Health Information Technology Administrative Technology Subcommittee

Transcription

1 Mission Health Information Technology Administrative Technology Subcommittee The Administrative Technology Subcommittee has been created to define strategies for the development and use of Administrative Technology (AT) within MSU HealthTeam and Human Health Affairs colleges. This is a collaborative group made up of representatives focusing on technology that automates the administrative units supporting the colleges and clinical practices. The group is charged with providing strategic direction to administrative resources. The Committee will also serve as a formal channel of communication and collaboration between: College of Human Medicine College of Osteopathic Medicine College of Nursing MSU HealthTeam Health Information Technology (HIT) Members: Up to three members will be appointed by the respective colleges and the HealthTeam. Members appointed by the colleges will include representation from the geographically dispersed campuses. The HIT Project Management Office Director will preside as a non-voting chair and will be responsible for administrating the process. Charter: The purpose of this document is to provide a formal channel for planning relating to administrative technology initiatives in accordance with the business goals of the participating organizations. Administrative technology solutions include but are not limited to: contract administration, document management, financial reporting, admissions, student administration, clerkship administration, faculty and staff administration, external programs (CME), and alumni relations. This committee will recommend the scope of the services offered by HIT to support administrative management efforts, periodically review services be added or removed from the unit to meet the strategic goals of each member of the enterprise, recommend the establishment of policies and procedures to govern the operational use of administrative technology resources (i.e. people, equipment, software), and provide recommendations to the HIT Executive Steering Committee (HITESC) for review and approval. Members of the Committee will: Provide Technology Planning Leadership 1. Provide strategic direction in the administrative technology domain to the HIT organization to ensure long term alignment of priorities. 2. Establish an administrative IT operational support plan to meet the established needs of the enterprise and the individual organizational units. 3. Establish an administrative IT investment portfolio. 4. Identify operational resource and capital requirements for Administrative Technology services. Health Information Technology Administrative Technology Charter 1

2 Provide HIT Administrative Technology Demand Governance 1. Represent and speak for their unit s academic operational priorities and assist with the resolution of HIT administrative operational resource conflicts. 2. Continuously evaluate HIT Administrative Technology initiatives and resolve resource allocation issues based on project prioritization with the realization that resources may need to be temporarily shifted to accomplish a member-college project. 3. Participate in an annual HIT call for projects process to identify Administrative Technology initiatives to allow the technology unit to plan and request appropriate funding. 4. Establish and implement evaluation criteria and a procedure for reallocating resources from the annual plan as needed to meet changes in organizational priorities. Provide Monitoring and Management Oversight of HIT Administrative Technology Performance Other 1. Provide general spending oversight of HIT Administrative Technology capital investments. 2. Provide HIT Administrative Technology project oversight, resolving issues and mitigating risks as needed to ensure successful service delivery. 3. Establish effectiveness metrics to monitor process, procedure, and policy compliance as necessary. 1. Ensure open communication between Health Information Technology and other functional units so as to promote collaborative planning. 2. Be change agents, leading communication efforts to ensure the success of IT and business initiatives. Delegated Authority The College Deans and HealthTeam Governing Board have delegated specific authority to the following Committees and subcommittees as follows: Health Information Technology Administrative Technology Charter 2

3 Governance Layer College Deans or HealthTeam Governing Board Unbudgeted Capital or Operational Costs Project Resource Hours Allocation Limit New Service Resource Hours Allocation Limit Service Expansion Resource Hours Allocation Limit Project or Service Risk Unlimited Unlimited Unlimited Unlimited High Executive Steering Committee $ High Financial Subcommittee $ Medium Clinical Informatics Subcommittee $ Medium Administrative Systems Subcommittee Educational Technology Subcommittee College Liaisons / Departments / Individuals Decisions will be made according to the following process flow: $ Medium $ Medium $ Low Health Information Technology Administrative Technology Charter 3

4 1. Individuals that are members of the Health Information Technology (HIT) stakeholder community can make both project requests and requests for a new service. The requests are submitted electronically by following the process on the HIT website ( 2. The requests for new services and project requests are routed within HIT to the appropriate personnel and evaluated according to the criteria established by the HITESC. 3. Requests for New Services follow the process outlined below: a. Requests for New Service are submitted to HIT and evaluated according to HITESC established criteria. See Attachment 1 for a copy of the Request for New HIT Service Evaluation Form. b. Once evaluated by HIT, the Request for New Service is presented to the domain subcommittee for consideration. c. Domain subcommittee reviews all requests and votes to recommend or deny them. i. The subcommittee considers the Request for New Service in context of the existing HIT service catalog and evaluates similar technology substitutes to prevent a redundant service addition whenever possible. ii. The domain subcommittee is expected to evaluate the operational resource impact on HIT and the Business to identify opportunities to eliminate existing services that will allow a new service addition without budgetary impact. When Requests for New Service require resource additions, the committee is responsible for determining the type and cost of the resource before forwarding the request to the financial subcommittee for consideration. iii. Recommended Requests for New Service are forwarded to the financial subcommittee for further consideration. iv. Denied Requests for New Service are reported to the requestor. The requestor has the option to appeal a denied Request for New Service to the HITESC. d. Financial subcommittee evaluates the domain subcommittee recommended request and and verifies the fee schedule used to determine the cost of the new service. i. Implementation costs are determined as follows: 1. Capital acquisition costs of new service (hardware and software). 2. Staff hours to implement the new service at an average cost of staff by HIT functional team, as established annually by the financial subcommittee. ii. Support costs are determined as follows: 1. Staff hours to support the service at the industry average of 22.5% of implementation hours, paid at an average cost of staff by HIT functional team, as established annually by the financial subcommittee. 2. Capital maintenance costs to maintain the service for the life of the service including software and hardware annual maintenance and support costs 3. Capital replacement cost at solution end of life (as defined by industry standard and HIT policy). iii. Financial subcommittee establishes or declines funding for the service and recommends or denies the service addition to the HITESC. e. The HITESC reviews all Requests for New Service. i. Requests for New Services that have funding established by the financial subcommittee are evaluated, approved or denied according to criteria established by HITESC. ii. Requests that do not have established funding can be denied by the HITESC according to established criteria or recommended for approval with funding by the appropriate college dean or HealthTeam Governing Board. f. College Deans or HealthTeam Governing Board review those Requests for New Service as escalated by the HITESC. i. A Request for New Service is approval or denied and the requestor is informed of the outcome. Health Information Technology Administrative Technology Charter 4

5 4. Requests for Service Expansions follow the process outlined below: a. Requests for Service Expansions are submitted to HIT and evaluated according to HITESC established criteria. See Attachment 3 for a copy of the Request for HIT Service Expansion form. b. Once evaluated by HIT, the Request for Service Expansion is presented to the financial subcommittee for consideration. c. The financial subcommittee evaluates the recommended request and verifies the fee schedule applied to the service expansion. i. Implementation costs are determined as follows: 1. Capital acquisition costs of new service (hardware and software). 2. Staff hours to implement the service expansion at an average cost of staff by HIT functional team, as established annually by the financial subcommittee. ii. Support costs are determined as follows: 1. Staff hours to support the service at the industry average of 22.5% of implementation hours, paid at an average cost of staff by HIT functional team, as established annually by the financial subcommittee. 2. Capital maintenance costs to maintain the service for the life of the service including software and hardware annual maintenance and support costs 3. Capital replacement cost at solution end of life (as defined by industry standard and HIT policy). iii. Financial subcommittee establishes or declines funding for the service and recommends or denies the service expansion to the HITESC. d. The HITESC reviews Requests for Service Expansion that require unbudgeted capital or operational expenditures, or greater than 40 hours of HIT staff support per year. i. Requests for Service Expansion that have funding established by the financial subcommittee are evaluated, approved or denied according to criteria established by HITESC. ii. Requests that do not have established funding can be denied by the HITESC according to established criteria or recommended for approval with funding by the appropriate college dean or HealthTeam Governing Board. e. College Deans or HealthTeam Governing Board review those Requests for Service Expansion as escalated by the HITESC. i. A Request for Service Expansion is approval or denied and the requestor is informed of the outcome. 5. Projects are established for requests that are delivered within an established start and end data and require 40 or more hours to complete. Projects that are used to establish a new HIT service must follow the New Service Request process. 6. Project Requests follow the process outlined below: a. Project Requests are approved at the appropriate level of the organizations as identified in the delegated approval section of this document. b. Project Request decisions (approval status and priority scheduling) can be overturned at higher levels in the process. c. Project Requests are submitted to HIT and evaluated according to HITESC established criteria. See Attachment 2 for a copy of the HIT Project Request Evaluation Form. d. As delegated, HIT Administration, College Liaisons or HealthTeam Administration can approve the smallest and lowest risk Project Requests. These Project Requests, once approved, are subject to resource availability and priority of the domain subcommittees and HITESC. e. As delegated, domain subcommittees evaluate, recommend and prioritize, or deny Project Requests. If a project impacts more than one domain subcommittee (as the result of a HIT Health Information Technology Administrative Technology Charter 5

6 Mandate: shared resource assignment) both domain groups must review the request before moving to the next stage in the approval process. f. Domain subcommittee reviews all Project Requests and votes to recommend or deny them. i. The subcommittee considers the Project Request in context of the existing approved project list and reported resource availability to complete the project. The subcommittee is expected to identify opportunities to eliminate and/or reprioritize existing project to allow for a new project approval without a budgetary impact. ii. When a Project Request requires resource additions to the organization, the type and cost of the resource must be determined by the committee before forwarding the request to the financial subcommittee for review and consideration. iii. Denied Project Requests are reported to the requestor. The requestor has the option to appeal a denied Project Request to the HITESC. g. Financial subcommittee reviews the domain subcommittee recommended request and verifies the fee schedule used to determine the cost of the Project Request. i. Project costs are determined as follows: 1. Capital acquisition costs (hardware and software). 2. HIT staff hours to implement the new service at an average cost of staff by HIT functional team, as established annually by the financial subcommittee. 3. Vendor service costs. ii. Financial subcommittee establishes or declines funding for the project and recommends or denies the project to the HITESC. h. The HITESC review process is as follows i. The HITESC reviews all Project Requests and has the authority to approve or deny any Project Request. The HITESC has additional authority to prioritize Project Requests. ii. Project Requests that have funding established by the financial subcommittee are evaluated, approved or denied according to criteria established by HITESC. iii. Project Requests that do not have established funding can be denied by the HITESC according to established criteria or recommended for approval with funding by the appropriate college dean or HealthTeam Governing Board. iv. Denied Project Requests are reported to the requestor. i. College Deans or HealthTeam Governing Board review those Project Requests escalated by the HITESC. Project Requests are approval or denied after review and the requestor is informed of the outcome. The committee shall meet monthly or as needed or more frequently as needed. All recommendations of this committee shall be taken to and approved by the HIT Executive Steering Committee prior to being implemented. Agenda and Meeting Protocol A standard agenda will be sent out to the committee members at least two days prior to the meeting. It is important that members review the material and be prepared to vote at each session. Roberts Rules will be used to govern protocol of meetings not addressed in this charter. DEFINITION OF TERMS Administrative Services Subcommittee. The domain subcommittee responsible for managing the HIT services provided to support the college and HealthTeam administrative units. Clinical Systems Subcommittee. The domain subcommittee responsible for managing the services and projects completed to support the clinical community. Clinical systems support is provided by multiply IT units, this governance document applies only to those services provided by HIT. Health Information Technology Administrative Technology Charter 6

7 Educational Technology Subcommittee. The domain subcommittee responsible for managing the HIT services provided to support the college teaching and learning function. Educational technology support is provided by multiply IT units, this governance document applies only to those services provided by HIT Financial Subcommittee. The subcommittee responsible for developing and monitoring the HIT budget. IT Governance. The processes that ensure the effective and efficient use of IT in enabling an organization to achieve its goals. IT Demand Governance What IT Should Work On. The process by which organizations ensure the effective evaluation, selection, prioritization, and funding of competing IT investments; oversee their implementation; and extract (measurable) business benefits. Demand governance is a business investment decision-making and oversight process, and it is a business management responsibility. IT Supply-Side Governance How IT Should So What It Does. Concerned with ensuring that the IT organization operates in an effective, efficient and compliant fashion, and it is primarily a CIO responsibility. IT Service. A service is a combination of information technology, people and processes. A customer-facing IT service directly supports the business processes of one or more customers and its service level targets should be defined. Support services are those required by the IT service providers to deliver customer-facing services. IT Service Catalog. A database or structured document with information about all live IT services, including those available for deployment to customers. Project Request. A project is a temporary endeavor with a defined beginning and end, usually timeconstrained, and often constrained by funding or deliverables, undertaken to meet unique goals and objectives typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business operations which are repetitive, permanent, or semi-permanent functional activities to produce products or services. A project request is the process by which an end-user of technology services solicits HIT service hours to complete a technology related process. Request for New Service. A Request for New Service is a request to add a customer facing service to the HIT service catalog. Examples include new desktop software support requests (often specialty software) requests for new types of enterprise services(new custom application development initiatives or new enterprise application purchases), new hardware device support requests (clinical devices, mobile device support). Request for Existing Service Expansion. A request for an existing service to be expanded to a new department, college or clinic. Examples include requests for teleconferencing/video equipment installations in new locations, new classroom automation initiatives (new classrooms), or new clinical practices. This does not include provisioning existing commodity IT solutions such as new accounts, new desktop equipment, expanded storage access, etc. to new individuals or groups. Service Showback / Chargeback Models. are two policies used by IT departments to allocate or bill the costs associated with each department's or division's usage led to the development of chargeback mechanisms, in which a requesting department gets an internal bill for the costs that are directly associated to the infrastructure, data transfer, application licenses, training, which they generate. The purpose of chargeback includes: making departments responsible in their usage; providing visibility to the head of IT and to senior management on the reasons behind the costs of IT; allowing the IT department to respond to unexpected customer demand by saying "yes, we can do it, but you will have to pay for it" instead of saying "no, we cannot do this because it's not in the budget. Health Information Technology Administrative Technology Charter 7