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

1. Information Technology
Strategic Plan
2012
An enterprisewide initiative to solidify the future

2. Applications Linda Petroczy Ron Horn Patricia Crowe Kenneth Morgan
Staci Allen Jill Rambo Paula Hudson Marcus Daley Daniel Morris
Walter Arnett Greg Redmon Brian Kinney Jennifer Darling Jim Morris
Terrielyn Ashley Shamika Richardson Sharon MacLaughlin Jeff Davis Armen Muhovic
Steve Bainer Leigh Sawyer John Montgomery Dohn Deatherage Zachary Nash
John Baston Kimberly Scott Tiffany Morgan Michael Dillard Brian Niemeyer
Lisa Beard David Shearer Mahendran Naidu Gregory Dunnigan Linda Noffsinger
Barry Blakely Susan Springer Lisa Pope Tracie Edmonds William Overstreet
Koula Broaddus Jessy Thomas Michael Rushing Earnie Edwards Deepali Pai
Rob Canales Sharon Todd Wally Shropshire Mark Eimer Gregory Parsons
Lana Cole Brig Wakeland Karla Southworth Steven Endicott James Paugh
Natalie Collett Amy Webb Mark Spears Christopher Finney Steve Peters
Teena Collins Nancy Whitaker Amy Walker John Fischer James Plowman
Chuck Combes Mike Wilson Security Ross Flannery Michael Posey
Marilyn Cone Ross Winder Aaron Allen Ritch Florek John Poskin
Gary Coutts Hongbing Zhu Mike Booth Kevin Frick Tahelia Powe
UK HealthCare Information Technology will partner
more closely with our medical and business functions
in the years ahead. We will dedicate ourselves to building
upon our strong momentum and living our vision.
Sharon Craft Architecture & Bill Cotter Michelle Green David Powers
Karen Doty Strategy Doug Fee Anthony Griffith Gary Preece
Satyander Dudee Steve Baker Amy Justice LaShonda Haddix Corey Preston
Patricia Dunn Michelle Gerding Doug Keebortz William Hagan Rodrigo Prudencio
Elizabeth Fannin Benjamin Nicholls Branden Miller Chris Hall Susan Reinstedler
Peggy Foster Vincent Willoughby Connie Mitchell Michael Hampton Toquoto Richardson
Jay Furtula Don Richardson Derrick Hansen Joseph Rolfes
Informatics
Dianne Garrison Stan Settle Scott Haynes Amanda Rousey
Lynda Bennett
Brandon Green Eric Shock Jennifer Herrin Craig Silvey
Jenny Chen
Stephen Haggard Technology Chadwick Holbrook Michael Small
Daniel Cotter
Jeannie Hassebrook William Adams Chris Howes Belinda Smith
Bill Davis
Pamela Jacobs Mary Allen James Hubbard Diana Souheaver
Cecilia Page
Stephen Keck Eddie Baker Edward Isaacs Leslie Springer
Lauren Riley
Brent Krein Jan Bates Michele Isaacs Rosa Snow
Diana Sage
Jamie Kumar Chris Bohl Dallas Jelf Thomas Stakelin
Aric Schadler
Debbie Kyle Gerald Bottom Terrance Johnson Glenn Steketee
Trish Seabolt
Carl Maggard Fred Broach William Jones David Swartz
Michelle Simpkins
Donna Manning Justin Brock Kelly King Melissa Taylor
Carol Steltenkamp, MD
Donna Miller Jeffrey Brockman Ashley Kiser Stefan Taylor
Carla Teasdale
Doris Miller Robert Brown Shane Kiser Guy Terpening
Matt Turner
Blake Mills Karl Burgess John Kolacz Grant Thomas
Laura Williams
Tommie Minnick Timothy Bynum John Laffin Wesley Thomas
Alan Moore Portfolio Management Peter Landfield Robert Towery
Bruce Byrom
Pamela Moseley Joy Barnes Stephen Leedy Sarah Treen
Beverly Carpenter
Irina Moskalev Michelle Cassin Jeff Lynn Rico Walker
Cynthia Casteel
Daniel Neill John Del Bello Rudolf Machilek Christopher Watts
William Clark
Phyllis Patch Tami Dunnigan Marcia Masterson Linda Welch
Cory Coleman
Pritesh Patel Ginger Fraser Chris McIntyre Jerry Williams
Jay Collett
Jamie Patrick Ramona Garner Eric McWhorter Christopher Wilson
John Cox
Steve Patton Regina Heiser Patricia Miller Dana York
Steve Crawford

3. What’s Inside
INTRODUCTION
2 Executive Vice President for Health Affairs 28 Marketing
3 Information Technology 29 Markey Cancer Center
4 Executive Summary 30 Neuroscience
31 Nursing
SERVICE STRATEGIES AND INITIATIVES 32 Obstetrics
6 Ambulatory Services 33 Perioperative Services
7 Behavioral Health 34 Pharmacy
8 Cardiology 35 Radiation Medicine
9 Chief Medical Information Officer 36 Radiology
10 Clinical Network 37 Revenue Cycle
11 Clinical Performance 37 Strategic Planning
12 College of Medicine 39 Supply Chain
13 Compliance 40 Surgery
14 Critical Care 41 Trauma
15 Development
16 Emergency Department 42 INFORMATION TECHNOLOGY COMMITTEES
17 External Affairs 43 KEY ATTRIBUTES OF A WORLD-CLASS IT
ORGANIZATION
18 Facilities
44 OUR PASSPORT TO IMPROVEMENT
19 Finance Hospital
20 Finance Planning
21 Good Samaritan Hospital
22 Graduate Medical Education
23 Internal Medicine
24 Kentucky Children’s Hospital
25 Kentucky Medical Services Foundation
26 Laboratory
27 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 environment
As UK HealthCare has become increasingly reliant on data and information, we have
made significant progress toward a lofty vision to build a world-class IT function to
transform UK HealthCare.
In 2009, our IT Governance team developed some major goals, including implementation of
technology 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, and
determining a solution for our ambulatory electronic medical record.
To begin, we restructured the IT leadership team. After recruiting nationally, we have established
a strong team excited about the challenges ahead. This new leadership team worked to recruit Sergio Melgar
and build a team with an updated, more contemporary IT skill set. We are currently finalizing
the selection of our remaining team members. Succession planning, development planning
and mentoring programs are being established to ensure our team members are positioned for
successful careers here at UK HealthCare.
Parallel with this transformation, we made significant progress on our goals.. All phases of the
new pavilion at UK Albert B. Chandler Hospital opened on time, and IT systems and services were
executed very well. The UK Good Samaritan Hospital activation was equally successful – more than
50 systems were activated on a single day without incident or disruption. We have successfully
completed our attestation period for inpatient meaningful use – stage one. Additionally, to pursue
meaningful use for our ambulatory clinics, a solution for our ambulatory electronic medical record
is 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 patient
at the center of our work. Page 44 shows the passport each team member has received to provide Tim Tarnowski
clarity 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 multidisciplinary
document is a summary of medical and business strategies we gathered during this process and teams on their
identifies potential items to align with IT solutions. Our IT Governance team will use this input in
the coming years to continue guiding IT as well as establish upcoming priorities and funding for significant
our 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 Tarnowski
committed to keeping the patient at the center of our ambitions.
Sergio Melgar Tim Tarnowski
Chief Financial Officer Chief Information Officer
UK 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 clinics
4 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
Initiatives
Ambulatory Services Strategy What Ambulatory Services is How IT Can Help
1. 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 record
2. Space optimization
• Inpatient & outpatient integration • Remote clinic access
3. Access • Outreach & on-campus integration • Referring physician access
4. Ambulatory services standardization • Community-based practices
2. Space optimization
integration
Input 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
Initiatives
Behavioral Health Strategy What Behavioral Health is Doing How IT Can Help
1. Clinical documentation 1. Clinical documentation 1. Clinical documentation
• Electronic health record •Electronic health record
2. Patient units
integration • Behavioral health clinical practice
3. Best practices • Integrate behavioral health clinical guidelines integration with
practice guidelines with Sunrise Sunrise Clinical Manager
Input 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
Initiatives
Cardiology Strategy What Cardiology Is Doing How IT Can Help
1. Electrophysiology and 1. Electrophysiology and 1. Electrophysiology &
Catheterization Lab
Catheterization Lab Catheterization Lab
2. Imaging • Provide program description • Program optimization
3. Outreach 2. Imaging 2. Imaging
4. 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
• Clinics
8. Education • Nuclear
• Electronic medical record
9. Administration 3. Outreach
4. Inpatient Services
• Imaging
Input 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
Initiatives
Chief Medical Information What Chief Medical Information How IT Can Help
Officer Strategy Officer is Doing
1. Optimization of clinical systems
1. Optimization of clinical systems 1. Optimization of clinical systems • Optimization and improvement of
• Stabilize clinical systems clinical systems
2. Centralized data warehouse
• Research and implement the
2. Centralized data warehouse
3. Outreach and growth “right” systems
• Clinical and financial data
4. IT recognition • EHR optimization
into centralized data warehouse
Input 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
Initiatives
Clinical Network Strategy What Clinical Network is Doing How IT Can Help
Affiliate network
1. Affiliate network 1. Affiliate network
1. Outreach clinics network • Outlying community clinics and • Specialty services
2. Community division network hospitals:
2. Outreach clinics network
- Specialty services
3. 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
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10 UK HealthCare

13. Clinical Performance
Initiatives
Clinical Performance Strategy What Clinical Performance is Doing How IT Can Help
1. 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 through
2. 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
Initiatives
College of Medicine Strategy What College of Medicine is How IT Can help
1. Continuing education central
Doing 1. Continuing education central
function 1. Continuing education central function
function • Facilitate discussions with UK IT
2. Enterprise research storage
• Increase number of students and College of Pharmacy to identify
Input 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
Initiatives
Compliance Strategy What Compliance is Doing How IT Can Help
1. Privacy & security 1. Privacy & security 1. Privacy & security
• Mandatory reporting • Audit reports
2. Research
• Media releases • Encryption
3. Billing • Encryption • Compliance
4. Conflict of interest • Comply-Line (confidential ethics • Data growth
and compliance reporting option) • Social media
Input 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
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• Conflict management optimization
UK HealthCare 13

16. Critical Care
Initiatives
Critical Care Strategy What Critical Care is Doing How IT Can Help
1. High-quality care & patient safety 1. High-quality care & patient safety 1. High-quality care & patient safety
• Evaluation of quality, patient safety • Improving process through
2. Providing most efficient care
in the intensive care unit technology innovations
3. Data-based decision-making • Mortality predictability • Predictive analytics with mortality
4. Improve outcomes • System standardization across the prediction and patient
enterprise – one intensive care deterioration algorithms
Input 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
Initiatives
Development Strategy What Development is Doing How IT Can Help
1. 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 HealthCare
2. Fundraising audiences & approaches
hosted events • Kentucky Children’s Hospital
Input 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
Initiatives
Emergency Department Strategy What Emergency Department How IT Can Help
is Doing
1. High-quality care & patient safety 1. High-quality care & patient safety
1. High-quality care & patient safety • Electronic medical record
2. Providing most efficient care
• Evaluation of quality, patient safety standardization across disciplines
3. 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 medical
5. Community integration records and enhance patient safety
2. Providing most efficient care
• Support innovation of technology
Input 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
Initiatives
External Affairs Strategy What Affairs External is Doing How IT Can Help
1. Central Web function 1. Central Web function 1. Central Web function
• Web strategy • Web strategy collaboration
2. Access Center
• Patient access portals • Patient portals system delivery
3. Contracts, vendor relationships
2. Access Center 2. Access Center
4. 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 collaboration
6. Employee linkages • Regional extension center • Regional extension center
7. Affiliations 3. Contracts, vendor relationships 3. Contracts, vendor relationships
Input 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
Initiatives
Facilities Strategy What Facilities is Doing 3. Ambulatory Services
• Implement Ambulatory Services
1. UK Good Samaritan Hospital 1. UK Good Samaritan Hospital
tactical facilities plan over one to
• Evaluating the facility and
2. 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, relocations
3. Ambulatory Services the facility for an extended period
and expansions
of time
- Ambulatory care support functions
Input 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
Initiatives
Finance Hospital Strategy What Finance Hospital is Doing How IT Can Help
1. Hospital accounting 1. Hospital accounting 1. Hospital accounting
• System optimization • System optimization
2. Long-term capital forecasting
• Documentation management • Documentation management
3. Capital portfolio management program program
Input 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
Initiatives
Financial Planning Strategy What Financial Planning is Doing How IT Can Help
1. 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
Initiatives
Good Samaritan Strategy What Good Samaritan is Doing 3. Infrastructure optimization and
expansion
1. Community hospital system 1. Community hospital system growth
• Renovation and utilization of Good
growth • Collaboration with community
Samaritan space. Examples
physicians
2. Enterprise service optimization include:
• Maximize utilization and drive
- Departmental moves
3. Infrastructure optimization and appropriate acuity cases to
- Workflow improvements
expansion Good Samaritan
- 7th floor
• Promote and develop Good
- Cafeteria
Input 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
Initiatives
Graduate Medical What Graduate Medical How IT Can Help
Education Strategy Education is Doing 1. Informatics as a core competency
1. 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 to
2. Innovations in medical education
utilization of innovations in utilize the electronic medical record
3. Supporting a culture of safety medical education in clinical settings
4. 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