Indiana Institute Making a Case to the CIO John Martin SunHealth Case Study

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Health Medical

Indiana Institute of Technology

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As HIM Director at SunHealth Medical Center, you are a direct report to the CIO. You learn that SunHealth is in the exploratory stage of considering the strategic priorities at SunHealth and the consideration of implementing an EHR, as described in the Case Study on pages 387-388.

  1. Make a case to the CIO John Martin that you should be included on the leadership team.
  2. Draw from your knowledge of EHR contracts; team effectiveness skills; your personal leadership style; power, politics and conflict management; and using influencing and change management skills and negotiation in making your case.

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CHAPTER 13 - Health Information Systems and Strategy 3 resulted in a improve excellence and refined mission statement and a set of strategic priorities for the organization. Sun Health's mission is to compassion; and to work with others who share their fundamental commitment to improving the human IN PRACTICE: Sun Health Case Study Two years ago, the senior leadership team at Sun Health Medical Center engaged in a strategic planning process that the physical, emotional, and spiritual health of all individuals and communities they serve; to provide care with condition. Their strategic priorities are: 1. To improve patient safety and quality 2. To foster a patient-centered environment whereby patients are actively engaged in their own care and partners in the care process 3. To improve care coordination and efficiency As part of the strategy discussion, the CEO, Mary Lewis, felt it was important to explore the ways in which isnt matern help SunHealth achieve their strategic objectives. Sun Health is a nonprofit, community-based, integrated delivery system comprised of three community hospitals in the Southeast. It also includes a large physician practice plan, a cancer center, a women's health center, and a wide range of ancillary and rehabilitation services. Soon after the initial strategic planning discussions took place, SunHealth recruited a new chief information officer (CIO), John Martin. John holds an undergraduate degree in computer science, a master's in industrial engineering, and has over 15 years of experience in working with IT and health care professionals in the selection and implementation of IS projects. John agreed with Mary that the organization's IS plans should be well aligned with the overall strategic plans of the organization--and he quickly found himself at the leadership table. After many discussions and given the strategic priorities of Sun Health, the leadership team recommended moving forward with the selection and implementation of an electronic health record (EHR) system. (Note: The leadership team was comprised of the CEO and CIO, as well as the chief financial officer, the chief nursing officer, and the chief of the medical staff). They felt that an EHR would improve patient safety, decrease medical errors, and help ensure that providers were using evidence-based medicine. They also envisioned that by allowing patients to view their records through a PHR or patient portal, the patients would become more involved in their own care. This could help them achieve their goal of Creating a patient-centered environment and improve care coordination and efficiency. However, the team was concerned about doing too much at once. Based upon John's prior experience, he recommended that the EHR system be selected and implemented using a phased approach with a series of applications introduced over time: Stage 1: Clinical documentation for nurses and all ancillary staff members Stage 2: Medication administration using bar coding technology Stage 3: Computerized provider order entry (CPOE) approach was eventually accepted and approved by the leadership team and the board. It was just the beginning of Stage 4: Physician notes This a series of milestones and challenges, with the final goal of a fully implemented EHR yet to be realized. John established a governance structure for the project. There was a senior-level Steering Committee that oversaw the Once the EHR vendor was selected and the phased approach for implementing the various applications was determined, entire project, and individual project managers that managed each stage of the project. An overall project manager was also appointed. Melissa Drake was selected to serve in this role. She had been a critical care nurse for 10 years before being lured away to work on IT-related projects. Melissa is well respected in the organization, has a sense of the big picture, and is able ga PART 3 . Macro Perspectives IN PRACTICE: Sun Health Case Study (Continued) to delegate fairly well. She is also fairly well organized, although she does tend to forget details and often laughs at herself that she needs a full-time secretary to keep her straight. It is easy for her to overcommit , as she also serves as the controller for the IT department and manages all IT contracts with vendors. Other key members of the Steering Committee include the chief medical informatics officer, medical staff director, chief nursing officer, CIO, and director of pharmacy. The hospital is a teaching hospital and uses residents, so the expectation is that the residents will be entering orders directly when the hospital gets to the CPOE phase of the implementation. Buyin by the residents will be critical. The medical staff director, Dr. Paul Long, is rather quiet and reserved. He sees the value of the EHR, but has been very busy and not able to attend many of the Steering Committee meetings. He also admits he has not written an order in 10 years. His residents write all orders for him. One of the main tasks of the Steering Committee was to establish an overall time frame and sequence for implementing the various applications. As problems or major challenges arose, John or Melissa would bring these issues to the attention of the Steering Committee for deliberation and discussion and changes would be made to the master calendar, as appropriate. The Steering Committee also kept a pulse on how things were going in terms of training, resource allocation, staffing, and whether too much change was occurring at once. If priorities had to shift or additional people needed to be brought in the Steering Committee serves in this capacity. As of this date. Sun Health has completed phases I and 2, and is currently in phase 3. They have implemented CPOE in one of their hospitals and are in the process of rolling it out to the other two. The rollout of CPOE has been fairly successful, although it has gone in live in the new hospital with strong physician leaders. Melissa is concerned that the same success might not happen in the other hospitals, where the physicians are older and tend to be less engaged in the project. The Steering Committee estimates it will take another year before this phase of the project is completed, and they can begin work on the final phase in moving on to physician notes. As with any project, numerous requests and changes for enhancements have been made. Only those that have patient safety implications are acted upon immediately. All others are being prioritized and considered as time permits. Other approaches can also link directly to an organization's which to fund later, and which will have to wait. In this way. strategic outlook. For example, an organization may be the strategic direction of the organization is linked directly to committed to continuous improvement, which could be reflected the ongoing IS projects. in an IS strategy of continuous improvement in processes and management. Also, as suggested earlier, the development of an IS strategy may be driven by fundamental views about the nature of competition and the role of is in facilitating competitive advantage (Wager, Lee, and Glaser, 2009). In order to be successful in HIT adoption, the strategic level questions must eventually give way to questions of execution. In other words, an organization must move from advantage of achieving strategic alignment is that it tends to the "what and why" to the "how" of adopting HIT. One which is executive-level and clinical leadership support. High Successful strategic alignment should result in a set of IS lead to another critical factor in the success of IS projects its strategic direction or for sustaining existing capabilities. level support for IS projects not only communicates to the rest of the organization that they are serious about adopting the system in question, but it also increases the chances progress. This portfolio of IS projects should be managed by of having the necessary resources dedicated to the project Executive leadershin can allocate the financial and humat projects that the organization has identified as important to This portfolio of projects typically includes pending requests, projects approved but not begun, and projects that are in typ-level team that includes both senior business and YA
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SunHealth Case Study: Making a Case to the CIO John Martin

Student’s First Name, Middle Initial(s), Last Name
Institutional Affiliation
Course Number and Name
Instructor’s Name and Title
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SunHealth Case Study: Making a Case to the CIO John Martin
As the HIM Director at SunHealth Medical Center, I believe I have got what it takes to be
part of the electronic health record implementation project team. Owing to my personal
leadership style and team effectiveness s...


Anonymous
I was struggling with this subject, and this helped me a ton!

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