HIT and Services Strategic Alignment

Transcription

1 HIT and Services Strategic Alignment April 14, 2015 Mr. David M. Bowen, Director Health Information Technology (HIT), Defense Health Agency CAPT Margaret S. Beaubien, Deputy Director HIT Col Eric D. Huweart, Chief of Staff HIT Lt Col Richard A. Wilson, Chief Solutions Delivery Division HIT DISCLAIMER: The views and opinions expressed in this presentation are those of the author and do not necessarily represent official policy or position of HIMSS.

2 Conflict of Interest Mr. David Bowen CAPT Margaret S. Beaubien Col Eric Huweart Lt Col Richard Wilson Have no real or apparent conflicts of interests to report. HIMSS

3 Learning Objectives Discuss the strategic direction for the HIT Directorate and the Concept of Shared Services Explain the importance of implementing an OTS vs. a customized program Describe how a culture of change is needed to for operational success 3

4 Precursor to the Shared Services Joint first, common architecture Adopt, buy, create Transparent and accountable management Driven by strategy Speed to market Requirements drive solutions 4

5 Health IT Directorate (HIT) Vision A premier system of health information technology, enabling integrated health care delivery for those who serve in the defense of our country, retirees, and their families. Mission Implement, manage, and sustain an integrated and protected medical information enterprise in order to ensure the right information is accessible to the right customers at the right time and in the right way. 5

6 Goals & Strategies Goals Don t Break Anything! Make our Business Case numbers Keep our Customers (the Services) happy Support the EHR efforts Strategies Transform into functional organization stand down existing commands Eliminate duplication and redundancies Reduce variability by means of standardization Leverage existing IT best practices Allocate resources to support EHR efforts 6

7 Organizations Forming DHA HIT Operational Elements Headquarters Elements 7

8 HIT Directorate Organizational Chart Mr. David Bowen Director Chief of Staff Deputy Director Office of Transition Management Innovation & Advanced Technology Development Division Portfolio Management & Customer Relations Division Infrastructure & Operations Division Information Delivery Division Cyber Security Division Solution Delivery Division Strategy/Planning Enterprise Architecture Support Services Data Services Policy Systems Integration Execution External Relations & Performance Management Network Security Operations Strategies Collaboration Certification and Accreditation Process Integration Investment Management Engineering, Design and Deployment Health Information Exchange Continuous Monitoring User Integration Budget Execution Operations and Sustainment Enterprise Intelligence Solutions Digital Health and Multimedia Defense Health Clinical Systems Defense Health Services Systems 8

9 Business Cases for HIT Business Case 1: Consolidating the Infrastructure Portfolio ($753M, 1646 FTEs Currently) Communications & Messaging Information Assurance End User Support Identity Management Engineering Services Testing and Evaluation Network Operations Hosting Services Business Case 2: Reengineering IT Management ($270M, 927 FTEs Currently) Strategy and Planning Innovation Relationship Management Program Management IT Governance Portfolio Management Requirements Management Enterprise Architecture Business Case 3: Rationalizing the Application Portfolio ($1.1B, 2415 FTEs Currently) Plan Design Develop Deploy Operate Clinical Systems (808)* Business Systems (940)* FHP&R Systems (73)* 9

10 Potential Savings: Initial Assumptions The HIT swg identified (13-22%) in potential savings through the BCAs Portfolio Renationalization* Consolidation and Standardization of Infrastructure Reengineering of IT Mgmt Functions? $ M $ M $ M Infrastructure (Commodity) Savings IT Management Savings IT Application Savings Total Savings * = Savings from rationalization of the application portfolio are dependent on reengineering and optimization of IT management processes and infrastructure. 10

11 HIT BCA Current Year Savings Reflects Components Reported Savings & Costs through 1 Oct BCA 3 Portfolio Rationalization BCA 2 Infrastructure Consolidation BCA 1 Re-engineering IT Mgmt Dollars (In Millions) $20.72 $20.72 $20.72 $20.72 $20.72 $20.72 $6.70 $6.70 $7.40 $7.40 $7.40 $7.40 $4.70 $12.20 $12.20 $12.20 $12.20 $12.20 $12.20 $14.66 $14.66 $14.66 $14.66 $6.40 $4.98 $4.98 $3.80 $3.80 $3.80 $3.80 $3.80 $3.80 $3.80 $3.80 $3.80 $3.80 $3.80 $3.80 $ Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 FY14 11

12 What to Consolidate? Start with BCA #1 Product Line Service EI AMEDD NAVMED AFMS/A6 JTF CAPMED Consolidated Identity Management Engineering Services Hosting Services Network Operations Lifecycle Management Communications /Messaging Information Assurance AD Forest Management EI USAMITC NAVMISSA A6 USAMITC AD Centralized User Management EI USAMITC NAVMISSA A6 USAMITC AD De-Centralized User Management EI USAMITC NAVMISSA A6 USAMITC Network and Infrastructure Upgrade/Installation Support EI USAMITC NAVMISSA A6 EI/SPAWAR System Engineering EI USAMITC NAVMISSA A6 EI/SPAWAR Application Engineering EI USAMITC NAVMISSA A6 Ports and Protocol Management EI USAMITC NAVMISSA A6 WR/FBCH/EI/SPAWAR Testing and Evaluation EI USAMITC NAVMISSA AFMS/A6/MHS JTF/SPAWAR Capacity Planning & Management EI USAMITC NAVMISSA A6 EI Continuity of Operations (COOP)/Disaster Recovery EI USAMITC EI/NAVMISSA A6/AFMS WR/FBCH/USAMITC Data Center Facilities Management EI A6/AFMS WR/FBCH Database Hosting EI USAMITC EI/NAVMISSA EI/A6 WR/FBCH Distributed Network File Storage EI USAMITC EI/NAVMISSA A6 WR/FBCH Backup and Redundancy EI USAMITC NAVMISSA EI WR/FBCH System Administration EI USAMITC NAVMISSA A6/AFMS WR/FBCH Server Virtualization EI USAMITC NAVMISSA WR/FBCH Web Hosting EI USAMITC NAVMISSA A6 WR/FBCH/SPAWAR Monitoring USAMITC A6 Computer Network Defense (CND) EI A6 Tier 0 Support / Self-Help EI USAMITC NAVMISSA A6/AFMS WR/USAMITC Tier I Support / Incident Management EI USAMITC EI/NAVMISSA A6/AFMS SPAWAR Application Packaging & Delivery EI USAMITC NAVMISSA A6/AFMS USAMITC/WR/FBCH End User Device Support EI USAMITC NAVMISSA A6/AFMS WR/FBCH/EI Local Print Services EI USAMITC NAVMISSA A6 WR/FBCH Asset Management EI USAMITC NAVMISSA A6 WR/FBCH Data at Rest Encryption EI USAMITC NAVMISSA AFMS USAMITC Audio/Video Conferencing EI USAMITC NAVMISSA A6 WR/FBCH/USAMITC B2B Gateway EI USAMITC EI A6/MHS EI Collaborative Tools/Software EI USAMITC NAVMISSA A6 WR/FBCH Circuit Management DoD/VA Gateway Wireless LAN (WLAN) EI USAMITC NAVMISSA A6/AFMS/EI WR/FBCH/EI Local Area Network (LAN) EI USAMITC NAVMISSA AFMS WR/FBCH EI USAMITC NAVMISSA A6 USAMITC Mobile Messaging EI USAMITC NAVMISSA A6 WR/FBCH/USAMITC Remote Access VPN/Terminal Services EI USAMITC EI/NAVMISSA A6 WR/FBCH Network & Systems Security EI USAMITC NAVMISSA A6 SPAWAR Compliance / Certification & Accreditation (C&A) EI USAMITC NAVMISSA/BUMED AFMS SPAWAR 12 YES (EI) YES (EI)

13 BCA #2 in support of Strategies Standardize Infrastructure Support One Forest Active Directory and Enterprise Mgt. One Network Consolidate multiple networks One put everyone on same system One Datacenter a single datacenter hosting strategy One Web a single web hosting solution One Desktop a single desktop configuration One Help Desk a single help desk capability One AV/Comm a single AV/communications strategy 13

14 BCA #2- Infrastructure Product Line Consolidation Identity Management Hosting Services Communications & Messaging Domain and active directory services Global directory service SIPR Global Directory Engineering Services Application Engineering Capacity Planning Network engineering services System Engineering Testing and Evaluation Testing and Evaluation Network Operations Data network planning External gateway management IPv6 Component Registry Office Local Area Network Support MHS Intranet and Circuit Management Ports, protocols and services management Secure Remote Access Virtual Private Network Wireless Networks Application virtualization Backup and Redundancy Configuration Management Continuity of Operations Planning and Management Data center / hosting services Data storage management Document management services Global Image Access Records Management and Document Archiving Server virtualization and lifecycle management SIPR Hosting System Admin System performance management Web hosting and proxy services End User Support End User Device Support Hardware/software maintenance and sparing Medical Device Management Print and file server management Self Service Help Desk Defense Messaging System Support Electronic Mail Service Mobile Messaging Shared file/collaboration services SIPR Electronic Mail Service SIPR File-Collaboration Services Telephone Service Voice Over Internet Protocol (VOIP) Services VTC Management Information Assurance Designated Approving Authority (DAA) IA Security Services (DIACAP) Security Management Services Infrastructure - Other Infrastructure - Other 14

15 BCA #3: Portfolio Rationalization Illustration #1 Review of learning systems in the Military health System Current State: 93 different Service and MHS systems Decreased to 1 Potential savings from MHS elearning study 28% Illustration #2 - AMEDD conducted an analysis of their portfolio of Optometry Systems with a potential reduction in the portfolio to achieve 20% in savings: Current State: 53 applications, $1.2M spending baseline Future State: 14 applications, $.98M spending baseline The potential savings of almost $250K can be repurposed to modernize other optometry capabilities, such as Photoropter Testing Savings benchmarks from portfolio rationalization: MetaGroup (20%) Oct. 2003, Gartner (20-30%) Dec. 2003, Forrester (10-30%) Sept

16 Consolidate Program Offices Move the functions of the Clinical and Business program offices into the 6 main divisions Provide for Component Acquisition Executive Authority to reside outside of the HIT Directorate Align applications under Solution Delivery Division Realign other functions such as finance, manpower with other like functions present in the directorate 16

17 Health Information Technology Key Strategic Measures Area/Type Measure Reporting Frequency Notes on Current Status Current Status Expected Completion Date Cost Schedule Compliance Expenditure Approval Process + Consolidated FY18 Portfolio Annual Joint Portfolio Board Charter is in final staffing. On schedule. FY16 Q3 Quality Percentage of defined users transitioned to Mail.mil Quarterly Progress made, however issues with the DISA Gateway put all migrations on hold for ~6 weeks and circuit upgrade delays also contributed. Expect to complete FY15 Q3. FY15 Q2 Quality Percentage of HIT leadership positions filled permanently Quarterly Nominations for military positions and civilian personnel actions are underway. Specific targets for FY15 Q2 are expected to be met. FY15 Q4 Quality Schedule Compliance Medical Community of Interest (MED-COI) Operational Quarterly All planned work was completed as scheduled. FY16 Q1 17

18 Lessons COMMUNICATE, COMMUNICATE, COMMUNICATE You cannot do it often enough Cultural differences will trump strategy if you allow it to 4 entities all had a different approach Breakdown the barriers by defining the end product Manage how to how to get there especially for rationalizing the portfolio 18

19 Questions? CAPT Margaret S. Beaubien Col Eric D. Huweart Lt Col Richard A. Wilson 19