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.
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.
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. ☐