UMass IS annual report MAR18

INFORMATION SERVICES 2015 ANNUAL REPORT

UMMHC 2020 VISION

2014 INCREASE FOCUS

2015-2018 CONSOLIDATE WINS

2020 VISIONPOSITION OURSELVES FOR FUTURE

DELIVER EXCEPTIONAL QUALITY, SERVICE

AND VALUE TO THE PATIENTS WE SERVE

INVEST IN THE BEST

INCREASE OUR COMMUNITY PRESENCE

BUILD OUR POPULATION HEALTH CAPABILITIES

CREATE AN ENABLING CULTURE OF OWNERSHIP

RATIONALE DOABLE & FINANCIALLY FEASIBLEPATH CRITICAL

TIME AND/OR CAPITAL INTENSIVEDEPENDENT ON PHASE I

TIME AND/OR CAPITAL INTENSIVEDEPENDENT ON PHASE II

Deliver world-class access to our services through our 855-UMASS-MD platform

Improve pt flow and reduce ED boarders

Be completely transparent about our quality and service results

Standardize care to enhance quality, efficiency and the educational experience of our students, residents and fellows

Programmatic service line review and initial investments in new MDs and resources based on the clinical and academic quality of current program, profitability and growth potential

Grow community-based primary care

Increase private physicians in MCN

Increase community-based specialist programs

Governmental payer pilots (duals)

Shared savings and quality-focused shared risk (AQC) with commercial populations

Build HCC coding and quality infrastructure

Improve IT dependability, speed and usability and open the patient portal

Employee wellness program

World-class employee idea system

Executive rounding program

Continued growth of owned (CMG) and affiliated (MCN) community-based primary and specialty care practices

Become a Medicare ACO, enhance TME management capabilities, expand successful pilot programs (My Link)

Align with payers and employers

Create an ACO laboratory with UMMS

Enhance employee development and recognition programs

Partner with UMMS to build an IT system that integrates all available clinical data, is fast, dependable and easy to use from a secure mobile platform

Academic health system with a strong community presence

A fully integrated delivery system (Payer/Provider) managing the overall cost and quality of care for defined populations

Top decile employee satisfaction

Patient- and provider-centric integrated EHR

Service line investments analyzed and adjusted annually based on clinical and academic quality and efficiency of program, profitability and growth potential

Innovative select specialty services that are internationally recognized

Expand 855-UMASS-MD hours and include online appointment scheduling capabilities for existing (portal) and new patients (ZocDoc)

Develop and implement entity/dept-level quality and service improvement plans

Expand our capacity to deliver low acuity care at a lower cost (ASC, Urgent Care and virtual visits)

24/7/365 electronic and telephonic patient access to all of our services

Patient and family-centered, cost-effective, high-quality care

Efficient, contemporary facilities for our patients and providers

Elimination of ED boarders

Top decile quality/service

We will become the best academic health system in America based on measures of patient safety, quality, cost, patient satisfaction, innovation, education and caregiver engagement.

UMASS MEMORIAL HEALTH CARE The Best Place to Give Care, The Best Place to Get Care

UMass Memorial Health Care’s 2020 Vision is to become the best academic health system in America based on measures of patient safety, quality, cost, patient satisfaction, innovation, education and caregiver engagement. As we work hard to become “The Best Place to Give Care — The Best Place to Get Care,” we will focus on our patients, our people, our discoveries and our long-term financial health.

One area where major improvements are being made is Information Services (IS). We greatly appreciate the hundreds of caregivers who provided input on how to enhance IS. Following is a high-level summary of improvements that have been made as a result:

Restructured the IS Leadership Team

Established a process improvement culture within IS

Worked to improve our partnership with the University of Massachusetts Medical School

Solidified and expanded our IS governance approach

Selected Epic as our enterprisewide, integrated electronic health record system

Accelerated our improvements in IS infrastructure

We will continue to partner with University of Massachusetts Medical School to build an IT structure that integrates all available clinical data, is fast, dependable and easy to use from a secure mobile platform. This report is intended to share some of the excellent work performed by our re-energized IS department.

Eric Dickson, MD President and CEO of UMass Memorial Health Care

Sergio Melgar Executive Vice President and CFO of UMass Memorial Health Care

OUR PATIENTS

OUR PEOPLE

OUR DISCOVERIES

OUR LONG-TERMFINANCIAL

HEALTH

Eric Dickson, MD President and CEO of UMass Memorial Health Care

Sergio Melgar Executive Vice President and CFO of UMass Memorial Health Care

To enable this vision, and based on feedback from hundreds of our caregivers, we have selected and are implementing the best electronic health record system available – Epic.

UMass Memorial Information Services / 1 /

The Epic contract complex it did seem,

was expertly handled by Kate and her team!

INFORMATION SERVICES – A LOOK BACK AT 2015

In 2015, we initiated a major transformation of IS in an effort to best serve our patients and caregivers, and become a strategic enabler for UMMHC’s 2020 Vision.

IS Senior Leadership (Not pictured: Penny Iannelli)

As part of this transformation process, we sought widespread engagement and input from our clinical, operational and financial colleagues. Based on their feedback, our IS Committee of the Board established the following framework for our patient-centered IS Strategic Plan:

Talent Management

Process Improvement

Partnership with University of Massachusetts Medical School (UMMS)

IS Governance

Epic (Soarian Exit Strategy)

Infrastructure Modernization

The scope for the IS Strategic Plan includes all entities owned by UMMHC and covers our full continuum of care. These concepts, along with our pursuit to strengthen our partnership with UMMS, are shown in the Exhibits.

Our overarching goal is to establish a unified IS department that will best serve our patients and caregivers across our full continuum of care.

/ 2 / 2015 Annual Report

Significant progress was made in each of the IS Strategic Plan areas. Highlights are included below and further showcased throughout this document.

In partnership with UMMHC’s Human Resources team, we recruited a new IS Leadership team and restructured the entire IS team.

The IS Team exceeded their annual goal for ideas implemented by 70 percent and created a Visual Management System that displays our priorities, challenges, alignment, progress and activities.

Our IS Training Team and IS Project Management Office (PMO) Team each were selected as “Sweet 16” finalists with the IS PMO Team being awarded “UMMHC’s 2015 Innovator of the Year” by our President and CEO.

We have taken initial steps to strengthen our partnership with the University of Massachusetts Medical School and are excited about better serving our academic and research partners.

Dr. Bill Corbett and Dr. Matthias Walz served as Co-Chairs for the Soarian Exit Strategy Task Force that addressed our clinical and revenue cycle system needs. Based on input from hundreds of caregivers, the task force identified Epic as the best solution to enable our 2020 Vision.

With the help of Kate Eshghi, SVP and General Counsel (pictured left) at Epic, and her team, the Epic contract was signed mid-2015.

An assessment of our IS infrastructure was conducted and our technical teams are actively working on infrastructure improvements to modernize our IS infrastructure.

In 2015, UMMHC’s team of dedicated IS professionals worked extremely hard to put the IS star back into the sky. Their collective accomplishments, which are highlighted in this report, clearly demonstrate the power of “Everyone, Everyday.”

Our patients, community and caregivers will benefit tremendously from the work of this team. For that, I am very grateful and look forward to seeing this team make the IS star shine brighter with each year. We can all be very proud to be associated with such a talented, dedicated and hard-working team.

Tim Tarnowski UMMHC SVP & CIO

2015 IN THE WORDS OF OUR STAFF

Our overarching goal is to establish a unified IS department that will best serve our patients and caregivers across our full continuum of care.

transition

Epic

opportunityinnovation

teamrewarding

directionhope

challenging

changeexciting

evolutionary

idea systembusy

growth

collaboration

frustratingimprovement

uncertain

chaotic

stress

hectic

overwhelming


IS Committee of the BoardThe IS Committee of the Board is responsible for monitoring UMMHC's Information Services Strategic Plan. This includes ensuring that IS initiatives are aligned with UMMHC's 2020 Vision and is a strategic enabler for UMMHC's strategic goals and priorities. This team of external experts has provided valuable guidance and perspective. We sincerely thank them for their time and willingness to share their expertise as we face the exciting challenges ahead.

Vic Bhagat, Executive Vice President, Enterprise Business Solutions and Chief Information Officer at EMC Corporation

Drexel Deford, Independent Healthcare Consultant

Eric Dickson, MD, President and CEO of UMass Memorial Health Care

Robert W. Finberg, MD, Richard M. Haidack Distinguished Professor and Chair of Medicine, University of Massachusetts Medical School

Mary Finlay, Professor of Practice at the Simmons School of Management

Sergio Melgar, Executive Vice President and CFO of UMass Memorial Health Care

Edward J. Parry, III, Vice Chairman of the UMMHC/UMMMC Board of Trustees and Partner/Consultant in a private financial services/insurance firm

Raymond Pawlicki, Former Chief Information Officer (CIO) at Biogen

Rick B. Siegrist, Jr., MS, MBA, CPA, Director of Innovation and Entrepreneurship, Co-Director, Master of Science in Health Care Management Program, Adjunct Lecturer on Health Care Management Department of Health Policy and Management at Harvard T.H. Chan School of Public Health

Jack Wilson, MD, President-Emeritus, The University of Massachusetts, and Distinguished Professor of Higher Education, Emerging Technologies & Innovation

INFORMATION SERVICES GOVERNANCE

A special thanks to our IS Governance team members who worked very hard in 2015 to prioritize our work and ensure alignment with UMMHC’s 2020 Vision. These teams provided exemplary enterprise leadership in establishing the IS priorities and making some very difficult decisions to guide our work.


IS Operations CommitteeOur IS Operations Committee is led by Co-Chairs Dr. Max Rosen and Sergio Melgar. This committee prioritized the majority of the accomplishments presented throughout this document.

Bill Corbett, MD, SVP Community Practices, UMMMG

Deb Demarco, MD, Senior Associate Dean for Clinical Affairs & GME, and Professor, UMMS

Barbara Fisher, MBA, SVP, Operations, UMMMC

John Greenwood, President of UMass Memorial ACO, CFO, and SVP for Office of Clinical Integration, UMMMG

Margaret Hudlin, MD, SVP, CMO and CQO, UMMMC

Cathy Jewell, CNO, UMMMC

Pamela Manor, DNP, RN-BC, CNIO, ACNO Clinical Informatics, Nursing Professional Development and Nursing Quality, UMMMC

Sergio Melgar, EVP and CFO, UMMHC

Steve Roach, President & CEO, UMMHC Marlborough Hospital

Max Rosen, MD, Chair, Radiology Department, UMMMG

Alice Shakman, SVP, Operations, UMMMC

Jeffrey Smith, MD, MMM, EVP and COO, UMMMC

Gregory Volturo, MD, Chair, Emergency Department, UMMMG

Greg Wolf, CIO, UMMS

Soarian Exit Strategy Task Force/Epic Executive Steering CommitteeIn December 2014, Dr. Dickson assembled the Soarian Exit Strategy Task Force. Their assignment was to, “Recommend the best solution for our patients” and “Develop a plan to move us off Soarian and onto a system that is more dependable, user friendly and better integrates all the information our caregivers need to provide the highest quality care possible for our patients.”

Evan Bailey, MD, Pediatric Pulmonary Faculty, UMMMG

Joanna Cain, MD, Vice Chair for OB/GYN, UMMMG, and Faculty Development, UMMS

Bill Corbett, MD, SVP, Community Practices, UMMMG

Deb Demarco, MD, Senior Associate Dean for Clinical Affairs & GME, and Professor, UMMS

Steve Erban, MD, Division Chief for Clinical Informatics, UMMMC

Robert Finberg, MD, Chair, Department of Medicine, UMMMG

Richard Forster, MD, Vice Chair of Graduate Medical Education, Hospital Medicine Division Chief, UMMHC; Program Director for Medical Residency, Associate Professor of Medicine, UMMS

Nicole Gagne, EVP & COO, UMMHC Community Healthlink

Margaret Hudlin, MD, SVP, CMO and CQO, UMMMC

Richard Irwin, MD, Chair, Critical Care Operations Committee, UMMMC

Joy Jacobson, Revenue Controller, UMMMG

Cathy Jewell, CNO, UMMMC

Katherine Luzuriaga, MD, Professor, Molecular Medicine, Pediatrics & Medicine, UMMS

Pamela Manor, DNP, RN-BC, CNIO, ACNO Clinical Informatics, Nursing Professional Development and Nursing Quality, UMMMC

Sergio Melgar, EVP and CFO, UMMHC

Steve Roach, President & CEO, UMMHC Marlborough Hospital

Kim Robinson, MD, MPH, Pulmonary Medicine, Critical Care, UMMHC Marlborough Hospital

Max Rosen, MD, Chair, Radiology Department, UMMMG

John Salzberg, Controller, Patient Access & Revenue Cycle, UMMMC

Tom Scornavacca, DO, Medical Director, Clinical Integration, UMMMG

Alice Shakman, SVP, Operations, UMMMC

Jessica Simons, MD, Assistant Professor, Vascular Surgery, UMMMG

Jeffrey Smith, MD, MMM, EVP & COO, UMMMC

Stephen Tosi, MD, Chief Physician Executive and President, UMMMG

Gregory Volturo, MD, Chair, Emergency Department, UMMMG

Matthias Walz, MD, Associate CMO, UMMMC; Associate Professor of Anesthesia and Academic Vice Chair, UMMS

Deborah Weymouth, President & CEO, UMMHC Health Alliance Hospital

Greg Wolf, CIO, UMMS

UMMHC’s IS Governance model will continue to evolve and will be shaped primarily by the team formation on the Epic Project. Numerous decisions will need to be made on this project and the processes will continue after the go-live.


BUSINESS OPERATIONS

Project Management Office

Business Operations is comprised of the following:

Project Management Office (PMO) Responsible for planning and implementing approved IS projects that assist the organization in achieving its strategic and operational goals. The team strives to leverage and improve best practices in project management to increase productivity. The PMO Team was awarded 2015 Innovator of the Year.

Business Operations Has oversight for IS financial and administrative operations. This includes management and stewardship of financial reporting requirements of the organization.

Clinical/Biomedical Engineering Team Responsible for providing service management for the medical devices at UMass Memorial Health Care.

Key AccomplishmentsImplemented the following systems:

Lattice in ER departments

ZocDoc to all employees

CareWell Urgent Care Center interface

JobVite employee recruitment system

Completed the following upgrades:

Nurse Call at Memorial and University campuses

Patient Monitoring and Telemetry at Memorial and University campuses

Endo/IP video scope

GE CathLab Hemodynamic System

WHAT THIS TEAM DOES

Manages the IS portfolio of projects, capital and operating budgets and vendor management and talent management.

The PMO Team was awarded 2015 Innovator of the Year


Other priorities:

Transitioned IS capabilities from Wing Hospital to Baystate

Achieved several million dollars in savings on ICD-10, Xerox insourcing, renegotiating copier contracts and converting long-term consultants to employees

Expanded our Checkpoint temperature monitoring system to the Clinton campus and the Community Medical Group (part of the UMass Memorial Medical Group)

Team MembersJames Anjuri

Maria Anthony

Alan Ayotte

Eric Bernard

Mark Bucknam

Kerie Choiniere

Joseph Cimoch

Mark Crump

Joan Daniel

Kathryn Doan

Thomas Eglin

Annette Farley

Deborah Fort

Mary Garabedian

Lisa Grigaitis

Richard Harvey

MaryEllen Jurchak

Dennis Kelly

Eileen Kelly

Victor Kruczynski

Sandra Kuipers

Barbara Londergan

Catherine Mak

Chris Malia

Mark Manseau

Sharon Mattus

Aaron McGaffey

Scott Mcknight

Steve Mullins

Ted Nelson

Jonathan Pinault

Jeff Proulx

Shelley Sartini

David Smith

William Smith

Matt Soucy

Brian Sowell

Nancy Tivnan

Joe Wagner

Joe Williams

Robin Ziko

George Zina

Business Operations Administration PMO wins Innovator of the Year


EPIC

WHAT THIS TEAM DOES

Responsible for the build and implementation of Epic at all UMass Memorial Health Care entities.

Key Accomplishments Completed Epic Project planning milestones

on schedule

Facilitated development of Guiding Principles and completed 47 Design Parameters

Created Epic Project Governance Model

Established Epic Executive Steering Committee

Conducted Epic Project Kick-off

Completed Current-State Assessments in partnership with Epic

Team MembersMichael Adams

Michael Allen

Rachel Ambler

Maria Anthony

Mohamed Azeez

Dan Baker

Caitlin Bassett

Ahnissa Beaupre

Gina Behan Lemire

Sarah Benoit

Anne Bianchin

Eileen Billings

Deb Black

Cheryl Brennan

Joyce Brindisi

Kim Buhr

Candace Burke

Richard Bylund

Marina Cabezas

Vanessa Calabrese

Dawn Canterbury

Kathy Cassidy

Maggie Ceccherini

Devin Chapman

Ben Chapman

Pat Chase

Peter Chunis

Alice Cleary

Adam Cohen

Kristen Cole

Matthew Corridori

Kristen Cox

Darcy Del Dotto

Sue Demers

Dawn Depathy

Michael Derhak

Lori Desautel

Mark DesRoches

Andrea Deyo

Margy Diaz

Spencer Dinsmore

Pamela Doonan

Bryan Dube

John Duci

Kelly Duci

Ryan Dupill

Mary Ellen Jurchak

Marta Farb

Kristin Fitzpatrick

Noreen Flynn

Debra Frattallone

Kelly Fredette

Paria Freshman

Mary Garabedian

Juanita Gomes

Jose Gonzalez-Blosser

Tara Gordon

Deb Graham

Kelly Greene

Amanda Grenier

Ronald Grunder

Maria Gruzinov

Halina Gucwa

Lisa Harris

Steven Hearson

Lauren Hebert

Sue Hebert

George Henault

Wade Herrick

Micaela Hersee

Jim Hilton

Peter Hogan

Cliff Hohban

Terri Kadziewicz

Phil Kelly

Eileen Kelly

Dennis Kelly

Shinae Kim

Bruce Kozlowski

Joette Kriynovich

Reggie Laffond

Andrew Langin

Alicia Lavalle

Sue Letscher

Eamon Lightning

Nicole Livingston

Dana Locke

Tyler Loggins

Barbara Londergan

Lois Lopatin

Rebecca Lossing

Laura Lysaght

Deb MacDuff

Michelle MacWalter

Brendan Magnan

Safi Mansoor

Jeanne Martin

Scott McAdams

Matt McCue

Meredith McInnes

Patricia McNamara

David Melvin

Christopher Merrill

Alexis Mowry

Ben Nelsen

Scott Nelson

Dan Netto

Sam O’Connor

Shawn Oliai

Carl Osorio

Robin Pacheco

Tyler Palioca

Joan Parker

Tina Petras

Scott Ploysungwan

Jennifer Post/ 8 / 2015 Annual Report

Jane Prouty

Suneeta Pulla

Janet Quealy

Kalyan Ramji

Darlene Rhodes

Dina Rich

Julie Rivers

Elisa Rosales

Lori Sands

Ethan Segal

Cori Semple

Yi Shao

Gui Siqueira

Matthew Smith

Ashley Smith

Kathleen Soucie

Laurie Spencer

Patrick St. Jean

Stacy Stephenson

Jeremiah Stewart

Paula Stoever

Dan Sullivan

Susie Sutherland

Ranjani Swaminathan

Brad Tatreau

Sandy Taubert

Jennifer Thunder

Cara Ting

Derek Tolman

Kelly Tolson

Sean Trapp

Elizabeth Trumble

Barbara Tully

Eric Vadeboncoeur

Ruslan Voloshin

Michelle Walton

John Whalen

Chen Yang

Epic Project

Epic Project Guiding Principles

UMMHC’s clinical, operational and financial team members will design workflows – Quality- and outcomes-driven – Patient experience and engagement

Enterprisewide integration to maximize workflow efficiency

Convert appropriate amount of historical data into Epic

Facilitate exchange of health information

Implement Epic’s foundation system and best practices

Users will be trained and demonstrate proficiency to earn Epic access

Enable clinical and translational research, education and quality improvement

Establish effective and transparent communications

Infrastructure with high availability and stability


INFRASTRUCTURE

Desktop Services, Service Quality Management and Integration

Infrastructure is comprised of the following:

Desktop Services – Desktop Services supports the end users and their devices (e.g., computers, printers, scanners) including the virtual desktop infrastructure called FollowMe Desktop.

Service Quality Management – Responsible for service quality monitoring and reporting, service management and delivery, critical event management and single point-of-contact.

Integration – Maintains and administers the interface engines required to transfer messages from one system to another, both internally and externally.

Network Design – Responsible for end-to-end connectivity on the UMass Memorial network, for all users and devices. This includes all UMass Memorial applications, along with access to the Internet and intranet.

Telecommunications – Responsible for design, deployment and support of all telecommunication services (e.g., voice, fax, or data), as well as delivering quality operator services.

Data Center – The Data Center Team operates 24 hours a day, every day of the year with onsite coverage at two Data Center locations. The team also provides first-level support for Network, System Administration and Data Center requirements.

Knowledge, Data and Technology – Oversight for programming, extracts, transform and load, reporting and dashboards, as well as database and SharePoint administration.

System Administration – Manages servers and storage, including virtual desktop infrastructure.

WHAT THIS TEAM DOES

Oversight for all technical infrastructure, such as the data center, networks, and telecommunications, as well as end user device support and service.


Data Center

Data Center Knowledge Data Transfer and System Administration

IS Critical Events (Less is Better)

FY 14

FY 15

327

355

Average Critical System Downtime (Less is Better)

FY 14

FY 15

.00345%

.00289%

Key Accomplishments Implemented Windows 7 on 8,000+ devices

Replaced 130+ copy machines

Made ongoing infrastructure improvements to increase reliability and speed:

– Storage and server configurations– SharePoint– Multiple initiatives to improve redundancy– Wired and wireless data network

Implemented Data Collection Hub and Analytics Data Marts to enable improved data access and reporting capabilities

Migrated over 100 interfaces to UMMHC’s new integration engine and stabilized multiple interfaces.

Closed 94 percent of critical events in four hours in 2015

Expanded the Marlborough Data Center and Network Operations Center

Upgraded University’s Distributed Antennae System to improve cell phone reception

Implemented iPhones in Anesthesia and PeriOp

Replaced contractors with employees as part of insourcing Xerox

As shown on the right, although the number of critical events increased in 2015, the average critical system downtime improved. We have a lot of work to do and are committed to establishing a fast, dependable and secure infrastructure for our patients and caregivers.


Team MembersJoey Baldic

Phil Baldyga

Tom Barton

Michel Belliveau

Andrew Belseth

Kimberley Bergin

Tim Bliss

John Bosselman

Mike Bosselman

Bruce Bouthsarath

Colleen Bradley

Dennis Brooks

Dave Broslovsky

Josh Brunelle

George Buffone

Allan Burton

Charly Busky

Daniel Calocci

Joe Campanile

Meggan Cantlin

Jared Caron

David Chase

Cindy Christian

Roy Cloud

Rebecca Cole

Ryan Cook

Dave Cormier

Wil Costales

Frank Costello

Tom Deady

Pat Delaney

Rebecca Dineen

Tiffany Dunn

Gina Dunn

Dan Dutile

Scott Edmond

Sherri Epstein

Mike Fahey

Dan Fenner

Michael Fontaine

Kruti Gandhi

Craig Gedutis

Doreen Grabauskas

Halina Gwozdz

Adele Hache

Thomas Harris

Rich Harvey

Mark Heleta

Melissa Herlihy

John Hersey

Robert Hines

Malik Hunter

Robert Iverson

Neal Kalra

Belinda Kelly

Jessie Kibbe

Judy Kidney

Russ Kimball

Robert Krupa

Andrew Krustapentus

Kenny Kwiatkowski

Dave Lawler

Jimmy Le

Steve Leary

Richard Lewis

Andre Locke

Rebecca Los

Stephen Lucas

Bill Luman

Julius Luyiga

Pat Maguire

Scott Maltzman

Dennis Maquie

Steve Marshall

Mena Matta

Cassondra McArdle

Joe McCorkle

Aime McManus

Todd Merrill

Heather Mitchell

Jose Montanez

Ted Mui

Joe Mungo

Scott Nelson

Ben Nelson

Joyce Nelson

Bob Nichols

Joseph “Nik” LaGares

Joe O’Neil

Manny Ortiz

Jason Palazzo

Barbara Parsley

Mitul Patel

Laura Patterson

Curtis Petruzzelli

James Phetteplace

Chris Poitras

Bill Pollock

Gomathi Ponnuvelu

Jessie Posco

David Pratt

Joshua Pratt

John Preves

Kuldeep Rana

Sasank Reddy

Darlene Rhodes

Emily Robidoux

Joe Rodriguez

Juan Romero

Tyler Roser

George Sanborn

Beth Schiavone

Beth Shine

John St. Laurent

Adrian Stevens

Steven Tenore

Jarod Tier

Jerry Togar

Rhoda Trapasso

Bob Tremblay

Euclides Valazco

Jeffrey Vickers

Rick Wallace

David West

Zach White

Matthew White

Nicole Wiemer

Robert Wisell

Sean Wong

Bill Zalewski

Network Design, Telecommunications, and Data Center


Key Accomplishments Signed contracts for RSA Adaptive Authentication,

iSight Incident Response Reporting, and Tufin Firewall Monitoring Tool

Selected products for Advanced Persistent Threat (Cyphort) and Mobile Device Management (IBM MaaS360)

Initiated security assessment and interactive security awareness training with security vendor

39,985 user accounts provisioned

Team MembersCaroline Brooks

Kathy Cassidy

Scott Emery

Bruce Forman

Jeremy Fountain

Krisha Podkowka

SECURITY

WHAT THIS TEAM DOES

Implements policies, systems, and procedures to empower users to protect sensitive information and prevent UMass Memorial Health Care from data loss and breaches.

Security


HEALTHALLIANCE INFORMATION SERVICES

WHAT THIS TEAM DOES

Supports and maintains all aspect of HealthAlliance’s Information Systems needs, including the data center, service desk, network, desktop services, telecommunication devices, phone operators and all applications. The team also operates a 24x7 answering service for over 200 private physicians.

HealthAlliance Team

Team MembersIngrid Babin

Jamie Blair

Krystal Bourgeois

Daniel Breheney

Abigail Casto

Jeff Collins

Mark Darrigo

Carmen Delgado-Castillo

Robert Dullea

Karen Flynn

Joy Gallant

Michael Gammel

Jennifer Guiddi

Denis Healy

Chuck Krupa

Michael Longchamps

Sue Maillet

Guy McDonald

Mrero Mgeni

Tricia Normandin

John Pfeiffer

Damary Pinto

Tim Pitre

Betsy Platt

Chris Poegel

Paul Puma

Linda Reilly

James Ritari

Natt Rithisorn

Brandi Roberts

Amy Ryan

Denise Simonds

Steve Simons

Laura Snatos

Joan St Yves

RamJumar SunkiReddy

Stacy Surrette

Paula Thomann

Tyrone Twerefour

Victoria Vazquez

Carl Young

Key Accomplishments Integration of private physicians for electronic

Laboratory and Radiology orders

ICD-10 implementation

Server virtualization and install of new Storage Area Network (SAN)

Application Upgrades:

– Operating Room Scheduling Office System (ORSOS)

– Picture Archiving and Communications System (PACS)

– Soarian Clinicals– Cerner Pharmacy– Cerner Critical Care


Team MembersRon Allain

Lance Ayers

Maria Ayik

Dennis Baldwin

Irene Berner

Charly Busky

Ahn Chan

Ben Cohen

Frank Connor

Vijay Dunnala

Scott Edmonds

Linda Egan

Dick Erspammer

Amy Forbes

John Goracy

Kelly Halley

Tom Harris

John Hersey

Venkat Kanneganti

Forest Knestrick

Bette Lapoint

Nigel Lewis

Sarah Micciche

Angie Mietkiewicz

Joe Molnar

Ted Mui

Jeannie Novick

Todd Palmaccio

Irene Payne

James Phetteplace

Ray Pinto

Gomathi Ponnuvelu

Beth Powell

Kuldeep Rana

Kim Reitter

Patricia Richardson

Juan Romero

Ohenese Saki

Satish Sankura

Mark Taricco

Dave West

APPLICATIONS

WHAT THIS TEAM DOES

Supports and maintains the current clinical, financial, human resources and administrative systems for UMass Memorial Health Care.

Key Accomplishments Laboratory and Radiology order

integration for ED PulseCheck system

Migration of interfaces to the new integration engine

ICD-10 Implementation

Social Security Number remediation

Implemented Allscripts PreNatal system

Applications


PROCESS IMPROVEMENT

WHAT THIS TEAM DOES

Responsible for improving the quality and efficiency of Information Services' processes through customer-centered process design, utilization of the idea systems, and Lean deployment

Process Improvement

Key AccomplishmentsIS beat stretch goal for number of ideas

implemented by 70%

Re-engerized IS idea boards and added 14 new idea boards for an increase of 350%+

46% of the IS department achieved white belt certification and 13% achieved yellow belt certification

UMMHC CEO selected IS Training Team and the Project Management Office (PMO) as Sweet 16 finalists

Created improvement journey Passports for each IS employee to improve alignment with UMMHC 2020 Vision

Established the Desktop Team as one of UMMHC's three pilot "Model Cells" to trial the "Shingo Model" improvement methodology

Certified in 2015Michael Adams

Maria Ayik

Mohamed Azeez

Dan Baker

Michael Beauregard

Regina Behan Lemire

Andrew Belseth

Kim Bergin

Eric Bernard

Anne Bianchin

Eileen Billings

James Blair

Michael Bosselman

Bruce Bouthsarath

Cheryl Brennan

Caroline Brooks

Charles Busky

Richard Bylund

Marina Cabezas

Vanessa Calabrese

Dawn Canterbury

David Chase

Patrick Chase

Kerie Choiniere

Peter Chunis

Adam Cohen

Dave Cormier

Matt Corridori

Mark Crump

Darcy Del Dotto

Lori Desautel

Margy Diaz

Rebecca Dineen


IS Ideas Implemented FY14-FY15

329

53

Belt Certifications at All Levels for FY14 & FY15

WHITE

YELLOW

GREEN

NUMBER OF IDEAS

26112

13

39

03

FY14FY15

Spencer Dinsmore

John Duci

Gina Dunn

Jim Dunstan

Linda Egan

Thomas Eglin

Mary Ellen Jurchak

Scott Emery

Annette Farley

Kristin Fitzpatrick

Noreen Flynn

Amy Forbes

Bruce Forman

Mary Garabedian

Tia-Marie Glennon

Jose Gonzalez-Blosser

Tara Gordon

Doreen Grabauskas

Kelly Greene

Lisa Grigaitis

Halina Gucwa

Halina Gwozdz

Lisa Harris

Sue Hebert

Wade Herrick

Micaela Hersee

John Hersey

Peter Hogan

Neal Kalra

Eileen Kelly

Shinae Kim

Russell Kimball

Joette Kriynovich

Victor Kruczynski

Nik LaGares

Sue Letscher

Dana Locke

Barbara Londergan

Bill Luman

Laura Lysaght

Deborah MacDuff

Michelle Macwalter

Catherine Mak

Mark Manseau

Scott McAdams

Aaron McGaffey

Meredith McInnes

Angela Mietkiewicz

Joseph Mungo

Scott Nelson

Daniel Netto

Jean Novick

Samantha O’Connor

Carl Osorio

Robin Pacheco

Joan Parker

Irene Payne

Tina Petras

Jonathan Pinault

Krisha Podkowka

Gomathi Ponnuvelu

David Pratt

Jane Prouty

Susan Demers

Darlene Rhodes

Dina Rich

Pat Richardson

Julie Rivers

Juan Romero

Robert Seamans

Guilherme Siqueira

Robin Sodano

Brian Sowell

Laurie Spencer

Patrick St. Jean

Paula Stoever

Susie Sutherland

Mark Taricco

Tim Tarnowski

Sandy Taubert

Cara Ting

Nancy Tivnan

Kelly Tolson

Sean Trapp

Robert Tremblay

Elizabeth Trumble

Barbara Tully

Eric Vadeboncoeur

Maureen Villars

David West

William Zalewski

Robin Ziko

George Zina


A LOOK AHEAD TO 2016

MISSION

To support the best patient care in Central New England through high-quality technology solutions and services.

VISION

Information Services will be known as a committed and collaborative partner continually improving our technology, process, and people through a culture of caring, quality services, innovation and excellence.

OUR VALUESWorking togetherEngaging our community

In 2016, we will build upon the significant momentum we established last year. We will work hard to put the patient at the center of our work and improve our computing environment for our caregivers. Our IS Strategic Plan includes the following goals and objectives:

Talent Management: Finalize the recruitment of our teams, achieve required training certifications and expand our internal staff development programs. Create staff and leadership development opportunities by leveraging our work on the IS Strategic Plan and improvement initiatives.

Process Improvement: Establish an IS-balanced scorecard to monitor and improve key performance indicators. Grow our improvement and learning capabilities, achieve 100 percent white belt certifications, expand our use of advanced Lean methods, evolve our Model Cell and exceed our annual goal for number of ideas implemented per employee.

Partnership with UMMS: Continue to strengthen our partnership with University of Massachusetts Medical School, document and improve current-state processes in support of research, advance our thinking on UMMHC as a learning laboratory for research and improvement and partner to design our future-state academic electronic medical record capabilities.

IS Service Management: Document and improve current-state processes in pursuit of world-class IS service delivery. Work with our customers to establish and monitor key performance indicators. Improve system availability for our critical legacy systems and reduce the number of critical events.

Epic: Stabilize the newly formed, multi-disciplinary Epic team and strengthen our partnership with our vendor partner, Epic. Design and build the Epic clinical and revenue cycle system for all UMMHC entities. Prepare the Epic system for integration testing. Work with Entity Leaders to expand organizational transformation responsibilities to UMMHC frontline managers and leaders.

Infrastructure: Continue to improve the stablization of the current infrastructure. Design and architect a world-class infrastructure for all UMMHC entities. Build all infrastructure components in preparation for the 2017 Epic go-live. Develop, publish and maintain infrastructure standards and strategies for all UMMHC entities.

CommunicationAccountabilityRespectExcellence!ntegrity

Initiating the transformation of our IS Services in 2015 has prepared us for the exciting and challenging work ahead. Key milestones for the Epic Project are included in the Exhibits. Our team is very thankful to be part of this transformation and looks forward to becoming a strategic enabler for UMMHC’s 2020 Vision.


teamwork transition

innovationteam

rewarding

epic

challenging

excitementopportunity

The IS team was asked what words best describe their expectations for 2016. The team is very excited about the upcoming challenges.


Patient Care Research & Education

UMASS MEMORIAL

HEALTH CARE

UMASS MEDICAL SCHOOL

Partnership of IS Support

Partnership of IS Support Health system as learning lab for research and improvement (quality, efficiency, cost)

Bring data, information and resources together to improve research, education and patient care

Send data to UMMS Clinical Data Repository

Enable clinical and translational science

Academic Electronic Medical Record

Information Services support and security

UMMS/UMMHC Partnership – Create an Enabling Culture of OwnershipPartner with UMMS to build an IT system that integrates all available clinical data, is fast, dependable and easy to use from a secure mobile platform.

EXHIBITS


UMMHC IS Strategic Plan ScopeSingle Record for: Patient Provider Employee Financial

UMASS MEMORIAL HEALTHCARE

UMMHC AFFILIATES

UMass Community HospitalsClinton Marlborough HealthAlliance

UMass Memorial Medical CenterUniversity Memorial Queen St. Hahnemann

UMass Memorial Medical CenterFacility-Based Office-Based

Community Healthlink

EMS HealthAllianceCancer Center

AccountableCare

Organization

Health AllianceHome Care & Hospice

ASC & Urgent Care Life FlightHealth AllianceAmb. Surg. Ctr.

Managed CareNetwork

Quest Lab

CommunityPhysicians

Shields MRI

Amb. Surg. Ctr.

Hospice LT Care

Shields Pharmacy

CVS Home Care

Fairlawn Rehab. Hosp.

Foundation

Health Plus

Labs

Health Systems

Retail

Hospitals

Clinics

Pt Homes

Ac. Med. Ctrs.

Urgent Care

Employees

Amb. Surg. Ctrs

Regulators

Community Physicians

Community Health Centers

UMMHC IT Strategy Scope

Data Exchange (HIE, Pop Health) - All


External

HIE

Home Devices

IS Strategic Plan Scope: UMMHC’s Full Continuum of Care

Advanced Integration Platforms

Information Technology Infrastructure

Research & Education: Inst. Review Board, CTMS, Registries, Cohort Mgt. CME, Residents, Educ. EMR

ACO/Pop. Health/Clinical & Business Intelligence/Analytics

Portals: Patient, Physician, Employee, Admin./Board and Member

Internal

ApplicationSoftware & Biomed

Devices

Clinical Data Warehouse

Medical School Storage

Data Center I.T. Security Voice Network Perf. Mon. Tools

Servers

Disaster Recovery

Single Sign On

Data Network

Wide Area Network

Wireless Network

Devices

Mobile

Inf. Mgt Tools

Collaboration Tools

Service Desk

Critical CareTransport

EMS

Life Flight

Patient Access

Registration

Scheduling

Ent. Pt. ID

Eligibility

Authorization

Referral Mgt.

Enrollment

Insurance

Home Care Personal Health Records

AffiliatesMed. CenterHospitalsClinicsServicesUrgent CareAmb. Surg. Ctr

UMMHCMed. CenterHospitalsClinicsServicesUrgent CareAmb. Surg. Ctr

UMMHCTelemedicineICUStrokeRadiology

Non-UMMHCMed. CenterHospitalsClinicsServicesUrgent CareAmb. Surg. Ctr

Rehab.

Home Devices

LT Care

Vitals – Wearable TechnologySub-Acute

Hospice

Retail Sites

Therapy

Glucometer

Skilled Nsg.

Patient Care Patient Care Post Acute Care Patient’s HomeAdmin. & Support

Env. Svces. Food & Nutr. Infect. Prev. Biomed Equip. Supply Chain Transport Case Mgt. Quality Marketing HR Education Facilities Security HIM/MRCredentialing StrategyEtc.

Legal Compliance Audit Document Imaging DevelopmentFinance Payroll Hosp. Billing Phys. Billing Rev. CycleAccts. Rec. Cost Acctg. Contracting Pricing ProcurementEtc.

ENTITY UMMHC IS SCOPE DATA SCOPE

UMMHC FULL FULL

UMMS NONE PARTIAL

AFFILIATES PARTIAL PARTIAL

NON-UMMHC NONE PARTIAL


Enterprise Level Health Care IS Leadership RolesUpdated 2/2/16

Eric Dickson, MDPresident & CEO

Steve Tosi, MDChief Physician Exec. &

Pres. UMMMG

Sergio MelgarEVP & CFO

Tim TarnowskiSVP & CIO

Penny IannelliSr. PI Specialist (CITC)

Tom EglinIS Strategy Development –

UMMS

Robin SodanoVP IS Business Operations

Eric Alper, MDVP & Chief Clinical Informatics Officer

Cliff HohbanAVP Epic

Pat RichardsonDirector Applications

Dan BrucknerAVP Infrastructure

Bruce FormanChief Information Security Officer

Chuck KrupaDirector IS (HA)

Renee BroadbentAVP Pop. Health IS

Bob DulleaCorp. VP, CIO, Facilities, Support Services (HA)

John GreenwoodACO President, UMMMG CFO

UMMHC Parent Board

IS Committee of Board Board Committees• Audit

• Compliance• FinanceIS Strategic Plan

Clinical Informatics Clinical EpicPhysician Advisory Council Financial Epic

Infrastructure & Security

IS Operations Committee (Non-Epic) Epic Ex. St. CommitteeIS for ACO

UMass Medical School ITC

Reliability & Speed Usability & Interoperability Usability & InteroperabilityUsability & Interoperability Research & Education

UMMHC IS Governance ModelUpdated 2/2/16

Existing Future IS Focus Area


Epic Project Implementation TimelineMajor Milestones Phase 1

2015 2016 2017Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Dedicated Epic TeamOct/Nov 2015

Subject Matter ExpertsJan-2016

Stabilize Optimization

Design, Build, Validate Integration Testing Cycles

v.2015 Installed

Sign Contract

Wor

kflow

Bui

ld D

one

Test

Issu

es F

ixed

Content Done

Phase 1 Go-Live

1/1 Plan Done

Begin Design

3/1 Design Done

Begin Build & Workflow Adoption

9/2 Build & Workflow Adoption Done

Begin Testing

12/1 Infrastructure Ready

3/31 Testing Done

Begin User Training

5/1 7/1 User Training Done

Begin Activation

10/1 Phase 1 Done

Transition to Support & Optimization

3/31 7/11/13

Phase 1: UMMMC, UMMMG, Clinton, Marlborough, Academic EMR, UMMS CDR Interface, ACO Modules

Soarian Exit Strategy Selection

Project Plan Development

Completed on Schedule


Documents

UMass IS annual report MAR18