This session will offer practical advice and tips on how to achieve a successful implementation of a comprehensive electronic medical record environment. It will also show how this can provide a foundation for a future of collaborative models in a continuum-based care environment. In addition it will also focus on the leadership actions and tactics that are critical to achieve broad acceptance throughout the organization.

1. Creating The Environment for an
Electronic Medical Record:
A CEO’s Perspective
Peter S. Fine, FACHE
President and Chief Executive Officer

2. • 23 Acute Care Hospitals
• Banner Health Network
• Banner Medical Group with
more than 800 doctors
•Banner Health Centers and
Clinics
•Behavioral Hospital
•Outpatient Surgery
•Medical Education
•$4.7 billion in revenue, 2011
•AA- bond rating
•$381 million in community
benefit including $110 million in
charity care, 2011
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3. The Mission Statement
Is it a foundation for innovation?
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4. Banner Health’s
Non-Profit Mission
We exist to make a difference in people’s lives
through excellent patient care
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5. Our Vision
“We will be a national leader recognized for
clinical excellence and innovation, preferred for a
highly coordinated patient experience, and
distinguished by the quality of our people.”
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6. Banner’s 2020 Vision
“Our steps to the Future”
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7. Would someone please turn on
the innovation switch?
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8. Banner’s Vision
of Innovation
We will transform care delivery through rapid
deployment of information and care processes.
Our people will deliver care that is uniformly safe,
effective, accessible and trusted
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9. Why Banner has gone Big
with Innovation
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10. Innovation
Leadership Matters
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11. If it doesn’t get implemented,
don’t call it innovation
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12. Structure Counts
It begins at the Board
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13. Operating Company Model
Integrated Board Structure
System
Board of Directors
Committees
Corporate Care
Strategy Management
and Quality
Finance
Investment
Audit Compensation Executive
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14. The Sun Health Story
EMR in 12 Months
Banner Boswell Medical Center Banner Del E. Webb Medical Center
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15. CEO Role in EMR Implementation
•Organize and develop the initiative teams
•Articulate the “Vision”
•Demand accountability
•Provide both capital and expense resources
•Exhibit visible leadership: advocate & promote
•Drive towards standardization
•Measure success
•Realize the benefits!
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16. Physicians
The essential ingredient!
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17. Decision Point
A leap of confidence beats
a leap of faith
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18. Plan the Work
and
Work the Plan
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19. Banner CPOE Deployment Schedule
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20. Inpatient Clinical Technology Investment Complete
 “Franchise model”
implementation
 Currently 19 Banner
hospitals at HIMSS
Stage 7
 Ambulatory system
deployment underway
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21. Novel uses of EMR
bringing significant patient care
improvements
•Sepsis
•Central line infections
•CT scan usage
•Delirium
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23. Hospital Mortality Ratios:
BBMC BBWMC BDMC BDWMC BEMC BGMC BGSMC BHH BTMC MMC NCMC SRMC System ICU's
Q1 2011 0.73 0.83 0.69 0.84 0.57 0.72 0.63 0.55 0.52 0.67 0.4 0.86 0.65
Q2 2011 0.59 0.57 0.77 0.58 0.7 0.36 0.47 0.27 0.41 0.57 0.38 1.37 0.53
Q3 2011 0.66 0.4 0.42 0.55 0.43 0.48 0.46 0.46 0.36 0.35 0.28 0.45 0.45
Q4 2011 0.64 0.46 0.46 0.49 0.39 0.37 0.43 0.37 0.43 0.52 0.38 1.07 0.46
ICU LOS Ratios:
BBMC BBWMC BDMC BDWMC BEMC BGMC BGSMC BHH BTMC MMC NCMC SRMC System ICU's
Q1 2011 0.66 0.66 0.74 0.89 0.61 0.72 0.96 0.83 0.78 0.87 0.75 0.86 0.83
Q2 2011 0.67 0.88 0.79 0.8 0.64 0.67 0.92 0.77 0.83 0.62 0.8 0.71 0.8
Q3 2011 0.55 1.13 0.67 0.7 0.75 0.57 0.87 0.85 0.75 0.66 0.61 0.92 0.79
Q4 2011 0.55 0.86 0.78 0.66 0.67 0.55 0.85 0.79 0.69 0.68 0.62 0.79 0.74
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