Taking the Pulse on Information Governance March 3, 2016

Deborah K. Green, RHIA, MBA , EVP/Chief Innovation and Global Services Officer

Katherine Downing, MA, RHIA, CHPS, PMP, Sr. Director Information Governance

Conflict of Interest Deborah K. Green, RHIA, MBA , EVP/Chief Innovation and Global Services Officer Katherine Downing, MA, RHIA, CHPS, PMP, Sr. Director Information Governance Have no real or apparent conflicts of interest to report.

Agenda • Information Governance is a business imperative for

healthcare – let’s talk about the reasons why • IG PulseRate™ - a quick check into an organizations IG

maturity. – Review findings from over 500 organizations – Discuss areas where organizations are succeeding with

information governance – Discuss the types of organizations using IG PulseRate™

quarterly for maturity scoring – Discuss “what’s next” for IG Adoption Model

measurement

An Introduction of How Benefits Were Realized for the Value of Health IT

http://www.himss.org/ValueSuite

Information Governance – Realizing the Value of Health IT

Savings in Storage/Life Cycle Management and Risk / Breach Prevention

Patient Engagement / Reliable data and information for moving to Population Health

Private, Secure Data and Information

Information Available where and when it is needed for Treatment

Secure Patient Interactions and Trustworthy Information to Support Patient Portals

Challenges to Ensuring Trust in our Information

Rapid adoption of disruptive technologies

Rapid eSystem’s adoption . Rapid growth of devices . Explosion of Data / Data Sources. Failure to agree on rules and standards on how we document in eEnvironment. Failure to adopt and use interoperability standards. Failure to address patient care flows, work flows in systems implementation. Failure to govern our systems implementations. Failure to govern our data and information. Focus on the Technology and not the Information.

AHMA.ORG/INFOGOV

Data and Information … The Water in our Healthcare Ecosystem

Information Governance, A Healthcare Ecosystem Imperative

What Will Trust in Our Information Enable?

Safe Use of Health IT Right Patient – Right Information

Quality Care - Lower Costs Reliable Performance Measures

Proof of the Value of Care Purchased Trust in Exchange Partners

Reliable Analytics A Learning Health System

Research Reliable Data for Population Health

Appropriate & Ethical Use of Information A State of Interoperability Reduced Information Risk

AHIMA: Leading Information Governance for Healthcare

© AHIMA.ORG

• Awareness & Advocacy • Convening and Collaboration • Collaboration • Training & Education • Principles: IGPHC™* • Surveys – White Papers • IG Toolkit • IGAM™ • IG Assessment Tools and

Technology Aids

*Adapted from AHIMA International ‘s Generally Accepted Recordkeeping Principles, ARMA.org

AHIMA: Leading Information Governance for Healthcare

© AHIMA.ORG

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.

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, i.e. by any information intensive healthcare organization.

• Information governance is an ethical obligation of any information intensive organization in healthcare

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 Information Governance requires mastery of essential Competencies in IG.

• Organizations should assess their competency levels and establish goals for competency levels needed given their strategy, mission, role and resources.

EIM ITG

DG

Strategic Alignment

IG Principles For HealthCare™*: Accountability Transparency Integrity Protection Compliance Availability Retention Disposition

IG Competencies For Healthcare: Strategic Alignment IG Structures DG EIM ITG Analytics Privacy & Security Regulatory & Legal Awareness & Adherence IG Performance

Information Governance For Healthcare

© AHIMA.ORG

*Adapted from AHIMA International ‘s Generally Accepted Recordkeeping Principles, ARMA.org

Core IG Program Components

• 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

• Enterprise Data Planning

• Data Quality Control and Quality Mgmt

• Data Categorization • Master Data Mgmt • Taxonomies Mgmt • Metadata Mgmt • Data Dictionary Mgmt • Data Lifecycle Mgmt

• Data and Information Organization & Classification

• Master Data Mgmt • Taxonomies Mgmt • Metadata Mgmt

• Enterprise IT Infrastructure Planning

• IT Governance Framework(s) Adoption

• IT Governance Scoped for Evolving Changes in Platforms

• IT Execution per Best Practices

• Enterprise Information Planning

• Enterprise Data Planning

• Enterprise IT Planning

©2016 AHIMA - Confidential

IG Adoption – Findings of Two Surveys 2015 AHIMA Survey • 1260 Respondents, All

Healthcare, Predominantly US • 44% Have established IG

oversight bodies and 16% in process of establishing them

• 36% Have designated senior executive sponsors

• 38% Have included IG objectives in strategic goals

• 44% Report modest or significant IG progress

Source © 2015 Cohasset Associates |AHIMA Information Governance in HealthCare, Professional Readiness and Opportunity

Capgemini Survey • 1,000 Respondents,

9 Industries,10 Countries • 43% Restructuring to Exploit

Data Opportunities • 33% Have Appointed a C-

Level Leader and 19% of Respondents Will Do so within 12 months

Source: Ralf Teschner, Capgemini Blog, 3/12/15 – CDO=IS+IG+IR+IE

IGPulseRate® Organization Summary

• Free, quick check into IG maturity available at www.IGIQ.com

• Over 500 organizations have participated

• Organizations scoring at all levels of IG maturity

PulseRate Level 1

PulseRate Level 2

PulseRate Level 3

PulseRate Level 4

PulseRate Level 5

Fragmented Holistic

IT D

rive

n

Bus

ines

s D

rive

n

Level1

Level 2

Level 3 Level 4

Level 5

AHIMA’s IG Adoption Model

© AHIMA.ORG

IGAM™ Maturity Levels Level 1 • This level indicates an environment where information governance

concerns, requirements, and opportunities are not addressed at all, are addressed minimally, or are addressed in an ad hoc manner.

• Organizations that identify primarily with these descriptions should be concerned that their programs will not meet legal or regulatory scrutiny, may not effectively serve the business needs of the organization, and may impede patient care and service delivery.

Level 2 • This level indicates that an organization is in the early stages of

information governance. The approach is siloed at the business unit level.

• Organizations that identify primarily with these descriptions should be concerned that their programs will not meet legal or regulatory scrutiny, may not effectively serve the business needs of the organization, and may impede patient care and service delivery. There is also an increased risk for adverse outcomes and privacy breach. Organizations are encouraged to consider taking an enterprise approach or perhaps developing a roadmap that will help to address vulnerabilities and improve management through information governance.

IGAM™ Maturity Levels Level 3 • This level indicates a program where the essential requirements that

must be addressed to meet the organization's legal, regulatory, and business requirements are present in basic form.

• This approach is characterized by defined policies and procedures and the implementation of processes specifically intended to improve information governance.

• Organizations that identify primarily with Level 3 descriptions still may be missing significant opportunities for streamlining business, improving the care experience, and controlling costs, but they have the key basic components of a sound program in place and are likely to be at least minimally compliant with legal, operational, and other responsibilities.

Level 4 • This level describes an organization that has established a proactive

information governance program throughout its operations. Information governance issues and considerations are routinely integrated into business decisions.

• The organization is compliant with good practice and easily meets its legal and regulatory requirements.

IGAM™ Maturity Levels Level 5 • This level describes an organization that has integrated information

governance into its overall infrastructure and business processes to such an extent that compliance with program requirements and legal, regulatory, and other responsibilities are routine.

• This organization has recognized that effective information governance plays a critical role in patient outcomes and consumer services and cost containment, competitive advantage, and patient and consumer service, and it has successfully implemented strategies and tools to achieve these gains on a integrated basis.

• This organization is a leader in building and sustaining a vibrant, secure, and ensuring information is trustworthy and actionable across the medical ecosystem.

IGPulseRate® Organizations by Type

HIE / RHIO 5%

Home Health

5%

Hospice 2%

Hospital 26%

Integrated Delivery Network

38%

Multi-Facility Entity 2%

Public Health Entity 2%

University / Teaching Medical Center

5%

Vendor / Business

Associate / Law Firm

10%

ACO 5%

Entity Percentage

IGPulseRate® Users by Role

Decision-making throughout the organization is data-driven. The source of truth for all data and information used for critical business operations and decisions is established

1

2

3

4

5

Information Governance in our Organization is Enterprise Wide

1

2

3

4

5

We have formally committed to a strategy for information governance and we have a documented IG plan in place for implementing and maintaining our strategy.

1

2

3

4

5

My organization can account for the continuity of information creation, possession, transfer, control and disposition to ensure information integrity and trustworthiness

1

2

3

4

5

Measuring Organizational Maturity using AHIMA’s IG Adoption Model

• IGHealthRate® is the healthcare industry standard model for assessing information governance maturity aligned with AHIMA’s Information Governance Adoption Model (IGAM).

• IGHealthRate® assesses and scores organizations using 10 IG organizational competencies.

• Each competency includes several key markers that identify critical requirements that must be met to achieve maturity in information governance. Booth # 12318

Information Governance Adoption Model for Healthcare (IGAM)

IG Structure

Strategic Alignment

Privacy & Security

Legal and Regulatory

Data Governance

IT Governance

Analytics

IG Performance

Enterprise Info Mgmt

Awareness & Adherence

Information Governance

Competencies

AHIMA Products and Services Supporting IG in Healthcare – www.IGIQ.com

• IGPulseRate® • IGHealthRate® • IGAdvisors™ • IG Leadership Forum (DC, Denver, Baltimore) • IG BootCamps (Dallas, Orlando, Chicago, Portland) • IG Adoption Maturity Validation • IG White Papers • IG Toolkit

A Summary of How Benefits Were Realized for the Value of Health IT

http://www.himss.org/ValueSuite

Information Governance – Realizing the Value of Health IT

Savings in Storage/Life Cycle Management and Risk / Breach Prevention

Patient Engagement / Reliable data and information for moving to Population Health

Private, Secure Data and Information

Information Available where and when it is needed for Treatment

Secure Patient Interactions and Trustworthy Information to Support Patient Portals

Information Governance for HealthCare References and Recommended Reading

• Enterprise Health Information Management and Data Governance, 2015. Merida L Johns, PhD, RHIA

• Information Governance – Concepts, strategies, and Best Practices. 2014. Robert F. Smallwood

• The Information Governance Initiative. “The Information Governance Initiative Annual Report”. 2014. New York, NY. www.IGinitiative.com

• IGI Annual Report 2015 Information Governance Initiative 2015 Survey available at http://iginitiative.com/information-governance-initiative-publishes-industrys-most-comprehensive-research-report/

• The Sedona Conference. “Commentary on Information Governance” The Sedona Conference® Working Group Series. A project of The Sedona Conference® Working Group on Electronic Document Retention and Production (WGI)

• AHIMA. “Information Governance Principles for Healthcare™” 2014. Chicago, IL. AHIMA, 2014. Available at: www.ahima.org/infogov

• ARMA International. “Generally Accepted Recordkeeping Principles”. ARMA International, 2013. Available at www.arma.org

• Cohasset Associates and AHIMA. “A Call to Adopt Information Governance Practices.” 2014 Information Governance in Healthcare. Minneapolis, MN

• Cohasset Associates, 2015. Cohasset Associates and AHIMA. “Professional Readiness and Opportunity” 2015 Information Governance in Healthcare. Minneapolis, MN. Cohasset Associates, 2015

• Implementing Health Information Governance, 2015. Linda Kloss, MA, RHIA, FAHIMA

Questions