Enhanced EPIC Service Management, through ServiceNow Service Mapping
Steven Tisdale, Wake Forest Baptist Medical Center
Tim Currie, AHEAD LLC
EPIC is at the epicenter of care delivery in most healthcare organizations. This session will provide insights from Wake Forest Baptist Medical Center into the implementation and operationalization of ServiceNow’s Service Mapping for the EPIC application stack. Attendees will hear about the journey and lessons learned and also see a demo of the Service Mapping within the ServiceNow platform, by subject matter experts from AHEAD and ServiceNow.
Objective1: Understand what is possible from this approach to provide a higher level of service/support of EPIC and what real-world benefits this solution has yielded (or is expected to yield) for Wake Forest Baptist Medical Center.
Objective 2: Understand the level of effort needed to establish this capability in the ServiceNow platform.
Objective 3: Understand what operational model is required to establish and maintain this capability from a service management perspective.
Objective 4: Future capabilities and roadmap around this solution to further enhance the support of EPIC.
Steven Tisdale is the Enterprise Applications Manager for Wake Forest Baptist Medical Center. His background includes over 20 years of experience in application architecture, development, and design within the healthcare, supply chain, and real estate industries. Currently Steven is focused on delivering quality solutions by extending enterprise cloud platforms in the areas of service management, operations management, business process automation, project management, and business intelligence.
Tim Currie is the Services Director at AHEAD, a Cloud Consultancy. Tim is a senior IT thought leader with over twenty years of experience advancing service management and cloud transformation. He formerly served as the Director of Service Management at Fermi National Accelerator Laboratory in Batavia, IL, where he was responsible for establishing the Service Management program office and a successful ISO 2000 certification program for scientific computing.
Enhancing Data Integrity with Unique Health Safety Identifier
Tom Foley, Director, Lenovo Health
Health data integrity is critical to drive a value-based delivery of care model. We often see integrity get eroded due to breaches in cyber security, duplicate records, medical identity theft and payment fraud. Eliminating these legacy challenges are necessary before a health system can achieve value; reducing cost and improving care. This session will review a path to eliminate these legacy challenges and move toward value with confidence.
Objective 1: Review the cause and effect of legacy challenges (i.e., duplicate records, medical identity theft and payment fraud – coupled within cyber security).
Objective 2: Review the multiple impacts these challenges have on the integrity of the data and financial stability of the organization.
Objective 3: Present a roadmap which eliminates these challenges (and associated costs), restores data integrity/confidence, and places the organization on a path to mitigate risk and add maximizing value.
Tom Foley, Director of Worldwide Health Solutions Strategy for Lenovo Health, has over 25 years of experience in information technology across several industries, acquiring a foundational understanding of mobility and wireless data. For the last 15 years, Tom has applied his expertise in health IT, having several leadership roles with leading electronic health record (EHR) vendors. In his current position with Lenovo Health, he focuses on a global strategy to establish Lenovo Health as the preeminent wrist-to-cloud health IT partner. The worldwide Lenovo Health team is driving health IT innovation as the industry evolves to a value-based care model.
Investing in Data Analytics to Improve Patient Care
Priya Sundararajan, Mission Hospital
Arun Murugesan, Mission Hospital
Healthcare is an industry known for having huge amount of data that is growing exponentially, starting from electronic health records, medical history and more. The very first step of Data Analytics would be collecting all data, which could be both structured and unstructured. Understanding the unstructured data and drawing valuable insights from the data is more complicated, which is why organizations are turning to Data Analytics tools to help them consolidate, visualize, and analyze this data. The Clinical & Business Analytics department in Mission Hospital is focused on improving health care though data-driven insight. Mission has a foundation in place to support access to large amount of data: a late-binding enterprise data warehouse platform (EDW). As a platform that aggregates clinical, financial, operational and other data, the EDW is becoming the “single source of truth” for the organization, supplying the data for an array of analytics applications.
Objective 1: Use of Data Analytics in improving patient wellness and clinical decision support.
Objective 2: Use of Data Analytics in Mission’s Sepsis Advanced Analytical application to drive patient care for Sepsis Patients by capturing 3-hour bundle compliance.
Priya Sundararajan has three years of overall IT experience with extensive knowledge in design and development of Data warehouse systems and Business Intelligence Solutions. She completed a Master’s degree at University of North Carolina at Charlotte, with Computer Science majors and specializing in Database Systems.
Arun Murugesan has over 14 years of experience in enterprise data warehouse leadership, strategy, methodology and standards, predictive analytics, and business intelligence. He is exceptionally skilled at handling teams, providing knowledge and leadership, and advising technical groups on Data Warehousing and Business Analytics best practices.
Utilizing a Data Strategy to Drive the Analytics Program at Massey Cancer Center
Brian Cassel, Ph.D., Virginia Commonwealth University’s Massey Cancer Center
Lewis Broome, Impact Makers
Hear a case study from the Massey Cancer Center on utilizing a data strategy to drive their analytics program; example outcomes include gathering the data needed to make the case for creating, sustaining and expanding palliative care services. Many healthcare organizations struggle with palliative care. By using data and analytics, palliative care programs can grow and advance. This case study will highlight using analytics to improve outcomes, improve care delivery, and reduce costs. The presentation will conclude with a retrospective look at applying the newly developed HIMSS Adoption Model for Analytics Maturity (AMAM) to the Massey case study.
Objective 1: Gain an understanding of how to develop and leverage a data strategy for implementing enterprise analytics in a leading healthcare provider.
Objective 2: Learn through a real example of the challenges and successes in developing an analytics platform in support of a leading cancer center.
Objective 3: Become aware and gain a deeper understanding of the HIMSS Adoption Model for Analytics Maturity as it is applied retroactively to the Massey case study.
Brian Cassel is Assistant Professor in the division of Hematology/Oncology and Palliative Care, and Associate Director of the Cancer Informatics Core at Massey Cancer Center, Virginia Commonwealth University in Richmond, VA. His research interests include cancer informatics, and health services research on specialist palliative care services in the US and the UK, specifically the costs and financing of cancer care and palliative care. As a faculty member of Palliative Care Leadership Center he has helped to train more than 150 palliative care teams from all over the US. In 2012 he was a Fulbright Scholar at the Cicely Saunders Institute at King’s College London, UK.
An innovative and practiced thought-leader in data management, Lewis Broome has more than 20 years of experience successfully leading the design and implementation of data management and information technology solutions. Lewis has hands-on experience as a developer, a business analyst, an architect and IT portfolio manager. Until recently, he was the CEO for a small but nationally recognized boutique data management consulting firm. Currently, Lewis is a principal consultant and the Data and Analytics practice lead at Impact Makers, a consulting firm based in Richmond, VA.
Predictive Analytics in Emergency Medicine: Improving Patient Flow, Access, Experience and Profitability
Timothy Reeder, Department of Emergency Medicine, Brody School of Medicine at East Carolina University
Thomas Bohrmann, Roundtable Analytics, Inc.
The role of predictive analytics in healthcare has received considerable attention but for many the notion lacks real-world examples and case studies. One branch of healthcare in desperate need of analytics-driven insights is emergency medicine, society’s healthcare safety net responsible for providing unscheduled care for our sickest patients. In this session we focus on how predictive analytics is used today to prospectively identify what management changes are needed to create efficient and cost-effective EDs. Our study site, Vidant Medical Center in Greenville, NC, houses three separate emergency care centers: a large Level I trauma center, a pediatric ED and a minor ED. We discuss how simulation modeling has become an accessible analytics technology for physicians, nurses and administrators at Vidant as they consider two management interventions: a major overhaul of their nurse staffing model and how best to manage a costly treatment area renovation.
Objective 1: To educate regarding methods of data analytics applicable to healthcare efficiency.
Objective 2: To provide real-world case studies describing the use of analytics to improve healthcare management decisions.
Timothy Reeder, MD, is Associate Professor and Vice Chair for Clinical Operations within the Department of Emergency Medicine, Brody School of Medicine at East Carolina University. Dr. Reeder has held numerous administrative and educational roles during his career as an Emergency Medicine physician and educator and has published peer-reviewed articles related to the practice of emergency medicine as well as issues associated with crowding and throughput in emergency departments. More recently Dr. Reeder has participated in National Science Foundation-funded research and development aimed at refining and delivering analytical methods aimed at addressing emergency department crowding and patient flow issues.
Thomas Bohrmann, PhD, is Founder and Director of Statistical Practice for Roundtable Analytics, a North Carolina healthcare analytics company focused on operational efficiency specifically in emergency departments and hospitals. Dr. Bohrmann’s career as a statistician has included work with numerous state and federal government agencies as well as within private industry, working on data and analytics related to healthcare, public health and environment. Dr. Bohrmann’s research and professional interests involve the conversion of abundant digital information (collected by modern electronic health records) into improved decision-making and hence true value.
Optimizing Commercial Clinical Decision Support Drug Alerts
Salim Saiyed, MD, CaroMont Health
Hear the story after implementation of how this impacted both patient safety and clinician engagement.
Objective 1: Describe current CDS tools for drug-dose checking.
Objective 2: Describe a strategic approach to effectively implement drug-dose checking.
Objective 3: Describe strategies to customize drug-dose checking CDS across enterprise.
Dr. Salim Saiyed is the Chief Medical Information Officer and practicing Hospitalist at CaroMont Health in Gastonia, NC. He has led over a dozen Go live across the country, including spearheading implementation of Epic across the enterprise at CaroMont. He completed a Post Bac in Clinical Informatics from Johns Hopkins School of Medicine, MD from Ross University and BS from University of Kentucky. He finished his Family Residency from St. Josephs Hospital.
The Evolution of an ACO – Making Vital Changes for Sustainability
Marya Upchurch, Blaze Advisors, LLC
John Meier, MD, WakeMed Key Community Care
Mike Rhoades, Blaze Advisors, LLC
In the business of population health, many providers are struggling to see a return on investment or a clear path forward for a sustainable value-based care system. This session will cover key technology, programmatic, and financial challenges facing accountable care organizations (ACOs) as well as lessons learned at an ACO in the journey thusfar. Through the evaluation of the current data integration path and market changes (MACRA/MIPS), the ACO pivoted aligning its infrastructure to meet the needs of the current marketplace and financial reality. As a result, this ACO was able to significantly reduce population health capital and operating expenditures (without deleteriously impacting clinical outcomes) with a targeted data strategy and shared risk model. The transformed entity is a much more sustainable ACO able to adapt to changing regulatory, payer, and clinical requirements.
Objective 1: Implement cost-effective population health strategies for improved systems that do not break the bank.
Objective 2: Align and manage data integration and analytic strategies to meet new and evolving regulatory and quality improvement requirements.
Objective 3: Create organizational and programmatic structures to align entities across an ACO infrastructure.
Marya Upchurch is Senior Vice President and serves as an Analytics and Technical SME of Blaze Advisors. She is a leader in developing high performance networks and streamlined operations through leveraging data, efficient processes and key performance indicators. Marya has served in a variety of executive, operational and advisory roles. She also has significant consulting experience where she led teams in clinical integration, performance improvement, supply chain, financial modeling, and turnaround planning.
Dr. Meier is a practicing physician at Wake Internal Medicine and Pediatrics, serves on the Board of Directors and Finance Chairman at WakeMed-Key Community Care, and teaches primary care and population health at the University of North Carolina at Chapel Hill. Additionally, Dr. Meier is a founding member of Forecast Health and Healthscapes Data and serves in advisory roles for MedFusion and Physician Advisory Board. Dr. Meier holds a BA from Princeton, MBA and MD from the University of Chicago and completed his Internal Medicine-Pediatric Residency at the University of North Carolina at Chapel Hill.
Mike Rhodes is CEO and Founder of Blaze Advisors, a leader in strategic planning and execution of High Performance, Clinically Integrated health networks. Mike has served in a variety of executive and advisory roles including COO of a multi-state IDN, CEO of ambulatory multi-specialty network, and senior executive for a 2 million life Accountable Care Organization where he architected and commercialized a cross-platform care management, analytics, and health information exchange tools for 23,000 physicians and 120 hospitals. Additionally, Mike has experience in policy development, rate setting, and investigative support in matters relative to OIG, Centers for Medicare and Medicaid Services (CMS), and others.
Quality Renal Care – A Data Analytics Approach
Janakiraman Pandian, Mission Health
Arun Murugesan, Mission Health
Data Analytics in the healthcare Industry is the “aorta” to a Clinical Decision-Support System. This approach has benefits in different forms such as better outcomes in diagnoses, treatment, follow-up treatment, high quality care at lower cost, and less time involved in treating a patient. Care-Process Models (CPMs) that readily expose errors and improve care delivery repetition were put together by Mission Health, with one such CPM designed for Acute Kidney Injury (AKI) patient cohort. AKI is the loss of renal function resulting in an increase in blood urea nitrogen or creatinine and may result in potentially life-threatening complications. The complexities in provision of care involved in treating the AKI patient cohort is very minimal when a Data Analytics approach was employed in the conceptual framework of CPM; it not only metamorphosed the quality of care but also helped the Clinical Department make informed decisions, addressing privacy issues by limiting the data hand-off among related staffs.
Objective 1: Improve the quality of care through Intervention, using Data Analytics.
Objective 2: Make Clinically well-informed decisions using Real-Time data.
Janakiraman Pandian has 10 years of experience in data warehousing tools, with a strong knowledge in Clinical business and its workflow and good exposure to planning and execution of all of the phases of the software life cycle.
Arun Murugesan has over 14 years of experience in enterprise data warehouse leadership, strategy, methodology and standards, predictive analytics, and business intelligence. He is exceptionally skilled at handling teams, providing knowledge and leadership, and advising technical groups on Data Warehousing and Business Analytics best practices.
HIE as Public Utility
Christie Burris, NC Health Information Exchange Authority
Mark Dunnagan, SAS Institute
Brent Lamm, UNC Health Care
Nearly a decade has passed since the HITECH Act incentivized states to build health information exchanges (HIEs) on the promise of better outcomes, improved care, and reduction of costs driven by interoperability between health care IT systems. Despite excellent examples of HIEs sprinkled across the country, interoperability has largely failed to live up to its promise at the state and national levels. HIEs that survived have formed around hospitals and health care delivery networks where there are a critical mass of patients and business interests to support the investment in HIE. And while these health care ecosystems flourish, a sizeable population of providers and patients that represent rural ambulatory clinics, FQHCs, and behavioral and public health are left without the access that other health care communities have come to expect. Enter NC HealthConnex, North Carolina’s state-operated Health Information Exchange. NC HealthConnex will serve as a public utility chartered with collecting the clinical information for state-paid health care services and connecting all providers to provide access to a citizen’s entire health record. The panel will discuss the challenges of HIE in North Carolina, the legislative mandate, and how NC HealthConnex will bridge the gap between health care ecosystems and underserved populations.
Objective 1: Panel will discuss challenges of HIE in North Carolina.
Objective 2: Educate about the statewide mandate to connect and submit data to NC HealthConnex.
Objective 3: Discuss how NC HealthConnex will be used as a public utility to bridge the gap between health care ecosystems and underserved populations.
Christie Burris joined the newly-created North Carolina Health Information Exchange Authority (NC HIEA) in April 2016. As the strategic communications director, she is responsible for creating and implementing an effective communications strategy to educate and maximize stakeholder adoption of the state-operated health information exchange, now called NC HealthConnex.
Mark is the chief architect for NC HealthConnex with responsibilities for its technical architecture, interoperability standards and the analytics environment. He has been involved with NC HealthConnex since its inception, specializes in healthcare systems integration and is a key contributor to SAS’ clinical analytics solutions portfolio. Mark is a graduate of NC State University and lives in Cary, NC.
MACRA – A View Towards 2018
Beverly Boarts , Himformatics
Hope Daugherty, Onslow Memorial Hospital
Jo Malfitano, Onslow Memorial Hospital
By mid-2017, a majority of healthcare providers will undoubtedly be engaged in achieving one of the paths outlined in the MACRA regulations for the Transition Year. A majority of ECs are focused on the MIPS program and whether you are a clinician hoping to avoid a penalty or achieve additional incentives, 2018 is right around the corner, and with it comes changes to the current category requirements, and inclusion of a new category on Cost (Resource Utilization). How can you prepare today for tomorrow when the equation for success under MIPS changes? The goal of our presentation is to walk thru the current roadmap and decisions clients have made to meet 2017, while preparing for 2018.
Objective 1: Educate on MACRA Requirements for 2017 with a focus on MIPS, providing client examples and answering questions from audience.
Objective 2: Educate on MACRA Requirments for 2018 with a focus on MIPS, providing client examples of how to prepare for next year.
Objective 3: Answer questions and address current concerns on meeting MIPS in 2017.
M. Coleman Smith has worked in healthcare for over 13 years and for the past 6 years he has been Regulatory Program Lead at Himformatics. Himformatics is a strategic healthcare consulting company, that harnesses information technology and business expertise to allow our clients to deliver healthcare in a way that makes a difference. As the Regulatory Program Lead, Coleman is responsible for establishing Regulatory Steering Councils and strategies for clients, specific to coordination and assistance around the financial impact of MACRA, Meaningful Use, IQR, PQRS, and other regulatory programs across the country.
Beverly Boarts is a consultant and a team member of the regulatory practice at Himformatics, a healthcare consulting firm. She leverages her 21 years of healthcare experience in clinical, leadership, and consulting to help clients establish regulatory steering councils and develop strategy and plans to address the ever-changing regulatory landscape.
Hope Daugherty has almost 20 years of healthcare experience in both clinical and information service. As Senior ITS Physician Analyst at Onslow Memorial Hospital, she is responsible for usability of electronic documentation, data retrieval, and submission to regulatory/quality programs. She was instrumental in establishing the regulatory council and has a keen ability to understand operational interdependencies relating to regulatory requirements.
Jo Malfitano has been with Onslow Memorial Hospital for 26 years with roles in nursing and leadership and in the last ten years as the director of Performance Improvement & Accreditation. She received a Doctorate in Nursing at Duke University, Post Masters as a FNP at Duke University, Masters in Nursing at ECU, and an MBA in Health Care Management from Regis University. Jo serves on the North Carolina Stroke Association Board of Directors and the Community Care of the Lower Cape Fear Board representing Onslow County.
eCOMPASS for Health: Precision Health at Its Best
Pamela Duncan, Wake Forest Baptist Health
Scott Rushing, Wake Forest School of Medicine Public Health Sciences
Rica Abbott, Wake Forest Baptist Health
The COMPASS Study is a Patient-Centered Research Outcomes Institute pragmatic, cluster-randomized trial of 41 hospitals in North Carolina designed to determine the effectiveness of comprehensive models of coordinated post-acute stroke care. The COMPASS care model is consistent with Center for Medicare and Medicaid Service’s (CMS) value-based care models for management of patients with complex needs, and require care coordination, development of a care plan for complex patients, beneficiary engagement for self-management, and shared decision making. Individualized care plans must be available to all patients and health providers to manage care coordination and optimize the patient’s ability to manage their own health and independence. As part of the COMPASS trial, a Wake Forest Baptist Medical Center interdisciplinary team is solving the barriers to chronic care management with an interoperable electronic application, eCOMPASS for Health, a patient-centered electronic application that captures the social and functional determinants of an individual’s health and their goals of care at the point of clinical care. eCOMPASS is easily scalable and will provide opportunities for health systems to integrate care across the delivery system.
Objective 1: Describe the COMPASS web-based application including the dynamic generation of patient specific care plans.
Objective 2: Discuss the collaboration with HIT vendors and the scope of work planned to implement this to EHRs for interoperability.
Objective 3: Outline the utility of eCOMPASS for patient, clinical workflow, and health system value-based performance.
Pamela Duncan is a nationally and internationally renowned expert in health policy, outcomes research and clinical epidemiology. Her expertise is in post-acute management of the elderly and individuals with stroke and falls management and prevention. She is Professor of Neurology and Senior Policy Advisor for Transitional Outcomes for Wake Forest Baptist Health. Her secondary appointments are in the Division of Geriatrics and Gerontology, Division of Public Health Sciences, and the Translational Sciences Institute.
As Director of the Research Information Systems Wake Forest School of Medicine (WFSM), Scott Rushing’s role is to provide clinical research projects with the informatics tools they need. Scott has been involved for over 20 years in clinical research data management activities concentrating on acquiring and applying computer-based technologies to improve the execution and quality of clinical research activities within the public health domain. In addition, he serves as Chair for one of the eight boards within the Institution Review Board (IRB) at WFSM.
Rica Abbott is an MPH graduate from the University of Alabama at Birmingham concentrating in Health Care Organization and Policy. She is currently a project manager working with Dr. Pamela Duncan (PI) in managing informatics for front line clinical care.
Healthcare IT Innovation: Are We Doing Enough?
Sulaiman Sulaiman, iMethods
When it comes to Healthcare IT, historically we tend to lag-behind. We may claim many excuses – safety, cost, being risk adverse, whatever the reasons may be, healthcare IT has struggled to lead the way when it comes to innovation and change. Care across the country is still fragmented, patients are going to ten different portals to piece together their story, quality of care has a great potential for improvement, efficiency and cost of care continues to hamper our economy, workflows are cumbersome, asking people to do tasks that are irrelevant to their role (just ask physicians) is contributing to caregiver burnout, and much more. This presentation shares a global view of how innovation is transforming care in certain areas and where we need to do more. Is IoT, Analytics, Medical device technology, Wearables, helping us connect more? What do our patients and consumers think? Are we consumed by the politics of healthcare? Is regulation adding a burden that it difficult to manage? How effective are we? Where do we need to focus? Let’s make sure disruption in healthcare is creating value, not only chaos.
Objective 1: To gain an understanding of how the Internet of Things may improve healthcare.
Objective 2: To ensure disruption in healthcare is creating value to the patients.
Sulaiman H. Sulaiman, BSME, PMP, ITCPM, is the CIO and Chief Consulting Officer at iMethods. Prior to joining iMethods, Sulaiman served as Senior Vice President and Chief Information Officer at Asheville-based Mission Health System, which was ranked by Truven one of the “15 Top Health Systems” in the nation. Sulaiman earned a Bachelor of Science in Mechanical Engineering degree at Cleveland State University and holds a Project Management Professional Certification (PMP and ITCPM). He is a member of several organizations, including the Steering Committee of the Global Healthcare Innovation Council, Customer Experience Board of Advisors (Cisco Corporation), Cerner Client Care Council (Cerner Corporation), HIMSS Middle East CIO planning committee (2010-12), among others. He is past President of North Carolina HIMSS chapter and a member of the College of Healthcare Information Management Executives (CHIME) with over 16 years of experience in Healthcare and Information Technology.
Clinical Informatics and Clinician Engagement
Martin Sizemore, Wake Forest Baptist Health
The landscape of clinical informatics is changing and demanding the integration of external sources of data to inform clinical decision-making. An example is the integration of air quality data with the incidence of asthma and asthma-related ER visits. In addition, there is a need for broad detailed data collection for specialized care taken from the patient in the waiting room that the clinician does have time to capture during the visit but could aid in decision-making. How are these questionnaires developed, the data validated and yet kept simple for a typical patient? The use of patient-generated data is both needed but questioned by clinicians. In the past, we had to know a question to build business intelligence solution, but today clinicians want to examine the data, determine a direction to investigate and, in many cases, have a conversation with the data. This new approach can yield innovative improvements to care protocols, understanding of disease states or identification of groups of patients with similar disease progression.
Objective 1: Examine the changing landscape of Clinical Informatics.
Objective 2: Review the role of patient-generated data for clinical decision-making.
Objective 3: Discuss the use of external data sources to enrich clinical data, inlcuding socio-economic data.
Objective 4: Examine the importance of data mining and the data conversation for clinicians.
Objective 5: Explore the future role of mobile applications for Clinical Informatics.
Martin Sizemore, BA, is the Chief Data Officer for Wake Forest Baptist Health. He earned his undergraduate degree at Ottawa University and his certification as an Enterprise Architect from The Open Group Architecture Foundation (TOGAF). Prior to joining Wake Forest Baptist Health, Martin was a healthcare strategist, senior consultant and a trusted advisor to Chief Executive Officers, COOs, CIOs and senior managers for healthcare organizations including both payers and providers. He is a long-time member of the Healthcare Information and Management Systems Society (HIMSS) and a specialist in clinical data warehousing, clinical data models and healthcare business intelligence for improving operational efficiencies and clinical outcomes. Martin is currently building a Data Lake for WFBH using the latest Big Data software and visualization tools.
Removing Barriers to Insight Socialization to Drive Improvements in Quality of Care
Mark Godfrey, Sirius
Population Health Management and other critical healthcare initiatives are limited in their effectiveness by the absence of timely, relevant, conformed, governed, and secure data on patients and cohorts. One widespread contemporary healthcare data management approach to this challenge involves supplementing Electronic Medical Record and Practice Management systems with focused analytic capabilities. While addressing the needs of the immediate clinical setting, this approach can create barriers to data socialization, and is insufficient for the broader need for analytics insight across the organization. This session will show that clinical patient-centered analytics must be supplemented with a strategic data strategy that promotes proven analytic practices, removes barriers to appropriate sharing of insight across the healthcare organization, and removes data silos that prevent improvement in the quality of care.
Objective 1: Removing data silos to improve the quality of patient care.
Objective 2: Identifying focused analytic capabilities to improve outcomes.
Mark Godfrey is a Sr. Solutions Architect for Sirius, Data & Analytics Solutions. He’s a thought leader in Big Data architectures and a 20-year analytics leadership veteran, focused on enterprise insight architectures, analytics strategy, and the outcomes they drive, across several vertical industries, including healthcare. Mark has bachelor’s degrees in Computer Science and Philosophy from Boston University, and a Master’s Degree in Computer Science and Applied Artificial Intelligence from Appalachian St. University.
Leveraging a Regional HIE to Improve Care Transition with Public Health Agencies
Patty Lewis, RHIT, Coastal Connect HIE
Karon Casey, Coastal Connect HIE
Public Health is instrumental in providing services that impact population health in our state. Located in Southeastern North Carolina, the Pender County Health Department operates with the mission of “building a healthier tomorrow”. Their services support the well-being of mothers, infants, and children in the county, with one of the key services providing prenatal care. The hospital located in Pender County does not deliver babies, instead the deliveries occur at the hospital in the neighboring county, New Hanover. The current workflow is for patient records to be faxed to the delivering hospital on Friday for all maternity patients who have reached 38 weeks in the event they deliver over the weekend. During this presentation, attendees will learn how a bi-directional integration with the health department’s EHR allowed for efficiencies to be created in workflow by supporting real time, electronic access to care documents by the delivering hospital, and how a gap in accessing medical records for this patient population prior to the 38 weeks milestone was filled.
Objective 1: Learn how HIE tools can to close the gap in access to care documents between the health department and hospital for shared patient populations.
Objective 2: Explore the impact to workflow to support the identified value to electronic access to medical records.
Objective 3: Demonstrate the use cases for public health participating in a regional HIE.
Patty has over 25 years’ experience in the healthcare industry and has served as the Implementation Lead for Coastal Connect Health Information Exchange since its initial community roll-out in 2011. In this role, Patty assists providers and practice staff with navigating their access to valuable patient information and developing efficiencies in their practice’s workflow.
Karon Casey joined Coastal Connect Health Information Exchange in March 2016. In her role as IT Support Lead, Karon is responsible for leading integration projects between the HIE, physician practices, and other community resources as well as maintaining those relationships and providing support. She has over 15 years of experience in healthcare IT and led several successful information systems implementations. Karon received an Associate of Applied Sciences in Accounting from Wake Technical Community College and a Bachelor of Science in Computer Information Systems with a concentration in Health Information Systems from DeVry University.
Building a Security Culture to Counter Emerging Cybersecurity Threats
Clyde Hewitt, CynergisTek
Chuck Kesler, Duke Health
During 2016, the healthcare industry experienced a proliferation of new cyberattack vectors. Hackers are changing their approach to exploit new technologies, exploit immature controls, and look for ways to rapidly monetize their successes. Many healthcare providers are discovering that traditional back-office security controls are not adequate to address these emerging threats. The security culture is a critical control and is often overlooked. As budgets are squeezed, it is important for everyone to understand that technology cannot defeat hackers without buy-in from all levels of management. We will provide guidance on strategy that will include how to enhance security architecture and mitigate controls, as well as practical tips on how to improve security posture and program effectiveness.
Objective 1: Analyze the current cybersecurity landscape in healthcare and how it will continue to evolve.
Objective 2: Examine real-world examples of operational disruption caused by cyberattacks and discuss the lessons learned.
Objective 3: Review cybersecurity frameworks and regulatory guidance.
Objective 4: Define best practices for protecting your organization from cybersecurity threats.
Objective 5: Discuss how to create cybersecurity awareness at an organization-wide level.
Clyde Hewitt is vice president of security strategy at CynergisTek. He brings more than 30 years of executive leadership experience in cybersecurity to his position with CynergisTek, where his many responsibilities include being the senior security advisor and client executive, thought leader, and developer of strategic direction for information and cybersecurity services, nationwide business development lead for security services, and contributor to CynergisTek’s industry outreach and educational events.
Chuck Kesler leads the Information Security Office at Duke Health, which provides information security services for all Duke University Health System entities, as well as academic departments, centers, and research institutes in Duke’s Schools of Medicine and Nursing. He is responsible for establishing and managing all aspects of Duke Medicine’s information security program, including security strategy, governance, risk management, security policies, security awareness, vulnerability management, security event monitoring, and incident response.
Advanced Analytics Adoption at UNC Health Care System: A Clinical Operations Case Study
Jeff Fuller, UNC Health Care
Jason Glovier, UNC Health Care
Enterprise Analytics and Data Sciences (EADS) is a new department at UNC using an innovative operating model and new technologies to create a place where our world-class care can be driven by insights gained through our enhanced capabilities of data and analytics. This session will demonstrate how a large healthcare system realized a vision for becoming a data-driven organization by adopting advanced analytics as a strategic imperative to support value-based healthcare. Discussions will include how we uniquely addressed the need to adopt advanced analytics at the system level by implementing an operating model built on new disciplines of Solution Management and advanced analytics development leveraging the Agile framework. We will focus specifically on how we are using our new operating model to rapidly solve a strategic clinical operations challenge of maximizing capacity in the Inpatient wards through optimizing room turnover to increase throughput.
Objective 1: Learn about experiences gained through successfully establishing a centralized Advanced Analytics function using a unique new operating model.
Objective 2: Gain insights from a case study of the innovative use of data and analytics tools in improving clinical operations.
Jeff Fuller has over 18 years of experience in healthcare administration and data analytics, and has achieved exemplary results in the areas of organizational change leadership, operations management, decision support, business intelligence, analytics, process improvement, and establishing analytics capabilities in healthcare systems. Jeff has committed his career to improving healthcare delivery through a balanced approach of focused operational efficiency, improved patient experience, and higher value care delivered through maximizing the potential of organizational data assets. Jeff is Board Certified in healthcare management as a Fellow of ACHE.
Jason Glovier has over 16 years of experience delivering analytics and software-based solutions for healthcare organizations and federal government agencies. He has led the software development and delivery of key reporting initiatives for healthcare organizations such as Meaningful Use (MU), Physician Quality Reporting System (PQRS) and Federally Qualified Health Centers (FQHC). Jason has been instrumental in the start and ongoing success of an Apex, NC- based pediatric occupational therapy practice that focuses on children with special needs and early intervention. He holds a bachelor’s degree in computer engineering and a master’s degree in business administration.
Empowering Patients to Be Active Participants in Their Care
Leeann Garms, Raleigh Neurology Associates, P.A.
Engaged patients can significantly impact the value of the healthcare they receive. An engaged, empowered patient is an integral part of the care team, providing a source of valuable information and feedback and playing an active role in the care that they receive from others on their care team. In this talk, Leeann will share her insights and experiences developing and implementing patient engagement strategies designed to deliver positive outcomes for the patient, their care givers and care teams.
Objective 1: Identify the common challenges that providers face when leveraging technology to improve the experiences of patients.
Objective 2: Explain the important role technology plays in today’s healthcare landscape.
Objective 3: Describe the benefits of improving the patient experience, including increased staff efficiency.
For Leeann Garms, it’s all about relationships. She thrives on partnering with individuals and companies that are driven by using innovation to improve people’s lives. Leeann Garms joined RNA in 2016, bringing her energy and experience gained from collaborating with thought leaders to develop and grow patient-centered businesses across the county. She has worn many hats including Chief Operating Officer, Chief Strategy Officer, Product Manager, and Project Manager and enjoys finding innovative ways to drive value and enhance the patient experience. She has an undergraduate degree from James Madison University in business administration with an emphasis on computer information systems.
Data Aggregation and Analytic Intelligence Is Business 101 for Healthcare Organizations Now, Next Year, and in Five Years.
Lesli Adams, Oracle Corporation
The current healthcare delivery landscape is changing dramatically. Major regulatory reimbursement models are evolving from fee for service to fee for outcomes and value. This shift requires health systems to leverage actionable patient outcome and cost analytics, as well as manage several other constraining challenges to address value base contracting, quality measure performance, and internal cost and care team effectiveness. To ensure that patient care uses the right guideline and the right utilization of service, with the right access to care without delay, deft organizations with agnostic analytic strategies should aggregate their enterprise data once and employ data governance to control variability. In this way, these organizations will be more prepared for the inevitable changes in the future by employing nimble and flexible capabilities that can help them to meet the unpredictable legislation ahead. Join our conversation about the next generation of healthcare analytics that supports your organization’s population health, revenue cycle, care transformation, and clinical decision support activities.
Objective 1: Understand and Define an Agnostic Analytic Strategy.
Objective 2: Understand the evolving reporting mandates.
Objective 3: Understand how data governance improves data aggregation and analytics.
Objective 4: Understand and identify external scenarios for multiple data use.
Objective 5: Understand and identify internal scenarios for multiple data use.
Lesli Adams, MPA, is a Director of Population Health Strategy with a background of driving healthcare technology strategies for Oracle, Tenet Healthcare Corporation and the University of Texas MD Anderson Cancer Center. Her expertise is in population health analytics, predictive risk modeling, partner / channel relationships and enterprise data models. Lesli’s experience includes academic, for profit, integrated delivery networks, government, payers and military healthcare systems. She is prolific in creating healthcare technology solutions opportunities.
Governing Health Information for Revenue Cycle Excellence
Kathy Downing, AHIMA IGAdvisors
The revenue cycle is both the front end and back end of the patient health experience. Unfortunately, revenue cycle processes are often not standardized, or when standardized, not followed consistently by staff. The opportunities for improvement within the revenue cycle are vast and trustworthy information and standardized defined processes are crucial to making the improvements necessary to ensure excellence. This presentation will provide an overview of information governance for healthcare, including industry initiatives that are driving the need to ensure trustworthy information; current barriers resulting from silo’d decisions around information; key components of information governance program; and the competitive advantage that a formal information governance program will give a healthcare organization. In addition, the presentation will focus on how information governance will ensure revenue cycle excellence through real-world examples of revenue cycle challenges.
Objective 1: Discuss healthcare industry drivers for information governance.
Objective 2: Understand what information governance is and what it means in a healthcare organization.
Objective 3: Discuss revenue cycle challenges and barriers and how information governance can drive excellence in this area.
Objective 4: Explore the value proposition of an information governance program.
Objective 5: Obtain the knowledge and tools to implement an information governance program.
Kathy Downing, MA, RHIA, PMP, CHPS, has 20 years of experience in healthcare leadership and consulting and an extensive background in planning and directing cross-functional business operations and technology projects. Her focus is everything EHR – selection, implementation, and management; Privacy & Security; Project Management; and General HIM Operations.
A Model of Data Maturity to Support Predictive Analytics
Daniel O’Malley, University of Virginia Health System
The use of data, like many processes in healthcare and other industries, tends to follow a maturity progression path from basic, operationally-based, retrospective metrics to advanced, strategically-focused, prospective decision-making. The journey toward data use maturity requires support and an advanced data infrastructure that increasingly must deliver real-time analysis. Certain skills and expertise are needed to facilitate business units and service lines along this path and to support their increasingly complex data requests. This requires an increasingly close collaboration and a partnership between the service lines and the data production pipeline. Examine how the University of Virginia Health System is tackling this problem to create an agile analytics capability.
Objective 1: Describe the data maturity progression that an organization undergoes as it becomes data-driven
Objective 2: List the data architecture activities that support the data maturity progression journey
Objective 3: Recognize the various benefits that are achieved as an organization progresses toward agile analytics
Daniel O’Malley is the director of data operations for the University of Virginia Health System. He currently leads a team that manages the enterprise data warehouse, Epic Clarity, the Star data warehouse, as well as the overall enterprise data tier architecture and the organizational data production pipeline. Dan has spent the last 18 years in IT, with 11 of those years having a distinct focus on reporting and data analysis in various roles in healthcare. This has included reporting systems, data warehousing, dashboards, and modern predictive analysis tools.