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PROJECT
Group 1
Aiswarya B S
Pooja Gupta
Sangeeta Bori
NHS Fife Hospital ( Health Care Industry)
Introduction
The NHS is the National Health Service trust that provides public health care
services across the UK
NHS Fife began working with COBIT in 2007, led by the need to ensure that its
e-health services were aligned with NHS’s national and local strategies
3
Business Level
KPI
Outcome
• Average Hospital Stay- Evaluate the amount of time the patients • Performance against the Emergency
are staying Access four-hour standard improved
during the year, with 96.6% achieved
• Treatment Costs-Calculate how much a patient costs to the against the 95% standard.
facility • There was continued good performance
• Hospital Readmission Rates-Track how many patients are coming against the Cancer 31-Day Diagnosis to
back Treatment standard, with 97% of
• Patient Wait Time-Monitor waiting times to increase patient patients starting treatment within 31
days.
satisfaction
• Alcohol Brief Interventions showed
• Patient Satisfaction-Analyze patient satisfaction in detail 5421 achieved, whilst the number of
• Patient Safety-Prevent incidents happening in the facility registered dementia patients reached
3294.
• ER Wait Time-Identify rush hours in emergency room
• For Inpatient/Day cases treated within
• Costs by Payer-Understand the type of health insurance of the 12 weeks, Fife achieved 98.5%, slightly
patients short of the Treatment Time Guarantee,
but well above the national average.
• Meanwhile, 96.2% of patients waiting
for an Outpatient appointment waited
KGI – no more than 12 weeks
Transforming health and care to be the best
IT Governance Goals(IT Level KGI)
IT governance goals for each quadrant:
Customer perspective:
Exceeding customer Internal (operations)
expectations perspective: Achieving
operational excellence
Strategic alignment—Ensuring linkage between NHS Fife corporate and IT
strategic plans
IT Level KPI Risk management—Ensuring risk awareness and active mitigation of risk by
senior corporate officers and IT management
Its 10,000 staff, physicians and volunteers provide care to more than one
million patients each year
Over the past 60 years, Sunnybrook has evolved from its original role as a
veterans’ hospital into a center for acute patient care, education and research
1
3
At an annual IT planning retreat, Sunnybrook’s immediately supportive of the IT governance . Members of IT management also
chief information officer (CIO) expressed the programme proposal because it aligned with appreciated the opportunity to structure,
need for increased focus on technical and the emerging corporate enterprise risk define and measure value and risk
process risk management within the IT management (ERM) and value-focusing efforts considerations within their respective IT
management team for hospital clinical care delivery strategic programme
1
Information Services Strategic Goals 5
provides IT project,
programme and
portfolio value
Val IT
management
objectives and controls.
GlaxoSmithKline
IT
Monarchy
Feudal
Federal Head of All Head of All Head of All Head of All Head of All
Department Department Department Department Department
s s s s s
IT
Duopoly
Anarchy
Don’t 21
Know
IMPLEMENTATION OF IT GOVERNANCE
• Shortly after the formation of the new global support department, the need for an
evaluation of governance processes was identified
• aim was to verify that the newly formed organization has the right structures,
processes and controls in place to enable successful execution of its strategy
01 02 03 04
IT organization and The strategic alignment of Quality, risk and control Communications, training
relationship governance business and IT objectives policies framework and knowledge management
05 06 07
• New R&D approach with a focus on • Total 2018 turnover £17.3 • Approval of tafenoquine, the
science related to the immune billion, flat AER, up 296 CER first new treatment for P.
system, human genetics and
vivax malaria in 60 years
advanced technologies
• New Respiratory product sales
• Strengthened pipeline with 33' of 46 • £2.6 billion, up 35% AER, 38% • Partnering to increase access
medicines in development targeting CER; HIV sales £4.7 billion, up to paediatric formulations of
modulation of the immune system 9% AER, 11% CER our HIV medicines
• Accelerated our oncology pipeline
• Refined the priority markets in • Trained over 15,000
by doubling the number of assets in
clinical development via advancing which we target our resources healthcare professionals
key internal assets e g GSK '916. to accelerate growth across 21 countries on the
and targeted business development, appropriate use of antibiotics
e.g. acquisition of Tesaro and the • Simplified our Pharmaceuticals
proposed alliance with Merck KGaA supply chain, separating it
from Consumer Healthcare, to
• Launched Juluca, the first two-drug
HIV regimen, and expanded improve competitiveness
indications for Trelegy Ellipta and
Nucala
RACI Off-shoring Stability Test Conducting
Harley-Davidson(Manufacturing Industry)
Vision Statement
Getting management, information technology (IT) and audit speaking the same language
Challenge: working toward increased control, while still respecting the company’s unique culture
Conclusion
Our Values
Thank you