Rick Allen, CIO, Southern Regional Medical Center, Chapter 3

Population health with Emory — “They’re able to access information much easier.”
Reducing readmissions with paramedicine
Meditech’s portal functionality — “It doesn’t fit our patient population.”
From outdated systems to being a Horizon development site
The mentor that “helped moderate” him
Being the new CIO — “It’s all about interacting with people. The strategy will come.”

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Steve Stanic, VP & CIO, Mississippi Baptist Health System, Chapter 2

Patient portals — “The toughest measure to hit.”
His team’s 5-point engagement strategy
Shifting responsibilities
Mississippi Affiliated Network
“We needed a strategy so we’re not always at the mercy of Medicare or Blue Cross.”
Improving throughput — “That’s the name of the game now.”

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James Wellman, CIO, Comanche County Memorial Hospital, Chapter 2

Breaking out of break/fix mode
Transparency with the board — “This is where you are. Here’s what we need to do.”
Challenging vendor parameters with EMC
“The costs are the costs; we need to manage how we do this”
Data & network overhaul
Partnering with Brocade — “We sold them on the concept.”

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Rick Follett, CIO, Good Samaritan Health System, Chapter 2

The “welcome delay” of ICD-10
Dual-coding, clinical documentation improvement efforts
Revamping the HIM department
Outsourcing IS to McKesson
“Health IT is a calling, not a career”
Managing overachievers

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Rick Follett, CIO, Good Samaritan Health System, Chapter 1

About Good Samaritan
Looking at a potential merger to “take advantage of scaled economies.”
McKesson Paragon in hospital, Medent in ambulatory
Data integration through CCDs
MU as a top priority
“Drilling deeper” to manage population health
Patient portal “proxy access”

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