Strategy & Leadership: The First in a Series Highlighting Fall Forum Tracks
Steve Stanic, CHIME Planning Committee Chair, VP/CIO at Mississippi Baptist Health System
The track sessions at the 2019 CHIME Fall Forum provide a rare opportunity to learn from our peers. This year CHIME will offer four tracks: Strategy & Leadership; Business & Care Transformation; Emerging Issues in Healthcare & Health Information Technology; and Clinical Informatics. Here is the program for Track A: Strategy & Leadership. Look for articles in upcoming issues of Inside CHIME for information about Tracks B-D.
Monday, Nov. 4, 2:45-3:30 p.m.
Enabling Preeminence Through IS Leading Practices
Stanford Children’s Health has developed and implemented a number of novel and leading practice approaches to enable preeminence within their organization. This presentation will include an overview of the lean tools and techniques they have utilized to enhance their effectiveness and customer service, along with promoting rapid communication and leadership development. Learn how their Information Services (IS) Strategic Planning process engages leaders and drives operational ownership of the plan, along with hearing about their industry-leading clinical informatics program, which pushes innovation and enables preeminence across Stanford Children’s.
- Understand the lean tools and techniques that can be utilized to implement a daily management system
- Adopt an IS Strategic Planning approach that will enhance engagement and drive ownership by key leaders in the organization
- Learn how to organize and lead your clinical informatics department to enable organizational preeminence
Lisa Grisim, Vice President and Associate CIO, Stanford Children’s Health
Ed Kopetsky, Vice President and CIO, Stanford Children’s Health
Natalie Pageler, MD, CMIO, Stanford Children’s Health
Monday, Nov. 4, 4-4:45 p.m.
There’s an App for That: From Board Imperative to Your Digital Front Door
While digital health has proliferated industry news and been top-of-mind for IT executives for years, one area still emerging is the digital front door. Many health systems are now creating apps, but their digital front door is often a market reaction. Join this session to hear how to develop a holistic, consumer-centric approach to plan for and implement digital strategies. Presenters will share a stepwise approach to creating the digital front door, effective ways to solicit consumer feedback, functionality to consider, and the results of a market study comparing other health systems’ apps and functionality.
- Describe the importance of starting now to create a well planned, not reactive approach to determining your organization’s strategy for your digital front door, including consumer input, alignment with your strategy, and acknowledging your own internal capabilities
- Describe results of a market study, comparing several leading health systems’ apps and functionality
- Explain a stepwise process for defining and developing your digital front door
- Discuss how to determine success of the mobile app using user metrics, key performance indicators and return on investment measures
- Leverage the framework shared to formulate a coordinated, integrated program in an organization
Dan Coate, Director and Informatics and Technology Practice Lead, The Chartis Group
Deb Muro, CIO, El Camino Hospital
Tuesday, Nov. 5, 2:45-3:30 p.m.
Digital Medicine Transformation: The Essential Skill for the CIO and CMIO
The role of the CIO has fundamentally changed over the last 20 years. With the technological wave of electronic health records (EHRs), there was a rapid growth of new positions such as CMIOs as well as an ever-expanding clinical IT team. There is now a new technological wave of digital health and medicine that requires CIOs and CMIOs to broaden their role, to interact with, oversee and most importantly, develop innovation within the healthcare system. Through real-world case examples at Rush University Medical Center and Mount Sinai Health System, we present examples of standardized approaches that aim to create an environment to sustain and scale digital medicine interventions, and develop the skills to thrive in the digital era.
- Describe an overview of the new wave of digital health technologies that can support transition to value-based care
- Review successful case studies of digital medicine adoption where IT played a leadership role
- Identify ways in which digital transformation can become sustainable and scalable through a singular platform approach
Ashish Atreja, MD, CIO, Medicine, Mount Sinai Health System
Shafiq Rab, MBBS, CIO and Senior Vice President, Rush University Medical Center
Tuesday, Nov. 5, 4-4:45 p.m.
Turning Technology into a Strategic Asset
Nebraska Medicine and the University of Nebraska Medical Center (UNMC) have been going through a period of record growth, expanding year over year at an historic rate for the past 10 years. This growth has occurred on top of an aging IT infrastructure and was beginning to become an impediment to daily operations as well as to the strategic direction. During this session, learn how the IT organization transformed its people (organizational structure, roles and responsibilities, skills and staffing levels, organizational change), processes (business relationship management, strategic planning, processes, project management, systems development life cycle) and technology (software defined data center, hybrid cloud, digital workplace) to become a strategic asset to the enterprise.
- The steps to create a governance model that aligns information technology strategies to enterprise strategies
- Understand how to incorporate business relationship management (BRM) into the operating model of your IT department
- The technology that can be adopted to create time for IT staff to serve in BRM roles
Brian Lancaster, CIO and Vice President of IT, Nebraska Medicine