Roundtables

can go to the patient. ings like a mobile patient portal allows a patient access to information as well as mobile virtual visits — you can see a pro- vider at any time, which allows you to engage in your care. With wearables, you can upload infor- mation into your personal health record that allows you to under- stand your compliance and see how engaged you are — these are all things we're doing right now. Mr. Smith: at's not an easy question to answer as our indus- try is seeing many different forms of disruptive technology evolv- ing at a rapid pace. In practical terms, mobile is shaping up to be a significant disruption across multiple healthcare audiences: the consumer, providers and the workforce. Mobile devices and apps are transforming the way healthcare services are provided, enabling physicians and other clinicians to care for their patients in new and innovative new ways. Examples include the re- mote monitoring and digital interac- tion with high-intensity patients in the home setting. Other ex- amples include offering mobile patient self-service capabilities like remote check-in, scheduling, bill payment, hospital way-find- ing, e-visits, symptom checkers and many more services. Tablets will become pervasive in our care settings replacing cart-based lap- tops and in-room desktops. Q: Over the past year, what has been your biggest accomplish- ment? Mr. Canfield: Although not very exciting, I think the work I did this past year that will pay the most consistent dividends is re- fining and improving our internal IT processes and governance. Defining the roles and processes by which we set priorities, refine strategy, manage clinical content and protect our systems has been time-consuming and challenging, but it is an absolutely necessary foundation for the challenges we now face. Mr. Hess: Being a newly formed integrated health system com- prised of three legacy health systems, we have used IT and consolidation of the EHR and enterprise resource planning tools across the health system to help bring our new health system to- gether. e IT integration efforts have sparked collaboration, inno- vation, standardization, efficien- cies and other operational and clinical advancements that may not have happened, or happened as quickly as they have. IT has been part of bringing the system together, and that is extremely rewarding. Mr. Kinsella: I feel that over the past year I have established solid relationships with members of our health system leadership team (many also new in the past five years) that are foundational to my personal and professional success. is includes assembling my own team of talented direct reports in an Office of the CIO. Now that my 'new guy card' has been shredded, I am personally challenged every day to meet the commitments that we make to deliver the highest value solutions to the enterprise. Mr. Lewkoski: I am extremely pleased to see my leadership team blossom and become very effec- tive. I also have spent a good deal of time helping our CEO develop a corporate-wide project manage- ment office. Mr. Ong: Saint Vincent's is in a unique situation. As of July 1, 2013, we are officially affiliated with Allegheny Health Network [in Pittsburgh] and became one of its seven hospitals. We were a standalone hospital, and we became part of an integrated "A decade ago, IT was an expense item. Now, IT has become a vital enabler, no longer an expense, but an essential investment. It is integral to nearly all strategy and operations - there are no more silos, very few 'IT' projects." -Craig Richardville, CIO of Carolinas HealthCare System Healthcare CIOs: Past, Present and Future 6

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