance in Health Care
Why Now?
Post EHR era
Information Management Crisis
Current environment requires data and information to be leveraged and optimizedSlide10
Post-EHR era
4700 hospitals, 453,000 EP’s* have EHRs
HIM professionals – EHRs were “slammed in”
~31% will soon adopt a second or third system
Poor data integrity, poor workflows, inadequate training
Attestations as of Feb 2014Slide11Slide12
Current Environment Demands Solid Data and Information
Emphasis on quality, safety, patient experience
Value based payment
ACO’s
Patient Centered Medical Home
Coordination of carePopulation health managementConsumer and patient engagementSlide13
Clinical and Business Intelligence
in Healthcare
“Intelligence
”=
insight—not only what, but why and howInformation and analytics --the core --no longer just a byproductInformation and data governance are foundational for Clinical and Business IntelligenceEssential for
population health
management
Analytics-transforms data into insight for improving care
and reducing
costsSlide14
What Is the difference between
Analytics and Analysis?
Analysis
Deconstructing or breaking a complex issue, part, topic or substance into smaller parts to gain a better overall understanding
Examples
: CodingAuditingWorkflow assessmentsquality measurements
Analytics
A
pplying scientific or quantitative methods to discern patterns and provide insights
S
tatistics, algorithms, data mining and machine learning
Examples
:
Who will need early re-admission?
Is fraudulent activity occurring?
What diseases am I at high risk for?Slide15Slide16
Information Asset ManagementSlide17
The Bottom Line for Information Governance in Health Care
There is an increasing
need to ensure that information is
trustworthy
and actionable.Slide18
Haven’t we always done IG?
Yes, we have some of the elements relative to
some
policies/processes/structures
No, IG is different in that it is:
StrategicEnterprise focused, takes holistic approachAddresses risk and compliance AND using information for business advantageSlide19
Where Are We With IG in Healthcare?
85% of health care delivery organizations have
weak or no
enterprise IG
initiative
s* According to AHIMA case studies, initial efforts on EHR remediationIn some organizations, efforts are driven by internal counselIs 2015 the year of IG?
*
GartnerSlide20
What’s Under the IG Umbrella?
General:
Data standards, integrity and quality
Privacy and security
Disaster preparedness and business continuity
Litigation response/ e-discoveryLifecycle management/ preservation/ retentionHealth care specific: Clinical documentation improvement??Clinical content management??Legal Health Record/Designated Records Set policyOther?Slide21
Initiating Information Governance
Establishing IG is
at minimum
a 12- to 18-month effort just to get started
Get an executive sponsor
Start with current state assessmentLevel of trust in informationExisting Governance Infrastructure AssessmentBusiness goals, strategy, driversCultural assessment
Available resources (financial and other)Slide22
What To Do First
Build a
c
ompelling business case
Start with your organization’s pain points, or look for a strategic business opportunity
Timing is criticalAcknowledge and get others to understand that this is not another another IT projectCollaborate with your CIO/IT—they may agree!
Develop a strategy
Identify goals, define purpose
Determine whose in charge/responsibility
Create
high level work plan
Define measures of successSlide23
How to get started:
1. Identify pain points
2. Make me money or save me money?
3. Collect and assess existing policies for gaps and deficiencies
4. Get and engage an executive sponsor
5. Plan your attack6. Identify and engage stakeholder group of committed individuals (look for those who are not happy with or mistrust current state about data/info quality, availability, security, etc.)7. Develop metrics to assess progress and support evaluationSlide24
What to do after the initial push
Develop longer term IG Strategic Plan
Align with organization’s goals and strategy
Determine program scope
Identify required resources
Staff roles and responsibilities, budget, technologyDevelop an IG frameworkCore policies, standards, principlesAddress enterprise communication and training needsSlide25
Establishing a program--continued
Set up audit and enforcement mechanisms
Identify metrics, benchmarks and reporting mechanisms
Establish internal consulting role (contracts, IT purchases, compliance with plan, etc.)Slide26
The 4 “R”s
Information governance insures that accurate information gets to the
right
person, for the
right reason, at the right time to make the right decisions. Slide27
Preparing to Lead Information Governance
Natural fit and opportunity for growth for
some
HIM professionals
Where HIM is going/growing
Required skills/competency areassoft skills associated with leadership, collaboration, and engagement, facilitation, critical thinking, problem-solvingStrategic vs. tactical outlook and perspectivechange management and strategic communicationsproject managementinformation lifecycle managementbusiness process improvement
understanding of healthcare regulatory compliance
information privacy and security
litigation and e-discovery
understanding of business intelligence and data analytics
information technology planning and governance
EHR/clinical decision supportSlide28
AHIMA: Leading Information Governance for Healthcare
Establishing an expert advisory panel
Conducting surveys on IG in healthcare
Publishing white papers on IG
Develop principles for IG in healthcare
Developing a maturity model and self-assessment tools Developing, refining and providing resources to operationalize IG Providing reference, webinars and forums to raise awareness of IG Slide29
Additional Resources
AHIMA Information Governance Page
http://www.ahima.org/resources/infogov.aspxSlide30
Questions/Discussion
Lydia.Washington@ahima.org