Slide 1
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Moving from Information
Management to Information
Governance
Deborah Green, MBA, RHIA
Chief Innovation and Global Services Officer
AHIMA
[email protected]
@debgreen_AHIMA – @igadvisors #IGNOW
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©AHIMA 2016
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Slide 2
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Information Management to
Information Governance - Outline
• Perspectives on IG, DG and ITG
• Drivers of Information Governance, IG
Overview
• IG Principles for HealthCare
• IG Organizational Competencies and IG
Adoption Model
• IG and Evolving Roles
• Driving IG Adoption
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Slide 3
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Governance / To Govern
What does it mean?
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Slide 4
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“Govern”
Definition Please
• to officially control and lead
• to control or guide the actions of (someone or
something)
• to rule over by right of authority, to govern a
nation.
• a directing or restraining influence over; to
guide
Govern - to control, lead, direct, guide or influence
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©AHIMA 2015
Source: merriam-webster.com
search “govern”
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Slide 5
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Naming matters.
• Information Governance
• Data Governance
• Information Technology Governance
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Slide 6
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What is the Difference between
Information Governance and
Information Technology Governance?
Is one more important than the
other?
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Slide 7
Information Governance vs IT Governance
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Leading the Adoption of IG in
Healthcare
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©AHIMA 2015
AHIMA.ORG/INFOGOV
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Slide 8
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What is the Difference between
Data and Information?
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Data Governance and Information
Governance?
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Slide 9
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©AHIMA 2015
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Slide 10
“Data”
Definition Please
• basic facts and observations about people,
processes, measurements, and conditions
(e.g. dates, numbers, images, symbols,
letters)
(AHIMA)
Govern - to control, rule, direct, guide or influence
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©AHIMA 2015
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Slide 11
“Information”
Definition Please
• data that have been collected, combined, analyzed,
and/or interpreted to be used for a specific purpose
or set of purposes. Data represent facts; information
represents meaning (AHIMA)
• knowledge that you get about someone or
something, and facts or details about a subject
(merriam-webster.com)
Govern - to control, rule, direct, guide or influence
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©AHIMA 2015
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Slide 12
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©AHIMA 2015
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Slide 13
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©AHIMA 2015
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Slide 14
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©AHIMA 2015
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Slide 15
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Is Information Governance needed?
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If so, what are some of the drivers or
reasons to adopt it?
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Slide 16
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Drivers of Trusted Information
•
•
•
•
•
•
•
Economy
Technology
Transformation
Delivery system changes
Payment system changes
Population health initiatives
Lack of trust in data and information (?)
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© 2015
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Slide 17
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Drivers of Healthcare
Transformation
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Costs
Quality Care
Safe Care
Pop Health
Need to
Change,
Transform,
Innovate
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©AHIMA 2016
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Slide 18
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Rate of adoption of electronic systems
Expanding sources of data
Growth in types and numbers of devices
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Lack of agreed upon rules/standards
Low level of effective interoperability
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Slide 19
What will
TRUST in our Information Enable?
Safe Use of Health IT
Right Patient – Right Information
Quality Care - Lower Costs
Reduced Information Risk
Proof of Value of Care Purchased
Reliable Analytics
Improved Health of our Populations
Trust in Exchange Partners
Reliable Performance Measures
Appropriate and Ethical Use of Information
A State of Interoperability
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©AHIMA 2016
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Slide 20
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Rate of adoption of electronic systems
Expanding sources of data
Growth in types and numbers of devices
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Lack of agreed upon rules/standards
Low level of effective interoperability
Could IG contribute to more
successful eSystems,
digitization initiatives?
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Slide 21
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©AHIMA 2015
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Slide 22
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©AHIMA 2015
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Slide 23
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EMR Implementation ≠ IT Project
Failure to put Information at the
center of EMR implementations
versus Technology Infrastructure has
resulted in information integrity
concerns – contributing to the case
for Information Governance in
Healthcare.
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Slide 24
Information Governance – An
Imperative for Successful EMRs
Successful EMR implementation requires
disciplined use of approaches based on
best practices of Information Governance.
IG’s principles and essential competencies
applied to all aspects of readiness,
planning, execution, monitoring and
systems optimization help assure a
successful implementation and use.
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Slide 25
Information Governance –
An Imperative for Success in EMR
Implementation
Failures in EMR implementation have had multiple contributing factors, but
factors commonly cited include:
•
Treating EMR implementation like an “IT Project”, and failure to incorporate
the input of clinicians and clinical work flows in the implementation.
•
In the rush to implement EMRs many organizations have prioritized
technology over information, losing sight of the fact that the reason for the
infrastructure and systems investments is….the information – not the
infrastructure.
•
Planning and implementation of EMRs under Information Governance
assures that the focus is the information and user’s needs versus the
technology. IG practices and discipline will mitigate such failures.
•
Information Governance is an imperative for success in implementation,
reliable electronic data and information, improved usability and user
satisfaction.
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Slide 26
Implementation
of any/all
Information
Systems (not just
clinical) should
be guided by
Information
Governance.
IT Project Failures
The Standish Group, which has a database of some 50,000
development projects, looked at the outcomes of multimillion
dollar development projects and ran the numbers for
Computerworld.
Of 3,555 projects from 2003 to 2012 that had labor costs of at
least $10 million, only 6.4% were successful. The Standish data
showed that 52% of the large projects were "challenged,"
meaning they were over budget, behind schedule or didn't
meet user expectations. The remaining 41.4% were failures -they were either abandoned or started anew from scratch.
Source Computerworld 10/21/2013
Industry research suggests that large IT projects are at far
greater risk of failure than smaller efforts. A 2012 McKinsey
study revealed that 17% of IT projects budgeted at $15
million or higher go so badly as to threaten the company's
existence, and more than 40% of them fail. Source:
Information Week Government Commentary 10/13/2013
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Slide 27
Information Governance –
An Imperative for Reliable
EMR and Data Sharing Initiatives
Critical initiatives often undertaken in preparation for EMR implementations, HIE readiness and
compliance with changing regulatory requirements include:
•
Data Discovery and Inventory
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Data Quality Audit
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Data Mapping
•
Data Dictionaries
•
Data and Information Organization and Classification
•
Standardization of Taxonomies and Metadata
•
Data Migration
•
Interoperability Audits
•
Electronic and Paper Record Inventories
•
Systems Inventory Audits
•
IT Infrastructure and Asset Inventories
These efforts must not be viewed as “IT Projects” but critical initiatives enabling long-term reliability
and trust in the organization’s information assets. Under the added layers of Information Governance
the success of these initiatives will be enabled.
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Slide 28
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AHIMA: Leading IG for
Healthcare
1
4
ORGANIZATION-WIDE
ALL TYPES—
ORGANIZATION
ALL TYPES—INFO
ALL MEDIA
2
3
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©AHIMA 2015
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Slide 29
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Data and Information …
The Water in our
Healthcare Ecosystem
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Information Governance,
A Healthcare Ecosystem Imperative
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AHIMA.ORG/INFOGOV
AHIMA.ORG/INFOGOV
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Slide 30
Information Governance
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AHIMA Definition:
An organization-wide framework for managing
information throughout its lifecycle and for
supporting the organization’s strategy, operations,
regulatory, legal, risk, and environmental
requirements.
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©AHIMA 2016
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Slide 31
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Slide 32
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“Principle”
Definition Please
• a moral rule or belief that helps you know what is right
and wrong and that influences your actions
• a basic truth or theory
• a law or fact of nature
that explains how something
works or why something happens
Note: Healthcare IG ApplicationWe apply Principles to our
decision-making on
how we govern information.
Govern - to control, rule, direct, guide or influence
©AHIMA 2015
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Source:merriam-webster.com search “principle”
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Slide 33
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Comprehensive
Written broadly
Non-Prescriptive – Address the
“What” not the “How”
Intended to be applied based on
the organization mission, role, type
and resources, and
Are not intended to set legal
precedence
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Slide 34
AHIMA: Leading Information Governance for Healthcare
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Principles—IGPHC™
• Accountability
• Transparency
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• Integrity
ADAPTED FOR
HEALTHCARE
• Protection
• Compliance
• Availability
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• Retention
• Disposition
Attribution—ARMA
International. GARP
arma.org
©AHIMA 2016
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Greatest Degree of Adaptation for Healthcare
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Slide 35
Accountability
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An accountable member of
senior leadership, or a person of
comparable authority, shall
oversee IG and delegate
responsibility for information
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management to appropriate
individuals.
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Slide 36
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An organization’s processes
and activities relating to
information governance shall
be documented in an open
and verifiable manner.
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Slide 37
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Leading the Adoption of IG in
Healthcare
INTEGRITY: IG shall be constructed
so the information generated by,
managed for, and provided to the
organization has a reasonable
and suitable guarantee of
authenticity and reliability.
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Slide 38
Protection
IG must ensure appropriate
levels of protection from breach,
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corruption and loss are provided
for information that is private,
confidential, secret, classified,
essential to business continuity,
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or otherwise requires protection.
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Slide 39
Compliance
IG shall be constructed to
comply with applicable laws,
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regulations, standards and
organizational policies.
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Slide 40
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Availability
Leading the Adoption of
IG in
An organization shall
Healthcare
maintain information
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in a manner that
ensures timely,
accurate, and
efficient retrieval.
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Slide 41
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Retention
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An organization shall maintain its
information for an appropriate
time, taking into account
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its legal, regulatory, fiscal,
operational, risk and historical
requirements.
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Slide 42
Disposition
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An organization shall
provide secure and
appropriate disposition
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for information no
longer required to be
maintained by
applicable laws and
the organization’s
policies.
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Slide 43
Information Governance
for Healthcare – Tenets of AHIMA’s IG
• Information Governance requires the adoption of
Principles to guide decisions about how information
is governed.
• An organization’s ability to become mature in it’s
adoption of IG requires mastery of essential
Competencies in IG.
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Slide 44
Information Governance
for Healthcare – Tenets of AHIMA’s IG
• It must be organization-wide
• It applies to all types of data and information
• It applies to data and information in/on all
types of media
• It must be implemented across the healthcare
ecosystem
• Information governance is an ethical
obligation of any information intensive
organization in healthcare
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Slide 45
Organizational Competencies of
Information Governance
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IG Structure
Strategic
Alignment
IG
Performance
Awareness &
Adherence
AHIMA’s Information
Governance Adoption
Model Competencies
(IGAM)™
Enterprise
Info Mgnt
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Data
Governance
Privacy &
Security
Legal and
Regulatory
©AHIMA 2016
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IT
Governance
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Analytics
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Slide 46
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Robert F. Smallwood
Information
Governance
Concepts, Strategies,
and Best Practices
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©AHIMA 2016
© 2015
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Slide 47
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Information
Governance
For
Healthcare
Strategic
Alignment
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DG
IG Principles For
HealthCare™*:
Accountability
Transparency
Integrity
Protection
Compliance
Availability
Retention
Disposition
IG Competencies
For Healthcare:
ITG
EIM
Strategic Alignment
IG Structures
DG
EIM
ITG
Analytics
Privacy & Security
Regulatory & Legal
Awareness & Adherence
IG Performance
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© AHIMA.ORG
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Slide 48
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Information
Governance
For
Healthcare
CORE
COMPONENTS
DG
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ITG
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EIM
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© AHIMA.ORG
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Slide 49
Core IG
Program
Components
& Competencies
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• Enterprise Information Planning &
Execution
• Information Organization & Classification
• Electronic Document, Record, & Content
Mgmt
• Information Lifecycle Mgmt
• Information Protection
• Appropriate Use
• Information Sharing, Release, Exchange
• Chain of Custody
• Long-Term Digital Preservation
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©2016 AHIMA - Confidential
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Slide 50
Core IG
Program
Components
& Competencies
•
•
•
•
•
•
•
•
•
Enterprise Information
Planning & Execution
Information Organization &
Classification
Electronic Document, Record,
& Content Mgmt
Information Lifecycle Mgmt
Information Protection
Appropriate Use
Information Sharing, Release,
Exchange
Chain of Custody
Long-Term Digital
Preservation
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•
•
•
•
•
•
•
•
•
•
Enterprise Data Planning
Data Quality Control
Data Categorization
Data Repositories
Master Data Mgmt
Reference Data Mgmt
Taxonomies Mgmt
Metadata Mgmt
Data Dictionary Mgmt
Data Lifecycle Mgmt
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©2016 AHIMA - Confidential
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Slide 51
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Core IG
Program
Components
& Competencies
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• Enterprise IT
Infrastructure Planning
• IT Governance
Framework(s) Adoption
Enterprise Information
• IT Governance Scoped
Planning & Execution
for Evolving Changes in
Information Organization &
Classification
Platforms
Electronic Document, Record,
& Content Mgmt
• IT Change Management
Information Lifecycle Mgmt
• IT Execution per Best
Information Protection
Appropriate Use
Practices
Information Sharing, Release,
Exchange
Chain of Custody
Long-Term Digital
Preservation
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•
•
•
•
•
•
•
•
Enterprise Data Planning
Data Quality Control and
Quality Mgmt
Data Categorization
Master Data Mgmt
Taxonomies Mgmt
Metadata Mgmt
Data Dictionary Mgmt
Data Lifecycle Mgmt
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©2016 AHIMA - Confidential
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Slide 52
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Core IG
Program
Components
& Competencies
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•
•
•
•
•
•
•
Enterprise Information
Planning
Enterprise Data
Planning
Enterprise IT Planning
Data and Information
Organization &
Classification
Master Data Mgmt
Taxonomies Mgmt
Metadata Mgmt
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©2016 AHIMA - Confidential
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Slide 53
IG Adoption Model IGAM©
Competencies:
•
•
•
•
•
•
•
•
•
•
Strategic Alignment
IG Structure
EIM
DG
ITG
Analytics
Privacy & Security
Regulatory & Legal
Response
Awareness & Adherence
IG Performance
Management
Strategic Alignment
• Strategic Alignment of Information
Governance (IG) with the
organizations strategy demonstrates
value of information as a strategic
asset and communicates that IG is an
organizational imperative.
• Strategic alignment supports an
information-driven, decision-making
culture and ensures its workforce
members at all levels have access to
the information they need to make
the decisions in real time.
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Slide 54
IG Adoption Model IGAM©
Competencies:
•
•
•
•
•
•
•
•
•
•
Strategic Alignment
IG Structure
EIM
DG
ITG
Analytics
Privacy & Security
Regulatory & Legal
Response
Awareness & Adherence
IG Performance
Management
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IG Structure
• IG structure defines and connects the
organization’s structure, program
structures and supporting structures
for Information Governance.
• It ties together the three core
program structures of Enterprise
Information Management (EIM), IT
Governance (ITG) and Data
Governance (DG), and ensures that
planning and execution across EIM,
DG and ITG are coordinated and
synchronized.
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Slide 55
IG Adoption Model IGAM©
Competencies:
•
•
•
•
•
•
•
•
•
•
Strategic Alignment
IG Structure
EIM
DG
ITG
Analytics
Privacy & Security
Regulatory & Legal
Response
Awareness & Adherence
IG Performance
Management
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Data Governance
•
Data governance (DG) is the subdomain
of information governance that provides
for the design and execution of data
needs planning and data quality
assurance in concert with the strategic
information needs of the organization.
•
Governance includes data modeling, data
mapping, data audit, data quality
controls, data quality management, data
architecture, data dictionaries and
metadata management. DG collaborates
with EIM functional components
essential to the enterprise plans for
information governance and
classification.
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Slide 56
IG Adoption Model IGAM©
Competencies:
•
•
•
•
•
•
•
•
•
•
Strategic Alignment
IG Structure
EIM
DG
ITG
Analytics
Privacy & Security
Regulatory & Legal
Response
Awareness & Adherence
IG Performance
Management
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Enterprise Information Management
• EIM, a sub-domain of information
governance, includes the policies and
processes for managing information
across the organization, throughout
all phases of its life: creation/capture,
processing, use, storage,
preservation, and disposition.
• EIM also includes management of
enterprise practices for information
classification, quality, sharing,
exchange, chain of custody, and longterm digital preservation.
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Slide 57
IG Adoption Model IGAM©
Competencies:
•
•
•
•
•
•
•
•
•
•
Strategic Alignment
IG Structure
EIM
DG
ITG
Analytics
Privacy & Security
Regulatory & Legal
Response
Awareness & Adherence
IG Performance
Management
IT Governance
• Considered a sub-domain of Information
Governance, IT Governance (ITG) is seen
as essential for organizations employing
information technology.
• Organizations in healthcare must have
certainty that IT serves as a vehicle to
achieve organizational strategy, goals, and
objectives, and that Information needs
are supported. IT governance establishes
a construct for aligning IT strategy with
the strategy of the business and a means
of fostering success in achieving those
strategies.
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Slide 58
IG Adoption Model IGAM©
Competencies:
•
•
•
•
•
•
•
•
•
•
Strategic Alignment
IG Structure
EIM
DG
ITG
Analytics
Privacy & Security
Regulatory & Legal
Response
Awareness & Adherence
IG Performance
Management
Analytics
• The ability to use data and
information to achieve, strategy,
goals and mission, or in short, to
realize the value of its information
is critical to success in Information
Governance. An organization’s
competence in analytics is
essential to moving from data to
intelligence to knowledge.
Competency in data analytics is
therefore seen as essential to
mature Information Governance.
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Slide 59
AHIMA’s IG Adoption Model
Competencies:
•
•
•
•
•
•
•
•
•
•
Strategic Alignment
IG Structure
EIM
DG
ITG
Analytics
Privacy & Security
Regulatory & Legal
Response
Awareness & Adherence
IG Performance
Management
Privacy and Security Safeguards
• The Privacy and Security Safeguards
competency encompasses the
processes, policies, and technologies
necessary to protect data and
information across the organization
from breach, corruption and loss.
• Protection also ensures information is
kept private, confidential, and secret
as required based on its classification.
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Slide 60
AHIMA’s IG Adoption Model
Competencies:
•
•
•
•
•
•
•
•
•
•
Strategic Alignment
IG Structure
EIM
DG
ITG
Analytics
Privacy & Security
Regulatory & Legal
Response
Awareness & Adherence
IG Performance
Management
Regulatory and Legal
• The Regulatory and Legal competency
focuses on organization’s the ability to
respond to regulatory audits,
eDiscovery, mandatory reporting, and
legal releases of information.
• This focus also helps to ensure
compliance with information related
requirements of any/all regulatory
bodies of authority.
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Slide 61
IG Adoption Model IGAM©
Competencies:
•
•
•
•
•
•
•
•
•
•
Strategic Alignment
IG Structure
EIM
DG
ITG
Analytics
Privacy & Security
Regulatory & Legal
Response
Awareness & Adherence
IG Performance
Management
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Awareness and Adherence
• This competency aims to ensure the IG
program principles, processes,
practices, and procedures are learned
and understood by the workforce,
consistent with respective roles.
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• Guidance is provided on compliant
behaviors with respect to information
creation, use, handling, access, sharing,
storage, retention and disposition.
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• Beyond awareness, this competency
includes adherence to, or compliance
with, required policies and practices.
Formal documentation, training, and
strategy are utilized to shift workforce
behaviors.
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Slide 62
AHIMA’s IG Adoption Model
IG Performance
Competencies:
•
•
•
•
•
•
•
•
•
•
___________________________________
Strategic Alignment
IG Structure
EIM
DG
ITG
Analytics
Privacy & Security
Regulatory & Legal
Response
Awareness & Adherence
IG Performance
Management
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•
The IG Performance competency focuses
on measuring the performance of and
impact on the IG program.
•
IG performance assessment and
management is essential to ensuring its
effectiveness, ongoing improvement, and
alignment with the organization’s
strategy.
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•
Performance management includes
addressing capability for mandatory
business and regulatory reporting,
reliability of information, and measures
for each of the areas of IT organizational
competence.
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Slide 63
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IG Adoption Model IGAM©
• Five-Level Model
• Defines characteristics of governance practices at
advancing levels of maturity
• Rooted in IG best practices, standards and
requirements
• Introduces constructs of IG Organizational
“Competencies” that are enumerated by
performance-driven “markers”
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Slide 64
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IG Adoption Model IGAM©
• Easily understood by multiple stakeholders
• Brings value to the organization regardless of
starting assessment level
• Creates a pathway of progressive performance
expectations to guide organizations through
implementation of IG
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Slide 65
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IG Adoption Model IGAM©
Broad use of the Adoption Model will enable:
• A recognized scoring mechanism for IG adoption levels
• Peer group benchmarking
• An indication of trustworthiness of an organization’s
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information
• An indication of partnerships desirability for
accountable care, preferred provider networks, and
information exchange participation
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Business Driven
Slide 66
Level 5
Level 3
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Level 2
IT Driven
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Level 4
Level1
Fragmented
IG Adoption Model IGAM©
Holistic
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Business Driven
Slide 67
Scores by
Competency and
Total Score by
Organization
Level 5
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Level 4
Level 3
IG Competencies
For Healthcare:
IT Driven
Level 2
70+ individual
Level1 “markers” of maturity scored
Across the 10 Competencies
Fragmented
©AHIMA 2016
Strategic Alignment
IG Structures
DG
EIM
ITG
Analytics
Privacy & Security
Regulatory & Legal
Holistic
Awareness & Adherence
IG Performance
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AHIMA’s IG Adoption Model
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Business Driven
Slide 68
Level 5
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Level 4
Level 3
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Level 2
IT Driven
Level 1
IG Adoption Model IGAM©
Fragmented
Holistic
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©AHIMA 2016
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Slide 69
Information Governance
Adoption Model©
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Slide 70
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• Scoring at the Marker, Competency, and
Organization Level
• 5 AHIMA IG Levels
• Coaching and Roadmap through IG HealthRate™
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Slide 71
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Children’s
Health System
Texas
IGHealthRate™
Assessment
Summary
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Slide 72
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Pilot Site
IGHealthRate
™ Assessment
Summary
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Slide 73
Completing IGHealthRate™
is a Team Effort
IGAM Competency
Subject Leaders Needed to Complete Assessment
Information Governance Structure
*IG Project Leader (attends all interviews) , IG
Executive Sponsor
Strategic Alignment
IG Executive Sponsor, CIO, HIM Director
Privacy and Security
Chief Information Privacy & Security Officer(s)
Legal & Regulatory
Compliance & Regulatory Leaders
Data Governance
IT and Data/Business Intelligence Leaders, CIO
IT Governance
IT and HIM Leaders
Analytics
IT, HIM and Data/Business Intelligence Leaders
IG Performance
Data/Business Intelligence Leaders, Internal Audit
Enterprise Information Management
IT & HIM Leaders
Awareness & Adherence
Chief Learning Officer, VP/Dir of Human Resources
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© 2015
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Slide 74
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© 2015
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Slide 75
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IG and Evolving Roles
in Health Information
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Slide 76
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2nd Survey
Professional
Readiness
White paper available
IGIQ.org
Cohasset Associates | AHIMA 2015
“Information Governance in Healthcare—
Professional Readiness and Opportunity”.
http://www.ahima.org/IGwhitepaper.
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Slide 77
Disciplines of IG, Evolving Roles
Info & Records
Management
EMR & Data
Integrity
Privacy & Data
Protection
Contract – Vendor
Management
BI & Data
Analytics
Data
Governance
Audit
<2% Identified IG
as their primary
job function
Retention Schedules
& Management
Master Data
Management,
Identity Mgmt
ContinuityDisaster
Recovery
Legal Holds –
Legal Matters
Information
Security
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©AHIMA 2016
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Slide 78
Example Evolving Roles and
Enterprise Information Management
IG
Data & Information Org & Classifications
Information
Governance
Roles
Evolving Roles and
Workforce Development
Needs
CDI
Coding & Coding QC
Informatics
Data Management / Data Governance
Data Dictionary Management
Data Quality/Integrity Management
Master Data Management
Taxonomies, Nosologies Management
Reference Data Management
Terminologies, Nomenclatures Mgmt
Retention Schedules Mgmt
Data Analytics
Continuity and Disaster Recovery
Legal Holds – eDiscovery
Vendor/Contracts Mgmt
Security
Privacy
Compliance
Audit
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Slide 79
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IG Adoption –
Findings of Two Surveys 2015
AHIMA Survey
Capgemini Survey
• 1260 Respondents, All
• 1,000 Respondents,
Healthcare, Predominantly US
9 Industries,10 Countries
• 44% Have established IG
oversight bodies and 16% in
• 43% Restructuring to Exploit
process of establishing them
Data Opportunities
• 36% Have designated senior
executive sponsors
• 33% Have Appointed a C• 38% Have included IG objectives
Level Leader and 19% of
in strategic goals
Respondents Will Do so
• 44% Report modest or
within 12 months
significant IG progress
Source © 2015 Cohasset Associates |AHIMA Information
Governance in HealthCare, Professional Readiness and
Opportunity
Source: Ralf Teschner, Capgemini Blog, 3/12/15 –
CDO=IS+IG+IR+IE
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Slide 80
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IGI Annual Report
2015 is available at:
www.iginiative.com
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Slide 81
Information Governance Office
(IGO)
•
•
•
•
Senior Leadership Support
Budget
IG Awareness Across Organization
Multi-Disciplinary IG Committee
Reporting to Governing Body
• CIGO (Chief Information Governance
Officer)
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Slide 82
Chief Information Governance
Officer
Why the shift to CIGO?
• Information
Leadership
• Interdepartmental
Coordination
• Balancing Risk and
Value
IGI Annual Report
2015 is available at:
www.iginiative.com
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Slide 83
CIGO = IS+IG+IR+IE
• Focused on the business-benefits of the organization’s
information
• Sits in the Business, but has a solid understanding of data
technology and information architecture
• Owns and drives Information Strategy, Information
Governance, Information Risk and Information Exploitation
• Influential advisor but not necessarily the owner of BI,
Analytics, Big Data, MDM, ECM
• Involved in Board-level discussions on strategy
Ralf Teschner, Capgemini Blog,
3/12/15 – CDO=IS+IG+IR+IE
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©AHIMA 2015
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Slide 84
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How can we drive IG
adoption in our
organizations?
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Slide 85
How can we drive IG
adoption in our organizations?
•
Become the Champion for IG in your Organization
-Share Developments in IG inside and outside
-Resources from IGIQ.com
-AHIMA executive training video
-AHIMA IG Survey White Papers
-AHIMA Infographics
•
Promote to senior leadership - connect to:
-organizational strategy
-national, regional, organizational initiatives
-digital and data sharing initiatives
-safe, quality care
-risk reduction
-benefits of TRUSTED information
-benefits in eSystems implementation
-examples of ROI of IG
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Slide 86
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On the Road
to IG Most
Organizations
Start by…
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Slide 87
A Team Effort –
Steering Group, Potential Composition
•
•
•
•
•
•
•
•
•
•
•
Executive Sponsor
IG Project Lead
HIM Leader
IT Leader
Compliance Lead
Internal Counsel (if applicable)
Business Intelligence/Analytics
Privacy and Security Officer
HR/Learning Officer
Chief Medical (Information) Officer
Chief Nursing Officer
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© 2015
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Slide 88
IGIQ.com - ONE STOP for Tools and
Resources for Information Governance
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Slide 89
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IG White Papers – Surveys 2014 & 2015
“A Call to Adopt Information Governance Practices” (2014)
“Professional Readiness and Opportunity” (2015)
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White papers available
IGIQ.org
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Slide 90
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IG Executive Video
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Slide 91
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Return on Investment in IG
• Data Governance/Patient Identification
– Governance surrounding this process has provided a positive 7.7
M ROI for Children’s Health System.
• Enterprise Information Management/Retention Management
– Children’s eliminated $100K in annual costs.
• IT Governance/Electronic Archival
– Archival of e-mail at 69 days allowing access by the end-user
using vaulted technology while decreasing support costs.
• Awareness and Adherence/Storage of Health Information
– Children’s mitigated the risk of storage on public drives with a
policy and technologies to provide immediate feedback to end
users, changing the culture of how information is viewed,
accessed and stored
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Slide 92
Aligning IG with Strategy
Healthcare strategy
How Information Governance Supports:
Reduce Operating
Costs
•Reduced data storage costs
•Technology decisions based on IG (interdisciplinary) assessment of
demonstrated need and cost benefit
•Improved data quality improves decision making
Quality and Safety
Benchmarks
•Enterprise standards for capturing consistent quality and safety
metrics
•Desired standards throughout the organization
•Trusted data for analytics and business intelligence
Performance Based
Contracting
•Reduces obstacles from data silos
•Trusted data to evaluate and reengineer processes
•Timely and complete information speeds up process
Reimbursement
Models
•Reduces obstacles from data silos
•Timely, trusted, complete information
•Standards based claims
•Value based purchasing and MACRA (Medicare Access and CHIP
reauthorization act)
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Excerpt based on Figure 3.5 (p34) Implementing Information Governance Kloss 2015. Purchase in the AHIMA store:
https://www.ahimastore.org/SearchResults.aspx?SearchString=kloss
© 2015
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Slide 93
Aligning IG with Strategy
Healthcare strategy
How Information Governance Supports:
Data Breach
Avoidance
•Sensitive information is better protected from corruption, loss,
theft, hacking and inappropriate use
•Uniform policies for all types of information not just PHI
•Mitigation of fines and investigations
Support Mergers,
Acquisitions and New
Affiliations
•Avoid new risk, redundancy, costs of inefficiency
•Quicker transition of information from one organization to
another
•Standardized use and definition of data and information
Improve Care
Management
•Longitudinal information to manage avoidable admissions,
readmissions and ED visits
•Trusted data
•Patients have more confidence (aren’t finding issues via portal)
•Better data for supporting chronic disease, research, etc
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Excerpt based on Figure 3.5 (p34) Implementing Information Governance Kloss 2015. Purchase in the AHIMA store:
https://www.ahimastore.org/SearchResults.aspx?SearchString=kloss
©AHIMA 2016
© 2015
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Slide 94
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Slide 95
2015
IGI Annual
Report –
What is
Information
Governance’
IGI Annual
Report 2015 is
available at:
www.Iginitiative
.com
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Slide 96
Information Governance –
An Imperative for Safe, Quality Care
Quality and safe care require data and
information that are: matched to the right
person, available whenever needed,
complete, accurate and timely.
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Information Governance is essential to safe,
quality care.
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Slide 97
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Information Governance – An
Imperative for Reliable Analytics
An organization analyzes it data to transform it
into intelligence. If the data cannot be trusted
then no reliable insights will be gained.
Information Governance will enable trust in
data.
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Slide 98
Information Governance –
An Imperative for Private, Secure
Confidential Information
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IG’s principles for protection and compliance, and its
required competencies in privacy, security, and IT
Governance add further defenses against policy
failures, data leakage and other threats to information
security.
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Such failures and threats bring great risk and great
costs to the organization, so Information Governance
is an imperative for managing and reducing these risks
and costs.
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Slide 99
Cost of Data Breaches Rising Globally,
Says ‘2015 Cost of a Data Breach Study:
Global Analysis’
•
•
•
•
•
350 Companies in 11 countries*
3.79 million if the average total cost of data breach
23% increase in total costs of data breach since 2013
$154 (US) is the average cost per lost or stolen record
12% increase in per capita costs since 2013
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Source: “2015 Cost of a Data Breach Study: Global Analysis”. Benchmark research
sponsored by IBM. Poneman Institute Research Report. May 2015
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Slide 100
Information Governance –
An Imperative
for Meeting Stakeholder Expectations
Information Governance:
• Improves quality of care and patient safety for the
individual
• Improves population health
• Increases operational efficiency and effectiveness
• Reduces costs
• Reduces risk
• Fosters ethical use of information and enables
confidence in transparency of governance processes
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Slide 101
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© 2015
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Slide 102
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Cheers!
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Slide 103
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© 2015
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Slide 104
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IGIQ.com – IG Tools and Resources
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Slide 105
Resources and Recommended Reading
• AHIMA Information Governance Adoption Model for
Healthcare©
• AHIMA www.IGHealthRate.com
• AHIMA www.IGAdvisors.com
• Information Governance Concepts, Strategies, and Best
Practices, 2014. Robert F. Smallwood – available in AHIMA store
• Implementing Health Information Governance, 2015. Linda
Kloss, MA, RHIA, FAHIMA – available in AHIMA store
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• AHIMA Information Governance Principles for Healthcare ™
•
ARMA International. “Generally Accepted Recordkeeping Principles”.
ARMA International, 2013. Available at www.arma.org
•
Images from www.images.google.com
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© 2015
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