Aaron Miri, CIO, Walnut Hill Medical Center, Chapter 1

Aaron Miri, CIO, Walnut Hill Medical Center

About Walnut Hill — “The hospital Steve Jobs would have built.”
Being a physician-managed hospital
5 & 15 rule
C-suit execs wearing “the hat of patient advocate”
Physician engagement & buy-in
Soarian clinicals & financials — “We’re basically a paperless environment.”
Finding the “sweet spot” with wearables

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George Hickman, EVP & CIO, Albany Medical Center, Chapter 1

George 'Buddy' Hickman, EVP/CIO, Albany Medical Center

About Albany Medical Center
Being a Soarian development site — “There were a lot of fits and starts.”
Siemens-Cerner merger
“There’s a direction there and an investment pattern that’s going to continue.”
Meeting with John Glaser & Kent Gale — “They gave us an early preview of the intended roadmap.”

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Gary Barnes, CIO, Medical Center Health System, Chapter 1

Gary Barnes, CIO, Medical Center Health System

About MCHS Odessa
2-year process to select Cerner
Best-of-breed vs integrated solution — “It was overwhelming.”
Economics of integration
Selling to the board — “It’s like building a house.”
5-7 minute training intervals
“We want to make sure that we’ve built something that people will use.”

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Tom Pacek, VP & CIO, Inspira Health Network, Chapter 3

Tom Pacek, VP & CIO, Inspira Health Network

Easing staff burden with consultants & interns
Work-life balance
Getting personal with staff — “It’s importance to me to know what’s going on with them.”
“Dynamic” HIT industry
Cutting edge, not “bleeding edge”
Evolution of physician engagement

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Tom Pacek, VP & CIO, Inspira Health Network, Chapter 1

Tom Pacek, VP & CIO, Inspira Health Network

About Inspira
Soarian in hospitals, ambulatory migrating to Cerner
Physician bakeoff to select a system
Inspira’s “enterprise mentality”
MU attestation on physician side — “The biggest gap is the patients.”
Onsite portal signups & tests
“You can’t control the patient; the best you can do is educate them and get them engaged.”

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