[MUSIC] During this module on strategic planning, we're talking about a variety of different concepts. Build versus buy decisions, the importance of vendor selection, proper evaluation. Then there's also the issue that's often faced, especially in today's transformative era in American healthcare, of mergers and acquisitions. I'm actually going to read to you a portion of a Washington Post news article from November 3rd, 2010. Sibley Memorial Hospital has officially joined the Baltimore-based Johns Hopkins Health System, giving the world-class academic medical center its first foothold in the district. A news release Wednesday from Hopkins said executives from the two hospitals held a formal signing on Monday. The District Health Department approved last week Hopkins' acquisition of Sibley. The district they're referring to here of course is the District of Colombia, Washington DC. Under terms of the transaction which does not involve any financial exchange, Sibley has become a wholly owned subsidiary of Hopkins. Sibley will keep its commitment to the local community, it's existing medical staff and physician organization, it's name, current leadership and board of trustees. The newspaper article goes on to state that in a statement, Ron Peterson, President of Johns Hopkins Hospital and Health System said, partnering with Sibley is a strategic and philosophical decision. Quote, Sibley is strong financially, very highly regarded in its community and located in the nations capital. Having it as part of the Hopkins' family provides us the critical mass to better position ourselves to provide an integrated, regional approach to care which we anticipate the future will demand. What a great quote from Ron Peterson, because when we're talking about change management, we're talking about a organization's future state. It's vision, right? So, from that 2010 article, let's fast forward to the present. Think about the overlapping systems from a health IT standpoint. With an enterprise-wide, electronic medical record, how do changes that take place in Baltimore, in the Hopkins hospital here, or Bay View Medical Center, also in Baltimore. How do those changes from an enterprise-wide perspective impact the providers, and the IT managers at Sibley Memorial Hospital in DC? When it comes to strategic planning, these are the types of questions that have to be ask. In this next clip, you're going to hear me talk to a senior director of information technology at Sibley Memorial Hospital, Ed Grogan. It's really exciting to hear him emphasize the importance of preventing contemporary system failures by having good communication, by having strong organizational support for changes. Really good support from leadership and by not underestimating the complexity of systems. As you hear me speak to Ed, you'll recognize a few other concepts that we are covering during this course on leading change through health informatics. This concept of a push and pull change management strategy and the importance of organizational readiness for change. You'll hear about Ed's past experiences with telemedicine, and how now the timing is right for some of the innovative approaches that they're taking at the Innovation Hub. Listen to this next clip. I'm now here with Ed Grogan, who is the Senior Director of Information Technology for Sibley Memorial Hospital, a part of Johns Hopkins Medicine. Ed, thanks a lot for taking time to speak with me today. >> Thank you very much. >> Now, tell me a little bit about your role in leading change through health IT. >> I'm certainly involved with the enterprise with regards to working on various initiatives to help drive healthcare transformation by supporting various quality initiatives. Patient safety initiatives, patient engagement initiatives, telemedicine certainly being one. >> Mm-hm. >> And it's something that it's very much of interest to me. I've had significant experience working in telemedicine programs for the past decade. >> Okay. >> And I'm very interested in applying that experience and knowledge to doing some great things here at Hopkins. >> So you talk about how you've been working in the field of telemedicine, or had experiences with it for the past decade. One of the things we talk about in the course is this concept of organizational readiness for change. Can you talk a little bit about how different things might have been ten years ago at an organization like this? Or wherever you were at that time, compared to now? And how important it is to have these driving forces that are pushing for the change? >> I think that certainly collaboration and collegiality are key. And by engaging stakeholders from various specialties and various entities is very important to garner support for various initiatives. So that folks can contribute ideas to developing the various use cases and technologies that can benefit our patients. >> Right. Now being at Sibley Memorial Hospital, how does it affect you when there's a change that's done at Johns Hopkins Hospital? And everyone assumes that it's affected all of the other affiliate hospitals as well? >> So we work very closely with our colleagues at the Johns Hopkins Hospital and the Johns Hopkins Health System. Working in information technology as I do, I serve on various leadership committees. And so various technologies that are employed here at Johns Hopkins we also seek to deploy them as well to community hospital level. >> Mm-hm. >> And so we all work together as a team to plan things together, not just individual hospitals working individually. >> Right and that takes a lot of coordination, that degree of communication. And it's so important right, especially when there's change afoot and systems are constantly being upgraded or something's being added on. Having those meetings that are interdisciplinary and collaborative are invaluable, I'm sure. >> Absolutely. Again, involved with IT but also engaged in the clinical stakeholders as well, both at the local hospital. We actually have an IT steering committee at Sibley. Many other hospitals have something similar, which bring some of the enterprise initiatives to the leadership at the local hospital and helps to garner support for those initiatives. >> Right, now when you're talking about the steering committee can you speak a bit to how often does that steering committee meet? What's the [CROSSTALK]. >> We currently meet monthly, currently. We have representatives from various executives in the institution, medical staff leadership, there is clinical leaders and so forth. And we gather monthly to discuss enterprise initiatives but also to discuss local initiatives that we would also like to put forth to the enterprise. We also have an innovation hub at Sibley which is very unique amongst community hospitals in the United States. And we bring forth a lot of ideas to share also with the enterprise. We also use that venue to serve as a pilot for many new technologies. Hopefully the new telemedicine technologies as well for the health system. >> Okay. Now tell me a little bit more about the innovation hub. How did that get started at a community hospital? That's very interesting. >> That was the brain child of our CEO Chip Davis about five or six years ago. He also brought in one of the founders of Apple who worked with Steve Jobs to help create this innovation hub. He came from California, and they started the program about five years ago. We're currently re-tooling that. We started out sort of with a focus of inventing new things, new work flows, new technology, doing things radically different. But now its also extending into also changed managing as you've mentioned. >> Mm-hm. >> And so we're tooling up the innovation hub to garner additional management skills to not just create new ideas and development prototypes. But also then to operationalize these thoughts. >> Mm-hm, wow, that's really exciting stuff, and there's just so much going on at all times. How do you juggle everything that's on your plate? >> Well, you're right. Juggling is a good word. >> [LAUGH] >> It's something that I enjoy doing, multitasking. Working with various colleagues throughout the enterprise and also locally at the hospital. It's really enjoyable doing that. >> Mm-hm. That's wonderful. Well thanks so much for taking time to speak with me today, Ed. Really great hearing [CROSSTALK] >> Okay. Thank you, very much.
