Data Governance for Healthcare

Centric successfully helped a top regional pediatric hospital turn a complex data landscape into a singular source of information.

Business Need

An extended season of rapid growth left a top regional pediatric hospital with a complex data landscape, including enterprise software with numerous department-specific applications that had their own data silos. Many of these systems fed data to the Enterprise Data Warehouse. Users employed a variety of tools to access data, with many having access to the same data from multiple sources. This complex landscape caused data issues related to quality, reliability, redundancy, and clarity.

Enter Centric

The hospital engaged Centric to develop an enterprise-wide data governance process specifically tailored to the organization’s unique needs. This work included assessing the organization’s readiness to adopt the required process changes and recommending an information management tool to manage the data governance process.

During the six-week assessment, Centric participated in 48 meetings with approximately 30 key stakeholders across the enterprise. One hundred percent of those stakeholders said that data governance was needed and important to their ability to fulfill their duties with excellence.

Centric utilized its mature data governance process, which is built upon an agile model that maximizes ROI and produces immediate results. The way it works – data issues are prioritized by key stakeholders and cross-functional teams are sent to define and execute solutions. A data governance officer functions similar to a scrum master and keeps the process on track. This model allows the organization to scale a large number of issues based upon available bandwidth.

Centric’s recommendations began with a shift in mindset and culture. To give the data governance process the greatest chance of success, the team recommended 3-4 initial iterations with a smaller functional team, followed by a rollout to the larger functional team.

Once those initial 3-4 iterations were completed, the functional team expanded to include all representatives, built the data governance issues list and began the full process.

Both the process and tool recommendations were accepted by the hospital and Centric was engaged once again to implement the information management tool and partner with internal resources to launch and execute the data governance process.

Centric Consulting partnered with internal stakeholders to train the data governance officer and all other participants on the new process. Centric led execution of the initial iterations, then transitioned all responsibility to the hospital’s internal teams.

Results

The hospital successfully made the cultural leap from viewing data in silos and disjointed repositories to viewing data at an enterprise level. This streamlined information is used to make critical business decisions on a daily basis.

Karla Schnell_SP15_jpgInterested in hearing about some other creative solutions for your business by using innovative planning, process improvements, and information technology?

Contact National Healthcare Clinical Lead Karla Schnell to learn more.