Rocco Orlando, III, MD

Rocco Orlando, III, MD

Rocco Orlando III, MD, is senior vice president and chief medical officer for Hartford HealthCare, the premiere health care network in Connecticut with more than 18,000 employees and $2.4 billion in net revenue.

Hartford HealthCare is Connecticut’s only truly integrated health care system. The system offers the full continuum of care with five-acute care hospitals, the state’s only air-ambulance service, behavioral health and rehabilitation services, a large physician group and clinical integration organization, skilled-nursing and visiting-nurse services, a laboratory system that spans the state, and a number of services for seniors, including senior living facilities. The first chief medical officer for Hartford HealthCare, Dr. Orlando directs and assists Hartford HealthCare clinical staffs in their efforts to achieve national pre-eminence in patient quality and safety and in creating seamless care coordination across the entire network.

Dr. Orlando previously served as chief medical officer of Hartford Hospital and as vice president of Connecticut Surgical Group in Hartford. He is a general surgeon who has been on the medical staff of Hartford Hospital for more than 25 years. Throughout his time at Hartford Hospital, he has held various leadership positions, including president of the medical staff and member of the board of directors.

Dr. Orlando has a national reputation for research and clinical excellence and has delivered more than 100 medical presentations internationally and across the United States. He has written and contributed to more than 50 medical publications, abstracts and book chapters. Dr. Orlando received his medical degree from the University of Connecticut School of Medicine and his undergraduate degree from Hamilton College in Clinton, N.Y. He completed multiple internships and finished his residency at Hartford Hospital. He also completed a fellowship at the University of Miami – Jackson Memorial Hospital. He is a member of numerous professional societies and was named a fellow to the American College of Surgeons. He resides in Glastonbury.

      Eric Dull

      Eric Dull

      Eric Dull, Cyber Risk Services, Deloitte & Touche LLP.

      Summary: Chief Data Scientist with work in the areas of threat analysis, computing network security, behavioral analytics, high-performance computing, cloud computing, artificial intelligence, and graph analysis.

      Eric has over 17 years of experience in computer security, software engineering, and advanced analytics.

      Representative Clients:
      • US Intelligence Community
      • Department of Defense
      • Department of Homeland Security
      • Financial, Industrial, and Health market leaders

          Laurel Fleming, JD

          Laurel Fleming is Director, Corporate Compliance & Integrity/Chief Privacy Executive at Northwestern Memorial HealthCare. Northwestern Memorial HealthCare is the corporate parent of a multi-hospital health system with over 100 sites of care located in Chicago and surrounding communities and more than 30,000 physicians, nurses, staff and volunteers. Northwestern Memorial Health System collaborates with Northwestern University’s Feinberg School of Medicine to achieve their shared vision of transforming healthcare through clinical innovation, academic excellence and breakthrough research.

          Since joining the Northwestern Medicine family in 2002, Laurel has been integral in the development and administration of general corporate compliance, privacy, professional integrity and conflicts management programs in this academic medical setting. She co-chairs the health system’s Security and Privacy Council, a multi-affiliate body that informs privacy and security policy at Northwestern Medicine.

          Throughout her career, Laurel has written and presented extensively on various health law topics. She has sought leadership roles in professional organizations, from co-chairing the Health and Hospital Law Committee of the Young Lawyers’ Section of the Chicago Bar Association to, most recently, co-chairing the Illinois Health Information Exchange (ILHIE) Legal Task Force Behavioral Health Workgroup, as well as the ILHIE Legal Task Force workgroup responsible for developing a breach response protocol for the ILHIE.

          Before assuming her current position in the Office of Corporate Compliance and Integrity, she acted as in-house counsel for Northwestern Medical Group, advising on corporate, regulatory, and medical-legal issues, including medical record, health information, and federal and state law confidentiality issues; fraud and abuse; managed care; research and tax exemption. Prior to joining Northwestern Medical Group, Laurel practiced health care law at the law firm of Katten Muchin Rosenman LLP, joining the firm in 1988 as an associate with promotion to partner in 1996.

          Laurel earned her B.B.A. from the University of Wisconsin—Eau Claire and law degree from the University of Chicago.

              Social & Community Health: The 80-percent solution

              We all know the numbers by now: only about 20 percent of a person’s health is impacted by healthcare; the rest is socioeconomic, environmental, genomic and behavioral. While exact figures vary based on the selected framework, study after study overwhelmingly validates the role social determinants play in individual and population health.

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                  Wright Lassiter III, President & CEO, Henry Ford Health System

                  “I have one goal,” says Wright L. Lassiter, III: “Reduce the gap between today and what’s possible.” It’s a lifelong mantra he’s using more than ever as President and CEO of Detroit-based Henry Ford Health System, a $6 billion healthcare organization. “We must keep our eyes on what’s possible and keep moving toward that end. Otherwise, we’re not doing our jobs,” says Lassiter, who joined Henry Ford in December 2014. With more than 30,000 employees, Henry Ford is comprised of eight hospitals, including five acute care hospitals, three behavioral health hospitals, more than 200 ambulatory care sites, an insurance company, as well as several retail, pharmacy and other non-acute care services.

                  Lassiter, 54, was born in a “prototypical” American home, in Tuskegee, Ala., also the home of historic African American figures Booker T. Washington, George Washington Carver and the Tuskegee Airmen. His parents were both professionals who stressed education, but he also derived many of his leadership philosophies from sports like basketball, which he played at LeMoyne College in Syracuse, N.Y. Reflecting his continuing life-balance focus, Lassiter’s scholarship was evenly split between basketball and academics. After receiving an undergraduate chemistry degree from LeMoyne, he earned a master’s in Healthcare Administration from Indiana University.

                  Lassiter has more than 20 years of experience working in large, complex health systems, including Methodist Health System in Dallas and JPS Health Network in Fort Worth. In 2005, he became top executive at Alameda Health System in Oakland, California, where he led an expansion and turnaround of the $865 million public health system, achieving eight years of positive financial performance with operating margins as high as 19 percent. Alameda garnered The Joint Commission Top Performer status, increased patient engagement from the 1st percentile to the 80th percentile and twice received the Press Ganey Spirit of Excellence award for employee engagement. Lassiter also led efforts to improve quality and patient safety, including an 18-month effort that reduced patient harm across AHS by 50 percent. He now brings that experience to Henry Ford, which pioneered the integrated health-system model four decades ago.

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                      Impact Advisors

                      Impact Advisors logo

                      EHR Hosting Strategies and Options
                      Today’s technology advancements and disruptive business models provide organizations with multiple infrastructure hosting options that should be considered before an EHR implementation or upgrade. This paper provides insights on the various options and key considerations to enable an informed decision.
                      POSTED SEP 2020

                      ERP Becoming Strategic Priority for Healthcare
                      ERP being an afterthought in health delivery is quickly changing due to evolving market pressures, shortcomings of on-premise legacy ERP solutions, and – perhaps most importantly – the fact that major ERP vendors in healthcare are embracing a transition to the cloud. There is now genuine momentum at hospitals and health systems to make ERP a top strategic priority and real demand for today’s cloud ERP technology platforms, delivery experience and analytical tools. Read more about the need for change and new generation solutions in our newly released white paper.
                      POSTED SEP 2020

                      The Future of EHR Implementation Post-COVID
                      This mini-white paper discusses some of the creative ways healthcare organizations with EHR implementations underway have pivoted amid the COVID-19 crisis and how these tactics might impact future implementations in positive ways.
                      POSTED SEP 2020

                      Impact of COVID Telehealth Policy Changes
                      This document outlines recent telehealth policy / reimbursement changes in response to the COVID-19 pandemic and Impact Advisors’ point of view on the impact of these changes to healthcare providers.
                      POSTED SEP 2020

                      Healthcare Trends & Implications – Part 1 of 2
                      Healthcare Trends & Implications – Part 2 of 2
                      In a two-part series, Impact Advisors looks at the ten key trends shaping a rapidly evolving health delivery landscape – and the implications of each trend for provider organizations. “Part 1” covers disruption, alternative settings of care, the patient experience, M&A, and financial pressures. “Part 2” covers interoperability, cyber-attacks, IT regulations, innovation, and emerging technologies.
                      POSTED NOV 2018

                      Implementation Considerations for Operational Change Management
                      As organizations transition to an Electronic Health Record (EHR), changes to clinical and operational workflows can be challenging. When defining the scope of an EHR implementation, an organization must consider clinical and patient safety benefits, regulatory requirements and impact on the revenue cycle, among other things. This white paper examines some of the more significant changes, the challenges they present, and strategies to socialize these changes prior to implementation.
                      POSTED AUG 2018

                      Optimizing the General Ledger
                      Typically, the General Ledger is treated like the ‘ugly stepchild’ of Revenue Cycle optimization, often neglected until the last minute. Impact Advisors describes a new, proven approach, involving a different timeline and a different team.
                      POSTED AUG 2018

                      Ensuring Effective Physician Engagement: Five Tips for an EHR Implementation
                      Physician involvement and preparedness are among the strongest factors influencing the overall success or failure of an Electronic Health Record (EHR) implementation. Without robust physician engagement and adoption, hospital leadership cannot fully realize the value of their substantial investment in the new enterprise clinical system.
                      POSTED MAY 2017

                      Choosing High Value Optimization Projects: The IMPACT Clinical Performance Assessment
                      In early 2014, HIMSS released its HIMSS Leadership Survey results, in which CIOs reported that their primary focus was on meeting meaningful use and completing ICD-10 conversions, with a smaller emphasis on expanding population health and health information exchange (HIE) capabilities. Just 19% of CIOs at that time responded that their health systems had a significant focus on EHR optimization. A similar survey conducted in early 2017 showed that EMR optimization had moved to the top of the CIO priority list for capital investment over the next three years.
                      POSTED MAY 2017

                      The MACRA Final Rule: Key Takeaways on MIPS and Advanced APMs
                      On October 14, 2016, CMS published a highly anticipated Final Rule that makes significant changes to the way ambulatory clinicians will be reimbursed by Medicare. The Final Rule implements two major provisions that were established by the Medicare Access and CHIP Reauthorization Act of 2015 (MACRA), the Merit-Based Incentive Payment System, or MIPS and Alternative Payment Models (APMs). This primer shares a summary of and the key takeaways on those provisions.
                      POSTED DEC 2016

                      Realizing Clinical Benefits from EHR Investments
                      While most health systems have now implemented an electronic health record (EHR), a large percentage of organizations have failed to realize the expected benefits from EHR implementation. A late 2015 CHIME survey of health system CIOs indicated that 60 percent of health systems surveyed had not realized positive benefits from their EHR implementation and 70 percent have made realizing expected benefits from the EHR a top strategic priority for this year.
                      POSTED SEP 2016

                      Cutover Plan: The Missing Link to a Successful Go-Live
                      Healthcare organizations today are spending months if not years planning for software projects. The project plan will always include build timelines, training, command center and staff support, as well as steps for optimization. This primer outlines how a well-designed, reviewed, and constantly adapted Cutover Plan will lead to a successful go-live and end-user satisfaction.
                      POSTED JUN 2016

                      The MACRA Proposed Rule on MIPS and APMs: Summary and Key Takeaways
                      On April 27, 2016, CMS published a highly anticipated Proposed Rule that makes significant changes to the way ambulatory clinicians will be reimbursed by Medicare. Under the rule, payment “adjustments” to a provider’s Medicare reimbursement would begin in 2019, but those bonuses and penalties would be based on performance in 2017. The proposed rule addresses two major provisions that were established by the Medicare Access and CHIP Reauthorization Act of 2015 (MACRA): The Merit-Based Incentive Payment System, or MIPS, and incentives for clinicians to participate in Alternative Payment Models (APMs).

                      The primer, The MACRA Proposed Rule on MIPS and APMs: Summary and Key Takeaways, is focused on key findings and takeaways from those provisions.
                      POSTED MAY 2016

                      Transforming Clinical Care: Why Optimization of Clinical Systems Can’t Wait
                      In January 2015, the Department of Health and Human Services (HHS) announced new goals for value-based payment. By the end of 2018 they expect 50% of Medicare payments to be tied to alternative payment models, and 90% of Medicare fee-for-service payments to be tied to quality. The announcement of these new goals signaled HHS’s desire to rapidly accelerate value-based payment, and they encouraged private payers to follow suit by meeting or exceeding HHS goals. This white paper explores what preparations organizations need to begin now in order to succeed in the new paradigm.
                      POSTED MAY 2016

                      Components of a Comprehensive Legacy Data Management Strategy: Challenges and Strategic Considerations
                      Prior to go-live of a new enterprise EHR, there are many important decisions that need to be made about legacy data. Which data will be electronically converted directly into the new EHR? Which data will need to be manually abstracted into the system? How will the organization address archiving historical data from the legacy EHR to meet state and federal requirements? To minimize the disruption caused by an EHR replacement and ensure the transition does not jeopardize patient safety, Legacy Data Management strategies ideally need to encompass three distinct areas: Electronic Data ConversionManual Data Abstraction, and Legacy Data Archiving.
                      POSTED MAY 2016

                      Healthcare Information Security Adoption Model (HISAM)

                      CLICK HERE to download the HISAM self-evaluation tool

                      Information security is a major concern for all healthcare organizations. The myriad of government and industry regulations make it hard to know where you stand in terms of information security and what improvements are needed to protect your organization against threats. Impact Advisors’ Healthcare Information Security Adoption Model (HISAM) is a tool that enables healthcare organizations to quickly measure current security posture, set goals and budgets for improvement, and track progress over time. A comprehensive assessment tool, the HISAM describes seven levels of security preparedness across three categories: Awareness, Technical and Behavioral.

                      Understanding Your Current Level of Security

                      Most healthcare organizations have already implemented a number of security related practices and technologies. However, potential exists for key elements to be overlooked. Impact Advisors’ HISAM is a roadmap to a well-rounded security program. It is used to quickly assess your security level and expose gaps that need to be addressed.

                      Prioritizing Your Security Budget

                      Information security budgets are not unlimited, so it is important to make informed decisions regarding security project funding. By defining the “big picture,” the HISAM framework helps you see what’s missing, evaluate risk and prioritize security expenditures.

                      Communicating with Executive Leadership

                      A key component in gaining the information security budget you need is communicating that need to executive leadership. Impact Advisors’ HISAM pinpoints your organization’s current security level, clarifies gaps and delineates next steps to improve security – all in a format that is easily consumable by executive leadership, including presentation-ready graphs.

                      How the HISAM Tool Works

                      Each of the seven levels has 10 questions related to security of your organization. Answering a yes or no for each question allows the tool to calculate your maturity level and show you how close you are at each level. Maturity level is cumulative, you must have all the items covered in lower levels as you move up the scale.

                      CLICK HERE to download the HISAM
                      self-evaluation tool

                      POSTED APRIL 2016

                      Summary and Analysis of the MU Final Rule: Modifications in 2015-17 and Stage 3 Requirements
                      On October 6, 2015, CMS finally published the highly anticipated Final Rule on meaningful use requirements. The Final Rule actually covers changes from two different proposed rules: the April 2015 proposed rule on modifications to meaningful use in 2015-17 and the March 2015 proposed rule on Stage 3 requirements. In terms of the changes to meaningful use in 2015-17, CMS largely finalized what it proposed in April 2015. In terms of Stage 3 objectives and measures (which would be required in 2018), CMS appears to have made some changes in response to public comments, but overall the Stage 3 requirements still look like they will be very challenging.
                      POSTED OCTOBER 2015

                      Realizing Value from an Enterprise EHR Investment
                      Amid new, value-based payment models, greater accountability for costs and quality, and increasingly complex regulatory IT requirements, there is no shortage of external pressures facing healthcare CIOs today. However, now that most hospitals and health systems have implemented an enterprise EHR, there is also growing internal pressure to realize value from that investment. Significant money has been spent on these systems, and executives now want to see the tangible improvements in clinical and revenue cycle outcomes that were promised.
                      POSTED SEPTEMBER 2015

                      Overview and Analysis of Proposed Changes to Meaningful Use in 2015-16
                      On April 10, 2015, CMS published a proposed rule that would make numerous changes to meaningful use requirements in 2015 and 2016. This white paper provides an overview and analysis of the changes being proposed which would impact the current MU reporting period.
                      POSTED MAY 2015

                      Overview and Key Takeaways from the Proposed Rule on Meaningful Use Stage 3
                      On March 20, 2015 CMS released the proposed rule for Stage 3 of meaningful use. Given the widespread problems with certification in 2014 – and the difficulties providers faced meeting Stage 2 requirements related to patient engagement and health information exchange – the proposed Stage 3 rule has been highly anticipated by many providers, hospitals, and health systems.
                      POSTED APRIL 2015

                      Selecting a Population Health Management Vendor: Taming the Wave
                      As more organizations embrace population health management as a strategy to succeed in the emerging new paradigm of value-based payment, many are facing the next big question, “What tools do I need to support population health?” The latest white paper from Impact Advisors discusses the crucial elements that go into selecting a population health management vendor.
                      POSTED MARCH 2015

                      ONC Nationwide Interoperability Roadmap: “Driver’s Handbook”
                      A concise route summary to help navigate the planned construction and potential detours ahead.
                      POSTED FEBRUARY 2015

                      Advocate Health Care Finds Trusted Advisor To Help Achieve Oncology Goals
                      Impact Adviors helps Advocate identify and implement new oncology software package to boost oncologists’ capabilities and patient safety .
                      POSTED FEBRUARY 2015

                      Optimization: The Next Frontier
                      No matter where your health system is on the EHR implementation continuum, to get the most value out of your EHR, both for clinical and revenue cycle processes, it is critical to have workflows and build that eliminate waste, improve efficiency, improve user and customer satisfaction and improve the operational bottom line. In short, every organization should be continually looking for ways to optimize their systems.
                      POSTED JANUARY 2015

                      Population Health Management Primer
                      A primer on strategies for effective Population Health Management and the elements required for success.
                      POSTED OCTOBER 2014

                      Healthcare Trends 2014: Pressure Rises and Delivery Organizations Respond
                      This market point-of-view document highlights not only the key trends we see impacting healthcare today but more importantly the IT implications delivery organizations need address to ensure they stay relevant and successful.
                      POSTED OCTOBER 2014

                      Overcoming a False Sense of Security in Healthcare
                      A primer that looks at how some health delivery organizations currently approach data breaches, and how a false sense of security can be overcome.
                      POSTED SEPTEMBER 2014

                      Revenue Cycle: Tactical Patient Access Considerations for Physician Practices
                      Patient Access in the revenue cycle begins with the initial contact between the patient and the physician’s office and continues through the point when the provider receives payment. This White Paper provides a summary of three important components in the Patient Access function of the revenue cycle, including: Staff, Processes, and Technology, and offers tactics for optimizing their efficiency and thereby maximizing revenue.
                      POSTED JULY 2014

                          Stephen F. O’Neill, LICSW, BCD, JD

                          Steve is the Social Work Manager for Psychiatry, Primary Care, Pain Management and Infectious Disease as well as the Associate Director of the Ethics Support Service at Beth Israel Deaconess Medical Center. He completed a Fellowship in Bioethics in the Division of Medical Ethics at Harvard Medical School, is a Clinical Instructor in the Department of Social Medicine and a Faculty Associate in the Center for Bioethics at Harvard Medical School. Steve is also an Adjunct Assistant Professor at Simmons College School of Social Work. He is a Social Work Consultant at the Massachusetts Medical Benevolent Society in Waltham.

                          He chairs the National Association of Social Work’s Massachusetts Chapter’s Committee on Ethics and Professional Review, the adjudicatory arm of NASW, and is also a member of the National Ethics Committee of NASW. He helped co-author the NASW Code of Ethics and the NASW Professional Standards.

                          Steve has extensive teaching experience, numerous committee assignments including the Professional Review Task Force of NASW, Harvard Medical School’s Clinical Ethics and Organizational Ethics Consortiums and Harvard Medical School’s Ethics Leadership Group. He is member of the Preventable Harm to Respect and Dignity initiative within health care at BIDMC as well as a member of BIDMC’s Emergency Management Team and the HMS Task Force on Ethical Aspects of Emergency Preparedness. He is the author/co-author of a number of articles, chapters and a book entitled Legal Issues in Social Work (2004).

                          Steve is an expert in Behavioral/Mental Health for the OpenNotes Program and started the first ever program in making behavioral health therapist notes readily available to patients through their personal computers in 2014. He is especially interested in how the transparency of open note writing in behavioral health can foster greater trust and partnership, improve patient engagement and contribute to de-stigmatizing mental illness and behavioral health.


                              Lois Elia

                              Lois Elia has been with AdvocateAurora for 21 years in varying leadership roles, including: Advocate Physician Partners, System Clinical Support Services, Advocate’s ACO, and Physician and Ambulatory Services. AdvocateAurora is the largest integrated health care system in the state of Illinois with more than 250 sites of care, including 12 acute care hospitals, including a children’s hospital with two campuses.

                              Currently, Lois is the VP of Physician and Ambulatory Services leading physician specialty and service line strategies. Prior to this role, Lois was accountable for the building of AdvocateAurora’s ACO infrastructure where she led the plan, design and execution of the full continuum of population health management strategies and tactics necessary to succeed under value-based care and payment models.

                              Lois has been involved in overseeing several high profile system initiatives including PHO centralization, Culture of Safety, eICU services, clinical EMR rollout, ACO infrastructure build and development of an integrated behavioral health service line.

                              Prior to joining AdvocateAurora, Lois was a manager in the health care consulting practice of Deloitte & Touche. She has also held clinical positions at Johns Hopkins and Northwestern Memorial hospitals.

                              Lois earned her BS in Nursing from the University of Maryland and an MBA from Loyola University of Chicago. Lois completed certifications at Northwestern University’s Kellogg Leadership Institute for Health Care Executives and Harvard’s Executive Project Management Institute.

                              Lois also serves on the board of Advocate Home Health, Advocate Christ Medical Center PHO, and was recently appointed to the URAC board of directors.

                                  Avera eCARE/eHELM Site Visit

                                  At Avera eCARE, telemedicine professionals work together 24/7 in the eHELM, the virtual hospital hub. By staffing the central facility around the clock, partners and patients benefit from multidisciplinary collaboration of medical specialists any time, anywhere.

                                  Health system executives in IT, operations and clinical care from six SI Member organizations across the country gathered in Sioux Falls, S.D. September 13-14, 2017, to visit Avera Health’s eCARE telehealth operations and share lessons learned in implementing telehealth for population health. Onsite discussions enabled a “deep dive” into how Avera’s nationally recognized telehealth program expanded from telemedicine consults in 1993 to encompass the most robust telemedicine capabilities in the nation, including: ICU, Pharmacy, Emergency, Senior Care (Long Term Care), Correctional Facilities, School Health and AveraNow “direct to consumer,” Behavioral Health and Hospitalists. Avera isn’t done, planning to expand services in the near and long term.

                                  View Avera eCARE Basics PDF

                                  The Avera Site Visit included a tour of the Avera eCARE facility where participants could view command-center operations for Avera eCARE’s ICU, Emergency and Specialty Clinic consults and discuss lessons learned from Avera’s expansion of its scope of services and geographic footprint. Attendees heard about IT-infrastructure requirements and planning tips and still had plenty of time for Q&A and to share their own experiences with telehealth tools. The result was a better understanding of alternative business-use cases and the measured impact from such advanced telehealth applications.

                                  John Porter, President and CEO of Avera Health, welcomed the group and emphasized that Avera’s eCARE initiative was driven by the need to increase quality of care in remote locations, particularly where specialty physician services were difficult to recruit or where sites were too remote for rapid access to the specialty care required. “Avera eCARE grew out of our rural geography,” he said, “and a need to provide support to rural areas with limited access to workforce – and it has become integral to the way we work across Avera. This is a clear-cut example of technology advancing the care we can provide to our communities.”

                                  Deanna Larson, CEO of Avera eCARE, and Jay Weems, VP, Operations of Avera eCARE, shared management strategies and the results to date of each telehealth operation. For example, the eCARE Specialty Clinic has provided 60,000 total visits that saved 6.34 million miles in patient or physician travel, 52,000 patient hours and $2.56 million in costs. In covering 72,000 patients, eCARE ICU resulted in 1,743 lives saved, reduced length of stay by 3.38 hospital days and reduced average time on a ventilator by 13 fewer hours. Similar dramatic results occurred with other telehealth applications.

                                  Many participants said they were originally drawn to the Avera Site Visit to learn more about eCARE ICU but realized other applications – Emergency and Senior Care, for example – would offer better starting points for their telehealth service. As Jen McKay, MD, Medical Information Officer, Avera Health – who launched Avera’s Hospitalist program – noted, “We started with the eICU application, and that was a great way to get started with the required infrastructure to support telehealth. However, once we started eCARE Emergency that suddenly became the game changer for us. The response by the local provider was immediate: the ability to have a colleague instantly available at the push of a button was astonishing!” Other key takeaways:

                                  • Telehealth is all about augmentation, not replacement. The provider at the patient’s side remains the decision-maker.
                                  • Telehealth is a partnership. Avera does not own all sites, which places a big emphasis on customer service.
                                  • Telehealth is focused on addressing clinical issues, so the starting point is always a clinical champion who drives the solution.

                                  “You need to start with the end in mind,” asserted Dr. McKay. “This is all about solving a clinical problem and leveraging technology to help create a new solution. This focus on innovation and the use of technology-enabled clinical decision-making is the future skill set for the next generation of physicians.”

                                  Participants learned that in telehealth, like so many health-system initiatives, quick wins and success stories are critical to sustaining change. Participants agreed the Avera Site Visit was a great opportunity to exchange ideas and insights across multiple markets and settings to better understand the best starting place for a broad telehealth strategy. It also helped them see up close the promise of telehealth in terms of immediate, documented clinical and productivity results ranging from reduction in length of stay, unnecessary admissions and ventilator hours to lower mortality rates and higher patient satisfaction.

                                  Twenty-five participants from seven SI member organizations – Avera Health, Eastern Maine Healthcare Systems, Houston Methodist, Intermountain HealthCare, OSF, Spectrum Health, and UK Healthcare – were in attendance.

                                  SITE VISIT DESIGN & OBJECTIVES

                                  • Avera’s eHELM, the virtual hospital hub, offered a behind-the-scenes look at a robust regional/national telemedicine program, and a collegial opportunity among SI Member CEO, CIO, and CMIO executives to discuss various business use cases and operational considerations for telehealth technologies in their respective markets.
                                  • Tour was on Wednesday, September 13. This 1.5-hour small group tours was followed by a large group presentation of eCARE, which includes the capability for connecting diverse healthcare sites across the country.
                                  • Discussion of eCARE/eHELM continued over dinner at Ode to Food and Drinks, 300 Cherapa, on Wednesday, September 13.
                                  • Breakfast and Wrap-up session the morning of Thursday, September 14, CRAVE restaurant, Hilton Garden Inn.
                                  SITE VISIT PARTICIPANTS


                                  Matthew Barr
                                  Domain Architect
                                  Julia Blackburn, MD
                                  Director of Neurosciences
                                  UK HealthCare
                                  Judy Blauwet
                                  Avera Health
                                  Dr. Andrew Burchett
                                  Avera Health
                                  Darby Dennis
                                  Houston Methodist
                                  Michael Garcia, RN, JD
                                  Sr. VP Operations
                                  Houston Methodist
                                  April Giard
                                  System CNIO & VP
                                  Eastern Maine Healthcare Systems
                                  Suzanne Hinderliter
                                  VP TeleHealth Services
                                  Johnson Kyle Johnson
                                  System VP & CIO
                                  Eastern Maine Healthcare Systems
                                  Jundt Dr. Kim Jundt
                                  Avera Health
                                  Kooistra Josh Kooistra, MD
                                  Department Chief
                                  Larkin Tara Larkin
                                  Operations Director
                                  Intermountain HealthCare
                                  Larson Deanna Larson
                                  CEO eCare
                                  Avera Health
                                  Lauria Michele Lauria, MD
                                  Eastern Maine Healthcare Systems
                                  McKay Dr. Jen McKay
                                  Avera Health
                                  Jason McReynolds
                                  Enterprise Architecture Director
                                  UK HealthCare
                                  Patino Tanya Patino
                                  Director IS
                                  Pilat Courtney Pilat
                                  TeleHealth Program Mgr.
                                  Porter John Porter
                                  CEO and President
                                  Avera Health
                                  Schwallier Nancy Schwallier
                                  VP Acute Health
                                  Veline Jim Veline
                                  Senior VP IT/CIO
                                  Avera Health
                                  Wayling Brian Wayling
                                  Assistant VP
                                  Intermountain HealthCare
                                  Weems Jay Weems
                                  VP, Operations eCare
                                  Avera Health


                                  Tele-ERs can help strengthen rural hospitals

                                  University of Iowa study finds tele-emergency rooms can save hospitals money and help recruit and retain physicians


                                  A new study from the University of Iowa finds rural hospitals that use tele-medicine to back up their emergency room health care providers not only save money, but find it easier to recruit new physicians.

                                  Marcia Ward, study author and professor of health management and policy in the College of Public Health, says the results suggest that expanded use of tele-emergency services could play a key role in helping small, rural critical access hospitals maintain their emergency rooms.

                                  READ MORE >

                                      Community Outreach at Spectrum

                                      Kenneth J. Fawcett, Jr, MD, VP Spectrum Health Healthier Communities.  Spectrum Health’s Healthier Communities offers community outreach to vulnerable populations to improve health and reduce health disparities.  Infant mortality and adverse birth outcomes have been reduced by 50%; enhanced educational outcomes are supported through virtual health delivery augmenting onsite behavioral health, medical and dental services; and wellness and chronic disease programming has improved health outcomes and patient engagement while reducing the total cost of care.  Dr. Fawcett discusses the use of a social impact bond structure to create a sustainable funding structure for community health programs.  He also discusses the importance of outcomes, and not simply outputs, as success markers and collaboration of community partnerships, along with a novel (and scalable) solution to address food insecurity and its impact on health.