Click here to download the whitepaper "Five Best Practices to Enable Population Health Management".
Thank you for downloading "5 Staffing Strategies for Engaged Nurses and Better Patient Outcomes." The paper was sent to the email address you provided. Click here to access the whitepaper "Implementing a Successful Telehealth Strategy: What Health-System Leaders Need to Know".
Thank you for downloading "Outpatient Joint Replacement." The paper will be sent to the email address you provided.
The Association of American Medical Colleges and a couple other university-based organizations are deeply concerned about a subpoena from a House panel asking for the identities of researchers, students, trainees, healthcare providers and other staff with any connection or involvement to research that uses human fetal tissue. The "Disrupting Healthcare's Legacy Approach to Staffing" whitepaper has been sent to the email address you provided. The "Essential Elements of Care Redesign and Care Management" whitepaper has been sent to the email address you provided! There is a growing body of evidence that supports the clinical effectiveness of fecal microbiota transplantation, but little research has been conducted on the patient experience of undergoing FMT — until now.
The "Leveraging Technology to Enhance Patient Care" whitepaper has been sent to the email address you provided! The "What Does it Take to Humanize Healthcare?" whitepaper has been sent to the email address you provided! The "Is Leadership in Healthcare Different?" whitepaper has been sent to the email address you provided! The "6 CFO Must Reads: Impact Cost and Quality with Workforce Strategies" e-book was sent to the email address you provided! The whitepaper "Three Keys to Optimizing Efficiency and Productivity in the Operating Room" has been sent to the email address you provided! Broadlawns Medical Center, a public hospital based in Des Moines, Iowa, is looking to cut its cut its property tax rate, according to a report from The Des Moines Register. The "Improving and Transforming the OR for Value and Quality" whitepaper has been sent to the email address you provided! The "Consolidating Non-Clinical Purchased Services" whitepaper has been sent to the email address you provided! The "The New Rules of Healthcare Recruiting" whitepaper has been sent to the email address you provided! Merge Healthcare, an electronic medical imaging company purchased by IBM in August, has joined forces with health information service provider MedAllies to advance interoperable medical image ordering and delivery for the nearly 300,000 physicians using its platform. Data from the West Virginia Health Care Authority showed 25 hospitals across the state saved $265 million last year in uncompensated healthcare, according to the Register-Herald.
The Infectious Diseases Society of America has published updated guidelines in the journal Clinical Infectious Diseases on treating candidiasis, a serious, life-threatening fungal infection.
In addition to securing $2.3 million in a seed round, Austin, Texas-based Chiron Health's HIPAA-compliant telemedicine software launched for iPhone and iPad Wednesday. Participation in CMS' Bundled Payment for Care Improvement initiative decreased when those involved were required to accept downside risk in October, but remains fairly strong overall, even for clinical episodes that involve infections, according to a new Avalere report. The whitepaper "Maximizing Point of Service Collections" has been sent to the email address you provided! 7 Steps for Builing and Funding Sustainability Projects examines how hospitals and health systems have various options for funding energy-efficient and renewable-energy initiatives. The "Achieving Cost Savings by Looking at the Big Picture of Health System Supply Chain" E-Book has been sent to the email address you provided! The "Improve Care Delivery with Recorded Discharge Instructions" whitepaper has been sent to the email address you provided! The "7 Steps for Building and Funding Sustainability Projects" whitepaper has been sent to the email address you provided!
The "Lean & Profitable - Your Blueprint for Urgent Care Success" whitepaper has been sent to the email address you provided!
Obesity and other nutrition-related conditions present a huge challenge to the healthcare industry, but Irvine, Calif.-based St. Merlino served as chief experience officer and associate chief of staff at the Cleveland Clinic prior to joining Press Ganey.
Baker, MD, executive vice president of healthcare quality evaluation for the Joint Commission, has released a statement to clear up any misunderstandings people may have regarding the organization's standards for pain management.
Terry McAuliffe's latest attempt to expand Medicaid under the Affordable Care Act was unsuccessful, according to a Richmond Times-Dispatch report.
Census Bureau has released the results of the latest American Community Survey, including five year's worth of statistics on the social and economic characteristics of even the smallest communities in the nation. Joseph Hoag Health is tackling this public health crisis at one of its sources — the grocery story. He has written a book on how to improve the patient experience and has been published in a number of academic journals.
In that role, he leads the nation's efforts to control health threats from infectious diseases.
Lois Capps, RN, of California have introduced legislation pushing to support comprehensive healthcare and mental health services to students at school-based health centers, or SBHCs, across the country. Frieden made a name for himself in tuberculosis control with the New York City Health Department. Frieden led a program that rapidly reduced TB, including cases of multidrug-resistant TB, by 80 percent. Frieden continues to be a vocal public figure as the CDC addresses the potential threat of the Zika virus to U.S. 39 EXECUTIVE SUMMARYThe HHS Information Technology Strategic Planning family of documents includes three unique volumes. Volume 2 is the HHS Enterprise Tactical Plan (3 Year cycle), and Volume 3 is the HHS Enterprise Performance Measurement and Evaluation Plan.The HHS Enterprise IT Strategic Plan (Volume 1) focuses on the HHS Mission and the corresponding IT Mission, Vision, Goals and Objectives.
It includes a discussion of key internal and external drivers that govern the IT strategy, as well as a discussion of key IT strategies and technologies that have been identified as priority approaches to meeting defined goals and objectives.The Volume 2 Tactical Plan provides a greater level of detail and specificity for key IT strategies and initiatives. This volume is intended to provide greater insights into key IT strategies and initiatives over the 3-year period for Enterprise Initiatives as well as priority IT investments across the department. However, this category applies a broader definition to infrastructure to include shared infrastructure such as help desks and support processes, shared (or common) services (operating system, security, infrastructure, information, application), and the infrastructure needed to deliver shared, federated services to consumers. This category also includes planning for Departmental enterprise initiatives which are intended to provide core or essential IT services in support of all HHS STAFFDIVs and OPDIVs (e.g. This plan details the IT strategies that support the achievement of HHS’ mission and goals, maps HHS IT Goals and Objectives to these business goals, and advances the most effective and efficient use of IT across HHS.
Department of Health and Human Services (HHS) Enterprise Information Technology (IT) Strategic Plan for Fiscal Year (FY) 2006 – FY 2010 reflects an alignment and consistent direction explained in the previous HHS strategic business plan.
First, this plan describes the significant improvements in the HHS IT strategic planning process and other changes by aligning HHS IT mission, vision, goals, and objectives with HHS goals and objectives.
The updated plan also removes specific initiative and operational-level information, which will be included in the Tactical and Performance Measurement and Evaluation Plans (Volumes 2 and 3).Collectively, these changes will result in a comprehensive IT strategic planning process built on a foundation laid out in the previous HHS Enterprise IT Strategic Plan. Figure 1 explains the transition to the desired state of performance-based IT planning and management at HHS.Figure 1. Comparison of Current and Future HHS IT Strategic Planning ProgramsA structured strategic planning process was used with HHS key business roles to create a comprehensive enterprise IT strategic plan. The process used to conduct this IT planning process was based on the results-oriented planning approach prescribed in the President’s Management Agenda (PMA) and E-Government (eGov) reforms.


It provides for developing strategies that guide operational IT activities, and implementation of those strategies as illustrated in Figure 2.Figure 2. The HHS IT vision expresses what and where IT needs to be in the future to help achieve the HHS mission.
The FY 2006 Plan includes five goals and nineteen objectives based on a results-oriented management approach.Consolidation and modernization together will improve both the breadth and depth of HHS services while increasing efficiency. Process improvement will lead to increased efficiency and the reduction of overall operating costs that can be redirected to benefit the people served. IntroductionThis update to the Department of Health and Human Services (HHS) Enterprise Information Technology (IT) Strategic Plan outlines clear, comprehensive, and enterprise-wide information technology strategies aimed at achieving HHS business outcomes.
It is aligned with the currentl HHS Strategic Plan, and ensures that those linkages are highlighted throughout.
This IT Strategic Plan details the most effective and efficient use of IT resources across HHS, aligning the enterprise-wide IT strategic direction with Departmental, government-wide, and national priorities, while maintaining a focus on citizens, customers, and stakeholders.
This plan also aligns the strategic direction of HHS IT with achieving HHS programmatic and business outcomes. It reinforces the need to base IT operational activities on firm business requirements.The HHS Office of the Chief Information Officer (OCIO), in coordination with the Operating Divisions (OPDIVs), has developed and used a structured strategic planning process which has been refined it since its first use. This update is based on stakeholder (OPDIV and HHS headquarters) analysis to identify lessons learned, confirm the IT strategies identified in the original version, and incorporate suggestions for improvement.
The process of developing the HHS Enterprise IT Strategic Plan has not changed, but integrating that process within HHS IT planning has significantly improved.
A noticeable change involves improvement in managing IT performance to ensure achievement of the IT strategies identified in this plan, thereby optimizing the impact of IT in achieving the desired HHS business outcomes.Overall satisfaction with the IT strategies provided confirmation to direct HHS IT, as previously proved, for the next three to five years, with minor changes to reflect the role of IT in achieving business outcomes. Future environmental changes may impact HHS IT, forcing changes in HHS IT strategic direction. The HHS OCIO will update this plan as needed to preserve consistency with updates to the HHS Strategic Plan or to account for significant environmental changes.This HHS IT Strategic Plan is based on a results-oriented planning approach in support of the Presidential Management Agenda (PMA) and E-Government efforts. The OCIO and the HHS CIO will track progress toward each goal and objective through a series of performance measures.
The performance management information will be used to assess progress and will serve as a critical input for planning to ensure continued improvement.The strategic planning process provides a strong foundation for effective information resources management for current and future years. Planning Strategy ContinuumA vision for how IT supports HHS in fulfilling its mission logically and systematically leads to identifying IT operational activities and investments.
This plan has been created to help the OCIO and the OPDIVs improve the use of IT to achieve HHS business outcomes, and to help the Department improve the way it conducts its business and delivers services to the public. The ability to produce and analyze performance data on a timely basis underpins all management activity.
In addition, a review of the best practice literature reveals that a key element is the recommendation to build a complex framework gradually over time to drive process effectiveness and institutionalization. The methodology needs to give insight through objectives and measures as to how IT is leading to business and mission outcomes. The first two volumes encompass the IT Strategic and Tactical Plans and the third volume describes the methodology for the performance measurement system and identifies performance measures. While some initiative- and operational-level information has thus been removed from the Strategic Plan, additional implementation-oriented strategies are available overall.
Strategic Planning and Performance Management Process Flow ViewA key goal for successful implementation of the Strategic Planning and Performance Management processes is integration with existing planning and IT management processes which will assist in effective institutionalization.
To that end, the Strategic Planning and Performance Management processes are anchored to the Enterprise Architecture Framework through use of the Performance Reference Model (PRM) tailored to the HHS architecture, and to the CPIC framework through linkage with CPIC processes at the Pre-Select, Select, Control and Evaluate stages as shown by the rectangles immediately preceding and following the Strategic and Tactical IT Planning Volumes of the methodology.HHS IT goals and OPDIV IT goals are shown aligning with the broader business goals in the preceding Strategic Planning box.
OPDIVs retain their individual business roles that subsequently inform some OPDIV specific IT goals. Where IT goals touch on areas of common infrastructure, the goals and objectives are coordinated between the Department and OPDIV goals; this is intended to be a flexible arrangement.
The strategic direction is toward centralizing common infrastructure, but this does not require that the centralization be undertaken by the Department.
Where an OPDIV develops a best practice, this can be leveraged across the Enterprise.The IT Tactical Plan, which takes the required outcomes from the IT Strategic Plan and develops an implementation and operational approach, subsequently provides goal and objective alignment that informs the screening process for initiatives at the CPIC Pre-Select and Select phases.
The performance measures and milestones required in the OMB 300 as well as the alignment with Mission and Goals can all be derived from the goal and objective alignments and IT Tactical performance measures. The process thus enforces effective goal, objective, and measure alignment at the start of the CPIC process. The use of the Performance Reference Model also means that as the HHS EA matures, the Performance Management process will also be able to provide an EA perspective to manage IT initiatives. Again, this emphasizes the importance of institutionalization in achieving successful implementation of the integrated system.Figure 5. IT Strategic Planning and Performance Management Implementation ViewIn the IT Strategic Planning phase, IT Executives from the OPDIVs and OS derive or update Mission, Vision, and Objectives in a workshop forum. Objectives are broad statements of intent that are then further decomposed into sub-objectives that focus the objective into a measurable activity. From this, Strategic Outcomes, which are fully measurable, combined with other Critical Success Factors can be developed which subsequently can be used to determine if the original goal and objective have been achieved.
At the Executive level, the Performance Management system needs to determine in a binary fashion whether a goal has been achieved, yes or no.To make goal management and presentation more meaningful, the aggregated outcome measures and critical success factors can be organized by the categories of the Balanced Scorecard (as well as other categories). Finally, progress towards goal achievement can also be supplied to the executive level by the dashboard as described in the End Results View below.
This dashboard can provide executives with summary statistics or rollups of data provided at lower levels of management.The concept of Strategic Outcome measures as described above is contained in the Performance Reference Model (PRM) of the Federal Enterprise Architecture (FEA). It is the PRM that links the Tactical Plan to the CPIC processes as shown in the IT Tactical Planning Volume.
The PRM both establishes a link to the Enterprise Architecture and decomposes into discrete measurable steps how IT contributes to the strategic outcome. The CPIC investment selection process is also aided greatly by having a clear goal alignment hierarchy from the IT Strategic Plan to assess the relative importance of competing proposed investments. The CPIC process is thus strengthened in its selection of initiatives and important material is provided for the creation of the OMB 300.
To manage the initiatives effectively, project managers will likely need more measures than the PRM measures provide.
The concept here is that for many IT activities standardized measures can and should be used so as to permit benchmarking and to simplify IT management. For specific mission-related IT, custom measures will likely still be required, but the Performance Management process should ensure that these measures are of high quality and truly reflect unique requirements. Other standard data, for example, Help Desk Data, can be aggregated to form multi-dimensional quality indices that can indicate status without overwhelming executives with information.
The diagram indicates how the methodology can be integrated to support more effective tactical and strategic management and how it can support multiple reporting and management processes.At its most basic, the methodology produces the 5-year Strategic Plan, the 3-year Tactical Plan and performance measures that align with goals and objectives and measure performance and progress towards goal completion. This core is the framework from which the various process, activity, data, and reporting goals and requirements can be fulfilled. The concept of the flexible core framework is important as it means that the system can evolve to achieve more complexity and add more processes, goals, or reporting requirements over time.Figure 6. Strategic Planning and Performance Management End Result ViewIn the preceding diagram the three volumes are represented by the blue rectangles. This is the core planning and management framework that can be implemented independently of the tool development project.In addition to the three volumes, the diagram also depicts a relational database which both produces reports and supports an Executive Dashboard. The concept is that performance data contains links to multiple reporting requirements that are currently handled individually, requiring considerable time, cost, and effort.


The relational database provides the capability to repurpose performance data according to need. As additional requirements are added or ad hoc reports are requested, this arrangement would allow new data to be collected in the Performance Management database (if needed) which could then be organized into the appropriate report format. This capability can also be used to reduce operational risk by allowing for a phased implementation of the system so that the data management system and supporting business processes can evolve to manage increased complexity over time.The Executive Dashboard is an effective means for senior management to gain an overall perspective of progress towards meeting the goals that have been set out in the IT Strategic Plan. Rather than requesting reports or sending out data calls, performance measures appropriate to the management level can be portrayed graphically, with a drill-down capability to analyze data, goal alignment and measure accountability further.
Using a web-based interface and a system of permissions, the dashboard features can be available to management focusing on the individual manager’s particular area of interest. The data collection plan shown in the Performance Management volume would underpin the dashboard by determining who is responsible for collecting the data, the data needed, the data lifecycle and update requirements.
During these meetings, participants followed a structured framework to develop the IT strategic direction for HHS, including the mission, vision, goals, and objectives. The OCIO isactively working to develop a comprehensive IT Tactical Plan and to establish requirements for the Performance Management System tool. The Department manages more than 300 programs, covering a wide spectrum of critical services as medical research, infectious disease control, food and drug safety, Medicare, and financial assistance for low-income families.Many HHS-funded services are provided locally by state, county, or tribal agencies, or through private sector grantees. HHS serves as the largest grant-making agency in the Federal government, providing some 60,000 grants a year. Described as a key theme in the HHS Strategic Plan, the One HHS concept shows the Department’s dedication to improving management by encouraging increased collaboration and coordination among its OPDIVs to improve services to the public.
Many of the OPDIVs also have CIOs or leaders with similar responsibilities throughout lower levels of their organizations.The enterprise-wide perspective is maintained by the HHS CIO who is also the Deputy Assistant Secretary for Information Technology and Director of the OCIO. A Technology Review Board (TRB) comprised of all HHS OPDIV CIOs reviews IT investment proposals for technical feasibility. Environmental AnalysisEnvironmental analysis is an integral part of the HHS IT strategic planning framework as it heightens understanding of the internal and external causes that impact or influence the HHS Enterprise IT Strategic Plan. An environmental analysis also helps in identifying the gaps between the current and desired states of IT within HHS. Internal forces are those factors within HHS, and external forces are those beyond the Department. HHS Internal and External AlignmentHHS defines its Departmental strategies in the HHS Strategic Plan for FY 2006 – FY 2010. As IT enables achieving those priorities and fulfills those business needs, the Secretary’s priorities must be taken into consideration when developing the HHS IT Strategic Plan.
The HHS Strategic Plan for FY 2006 – FY 2010 indicates a series of new goals and objectives that directly impact the HHS Enterprise IT Strategic Plan.
The technology to support those varied business needs are considered in the context of identifying enterprise-wide IT strategies as represented by the OPDIV CIOs. Specific OPDIV business needs should specifically be considered in the development of OPDIV-level IT strategic plans. HHS values the support provided by the IG in identifying potential vulnerabilities and for its recommended solutions. These security audits of HHS information systems are critical to the success of the HHS information security program.
As a result, information technology fundamentally aims to enable the employees, managers, and leaders of HHS to carry out their responsibilities to fulfill the HHS and OPDIV missions. Government-wide Initiatives consists of guidance on the strategic management of human capital, competitive sourcing, improved financial performance, expanded E-Government, and budget and performance integration. Two of the nine Program Initiatives are relevant to HHS including: 1) the Faith-Based and Community Initiative, and 2) Broadened Health Insurance Coverage Through State Initiatives. The PMA was a critical factor considered in developing this plan, concerning E-Government (24 initiatives) and Budget and Performance Integration Program Initiatives. Beyond the 24 E-Government initiatives (of which 18 apply to HHS), HHS is prepared to respond to and lead other emerging initiatives as they arise. It calls for a national effort to assure the security of the increasingly vulnerable and interconnected infrastructures of the United States, including telecommunications, banking and finance, energy, transportation, and essential government services.
It stresses the importance of cooperation between the government and the private sector by linking designated agencies with private sector representatives. HSPD-7 requires immediate Federal government action including risk assessment and planning to reduce exposure to attack. This legislation provides a comprehensive framework for ensuring the effectiveness of information security controls over information resources that support Federal operations and assets. NIST’s Special Publication 800 series documents focus on providing guidance related to computer security prototypes, tests, standards, and procedures to protect sensitive information from unauthorized access or modification. As a result of FISMA, NIST publications now impact HHS and serve as mandatory standards for the Federal government. Part 1 covers budget request and related materials, Part 2 covers the strategic plan and GPRA requirements, annual performance plan, and annual performance reports, and Part 3 covers acquiring capital assets. This Circular establishes a coordinated approach to electronically develop the National Spatial Data Infrastructure (NSDI) and establishes the Federal Geographic Data Committee. The Circular has been revised from the 1990 version to reflect changes in technology, further describe the components of NSDI, and assign agency roles and responsibilities for development of the NSDI. The GAO report has not yet been published, but it will indicate that HHS can improve some of its practices.
CMS officials are in the process of modernizing the technology that supports Medicare’s core missions of claims processing, payment program oversight, and administration of participating health plans. CMS IT planning and management processes have certain shortcomings that increase the risk that some of its modernization efforts could fail to achieve agency mission goals.
It identifies the enterprise IT strategies that all OPDIVs must ensure they support through their OPDIV-specific IT strategic plans. These business outcomes have been clearly identified in the HHS Strategic Plan for FY 2006 – FY 2010.
This plan and the overarching HHS IT strategic planning program provide the framework and mechanism to ensure that IT operational activities support achievement of HHS business outcomes. The direction set forth in this plan provides further direction to OPDIVs on aligning OPDIV IT strategies with enterprise IT strategies, as well as OPDIV and HHS business outcomes. Most importantly, HHS recognizes and promotes selecting IT investments based on approved business requirements.
IT Strategic DirectionThe preceding sections, particularly the environmental analysis and the Departmental strategic direction, establish the context in which the HHS IT community performs and functions. This section builds on that information and outlines clear, comprehensive, and enterprise-wide IT strategies. This IT strategic direction is aligned with the HHS Strategic Plan as it supports and enables fulfilling the HHS mission and achievement of the HHS goals and objectives.The IT strategic direction corresponds to the strategic planning framework described earlier (Figure 3). The continuum from strategy to implementation begins with the IT mission and vision, progresses to IT goals and objectives, and ends with operational planning and performance management. IT Mission within the Strategy – Implementation ContinuumThe HHS IT mission (as highlighted in Figure 10) describes how the IT community supports fulfillment of the overarching HHS mission.



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