Identity Management – homogenising the processes for future hospital mergers

Identity Management – homogenising the
processes in view of future hospital merging

Background

Driving an identity management project in several health care facilities necessitates the implementation of a communal solution deployment method adapting to the needs of each health care professional. David Robine, of the Security and Urbanisation Pole of SILPC, has experienced the input of Enovacom’s solutions in Project Limousin, as well as perspectives identified as part of future hospital merging.

User’s quote

The number one requirement for this type
of solution is to really know how the world of health works and to be able to adapt to different organisations. Enovacom’s tools have this ability

David Robine

Security and Urbanisation Pole, GIP SILPC

Key benefits in choosing ENOVACOM Integration Engine & ENOVACOM Identity Manager

About the user

The SILPC is a hospital cooperation structure stemming from the fusion of two hospital unions initially created in Limousin and Poitou-Charentes. We act as an extension of the I.T departments of nearly 250 health care facilities, medical-social and social adherents on all of the French national and overseas territories. We are no developers, but work together with facilities’ teams to deploy and follow up on software and infrastructure and for shared hosting. We cover everything from functional and technical domains of hospital information systems, to close bureaucratic support for our most modest members. We are also solicited by our members to coordinate shared processes in the choosing and deployment of solutions, as this was the case for Project Limousin aiming at identity and access management for every health care facility in Limousin, in collaboration with the ARS Limousin and the GCS Epsilim

What are the major criteria when choosing an identity and access management solution?

The number one requirement for this type of solution is to really know how the world of health works and to be able to adapt to different organisations. The goal is not to be imposing on an organisation, but to be able to propose a shared method to identify the appropriate processes and provide tools adapted to health care professionals, whatever the context or dimension of the establishment may be. With this project, we have taken into account how each establishment functions and recuperated the identities of all of the professionals, set up the authorisation policy and the progressive deployment of the transmission of identities and access to each job application and each one of the functional referents.

How do you involve the staff in the project?

There is a real project of mastering the work with the staff, as the Management of the establishment is the top priority, which carries the institutional communication, and the Human Resources, which are the real motor of the project, even ahead of the I.T department which is positioned rather as a technical operator. The Human Resources department is responsible for the movement of staff and is therefore first in line to validate and allocate jobs which the rest of the rights to the information system stems from. A major role is also held by the health care Management and the executive staff, who bring the project to life day to day, and are involved from the beginning.

What’s the added value of Enovacom solutions in identity management in the Limousin ?

The SILPC has carried the regional purchasing group having retained the AKEA consortium. It has also ensured the deployment of ENOVACOM Identity Manager and/or ENOVACOM Integration Engine for the interfaces and workflow in 18 public structures. ENOVACOM Identity Manager has shown genuine adaptability to different organisations of concerned establishments. It is easy to change the parameters, allows for the calculation of a blueprint dedicated to each establishment and proposes a very simple and ergonomic web service interface. The extra value of ENOVACOM Integration Engine is also the creation of a configuration model that you can adapt to each structure to industrialise the method.

What are the implementation constraints for future hospital merging?

Even if the hospital merging is not yet at the preparation stage, the SILPC already considers the impacts on the organisations and the information systems. As soon as there is inter-establishment cooperation, the members of GHT will probably end up having to share the same tools and certainly install teams to help them through it. These contributors are probably going to have to be identified on a group scale and have rights to information systems of different legal entities and in the communal applications without multiplying the user accounts. In addition, the human resources management processes and rights matrix, which selects the accessible applications for a job and activity data, will have to function in harmony and take all of the IS components for the members of the hospital merging into account.

To conclude, what are the key factors for the success of such a project ?

First of all, taking into account the communal organisational part from the beginning of the project, which the general Management is involved in, the Human Resources and the Health Care Management is primordial. Then it’s mastering the global information system in order to identify the perimeter of the project and put an infrastructure and harmonised processes into place which could be used without weakening the establishment on a daily basis. For that, we relied on the capacities of the tools and the skills of the contributors of the consortium that we completed with our knowledge of the organisation and of our adherent members.

Key Facts

SILPC,
Public Interest Groupe, Limoges-Poitiers

250 establishments

130 collaborators

30 years

2 sites

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