Rodney Dykehouse presented on shaping the future of healthcare IT leaders. He discussed current trends impacting healthcare organizations and the evolving role of CIOs. The presentation identified skills needed for CIO 3.0, including strategic leadership, business partnerships, and preparing for new reimbursement models, consumerism, personalized medicine, and cybersecurity. Dykehouse argued CIOs must help other executives achieve goals and demonstrate business value through optimization, engagement, and leveraging networks to navigate an ever-changing environment.
"HIT Leader 3.0 Cornerstone: Setting Vision and Strategy in Dynamic Times"
Future HIT Leaders must be a valued strategic partner both internal and external to their organization. They should be an active participant with their C-Suite in defining the organization’s future business vision while providing sound, innovative and flexible technology strategies and solutions. As the provider’s community base expands, HIT Leaders must develop external strategic relationships to effectively support the organization’s short and long term business services. This positions the future HIT Leaders to champion technology value and benefits required to achieve organizational transformation and success. Attendees of this session will explore ways the HIT Leader 3.0 can successfully achieve technology deployment that tightly aligns with the organization’s business vision, strategy and services as well as participate as a key leader in driving the organization’s strategic vision.
Learning Objectives:
Explore new leadership skills and traits required of the future HIT Leaders to enable effectiveness across organizational lines and with their C-Suite peers.
Discuss approaches for the future HIT Leaders to ensure that technology strategies are aligned with both current and planned organizational services in highly dynamic and changing times.
Explore effective skills for the HIT Leader 3.0 in representing their organization to external customers and business associates that leads to successful achievement of the business vision and strategy while leveraging technology strategies.
Rodney Dykehouse, FCHIME, CHCIO
CIO
Penn State Hershey Medical Center and College of Medicine
How do we see the healthcare's digital future and its impact on our lives?Jane Vita
"Healthcare is undergoing major changes spurred on by, but not limited to, technology.
Digitalisation is changing the way we think about health, what taking care of it really entails, our personal role in healthcare systems and the way we interact with technology in the context of health.
In many ways, we are entering a post-institutional age of increased personal responsibility, which presents healthcare service providers and other players in the field with major opportunities and great risks. Technology has the potential to empower people and help them become more active in the management of their and their families’ health. This will change the relationship of the patient and the caregiver in profound ways." Mirkka Länsisalo
A co-creation with Mirkka Läansisalo and Sala Heinänen, at Futurice.
Trends and Career Opportunities in Health ITdata brackets
According to the Bureau of Labor Statistics, healthcare and social services jobs are expected to grow 24 percent from 2008 through 2018, faster than the average for all occupations. Growth in the healthcare IT industry can be attributed to many factors: Long term care of a large aging population, the need for technology to provide greater accountability for two thirds of the population at risk for heart disease due to being overweight or obese, more emphasis on preventive care and the use of technology and data to increase the quality of patient care and overall accountability. Additionally, American Recovery and Reinvestment Act of 2009 (ARRA) bill included a section known as HITECH where entitlement funds are available (+/-$34 billion) to Medicare and Medicaid participating providers (hospitals, physicians and other providers) as an incentive to develop and improve their health information technology (HIT) capabilities, primarily in the area of electronic health records (EHRs).
The problem that many hospitals and other providers encounter in filling these jobs is the shortage of qualified, experienced health IT staff. While the federally funded training programs in 82 community colleges may help meet some of the demand, the majority of the available positions are not entry level, say consultants and CIOs.
This presentation will focus on these trends and career opportunities in health IT for professionals based on job roles, vendors technology and market transition.
Guest Speaker: Tommy Fowler, Healthcare Services at TEK Systems
I am a proud angel investor in LEARNVEST, which was sold to Northwestern Mutual earlier this year. I just came across this very interesting report they did on financial confidence. If you know me, you know I love research, especially on anything related to women and money. Here it is!
How Big Data, Smart Devices and Wearables Will Save Lives: Revealing the Emer...Enspektos, LLC
Big Data, mobile, sensors and human experts are being combined to develop next-generation wellness solutions that may help us win the war against diseases like heart disease that are caused by poor health habits. Read this introduction to the emerging TechnoWellness revolution and how it could save lives.
Caregiving Innovation Frontiers: A universal need, a growing opportunity — le...Longevity Network
Can 40 million caregivers count on you?
Where can I find reliable help with meals and medications? What does this bill mean, and will my insurance cover it? And how can I help Mom and Dad stay safe and healthy? As people live longer lives, questions like these touch us all. According to the 2015 report “Caregiving in the U.S.,” an AARP and National Alliance for Caregiving study, nearly 40 million Americans in 2014 were providing unpaid care to people who are older, disabled, or otherwise in need of assistance. A quarter were millennials and half were under the age of 50. Some call it “informal” care, but there’s nothing informal about the emotional, financial and day-to-day stress such a role can involve or the growing gap between the number of caregivers and the number of care recipients. By 2020, 117 million Americans are expected to need assistance of some kind, yet the overall number of caregivers is only expected to reach 45 million.
ING steps up research on consumer finances
ING published the first in a series of research reports as part of ING’s Think Forward Initiative to gain a better understanding of consumer decision-making and the consequences on economic activity.
More info: http://www.ing.com/Newsroom/All-news/ING-steps-up-research-on-consumer-finances.htm
"HIT Leader 3.0 Cornerstone: Setting Vision and Strategy in Dynamic Times"
Future HIT Leaders must be a valued strategic partner both internal and external to their organization. They should be an active participant with their C-Suite in defining the organization’s future business vision while providing sound, innovative and flexible technology strategies and solutions. As the provider’s community base expands, HIT Leaders must develop external strategic relationships to effectively support the organization’s short and long term business services. This positions the future HIT Leaders to champion technology value and benefits required to achieve organizational transformation and success. Attendees of this session will explore ways the HIT Leader 3.0 can successfully achieve technology deployment that tightly aligns with the organization’s business vision, strategy and services as well as participate as a key leader in driving the organization’s strategic vision.
Learning Objectives:
Explore new leadership skills and traits required of the future HIT Leaders to enable effectiveness across organizational lines and with their C-Suite peers.
Discuss approaches for the future HIT Leaders to ensure that technology strategies are aligned with both current and planned organizational services in highly dynamic and changing times.
Explore effective skills for the HIT Leader 3.0 in representing their organization to external customers and business associates that leads to successful achievement of the business vision and strategy while leveraging technology strategies.
Rodney Dykehouse, FCHIME, CHCIO
CIO
Penn State Hershey Medical Center and College of Medicine
How do we see the healthcare's digital future and its impact on our lives?Jane Vita
"Healthcare is undergoing major changes spurred on by, but not limited to, technology.
Digitalisation is changing the way we think about health, what taking care of it really entails, our personal role in healthcare systems and the way we interact with technology in the context of health.
In many ways, we are entering a post-institutional age of increased personal responsibility, which presents healthcare service providers and other players in the field with major opportunities and great risks. Technology has the potential to empower people and help them become more active in the management of their and their families’ health. This will change the relationship of the patient and the caregiver in profound ways." Mirkka Länsisalo
A co-creation with Mirkka Läansisalo and Sala Heinänen, at Futurice.
Trends and Career Opportunities in Health ITdata brackets
According to the Bureau of Labor Statistics, healthcare and social services jobs are expected to grow 24 percent from 2008 through 2018, faster than the average for all occupations. Growth in the healthcare IT industry can be attributed to many factors: Long term care of a large aging population, the need for technology to provide greater accountability for two thirds of the population at risk for heart disease due to being overweight or obese, more emphasis on preventive care and the use of technology and data to increase the quality of patient care and overall accountability. Additionally, American Recovery and Reinvestment Act of 2009 (ARRA) bill included a section known as HITECH where entitlement funds are available (+/-$34 billion) to Medicare and Medicaid participating providers (hospitals, physicians and other providers) as an incentive to develop and improve their health information technology (HIT) capabilities, primarily in the area of electronic health records (EHRs).
The problem that many hospitals and other providers encounter in filling these jobs is the shortage of qualified, experienced health IT staff. While the federally funded training programs in 82 community colleges may help meet some of the demand, the majority of the available positions are not entry level, say consultants and CIOs.
This presentation will focus on these trends and career opportunities in health IT for professionals based on job roles, vendors technology and market transition.
Guest Speaker: Tommy Fowler, Healthcare Services at TEK Systems
I am a proud angel investor in LEARNVEST, which was sold to Northwestern Mutual earlier this year. I just came across this very interesting report they did on financial confidence. If you know me, you know I love research, especially on anything related to women and money. Here it is!
How Big Data, Smart Devices and Wearables Will Save Lives: Revealing the Emer...Enspektos, LLC
Big Data, mobile, sensors and human experts are being combined to develop next-generation wellness solutions that may help us win the war against diseases like heart disease that are caused by poor health habits. Read this introduction to the emerging TechnoWellness revolution and how it could save lives.
Caregiving Innovation Frontiers: A universal need, a growing opportunity — le...Longevity Network
Can 40 million caregivers count on you?
Where can I find reliable help with meals and medications? What does this bill mean, and will my insurance cover it? And how can I help Mom and Dad stay safe and healthy? As people live longer lives, questions like these touch us all. According to the 2015 report “Caregiving in the U.S.,” an AARP and National Alliance for Caregiving study, nearly 40 million Americans in 2014 were providing unpaid care to people who are older, disabled, or otherwise in need of assistance. A quarter were millennials and half were under the age of 50. Some call it “informal” care, but there’s nothing informal about the emotional, financial and day-to-day stress such a role can involve or the growing gap between the number of caregivers and the number of care recipients. By 2020, 117 million Americans are expected to need assistance of some kind, yet the overall number of caregivers is only expected to reach 45 million.
ING steps up research on consumer finances
ING published the first in a series of research reports as part of ING’s Think Forward Initiative to gain a better understanding of consumer decision-making and the consequences on economic activity.
More info: http://www.ing.com/Newsroom/All-news/ING-steps-up-research-on-consumer-finances.htm
The document discusses several topics related to imaging in healthcare:
1) Stage 2 MU requirements call for remote viewing of patient records and images to increase access for physicians and patients. Patient portals may play a larger role in remote monitoring programs for chronic conditions.
2) Clinical decision support and CPOE are now required to improve safety, eliminate errors, and justify expensive tests. VNAs can enable remote access via mobile devices.
3) The future is moving from hospital-centric, episodic, fee-for-service care to being more patient-centric, continuous, and value-based with an emphasis on wellness in addition to sickness.
4) Data liquidity, or ensuring the
Brent James, M.D., M. Stat. Executive Director, Institute for Health Care Delivery Research Intermountain Healthcare Keynote Presentation. Six clinical areas studied over 2 years:
- transurethral prostatectomy (TURP)
- open cholecystectomy
- total hip arthroplasty
- coronary artery bypass graft surgery (CABG)
- permanent pacemaker implantation
- community-acquired pneumonia
pulled all patients treated over a defined time period
across all Intermountain inpatient facilities - typically 1 year
identified and staged (relative to changes in expected utilization)
- severity of presenting primary condition
- all comorbidities on admission
- every complication
- measures of long term outcomes
compared physicians with meaningful # of cases
(low volume physicians included in parallel analysis, as a group)
Connie White Delaney is Professor & Dean, School of Nursing, University of Minnesota. She also serves as Director, Biomedical Health Informatics (BMHI), Associate Director of the CTSI-BMI, and Acting Director of the Institute for Health Informatics (IHI) in the Academic Health Center. Delaney is the first Fellow in the College of Medical Informatics to serve as a Dean of Nursing. Delaney is an appointee to the Health Information Technology Policy Committee, an advisory body established by the American Recovery and Reinvestment Act within the U.S. Government Accountability Office (GAO). Delaney serves on numerous boards, including the Board of the American Association of Colleges of Nursing, Board of LifeScience Alley, the American Medical Informatics Association (AMIA), Premiere Quest National Advisory Panel. ! She is an active researcher and writer in the areas of national standards development for essential nursing care and outcomes/safety data. She holds a BSN with majors in nursing and mathematics, MA in Nursing – Adult Health, Ph.D. Educational Administration and Computer Applications, and completed postdoctoral study in nursing & medical informatics at the University of Utah.
Development and implementation of a system to support prediction of suicide risk in the Department of Veterans Affairs - DR. Robert Bossarte and Paul Bradley
1) Hackensack University Medical Center is part of a large healthcare network in New Jersey serving over 6 million people. It has received numerous awards and recognition for clinical excellence.
2) The presentation discusses HackensackUMC's strategies for managing risk-based care and consumerism, which includes a focus on patient engagement, care coordination across settings, and using technology like EHRs and analytics to improve outcomes and reduce costs.
3) HackensackUMC is managing care for over 100,000 beneficiaries through its Medicare ACO, a Blue Cross ACO, and an Aetna Medicare Advantage plan. It aims to shift care toward prevention and meet the growing demands of consumerism through increased access,
Healthcare institutions are aggressively moving towards meeting compliance with MU1 and MU2 with the implementation of full-featured Electronic Health Records. Concomitantly, there will be a massive increase in the amount of clinical data captured electronically. Business intelligence (BI) which traditionally has focused on financial data can be leveraged to use clinical data to support providers in delivering high quality, efficient care. In addition, BI coupled with population health analytics can help meet many Accountable Care Organization needs. This presentation will discuss the Denver Health journey in using BI in a variety of was to facilitate the attainment of high quality care.
Waves of Change Shaping Digital ExperiencesJoe Lamantia
1) Eight waves of change are shaping digital experiences: social, co-creation, digital natives, games, takeaways, convergence, everyware, and visualization.
2) Experiences are becoming more social, participatory, portable across platforms and blended with physical reality.
3) Marketers can engage social networks, allow customization, use games/visualization, and connect digital/physical experiences.
This document summarizes a presentation about setting vision and strategy for health IT leaders in dynamic times. It discusses exploring new leadership skills required for effective collaboration. It also addresses aligning technology strategies with organizational services and objectives. Additionally, it covers representing the organization to external partners to achieve business goals while leveraging technology. The presentation provides approaches for health IT leaders to develop an organizational vision and strategy that can adapt to changing conditions.
n the new digital economy, we are in the midst of a third industrial revolution comparable in scale and impact to the introduction of electrification. Digital technology has the potential to improve corporate performance and reach radically, leading to demonstrably better financial performance. However, while the potential of digital is clear, how to practically deliver on a digital vision is less so. In this third Digital Transformation Review, we aim to help business leaders understand more about the managerial and change challenge that they are facing. We look at how an organization defines its digital vision, how to drive change through effective governance and a people strategy, and how to seize the opportunity offered by big data.
We also offer a fresh perspective from pioneers across the globe, looking at an Indian organization’s approach to innovation in healthcare. One company that has defined an ambitious digital vision is Pfizer. We interview Kristin Peck, executive VP of worldwide business development and innovation, and John Young, president and general manager of the primary care business unit, who share the opportunities they see in the digital space as well as their journey in transforming their organization to create more value for their customers.
How data empowers member-centric transformationAndy Arends
The document discusses how health plans can transition from business-to-business (B2B) models to consumer-to-business (C2B) models by leveraging "viscous data" - data that flows freely between different sources. It outlines barriers to using viscous data like latency, lack of diversity, and security. However, breaking through these barriers by analyzing diverse real-time data from various sources can help health plans meaningfully engage with individual members and provide accountable care for populations. The document advocates that health plans should understand what they currently know about members, what more they could know, and how they will use additional data insights.
How Data Empowers the Member-Centric Enterprise (AHIP Presentation)Mandi Bishop
Presentation at AHIP OpsTech and Consumer Forum, focusing on the 7Vs of data driving the member-centric health plan enterprise: velocity, volume, variability, vulnerability, veracity, volunteered, and viscosity.
This document summarizes discussions from the Health 2.0 2017 Annual Conference. Speakers discussed trends in digital health investing, with topics including wearables, VR, artificial intelligence, and FDA pre-certification. They noted the hype cycle for emerging technologies and said digital health will likely follow suit, with initial excitement preceding longer-than-expected adoption timelines. However, digital health was said to eventually become a larger field than anticipated. The summary emphasizes this is a critical time for increasing healthcare system value and anticipates more M&A and investment activity.
Some of my favorite takeaways from 2013 South by Southwest's Health track on innovation, digital health, technology, social media, patient advocacy, and more.
Aami hitech mu impact on the future on HC ITAmy Stowers
Relate the components of The HITECH Act and Meaningful Use to health management technology
Identify whether existing systems meet requirements
Communicate technology needs and request feedback from end users for a smooth transition
Implement best practices to move people and systems forward under these new requirements
10 Best Healthcare Solution Companies in 2022.pdfinsightscare
Michael Bauman is the CEO of LTC Ally, a company that provides revenue cycle management and financial services to long-term care facilities. He co-founded the company in 2006 with his partner Mark Josefovic to address inefficiencies in billing and financial operations through automation and process improvements. Under Bauman's leadership, LTC Ally has expanded its services and now focuses on innovation, performance and customer service while helping its clients navigate regulatory changes and financial challenges in the healthcare industry. Bauman credits the company's success to treating employees and customers well and providing services that improve clients' ability to focus on patient care.
Prescriptions for Healthcare's Digital CIOsCognizant
This document discusses the changing role of healthcare CIOs as the industry undergoes digital transformation. It finds that CIOs must take on new roles like chief integration officer to help their organizations adopt digital capabilities. The top driver for digital adoption is improving the patient experience. CIOs must partner closely with CMOs, as marketing owns the digital customer experience. However, CIOs have unique expertise in integrating legacy systems and data that is critical for digital initiatives. Overcoming barriers like limited budgets and legacy systems will require CIO leadership.
Getting Beyond the Hype of “Disrupting Healthcare” and Focusing on Actionable...Shahid Shah
This was a Keynote Address I gave at Healthcare Unbound 2013 and focused on what’s needed for healthcare technology innovation in a value- and outcomes-driven model.
There’s a ton of hype surrounding disruptive technology innovation in healthcare but nothing is truly making a dent in the healthcare sector the same way as disruptions have occurred in other major segments of our economy. The slow but sure march from Fee For Service Based Care to Outcomes Driven Care has certainly started but it’s neither fast enough nor substantial enough to bend the cost curve or improve value to patients in the short term.
This presentation discusses how we can get beyond the hype by focusing on actionable innovation. Specifically, I answered the following questions:
* What does innovation in healthcare mean?
* Where are the major areas in healthcare where innovation is required?
Important takeaways this session included:
* Understand PBU: Payer vs. Benefiter vs. User
* Understand why healthcare businesses buy stuff so you can build the right thing
Open Source is a great opportunity for EHR, Digital Health, and Health IT Int...Shahid Shah
The document discusses OSEHRA (Open Source Electronic Health Record Alliance) and its potential as a business opportunity for health IT vendors and system integrators. It notes that OSEHRA provides open source software that can satisfy most healthcare IT needs, and that OSEHRA code, technologies, and common certification criteria present opportunities for new businesses and revenue streams in areas like hosting, testing, and documentation. The talk will argue that OSEHRA represents a major business opportunity for ISVs and systems integrators to develop new or augmented products and services.
Why should we care about integrating data? What should we be trying to achieve? Population Health. The Softer, Human Side of Being “Data Driven” not “Driven By Data." The New Era of Decision Support in Healthcare. Top 10 Challenges To Integrating External Data.
The Barriers to Military Healthcare Technology Innovation and What We Can Do ...Shahid Shah
This briefing was presented at the Military Electronic Healthcare Records Symposium in Washington DC. It answers the following questions:
* Is disruptive innovation in military healthcare technology possible?
* What does innovation in military healthcare mean?
* Where are the major areas in military healthcare where innovation is required?
The document discusses several topics related to imaging in healthcare:
1) Stage 2 MU requirements call for remote viewing of patient records and images to increase access for physicians and patients. Patient portals may play a larger role in remote monitoring programs for chronic conditions.
2) Clinical decision support and CPOE are now required to improve safety, eliminate errors, and justify expensive tests. VNAs can enable remote access via mobile devices.
3) The future is moving from hospital-centric, episodic, fee-for-service care to being more patient-centric, continuous, and value-based with an emphasis on wellness in addition to sickness.
4) Data liquidity, or ensuring the
Brent James, M.D., M. Stat. Executive Director, Institute for Health Care Delivery Research Intermountain Healthcare Keynote Presentation. Six clinical areas studied over 2 years:
- transurethral prostatectomy (TURP)
- open cholecystectomy
- total hip arthroplasty
- coronary artery bypass graft surgery (CABG)
- permanent pacemaker implantation
- community-acquired pneumonia
pulled all patients treated over a defined time period
across all Intermountain inpatient facilities - typically 1 year
identified and staged (relative to changes in expected utilization)
- severity of presenting primary condition
- all comorbidities on admission
- every complication
- measures of long term outcomes
compared physicians with meaningful # of cases
(low volume physicians included in parallel analysis, as a group)
Connie White Delaney is Professor & Dean, School of Nursing, University of Minnesota. She also serves as Director, Biomedical Health Informatics (BMHI), Associate Director of the CTSI-BMI, and Acting Director of the Institute for Health Informatics (IHI) in the Academic Health Center. Delaney is the first Fellow in the College of Medical Informatics to serve as a Dean of Nursing. Delaney is an appointee to the Health Information Technology Policy Committee, an advisory body established by the American Recovery and Reinvestment Act within the U.S. Government Accountability Office (GAO). Delaney serves on numerous boards, including the Board of the American Association of Colleges of Nursing, Board of LifeScience Alley, the American Medical Informatics Association (AMIA), Premiere Quest National Advisory Panel. ! She is an active researcher and writer in the areas of national standards development for essential nursing care and outcomes/safety data. She holds a BSN with majors in nursing and mathematics, MA in Nursing – Adult Health, Ph.D. Educational Administration and Computer Applications, and completed postdoctoral study in nursing & medical informatics at the University of Utah.
Development and implementation of a system to support prediction of suicide risk in the Department of Veterans Affairs - DR. Robert Bossarte and Paul Bradley
1) Hackensack University Medical Center is part of a large healthcare network in New Jersey serving over 6 million people. It has received numerous awards and recognition for clinical excellence.
2) The presentation discusses HackensackUMC's strategies for managing risk-based care and consumerism, which includes a focus on patient engagement, care coordination across settings, and using technology like EHRs and analytics to improve outcomes and reduce costs.
3) HackensackUMC is managing care for over 100,000 beneficiaries through its Medicare ACO, a Blue Cross ACO, and an Aetna Medicare Advantage plan. It aims to shift care toward prevention and meet the growing demands of consumerism through increased access,
Healthcare institutions are aggressively moving towards meeting compliance with MU1 and MU2 with the implementation of full-featured Electronic Health Records. Concomitantly, there will be a massive increase in the amount of clinical data captured electronically. Business intelligence (BI) which traditionally has focused on financial data can be leveraged to use clinical data to support providers in delivering high quality, efficient care. In addition, BI coupled with population health analytics can help meet many Accountable Care Organization needs. This presentation will discuss the Denver Health journey in using BI in a variety of was to facilitate the attainment of high quality care.
Waves of Change Shaping Digital ExperiencesJoe Lamantia
1) Eight waves of change are shaping digital experiences: social, co-creation, digital natives, games, takeaways, convergence, everyware, and visualization.
2) Experiences are becoming more social, participatory, portable across platforms and blended with physical reality.
3) Marketers can engage social networks, allow customization, use games/visualization, and connect digital/physical experiences.
This document summarizes a presentation about setting vision and strategy for health IT leaders in dynamic times. It discusses exploring new leadership skills required for effective collaboration. It also addresses aligning technology strategies with organizational services and objectives. Additionally, it covers representing the organization to external partners to achieve business goals while leveraging technology. The presentation provides approaches for health IT leaders to develop an organizational vision and strategy that can adapt to changing conditions.
n the new digital economy, we are in the midst of a third industrial revolution comparable in scale and impact to the introduction of electrification. Digital technology has the potential to improve corporate performance and reach radically, leading to demonstrably better financial performance. However, while the potential of digital is clear, how to practically deliver on a digital vision is less so. In this third Digital Transformation Review, we aim to help business leaders understand more about the managerial and change challenge that they are facing. We look at how an organization defines its digital vision, how to drive change through effective governance and a people strategy, and how to seize the opportunity offered by big data.
We also offer a fresh perspective from pioneers across the globe, looking at an Indian organization’s approach to innovation in healthcare. One company that has defined an ambitious digital vision is Pfizer. We interview Kristin Peck, executive VP of worldwide business development and innovation, and John Young, president and general manager of the primary care business unit, who share the opportunities they see in the digital space as well as their journey in transforming their organization to create more value for their customers.
How data empowers member-centric transformationAndy Arends
The document discusses how health plans can transition from business-to-business (B2B) models to consumer-to-business (C2B) models by leveraging "viscous data" - data that flows freely between different sources. It outlines barriers to using viscous data like latency, lack of diversity, and security. However, breaking through these barriers by analyzing diverse real-time data from various sources can help health plans meaningfully engage with individual members and provide accountable care for populations. The document advocates that health plans should understand what they currently know about members, what more they could know, and how they will use additional data insights.
How Data Empowers the Member-Centric Enterprise (AHIP Presentation)Mandi Bishop
Presentation at AHIP OpsTech and Consumer Forum, focusing on the 7Vs of data driving the member-centric health plan enterprise: velocity, volume, variability, vulnerability, veracity, volunteered, and viscosity.
This document summarizes discussions from the Health 2.0 2017 Annual Conference. Speakers discussed trends in digital health investing, with topics including wearables, VR, artificial intelligence, and FDA pre-certification. They noted the hype cycle for emerging technologies and said digital health will likely follow suit, with initial excitement preceding longer-than-expected adoption timelines. However, digital health was said to eventually become a larger field than anticipated. The summary emphasizes this is a critical time for increasing healthcare system value and anticipates more M&A and investment activity.
Some of my favorite takeaways from 2013 South by Southwest's Health track on innovation, digital health, technology, social media, patient advocacy, and more.
Aami hitech mu impact on the future on HC ITAmy Stowers
Relate the components of The HITECH Act and Meaningful Use to health management technology
Identify whether existing systems meet requirements
Communicate technology needs and request feedback from end users for a smooth transition
Implement best practices to move people and systems forward under these new requirements
10 Best Healthcare Solution Companies in 2022.pdfinsightscare
Michael Bauman is the CEO of LTC Ally, a company that provides revenue cycle management and financial services to long-term care facilities. He co-founded the company in 2006 with his partner Mark Josefovic to address inefficiencies in billing and financial operations through automation and process improvements. Under Bauman's leadership, LTC Ally has expanded its services and now focuses on innovation, performance and customer service while helping its clients navigate regulatory changes and financial challenges in the healthcare industry. Bauman credits the company's success to treating employees and customers well and providing services that improve clients' ability to focus on patient care.
Prescriptions for Healthcare's Digital CIOsCognizant
This document discusses the changing role of healthcare CIOs as the industry undergoes digital transformation. It finds that CIOs must take on new roles like chief integration officer to help their organizations adopt digital capabilities. The top driver for digital adoption is improving the patient experience. CIOs must partner closely with CMOs, as marketing owns the digital customer experience. However, CIOs have unique expertise in integrating legacy systems and data that is critical for digital initiatives. Overcoming barriers like limited budgets and legacy systems will require CIO leadership.
Getting Beyond the Hype of “Disrupting Healthcare” and Focusing on Actionable...Shahid Shah
This was a Keynote Address I gave at Healthcare Unbound 2013 and focused on what’s needed for healthcare technology innovation in a value- and outcomes-driven model.
There’s a ton of hype surrounding disruptive technology innovation in healthcare but nothing is truly making a dent in the healthcare sector the same way as disruptions have occurred in other major segments of our economy. The slow but sure march from Fee For Service Based Care to Outcomes Driven Care has certainly started but it’s neither fast enough nor substantial enough to bend the cost curve or improve value to patients in the short term.
This presentation discusses how we can get beyond the hype by focusing on actionable innovation. Specifically, I answered the following questions:
* What does innovation in healthcare mean?
* Where are the major areas in healthcare where innovation is required?
Important takeaways this session included:
* Understand PBU: Payer vs. Benefiter vs. User
* Understand why healthcare businesses buy stuff so you can build the right thing
Open Source is a great opportunity for EHR, Digital Health, and Health IT Int...Shahid Shah
The document discusses OSEHRA (Open Source Electronic Health Record Alliance) and its potential as a business opportunity for health IT vendors and system integrators. It notes that OSEHRA provides open source software that can satisfy most healthcare IT needs, and that OSEHRA code, technologies, and common certification criteria present opportunities for new businesses and revenue streams in areas like hosting, testing, and documentation. The talk will argue that OSEHRA represents a major business opportunity for ISVs and systems integrators to develop new or augmented products and services.
Why should we care about integrating data? What should we be trying to achieve? Population Health. The Softer, Human Side of Being “Data Driven” not “Driven By Data." The New Era of Decision Support in Healthcare. Top 10 Challenges To Integrating External Data.
The Barriers to Military Healthcare Technology Innovation and What We Can Do ...Shahid Shah
This briefing was presented at the Military Electronic Healthcare Records Symposium in Washington DC. It answers the following questions:
* Is disruptive innovation in military healthcare technology possible?
* What does innovation in military healthcare mean?
* Where are the major areas in military healthcare where innovation is required?
This document discusses the rapid changes occurring in healthcare due to digital technologies and the implications for pharmaceutical and medical device companies. It notes that while some industries have transformed significantly due to digital forces, healthcare has been slower to change due to its large size, complex regulations, and structural features. However, digital health startups are beginning to disrupt healthcare. The document recommends that health systems develop open data platforms to enable innovation. It also states that pharmaceutical and medical device companies must transform their business models, cultures, talent, and leadership to stay competitive in an increasingly digital healthcare system where individuals control their own health treatments.
This document provides information about an upcoming Healthcare Operational Excellence Executive Sector Meeting taking place October 22-24, 2017 in Dallas, TX. It lists the event participants which include various healthcare executives from hospitals and medical centers. The document discusses why attendees should attend, including maximizing their time, finding proven solutions, accessing reliable information from senior healthcare executives, and networking opportunities. It also outlines the think tank session topics that will be discussed during the event.
Think Tank V Key Takeaways & Best PracticesJustin Barnes
Care Strategy, Care Collaboration, Innovation, Industry Disruptors & Social Determinants of Health best practices directly and unscripted from thought leaders on the front lines of healthcare
D1 1020 related paper a booster shot for health and wellness exec report v4Dr. Wilfred Lin (Ph.D.)
A cognitive computing system like IBM Watson has the potential to transform the healthcare industry by enabling enhanced patient care, advanced discoveries, and better decision making. Cognitive systems can analyze large amounts of data to identify patterns and insights that humans may miss. The healthcare industry faces challenges from factors like rising costs, regulatory complexity, and a shortage of skilled workers. Cognitive computing can help healthcare organizations improve their abilities to engage with patients, discover new insights from data, and make personalized, evidence-based decisions.
This document provides tips for doing business in healthcare IT. It summarizes recent trends in the industry including increasing venture capital funding and electronic health record adoption rates. It also outlines challenges healthcare CIOs face such as security issues, implementing healthcare reforms, and retaining their position. The document advocates becoming a healthcare thought leader by getting certified, blogging, joining industry associations, and understanding the clinical side of healthcare.
The U.S. healthcare system is the most expensive yet least effective compared to other industrialized nations. While some areas of the U.S. have high quality care, it is not universal. The document discusses leveraging design thinking and positive deviance to spread best practices more widely. It emphasizes starting with a compelling vision, building trust through networks rather than strict workflows, using data to measure important outcomes, and developing skills and resources to build capacity for change. Spreading ideas requires a social as well as scientific approach.
The document discusses Cleveland Clinic's strategy for managing patient populations beyond meaningful use requirements. It provides an overview of Cleveland Clinic including its size and services. It then summarizes the history of Cleveland Clinic's patient portal called MyChart, highlighting growth in usage and new features added over time. Finally, it outlines Cleveland Clinic's growth strategy, which includes increasing transparency by providing access to medical records and surveys, improving access to care through online services, and engaging patients through collection of patient entered data.
The document discusses participatory health care and the need to shift from the current health care system to one focused on health. It notes that the health care problem stems from issues with care delivery design rather than a lack of medical innovation. The Center for Innovation at Mayo Clinic is working to transform health care delivery and the patient experience through human-centered design, collaboration, and rapid experimentation. Some of their projects include connected care apps and redesigning prenatal care to reduce visits and increase patient connectivity. The document advocates for engaging patients in their own health and activating them as partners in health care through tools that provide autonomy, mastery and purpose.
The document discusses Illumina's role in advancing precision medicine through next-generation sequencing and data analytics. It notes that while sequencing costs have decreased dramatically, challenges remain in interpreting, integrating, and analyzing the large volumes of genomic and other healthcare data. Illumina aims to develop comprehensive, patient-centric analytics platforms and knowledgebases to help address these challenges and enable more effective prevention, diagnosis, and treatment based on a patient's genetics, environment, and lifestyle. The success of these efforts will be measured by improvements in patient outcomes, healthcare costs and efficiencies, and changes in clinical practice guided by integrated genomic and clinical data analysis.
This document discusses partnering for success in healthcare IT leadership. It provides strategies for building trusted relationships, embracing change, and shifting the focus from technology management to strategic business partnerships. Approaches include being open, a problem solver, agile, and willing to empower teams and make difficult decisions. The changing role of the healthcare IT leader is also addressed, such as anticipating change, having strong change management skills, and developing a broad industry network to address challenges from resistors. The overall message is that partnership, communication, and adaptability are key for healthcare IT leaders to successfully guide their organizations through a rapidly changing environment.
The document discusses developing talent and effective teams in healthcare leadership. It provides tips for leaders such as acting as a role model who embraces learning, celebrating outcomes and learning from assignments, building sustainable processes for development where managers coach their people, and leveraging problems as opportunities for learning. Developing talent requires focusing on culture through employee engagement, rewards and recognition, and building a positive organizational reputation. The presentation was given by Liz Johnson and Geoff Brown at a CHIME leadership forum on developing healthcare talent and teams.
The document discusses top cybersecurity risk mitigation strategies presented at a CHIME Leadership Education and Development Forum. It provides an overview of resources from the Department of Homeland Security and FBI that can help with gathering threat intelligence and establishing situational awareness. It emphasizes that proper user training, monitoring, and access management are important for risk mitigation. It also stresses the importance of the "people factor" and how human awareness and behavior are key to creating an effective human firewall against cybersecurity threats.
This document summarizes a presentation on cybersecurity threats facing healthcare organizations. It discusses how threat actors have evolved tactics like spear phishing and malware to target individuals. The presentation outlines the typical stages of an attack from initial reconnaissance to exfiltration of data. It provides recommendations for technical defenses like multifactor authentication and network segmentation as well as cultural changes like leadership support and security awareness training. Case studies from Emory Healthcare show the types of attacks blocked each month and techniques used to manage risk through frameworks and continuous improvement.
The Internet of Things (IoT) allows physical objects to be connected to the internet and to collect and exchange data. This enables remote monitoring and control of those objects over existing network infrastructure. It creates opportunities to more closely integrate the physical world with information systems, resulting in improved efficiency, accuracy, and economic benefits.
This document summarizes a presentation given by Doug Fridsma on meaningful use and precision medicine. Some key points from the presentation include:
- Meaningful use focused on EHR adoption over interoperability. Standards development received little funding.
- Health IT should be viewed as an ultra-large scale system like a city, not just software, with decentralized control, data sharing standards, and emphasis on the patient experience.
- Moving forward will require structured data standards, full export of patient records, and testing exchanges between systems to improve interoperability for precision medicine and new payment models.
- EHRs will not be the most important health IT - areas like consumer devices, precision medicine, and
Sajid Ahmed presented on the implementation of an EHR system at Martin Luther King Jr Community Hospital on a limited budget and tight timeline. The hospital was established through a public-private partnership between LA County and UCLA. Key strategies for successful implementation included aligning the culture, processes and people; allowing the processes to drive the EHR design rather than the other way around; and focusing on the hospital's mission when facing challenges. Through extensive planning and vendor management, the EHR went live on time and on budget to support the hospital's opening.
This document provides an overview of Dignity Health's strategies for achieving Meaningful Use objectives across their large health system. It discusses their centralized governance structure and tools for tracking progress. Significant attention is given to challenging objectives like patient electronic access, summary of care exchange, and public health reporting. The document outlines communication plans, education provided to sites, and techniques for monitoring metrics and preparing strong audit defenses.
The document discusses healthcare leadership and the implementation of electronic medical records (EMRs). It notes that in 1999, the Institute of Medicine reported that medical errors resulted in 44,000 preventable deaths annually in the US. As of 2009, only 1.5% of hospitals and 4% of physician practices had fully implemented EMR systems. The document emphasizes that successful EMR implementation requires focusing on people first by engaging user leaders, getting everyone onboard, and setting clear ground rules. It also stresses the importance of moving quickly with an aggressive schedule, capitalizing on moments of crisis to drive change, and clear communication throughout the process.
Raymond Lowe welcomed attendees to the IHT2 conference in Beverly Hills. He noted that threats, vulnerabilities and exposures are increasing in the healthcare industry, with major data breaches affecting millions of individuals in recent years. Telehealth strategies must provide access to care across the continuum from wellness to acute care to home care. Emerging digital technologies are changing the consumer experience of healthcare. Seven trends are driving this change, including personalized health services, consumerism, employer-directed models, expanded telehealth, cloud-based interoperability, integrated medical devices, and predictive analytics.
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CHIME Lead Forum 2015 - NYC
1. A CHIME Leadership Education and Development Forum in collaboration with iHT2
Shaping the HIT Leader’s Future: Dynamic
Industry Drivers and Trends
Rodney C. Dykehouse, CHCIO, FCHIME
CIO, Penn State Hershey Medical Center & College of Medicine
#LEAD15
2. Learning Objectives
• Identify current and future healthcare and organizational trends,
challenges and drivers impacting provider organizations and the role
of the HIT Leaders.
• Discuss the evolving role of today’s HIT Leaders and the drivers
behind the shift.
• Identify the anticipated skill set and leadership qualities for the HIT
Leader 3.0 including strategies for today’s leaders to prepare for the
future.
3. What is Penn State Hershey?
Penn State Milton S. Hershey Medical Center
• 563-bed teaching & research hospital
• Children’s Hospital, Cancer Institute
Penn State College of Medicine
• $107 million research enterprise
• More than 1,600 learners;
• Nearly 300 College faculty
Penn State Hershey Medical Group
• 59 clinical sites / 1,034,000+ clinic visits
• 750+ physicians/900+ clinical providers
Penn State Hershey Health System
• 19 hospital and provider affiliates
• Rehabilitation Hospital, PPI
• Hershey Outpatient Surgery Center (HOSC)
• Hershey Endoscopy Center; Horizon Healthcare Services
Four Integrated
Missions:
• Education
• Research
• Patient Care
• Community Service
4. Milton S. Hershey 1857-1945*
• 1905
– Hershey Factory completed
• 1907
– Hershey Park
• 1909
– Milton S. Hershey School
• 1918
– Endowed MSH School with
Hershey Chocolate Co.
Stock
• 1963 ……….. Milton S. Hershey
Catherine Hershey
5. How it all got started*
1963 Initial $50 million gift
worth approximately $369 million
in today’s dollars. (Also gifted 252 acres
in Hershey, to build a medical school and
teaching hospital)
1967 First medical student class –
40 students, 37 men and 3 women.
3000+ - Doctor of Medicine
degrees.
The $50 Million Phone Call
PSU President
Eric Walker
Hershey Trust Chairman
Sam Hinkle
6. Agenda
• What is a HIT Leader/CIO 3.0?
– The “New Normal”
– Dynamic times require dynamic, flexible, strategic leaders
• Strategic Leadership
– Several examples to reinforce the need for key strategic skills from HIT Leaders
• Be Strategic. Be Revolutionary. Be Radical.
Be Successful in the “New Normal”
7. CIO 3.0 – What now???
• What is a HIT Leader/CIO 3.0?
– Today’s CIO role is shifting as the healthcare landscape is changing at
unprecedented speed.
– This evolution is anticipated to continue at an accelerated pace with mergers,
consolidations, new partnerships, and evolving management models.
– Added to this dynamic environment is the rapid advancement of technology
and the added pressures from government legislation and compliance
mandates.
– Highly skilled HIT leadership in this environment is critical for future
success.
CIO 1.0 & 2.0
Yep, you’re accountable
for these, too!
8. The Healthcare CIO:
From Crawling to Walking Upright, to Carrying the Organization
Knowledge Purveyor
Technology Interpreter
Process Visionary
Process Consultant
Financial Analyst
Change Agent
Educator
Lobbyist
Service Broker
Project Advisor
Venture Capitalist
Customer Service
Innovator
Economist
Risk Manager
Political Visionary
Application Purveyor
Vendor Manager
Project Manager
Asset Manager
Problem Manager
Skill Manager
Process Navigator
An Advisor role A Driver role
Tech Manager
A Supportive role
CIO 1.0 CIO 2.0CIO 1.5
An Enabler role
IT Operations
+ +
Source: Gartner CIO 2.0 Conference
9. Expectations of CIO 3.0
• Healthcare Information
Exchange
• Certified Electronic Health
Record
• Patient Portals
• Data Warehouse
• Business Intelligence
• Complete Data Integration
• Data Analytics
• World-class IT Team
• Unified Communications
• ACO System
• Population Health System
• Document Management
• Mobile & TeleHealth
11. Predicting the Future: NASA ???
The question is no longer,
“what planet are you on?”,
but rather
“What planet SHOULD you be on…
and how will you get there???”
12. Evolution:
gradual development of
something, especially
from a single to a more
complex form.
Revolution:
fundamental change
in a way of thinking
about or visualizing
something.
EVOLUTION REVOLUTION
vs
.
13. CIO 3.0 – What now???
• The New Normal…
What is YOUR New Normal????
Do you have a Strategic Plan?
Are you focused on Today or Tomorrow?
Are you ready to deliver it…even as
it must remain dynamic?
23. The New Normal
Personalized Medicine
Can your EMR handle this?
Do you have enough storage for this?
Can you share and capture this from anywhere?
The New Normal – Genomics
25. The New Normal – Cyber Security!
CyberSecurity
It CAN happen to you!
What are you doing to “prepare” your organization?
26. The New Normal – Cyber Security!
CyberSecurity
What do you have “in the cloud” ??
What is your accountability for it??
It CAN happen to you!
27. The New Normal – Cyber Security!
CyberSecurity
What have you done to understand and
protect your medical devices??
To change your vendor requirements??
What is your accountability for it??
28. The New Normal – Cyber Security!
CyberSecurity
Class-Action Lawsuits…can be expected.
It CAN happen to you!
29. In the news….more security breaches…
…it has happened to us!!!
Sept 9. 2014
30. In the news….more security breaches…
…it has happened to us!!!
CyberSecurity
It WILL happen to you!
What are you doing to “prepare” your organization?
33. The New Normal – Cyber Security!
CyberSecurity
The Govt….are they more secure??
What do we need from them?
LEAD…the info sharing to combat this new
threat to EVERYTHING the Internet and
digital technologies offer
the Health Care Industry!
34. The New Normal – Cost Reductions!
Health Care 2020: “Givens” in Healthcare’s Future
1. Our organization MUST be able to break even on Medicare rates.
2. We must be able to partner with payers/employers to manage trend
3. We will be forced by the market to accept risk in various forms
4. FFS will not go away but it will become a less viable model, most especially for
primary care
5. We will have to train physicians and other healthcare professional differently
than we have in the past for the world they will inherit will be vast different.
6. Absent changes in how we deliver care “personalized medicine” will only be
affordable by the 1%
Medicare Cost
What is your cost compared to Medicare rates ??
What are you doing to reduce costs ??
How will you reduce costs? Staff or Stuff?
35. CIO 3.0 – What now???
• The New Normal…
– M&A: are you acquiring or being acquired? Corporate IT?
– New Reimbursement models: ACO, MSSP, Population Health
– Optimization and Business Value: commoditize everything
and optimize for strategic advantage, e.g. data, quality
improvement, cost reduction
– Patient Engagement: social media, wearables, patient
empowerment for appts, e-messaging, televisits, etc.
– Personalized Medicine: genomics, provider comparisons, etc.
– Cyber Security: for existing and virtual enterprises
38. • What is C-Suite 3.0?
– “When external change takes place—for example, the
emergence of a game-changing innovation, or a shift in
the regulatory landscape—it rarely affects only one
function inside the business. …. If anything, achieving
the coherence and alignment across multiple strategies
needed to bring about such changes seems to be getting
harder, particularly for CIOs.”
From Wall Street CIO Journal “Navigating C-Suite 3.0” orig published 2/2/15
CIO 3.0 – What is a CIO to Do???
39. • What is C-Suite 3.0?
– “In version 3.0,” Kelly says, “success will come to CIOs
through engaging as part of a team, and helping others
in the C-suite achieve their goals.”
– From Wall Street CIO Journal “Navigating C-Suite 3.0” orig published 2/2/15
CIO 3.0 – What is a CIO to Do???
40. CIO 3.0 – What is a CIO to Do???
McKinsey: “Why CIOs should be business-strategy partners”
February 2015 | byPedja Arandjelovic, Libby Bulin, and Naufal
Khan
41. CIO 3.0 – What is a CIO to Do???
McKinsey: “Why CIOs should be business-strategy partners”
February 2015 | byPedja Arandjelovic, Libby Bulin, and Naufal
Khan
42. • WSJ: “Navigating C-Suite 3.0”
– Engage as part of the C-Suite team
– Help others in C-Suite achieve their goals
• Panel w Glaser, Calhoun, Kleeburg, et al:
– Interpersonal skills plus technological knowledge
– Adaptability
– Positive relationships
• McKinsey: “Why CIO’s should be business strategy partners”
– Reimagine the CIO’s Role
– Develop IT’s Business Savvy
– Build a Distinctive recruiting engine
CIO 3.0 – What is a CIO to Do???
43. • The New Normal…
– M&A: are you acquiring or being acquired? Corporate IT?
– New Reimbursement models: ACO, MSSP, Population Health
– Optimization and Business Value: commoditize everything
and leverage for strategic advantage, e.g. data, quality
improvement, cost reduction
– Patient Engagement: social media, wearables, patient
empowerment for appts, e-messaging, televisits, etc.
– Personalized Medicine: genomics, provider comparisons, etc.
– Cyber Security: for existing and virtual enterprises
CIO 3.0 – What now???
44. • The New Normal…
– M&A: are you at the Planning & Negotiations table?
– New Reimbursement models: is your data architecture and
analytics in place to support these?
– Optimization and Business Value: have you commoditized
everything and now focused on business process optimization?
– Patient Engagement: are you recognized as a business partner?
Are you innovating? Can you?
– Personalized Medicine: is your EMR & SAN ready?
– Cyber Security: is your team, tools and CIRT ready?
CIO 3.0 – What is a CIO to Do???
46. Be a Strategic IT Leader
• Understand the business
• Build bridges with clinicians
• Anchor your thinking in process improvement and
measurement
• Use simple and straight forward communication
• Establish trust by achieving results
• Look for direction and new approaches
• Contribute ideas and options
47. Setting Vision and Strategy
• What is a CIO?
– Pragmatic Visionary
• Define the future
• Plan the steps
Today
Understand the
Organization and
Culture
Vision
Define the Vision
Identify the steps
Step 1
Step 2
Step 3
48. IT Governance…. Situational
IT Governance
Council
Zolko
Education
IT Advisory
Verderame
Research
IT Advisory
Leslie
Clinical
IT Advisory
DeFlitch
Bus/Finance
IT Advisory
Abbott
Infrastructure &
Service MGT
IT Advisory
Dykehouse
Data
IT Advisory
Young
CyberSecurity
IT Advisory
Snyder
System/Project
•Student IS
•LMS
•Room Scheduling
•A/V Design - Support
•Conf Rms
•Patient TV
Policies
•Room Scheduling
•A/V use
System/Project
•CRMS
•IRB
•UP Research
•BioRepository
•Research PACS
•I2b2 Database
Policies
•Compliance
•IRB
•
System/Project
•EMR
•PACS
•Lab IS
•Pharmacy
•Oncology
•Endoscopy
•Clinical Device
Integration
Policies
•EMR use
•Med Rec
•
System/Project
•Lawson ERP, (HR,
Finance, Mat Mgmt)
•Kronos
•Rev Cycle
•Coding
•ICD-10
•Web
Policies
•Web
•Compliance
•Coding
System/Project
•Data Center
•Network
•IS Security
•Authentication
•Messaging
•Device mgmt
•Srvc Delivery – Help
Desk, etc.
•Storage
Policies
•IS Security
•DR/ BC
•Device use
System/Project
•Master Data
•BI & Analytics
•Data integrity
•Data reporting
•Dashboards
•Person Identity Mgmt
Policies
•Data use
•Master file mgmt
•Data integrity
•Data Governance
System/Project
TBD
Policies
TBD
50. “How strategists lead”
Cynthia Montgomery, Harvard Business School
McKinsey Quarterly, July 2012
Strategy & Execution
“I’ve been struck by how often executives,
even experienced ones, get tripped up:
they …overlook how inter-related
strategy and execution are.”
52. Everyone thinks of changing the world
but no one thinks of changing himself
-Leo Tolstoy
53. HIT Leader / CIO 3.0 – What you can do now!
• The New Normal…
– Leverage your relationships & credibility as a true business partner
focused on business value. Help your peers to succeed! Optimize!
– Demonstrate the value of strategic and operational planning to
be agile and effective in meeting the changing requirements
• Strategic Foundational efforts: EIM (Enterprise Information Mgmt) strategy,
genomics planning, patient engagement strategies
• Operational efforts: HIE, Patient portals, Telemedicine incl televisits, etc.
– Establish peer and external networks to leverage the leading
markets, technologies and lessons learned.
– Don’t forget the basics! Build your team with the right skills. Focus
on IT maturity, commoditization, costs…AND customer service!
It is NOT too late!
55. Q & A
Rodney C. Dykehouse, CHCIO, FCHIME
Chief Information Officer
Penn State Hershey Medical Center and Health System
Penn State College of Medicine
MC A-310 / ASB 3200
90 Hope Drive / PO Box 855
Hershey, PA 17033
Phone: 717-531-4544
EMail: RDykehouse@hmc.psu.edu
Web: http://pennstatehershey.org
A CHIME Leadership Education and Development Forum in collaboration with iHT2
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handle(s) here
56. A CHIME Leadership Education and Development Forum in collaboration with iHT2