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.”
Gary Barnes, CIO, Medical Center Health System, Chapter 1
Tom Pacek, VP & CIO, Inspira Health Network, Chapter 3
Tom Pacek, VP & CIO, Inspira Health Network, Chapter 1
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.”
Randy Gaboriault, SVP & CIO, Christiana Care Health System, Chapter 1
About Christiana Care
Cerner as “core backbone on the inpatient side”
Migrating ambulatory onto one platform
Co-development to integrate Cerner & Soarian Financials
“It’s how you get data at the right place and the right time to create a richer patient experience.”
Delaware HIN — “It creates a platform to really start thinking about team-based care.”
Sarah Richardson, CIO, NCH Healthcare System, Chapter 2
Focus on portals — “How can we make it seem like an engine?”
Internally marketing initiatives
Security — “No matter what we do, it’ll always be a when, not an if.”
Data loss prevention
Culture changes
Lessons in leadership — “We got really creative at making things work.”
“I care about the people before I care about the technology.”
Sarah Richardson, CIO, NCH Healthcare System, Chapter 1
Gene Thomas, VP & CIO, Memorial Hospital at Gulfport, Chapter 2
The evolving CIO role
“Analytics is not the answer; it’s a large part of the answer.”
Data-driven decision making
Selling the board on analytics — “It’s important to build consensus.”
The CIO’s many hats
Portal adoption is “fundamental and pivotal in terms of population management.”
Learning from Google, Apple & Walmart
Kyle Johnson, SVP & CIO, Eastern Maine Healthcare, Chapter 3
Major M&A at CHE Trinity — “When is large too large?”
Data management as a differentiator in mergers
Acquiring Mercy — “There’s a lot of heavy lifting that has to go on.”
When it’s time for a change — “You have to be really ready, and I was.”
Size versus agility
Cultural fit — “If you pick wrong, it can be pretty miserable”