UK HealthCare IT Strategic Plan
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UK HealthCare IT Strategic Plan



Information Technology Strategic Plan for UK HealthCare, an Academic Medical Center in Lexington, KY. By Tim Tarnowski & UK HealthCare IT Team

Information Technology Strategic Plan for UK HealthCare, an Academic Medical Center in Lexington, KY. By Tim Tarnowski & UK HealthCare IT Team



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UK HealthCare IT Strategic Plan Document Transcript

  • 1. Information Technology Strategic Plan 2012 An enterprisewide initiative to solidify the future
  • 2. Applications Linda Petroczy Ron Horn Patricia Crowe Kenneth MorganStaci Allen Jill Rambo Paula Hudson Marcus Daley Daniel MorrisWalter Arnett Greg Redmon Brian Kinney Jennifer Darling Jim MorrisTerrielyn Ashley Shamika Richardson Sharon MacLaughlin Jeff Davis Armen MuhovicSteve Bainer Leigh Sawyer John Montgomery Dohn Deatherage Zachary NashJohn Baston Kimberly Scott Tiffany Morgan Michael Dillard Brian NiemeyerLisa Beard David Shearer Mahendran Naidu Gregory Dunnigan Linda NoffsingerBarry Blakely Susan Springer Lisa Pope Tracie Edmonds William OverstreetKoula Broaddus Jessy Thomas Michael Rushing Earnie Edwards Deepali PaiRob Canales Sharon Todd Wally Shropshire Mark Eimer Gregory ParsonsLana Cole Brig Wakeland Karla Southworth Steven Endicott James PaughNatalie Collett Amy Webb Mark Spears Christopher Finney Steve PetersTeena Collins Nancy Whitaker Amy Walker John Fischer James PlowmanChuck Combes Mike Wilson Security Ross Flannery Michael PoseyMarilyn Cone Ross Winder Aaron Allen Ritch Florek John PoskinGary Coutts Hongbing Zhu Mike Booth Kevin Frick Tahelia PoweUK HealthCare Information Technology will partnermore closely with our medical and business functionsin the years ahead. We will dedicate ourselves to buildingupon our strong momentum and living our vision.Sharon Craft Architecture & Bill Cotter Michelle Green David PowersKaren Doty Strategy Doug Fee Anthony Griffith Gary PreeceSatyander Dudee Steve Baker Amy Justice LaShonda Haddix Corey PrestonPatricia Dunn Michelle Gerding Doug Keebortz William Hagan Rodrigo PrudencioElizabeth Fannin Benjamin Nicholls Branden Miller Chris Hall Susan ReinstedlerPeggy Foster Vincent Willoughby Connie Mitchell Michael Hampton Toquoto RichardsonJay Furtula Don Richardson Derrick Hansen Joseph Rolfes InformaticsDianne Garrison Stan Settle Scott Haynes Amanda Rousey Lynda BennettBrandon Green Eric Shock Jennifer Herrin Craig Silvey Jenny ChenStephen Haggard Technology Chadwick Holbrook Michael Small Daniel CotterJeannie Hassebrook William Adams Chris Howes Belinda Smith Bill DavisPamela Jacobs Mary Allen James Hubbard Diana Souheaver Cecilia PageStephen Keck Eddie Baker Edward Isaacs Leslie Springer Lauren RileyBrent Krein Jan Bates Michele Isaacs Rosa Snow Diana SageJamie Kumar Chris Bohl Dallas Jelf Thomas Stakelin Aric SchadlerDebbie Kyle Gerald Bottom Terrance Johnson Glenn Steketee Trish SeaboltCarl Maggard Fred Broach William Jones David Swartz Michelle SimpkinsDonna Manning Justin Brock Kelly King Melissa Taylor Carol Steltenkamp, MDDonna Miller Jeffrey Brockman Ashley Kiser Stefan Taylor Carla TeasdaleDoris Miller Robert Brown Shane Kiser Guy Terpening Matt TurnerBlake Mills Karl Burgess John Kolacz Grant Thomas Laura WilliamsTommie Minnick Timothy Bynum John Laffin Wesley ThomasAlan Moore Portfolio Management Peter Landfield Robert Towery Bruce ByromPamela Moseley Joy Barnes Stephen Leedy Sarah Treen Beverly CarpenterIrina Moskalev Michelle Cassin Jeff Lynn Rico Walker Cynthia CasteelDaniel Neill John Del Bello Rudolf Machilek Christopher Watts William ClarkPhyllis Patch Tami Dunnigan Marcia Masterson Linda Welch Cory ColemanPritesh Patel Ginger Fraser Chris McIntyre Jerry Williams Jay CollettJamie Patrick Ramona Garner Eric McWhorter Christopher Wilson John CoxSteve Patton Regina Heiser Patricia Miller Dana York Steve Crawford
  • 3. What’s InsideINTRODUCTION2 Executive Vice President for Health Affairs 28 Marketing3 Information Technology 29 Markey Cancer Center4 Executive Summary 30 Neuroscience 31 NursingSERVICE STRATEGIES AND INITIATIVES 32 Obstetrics6 Ambulatory Services 33 Perioperative Services7 Behavioral Health 34 Pharmacy 8 Cardiology 35 Radiation Medicine 9 Chief Medical Information Officer 36 Radiology10 Clinical Network 37 Revenue Cycle11 Clinical Performance 37 Strategic Planning12 College of Medicine 39 Supply Chain13 Compliance 40 Surgery14 Critical Care 41 Trauma15 Development 16 Emergency Department 42 INFORMATION TECHNOLOGY COMMITTEES17 External Affairs 43 KEY ATTRIBUTES OF A WORLD-CLASS IT ORGANIZATION18 Facilities 44 OUR PASSPORT TO IMPROVEMENT19 Finance Hospital 20 Finance Planning 21 Good Samaritan Hospital22 Graduate Medical Education 23 Internal Medicine24 Kentucky Children’s Hospital25 Kentucky Medical Services Foundation26 Laboratory27 Legal Counsel UK HealthCare 1
  • 4. Introduction The Commonwealth can count on us to meet health care needs – today and tomorrow UK HealthCare, the clinical enterprise of the University of Kentucky, is committed to supporting the university’s vision to become a Top 20 public research university. Our drive to excel at quality, safety, efficiency and service, as well as UK HealthCare’s growing reputation for clinical and research excellence, are becoming increasingly dependent on high-quality data, information and knowledge. UK HealthCare physician faculty and dedicated staff lead the advanced specialty care in the region and recognize the critical role information technology (IT) plays in achieving our medical and business strategies. Additionally, IT will be a fundamental organizer in relationship development and making improvements to care delivery. Our dedicated teams of clinicians, operations, finance and IT specialists are in pursuit of a single patient record to be distributed across our health care enterprise. Eventually, this Michael Karpf, MD record will be shared with providers across the Commonwealth and beyond to ensure they have current information while caring for members of our community. This single record will contain valuable data which can be used as a strategic asset to improve UK HealthCare. Over“ IT will be a fundamental the last decade, we have made significant investments and have laid the foundation for our ever-increasing data and information needs in this era of health care reform. organizer in This document further expands upon IT strategies summarized in UK HealthCare’s updated strategic plan – Advancing to meet the health care needs of Kentucky and beyond: 2011 – 2015. relationship development and making Michael Karpf, MD improvements Executive Vice President for Health Affairs to care delivery. ” UK HealthCare, University of Kentucky Michael Karpf, MD 2 UK HealthCare
  • 5. Gaining an edge in an evolving environmentAs UK HealthCare has become increasingly reliant on data and information, we havemade significant progress toward a lofty vision to build a world-class IT function totransform UK HealthCare.In 2009, our IT Governance team developed some major goals, including implementation oftechnology for our new hospital pavilion; integration of a recently acquired community hospital;and achieving “meaningful use,” as defined in the American Recovery and Reinvestment Act, anddetermining a solution for our ambulatory electronic medical record.To begin, we restructured the IT leadership team. After recruiting nationally, we have establisheda strong team excited about the challenges ahead. This new leadership team worked to recruit Sergio Melgarand build a team with an updated, more contemporary IT skill set. We are currently finalizingthe selection of our remaining team members. Succession planning, development planningand mentoring programs are being established to ensure our team members are positioned forsuccessful careers here at UK HealthCare.Parallel with this transformation, we made significant progress on our goals.. All phases of thenew pavilion at UK Albert B. Chandler Hospital opened on time, and IT systems and services wereexecuted very well. The UK Good Samaritan Hospital activation was equally successful – more than50 systems were activated on a single day without incident or disruption. We have successfullycompleted our attestation period for inpatient meaningful use – stage one. Additionally, to pursuemeaningful use for our ambulatory clinics, a solution for our ambulatory electronic medical recordis currently being implemented. Congratulations to the dedicated teams of clinicians, operations,finance and IT who worked together on these significant accomplishments.Part of our transformation included creation of an “Improvement Journey,” which puts the patientat the center of our work. Page 44 shows the passport each team member has received to provide Tim Tarnowskiclarity in these efforts.Finally, we set out to create strong strategic alignment with our medical and business functions.To that end, we created this plan after interviewing our medical and business leaders. This “Congratulations to our multidisciplinarydocument is a summary of medical and business strategies we gathered during this process and teams on theiridentifies potential items to align with IT solutions. Our IT Governance team will use this input inthe coming years to continue guiding IT as well as establish upcoming priorities and funding for significantour solutions and services.As we work closely with our medical and business functions in the years ahead, we will build accomplishments. ” Sergio Melgar &upon our strong momentum and live our vision. We are excited about the challenges we face and Tim Tarnowskicommitted to keeping the patient at the center of our ambitions.Sergio Melgar Tim TarnowskiChief Financial Officer Chief Information OfficerUK HealthCare, University of Kentucky UK HealthCare, University of Kentucky UK HealthCare 3
  • 6. Executive summary Investments in information technology (IT) will enable UK HealthCare to improve patient care, enhance communication with providers, adhere to regulations and operate profitably. The overarching goal is to have a single patient record that can be shared across the health care enterprise to improve the quality of care we provide to our patients. Information technology will be a fundamental organizer in relationship development and making improvements to care delivery. Therefore, UK HealthCare has invested heavily in information technology. Accomplishments The main area of investment in IT has included the automation of the inpatient medical record. Currently, UK HealthCare’s electronic health record (EHR) includes computerized physician order entry (CPOE), electronic medication administration and online nursing The entire health care industry is making documentation. Additionally, information major investments in health care IT. The systems have been implemented in the American Reinvestment and Recovery Act majority of UK HealthCare’s clinical areas, included a component that has provided such as surgery, the emergency department, significant emphasis on improving health care laboratories, radiology imaging and pharmacy. IT capabilities. We will continue to leverage IT as a means to improve UK HealthCare. Additionally, major IT investments have been made to support UK HealthCare’s Future strategies growth and system integration strategies. • Upcoming IT efforts in the inpatient Several multiyear IT projects were completed setting will include the expansion of to provide state-of-the-art information electronic physician documentation, the systems in both the new pavilion at optimization of currently installed UK Albert B. Chandler Hospital and at systems and improved analytics UK Good Samaritan Hospital. This will capabilities. These actions will continue ensure that information on patient care to enhance our abilities to better serve provided in these settings will be accessible to patients in the inpatient settings, as well as all health care providers within position us for further system development. UK HealthCare. The electronic integration of patient care data and information is an • Continued investments in health care ongoing strategy being pursued by IT for the ambulatory settings are also UK HealthCare. being pursued. Implementing an electronic medical record in the ambulatory clinics4 UK HealthCare
  • 7. is a key component to our strategies. These E Y TO DAT investments will ensure accurate and complete patient information from all of our care settings EMR J OURNE is available to providers at any time and from any place.• Following the success of the physician portal, UK HealthCare will pursue development of a secure patient portal. The ability to look up medications, test results, schedules and patient education will be part of this functionality.• UK HealthCare will continue to pursue future meaningful use components, including participation in the Kentucky Health Information Exchange (KHIE).• Major implementations in our registration, admission, scheduling and billing information systems are also being considered in the overall IT investment plan. Updating the automation in these and other administrative functions is part of our overall strategy to continually improve our operational effectiveness and efficiency.• IT will play a critical role in the organization’s plans to develop closer working relationships and collaborations with community hospitals and providers. In order to operate as a more structured system, IT must be leveraged to The complexity of developing an electronic medical record is illustrated. provide information about the patient to all of UK HealthCare has already implemented a majority of the components the patient’s caregivers no matter where a and is now actively pursuing the most complex components such as the provider is located within the system. patient health record, health information exchange and data warehouse. 2008 & earlier 2009-2010 2011-2012 Inpatient EMR/CPOE Document Image Scanning New Patient Care Facility - Inpatient/ICU Surgery Info System Patient Access Center Ambulatory EMR Selection Lab EMR in ED Georgetown Clinic EMR Radiology Inpatient Pharmacy Health Information Exchange Registration Bed Management New Patient Care Facility - OR Scheduling Physician Documentation New Patient Care Facility - Data Center Billing Good Samaritan Hospital Integration Encryption Financial Decision Support New Patient Care Facility - ED Inpatient EMR Meaningful Use Upgrade Acute & Critical Care Lab Specimen Collection Meaningful Use Eligible Clinical Documentation Analytics Hospital Stage 1 Attestation PACS Outpatient Pharmacy Facility Boards HIMS/Medical Records Risk Management Cardiology Central Telemetry eMAR Rx Writer Physician Portal UK HealthCare 5
  • 8. Ambulatory Services InitiativesAmbulatory Services Strategy What Ambulatory Services is How IT Can Help1. Transition of care (creating an Doing 1. Transition of care (creating an integrated patient experience) 1. Transition of care (creating an integrated patient experience) integrated patient experience) • Single-patient health record2. Space optimization • Inpatient & outpatient integration • Remote clinic access3. Access • Outreach & on-campus integration • Referring physician access4. Ambulatory services standardization • Community-based practices 2. Space optimization integrationInput provided by: • Clinic and building growth • Physician referral communication Jonathan Curtright • Standardization of clinic Marc Randall, MD 2. Space optimization systems • Right-sizing clinics 3. Access • Physical building growth • Practice management system • Consolidation of services around • Patient access patient needs 4. Ambulatory services 3. Access standardization • Patient access center - • Role-based system access “schegistration” • Standardized model clinics • Outreach • Subspecialty growth IT Strategy 4. Ambulatory services standardization uting “Always On” Comp • Management structure asset reorganization Data as a strategic Electronic health record • Creating model clinics eroperability Integration and int of electronic systems d outreach Support growth an tions Unified communica led systems Usability of instal rvice delivery World-class IT se 6 UK HealthCare
  • 9. Behavioral Health InitiativesBehavioral Health Strategy What Behavioral Health is Doing How IT Can Help1. Clinical documentation 1. Clinical documentation 1. Clinical documentation • Electronic health record •Electronic health record2. Patient units integration • Behavioral health clinical practice3. Best practices • Integrate behavioral health clinical guidelines integration with practice guidelines with Sunrise Sunrise Clinical ManagerInput provided by: Clinical Manager 2. Patient units Darlene Spalding 2. Patient units • Segregation of units • Segregation of units • Methamphetamine Mom program - Emergency room 3. Best practices - Adult • Behavioral health best practices - Adolescence • Methamphetamine Mom program 3. Best practices • Follow behavioral health best practices IT Strategy uting “Always On” Comp asset Data as a strategic record Electronic health eroperability Integration and int of electronic systems d outreach Support growth an tions Unified communica led systems Usability of instal rvice delivery World-class IT se UK HealthCare 7
  • 10. Cardiology InitiativesCardiology Strategy What Cardiology Is Doing How IT Can Help1. Electrophysiology and 1. Electrophysiology and 1. Electrophysiology & Catheterization Lab Catheterization Lab Catheterization Lab2. Imaging • Provide program description • Program optimization3. Outreach 2. Imaging 2. Imaging4. Inpatient services • Computerized axial tomography • Standardization of imaging 5. Clinic • Magnetic resonance imaging protocols • Echocardiogram 6. Cardiac rehabilitation 3. Outreach • Holter and event monitors • Imaging 7. Cardiovascular research • Vascular • Clinics8. Education • Nuclear • Electronic medical record9. Administration 3. Outreach 4. Inpatient Services • ImagingInput provided by: • Inpatient portal services • Clinics Justin Campbell 5. Clinic • Electronic medical record Rick McClure, MD • Electronic medical record and Susan Smyth, MD, PhD 4. Inpatient services Vincent Sorrell, MD cardiac data integration • Medical records • Core measures 6. Cardiac rehabilitation • Electronic medical record 5. Clinic IT Strategy 7. Cardiovascular research • Electronic medical record uting “Always On” Comp • Clinical database integration • Integration of Medtronic Paceart® asset Data as a strategic system for device clinic record 8. Education Electronic health 6. Cardiac rehabilitation • Physician and staff portals eroperability Integration and int • Teaching database stems • Integration of ScottCare’s of electronic sy d outreach cardiovascular solutions with the 9. Administration Support growth an tions electronic medical record and • Scheduling systems Unified communica Sunrise Clinical Manager led systems Usability of instal rvice delivery 7. Cardiovascular research World-class IT se • Clinical database integration 8. Education • Fellows • Teaching database 9. Administration • Scheduling faculty 8 UK HealthCare
  • 11. Chief Medical Information Officer InitiativesChief Medical Information What Chief Medical Information How IT Can HelpOfficer Strategy Officer is Doing 1. Optimization of clinical systems1. Optimization of clinical systems 1. Optimization of clinical systems • Optimization and improvement of • Stabilize clinical systems clinical systems2. Centralized data warehouse • Research and implement the 2. Centralized data warehouse3. Outreach and growth “right” systems • Clinical and financial data4. IT recognition • EHR optimization into centralized data warehouseInput provided by: 2. Centralized data warehouse • Support of informatics growth Carol Steltenkamp, MD • Clinical and financial data 3. Outreach and growth into centralized data warehouse • Integration of health record with - Represented as a strategic asset various levels of health - Reliable, accurate, authentic information exchanges always available • Research and education support - Managed for local and outreach model with health care colleges growth • Develop education and training • Reinforce flow of data to environment with reliable and information to knowledge accurate information • Informatics growth • Coordination of care - Provide reliable, accurate information 4. IT recognition IT Strategy - Publish quality information • Facilitate communication of uting “Always On” Comp IT value addition to UK HealthCare asset 3. Outreach and growth Data as a strategic • Health record integration with: record Electronic health - National Health Information Network eroperability Integration and int - Kentucky Health Information Exchange of electronic sy stems - Physician and patient portals d outreach Support growth an • Collaborate with health care colleges tions Unified communica - Create support model for research, led systems Usability of instal education synergies rvice delivery - Develop education, training environment World-class IT se - Engage, train and retain nursing staff • Coordination of care through optimized use of technology 4. IT recognition • Market IT value addition to UK HealthCare • Recognition of IT success, accomplishments, milestones UK HealthCare 9
  • 12. Clinical Network InitiativesClinical Network Strategy What Clinical Network is Doing How IT Can HelpAffiliate network 1. Affiliate network 1. Affiliate network 1. Outreach clinics network • Outlying community clinics and • Specialty services2. Community division network hospitals: 2. Outreach clinics network - Specialty services3. Network access and reporting • Specialty services - UK medical oversight presence Input provided by: • Outreach connectivity Joe Claypool 2. Outreach Clinics Network 3. Community Division network Karen Riggs • UK physicians providing specialty • Specialty services services at remote sites • Research • Outreach connectivity 4. Network access and reporting 3. Community division network • Referral tracking system • UK physicians providing specialty • Data warehouse services in own community • Kentucky Hospital Association • Research: data sharing and reporting - Translational trials • Access portals - Clinical trials • Telehealth 4. Network access and reporting • Mobile applications • Physician referral tracking • Centralized inpatient and IT Strategy outpatient data warehouse uting “Always On” Comp • Kentucky Hospital Association asset data sharing and reporting Data as a strategic Electronic health record • Clinical data sharing physician eroperability access portal Integration and int of electronic sy stems • Patient access portal d outreach • Guideline, policy, procedure Support growth an tions incorporation Unified communica led systems • Telehealth Usability of instal rvice delivery World-class IT se 10 UK HealthCare
  • 13. Clinical Performance InitiativesClinical Performance Strategy What Clinical Performance is Doing How IT Can Help1. High-quality care, patient safety 1. High-quality care, patient safety 1. High-quality care, patient safety & service & service & service • Evaluation of quality & patient • Improving process through2. Providing the most efficient care safety technology innovations 3. Standardized care • Use of “swarms” • Hardwire documentation,4. Continuum of care focus • Mortality reviews reporting for core measures, • Power of collaboration – nurse-sensitive indicators,Input provided by: benchmarking and best practices hospital-acquired conditions Paul DePriest, MD • Core measure performance and patient safety indicators Carol Steltenkamp, MD • Infection control • Automation of processes for • Rapid response teams infection control • Nurse-sensitive indicators • Predictive analytics mortality prediction and patient 2. Providing the most efficient care deterioration algorithms • Establishing standard work and adoption of “lean” techniques 2. Providing the most efficient care • Competitive length of stay • “Usability” of electronic • Managing capacity documentation • Adoption of culture for rapid-cycle • Electronic systems for patient changes flow and capacity management IT Strategy uting 3. Standardized care 3. Standardized care “Always On” Comp asset • Using informatic principles and • Data warehousing & data Data as a strategic advanced analytics to improve: stewardship record Electronic health - Operational effectiveness • Analytics eroperability Integration and int - Quality, safety, patient outcomes • Real-time data availability at of electronic sy stems - Research and publication the point of care d outreach Support growth an - Adoption of culture for rapid- tions 4. Continuum of care focus Unified communica cycle changes led systems • Integration of disparate systems Usability of instal • Emphasis on evidence-based • Creation of fully functioning rvice delivery practice World-class IT se electronic health record 4. Continuum of care focus • Boundary focus across platforms of care • Population health UK HealthCare 11
  • 14. College of Medicine InitiativesCollege of Medicine Strategy What College of Medicine is How IT Can help1. Continuing education central Doing 1. Continuing education central function 1. Continuing education central function function • Facilitate discussions with UK IT2. Enterprise research storage • Increase number of students and College of Pharmacy to identifyInput provided by: attending UK medical school best approach moving forward Fred de Beer, MD • Use distance learning synergies • Establish distance learning and and educational media educational media transmissions transmissions with the university to increase number of students • Collaboration with College of 2. Enterprise research storage Pharmacy on enterprise distance • Establish UK HealthCare storage learning program solution for College of Medicine 2. Enterprise research storage research • Provide appropriate storage mechanism for research IT Strategy uting “Always On” Comp asset Data as a strategic record Electronic health eroperability Integration and int of electronic sy stems d outreach Support growth an tions Unified communica led systems Usability of instal rvice delivery World-class IT se 12 UK HealthCare
  • 15. Compliance InitiativesCompliance Strategy What Compliance is Doing How IT Can Help1. Privacy & security 1. Privacy & security 1. Privacy & security • Mandatory reporting • Audit reports 2. Research • Media releases • Encryption3. Billing • Encryption • Compliance4. Conflict of interest • Comply-Line (confidential ethics • Data growth and compliance reporting option) • Social mediaInput provided by: • ComplyTrack Suite (enterprise risk Andrew Hill 2. Research management software) Brett Short • Study manager software • Single source data warehouse • Compliance data storage growth 3. Billing and optimization • Accountability • Social media growth • Efficiency - Compliance • Fraud - Documentation (TigerText secure • Billing optimization mobile messaging platform) 4. Conflict of interest 2. Research • Tracking software • Study manager optimization • Conflict of interest optimization 3. Billing • Hospital billing IT Strategy uting • Professional billing “Always On” Comp asset • Optimization Data as a strategic - Eliminate waste record Electronic health - Enforce accountability eroperability Integration and int - Pattern of practice for fraud of electronic sy stems d outreach 4. Conflict of interest Support growth an tions • Code of conduct optimization Unified communica led systems • Gifts and benefits management Usability of instal optimization rvice delivery World-class IT se • Conflict management optimization UK HealthCare 13
  • 16. Critical Care InitiativesCritical Care Strategy What Critical Care is Doing How IT Can Help1. High-quality care & patient safety 1. High-quality care & patient safety 1. High-quality care & patient safety • Evaluation of quality, patient safety • Improving process through2. Providing most efficient care in the intensive care unit technology innovations3. Data-based decision-making • Mortality predictability • Predictive analytics with mortality4. Improve outcomes • System standardization across the prediction and patient enterprise – one intensive care deterioration algorithmsInput provided by: unit • Electronic medical record Pam Branson standardization across disciplines Kathleen Kopser 2. Providing most efficient care and facilities Scott Morehead, MD • Improving process of care by establishing standard work and 2. Providing most efficient care adoption of “lean” techniques • Usability of electronic • Integration of all devices with documentation new monitors for all intensive • Electronic systems for patient flow care unit beds and capacity management • Competitive length of stay • Device integration of new monitors • Managing capacity 3. Data-based decision-making • Procedural support for ultrasound • Analytic support for real-time order, documentation and central decision-making line accreditation • Real-time data availability at the IT Strategy uting 3. Data-based decision-making point of care “Always On” Comp asset • Using informatics principles and • Integration of evidence into the Data as a strategic advanced analytics to improve electronic medical record decision record Electronic health • Emphasis on evidence-based support eroperability Integration and int practice of electronic sy stems 4. Improve outcomes d outreach 4. Improve outcomes • Dashboard development to assist Support growth an tions • Intensive care unit protocol with protocol support Unified communica led systems development to improve outcomes • Benchmarking using University Usability of instal • Inclusion matrix of service lines HealthSystem Consortium and rvice delivery World-class IT se • Benchmarking against industry other industry standards standards 14 UK HealthCare
  • 17. Development InitiativesDevelopment Strategy What Development is Doing How IT Can Help1. Enterprise & College of 1. Enterprise & College of Medicine 1. Enterprise & College of Medicine Medicine fundraising activities fundraising activities fundraising activities • Pavilion A and Arts in Healthcare • Pavilion A and Arts in HealthCare2. Fundraising audiences & approaches hosted events • Kentucky Children’s HospitalInput provided by: • Kentucky Children’s Hospital • Research and education Vickie Myers - Facilities programs Brad Smetanko - Programs • Consolidation of corporate • Research and education programs development - Markey Cancer Center • Development systems and - Sanders-Brown Center on Aging analytics - Other centers, departments • State-of-the-art fundraising • Development consolidation and software collaboration • Benchmarking initiatives - Deans • Gift processing database - UK central development office 2. Fundraising audiences & approaches - UK HealthCare • Fundraising approaches 2. Fundraising audiences & approaches • Grateful patients - Secure major gifts IT Strategy • Medical alumni uting “Always On” Comp - Annual phone-a-thon asset Data as a strategic - Secure major planned and record leadership gifts Electronic health eroperability • Employees, faculty & retirees Integration and int of electronic sy stems - Secure major planned and d outreach leadership gifts Support growth an Unified communica tions • Community led systems - Secure major and planned gifts Usability of instal rvice delivery - Conduct targeted appeals World-class IT se and community fundraisers for focus areas • Corporations and foundations - Secure gifts and grants to support focus areas UK HealthCare 15
  • 18. Emergency Department InitiativesEmergency Department Strategy What Emergency Department How IT Can Help is Doing1. High-quality care & patient safety 1. High-quality care & patient safety 1. High-quality care & patient safety • Electronic medical record2. Providing most efficient care • Evaluation of quality, patient safety standardization across disciplines3. Data-based decision-making in the ED and facilities 4. Improved outcomes • System standardization across the • “Always On” strategies to provide enterprise (One ED) uptime of electronic medical5. Community integration records and enhance patient safety 2. Providing most efficient care • Support innovation of technologyInput provided by: • Improving efficiency, throughput to in advancing patient care Penne Allison allow for growth and expansion of services 2. Providing most efficient care • Competitive door–to–doctor time • Usability of electronic • Managing capacity turnaround documentation time (TAT) • Electronic systems for patient • Reduction of boarders and flow, capacity management appropriate placement of patients • Data reporting for process • Discharge order to discharge improvement instructions • Innovations to promote efficiency 3. Data-based decision-making 3. Data-based decision-making • Using informatics principles and • Analytic support for real-time IT Strategy uting advanced analytics to improve care decision-making “Always On” Comp asset • Emphasis on evidence–based • Real–time data availability and Data as a strategic practice identification for efficiency record Electronic health • Allocation of dedicated resources eroperability 4. Improved outcomes Integration and int in business intelligence of electronic sy stems • Continue to improve patient d outreach satisfaction and HCAHPS 4. Improved outcomes Support growth an tions scores • Benchmarking using University Unified communica led systems • Benchmarking against industry HealthSystem Consortium (UHC) Usability of instal standards and other industry standards rvice delivery World-class IT se • Core measure data for compliance 5. Community integration & improvements • Integration to emergency management system 5. Community integration • Interoperability of outlying • Integration of disparate systems systems for interoperability 16 UK HealthCare
  • 19. External Affairs InitiativesExternal Affairs Strategy What Affairs External is Doing How IT Can Help1. Central Web function 1. Central Web function 1. Central Web function • Web strategy • Web strategy collaboration2. Access Center • Patient access portals • Patient portals system delivery3. Contracts, vendor relationships 2. Access Center 2. Access Center4. Health care reform • Physician access portal • Physician access portal 5. Portfolio Management Office • Centralized registry solution • Centralized registry optimization • Process consolidation, • Process consolidation and collaboration collaboration6. Employee linkages • Regional extension center • Regional extension center7. Affiliations 3. Contracts, vendor relationships 3. Contracts, vendor relationshipsInput provided by: • Contract optimization • Contract optimization Mark Birdwhistell • Vendor relationship software 4. Health care reform Rob Edwards • Strategic alignment 4. Health care reform - Partner with health plans and • Payor and provider integration affiliates • Accountable care organization • Payor and provider integration and health maintenance of different performance and organization integration outcome models • Birdwhistell pyramid IT Strategy • Accountable care organization 5. Portfolio Management Office uting and health maintenance “Always On” Comp optimization asset organization integration Data as a strategic • Portfolio management Office Electronic health record • Consumerism: Improve outcomes support for EVPHA eroperability and reduce costs Integration and int stems 6. Employee linkages of electronic sy 5. Portfolio Management Office d outreach • UK-HMO Support growth an optimization Unified communica tions • Program director for Executive 7. Affiliations Usability of instal led systems VP for Health Affairs • Physician support rvice delivery World-class IT se 6. Employee linkages • Support UK-HMO growth • Change participant behaviors - UK-HMO - Community partners 7. Affiliations • Norton community physicians • Community physicians UK HealthCare 17
  • 20. Facilities InitiativesFacilities Strategy What Facilities is Doing 3. Ambulatory Services • Implement Ambulatory Services1. UK Good Samaritan Hospital 1. UK Good Samaritan Hospital tactical facilities plan over one to • Evaluating the facility and2. UK Albert B. Chandler Hospital five years, enhancing services developing a tactical facility plan (pavilions A, HA, H, G, CC) by addressing: to maintain operations within - Clinic realignments, relocations3. Ambulatory Services the facility for an extended period and expansions of time - Ambulatory care support functionsInput provided by: • Upgrading infrastructure - Faculty and staff support space Murray Clark • Upgrading clinical, ancillary - Patient and family amenities and and support spaces support space • Repurpose clinical areas • Specific emphasis is being placed on: How IT Can Help - Operating room suites - Emergency Department 1. UK Good Samaritan Hospital - Endoscopy • Infrastructure, application and software validation or 2. UK Albert B. Chandler Hospital replacement (pavilions A, HA, H, G, CC) • Carry out the master facility plan 2. UK Albert B. Chandler Hospital for Chandler Hospital over a (pavilions A, HA, H, G, CC) IT Strategy multiyear period • Infrastructure, application and “Always On” Comp uting - “Fit up” of additional patient software validation or replacement asset Data as a strategic care and support units in 3. Ambulatory Services record Pavilion A • Infrastructure, application and Electronic health eroperability - Repurpose HA floors for software validation or replacement Integration and int of electronic sy stems Kentucky Children’s Hospital d outreach - Move Markey inpatient units to Support growth an Unified communica tions Pavilion A led systems - Repurpose Markey inpatient Usability of instal rvice delivery units for outpatient care World-class IT se - Repurpose or decommission vacated areas of Pavilion H • Maintain facilities to insure quality patient care and functionality 18 UK HealthCare
  • 21. Finance Hospital InitiativesFinance Hospital Strategy What Finance Hospital is Doing How IT Can Help1. Hospital accounting 1. Hospital accounting 1. Hospital accounting • System optimization • System optimization2. Long-term capital forecasting • Documentation management • Documentation management3. Capital portfolio management program programInput provided by: 2. Long-term capital forecasting 2. Long-term capital forecasting Byron Gabbard • System platform upgrade • System platform upgrade Jay Sial 3. Capital portfolio management 3. Capital portfolio management • Capital allocation optimization • Capital allocation optimization • Capital request website • Capital request website optimization optimization IT Strategy uting “Always On” Comp asset Data as a strategic record Electronic health eroperability Integration and int of electronic sy stems d outreach Support growth an tions Unified communica led systems Usability of instal rvice delivery World-class IT se UK HealthCare 19
  • 22. Financial Planning InitiativesFinancial Planning Strategy What Financial Planning is Doing How IT Can Help1. Maintain leading-edge financial 1. Maintain leading edge financial 1. Maintain leading-edge financial systems systems systems • Replace Relative Value Unit (RVU) • Improved performance and 2. Better utilize campus applications • Update program manager reliability • Replace decision support vendor • Disaster recovery (DR)Input provided by: • Replace Enterprise Budgeting • Program manager Teresa Centers Application (EBA) • SharePoint services • Decision support system optimization and/or replacement 2. Better utilize campus applications • Enterprise budgeting application • Systems Applications & Products (EBA) system optimization and/or (SAP) optimization with replacement UK HealthCare • Kronos optimization 2. Better utilize campus applications • Budgeting software replacement • Systems Applications & Products (SAP) integration • Kronos optimization IT Strategy uting “Always On” Comp asset Data as a strategic record Electronic health eroperability Integration and int of electronic sy stems d outreach Support growth an tions Unified communica led systems Usability of instal rvice delivery World-class IT se 20 UK HealthCare
  • 23. Good Samaritan Hospital InitiativesGood Samaritan Strategy What Good Samaritan is Doing 3. Infrastructure optimization and expansion1. Community hospital system 1. Community hospital system growth • Renovation and utilization of Good growth • Collaboration with community Samaritan space. Examples physicians2. Enterprise service optimization include: • Maximize utilization and drive - Departmental moves3. Infrastructure optimization and appropriate acuity cases to - Workflow improvements expansion Good Samaritan - 7th floor • Promote and develop Good - CafeteriaInput provided by: Samaritan as a high-quality - Emergency department Ann Smith secondary level of care at a - Nursing stations Darlene Spalding contained cost - Physical plant • Promote and develop elective • Develop an enterprise medication surgeries that require an distribution center appropriate inpatient stay • Develop a retail pharmacy • Incorporate the culture of change acceptance at Good Samaritan within the enterprise How IT Can Help 2. Enterprise service optimization 1. Community hospital system growth • Integration and standardization of • Promoting and developing Good best practice across the enterprise Samaritan high-quality secondary IT Strategy • Collaboration and consolidation level of care uting “Always On” Comp of best practices as appropriate in 2. Enterprise service optimization asset Data as a strategic the community hospital • Move and development of record environment Electronic health UK HealthCare enterprise services eroperability • Optimization of specialty services Integration and int • Centralized MRI at Good of electronic sy stems with an appropriate level of Samaritan d outreach care, such as Behavioral Health Support growth an • Centralized laboratory for Unified communica tions and Orthopaedics the enterprise with potential led systems • Centralized magnetic resonance telepathology capabilities Usability of instal rvice delivery imaging at Good Samaritan World-class IT se • Centralized laboratory with critical 3. Infrastructure optimization and testing in the hospital space expansion • Growth and integration of post- • Renovation and utilization of acute care with Select Medical Good Samaritan space Long Term Acute Care and other • Develop an enterprise providers medication distribution center • Develop a retail pharmacy UK HealthCare 21
  • 24. Graduate Medical Education InitiativesGraduate Medical What Graduate Medical How IT Can HelpEducation Strategy Education is Doing 1. Informatics as a core competency1. Informatics as a core 1. Informatics as a core competency in medical education competency in medical education in medical education • Promote strategies for third- & • Develop tools to promote fourth-year medical students to2. Innovations in medical education utilization of innovations in utilize the electronic medical record3. Supporting a culture of safety medical education in clinical settings4. Improved communication • Accreditation is based on full • Incorporate the education and strategies deployment and utilzation of an utilization of the electronic medical electronic medical record record as a part of ambulatory Input provided by: projectONE 2. Innovations in medical education Susan McDowell, MD • Support of new strategies to 2. Innovations in medical education address changes in resident • Usability of electronic documentation staffing • Evaluate “on call“ house staff • Create new scheduling database opportunities for credentialing • Evaluate optimization of credentialing - Tracking of clinical procedures and perioperative solutions for procedural logs 3. Supporting a culture of safety • Increase utilization and 3. Supporting a culture of safety development of simulation as a • Incorporate the simulation lab as IT Strategy uting methodology to teach team- a part of projectONE “Always On” Comp based care • Engage residents in the clinical asset Data as a strategic • Emphasis on interdisciplinary decision support committee and record Electronic health evidence-based care work to integrate decision support eroperability Integration and int • Focus on reduction of errors into care processes ms of electronic syste and performance improvement • Support procedures to integrate d outreach Support growth an methodologies evidence into practice tions Unified communica • Quality improvement is a part of 4. Improved communication strategies led systems Usability of instal accreditation standards • Evaluate and/or replace BEEP rvice delivery World-class IT se 4. Improved communication system for communication strategies • Include the physician role in the • Address “on call” system with front-line worker strategic efforts house staff database • Full utilization of the hand-over tool for hand off’s in care 22 UK HealthCare
  • 25. Internal Medicine InitiativesInternal Medicine Strategy What Internal Medicine is Doing How IT Can Help1. Integrated research database 1. Integrated research database 1. Integrated research database • Accurate research database • Accurate and real-time research2. Portable electronic health record • Outsourcing current database load database3. Residency training & education 2. Portable electronic health record 2. Portable electronic health record4. Outreach integration • Integration of portable devices • Integration of portable devices and • Portable voice recognition voice recognition5. Affiliations • Integration of telemedicine • Integration of telemedicine6. Faculty compensation • Unknown impact of accountable • Prepare for accountable care care organization, medical home, organization, medical home,Input provided by: managed care organization managed care organization David Moliterno, MD 3. Residency training & education 3. Residency training & education • Optimization of residency training • Residency training & education & education with optimized access • Contemporary educational 4. Outreach integration approaches • Optimization of physician resources in remote locations 4. Outreach integration • Open access for one-stop physician • Physician resource optimization scheduling in outreach location IT Strategy • Refer to our own physicians rather • Open access scheduling uting than our competitors “Always On” Comp 5. Affiliations asset Data as a strategic 5. Affiliations • Specialty services at outlyi ng record Electronic health • Outlying community clinics & community clinics & hospitals eroperability Integration and int hospitals ms 6. Faculty compensation of electronic syste - Specialty services d outreach • Optimized compensation Support growth an tions 6. Faculty compensation platform model Unified communica • Compensation platform • Metrics & data mining led systems Usability of instal • Real-time results driven by rvice delivery World-class IT se metrics, benchmarks & comparative data UK HealthCare 23
  • 26. Kentucky Children’s Hospital InitiativesKentucky Children’s Hospital What Kentucky Children’s How IT Can HelpStrategy Hospital is Doing 1. Program expansion1. Program expansion 1. Program expansion • Infrastructure & applications • Open centralized sedation suite software updates & replacements2. Patient quality & safety in Pavilion H second floor • Electronic medical record access3. Patient & family satisfaction • Increase primary care physicians • New location • Faculty office space on fourth floor 2. Patient quality & safety Input provided by: after UK Transplant Center move • Rapid cycle changes Gwen Moreland • Neonatal Intensive Care Unit • Infrastructure analysis for Suzanne Springate in Pavilion H first floor critical electronic medical record Carmel Wallace, MD care space transformation • Observation outpatient unit in • Reports and Sunrise Clinical the clinical decision unit ground Manager updates floor space • Electronic medical record 2. Patient quality & safety handover tools • Evidence-based protocols & • Nurse call system process improvements being • Nurse-to-nurse & patient-to-nurse developed communications • Decrease transfer times from the 3. Patient & family satisfaction ED to Pediatric ICU • Wireless devices that support more IT Strategy • Efficient handover & uting face-to-face time “Always On” Comp communication • Facilitating efficient throughput asset • Electronic prescribing Data as a strategic record Electronic health 3. Patient & family satisfaction eroperability Integration and int • Increase face-to-face time ms of electronic syste • Optimize throughput d outreach Support growth an tions Unified communica led systems Usability of instal rvice delivery World-class IT se 24 UK HealthCare
  • 27. Kentucky Medical Services Foundation InitiativesKentucky Medical Services What Kentucky Medical Services How IT Can HelpFoundation Strategy Foundation is Doing 1. Enterprise centralized billing1. Enterprise centralized billing 1. Enterprise centralized billing • Signature billing system • Replace Signature billing system replacement2. Health care & insurance reform • Implement an optimum • Enterprise centralized billing 3. Quality initiatives & growth centralized billing system across systemInput provided by: the enterprise 2. Health care & insurance reform Darrell Griffith 2. Health care & insurance reform • Provider-based clinics • Provider-based clinics • Payor contracts • Payer contracts • Bundling payments • Bundling payments • Accountable care organization • Accountable care organization • American Recovery & • American Recovery & Reinvestment Act Reinvestment Act • ICD-10 implementation • ICD-10 • Health Insurance Portability & • Health Insurance Portability & Accountability Act-5010 Accountability Act-5010 • Ambulatory EHR • Ambulatory EHR • Medicaid managed care • Medicaid managed care 3. Quality initiatives & growth 3. Quality initiatives & growth • Chart abstracting IT Strategy uting • Chart abstracting • Propensity-to-pay optimization “Always On” Comp asset • Propensity to pay optimization • Pricing estimator optimization Data as a strategic • Pricing estimator optimization • Enterprise denial management record Electronic health • Enterprise denial management • Provider coding & documentation eroperability Integration and int • Provider coding & documentation • Handheld charge capture of electronic sy stems • Handheld charge capture • Resource skill set optimization d outreach Support growth an • Resource skill set optimization tions Unified communica • Succession planning for key led systems Usability of instal management rvice delivery • Remote property & facility World-class IT se management for the enterprise UK HealthCare 25
  • 28. Laboratory InitiativesLaboratory Strategy What Laboratory is Doing1. Workflow optimization 1. Workflow optimization • Point-of-care glucometer • Surgical pathology relocation replacement2. Exchange of patient information • Enterprise laboratory integration • Mass spectrometry3. Diagnostic testing quality • Pathology optimization implementation improvements using state-of-the- • Kentucky Clinic space renovation • Serology transitions to Abbott art technologies • Roche automation solution LaboratoriesInput provided by: • Blood bank order set rebuild • Chromosome microarray testing Helen Banks • Real-time results log Melanie Browning • Quest diagnostics transition How IT Can Help Barbara Bush • Automated metaphase finder 1. Workflow optimization Martha Davenport • Blood transfusion guidelines • Relocation and space renovation Milford Jarrells 2. Exchange of patient information • Enterprise laboratory integration Neysa Kiser • Logical observation identifiers • Pathology systems optimization John May names & codes to University • Blood bank systems optimized Sandy Mills HealthSystem Consortium Daoping Zhang 2. Exchange of patient information • Northeast Kentucky Regional • Health information exchange Health Information Organization • Web page redesign • Web page redesign • Electronic health record • Electronic health record IT Strategy implementation implementation uting • Laboratory information system “Always On” Comp • CoPath report format asset molecular human leukocyte Data as a strategic • Laboratory information system record antigen solution Electronic health molecular human leukocyte eroperability antigen solution 3. Diagnostic testing quality Integration and int of electronic sy stems improvements using state-of-the- 3. Diagnostic testing quality d outreach art technologies Support growth an improvements using state-of-the- Unified communica tions • Laboratory system upgrades art technologies led systems & optimization Usability of instal • Sunquest, collection manager rvice delivery • Blood bank optimization World-class IT se upgrade • Histology upgrade and • Autoimmune fast track integration implementation • Enterprise hematology solution • Enterprise hematology solution • Point of care glucometer • Fully utilize genotyping solution integration • Liquid chromatography mass spectrometry • Transplant Center collaboration • Fluorescence in situ hybridization development 26 UK HealthCare
  • 29. Legal Counsel InitiativesLegal Counsel Strategy What Legal Counsel is Doing How IT Can Help1. Contracts & agreements 1. Contracts & agreements 1. Contracts & agreements • Contract reviews • Contract & agreement support2. Policies & procedures • Third-party & affiliation 2. Policies & procedures 3. Licenses/Permits/Certificates agreements • Website development &4. Legal consultation • Buildings & practices acquisitions management with policy cross- 2. Policies & procedures reference 5. Malpractice insurance • Custodian – Home for policies & 3. Licenses/Permits/Certificates 6. Litigation procedures • Document management 3. Licenses/Permits/Certificates 7. eDiscovery 4. Legal consultation 4. Legal consultation • Document managementInput provided by: • Human resources & personnel Ruth Booher 5. Malpractice insurance issues • Document management with • Ad hoc consultation policy cross-reference 5. Malpractice insurance 6. Litigation • Orchestration • Litigation support 6. Litigation 7. eDiscovery 7. eDiscovery • Discovery & search tools IT Strategy • Forensics uting “Always On” Comp • Document management asset Data as a strategic record Electronic health eroperability Integration and int of electronic sy stems d outreach Support growth an tions Unified communica led systems Usability of instal rvice delivery World-class IT se UK HealthCare 27
  • 30. Marketing InitiativesMarketing Strategy What Marketing is Doing How IT Can Help1. Grow word-of-mouth commentary 1. Grow word-of-mouth commentary 1. Grow word-of-mouth commentary • Support better patient experience • Infrastructure for patient feedback 2. Attract higher acuity patients • Grow employee pride data collection and reporting3. Increase familiarity with • Support patient access • Analytics for collected data UK HealthCare • Improve marketing quality • New intranet platform to • Expand marketing-induced word- communicate with employeesObjectives of-mouth • Improve online provider directory • Grow selected volume • Wayfinding 2. Attract higher acuity patients • Build stronger relationships • Print-on-demand hardware • Build physician-referred business • Enhance organizational image • Grow higher acuity patients 2. Attract higher acuity patients • Explore destination medicine • Content management system tools Input provided by: marketing and platform Wanda Adkins • Support hospital partner • Referral directory Jason Britt marketing • Digital content management tools Bill Gombeski and infrastructure for internal and Karen Riggs 3. Increase familiarity with external users Jan Taylor UK HealthCare Tanya Wray • Promote UK HealthCare and 3. Increase familiarity with launch brand campaign UK HealthCare • Promote and support patient care • Database and analytics to support IT Strategy uting outreach return-on-investment effectiveness “Always On” Comp asset • Expand community and public of marketing initiatives Data as a strategic health-based initiative • Consolidate Web presence to record Electronic health • Increase campus employee establish one UK HealthCare eroperability Integration and int preference community engagement destination of electronic sy stems • Build relationships with insured • Explore use of mobile applications d outreach Support growth an patients • Expand use of social media tions Unified communica • Referring physician portal led systems Usability of instal rvice delivery World-class IT se 28 UK HealthCare
  • 31. Markey Cancer Center InitiativesMarkey Cancer Center Strategy What Markey Cancer Center What IT Can Do1. Program completion is Doing 1. Program completion 1. Program completion • Comprehensive Breast Care2. Improvements • Active Comprehensive Breast Center (CBCC) equipment and3. Program expansion Care Center (CBCC) equipment information technology and information technology installationsInput provided by: installations 2. Improvements Sue Durachta 2. Improvements • Oncology-specific electronic David Gosky • Oncology-specific electronic medical records medical record • Outpatient pharmacy in Whitney- • Outpatient pharmacy in Whitney- Hendrickson building Hendrickson building 3. Program expansion 3. Program expansion • Ear, Nose, Throat-Head & • Move of Ear, Nose, Throat-Head & Neck cancer program move to Neck cancer program to multidisciplinary hospital-based multidisciplinary hospital-based clinic clinic • Staff & program move into • Move multiple staff & program Whitney-Hendrickson third floor into Whitney-Hendrickson third space floor space IT Strategy uting “Always On” Comp asset Data as a strategic record Electronic health eroperability Integration and int of electronic sy stems d outreach Support growth an tions Unified communica led systems Usability of instal rvice delivery World-class IT se UK HealthCare 29
  • 32. Neuroscience InitiativesNeurosciences Strategy What Neurosciences is Doing How IT Can Help1. Quality & safety 1. Quality & safety 1. Quality & safety • Integration of service line results • Develop an enterprise image 2. Efficiency for image management into a management strategy3. Service excellence centralized enterprise archival • Analyze and identify requirements 4. Growth & development solution to enhance telemedicine for • Active participation in the state outreach activitiesInput provided by: registry for services • Data management for program Joe Berger, MD • Increase currency of data development Julie Blackburn submission Michael Dobbs, MD 2. Efficiency • Stroke affiliate network Dean Hanlon • Integration of EMRs • Comprehensive stroke center Gary King • Electromyography/Nerve certification Phil Tibbs, MD conduction velocity (EMG/NCV) 2. Efficiency integrated reporting with archiving • Electronic medical record • Standardization of record locations • Redesigning clinic work flow • Transfer of external electronic images and reports to replace 3. Service excellence compact disk downloads • Improved patient experience throughout the continuum 3. Service excellence of care • Respond to patient feedback on IT Strategy uting access opportunities to data “Always On” Comp 4. Growth & development through survey analysis Data as a strategic asset • Deep brain stimulation • Interface between inpatient and Electronic health record • Neurosurgical services utilizating outpatient information to eroperability hybrid operating room Integration and int facilitate follow up appointments of electronic sy stems • Elective cerebral vascular and information exchange with d outreach • Movement disorders Support growth an providers tions • Spine Unified communica led systems • Growth of hospital clinical practice 4. Growth & development Usability of instal • Brain telemetry • Evaluate EMR health information rvice delivery World-class IT se • Hypothermia exchange requirements to partner in electroencephalogram telemetry program development • Remote monitoring • Integrate the EMR into service areas • Seizure recognition software such as interventional radiology and • Creation of neuroscience critical gamma knife for consistency of care service documentation and care hand-offs • Increase access in Pavilion H with focus on 7 West and 7 South 30 UK HealthCare
  • 33. Nursing InitiativesNursing Strategy What Nursing is Doing How IT Can Help1. Quality & safety 1. Quality & safety 1. Quality & safety • Align nurse sensitive indicators • Hardwiring nurse sensitive2. Service excellence to meet National Database of indicators in Sunrise Clinical3. Operational excellence Nursing Quality Indicator targets Manager through mutually • Interdisciplinary integration of agreed upon designs based Input provided by: professional practice model on evidence Colleen Swartz, DNP • Mature & improve collegial • Hardwiring nursing role in core relationships with physician measure compliance partners & leaders • Standardization of the patient • Hardwire nursing accountability profile across the enterprise for meeting core measures • The Joint Commission plan of care framework for compliance 2. Service excellence • Development of population health •Improve patient and family outcomes by service line experience • Integration of evidence through • Improve staff experience core performance group updates • Increase BSN to 80 percent of • Timely & accurate key clinical nursing staff by 2020 data 3. Operational excellence • Mobile device implementation • Optimal utilization of staffing IT Strategy 2. Service excellence uting resources “Always On” Comp • Patient engagement in the plan of asset • Create and optimize user interface Data as a strategic care design design of Sunrise Clinical Manager record • Unified communication tactics Electronic health • Identify delays in patient care eroperability Integration and int that impact length of stay and the 3. Operational excellence of electronic sy stems discharge process • Completion of the EMR across d outreach Support growth an • Mutualistic relationship with departments tions Unified communica College of Nursing • Complete disparate forms led systems Usability of instal • Usability of the EMR and rvice delivery knowledge-based charting World-class IT se • Implementation of Acuity system • Data management for meeting operational decisions UK HealthCare 31
  • 34. Obstetrics InitiativesObstetrics Strategy What Obstetrics is Doing 4. ONE paperless patient record • Optimize handover1. Quality & safety 1. Quality & safety • Physician documentation • Integration of image management 2. Program expansion • Outpatient-to-inpatient integration into a centralized enterprise 3. Patient satisfaction archival solution4. ONE paperless patient record • Increase in obstetric thrombin- How IT Can Help antithrombin (TAT) and throughput 1. Quality & safety Input provided by: • Coordinated data management for • The need and requirements to Wendy Hansen, MD the Obstetrics service line enhance telemedicine Gwen Moreland • Development of a provider • Integration of obstetric images John O’Brien, MD dashboard into the enterprise image archival Anita Taylor • Better tools for patient hand-offs strategy between providers • Data management strategy for 2. Program expansion Women’s Health & Obstetrics • Development of women’s service line care outpatient services in 2. Program expansion cardiovascular, obesity & diabetes • New clinic • Expand Good Samaritan obstetrics • New care center space • EMR & health information • Fetal care center program exchange integration to partner IT Strategy development with the health department uting “Always On” Comp • Partner with health department asset 3. Patient satisfaction Data as a strategic • Continued development of record resident clinic at Good Samaritan • Driving quality and satisfaction Electronic health eroperability & Polk-Dalton for international initiatives with Obstetrics Integration and int of electronic sy stems patients • Facilitating efficient throughput d outreach • Evaluate alternative provider Support growth an 4. ONE paperless patient record Unified communica tions roles such as utilization of nurse • Handover tools optimization led systems practitioner and midwife • Clinician-to-clinician & clinician- Usability of instal rvice delivery • Increase consultation efficiency & to-patient communication World-class IT se consults in outlying areas • Electronic medical record & 3. Patient satisfaction documentation • Satisfaction surveys • Interoperability & efficiencies • Optimize throughput • Outpatient-to-inpatient integration • Increase patient satisfaction through enhanced amenities such as beltless monitoring system & wireless PC access 32 UK HealthCare
  • 35. Perioperative Services InitiativesPerioperative Services Strategy What Perioperative Services is How IT Can Help1. Operational excellence Doing 1. Operational excellence 1. Operational excellence • Standardize deployment of2. Data management • Establish a systematic approach software solutions in the for the standardization in the perioperative environmentInput provided by: perioperative suite consistent with optimal Julie Deverges • Current: workflows Rebecca Napier Chandler   SCM   PICIS   Paper   • Establish a standard workflow and Donna Norton    Pre-­‐OP     X     software solution for transitions    Holding     X        Intra-­‐OP     X     in care    PACU   X       • Evaluate deployment of GSH   SCM   PICIS   Paper   equipment tracking in the    Pre-­‐OP   X          Holding   X       perioperative setting    Intra-­‐OP     X     • Complete a post-project    PACU   X       CAS   SCM   PICIS   Paper   assessment for improvements    Pre-­‐OP       X   in care from new Pavilion A    Holding       X   information technology changes    Intra-­‐OP     X        PACU       X   2. Data management   • Establish a dashboard for quality • Increase volume through the & safety data to service line IT Strategy department leadership for performance uting • Enhance patient safety through “Always On” Comp improvement activities asset safe patient hand off’s in Data as a strategic • Data management for operational record transitions of care Electronic health decisions • Optimal equipment management eroperability Integration and int in the perioperative setting of electronic sy stems d outreach • Stabilization of systems of care Support growth an post-construction tions Unified communica led systems 2. Data management Usability of instal rvice delivery • Support the patient flow metrics World-class IT se for intraoperative patient management improvements UK HealthCare 33
  • 36. Pharmacy InitiativesPharmacy Strategy What Pharmacy is Doing How IT Can Help1. Pharmacy program stabilization 1. Pharmacy program stabilization 1. Pharmacy program stabilization • Replace end-of-life equipment •Replace carousel2. Pharmacy program expansion • Acquire new pharmacy resource • Develop Information Technology 3. Patient quality & safety to assist with internally supporting Infrastructure Library RACI pharmacy applications documentationInput provided by: • Auto Pharmacy SRX integration • Auto Pharmacy SRX integration Gary Johnson, PharmD • Replace current ambulatory Rx • Ambulatory Rx point-of-service point-of-service system system • Assemble business case proposal 2. Pharmacy program expansion for information technology • Expand Kentucky Clinic outpatient governance review and approval pharmacy services • Build patient assistance program 2. Pharmacy program expansion • Establish provider-based clinics • Outpatient pharmacy software • Establish specialty pharmacy (340b) for Kentucky Clinic • Establish pharmacy benefits • Patient assistance program manager • Provider-based clinics • Open two new retail pharmacies • Specialty pharmacy (340b) • Upgrade auto pharmacy for new • Pharmacy benefits manager carousel Rx central distribution • Two new retail pharmacies IT Strategy center • PYXIS medication stations uting “Always On” Comp • Upgrade PYXIS medication • Interactive Voice Response (IVR) asset Data as a strategic stations and Interactive Web Response record • Upgrade and integrate Interactive (IWR) pharmacy management Electronic health eroperability Voice Response (IVR) and system Integration and int of electronic sy stems Interactive Web Response (IWR) 3. Patient quality & safety d outreach with RX3000 pharmacy Support growth an • Bar-code medication Unified communica tions management system administration led systems Usability of instal 3. Patient quality & safety rvice delivery • Reduce medication errors through World-class IT se use of IT • Implement bar-code medication labeling 34 UK HealthCare
  • 37. Radiation Medicine InitiativesRadiation Medicine Strategy What Radiation Medicine is How IT Can Help1. Radiation Medicine improvements Doing 1. Radiation Medicine improvements 1. Radiation Medicine improvements • Accelerator replacements2. Radiation Medicine expansion • Linear accelerator replacements • Brachytherapy suite move and 3. Electronic management system • Brachytherapy suite move to old optimization Gamma Knife® suite 2. Radiation Medicine expansion Input provided by: - Addition of new brachytherapy • Accelerator addition Sue Durachta equipment David Gosky 3. Electronic management system 2. Radiation Medicine expansion • MOSAIQ upgrade and optimization • Addition of a linear accelerator for • ICD-10 integration inpatient treatments in Pavilion A • EHR integration 3. Electronic management system • Optimization of image transfer • MOSAIQ upgrade IT Strategy uting “Always On” Comp asset Data as a strategic record Electronic health eroperability Integration and int of electronic sy stems d outreach Support growth an tions Unified communica led systems Usability of instal rvice delivery World-class IT se UK HealthCare 35
  • 38. Radiology InitiativesRadiology Strategy What Radiology is Doing How IT Can Help1. Teleradiology 1. Teleradiology 1. Teleradiology • Optimize teleradiology program • System implementations2. Imaging 2. Imaging 2. Imaging 3. Transcription • Develop an enterprise image • Enterprise image management management strategy strategyInput provided by: • Optimize 3D & other imaging • Imaging systems optimization Gary Conrad activities • Picture Archiving & Liz Oates, MD • Picture Archiving & Communication System (PACS) Denise Quandt Communication System (PACS) replacement & optimization 3. Transcription 3. Transcription • Optimize Transcription program • Transcription strategy • Data management IT Strategy uting “Always On” Comp asset Data as a strategic record Electronic health eroperability Integration and int of electronic sy stems d outreach Support growth an tions Unified communica led systems Usability of instal rvice delivery World-class IT se 36 UK HealthCare
  • 39. Revenue Cycle InitiativesRevenue Cycle Strategy What Revenue Cycle is Doing How IT Can Help1. Health care payments, reform & 1. Health care payments, reform & 1. Health care payments, reform & regulatory compliance regulatory compliance regulatory compliance • ICD-10 • ICD-10 implemation2. Quality initiatives & compliance • Provider-based clinics • Provider-based clinics3. Account receivables management • Payor contracting • Payor modeling • Governmental payor cost reporting • Governmental payor cost reportInput provided by: • Bundling payments • Accountable Care Organization Frank Blair • Accountable care organization • Quality reporting systems Ed Erway • Quality reporting systems • Electronic facsimile Rhonda Killingsworth • Electronic facsimile solution • American Recovery & Craig Rogers • American Recovery & Reinvestment Reinvestment Act metric solutions Carrie Rudzik Act • Health information management Pam Ryan • Health information management 2. Quality initiatives & compliance Diane Ward 2. Quality initiatives & compliance • Master patient index maintenance Elaine Younce • Master patient index optimization • Electronic record optimization • Consolidation of complete record • Handheld dictation device • Handheld dictation devices • Compliance tracking • Compliance tracking optimization • Quality module software • Quality module software • Physician clinical documentation IT Strategy • Electronic health record • Computer-assisted coding uting “Always On” Comp • Chart abstracting & scanning • Chart scanning and abstraction for asset Data as a strategic • Electronic physician query AEHR record • Physician clinical documentation Electronic health 3. Account receivables management eroperability • Computer-assisted coding Integration and int • Central Kentucky Management of electronic sy stems 3. Account receivables management Services system d outreach Support growth an • Integrate Central Kentucky • Enterprise accounts receivable tions Unified communica Management Services functions • Patient access portal led systems Usability of instal • Enterprise accounts receivable • Charge master optimization rvice delivery solution • Propensity-to-pay optimization World-class IT se • Patient access portal • Pricing estimator optimization • Propensity-to-pay optimization • Eliminate paper charging • Pricing estimator optimization • Enterprise denial management • Improve charge master compliance • Reduce initial claim rejection • Eliminate paper charge process • Enterprise denial management • Third-party financing UK HealthCare 37
  • 40. Strategic Planning InitiativesStrategic Planning Strategy What Strategic Planning is Doing How IT Can Help1. Decision support 1. Decision support 1. Decision support • Reliable and high-quality data • Decision-support application 2. Growth & outreach • Advanced electronic tools for delivery decision support • Data stewardship and retentionInput provided by: • External reporting for of reliable data Melody Flowers UK HealthCare data Jim Zembrodt 2. Growth & outreach • Assessment and acquisition of a • Physician portal new decision support system • Telemedicine 2. Growth & outreach • Remote application delivery • Partnerships with external at outreach sites providers and facilities - Remote clinical management of patients - Telemedicine clinical application - Telemedicine enhanced communication - Continuing education - Physician portal • Enabling internal providers in IT Strategy remote outreach locations uting “Always On” Comp asset Data as a strategic record Electronic health eroperability Integration and int ms of electronic syste d outreach Support growth an tions Unified communica led systems Usability of instal rvice delivery World-class IT se 38 UK HealthCare
  • 41. Supply Chain InitiativesSupply Chain Strategy What Supply Chain is Doing How IT Can Help1. Warehouse automation 1. Warehouse automation 1. Warehouse automation • Systems, Applications and • Systems, Applications and Products 2. Pick list automation Products (SAP) bar-coding (SAP) bar-coding solution3. PYXIS solution • Inventory management system4. Decision support system • Inventory management 2. Pick list automation • Return rate reduction5. Standardization • Carousel implementations 2. Pick list automation • Automation optimizationInput provided by: • Standardization 3. PYXIS Lorra Miracle 3. PYXIS • Hospital implementation • Hospital implementation 4. Decision-support system 4. Decision-support system • Tools • University HealthSystem • Database Consortium (UHC) tool 5. Standardization 5. Standardization • Ekahau optimization • Case-specific physician preferences • Ekahau wireless real-time location system (RTLS) IT Strategy uting “Always On” Comp asset Data as a strategic record Electronic health eroperability Integration and int of electronic sy stems d outreach Support growth an tions Unified communica led systems Usability of instal rvice delivery World-class IT se UK HealthCare 39
  • 42. Surgery InitiativesSurgery Strategy What Surgery is Doing How IT Can Help1. Optimize enterprise footprint 1. Optimize enterprise footprint 1. Optimize enterprise footprint • Center for Advanced Surgery • Expansion & optimization of2. Outreach • Pavilion A footprint3. Hospital-based practice • Pavilion H 2. Outreach 4. Leverage robotics in surgical • Good Samaritan Hospital • System integration and services • Clinics optimization • Outreach5. Automate & integrate surgery • EHR • Hybrid operating rooms patient flow • Services growth 2. Outreach • Mobile device integrationInput provided by: • System integration and 3. Hospital-based practice Darren Johnson, MD optimization • Streamline registration and Raleigh Jones, MD • EHR scheduling Rebecca Napier • Services growth • Services integration Jay Zwischenberger, MD • Mobile device integration 4. Leverage robotics in surgical 3. Hospital-based practice services • Services integration • Integrate robotics with EHR 4. Leverage robotics in surgical • Robotics replacement and services upgrades IT Strategy • Replace end-of-life robotics 5. Automate & integrate surgery uting equipment “Always On” Comp patient flow asset • Optimize robotics Data as a strategic • Integration of vital sign data across record Electronic health 5. Automate & integrate surgery the continuum of care eroperability Integration and int patient flow • Clinical system integration and of electronic sy stems • Clinical systems integration & optimization d outreach Support growth an optimization • Document fragmented current- tions Unified communica - Access state system configuration led systems - Flow • Facilitate decision process for Usability of instal rvice delivery - EHR Surgery leadership to decide which World-class IT se - Documentation systems to use across the Surgery - Eliminate expensive labor continuum • Design a solution & implement the selected integrated design 40 UK HealthCare
  • 43. Trauma InitiativesTrauma Strategy What Trauma is Doing How IT Can Help1. Quality & safety 1. Quality & safety 1. Quality & safety • Utilization of the trauma registry • Service line dashboard for trauma 2. Service excellence to benchmark care (National services3. Operational excellence Trauma Quality Improvement • Integration of data collection to Program) registry to enhance efficiencyInput provided by: • Develop a methodology to • Optimization of physician & Andrew Bernard, MD automate the data collection provider handover tool Julie Blackburn processes • Upload and archive of outside films Phillip Chang, MD • Update the handover tool for • Optimization of electronic trauma providers history & physical document • Upload of outside films 2. Service excellence • Optimize electronic trauma history • Optimize interoperability of & physical document emergency management systems 2. Service excellence & UK HealthCare systems • Improve staff experience 3. Operational excellence • Optimize interoperability of • Quality & safety dashboard to emergency management systems service line leadership for & UK HealthCare systems performance improvement 3. Operational excellence activities IT Strategy uting • Address the levels of alert by • Data management for meeting “Always On” Comp asset creating two levels; one for the operational decisions Data as a strategic trauma surgeon and one for the record Electronic health ED resident providing visualization eroperability Integration and int into the patient for the trauma of electronic sy stems team d outreach Support growth an • Trend data for errors and analyze tions Unified communica for performance improvement led systems Usability of instal opportunities across the system rvice delivery World-class IT se UK HealthCare 41
  • 44. IT CommitteesIT GovernanceUK HealthCare’s IT Governance team guides information technology strategy, direction, priorities, fundingand resource plans. A process was established for IT Governance to rate all requests against UK HealthCare’ssignature metrics. The members of the IT Governance Team are:• Sandra Chambers• Phillip Chang, MD• Murray Clark• Jonathan Curtright• Ed Erway• Darrell Griffith• Sandra Jaros• Jane Kirschling, PhD• Sergio Melgar, co-chair• Elizabeth Oates, MD, co-chair• Keith Shelton• Brett Short• Ann Smith• Carol Steltenkamp, MD• Colleen Swartz, DNP• Tim TarnowskiThe following governance subcommittees have been established, or are in the process of being established,to assist with specific themes and challenges:• Project request prioritization• Data warehouse• Infrastructure and security• Service request prioritization42 UK HealthCare
  • 45. Key Attributes of aWorld-Class IT OrganizationIT’s vision is to “Build a World-Class IT Function to Transform Health Care.” We adopted an industry bestpractices framework with the following components: IT Applications Business Governance Delivery Enablement Data & Strategy Requirements Knowledge & Planning Definition Management Enterprise Security & BC Application Infrastructure IT Enabled Architecture Planning Design Delivery Collaboration Risk Availability Management Project Management Business Case Technology Management Discipline Innovation & Execution Security, Policies Life Cycle Cost & Standards Maintenance Efficiency Portfolio Process Cost Management Digitization Containment DR & BC Cost Planning Transparency Performance Talent Vendor Measurement Management Management Vendor Value IT Staff Performance Demonstration Development Oversight Performance Leadership Vendor Reporting Development Segmentation Performance DevelopmentWe have assigned cohorts of multidisciplinary Information Technology teams to develop the definitions for eachattribute as they relate to UK HealthCare. The cohorts will also determine the components for each attributeand work to make the related approaches and processes a part of the way we work. This approach will enableus to link our approaches to industry best practice while tailoring the specific needs to our environment.Used by permission; Corporate Executive Board, Key Attributes of the World-Class Information Technology Organization. UK HealthCare 43
  • 46. Our Improvement JourneyUK HEALTHCARE MISSION FY 2013UK HealthCare is committed to the pillars of academic IT Executive Council Goalshealth care – research, education and clinical care.Dedicated to the health of the people of Kentucky,we will provide the most advanced patient care andserve as an information resource. We will strengthen IT Strategic Planlocal health care and improve the delivery system ofthe Commonwealth by partnering with communityhospitals and physicians. BudgetWe will support the university’seducation and research needs MY PASSPORT FOR OURby offering cutting edge clinical IT Governance Milestonesservices on par with the nation’s QUALITY/SAFETY SERVICE EXCELLENCEbest providers. Enterprise GoalsVALUESSense of Urgency World-Class AttributesTeamworkAccountabilityInnovationRespectUK HEALTHCARE EFFICIENCY IMPACT Signature MetricsINFORMATIONTECHNOLOGY MISSION IMPROVEMENT JOURNEY Quality / SafetyImprove UK & UK HealthCareVISION In 2012 we developed and Service trialed a “Passport for OurBuild a World-Class IT Function Improvement Journey” Excellenceto Transform Health Care to reflect our mission of improving the University of Kentucky EfficiencyVALUES and UK HealthCare. Based on this trialRespect period, the IT leadership team decidedAccountability to deploy this passport more broadly ImpactIntegrity within IT. Each IT leadership team member signed this passport to reflectServant Leadership our commitment to our improvementExcellence journey. We have distributed this passport to each UK HealthCare IT team member. 44 UK HealthCare
  • 47. IT StrategiesIn 2009, the following information technology strategies were introduced to the IT Governance Team: IT Strategy uting “Always On” Comp asset Data as a strategic record Electronic health eroperability Integration and int ms of electronic syste d outreach Support growth an tions Unified communica led systems Usability of instal rvice deliver y World-class IT seThese IT strategies were created to guide our thought processes and to tie IT investments to valuedelivery. Initial definitions have been developed for each of these strategies, which are currently beingupdated based on what we learned over the last several years. Once these are updated, they will beincorporated in future documentation.AcknowledgementsSpecial thanks to the interview participants as well as the following UK HealthCare InformationTechnology Strategic Planning Teams:Core Team:Steve Baker Rob CanalesDoris Miller Jim MorrisMatt Turner Vince WilloughbyInterview Teams:Eddie Baker Sharon Craft Sharon MacLaughlin Mike RushingJoy Barnes Jeff Davis John Montgomery Diana SageJan Bates Doug Fee Mahendran Naidu Aric SchadlerLisa Beard Michelle Gerding Ben Nicholls Wally ShropshireLynda Bennett Chris Hall Linda Noffsinger Karla SouthworthMike Booth Ron Horn Cecilia Page Carla TeasdaleRobert Brown Chris Howes Phyllis Patch Matt TurnerMichelle Cassin Paula Hudson Linda PetroczyNatalie Collett Brian Kinney Lisa PopeChuck Combes Mark Little Lauren Riley
  • 48. University of KentuckyInformation Technology900 South Limestone317 Wethington BuildingLexington, KY 40536859.323.5126ukhealthcare.uky.eduAn equal opportunity university. 2-3644