Practical M&A: One CIO's Experience - Interop 2016
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Inspira Health Network CIO, Tom Pacek, shares lessons learned from his IT group in merging health systems which included three hospitals, 100+ locations and 1000+ physicians. Lessons included considering technologies, practice and policies, budgets and positions, standardization and people.
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Practical M&A: One CIO's Experience - Interop 2016
- 1. Practical M&A: One CIO’s Experience
- 2. Inspira Health Network 3 Hospitals 100+ locations 3 counties Southern New Jersey (1100 mile radius) 1000+ Physicians
- 3. 3 Years Post Merger 2015 Healthcare IT News “Best Large Hospital IT Department” Inspira Health Network
- 5. What did it take? Identifying the Inventory Doing Assessments Standardization Adopting and Living the Values Achieving Success
- 6. What did it take? Identifying the Inventory Doing Assessments Standardization Adopting and Living the Values Achieving Success
- 7. Identifying the Inventory Technologies Equipment – network, servers, telephony, computers, etc Applications – management software, end user software Security – physical, application, service Services – voice, data and video
- 8. Identifying the Inventory Practices and Policies ITIL - Access, Incident, Problem, and Change Management Requests - Capital Equipment, Project, Report, Interface Security Incidents – definition, how to report and respond
- 9. Identifying the Inventory Budgets and Positions Operating Budgets Capital Budgets Positions and FTEs Contracted Staff Outsourced Services
- 10. What did it take? Identifying the Inventory Doing Assessments Standardization Adopting and Living the Values Achieving Success
- 11. Doing Assessments Technology Age, condition, useful life Current and historical performance Customer feedback Staff feedback
- 12. Doing Assessments Practices and Policies How current are they? Are they being used? Are they effective? Are they required? Are they still needed?
- 13. Doing Assessments Budgets and Positions Similarities and Differences Positions (titles, job descriptions, salaries) Compensation Customer Feedback Staff Feedback
- 14. What did it take? Identifying the Inventory Doing Assessments Standardization Adopting and Living the Values Achieving Success
- 15. Standardization Technologies Reduces the number of vendors Reduces operating costs More effective capital purchases Stronger team with more depth
- 16. Standardization Practices and Policies Identify or adopt best practices Consistency and efficiency Create shared expectations Improves Customer Service Experience
- 18. What did it take? Identifying the Inventory Doing Assessments Standardization Adopting and Living the Values Achieving Success
- 19. Adopting and Living the Values Service Statistics Benchmarks Customer Feedback
- 20. Adopting and Living the Values Quality and Safety Statistics Benchmarks Preventive Maintenance Feedback from our patients and community
- 21. Adopting and Living the Values Growth Common infrastructure – standard and efficient Templates – allows for speed Innovation – promotes business growth
- 22. Adopting and Living the Values Financial Efficiency Optimization Cost reduction Revenue generating opportunities
- 23. Adopting and Living the Values People Respect – professional and personal Relationship – professional and personal Opportunities – additional or new responsibilities, educational, advancement, for fun Recognition – individual and team Trust and Loyalty – the ultimate goal
- 25. What did it take? Identifying the Inventory Doing Assessments Standardization Adopting and Living the Values Achieving Success
- 26. Achieving Success Creativity Input from the employees - Contests to generate interest and ideas - Contests also generate team building - Stimulates employee engagement - Stimulates pride of the job done, team, department
- 27. Achieving Success Collaboration Partnering together - Multidisciplinary work projects - Employee initiatives (walking breaks, volleyball, etc) - Fundraising activities and events (helping others in need) - Focus groups (community feedback and direction)
- 28. Achieving Success Consistency Accountability – “Anyone can help” Address items identified in employee opinion surveys 360 degree feedback and performance evaluations Open door policy Common goals The Year in Review report to the Board
- 29. Achieving Success Celebrate Individual Recognition - Non-Monetary recognition (Special parking space, name on plaque / wall, award of excellence, etc) - Monetary (gift cards, bonus check, etc)
- 30. Achieving Success Celebration Team Recognition - Public / Industry appreciation (MOST WIRED, BEST HOSPITAL IT DEPARTMENT, etc) - Celebrate together (luncheon, dinner, fun activity outside of the office, gift certificates, bonuses)
- 32. Practical M&A: One CIO’s Experience