At Mount Si­nai, In­no­va­tion Ahead

In her role at Mount Si­nai Health Sys­tem, Kristin My­ers de­liv­ers the tech­nol­ogy that helps push the en­ve­lope of care.

Health Data Management - - CONTENTS - BY FRED BAZ­ZOLI

Kristin My­ers dis­cusses IT pri­or­i­ties at this aca­demic med­i­cal cen­ter.

Health­care is chang­ing, and tech­nol­ogy de­part­ments in provider or­ga­ni­za­tions are fo­cused on pro­vid­ing busi­ness value and be­ing trusted ad­vi­sors. Kristin My­ers, se­nior vice pres­i­dent of tech­nol­ogy at Mount Si­nai Health Sys­tem, has seen her role evolve as she has taken on more re­spon­si­bil­ity in the ap­pli­ca­tion space.

With the abil­ity to have trans­parency in work­flows and make data-driven de­ci­sions with the use of pre­dic­tive an­a­lyt­ics, My­ers ad­dressed some of the new di­rec­tions ahead for Mount Si­nai.

On her po­si­tion

My role now over­sees ap­pli­ca­tion strat­egy, as well as re­spon­si­bil­ity for all clin­i­cal ap­pli­ca­tions, the Epic plat­form, in­ter­op­er­abil­ity and the IT Pro­gram Man­age­ment Of­fice. As an aca­demic med­i­cal cen­ter, there is a lot of in­no­va­tion, and we are able to work on ex­cit­ing pro­grams that are aligned with the over­all health sys­tem strat­egy, which keeps the team and me mo­ti­vated.

On pre­dic­tive an­a­lyt­ics

There is a col­lab­o­ra­tive re­la­tion­ship be­tween the tech­nol­ogy team and the data science teams to im­prove pa­tient care by run­ning pre­dic­tive an­a­lyt­ics in the clin­i­cal work­flow. The use cases around pre­dict­ing falls, delir­ium and sep­sis are the first ar­eas that have been fo­cused on. We are also us­ing an­a­lyt­ics to de­velop daily man­age­ment cen­ters in the hos­pi­tals and a cen­tral­ized com­mand cen­ter.

On IT’s role in con­nect­ing

An­other large pro­gram we have is around ac­cess—that ac­cess to care is a con­sis­tent ex­pe­ri­ence through­out the sys­tem. We need to be able to track ev­ery pa­tient in­ter­ac­tion with the health sys­tem, whether it is via the ac­cess cen­ter on the phone, email, text or chat. We are de­vel­op­ing an en­ter­prise cus­tomer re­la­tion­ship man­age­ment strat­egy to en­sure pa­tients have a con­sis­tent ex­pe­ri­ence and en­sure we’re per­son­al­iz­ing our com­mu­ni­ca­tion with them in the way they want, whether that be through text or phone calls or through our por­tal.

On in­no­va­tion

It is crit­i­cal to net­work within health­care, go to con­fer­ences or train­ing and ed­u­cate your­self. Look­ing out­side of health­care at other in­dus­tries to see their trans­for­ma­tions is es­sen­tial. For ex­am­ple, cus­tomer re­la­tion­ship man­age­ment is some­thing that’s preva­lent in other in­dus­tries, but it hasn’t been widely adopted within health­care. I like to col­late those use cases from other in­dus­tries and re­late them back to health­care.

On new pri­or­i­ties

Fi­nal­iz­ing the cus­tomer re­la­tion­ship man­age­ment strat­egy for the health sys­tem to sup­port the con­sumer ex­pe­ri­ence as part of the over­all ac­cess strat­egy for pa­tients is a high pri­or­ity for our or­ga­ni­za­tion. Also, from an en­ter­prise ap­pli­ca­tion strat­egy, fin­ish­ing the Epic clin­i­cal and rev­enue cy­cle im­ple­men­ta­tion across the health sys­tem is a pri­or­ity. ☐

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