Becker's Hospital Review

20 Sign up for the COMPLIMENTARY Becker's Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035 Q: What issues is your innovation team most focused on today? Dr. Gabbe with OSU: We have several different demographic populations and environments in which we're doing innovative pilot programs, including a depressed area of our city, an affluent suburb and [pilots] with our students. We're also doing pilot programs with families and young adults affected by autism. Dr. Marsh with OSU: There's also drug discovery, neuromodulation and education. Neuromodulation involves putting electrical leads, or pacemakers, in people's brains to control the signals the brain receives to help with pain syndromes and movement disorders. Now it's moving into exciting areas like autism and Alzheimer's disease. The next phase of this technology is to design new devices that don't require implantation, but can be used as dental implants, helmets or other non-invasive devices. room. It came from a nurse manager in a particular unit. It's our best example of an idea that gets brought in [as an innovation] and now we all live by it. CI-CARE started around connecting with patients and introducing ourselves. Call them by Mr., Mrs. or Ms. and their last name. Ask them before you do anything for them. Respond to any questions they have and, when you exit, tell them what's coming next. Now CI-CARE [has become] the umbrella for everything we do that is patient-centered. It's morphed into everything we do at UCLA — how we answer the phone, how a security guard will walk you to your car, how we treat each other. Q: Can you describe a healthy CEO-CIO relationship? To what degree are the two roles in direct communication? How do you support one another? Dr. Coye with UCLA: One innovation that was very important was our primary care innovation model. We [integrated] care coordinators, who are returned Army veterans and social workers, into primary care clinics to help physicians manage care for patients with complex chronic diseases. Oftentimes, the veterans worked in healthcare in the Army, so they have familiarity with medical terms and concepts. Secondly, they are far more organized than many people who haven't served in the Army, and thirdly, it's important to improve job opportunities for our veterans. Dr. Feinberg with UCLA: Beyond her innovation role, Dr. Coye is really a key executive and the only person at UCLA who has run two state health departments. [Editor's note: Dr. Coye has overseen California and New Jersey's health departments.] She has extensive background in information technology. When she puts her innovation hat on, which she's great at, she's clear that her innovation team's role is to surface the country and world for good ideas, make sure frontline people at UCLA bring on ideas and [test] them to see if they make sense for us. Dr. Feinberg with UCLA: The one most in my heart today is CI-CARE, our best example of innovation. CI-CARE is our customer service pneumonic about how you introduce yourself when you go into an inpatient Dr. Coye with UCLA: Dr. Feinberg and I are together very frequently — easily five to 10 times per week in small group meetings. As part of the system's executive team, we're in many strategic and decisionmaking bodies together. I have the opportunity for curbside consults as well as direct sit-downs [with Dr. Feinberg] on key issues on a frequent basis. In addition, when I run into a barrier, I get direct support and leadership from him. Dr. Gabbe with OSU: Clay is such a credible and accomplished clinician scientist. He led our center for critical care, which is one of our major programs, and he is a scientist well-funded by the National Institutes of Health. He had credibility as a clinician investigator, then he became our vice dean for research. People saw Clay as someone who was a servant leader in this area supporting others. When it came time to establish the IDEA Studio, Clay is well-trusted. We meet regularly and talk all the time. There isn't a day or two that goes by that we don't talk. Provider Contracting Services Reimbursement experts Dr. Marsh with OSU: Steve has been a tremendous friend and leader here. There are a lot of challenges always, and medicine is [undergoing] a lot of challenge, scrutiny and financial narrowing. Grant funding is also harder. But at the same time, the mission we have is to improve people's lives. Steve's personal and professional commitment to never veer from that goal — that's been the beacon. Q: Which factors do you find most inhibitive to hospitals' innovation? Provider Business Services Optimizing opportunity ASC Operations Compliance & Consulting Services Preparing for excellence Dr. Feinberg with UCLA: When you think about it, there was [initially] no medical school at UCLA. We're only 60 years old. [Editor's note: UCLA's Geffen School of Medicine was established in 1951, and UCLA Medical Center opened in 1955.] Now we're one of the top five hospitals in the country. We've been the best in the West for 25 years, according to U.S. News & World Report. We're among the elite academic medical centers. [UCLA physicians perform] more organ transplants than any hospital in the United States. Eveia's Clients: · Ambulatory Surgery Centers · Surgical Hospitals · Health Systems with ASC Relationships · Physician Practices · Anesthesiologists To go from the starting line to competing with Mayo Clinic and Cleveland Clinic, which have been around for 100 years, [took] entrepreneurial innovation. [People] saw this as a place where nobody would ever say, 'Oh, well we don't do it this way at UCLA.' That's not who we are. We like risk-taking and pushing the envelope. For more information, call 425-657-0494 or visit our website at www.eveia.com There's sometimes friction, and I think we've gotten better at this, in the handoff between innovation and operations. People in operations have

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