HealthTech Council announces award winners


(PR NewsChannel) / April 25, 2013 / CHICAGO 

HealthTech CouncilThe HealthTech Council announced the speaker and technology award winners for the Semi-Annual HealthTech Council Meeting. Senior executives at the council meeting voted among their peers nominating Health IT leaders and visionaries in the areas of Patient Engagement, ACO’s, Population Management, Payment Reform, Cloud, Mobility, Transformation, and Security.

List of winners

Best of HealthTech:
Jim Hauenstein, CIO, Enloe Medical Center 

Robert Sheesley, Director, Strategic Technology Optimization, University of Pittsburgh Medical Center 

Dr. Timothy C. Birdsall, Chief Medical Information Officer, Cancer Treatment Centers of America 

Jessica Jorgensen, Strategic Marketing, Healthcare Division, NetApp

Most Dynamic Speaker:
Claus F. Nielsen, International Manager, Health and Welfare Technologies, DELTA

Most Cutting Edge Presentation:
John Teeter, Managing Director, Global Center of Excellence for Health, KPMG, LLP

Most Innovative Presentation:
Richard (Dick) Thompson, Executive Director & CEO, Quality Health Network

Elliot M. Levine, MD, Director of Informatics & Research, Department of Obstetrics and Gynecology, Medical Director for Informatics, Illinois Masonic Medical Center Advocate Healthcare

David Levine, MD, FACEP Vice President, Informatics/Medical Director, University HealthSystem Consortium

Chuck Parker, Executive Director, Continua Health Alliance

Best Patient Engagement Roundtable:
Falcon Consulting Group

Best Mobility Roundtable:

Best Cloud Security Roundtable:
Evolve IP

Best Health IT Strategy Roundtable:

The following is a summary of key takeaways from some of the award winners:

“There is a delicate and tenuous balance that must be achieved between people, process and technology in order to achieve transformational success. IT acts a catalyst and when coupled with a framework for capturing and promoting best practice process engineering effective change is possible.  Organizational adoption and acceptance occurs when its led by a team consisting of multi-disciplinary stakeholders; clinical, operational, financial, IT and executive sponsors. There are many ways to measure transformational success, the outcome on quality care being the most important.”

-Jessica Jorgensen, Strategic Marketing, Healthcare Division, NetApp

“The use of change management principles and specifically softer techniques to help influence technology adoption have gained a lot of attention inspiring many change management experts to provide advice on areas such as culture and leadership as they relate to the effectiveness of managing change.   The purposeful definition and execution of more tangible activities such as readiness assessments, project reviews, and stakeholder needs and impact assessments that parallel the work breakdown structure of technology and process activities, have moved the needle on measuring end-state value.  The actionable takeaway is the need to measure success iteratively throughout the project lifecycle based on the Covey principle of “Begin With The End in Mind” and to incorporate actions to close plan gaps, including periodic readiness assessments throughout the lifecycle, during project execution.”

-Robert Sheesley, Director, Strategic Technology Optimization, University of Pittsburgh Medical Center (UPMC)

“The single most powerful driving principle behind every decision we made in implementing our HealthConnect project is that we put the patient first and found the path to the best experience for every patient at every opportunity.  It may sound trite, but it was an extremely effective approach to ensure that we put aside any parochial perspectives and aligned every partner on the care team behind the superior patient experience.  It not only facilitated the process of creating the most integrated solutions for integrated care delivery, but it continues to yield results on improving both patient outcomes and patient experiences many years after those decisions were made.”

-John Mattison, MD, Assistant Medical Director, CMIO, Kaiser Permanente, SCAL

“A key takeaway from our session was, the value of digitalized clinical data collection for quality reporting and financial benefit.”

-Elliot M. Levine, MD, Director of Informatics & Research, Department of Obstetrics and Gynecology, Medical Director for Informatics, Illinois Masonic Medical Center Advocate Healthcare

“I hope that attendees came away with the idea that for our industry is successfully able to alter the healthcare delivery system to achieve better health, better care, and lower costs that we have to increasingly use timely, actionable, patient-centric clinical data, along with cost data, to drive the changes needed in clinical care and how we pay for that care.  We need to continue to evaluate and transform our organizational workflows using proven data driven techniques (Toyota LEAN, Six Sigma) to maximize human resources while taking advantage of appropriate technology imbedded within the new workflows.  A focus on management of populations such that we can better predict (risk stratify) patient populations and prioritize appropriate and proactive (rather than reactive) interventions in order to prevent unwanted outcomes will dramatically impact cost and quality.   Our data collection, aggregation, analytics, and distribution systems – while making material (and many cases gut wrenching) progress – are not yet where they need to be.  The change in the economics of healthcare will drive innovations that work.”

-Richard (Dick) Thompson, Executive Director & CEO, Quality Health Network

“To have clinical adoption and successful implementation of the Advance Clinical Systems you must embrace Physicians and Nurses taking ownership of their Systems: not I.T.”

-Jim Hauenstein, MBA, CIO, Enloe Medical Center

“Healthcare transformation in the US is being incentivized by a variety of factors that are driving the industry to consider and implement new and different business models for delivering and paying for health care that begins to move the health care community from a model that pays for volumes of treatments to one in which the value, as measured by the wellness of an individual and, when necessary, the quality of treatment, is paramount.  Finding ways to prepare for and to continue to conduct business effectively during this transformation will be key to ongoing success.”

-John Teeter, Managing Director, Global Center of Excellence for Health, KPMG LLP

“ACO’s are not the magic answer in the current form and there are many models being tested. Paying for performance and bundled payments are probably here to stay but be cautious with ACO’s as there are significant data gaps as we mainly have administrative data and many of the performance metrics are process metrics and not true risk adjusted performance metrics. The key to success in improving health delivery includes patient engagement as the new models are much more patient centered. Before tackling the health of the entire population we must focus on the high cost areas such as end of life care.”

-David Levine, MD, FACEP Vice President, Informatics/Medical Director, University HealthSystem Consortium

“My take-away is that the ACO movement now is different than previous Risk-based payment models in the past.  There is HIT now in place to effectively gather outcomes and process measurements along with the necessary tracking of the patient from provider to provider. Also, that the ACO has many facets that can be enabled with effective HIT use.”

-Chuck Parker, Executive Director, Continua Health Alliance

“For healthcare to realize the full impact IT can have on reducing costs and improving care, it is imperative that industry and healthcare stakeholders such as providers, payers and the government collaborate to ensure a common understanding of the problems and vision for the future.  We are proud to be a facilitator of this collaboration and congratulate all of the award winners for their important contributions to healthcare.”

-Parham Eftekhari, Co-Founder and EVP of Research, HealthTech Council 

The HealthTech Council Meeting’s goals are to look at best of breed solutions to assist in reducing the risk of more data breaches as the threat continues to grow. HealthTech is looking for top technology companies with best of breed solutions in the areas of  Patient Engagement, Information/Data Sharing, Cloud Computing, Data Integrity & Security, mHealth, Privacy, Telemedicine, Access Management, Big Data / Informatics, Compliance, Interoperability, and EHR to discuss with the top Health Organization CIO’s, CMIO’s, CTO’s, CPO’s and other executive-level individuals. For more information to qualify a solution and to collaborate with the top technology IT executives please contact us using the information below.

About HealthTech: HealthTech is a sister organization to the well-known and widely respected Government Technology Research Alliance (GTRA), a 10,000+ member organization serving the government IT community by providing executive-level opportunities for collaboration and the exchange of best practices and lessons learned in areas such as information sharing, enterprise architecture, cyber security and infrastructure modernization. Through it’s close relationship with executives at the White House, Department of Health and Human Services, Centers for Medicare and Medicaid, and the Office of the National Coordinator for Health Information Technology, GTRA leadership quickly identified a need for targeted, focused dialogue to support the needs of the Health IT community. Using their experience and proven track in bringing together world-class thought leaders, GTRA executives launched the HealthTech community in 2011, with the mission of providing high impact forums for executive level collaboration and information exchange on technology issues facing the healthcare community.

Deborah Kay
Director, Client Relations
HealthTech Council
Phone:   (312) 399-7341
Fax:       (202)351-0569

Direct link:

SOURCE:  Government Technology Research Alliance (GTRA)

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