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Strategy and Leadership
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9:15 am - 10:15 am
(1 CEU)
Map to CHCIO Core Tasks: 11, 12 |
A1
Creating and Sustaining Innovation
Why does healthcare IT lag? Two senior leaders at a large non-profit health system discuss the vital need for innovation to run, grow, and transform the business of delivering healthcare. Participants will learn not only theory, but how to apply key concepts and ideas to create and sustain a culture of innovation.
Organizations intellectually understand that they must innovate to achieve competitive differentiation and drive customer preference. Yet, creativity still sleeps, especially in healthcare. A significant barrier is the systematic elimination of creativity in the very people expected to innovate. Though desired, creativity is feared by most health IT leaders, which leads to control. Innovators are either forced out or conform. For those who stay, their passion is laid to rest.
Rather than rushing to embrace, healthcare organizations create innovation-adverse environments to control innovation. Consider the following examples: designing identical and rigid performance evaluations for clinical staff and businesspersons alike -- ignoring that each role requires different skills, talents and models for success; requiring uniform décor and attire to the point that offices and employees lack distinct character -- and working styles are ignored. More energy and resources are expended developing policies and procedures than on innovation.
Tension between innovation and conformity is necessary to bring progress to an organization. Challenge must never stop. To reestablish the needed balance in tension, health IT leaders must wake up and tip the scales toward creativity.
The presentation will review the present state of innovation in healthcare IT, critical success factors for effective innovation, and internal and external resources for inspiring creative and innovative solutions. Based on their experience as successful innovators within their organization and in the industry, the presenters will discuss the idea of innovation as culture not a project, share examples of successful case studies, review formal and informal innovation management techniques and propose an action plan for audience members to jump start innovation.
Learning objectives:
- Understand the present state of innovation in healthcare
- Identify critical success factors for effective innovation
- Gain examples of successful innovation case studies
- Appreciate innovation as culture not a project
- Develop an action plan to jump-start innovation in a healthcare organization
Speakers:
Ed Marx, Senior Vice President and CIO, Texas Health Resources;
Ferdinand Velasco, MD, CMIO, Texas Health Resources
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10:30 am - 11:30 am
(1 CEU)
Map to CHCIO Core Tasks: 1, 3, 12 |
A2
We Are Live -Where Did Everybody Go and How Do We Get Them Back?
Physician productivity tends to fall after EHR and CPOE implementation projects are launched. The reasons are fairly obvious: Physicians must grapple with the learning curve of new software, and they must adapt in a hospital environment where all the work continues. Faced with all these challenges, physician morale can plummet. How can CIOs minimize dips in productivity and the inevitable post Go-Live problems that lead to physician disillusionment?
This presentation by two senior leaders will explore the challenges of keeping physician engaged after clinical IT projects go live. The discussion will describe why physician productivity and morale tends to drop following Go-Live dates. At that point, many hospitals declare victory and focus their attention elsewhere. However, physicians need more IT and executive support than most hospital administrators assume. Additionally, this presentation will give specific examples of how HSHS minimized productivity dips with a practical and proven methodology that led to consistent performance improvement at multiple hospitals in the Midwest. The presenters will also draw from experiences at other hospital systems across the U.S.
Learning objectives:
- Understand the predictability of the challenges following a successful implementation (Go-Live) of an EHR or CPOE
- Learn from examples of where to focus an evaluation to reduce the productivity impact and how to shorten the time needed to stabilize and improve the environment
- Understand the benefits of workflow changes, increased reporting and analytics, training, and increased customer support
- Learn how to accelerate any improvements in physician performance through governance and IT
- Recognize the probability of post Go-Live dissatisfaction and loss of efficiency and demonstrate a model for preventing and/or resolving underlying issues
- Demonstrate how process redesign, performance metrics, training, customer service, and effective leadership are the tools that physician and IT leadership must use together.
- Discuss the role and importance of ongoing governance and physician leadership as strategies to optimize the technical implementation, physician productivity and quality of care
Speakers:
William Montgomery, CIO, Hospital Sisters Health System;
Robert Schwartz, MD, MPH, Physician Executive, Dearborn Advisors
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12:30 pm - 1:30 pm
(1 CEU)
Map to CHCIO Core Tasks: 1, 9 |
A3
After the Storm: A Values Based Approach to CIO/CMIO Partnerships
This presentation, from two IT leaders at a mid-sized community hospital in upstate New York, will focus on how a strong partnership between the CIO and the CMIO helped foster an environment that restored trust and integrity in values, processes and information technology when the medical staff had all but given up on technology and the future of CPOE and the EMR in general. The presenters will describe the historical context, discuss how they, as two new leaders in the organization, identified the issues, developed a strategy and engaged the medical staff. The presenters will also highlight the “soft” skills required and the technical challenges faced. Additionally, the presenters will discuss the engagement of senior leaders in the organization and how that factored into their success.
Learning objectives:
- Know how a “divide and conquer” approach to engagement can work.
- Understand the soft skills required and their impact.
- Know the elements of a “strong partnership” between the CIO and CMIO
- Know how to simultaneously engage nursing and ancillaries as you establish a broader and more cooperative approach to adoption and optimization.
- Understand the value of providing more than one good option
- Learn the important elements of how you play to each others strengths
- Utilize values: “doing the right things and then doing them right”
- Learn to turn negative sentiments into positive engagement
Speakers:
Matthew Dunn, DO, CMIO, Associate Director, Emergency Medicine and Emergency Medicine physician, Glens Falls Hospital;
Joan McFaul, Vice President and CIO, Glens Falls Hospital
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1:45 pm - 2:45 pm
(1 CEU)
Map to CHCIO Core Tasks: 1, 9, 12 |
A4
The Emerging Role of the Chief Nursing Informatics Officer (CNIO) in Healthcare
With the increased complexity and reliance on technology to promote patient care and improve outcomes,
and with the ever increasing list of federal mandates organizations must meet, the role of the Chief
Nursing Informatics Officer (CNIO) has become essential to the sustainable success and changes that are
brought on with technology implementations across organizations. As executive healthcare IT recruiters,
we are beginning to see a trend emerge with the acceptance of this role, its title and importance to the
success of clinical IT transformation. The CNIO role has emerged as the leader for nursing in the design
and execution of technology-enabled process changes that maximize patient safety, quality of care and
operational efficiency. This presentation will focus on the emerging role of the CNIO in the industry,
the skill sets we believe are important to the success of this role, the various collaborative relationships
that are critical for collaboration, and finally, some examples of how some organizations have incorporated
this role into their leadership structure to ensure success.
Learning objectives:
- Understand the role of the CNIO in today’s IT environment
- Compare and contrast the various governance structures and reporting relationships seen in the industry today around this role
- Articulate a clear understanding of the need for CNIOs in today’s IT environment
- Determine which governance structure surrounding this role will be effective for your organization
Speakers:
Linda Hodges, Senior Vice President, IT Practice, Witt/Kieffer;
Chris Wierz, RN, MBA, Senior Consultant, IT Practice, Witt/Kieffer
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Organizational Performance Improvement
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9:15 am - 10:15 am
(1 CEU)
Map to CHCIO Core Tasks: 4, 11 |
B1
Combining IT and Process Improvement Techniques to Deliver Organizational Value
Implementing a major information system can be a challenge. Spearheading change using lean, six sigma tools and techniques is daring. Trying to do both at the same time is daunting. The creation of a joint methodology, blending information technology (IT) best practices and process improvement to deliver a series of successful projects is what Lawrence & Memorial Hospital has accomplished.
In 2008, Lawrence & Memorial Hospital embarked on a seven year plan to provide an electronic health record solution and refresh revenue cycle technology. At the same time, Lawrence adopted “process innovation” to eliminate waste from the clinical and business processes. Process innovation (PI) is Lawrence & Memorial Hospital’s strategy of deploying lean, six sigma and Toyota production methods throughout the entire organization.
Within the first year of the seven year plan, Lawrence realized that the IT implementation methodology and the PI methodology were not aligned. PI tools and techniques were created a combined IT/PI methodology. This methodology is a combination of project management tools and process innovation techniques.
The IT/PI methodology created was divided into five phases: pre-planning, kickoff, building, Go-Live, and optimization.
This presentation will introduce the IT/PI methodology and the successes that have been achieved; lessons learned and what has been done to continually improve the IT/PI methodology; and strategies for engaging vendors in the methodology and gain their support and buy in.
Learning objectives:
- Understand the challenges of integrating two distinct and discrete methodologies
- Describe how the IT/PI methodology was constructed
- Explain why vendor engagement is critical to project success
- Review the value that is derived from the IT /PI methodology
Speakers:
Kimberly Kalajainen, CHCIO, Vice President and CIO, Lawrence & Memorial Hospital;
Michael Schlesselman, Director of IT Program Management, Lawrence & Memorial Hospital
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10:30 am - 11:30 am
(1 CEU)
Map to CHCIO Core Tasks: 10, 11, 12 |
B2
A Journey to Clinical Transformation: Using Data to Improve Care
This presentation explore the strategies that health care organizations are using to leverage clinical processes, organizational behavior and emerging technologies in the current health care environment to drive transformation.
Results from a recent industry survey on clinical transformation (sponsored by HIMSS and McKesson) as well as an in-depth case study from Regional West Medical Center will be reviewed. The presentation will also discuss how Regional West launched a medication safety surveillance initiative that identified key performance measures and aggregated disparate data into actionable scorecards to drive quality improvement and clinical transformation. This effort resulted in measurable adverse drug event prevention, reduced costs and protected reimbursements.
Learning objectives:
- Explore key themes from the Clinical Transformation Survey, including: Governance & Leadership, Organizational Behavior and Measurement & Data Access
- Determine how these themes fit into your organization’s journey of Clinical Transformation
- Examine the best practices and lessons learned from Regional West’s quality improvement initiative
- Review how actionable scorecards enable clinicians to drill down into data to gain a clearer understanding of where breakdowns occur
- Discuss how to identify key performance measures that can improve clinical and financial outcomes
Speakers:
Lisa Bewley, Vice President Information Technology, Regional West Medical Center;
Deborah Bulger, CPHQ, Vice President Performance Management, McKesson
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12:30 pm - 1:30 pm
(1 CEU)
Map to CHCIO Core Tasks: 4, 10, 11 |
B3
Performance Improvement in an Era of Regulatory Reform
Hospital care teams must balance many challenges as they shepherd cases through their facility, juggling quality of care, patient safety, information management, and compliance, while still working to control costs. Adding to these challenges is the sea change occurring in federal and state regulations with the move to outcomes based payment, ICD-10, reduced payment for readmissions and HACs, and higher public visibility of hospital performance data and quality report cards.
When Bon Secours Health System, Inc. saw its rate of denials increase and its CMS quality scores fall below peer institutions, the organization knew it needed to redesign processes between key departments and establish a new service model that integrated quality, clinical, documentation compliance, palliative care, and post-discharge needs to improve care for its patients.
This presentation will offer an in-depth analysis of Bon Secour’s experience—the challenges, rewards, and lessons learned—in reengineering processes and systems across multiple departments and facilities, to enable accurate capture of clinical documentation, ensure appropriate patient admission, decrease LOS and denials, while improving quality and care outcomes. Working in concert, the care management, clinical and quality teams, and information technology team implemented new technology to more accurately track and manage patient data and care throughout the patient’s tenure. Process and workflow improvements over a five-year period have resulted in Bon Secours receiving the 2011 Premier Healthcare Alliance Excellence Award for top performance by a healthcare system in enhancing the quality and cost-effectiveness of care. This award recognized Bon Secours CMS Quality initiative awards, 60 percent denial reduction, and overall mortality index reduction from 0.76 to 0.51 through transformational efforts and structured mortality reduction initiative.
Learning objectives:
- How to redesign systems and processes to integrate quality, clinical, documentation compliance, palliative care, and post-discharge needs to improve care for its patients.
- Identify new tools and technology that can simplify and integrate workflow between key departments.
- Identify the challenges and analyze the lessons learned in building an IT infrastructure to support patient-centered outcomes management.
- How to evaluate the people, process and technology requirements of an system-wide effort to improve patient outcomes, better manage financial outcomes, and meet evolving regulatory demands
Speakers:
Barbara Oot-Giromini, RN, MS, CPHQ, Enterprise Director, Outcomes Management, Bon Secours Health System;
Robin D. Ratchford CPHIMS, Vice President, Enterprise Application Service, Bon Secours Health System
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1:45 pm - 2:45 pm
(1 CEU)
Map to CHCIO Core Tasks: 3, 6, 10 |
B4
Health Information Exchanges: Better Information Leads to Higher-Quality Care and Greater Financial Return
With the advent of government meaningful use requirements and the prospect of a Nationwide Health Information Network, interest in health information exchange (HIE) solutions continues to climb. HIE technology plays a vital role in making patient information available at the point of care. Many hospitals and clinics are eager to streamline workflow, improve the quality of patient care, and decrease the costs associated with healthcare through utilizing this technology. However, while marketing by vendors would have provider organizations believe that there are multiple examples of successful HIE organizations built on commercial technologies, proven models continue to be scarce.
Richard Lang, Doylestown Hospital CIO, explains the process his facility used to select, implement, and maintain his facility’s HIE and Jason Hess, KLAS research executive vice president, shares recent experiences collected from healthcare organizations across the United States that are participating in an HIE. This collaborative presentation will help providers separate HIE myth from reality.
Learning objectives:
- Learn the benefits of implementing an HIE, including what impact a solution can have on improving patient care and obtaining stimulus funding.
- Recognize the vendors offering viable HIE solutions.
- Discover best practices for deploying an HIE solution at a community hospital.
- Understand the privacy, security and governance issues involved in establishing an HIE.
- Examine industry trends—which HIE model is prevailing: public or private.
- Discuss the top challenges of implementing an HIE.
- Discover the common characteristics among successful HIEs.
- Understand the implementation of a known Ambulatory EMR/HIE vendor from Doylestown’s community hospital perspective.
- Utilize strategies for assessing and maintaining the viability of an HIE, including its financial sustainability.
Speakers:
Jason Hess, Research Executive Vice President – Clinical Research, KLAS;
Richard Lang, CIO, Doylestown Hospital
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Business and Care Transformation
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9:15 am - 10:15 am
(1 CEU)
Map to CHCIO Core Tasks: 4, 9 |
C1
Maximizing the Value of Your Clinical Engineering Dept
The integration of medical equipment with hospital networks is increasing at an exponential rate. Medical equipment has also evolved from using proprietary hardware and software to off-the-shelf computer hardware and operating systems. Yet it still requires the expertise of a technician familiar not only with current technology but with anatomy and physiology and clinical practice. Clinical Engineering departments have been and continue to be the right team to take responsibility for clinical technology. But with the increasing integration of that equipment into hospital networks, there exists a tremendous opportunity for collaboration between clinical engineering and information services departments in order to provide a more powerful service that covers all aspects of the support of clinical technology in a digitized, networked world.
This presentation will provide tips and real-world examples from senior leaders of clinical engineering and information services departments at Baylor who have successfully collaborated for optimal performance.
Learning objectives:
- Understand value of clinical engineering
- Learn how to utilize skills of clinical engineering personnel
- Understand the support needed by clinical engineering in order to ensure success
- Understand how your needs can be met better through solid partnerships
- Go home with tools and ideas to reassess organizational structure, project management and work flow
Speakers:
Kenneth Maddock, Vice President Clinical Engineering & Telecom Services, Baylor Health Care System;
David Muntz, FCHIME, CHCIO, Senior Vice President and CIO, Baylor Health Care System
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10:30 am - 11:30 am
(1 CEU)
Map to CHCIO Core Tasks: 4, 5, 12 |
C2
Managing Bundled Payments – IT, Financial and Clinical Considerations
Bundled payments are a single payment to an entity that is dispersed to a hospital and physician for a care episode (e.g. CABG). Bundled payments are part of the emerging strategies from CMS to encourage Accountable Care Organizations and a pilot by CMS of 5 hospitals called the ACE program to reduce costs and improve quality through care coordination. Outside of HMO’s and capitation, bundled payments are new to hospitals and physicians. Successfully implementing and managing a bundled payment may become an important part of hospital and physician operations in the next few years.
This presentation examines five hospitals and how they managed their bundled payment with technology, clinical planning and physician participation.
Learning objectives:
- Background behind bundled payments and the CMS pilot
- Business, clinical and technology strategies to successfully manage bundled payments
- Emerging lessons learned from the pilots including: CPOE and paper order set development, billing and support technologies, areas where return on investment and quality occurred.
- Key talking points that participants can take back to business and physician leaders in their organization
Speakers:
Gary Davis, CIO, Baptist Health System;
Andy Draper, CIO, HCA Gulf Coast;
Raje Wolf, Clinical Director, Baptist Health System
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12:30 pm - 1:30 pm
(1 CEU)
Map to CHCIO Core Tasks: 5, 10, 11 |
C3
Smart Rooms: Increasing Clinical Efficiency and Patient Safety
This presentation will explore the use of Smart Rooms at the Detroit Medical Center to create an environment that connects medical device output to the electronic medical record through leveraging IT integration. This technological approach integrates clinical data from devices such as telemetry and vital sign monitors, beds and IV smart pumps directly into the electronic medical record without delay or error. Smart Rooms empower patients and their families by connecting them to their personal health record right at the bedside.
The Smart Room links clinical software technology to medical devices and workflow solutions for improved data quality, patient safety and efficiency resulting in lower cost via IT integration. Because accuracy/quality of clinical data is improved, billing costs and potential legal costs due to error are reduced. Patent safety is increased due to devices that recognize movement, weight change and noise level triggering alerts indicating that a patient may be at risk without the need for human detection. Patient vital signs are prominently displayed on dashboards that are constantly updated and can be viewed in real time, greatly improving efficiency. These improvements contribute to lower costs by facilitating an earlier patient release, and increased bed availability new patients.
Learning objectives:
- Discover why Smart Rooms are important in a hospital setting
- Discuss how a Smart Room operates
- Show alerts to further understanding of critical alarms sent to the nurse’s phone in order to get an immediate response
- Discuss the future of Smart Room technology and its implications to patient care
Speakers:
Mike LeRoy, CIO, Detroit Medical Center
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1:45 pm - 2:45 pm
(1 CEU)
Map to CHCIO Core Tasks: 4, 5, 11 |
C4
Laying a Foundation for ACOs in the Private, Healthcare Cloud
In today’s healthcare economy health systems are facing increasing pressure to stay ahead of the curve in terms of patient outcomes and safety, the level of service to physicians and in reducing the overall cost associated with delivering high quality care. We must achieve these goals by leveraging technology that not only helps us become more cost-efficient but that is itself cost-effective and able to grow at our pace.
South Jersey Healthcare recently turned to a hosted subscription model that not only limited capital expenditures, but also eliminated the need to add headcount. Additionally, the organization expanded the availability of information and simplified compliance — all while enhancing its patient safety initiatives.
With a proposed final rule for accountable care organizations (ACOs) already publicized, this presentation will discuss strategies for using remotely hosted health IT solutions to deploy greater business intelligence tools to physician practices. These tools can help these physician practices further optimize their own care delivery in preparation for payment reform.
Learning objectives:
- Learn how to use Information Systems/Business Intelligence as market differentiators, especially in building loyalty with area physicians
- Learn how an enterprise approach for revenue cycle management helps to position the health system to take advantage of proposed payment reform initiatives
- Learn how to potentially deploy enterprise revenue cycle tools to physician practices and share business intelligence tools with them to increase overall financial performance
- Identify opportunities to offer value-added services to community physician practices that may lack the means to conduct this level of business analysis
- Hear how South Jersey Healthcare is using its health IT investment as a business differentiator in a competitive healthcare environment
- Hear how South Jersey Healthcare is implementing health IT to transform its organization through greater cost predictability; faster speed to value; and medical-grade security, availability, and business continuity
Speakers:
Thomas Pacek, Vice President Information Systems and CIO, South Jersey Healthcare
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Emerging Issues in Healthcare and Health Information Technology
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9:15 am - 10:15 am
(1 CEU)
Map to CHCIO Core Tasks: 1, 7, 12 |
D1
Early Adopter or Watch and Wait? Strategies for Meaningful Use
This interactive roundtable event will examine perspectives on Meaningful Use attestation from early attesters as well as those hospitals and health systems that are adopting a wait-and-see approach. With delays in the issuing of Stage 2 Meaningful Use Guidelines, many health system CIOs are trying to determine the right time to begin the attestation process.
In this engaging, interactive presentation, CIO colleagues from various types of institutions will discuss their plans for attesting to Meaningful Use. This informal roundtable will be an open forum discussion where attendees will hear from early attesters and those who are opting to wait and see in anticipation of Stage 2 guidelines. A senior leader will also provide a vendor perspective for how health IT vendors approach Meaningful Use guidelines.
Whether your organization is in the midst of a 90-day reporting period or waiting to see how far CMS raises the bar for Stage 2, this interactive session will offer an industry neutral perspective that will help CIOs fine tune their attestation plans.
Learning objectives:
- Learn about the Meaningful Use attestation process from an early attester to Stage 1 Meaningful Use of a certified EHR
- Learn how to achieve institutional buy-in for these technologies
- Learn about the hurdles that may be encountered while planning on moving directly to Stage 2 Meaningful Use attestation
- Learn how to evaluate the best time to begin your organization’s 90-day reporting period and hear practical advice about how to complete it successfully
- Listen to other health system CIOs relate their strategies and rationales for their attestation timelines
- Hear tips and strategies for keeping your organization on the right track as you move toward attesting to Meaningful Use; or learn the best methods to keep up the momentum in the use of health IT
Speakers:
John Glaser PhD, CEO, Siemens Healthcare, Health Services Business Unit;
Mike Mistretta, CHCIO, Vice President of Information Services/Security and CIO, MedCentral Health System;
Linda A. Reed, RN, MBA, Vice President, Information Systems and CIO, Atlantic Health;
Karen Thomas, Vice President and CIO, Main Line Health
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10:30 am - 11:30 am
(1 CEU)
Map to CHCIO Core Tasks: 4, 9, 12 |
D2
Love ‘Em or Lose ‘Em: Retention as a Healthcare IT Employment Strategy
For many healthcare organizations the past two years have been somewhat of a “buyer’s market” when it came to IT personnel needs. Now the nation’s hospitals are engaged in frantic efforts to meet federal healthcare electronic requirements. Hiring is up in healthcare IT. While there are still plenty of applicants for IT positions, the pool of experienced candidates who can “hit the ground running” is quickly drying up.
Experts are predicting a shortage of skilled workers in the immediate future as baby-boomers retire and younger (and smaller) segments of the population take their place. This holds true for the healthcare IT employment arena also. The competition for skilled IT staff members will increase. Retaining existing IT staff members who provide value (and enthusiasm) to an organization’s initiatives is quickly becoming a key staffing strategy.
Many CIOs have implemented successful staff retention practices. These staff retention practices will be shared during the presentation and distributed as a track session take-away.
This presentation will provide a future outlook on retention of key HIT personnel and the growing crisis of worker shortage; discuss the importance staff retention plays in HIT departments; and share staff retention strategies, programs and ideas successfully implemented by healthcare CIOs.
Learning objectives:
- Communicate the approaching shortage of skilled workers and how it will affect healthcare IT
- Share the results of surveys of healthcare CIOs on staff retention
- Collect and share staff retention strategies, programs and ideas successfully used by healthcare CIOs via interviews and surveys
Speakers:
Steven Bennett, Vice President, Kirby Partners;
Tim Stettheimer Ph.D. FCHIME CHCIO, Regional CIO, Ascension Health Information Services
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12:30 pm - 1:30 pm
(1 CEU)
Map to CHCIO Core Tasks: 7, 10, 11 |
D3
Using Patient Tele-Navigation to Improve Care Delivery and Reduce Costs
Managing the cost of emergency department care for non-emergent services is a challenge for every hospital. In order to better control such costs, leaders at Presbyterian Healthcare Services in Albuquerque, NM realized that the core of the challenge lies in finding ways to help patients redefine their perception of “primary care”.
Presbyterian Healthcare Services met this challenge by developing a Patient Navigation program to navigate patients to appropriate venues of care while educating them on when, where, and how to obtain appropriate healthcare services. While the organization anticipated significant benefits from the Patient Navigation program in their large, urban hospitals, they realized that they could not afford to place Navigators in all of their locations.
Presbyterian Healthcare Services addressed this challenge through the use of teleconferencing technology.
Teleconferencing technology is now allowing Presbyterian Healthcare Services to connect patients with healthcare providers while improving continuity of care. .
This presentation will describe how and why Presbyterian Healthcare Services launched a Patient Navigation program which relies on teleconferencing technology and is expected to save up to $15 million over five years.
Learning objectives:
- Understanding the challenges of managing non-emergent patients who present in the ED setting
- Learning what Patient Navigation is and how it can help
- Understanding how to assure compliance with EMTALA when implementing a Patient Navigation program
- Understanding how tele-conferencing technology allows us to take the next step in Patient Navigation by extending it to facilities that have fewer resources.
- Improved patient access to primary care services, reduction of costly episodic care, improved continuity of care, improved emergency room access for life-threatening conditions, and better patient understanding of healthcare options.
- Help patients establish long term relationships with primary care and specialist providers
- Examine how successful Presbyterian Healthcare Services has been in meeting the financial savings projections
Speakers:
John D. Johnson, Enterprise Director, Customer Service Center, Presbyterian Healthcare Services;
Pete Shelkin, Vice President and CTO, Presbyterian Healthcare Services
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1:45 pm - 2:45 pm
(1 CEU)
Map to CHCIO Core Tasks: 7, 10, 11 |
D4
Virtual Desktop Infrastructure: A Seattle Children’s Hospital Case Study
Seattle Children’s Hospital has implemented a desktop virtualization program to provide a faster, more mobile, and fully transparent computing experience for our doctors, nurses, and other healthcare providers so they can devote their limited time and attention entirely to patient care. Rather than finding their way around an unfamiliar workstation or waiting for applications to load, users can now access a complete, personalized desktop of nearly 400 clinical applications, delivered on-demand as a service, using any device, including zero clients, iPads and other mobile devices. As a secondary objective, the project was designed to improve operational and IT efficiency by centralizing and simplifying provisioning and support, reducing hardware costs, and improving system availability and performance.
Learning objectives:
- The logic of “virtual” first things first
- Best practice for VDI implementation
- Hardware and software selection criteria
- How to mitigate the frustration of living in “two camps” (virtual vs local)
- ROI, a convincing argument
- Helping your organization move to the “Cloud”
- The steps in a successful VDI deployment
- How to present the ROI of VDI
- Hard knocks we encountered
Speakers:
Mike Kindle, Senior Director, Enterprise Architecture, Seattle Children's;
Wes Wright, Vice President CTO, Seattle Children's
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. Sessions may map to other Core Tasks but SMEs determined the “best fit”.
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