How the Champagne GHT has set up its territory DSI

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The GHT Champagne is composed of 15 institutions including the University Hospital of Reims (support institution), several local hospitals and facilities for the elderly dependent (Ehpad) and the public mental health institution (EPSM) of the Marne, recalled Mickaël Taine , which has since become DSI of GHT Aude-Pyrenees.

"When I arrived in 2015, some institutions had an ISD, some like the Ehpad used external providers, and all had different levels of computerization: a true case study", has it? he commented.

To complete the creation of a common CIO for the GHT, Loïc Lebreton and Mickaël Taine insisted from the outset on the need for a common will of the various directors and managers of IS to collaborate.

Mazars' consulting mission started in September 2017, but "the pooling had already started," said Loïc Lebreton. "CIOs should not wait for a consulting firm to start working," he added.

"When Mazars arrived, we already had a year of exchanges behind us," added Mickaël Taine. "We have to be ready to work together to anticipate requests for medical collaboration, to be ready the day doctors ask us for interoperable systems.

To ensure a permanent dialogue between the different institutions, a "tactical committee" bringing together the heads of the IS and the consulting firm met every two weeks. The DSI insisted on the regularity of the meetings, so that all "are involved" and "we advance".

"As the actors knew each other, we were able to talk about operational issues from the beginning," said Loïc Lebreton.

The writing of the Master Plan for Information Systems (SDSI) took six months, he said.

Both stressed the need for listening and trust between the consulting firm and the CIO. "If you are well aligned with the consultant, the dialogue is facilitated with the institutions," explained Mickaël Taine.

Loïc Lebreton also mentioned the importance of "the knowledge of the field, which allowed us to have a real legitimacy". "We visited all the GHT sites and met with all general managers, administrative and financial managers, CIOs and IT officers."

The CIO has chosen not to participate in his meetings, lest the agents censor themselves in his presence. Mazars also distributed a questionnaire to them. This assessment allowed managers to know the activities and the "level of appetite" of agents for them and potential future tasks.

The importance of management

The consultant and the ISD emphasized the importance of management. "It's the role of the DSI to change the agents or not to hide them when their job will change," said Mickaël Taine.

There was "no mobility required or changing profiles, those who wanted to remain specialized have remained, the same for multi-purpose agents," said Loïc Lebreton.

The former CIO of the GHT mentioned the case of an agent who was bored in his service, and whose missions were modified to better correspond to his desires. "It allowed us to keep a competent agent who might have ended up leaving, and when we know the difficulties we have to recruit, we can not afford to lose," he said. .

As for the agents who were CIOs in their establishments, "one became my deputy, one became the information systems security officer (RSSI) and one left" for reasons that are not related to this project he detailed.

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