One-on-One With Seattle Children's Hospital CIO Drex DeFord, Part II | Healthcare Informatics Magazine | Health IT | Information Technology Skip to content Skip to navigation

One-on-One With Seattle Children's Hospital CIO Drex DeFord, Part II

November 13, 2008
by root
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In this part of our interview, DeFord talks about the importance of getting governance right.

Seattle Children’s Hospital serves as the pediatric referral center for Washington, Alaska, Montana and Idaho. The organization’s facilities include 250 inpatient beds, a Level IV Infant Intensive Care Unit, Surgical Unit, Pediatric Intensive Care Unit, Inpatient Psychiatric Unit, and Rehabilitation/Complex Care Unit. HCI Editor-in-Chief Anthony Guerra recently had a chance to chat with CIO Drex DeFord about his work at hospital and industry trends.

Part I

AG: Let’s talk more about governance, because I think that’s a very interesting topic. Tell me a little bit about the structure you had in place and then, how you might have gone about revamping it and what you think would be some hallmarks of an efficient governing organization or process?

DD: When I started here, it was apparent that many folks thought the CIO is sitting on a pot of gold, and all they had to do was convince him or her that this was the right thing for us to do and the CIO would make that decision and move forward. I think you have to start with the notion that information services is here to support customer requirements, and not to do IS for IS’s sake.

Now, in the next breath I’ll tell you that, as an officer on the company and a senior vice president, I’m also an administrator, so while I have the responsibility to drive governance from the standpoint that I want my customers to have their voice and input, I also have to be the guy that says, “I think this is a good idea or a bad idea.” I do that from a position of understanding healthcare, understanding revenue cycle, understanding all those supply chains, all the things that I need to understand to help my customers make their decisions.

So I think you have to start there. The reason that we’re in business is to support customer requirements as far as an information services department in a healthcare setting. And then, if you take that model and you say, “Okay, how do we govern from that?” In my particular case, I’ve set up a clinical information systems advisory committee; a business information systems advisory committee; knowledge management IS advisory committee and a research IS advisory committee. Each of those are chaired by folks not in the IS department. So, for example, our clinical IS advisory committee is chaired by our chief medical officer; the business IS advisory committee is chaired by our chief financial officer, etc, etc, and their co chairs are the directors of those parts of the department inside of IS. So they’ve got that good connection inside the IS department from the standpoint of what’s capable, what’s possible, what can we do, what do these new modules in this existing application bring me, that sort of thing.

The membership of the committee is completed by the chair and the co chair, I would say primarily by the chair. So again, whether it’s business systems bringing in supply chain people; research on a business IS advisory committee; clinical people on the business IS advisory committee or vice versa; there’s some good cross pollination here.

My experience has been, when you first set up a governance process, the first place to drive it is toward capital investments and trying to make those initial decisions about capital investments. Then, long term, what you really want to do is say, “Regardless of time, let’s just talk about, in the space of the clinical IS world, what capabilities do we need? What problems are we trying to solve?” And we map that to additional modules or new functionality in existing applications, or maybe new applications that we need. Our goal is to build a flight plan for clinical, for business, for knowledge management, for research and then those chairs and co-chairs sit down together and build a master flight plan for the investments that we need to make over time.

I think that list and those people, coupled with an IS project management office — which can do a lot of the underlying work around contacting vendors and getting estimates and bringing demonstrations that all help those IS advisory committees reach conclusions — you wind up, almost accidentally, with a pretty good strategic plan for capital investment over time. Then you’ve really got a case when people sit down with your CFO and say, “If we draw the line here, we need $X million next year in capital to make this kind of progress. If we draw the line here, we need less, but we’re going to have less capabilities.”


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