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Innovation at Stanford Hospital and Clinics
 

Innovation at Stanford Hospital and Clinics

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Presentation by Amir Dan Rubin at:...

Presentation by Amir Dan Rubin at:
Fujitsu Labs of America Technology Symposium 2011
Healthcare Technology Convergence: Smart Consumers Meet Care Delivery of the Future
June 01, 2011
Computer History Museum
Mountain View, CA

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  • Key Questions: What do we need to do to identify and secure space for this strategic plan?
  • Key Questions: What do we need to do to identify and secure space for this strategic plan?
  • Key Questions: What do we need to do to identify and secure space for this strategic plan?
  • Key Questions: What do we need to do to identify and secure space for this strategic plan?

Innovation at Stanford Hospital and Clinics Innovation at Stanford Hospital and Clinics Presentation Transcript

  • Aligning Technology with Care DeliveryFujitsu Laboratories of America Symposium: Healthcare Technology Convergence Amir Dan Rubin President and CEO Stanford Hospital & Clinics June 1, 2011 Confidential – For Discussion Purposes Only
  • AGENDA}  Background on Stanford Hospital & Clinics}  Strategic Alignment and Deployment}  Technology Alignment and Deployment}  Infrastructure Alignment and Deployment}  Discussion Confidential – For Discussion Purposes Only 2
  • Background of Stanford Hospital & Clinics Confidential – For Discussion Purposes Only 3
  • BACKGROUND: Operational Overview}  Integrated leading Academic Medical Center}  $2 Billion Operating Budget}  Medical Staff: −  1,800 Medical Staff −  900 Full Time Faculty}  Inpatient: 613 beds and 25,000 admissions}  Outpatient:350,000 outpatient clinic visits −  Over 100 clinics on main campus −  Off-site 300,000 sq ft outpatient center −  Multiple outreach locations and growing network of care}  Surgeries: Over 22,000 per year Confidential – For Discussion Purposes Only 4
  • BACKGROUND: Medical Breakthroughs}  4 Nobel Prizes in Life Science / Medicine}  Breakthroughs in genetic / DNA modeling}  Paved the way for the invention of the MRI}  Development of the first Linear Accelerator for cancer radiation treatment}  Development of the Cyberknife for stereotactic radiosurgergy}  Pioneering cardiac surgery with the U.S.’ first heart transplant and the world’s first heart-lung transplant}  Development of balloon angioplasty approaches}  Groundbreaking cancer treatment through the use of monoclonal antibodies}  Minimally invasive brain tumor surgery Confidential – For Discussion Purposes Only 5
  • BACKGROUND: Health System Recognitions}  US News and World Report ranks Stanford Hospital & Clinics one of the top hospitals in the U.S.}  Leapfrog 2009 Top Hospital Designation—Highest Level Employer Group Recognition}  ANCC Magnet Status—Highest Level Nursing Recognition}  ACS Level 1 Trauma Center – Top 10 Academic Medical Center ranking}  ACS Center of Excellence for Bariatric Surgery}  Joint Commission Disease-Specific Care Certification as Advanced Stroke Program}  State of the Art Ambulatory Surgery Center – Largest minimally invasive surgery center on the West Coast}  HIMSS Stage 7 Hospital—1 of 7 hospitals in the US to receive this recognition for electronic medical record advancement Confidential – For Discussion Purposes Only 6
  • Background: The New Stanford Hospital Confidential – For Discussion Purposes Only 7
  • Strategy Alignment and Deployment Confidential – For Discussion Purposes Only 8
  • Overview: Strategic Alignment and Deployment Purpose: Mission Vision Values Performance Stanford Strategies: Improvement & Operating Complex Care, Management System Coordinated Network Objectives: Goals, Operating Plans, Dashboards Confidential – For Discussion Purposes Only 9
  • PERFORMANCE IMPROVEMENT AND MANAGEMENTA world-class patient experience requires… ANDWorld class interactions— World class processes—C-ICARE Lean and Active Daily Mtg Confidential – For Discussion Purposes Only 10
  • Technology Alignment and Deployment Confidential – For Discussion Purposes Only 11
  • TECHNOLOGY ALIGNMENT AND DEPLOYMENT}  Technology needs to align with organizational purpose and customer needs −  Clinical Care −  Research −  Education}  Technology needs to fit with the workflow of the organization’s people— physicians and staff}  Technology should advance performance management and improvement— Quality, Safety, Service, Value Confidential – For Discussion Purposes Only 12
  • CLINICAL: EHR Background—HIMSS Stage 7 Confidential – For Discussion Purposes Only 13
  • CLINICAL: EHR Background—HIMSS Stage 7 Confidential – For Discussion Purposes Only 14
  • RESEARCH: Technology Alignment—Advancing Basic Science and Clinical Research Confidential – For Discussion Purposes Only 15
  • RESEARCH: Stanford Center for Clinical Informaticsand the STRIDE Database Confidential – For Discussion Purposes Only 16
  • RESEARCH: STRIDEStanford Translational Research Integrated Database}  Stanford School of Medicine STRIDE Database −  A Unique “Self-Serve” Resource for Researchers −  Repository of SHC Clinical Information on Thousands of Patients −  Enables Quick Extraction of Data for Cohorts of Patients −  Aids in Understanding of How to Improve Care and Outcomes Confidential – For Discussion Purposes Only 17
  • RESEARCH: STRIDE and Center for Clinical Informatics Clinical Research through Clinical Informatics}  Stanford was one of three research partners to discover that a widely used combination of two common medications may cause unexpected increases in blood glucose levels}  The increase is more pronounced in people who are diabetic and in whom the control of blood sugar levels is especially important.}  The researchers study relied on an adverse-event reporting database maintained by the U.S. Food and Drug Administration and on sophisticated use EHR data}  Researchers used data-mining techniques to identify patterns of associations in large populations that would not be readily apparent to physicians treating individual patients. Confidential – For Discussion Purposes Only 18
  • EDUCATION: New Models for Learning THE LI KA SHING CENTER FOR LEARNING AND KNOWLEDGE •  New Model for Medical Education •  Designed to Extend Learning and Discovery Beyond the Campus •  Technologies Initiated at Stanford in Collaboration with Silicon Valley Partners •  Immersive Learning Center— Extensive Simulation Center Confidential – For Discussion Purposes Only 19
  • EDUCATION: Real Time Surgical Training}  SHC hosts live surgical training broadcasts for physicians, fellows, residents, nurses and technicians}  Broadcasts are transmitted to national conferences such as the American College of Cardiologists and meetings of interventional radiologists and vascular surgeons Confidential – For Discussion Purposes Only 20
  • Infrastructure Alignment and Deployment Confidential – For Discussion Purposes Only 21
  • INFRASTRUCTURE AND TECHNOLOGY ALIGNMENT Confidential – For Discussion Purposes Only 22
  • INFRASTRUCTURE: Future state visioning}  The building is the user interface}  The room knows who is there and what they need}  The walls automatically display information for those providing care to the patient −  Nurses see vital signs, orders and medications due −  Physicians see recent test results, vital signs and images −  Patients see… }  Time until the next visit by the doctor }  Peaceful scenes of nature, family or other images they choose }  Personalized health education information }  Customized entertainment and online access Confidential – For Discussion Purposes Only 23
  • INFRASTRUCTURE: Corporate Partnership with High Tech•  Founding Corporate Partners − Apple − eBay − Intel − Intuit − HP − Oracle•  Philanthropy •  $150 million over the next 10 years to help build the new hospital and create a global model for patient-centered, technologically advanced health care•  Innovation •  Visioning, Testing, and Showcasing•  Stanford Health Navigators Confidential – For Discussion Purposes Only 24
  • Confidential – For Discussion Purposes Only 25