Making an Information Governance Assessment Actionable with BCBS of TN Session Number IIG-3501A

Frank Brooks, BCBST Greg Ellis, BCBST Sunil Soares, IBM

Contents

Information Governance Assessment at BCBST, Frank Brooks Reactions to Assessment at BCBST, Greg Ellis Selling Information Governance, Sunil Soares Questions

13

25

36
The one thing Ive learned about freedom of expression is that you really ought to keep that sort of thing to yourself. Scott Adams, creator of Dilbert

Biography

Frank Brooks

Director Data Mgmt & Information Delivery & Chief Data Architect
At BlueCross BlueShield of TN since 1986 Responsibilities include oversight of the Data Integration and
Governance, Database Administration, Business Intelligence and Performance Management Development, IM Health Informatics, and IM Business Informatics departments. He is also heavily involved in planning and strategy for Information Management and Enterprise Architecture subjects across BCBST.

IM Competency Center Road Map

Tim ver ue O e
Text Analytics

b Visi

le

u Res

lts

crea In

si

al ng V

Text Analytic Tools Data Mining and Predictive Analytic Tools Information Delivery Tools Data Integration Tools Data Management Tools

Information Governance Data Governance Information Architecture Information Architecture People / Skills / Organization Organization / People & Skills

Information Governance Assessment at BCBST

Information Governance Organizational Structure

Function: Oversight
Approve policies and standards Ensure proper protection of BCBSTs data/information assets Leverage use of data/information assets to gain competitive advantage

Information Governance Committee

Information Management Committee

Players:
Executives

Function: Alignment
IM alignment with Business Strategy Demand Management Education/Results of IM research Review IM Plans

Function: Execution Information Governance Workgroup

Data quality and completeness Determine what data should be collected and stored Establish common data definitions

Players:
Manager and Director level of key IT and Business staff related to IM

Players:
Business and Data Analysts Data Stewards Key operational system players

Information Governance Assessment at BCBST

Building a Roadmap for Information Governance - October 13, 2010

Prepared By: Sunil Soares, Director Data Governance Michael Lee, Senior Consultant Information Agenda for Healthcare Bob Leo, Business Value Consultant Information Agenda for Healthcare Nik Molley, Information Agenda Architect Healthcare

Information Governance Creates Order out of Chaos

Information Governance is the exercise of decision rights to optimize, secure and leverage information as an enterprise asset.
Orchestrate people, process and technology toward a common goal Promotes collaboration Derive maximum value from information Leverage information as an enterprise asset to drive opportunities Safeguards information

Ensure highest quality Manage it throughout lifecycle

Governing the creation, management and usage of enterprise information is not an option any longer. It is:

Expected by your customers Demanded by the executives Enforced by regulators/auditors

11 Domains of IBMs Information Governance Maturity Model:

Goals
Business Outcomes

Requires

Enablers
Organizational Structures & Awareness

Stewardship

Data Risk Management

Policy Enhance

Core Disciplines
Data Quality Management Supports Information Lifecycle Management Information Security and Privacy

Supporting Disciplines
Data Architecture Classification & Metadata Audit Information Logging & Reporting

Information Governance Maturity Model

Level

Optimizing
Focus on CONTINUOUS process improvement

Level

Quantitatively Managed
Process QUANTITATIVELY measured and controlled

Level

Defined
Process characterized for the ORGANIZATION and is PROACTIVE

Level

Managed
Process characterized for PROJECTS and is MANAGEABLE

Level

Initial
Process unpredictable, poorly controlled and REACTIVE

BCBST Information Governance Assessment Summary As-is State to Future State Target Mapping
Maturity Stage
Initial Elements of practice in the category may be present but are localized in individual departments and are for the most part performed on an ad-hoc basis. Manage Elements of practice are for the most part defined at an enterprise level but implementation is not complete. Define Elements in practice are defined and implemented at an enterprise level but no formal processes are established to ensure continuous improvement. Quantitatively Manage Elements of practice are defined and implemented across the enterprise and repeatable processes and metrics are used to monitor and track progress to ensure continuous improvement. Optimize Elements of practice are implemented, monitored and used proactively across the enterprise to reduce risk, continuously improve data governance practices and to gain a competitive advantage in the market place.

Category
1 Business Outcomes

Initial

Managed

Defined

Quantitatively Managed

Optimizing

2 Data Risk Management

3 Organizational Structure & Awareness

4 Stewardship 5 Policy Data Quality Management Information Life Cycle 7 Management Information Security 8 and Privacy 6

9 Data Architecture
1 Classification & 0 Metadata Audit Information 11 Logging & Reporting
Current assessed state Recommended future state 12-18 months Develop roadmaps

10

Information Governance Assessment Findings

BCBST Information Governance is in the top tenth percentile of clients across different industries, and among the very best within U.S. Health Plans
What BCBST is Doing Well:
1. Information Governance Committee includes strong participation from senior business and IT leadership Information Governance program is well aligned with Security and Privacy Data Quality Scorecard is mature Rollout of business glossary terms is consistent with IHM initiative

What BCBST Needs To Address:

1. Extend scope of Information Governance Committee beyond what data can be shared outside the enterprise align membership accordingly Formalize the roles and responsibilities of data stewards extend scope to cover both business intelligence and operational systems align with Member 360 and Provider 360

2. 3. 4.

2.

3.
4.

Update Data Quality Scorecard, based on business-oriented metrics

Embrace Group 44 employee claims data with Security and Privacy policies

11

Biography

Greg Ellis Team Lead, Information Governance

At BlueCross BlueShield of TN since 1994

Responsibilities include oversight of Information Governance and
Blue Health Intelligence.

12

Reactions to the Assessment at BCBST

13

BCBSTs Information Management Competency Center

Vice President of Enterprise Applications
Data Management and Information Delivery Frank Brooks

DATA MANAGEMENT

BI Competency Center

INFORMATION DELIVERY

Data Integration & Governance

FUNCTIONS D.W. Support D.W. ETL 3rd Party Extracts Corporate D.W. Extracts G/L Interfaces Information Governance

Database Administration
FUNCTIONS Database design Database support Database tuning DB Perf. & Monitoring Reorgs / Backups Capacity Planning Data Architecture

Business Intelligence & Performance Mgmt Dev.

FUNCTIONS BI Application Development
BI Training & Support

IM Health Informatics
FUNCTIONS Analytics and Reporting for Clinical Areas

IM Business Informatics
FUNCTIONS Analytics and Reporting for Business Areas: - Finance - Actuarial - Marketing

Performance Management
Financial Performance Mgmt (FPM) Operational Performance Management (OPM) Budgeting, Planning, & Forecasting

INFORMATION ARCHITECTURE
14

BCBSTs Information Management Competency Center

Vice President of Enterprise Applications
Data Management and Information Delivery Frank Brooks

DATA MANAGEMENT

BI Competency Center

INFORMATION DELIVERY

Data Integration & Governance

FUNCTIONS D.W. Support D.W. ETL 3rd Party Extracts Corporate D.W. Extracts G/L Interfaces Information Governance

Database Administration
FUNCTIONS Database design Database support Database tuning DB Perf. & Monitoring Reorgs / Backups Capacity Planning Data Architecture

Business Intelligence & Performance Mgmt Dev.

FUNCTIONS BI Application Development
BI Training & Support

IM Health Informatics
FUNCTIONS Analytics and Reporting for Clinical Areas

IM Business Informatics
FUNCTIONS Analytics and Reporting for Business Areas: - Finance - Actuarial - Marketing

Performance Management
Financial Performance Mgmt (FPM) Operational Performance Management (OPM) Budgeting, Planning, & Forecasting

INFORMATION ARCHITECTURE
15

Socialization of Information Governance

Evolved from Data to Information Governance

Information Governance Workgroup

Information Knowledge Workshops Fostering Relationships between IS and Business Contacts

Data Stewardship

16

Data Quality Checklists

Step by Step Accountability Integrated Business Users for Testing and Production Validation Source to Target Verification by Column Ensuring Multiple Production Run Validation
IS Business Users
17

Data Stewardship Program

What is it?

Partnership between IS and all Business areas Data Stewards are organized by data subject area Spreads responsibility for Information Governance across the enterprise
What does it provide?

Increases ability to share data across the enterprise Facilitates communication Enhances collaboration

Decreases data-related issues

Ensures higher quality data

It does not involve: Ownership of Data

18

Current Data Warehouse Architecture

Information Governance

Data Quality Scorecard

Information Governance

Balance and Controls

19

Legacy Data Quality Scorecard

Subject Area Description Goal % Score Current Month

97.2 (xxx,xxx / xxx,xxx) 97.2 (xxx,xxx / xxx,xxx) 94.8 (xxx,xxx / xxx,xxx)

Score Month -1
96.5 (xxx,xxx / xxx,xxx) 96.5 (xxx,xxx / xxx,xxx) 95.6 (xxx,xxx / xxx,xxx)

Score Month -2
96.3 (xxx,xxx / xxx,xxx) 99.1 (xxx,xxx / xxx,xxx) 95.4 (xxx,xxx / xxx,xxx)

Score Month -3
97.2 (xxx,xxx / xxx,xxx) 99.5 (xxx,xxx / xxx,xxx) 96.7 (xxx,xxx / xxx,xxx)

Score Month -4
95.9 (xxx,xxx / xxx,xxx) 98.7 (xxx,xxx / xxx,xxx) 95.3 (xxx,xxx / xxx,xxx)

Score Month -5
96.7 (xxx,xxx / xxx,xxx) 98.6 (xxx,xxx / xxx,xxx) 95.7 (xxx,xxx / xxx,xxx)

Score Month -6
96.5 (xxx,xxx / xxx,xxx) 99.1 (xxx,xxx / xxx,xxx) 95.7 (xxx,xxx / xxx,xxx)

Metric 1

95

Metric 2

97

Metric 3

93

20

Data Quality Scorecard Standardization

Why Standardize?

Various formats used historically Lengthy delivery times

Benefits:

Standard core architecture/tools Quick implementations Automated metric threshold monitoring/alerts Documentation of each threshold breach including resolution/explanation Metrics more timely (as required)
Does not address:

Real-time data quality

21

Balance and Controls Workflow

Capture Compare Rule Check Communicate

Source Systems

Data Integration Controls

Verify Source System Inputs
Track Information to Data Warehouse Balance the Data Warehouse

Data Warehouse

Reconcile Information in the Data Warehouse to the General Ledger

Reconcile Data Warehouse to Data Marts Manage All Outstanding Items

Data Marts

22

BCBST Information Governance Post Assessment Review State Target Mapping

Maturity Stage

Category
1 Value Creation Data Risk Management & Compliance Organizational Structure 3 & Awareness

Initial

Managed

Defined

Quantitatively Managed

Optimizing

4 Stewardship 5 Policy Data Quality Management Information Life Cycle 7 Management Security, Privacy, & 8 Compliance 6

Initial Elements of practice in the category may be present but are localized in individual departments and are for the most part performed on an ad-hoc basis. Manage Elements of practice are for the most part defined at an enterprise level but implementation is not complete. Define Elements in practice are defined and implemented at an enterprise level but no formal processes are established to ensure continuous improvement. Quantitatively Manage Elements of practice are defined and implemented across the enterprise and repeatable processes and metrics are used to monitor and track progress to ensure continuous improvement. Optimize Elements of practice are implemented, monitored and used proactively across the enterprise to reduce risk, continuously improve data governance practices and to gain a competitive advantage in the market place.

9 Data Architecture
1 Classification & 0 Metadata 11 Audit & Reporting
Assessed state (8/2010) Assessed State (8/2011) Recommended future state 12-18 months Develop roadmaps

23

Biography

Sunil Soares Director, Information Governance IBM Software Group

Sunil Soares is the Director of Information Governance within IBM Software
Group. Sunil has worked with more than a hundred clients across multiple industries including healthcare.

Sunil has published a book called The IBM Data Governance Unified Process
that details the fourteen steps and almost one hundred sub-steps to implement an Information Governance program. The book is currently in its second print and has also been translated into Chinese.

Sunil has completed his second book called Selling Information Governance
to the Business: Best Practices by Industry and Job Function.

24

Selling Information Governance to Business

25

Data Stewardship at Social Services Agency

Questions from Legislature

How many children under 15 also have children utilizing our services? How many people over 100 years of age receive benefits? How many indigenous people receive income support payments?
Data Profiling by Business Intelligence department

Several one-year old children also had children Number of people over 100 years of age exceeded the number of people
from the national census

The percentage of indigenous people receiving income support payments

was significantly lower than the average population

Outcomes

Focus on Date of Birth and Race as critical data elements People creating the mess (front office) were not the people consuming the
mess (Business Intelligence)
26

Definition of Information Governance

Information governance is the formulation of policy to optimize, secure, and leverage information as an enterprise asset by aligning the objectives of multiple functions

27

Selling Information Governance to the Business:

Best Practices by Industry and Job Function

Sunil Soares October 2011

28

IBM Information Governance Framework

Policy

Information Governance Components

Regulatory & Compliance

People

Organization & Stewardship

Information Governance Capabilities

Privacy & Security (Access Mgmt) Technology Process

Architecture

Core BAO Processes based on Information Governance

Change Management Metadata

Data Quality

Assessment /Solution Outline/Design Plan

Build Cycle

Deployment

Execution

Improvement

29

IBM Information Governance Unified Process

1) Define Business Problem

2) Obtain Executive Sponsorship

3) Conduct Maturity Assessment

4) Build Roadmap

5) Establish Organizational Blueprint

6) Build Business Glossary

7) Understand Data

8) Create Metadata Repository

9) Define Metrics

10) Govern Data Quality

11) Govern Master Data

12) Govern Lifecycle of Information

13) Govern Security & Privacy

14) Govern Analytics

15) Measure Results Optional Steps Required Steps

30

Single View of the Member

A. Number of member records
B. Estimated percentage of duplicate member records C. Number of marketing mailings per member per year D. Cost per marketing mailing E. Cost of duplicate marketing mailings (AxBxC) F. Risk of fines due to data privacy violations because the current member database cannot handle certain privacy preferences (e.g., explanation of benefits for the dependents claim goes to the spouse who is the primary subscriber)

3,000,000
15% 4 $3 $5,400,000 $2,000,000

G. Number of duplicate member records (AxB)

H. Number of de-duplicated member records (A-G) I. Percentage of members who will elect to receive statements by email based on the ability to record email addresses and preferences in the member database J. Number of statements per member per year K. Savings in mailings of statements (HxIxJxD) L. Total hard-dollar savings from 360 degree view of the member (E+F+K)

450,000
2,550,000 10% 6 $4,590,000 $11,990,000

31

Database Monitoring Solution

A. Number of DBA and analyst FTEs involved in manual database monitoring B. Annualized cost per FTE C. Annual personnel cost for manual database monitoring (AxB) D. Percentage reduction in personnel cost associated with database monitoring solution E. Annual personnel cost savings associated with database monitoring solution (CxD) F. Reduction in CPU costs because database logging is offloaded to the database monitoring appliance G. Reduction in storage costs because of the reduction in database logging H. Total hard-dollar savings in year one from the database monitoring solution (E+F+G)

7 $80,000 $560,000 40% $224,000 $50,000 $40,000 $314,000

32

Metadata
A. Number of new applications per year B. Number of hours by business analysts per application per year 100 200

C. Number of hours by data modelers per application per year

D. Average hourly cost of a business analyst E. Average hourly cost of a data modeler F. Total application development cost for analysts and data modelers {(AxBxD)+(AxCxE)} G. Number of developer hours spent on data discovery per application H. Average hourly cost of a developer I. Total annual cost of data discovery (AxGxH) J. Conservative savings from efficiency improvements based on a metadata platform

200
$40 $25

$1,300,000
100 $30 $300,000 25%

33

Metadata (Contd.)
K. IT savings from a metadata platform in year 1 (F+I)xH L. Number of users of business reports - Risk 1,000 - Marketing 1,000 - Finance 3,000 M. Total number of working hours per year N. Percentage of time spent on reviewing reports O. Percentage of report-viewing time that can be saved based on access to common data definitions and data lineage P. Cost per hour of business users Q. Business savings from a metadata platform in year 1 (LxMxNxOxP) R. Total financial benefits to IT and the business from a metadata platform in year 1 (K+Q) $400,000 5,000

2,000 5% 3% $50 $750,000 $1,150,000

34

Understand Data

35

Questions?

36

Thank You! Your Feedback is Important to Us

Access your personal session survey list and complete via SmartSite
Your smart phone or web browser at: iodsmartsite.com Any SmartSite kiosk onsite Each completed session survey increases your chance to win
an Apple iPod Touch with daily drawing sponsored by Alliance Tech

37