Critical Factors for a Successful EConnectivity Project

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Critical Factors for a Successful E-Connectivity
Project
Kryptiq Connectivity Summit April 29, 2004

• Sue Hooper, PhD
• President and CEO
• Tower Strategies, Inc.

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Kryptiqs Consulting Partner for Strategy,
Implementation and Training
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Show Me the Money!
A quick primer on how to make sure you get the
value from your e-connectivity
project

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Creating the Vision

• You must have a STRATEGY or you (and everyone
  else) wont know how your e-connectivity project
  fits with organizational goals

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Key Elements of An Effective Strategy

• Understand your customer needs
• Align project with organizational goals
• Identify metrics and document the business case
• Assess and prioritize initiatives
• Address barriers to success
• Address end-user needs in the communication
• Communication by key leaders/clinicians

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Understand your Customer Needs

• Who are the end users of the product?
• How will the product affect them?
• What barriers do they see to implementation?
• What do they consider the key success factors?
• What are their drivers for using the system?

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Align Project with Organizational Goals and
Metrics

• Which organizational goals are addressed by the
  project?
• What metrics that you will use in the project
  matter to the key executives in the organization?
• Who are the executive drivers for the project?

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Address Priorities

• Assess competing initiatives
• Make sure the project is correctly prioritized
  with other initiatives
• Address barriers to success - include in your
  communication plan

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Document the Business Case

• Validate the metrics with key stakeholders
• When possible, address revenue, reduction in
  operating expenses and days in AR
• Use metrics that matter to your end users

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Potential Business Opportunities

• Increase patient retention
• Reduce referral leakage
• Grow margins per patient visit
• Boost patient throughput
• Enable customer self-service tools
• eVisits
• Brand provider services
• Enhance data integrity and timeliness of
  information
• Automate processes
• Leverage existing IT investments

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Case Study M.D. Anderson Cancer Center
myMDAnderson.org
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M. D. Anderson Cancer Center - 1 Ranked Cancer
Center U.S. News World Report - 2003

• The Hospital
• Basic statistics (FY2003/2004)
• 18,781 patients admitted
• 471,728 outpatient visits
• 5.65 million path/lab medicine procedures
• 288,405 diagnostic imaging procedures
• The Enterprise
• FY02 revenues 1.39 billion
• Staff 13,000 employees 1,400 volunteers

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Creating myMDAnderson The Process
Assessment Insight
Strategy
Design Development
Implementation
Ongoing Support
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Key Site Features

• View appointment schedule
• Personalized patient education sets
• FAQs
• Demographic updates
• Prescription refills
• Personal Rx history
• Online billing statements
• Online bill payment
• Multi-center access

• Secure web-based messaging
• Replaces e-mail to protect privacy
• Pushes e-mail notifications only
• Categorized
• Routed to work groups based on topic
• Archived

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MD Anderson Cancer Center -
myMDAnderson Patient Portal Experience
Usage 12/18/03-3/18/04

• Total patients registered 9689
• Total patients active 2,189
• Average logins per patient that have logged in
  12.6
• International access
• 20 countries, including Mexico, Saudi Arabia,
  Seychelles, Peru, Brazil, Pakistan, Germany,
  Guatemala, Italy, Canada
• Total messages sent by patients 4,814
• Average messages per user 3.7
• Patient education document views 2,441
• Average number of education documents viewed per
  patient 4.41
• Total staff users 738
• Reduced phone messages up to 75 in some clinics

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Operational Efficiency Gains

• Of 11,257 patient secure messages over 4 months
• 68.19 were appointment requests request for a
  new appointment, change an appointment or cancel
  an appointment all of these were directed to
  clerical staff in the appropriate MD office
• 21.59 were clinical questions and 2.46 were for
  prescriptions all were directed to the nurse(s)
  assigned to that patients MDs
• 4.22 were billing and insurance related
  directed to the patient billing staff
• 1.86 were for general information and 1.69 were
  support related questions - these were directed
  to the department responsible for the information

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The BIG Incentive M. D. Anderson

• Patient-on line self referrals represented 5 of
  all patient admissions in FY 2003
• The revenue associated with these patient
  admissions totaled 95 M in FY 2003
• The number of patient on-line self referrals has
  increased 1 per year

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Patient Feedback from My MDAnderson

• I absolutely love the personalized website and
  being able to check on my appointments and even
  reschedule. I know your clinic and staff are
  extremely busy and this cuts down on the phone
  time for all. Keep up the great work!
• I enjoy being able to check my appointments and
  messages without using the telephone as I am just
  3 weeks post-laryngectomy and talking is
  difficult.
• This just puts M. D. Anderson even higher on my
  pedestal. You guys are great and this just goes
  to show that you really care about your
  patients.
• Thanks this is neat. Never thought I would
  live long enough to see this happening. You all
  are a cut above how lucky I am.
• Wow what a wonderful resource. I have been
  wanting an on-line personal information resource
  for three years, but your product has exceeded
  all my expectations. I am sure this site will
  save time for both the hospital staff and myself
  and reduce some of the anxiety. Thank you!

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Staff Feedback from My MDAnderson

• Thank you for creating this web site. I think
  it will be wonderful for the patients and
  doctors/staff alike! It is incredible.
• I believe that this is a wonderful way of
  communicating and makes it very easy for the
  patients
• How wonderful this great. Thanks for including
  me in the process.
• All of us, patients, doctors, support staff,
  etc., need this website to work well. Our
  face-to-face time is too short to waste it on
  what could be handled with this website. Please
  keep working on this -- just work faster!
• My vmails have gone from over 20/day to less
  than 5 - that gives me more time for my patients

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Implementation It Will Make or Break Your
Project

• 70 of all IT Initiatives Fail During
  Implementation

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Creating myMDAnderson The Process
Assessment Insight
Strategy
Design Development
Implementation
Ongoing Support
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Assure Implementation is Focused on End User Needs

• Often focused on technical implementation
  projects fail because end users dont see the
  value or dont feel it addresses their needs
• Develop plan that addresses each group of end
  users specific needs (i.e. nurses, physicians,
  registration and scheduling staff)
• Assure that old and new processes are addressed
  in the plan
• Get buy in from key stakeholders in each end user
  group
• Test the plan on a pilot group and revise until
  they are your champions

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Communication

• Have key executives/leaders communicate the plan
  to the organization
• Know how the plan affects each end user group and
  address their needs in the communication

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Measuring Your Success

• Monitor success based on business case metrics
• Develop a dashboard of reports for managers
• Evaluate the implementation program, revise,
  retrain, revise, retrain until end users are
  singing your praises

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Contact Information

• Sue Hooper, PhD
• shooper_at_towerstrategies.com
• 512-330-9584