Presentation to OpenMRS, Inc. Board of Directors - February 14. 2013

2. Agenda
• Introductions
• OpenMRS, Inc. Background
• Community Leadership 2013 Plan
• Board Leadership Roles/Responsibilities
• Operational Updates
• AOB

3. BACKGROUND

4. Background
• Community founded on support of specific
implementations
• Community growth outpaced support
infrastructure
• BCG-supported organizational development
process
• Finding: entity needed to sustain key
infrastructure and to grow/support community
process (online
presence, meetings, training, partner
development)

5. Background
• Already have maturing community
leadership infrastructure
• Inc. designed to catalyze this community
process / sustain it
• OpenMRS, Inc. more Apache-like than
Eclipse-like -> inherently more sustainable
• LLC vs. Ltd. vs. Inc.

6. COMMUNITY
PLAN

7. IMPLEMENTATION
DRIVEN

9. “HARVESTING”

10. Regional Certification Consultative
Training Support
Communities Process? Services
Content Implementer
Collaborative Guides / Docs
MVP/CIEL Technical
Dictionary Documentation
AMPATH
Mailing Lists
Dictionary
Peer Support Implementers
Online Presence
Network Meetings

12. Partnerships Lead
Chris Seebregts, PhD
Jembi Health Systems
• Focused on the productivity and collaboration
of the “organizations” who benefit and support
the OpenMRS community
• 2013 Goals:
– Develop OpenMRS Partnership strategic plan
(categorization, governance, outreach model, etc)
– Begin outreach to existing partners
• Establish partner database, and documentation
templates
• Contact point for inquiries
– Establish at least 2-3 new strategic partnerships

13. Examples of OpenMRS Partnerships
Existing: Future:
• Partners-in-Health • HISP
• Regenstrief Institute • KEHIA
• AMPATH • I-Tech / University of
• Columbia University Washington
• Jembi • Medecins Sans
• Rockefeller Foundation Frontieres (Doctors
without Borders)
• Google
• USAID
• FACES
• Nafundi
• MoH Rwanda
• University of Utah
• Thoughtworks
• Gates Foundation
• Philippine NTHC
• WAHIFP

14. Community Manager
Michael Downey
OpenMRS
• Focused on the productivity and collaboration of the
“individuals” within the OpenMRS community
• 2013 Goals:
– Produce 1 global conference (Kenya) and at least 2
regional/global hack-a-thons
– Release infrastructure that supports community
becoming more data-driven around issues of
community health (eg, contributor “conversion”,
satisfaction, growth metrics, etc)
– Establish communication program for key contributors
– Technology support for continuous delivery process

15. Evaluation/Impact Lead
Hamish Fraser, MBChCB, MRCP, MSc
Harvard University / MIT
• Encourages the collection of evidence that
demonstrates impact of OpenMRS in health care
settings, and coordinates/optimizes these efforts – our
form of “marketing”
• 2013 Goals:
– Identify at least 2 organization that are committed to carrying
out OpenMRS evaluation studies and provide support where
needed
– Provide input to engineering team in support of tools that
make it easier to support evaluations within OpenMRS
platform
– Develop documentation within OpenMRS community that
simplifies process of carrying out evaluations within
community
– Survey OpenMRS implementations for potential future
evaluation studies

16. Engineering Lead
Burke Mamlin, MD
Regenstrief Institute
• Operationalizes the community software development
process, minds the overall OpenMRS architecture
• 2013 Goals:
– Oversee 1 main release (App Framework/Ref. Application)
and 2-3 point releases
– Optimizations in development process
• Implementations noticeably “more involved”
• Volunteers noticeably “more involved”
• Clearly documented engineering roles/responsibilities
• Continuous Delivery System
– Better “Developer Experience”
• First Developer SDK Release
• Improved documentation: Developer Guide and Technical
Reference Guide published in 2013

17. Metadata/Content Lead
Andrew Kanter, MD MPH
Columbia University, IMO
• Oversees the growth of health content
required for key functionality of
implementations of OpenMRS
• 2013 Goals:
– Map and document key requirements for
implementations
– Support core “starter” terminology for new
OpenMRS implementations (MVP/CIEL) and
provide field mapping support
– Create sustainability plan and partner team

18. Executive Director
Paul Biondich, MD MS
Regenstrief Institute
• Directly supports the work of the community
leadership team and provides overall
community oversight
• 2013 Goals:
– Establishes more distributed, explicit community
leadership structure and review process
– Incubation program for new leadership – focus on
leaders within resource-poor environments
– Develop training/consultative service infrastructure
– Establish “back office” for OpenMRS, Inc.

19. BOARD
LEADERSHIP
ROLES AND
RESPONSIBILITIES

20. • Assure OpenMRS, Inc. adheres to its mission,
vision, and values
• Determine and monitor the organization’s
programs, services, and effectiveness
• Hold the organization accountable to make its
plans in advance
• Ensure the organization creates a financial
sustainability plan
• Review and approve annual budgets
• Support and review the performance of the
executive director
• Represent OpenMRS to the public for both
collaborative opportunities and financial support

21. • Chair of the Board
– Leads board meetings
– Assists ED in preparing agenda for board meetings
– Coordinates ED’s annual performance eval
– Coordinates search for new board members and supports
their orientation
• Secretary
– Attends all board meetings
– Ensure the safety / accuracy of all board records
– Assume responsibilities of chair in his/her absence
• Treasurer
– Attends all board meetings
– Serves as chairman of all financial oversight matters
– Presents the annual budget to the board for approval
– Works with ED to ensure that financial reports are
available to the board and community on a timely basis
– Reviews annual internal audit

22. OPERATIONAL
UPDATES

23. • IRS Update
• “Back Office” update
– Bank account established, first year RF deposited
(Chase)
– Working on liability insurance
– Will either work through fiscal sponsorship org. or
hire accountant
• Need to change fiscal year to 1/1 – 12/31
• Expected operational expenses
– 2013 Implementer Meeting / Hack-a-thons
– Cloud server space (~$20k)
– Continued legal expenses (~$10k)
– Community Manager / Engineering Support Roles
– ED support (10-15%)