February 12, 2021: Ed Kopetsky, CIO for Stanford Children’s Health joins us. Ed is a CIO of the Year. He is a lifetime achievement award winner. He talks about what distinguishes a great CIO from a good one. The organizing principle during the pandemic is safety and speed. How do you determine what projects to do moving forward? What are the biggest challenges facing pediatric health in California today? What’s it like to work in the inspiring community of Silicon Valley? What’s the deal with the transparency rule and 21st Century Cures compliance? And learn about Ed’s incredible work on the Opioid task force made up of leading edge clinicians in addiction medicine.
Leading on Innovation and Quality Care in a Pandemic with CIO Ed Kopetsky of Stanford Children's
Episode 364: Transcript - February 12, 2021
This transcription is provided by artificial intelligence. We believe in technology but understand that even the smartest robots can sometimes get speech recognition wrong.
[00:00:00] Bill Russell: [00:00:00] Thanks for joining us on This Week in Health IT influence. My name is Bill Russell, former healthcare CIO for 16 hospital system and creator of This Week in Health IT, a channel dedicated to keeping health IT staff current and engaged.
[00:00:17] Today Ed Kopetsky the CIO for Stanford children's joins us. Ed is a CIO of the Year. He is a lifetime achievement award winner. He has been around and done a lot of great stuff. We talk about their EMR journey. We [00:00:30] talk about the role of digital in COVID. Prioritizing projects. We talk about a lot of stuff. We close it out by talking about his role on the opioid task force. And it really is one of the highlights of the show. So I hope you'll listen through to the very end of the show.
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[00:02:32] Today we are joined by Ed Kopetysky, CIO for Stanford children's health. Good afternoon, Ed. Welcome to the show.
[00:02:40] Ed Kopetsky: [00:02:40] Well thank you, Bill. Great to see you and I appreciate being on this discussion.
[00:02:46] Bill Russell: [00:02:46] I'm looking forward to the conversation. It's, I've had Theresa Meadows on we talked about some of the children's health things through the pandemic.
[00:02:57] And I want to go further with that with [00:03:00] you but since you're a first time guest, let's start with, tell us a little bit about Stanford Children's and what you guys are doing there.
[00:03:09]Ed Kopetsky: [00:03:09] We're actually now the largest pediatric health system in Northern California.
[00:03:16] And we have over 50 locations. So really within 10 minutes of every patient in the Northern California area we've grown tremendously [00:03:30] since I came here. 12 years ago, we've gone from 600 million to $2 billion. We've tripled the size of our hospital about three years ago. And probably one of the leading research and discovery health systems and medical schools for pediatrics in the country.
[00:03:57] Just a hub of innovation [00:04:00] and clinical research around pediatrics. And of course we head in the, we sit in the middle of Silicon Valley. So there is no shortage of good ideas and people wanting about innovate. So it's quite a hot bed of fast pace and innovation and creative thinking, including on our board.
[00:04:23] Bill Russell: [00:04:23] You know, a couple of things about that that are interesting to me. One is 50 locations. And we sort of heard the same thing [00:04:30] from, from Theresa Meadows and out of Fort worth. You know, children's hospitals have really gone retail. I mean, they are within their, in the neighborhoods they're out and about. And so there's a lot of different ways to get care for your children that, that didn't exist before. The other thing that obviously jumps out is, I mean, in the middle of Silicon Valley we're definitely going to talk. You know, digital health and what's going on there. So you guys have a pretty significant [00:05:00] I don't know if it's a call the retail strategy for you guys or just being out in the, pushing out into the neighborhoods?
[00:05:07] Ed Kopetsky: [00:05:07] Right. Well you know, Bill, one of the things unique to pediatrics is that for every patient visit, it requires an adult as well. And it's a lot of productivity loss impact on the family. And so getting closer to people in their community improves access [00:05:30] and ultimately improves the quality of health status.
[00:05:35] And so when I came here 12 years ago, we were only a hospital. And I say that lately, because it was a significant hospital, but in the ensuing five years, we needed to go to market. It's more of a market strategy. To extend access and also to [00:06:00] leverage our specialists much more, you know, you think we have very limited world-class specialists and they're not going to be able to go out and travel the patients and trying to bring everybody into one spot doesn't work well especially with all the traffic issues and waiting and waiting rooms and that, so you know, a market strategy coupled with digital health has been a real strategy for ours for [00:06:30] 10 years now.
[00:06:31]Bill Russell: [00:06:31] Well I want to go into that digital health aspect of it. We've been adding some great conversations on the show just around this whole concept of you know going where they are increasing access, care a distance. So not putting people at risk. And, you know, one thing we know for sure is that the COVID-19 does not spread through computer screens or at least not to the person on the other side of the video call.
[00:07:00] [00:07:00] So let's go there a little bit. How has digital health supported Stanford children's response to the pandemic?
[00:07:09] Ed Kopetsky: [00:07:09] Well, you know, let me, let me give you a little background before I get into it. You know, we are the highest acuity children's hospital in the country. We have the highest severe severity of illness of children's a case mix index. And so many of [00:07:30] our patients need long-term care, not just an acute episode. And so our digital health strategy was developed under a motto I came up with of "in our care, anywhere." So that we are already getting to know the patient before they come for care. And we're keeping them in our care, in partnership with their community physicians when they leave us.
[00:07:56] Many times, many of them need [00:08:00] multiple interventions. And so we want to be able to monitor the patient's status has real time as possible without batch meetings and appointments, but continuously. And we've actually been a leader in developing glucose monitoring. Also now congenital heart monitoring for patients with congenital heart disease.
[00:08:24] When COVID hit, I mean, I think that at the end of the day, [00:08:30] CIOs are change leaders. We're not technologists, we're change leaders. And one of the best things that happened to us with COVID, the silver lining was adoption went through the roof. When there was finally a need, all the barriers went away and our telehealth platform had to actually be replaced because the one we were on didn't scale. And so [00:09:00] by two, three months into the pandemic, we converted on our telehealth platform. And what's really cool is that it has sustained itself and actually growing. We're seeing 850 to 900 visits a day now a day where we used to see 20 max and well, the providers are really interested in using it. It helps them, [00:09:30] as you said, it helps cross infection rates go down. And I think another really creative thing, bill, 50% of our hospital is ICU level. I mean, as I said, it's just acuity.
[00:09:45] One of the other things we did and it wasn't I asked. It was our clinicians. We really innovated tele health capabilities on the inpatient floors because patients had to be in isolation. We've [00:10:00] restricted access to the hospital during COVID to prevent cross transmission. And basically the rounding teams now.
[00:10:08] The intensive care areas use a mobile, like a cow computer on wheels and live telehealth. So only one clinician goes in the room when they go on rounds for all these patients. And it's really prevented cross infection. And we haven't had one [00:10:30] case of cross-contamination of COVID in our healthcare workforce since the beginning of this. No transmission from patient to a provider. So we're really practicing the ultimate and safe practice. And telehealth technology has been one of the greatest tools that we've deployed to help.
[00:10:54] Bill Russell: [00:10:54] Let me make sure I got this right in our care anywhere, everywhere, is that correct?
[00:11:00] [00:10:59] Ed Kopetsky: [00:10:59] No, in our care anywhere. And I think that's kind of the motto of our digital health program. And we've had quite a history on that. We didn't invent it on time of COVID. We had something to scale.
[00:11:15] Bill Russell: [00:11:15] Yeah, no, I love that. As a, as an organizing principle, you know, in our care everywhere is a great organizing principle, especially I mean, COVID just accelerated everything that was going on. And [00:11:30] that's what we've seen.
[00:11:34] Ed Kopetsky: [00:11:34] Just one other, I think, differentiating thing, we also integrated the telehealth into our EHR. We use aftercare as a lot of people doing articles on it, but a lot, I also systems put telehealth on the side of Epic. We integrated it into my chart so that the patient [00:12:00] can log patient and family log right in to their, my chart account, schedule an appointment and activate the appointment.
[00:12:09] Everything's integrated in the EHR environment. Which is a real boon for both the family and the providers who are trying to deal with multiple technologies.
[00:12:21] Bill Russell: [00:12:21] Yeah. Single point of entry screen. So the organizing principle during the pandemic is safety and speed. Obviously we're moving [00:12:30] fast and we're doing it from a safety perspective but what will, I mean, how do you, how will you guys organize and how will you determine what projects to do moving forward?
[00:12:41] Ed Kopetsky: [00:12:41] Well, it's a great question. We, again, I think seven years ago we formed a digital health steering committee and, you know, I'm a big believer in governance and inclusion and participation. So right away we established an executive [00:13:00] committee for ISS, but the subcommittees under it led by business owners.
[00:13:05] And in the case of digital health some people thought the CIO should lead that I did not. So I convinced our CEO that I should co-chair digital health steering along with our chief medical officer and our executive over ambulatory care. And it really worked that committee has stayed together [00:13:30] and expanded now and it's also now led by. We have a dedicated director for digital health. And our CMIO is co-leader co-chair of that committee with a CMO and the head of ambulatory and I are still on the committee but we have been going for seven years or more and evolving at how the priorities come in there into the meeting.
[00:13:56] There's a lot of good ideas as I [00:14:00] mentioned earlier around Stanford and being in Silicon Valley. But it's a very thriving environment and that's how we do it. It's through participation and inclusion of our business and clinical leaders. And I don't see how you could do it otherwise. I agree.
[00:14:18] Bill Russell: [00:14:18] Yeah. So looking at priorities as you guys continue to progress. It's interesting. You hear Stanford and you hear a Silicon Valley and you think, Oh, [00:14:30] well, you have unlimited resources, all the smartest people in the world, that kind of stuff. But the reality is you have limited resources, budgets and those kinds of things, but what do you anticipate the priorities are going to be coming out of coming out of the pandemic? Whenever that is?
[00:14:47] Ed Kopetsky: [00:14:47] Yeah, I think so. I mean, we've learned a lot in the industry. It's almost embarrassing how much there's no flu season this year [00:15:00] because of our isolation and not bringing people into clinics, but using virtual care for appointments that you can do just as easily or better on video. So safety wise and quality wise, that's been a significant advancement.
[00:15:20] We also have a significant goal to improve access. And a lot of this it's in really two ways. One [00:15:30] is geographically, it's very hard to drive into Stanford from anywhere in Northern California. It takes a parent or another adult every time a child has to come for an appointment. But I think the other thing is for people who are underserved digital health can break the barrier of access difficulties and geo [00:16:00] access difficulties.
[00:16:02] And we actually are starting a program with our foundation to pop up enabled technology for those that don't have access to it so that we can reach a broader audience at a more, yeah- the later things happen, the worst, the outcomes. So the earlier we can get upstream and screening and saying, yeah, you should come in for an appointment or no, we don't need to, you can do this.
[00:16:30] [00:16:30] We're seeing tremendous growth in that and much broader access for patients. The other thing that happened during COVID is they relaxed the interstate restrictions. So we're seeing patients from other States now that we weren't able to before because of the relaxation on that and the credentials for that.
[00:16:52] I think I mentioned the other thing that we treat very complex patients that are long-term, [00:17:00] chronic, complex. And so we need to keep them in our care or be a partner in their care for long periods of time. And so we can predict when their next intervention is needed. Finally I tell you this Bll, one of the things that distinguishes us in our innovation and our digital health is that we literally apply it.
[00:17:25] We see a problem and we say, why can't we solve [00:17:30] that problem with technology. And because of that, where we're testing and iterating right in the clinical environment, as opposed to a laboratory that we now got to go piloted, and we're actually doing it real-time. So it excites our clinicians to see improvement and we're right there improving the care process with real-world problems.
[00:17:58] Bill Russell: [00:17:58] Yeah. From a technology [00:18:00] lens, I mean more from an IT lens and less from a healthcare lens per se, so is access one of the biggest challenges facing pediatric health patients in california today?
[00:18:17] Ed Kopetsky: [00:18:17] Yeah, definitely. I meanthere's about four or five children's hospitals in the state. I'm trying to think there's two here, two or three in [00:18:30] LA and one in San Diego. So, I mean, what's really interesting as I think pediatrics is only 6% of the population. So it's really hard to sustain. The issue is when children need care and most of them don't. When they need it, it's bad. And so you're really restricted to these large, urban area centers, children's [00:19:00] hospitals, but where do most of the kids live? They're all over the state and it's a big state, you know, we got 40 million people. So anything we can do to take friction out of access. Whether that's an initial screening or continued monitoring in your home where we're capturing the data real time.
[00:19:23] Anything that we can do, like that improves access and it broadens the access to larger [00:19:30] populations.
[00:19:31] Bill Russell: [00:19:31] Yeah. I want to come back to some pragmatic stuff, but I want to touch on- the former CIO of the year. I don't know. Do we say that former or once your CIO of the year, you're like it's an imreritious thing..
[00:19:46] Ed Kopetsky: [00:19:46] Yeah,
[00:19:47] Bill Russell: [00:19:47] You're not only have CIO of the year. You have a lifetime achievement award. You know, you've been doing this, I guess that says you've been doing this a long time. You know, I guess the question is what makes a great CIO? What distinguishes the good from [00:20:00] the great CIOs in healthcare? What characteristics have you seen?
[00:20:07] Ed Kopetsky: [00:20:07] Ah, that's a great question. Everybody asks me that, like, what are your critical success factors? And I think, you know, the thing I said earlier that CIOs are really champions of change. And too often we're put in a technology bucket [00:20:30] and too often we put ourselves into that bucket. And you basically isolate yourself and that's the wrong thing to do. The best I know, they're constantly out there as an executive. They know the business. They know the support services. They have trusted relationships with their colleagues and throughout the organization. They're a change leader and a [00:21:00] developer of capability and people. I would say more importantly, they're a servant leader. They're not here for themselves.
[00:21:13] I can't do anything myself. It's all about the team I develop and the trusted partnerships I develop with all the business and clinical leaders. And if we're a servant, they're going to come and ask for our help. And I found this [00:21:30] over and over again. If you have the right attitude about learning and finding out more and investigating and going out there in the business, not sitting in an office somewhere and you never see frontline business, that's the key.
[00:21:48] I think one thing that really worked great here was we launched lean, a lean management system. And I was part of launching that, and that really teaches you that you're here for others [00:22:00] and growing capability. The team has developed here is totally leading edge and scalable and resilient and we have some of the best leaders in healthcare, in my own team right now. And that's what you want to do, because then they bring on the people that want to work in a development environment like that. So I just been amazed at what we can do with the [00:22:30] right kind of thinking and approach in looking out for others fundamentally.
[00:22:36] Bill Russell: [00:22:36] I agree with you. It's a role where it's definitely not about you. It's about how you're going to serve, but the aspect of developing a team around you that seems to be, and I've talked to a lot of CIOs now and the ones that are able to [00:23:00] not only identify and hire good talent, because you know, even average people can do that, but develop that talent. That seems to be one of those, one of those characteristics that really differentiate the good from the great CIO's. The People that are able to develop the next generation of leaders that are just going to step in after they, they move on to the next thing.
[00:23:25] Ed Kopetsky: [00:23:25] Absolutely. Literally seven [00:23:30] or eight or nine people that have all been through the CHIME CIO bootcamp. Our CMIO is faculty and the CMIO boot camp and their national leaders. Bill, I think the other thing I'd say is great CIO's have great networks. I can call up practically anybody in the country. And they'll take my call and vice [00:24:00] versa. And it's not just- CHIME is a great example of that.
[00:24:04] There's other groups like the CHA, children's hospital association, CIO group, Hi-C is another group. I'm a member of, but we take this stuff seriously to help each other. And I can tell you without doubt decisions are made between peers. They are not made between a sales pitch and a client. [00:24:30] Your reputation is your marketing arm and nothing else to be quite frank. And that's based on experience. And we all talk. So having that work that you are respected in is a significant success factor.
[00:24:51] Bill Russell: [00:24:51] Yeah, absolutely. All right. Well, let's get back to a couple of pragmatic items. You know, regulatory is huge. It's always huge. How are you guys doing with [00:25:00] regard to the transparency rule and 21st century cures for that matter?
[00:25:06] Ed Kopetsky: [00:25:06] All right. Before it was supposed to be live, there was a delay. And now there's a lot of debate on the April date, whether pediatrics should participate. There are a lot of unique privacy issues that come into play around pediatric [00:25:30] patients. And in fact, Apple's health record doesn't even work for children today because of those privacy restrictions.
[00:25:41] One of them is that after the age of 12, the parents. Can no longer have access to the health record of the patient without the consent of the patient. So we have to literally hide the data from the parent who already has access [00:26:00] to the record. That's a great example. So, and those laws might vary by state also.
[00:26:08] So one of the things we just did. Last week, we had our IS exec committee and our CMIO, who's a- I don't, none of these people work for me, I worked for them, but she is a big proponent on pushing the boundaries with this. And we are going to go up [00:26:30] with it in April with, for our pediatric institution.
[00:26:34] And we're going to keep working with our vendors and others who've come in. To promote the unique needs of pediatric data sharing, which exists out there through regulatory and other reasons. So we're doing well. We got a lot of work done. We are anticipating challenges, but you, we want to be on the forefront of this because we believe it's part of the next level of [00:27:00] iteration and innovation.
[00:27:01] The more you can engage the patient and family in their care, the better the outcomes. And we've never not proven that. So that's the goal.
[00:27:13] Bill Russell: [00:27:13] So the transparency rule calls for shoppable services to be put out on your website, but in pediatrics, it's interesting because again, all these things are sort of done, you know, federal, "here's the rule, here's what we'd like to do." But [00:27:30] it's interesting how different it is for pediatric. I mean, you're talking only five pediatric hospitals in all of California, I mean, but anyway, the transparency rule calls for that are, are you guys have you guys made a lot of progress on that? Getting the shopping services?
[00:27:50] Ed Kopetsky: [00:27:50] We just went live last week on our first set of shoppable services and price transparency. And we've [00:28:00] really had a lot of debate around that because as I mentioned, we're a very high acuity, tertiary, quanternary children's hospital. So we really don't have comparable services that are easily shoppable. Now, some are and some aren't. So we took us up set of those and we on the 19th last week, we went live with our first set where. You've got [00:28:30] total price transparency on costs, what your portion is, et cetera.
[00:28:35] Now it's a new field though, and I can't really judge it within 6 days, but I suspect we'll learn some stuff there.
[00:28:43] You know one thing Bill. And we're real proud of it. We- I mentioned forgot to mention it when you asked about Stanford Children's, but we were rated top 10 children's hospitals in the country by US news and world report, this last [00:29:00] survey, and we intend to stay in that group.
[00:29:03] Keep pushing it up. So, I mean, that's the kind of place we are. And when you are at that level, you have a lot of costs of research and development and experiment and data sharing, et cetera, et cetera, that most community hospitals don't have.
[00:29:23] Bill Russell: [00:29:23] Talk a little bit about your EHR journey. You know, you guys have won some awards. You guys have made some good strides there. Give us an idea of [00:29:30] where you're at.
[00:29:31] Ed Kopetsky: [00:29:31] Sure. Well, I think I'll just relate back to, I can't believe it's seven years already, but in 2014 we did a massive conversion to Epic. We had Cerner, we had Meditech, we had Next Gen.
[00:29:53] Bill Russell: [00:29:53] In one hospital? You had that?
[00:29:55] Ed Kopetsky: [00:29:55] No, no. Well, in our hospital we had Cerner and Meditech. [00:30:00] In our clinics, we had put up I think it was next gen. It might be the other one, but we had been acquiring all these practices for three years and we were converting them to an interim solution. And then the board and leadership said, Hey, 90% of Northern California is on Epic.
[00:30:25] We can no longer be an Island. Let's get it done. [00:30:30] And it was, we were doing so great with it. All I got to break a little, our plan was to convert the hospital and in the summer of 2014, and then over the next two years convert all the clinics. And we fundamentally did the whole thing in four months. It was a heck of a summer, but we became an enterprise because of it. In four months, not two [00:31:00] years. And we have the talent here. We were a hundred budget and we said, let's keep going. All we're going to do is develop the handover interoperability for two years and have a fragmented system. So we put the pedal to the metal and between may and September converted the whole enterprise.
[00:31:23] We had tremendous results. We saw a 10% uplift in net revenue [00:31:30] just by better practice. But more importantly, we were connected nationally with every other app enabled environment and data sharing was immediate across the country. Now, fast forward a couple of years. Of course, that first year was tough.
[00:31:52] You've got to build a training team and you've got to, you know, you don't get the gains on day one. It takes quite a while, [00:32:00] but I have to say and highlight the biggest award that I'm most proud of in my career as a Davies award. And we got that award in 2017, only three years after go live and we didn't have just three cases.
[00:32:17] We had about eight of showing, improved outcomes on a sustained level of more than two years using our high T on analytics and our EMR. It was a [00:32:30] huge success and a huge win for our, I think we have a world leading clinical informatics program here. We actually have a fellowship program that it was launched at Stanford.
[00:32:43] It was a first. Credentialed program in the country. And our CMIO is director of that. Stanford children's is actually the host site for it. So we're cranking out new clinical informatics leaders every year. [00:33:00] We subsidize over 12 of 'em a year part-time and I S you're in information services and they're innovating in the clinical environment constantly.
[00:33:12] Our latest award was last year with achieving both hands level. We had him for level seven for inpatient and outpatient. We got that in one year after our goal life, we [00:33:30] recertified last year and got him seven for analytics as well. So we were at the time, one of only seven organizations in the world to Apple certifications.
[00:33:44] So it's a, this isn't a one-time event. This is a continuous innovation hub here that's going to keep going well after I leave someday.
[00:33:55] Bill Russell: [00:33:55] Yeah. Well, yes. And at some point you're going to have to leave there. You [00:34:00] know, you have to make room for the great talent behind you. So interoperability. So you're now not an Island. You guys are connected in through Epic. Is there other, are there other aspects of interoperability that you have to look into, or does Epic really take care of a majority for you?
[00:34:20] Ed Kopetsky: [00:34:20] Epic takes on a huge chunk in terms of Epic sites. We also participate in an [00:34:30] HIE for home huther. So we are doing data sharing with others. I mean many sites still have Cerner for example, and we have to partner with everybody. You know, children's hospitals are kind of like the Switzerland. They have to partner with everybody. Another thing we've done though is we are Major player in data registries nationally.
[00:34:59] I [00:35:00] practically every major illness or disease, and we participate in both the registries and collaborative research with other children's hospitals across the country. So there's a lot of issues there in terms of interoperability both the adult hospital and the children's feed their EMR data into the school of medicine, into their research database to do [00:35:30] a controlled research also.
[00:35:32] So there's, now we take away the identity and all that, but a lot of research goes on with our combined data sets at the school of medicine as well. So it was a lot of stuff going on. And of course we partner with vendors who are on the leading edge and trying to get things moving like Apple and Google and health records and stuff like that.
[00:35:57] Bill Russell: [00:35:57] Yeah. It's a great place. [00:36:00] Actually. I get this picture. An I just have to ask you the question. I mean, you're at Stanford and you're in Silicon Valley. How often do you have some fairly young kid or grad student in your office saying I've got this great idea for healthcare and you just start batting things back and forth.
[00:36:21] Ed Kopetsky: [00:36:21] As often as I let the door open.
[00:36:25] Bill Russell: [00:36:25] So that's what I thought, but wouldn't that be the fun part of the job? These guys are, they're [00:36:30] brilliant.
[00:36:30] Ed Kopetsky: [00:36:30] Yes they are. The only thing is they don't see the whole, rarely see. So that's the hard part, but we do have an environment here to accommodate that. As I mentioned, the CGI clinical informatics fellowship and also the program we have at children's with 12 or so MDs every year, cranking it out. We actually have a partnership [00:37:00] agreement with the college of engineering and they actually asked students working in our healthcare system, making improvements in process and technology workflow, et cetera. Yeah, it's called the surf project, Stanford university research foundation or something.
[00:37:22] We also do, and, you know, I guess it's our environment. We're here to develop people and we do a [00:37:30] lot of interns if it's summer or even a year we'll take them in and they'll work in an area in our department like business systems or web technologies or. Analytics and they're learning as well as growing while they're working with us.
[00:37:48] So quite a bit. I won't even mentioned Silicon Valley. We also. We're here to encourage that mind too. Right. You know, because it is a academic medical [00:38:00] center developing our future generation. So that is that's kind of a different role than I've had
[00:38:07] Bill Russell: [00:38:07] Any interesting projects with AI and machine learning, RPA. I mean, you have Stanford in your name. I'd have to ask that question.
[00:38:15] Ed Kopetsky: [00:38:15] Well, I think there's a lot of that. And the center for biostatistics and the school is a partner in all this. But just at a high level at Stanford, we have one of the largest imaging [00:38:30] archives in the world, and we are now mining that data to look it's amazing.
[00:38:38] You're looking for discoveries in the history and how we do it. We look at patient conditions and we can now search that entire archive and look for patients like this. And what, interventions are done and what happened. So we [00:39:00] can look in a rears, had leading practices and discover correlations it's happening already.
[00:39:08] We're also building that into a decision support tools into our Epic EMR already. On a nonclinical side, we're active in robotic process automation. I at this industry is full of new terms, right? But [00:39:30] fundamentally we are doing leap frog improvements with minor investments, with just applying principles of process and technology automation.
[00:39:42] And our biggest wins right now are in finance and revenue cycle. But we have a much broader digital transformation agenda. That's going to extend throughout the enterprise and our new leadership team. We've had a lot [00:40:00] of leadership change over the last few years, but definitely adopted it is top of mind in our IS exec committee.
[00:40:09] And we've really stratified four domains where we are actively cranking it out in, in digital transformation. The one of them is in the provider space. The other is patient and family. The other is business operation, and the fourth is in [00:40:30] growth in the market. And all four of those domains have active digital transformation initiatives underway right now.
[00:40:41] Bill Russell: [00:40:41] Gosh, you take me there. I want to ask like 50 more questions, but we're, we're coming up on our time here. But I'd be remiss if I didn't I'd love to hear more about the work on the opioid task force. You know, you've been co-chair and have established [00:41:00] not only a foundation for the conversation, but action plans for health systems, some things they can download and just immediate, immediately implement. Tell us more about about the work of the team.
[00:41:13] Ed Kopetsky: [00:41:13] Yeah Thank you. I'm so honored to be part of that. And just in three years, I mean, we just actually, we're three years tomorrow when we launched and [00:41:30] what's really cool is we felt, first of all, we had 30 or 40 volunteers just show up for three years. And they're from all walks of life. They're from the vendor community, our partners on the foundation and CIRS and others. And we have four or five task forces that work under there. The latest one we added this year as a clinical, because the [00:42:00] work is not for CIO's. The work is for our clinicians.
[00:42:04] Those who are treating people with substance abuse, problems and addiction and in particular opiates. But one of the first things we built was a playbook and online playbook for hospitals written by clinicians. And it's free, it's on our website and it's now being updated. [00:42:30] By already being updated by that clinical task force that we just formed.
[00:42:34] And it's made up of leading edge clinicians in addiction medicine. We also raised some money after the time, seeded our costs the first year, and then we raised some money the second year and we built an active opioid action center. That's a public utility website hosts posted that CHIME. The playbook is hosted on [00:43:00] there. All of our webcasts are you can go on and listen to leading experts. talk about what they're doing in this space. We're now starting up a series of podcasts and they're going to be shorter in length but they'll also be housed. On the action center. And the first series is going to be led by a good friend of mine, bill stoner, who I worked with at sharp for a long time.
[00:43:30] [00:43:29] And he's really working in his community with his health system. And the key is that it's beyond the hospital. You know, this is a, this is something at a community level and hospitals. We've got to figure out how to optimize the hospital role. In the community intervention in mental health at a broader level and addiction, more finite.
[00:43:54] And that's where some of the interoperability goals we have coming into play there. [00:44:00] Addiction is not an acute illness. It's a chronic lifelong illness. And the majority of care that patients get is in the community. So we really need to think about how to leverage the hospital to improve the communities they serve and a lot of work leading edge going on there.
[00:44:22] But I'm just really honored. And I can tell you, we just had a big meeting last week with the whole [00:44:30] task force. And again, 30 people showed up in the middle of all this stress and contention with COVID on that. And they all said it's even more important now. Because what happened when COVID hit mental health went to the wayside ,again, and access went down. Our overdose mortality rate is up at least 50%. At least. And we [00:45:00] think it's, it may be doubled. So big problem. And again, not one, that's always at the front of the line. When, when it comes around the funding insurance, I fought for years for insurance funding for my son who had addiction. And, you know, there's, there's a lot of issues in that space.
[00:45:23] And I just, honestly, it was one of the most rewarding thing, things to be asked to [00:45:30] Coleen this and most of the needle and hope in this case.
[00:45:36] Bill Russell: [00:45:36] Yeah, it's I mean the work you've done is fantastic. I've looked at the playbooks. They're great. Pull them down and they're being updated. That's great as well. I mean, but if, you know, if your program is not off the ground it's a great way to kick start it. I was reminded of how important this topic was, the tiger woods. [00:46:00] What is a special or episode? I forget what they call them now. Cause it's not a special it's on ABC
[00:46:06] Ed Kopetsky: [00:46:06] that documentary.
[00:46:07] Bill Russell: [00:46:07] I mean, and you know, we love, it's amazing because we love people who have addictive personalities because they, you know, Tiger Woods is addicted to golf and he performs at such a high level and we're drawn to it. But that same thing led to. You know, addictive recovery from surgeries and those kinds of things.
[00:46:27] And he got addicted to drugs that [00:46:30] certain opioids that at certain point in his career as well. And it is it's you know, it's something that really affects every community and and every health system has a role to play in this. I love the work that you guys are doing. I really appreciate your service to the community on this.
[00:46:49] Ed Kopetsky: [00:46:49] When, you know, the friends you make through this it's just incredible the work with colleagues and you know, we've got [00:47:00] leaders from Epic and Cerner and Allscripts in the room and they're evolving their products to improve things. Our, our associates CMI all is now helping with the most wired survey. And having in critical questions around opioid management in hospitals in the next most wired survey. So kinda, that's what we do.
[00:47:27] Bill Russell: [00:47:27] Fantastic. And thank you. I know [00:47:30] this is a really busy time for you guys. Thank you for taking the time to sit down with me. I really appreciate it.
[00:47:35] Ed Kopetsky: [00:47:35] Well Bill, it's an honor to do that and a privilege and anything I can help with. I appreciate it. So thanks very much for asking me to do this.
[00:47:45]Bill Russell: [00:47:45] What a great discussion. If you know someone that might benefit from our channel, from these kinds of discussions, please forward them a note, perhaps your team, your staff. I know if I were a CIO today, I would have every one of my team members listening to this show. It's conference [00:48:00] level value every week. They can subscribe on our website thisweekhealth.com or they can go wherever you listen to podcasts, Apple, Google, overcast, which is what I use, spotify, Stitcher. You name it. We're out there. They can find us. Go ahead. Subscribe today. Send a note to someone and have them subscribe as well. We want to thank our channel sponsors who are investing in our mission to develop the next generation of health IT leaders. Those are VMware Hill-Rom, StarBridge Advisers, Aruba and McAfee. Thanks for listening. That's [00:48:30] all for now.