GORDON S. LASHMETT, MHA
INFORMATION TECHNOLOGY LEADER
Customer-focused and insightful Information Technology Leader accomplished and skilled at implementing complex change by bringing together diverse stakeholders to solve problems and implement solutions. Skilled at critically thinking through IT investments to ensure alignment with organizational strategies. Multiple experiences with turning around IT organizations.
• Led the transformation of the IT department into a value adding organization and asked to lead three (3) additional departments (pharmacy, facility operations, safety/security) and conduct similar analysis and turnaround.
• Developed and implemented EHR Extension Programs at four (4) large health systems whereby each of the systems were provided comprehensive strategies and tactical operational plans for go-to-market EHR offerings to independent hospitals and physician practices.
• Saved over $1.2 million and eliminated over 5,000 formulary items while leading the implementation of a pharmacy clinical intervention program working collaboratively with the medical staff.
• Led the stabilization and upgrading of a struggling EMR implementation, introduced new operational processes, and led the IT organization through the medical center’s move to a new campus. PROFESSIONAL EXPERIENCE
Accenture, a Fortune Global 500 company, is a global management consulting and professional services company which provides strategy, consulting, digital, technology and operations services. As a Senior Manager provided senior level strategic and program management services to larger-scale provider organizations. Specifically, provided strategic and operational leadership with the delivery of leading-edge advisory and hands-on consulting services.
Direct Hands-on Leadership Experiences with Epic:
• System Selection, Program Planning and Assembly, Licensing & Contracting Negotiations
• Extensive experience with most all products in Epic portfolio covering acute care EMR, ambulatory care EMR, and revenue cycle
• Development and delivery of “market extension programs” whereby larger Epic provider organizations extend their Epic system to smaller affiliated hospital providers and affiliated physician practices.
• Development and operation of comprehensive and successful implementation and upgrade programs
• Assembly of Epic application support teams from the ground-up, achievement of Epic’s Good Maintenance qualification
• Achievement of Meaningful Use Stage 1 & Meaningful Use Stage 2
• Developed methodology to use Epic as the single solution for comprehensive patient population management
Selected Consulting Engagements:
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University of California Health (San Diego and Irvine Medical Centers) Consultant – Joint Services Organization
• Provided guiding principles, best practices, and detailed organizational design recommendations as UC- San Diego Health and UC-Irvine Health develop a shared service organization whereby all IT services are consolidated into a single organization
• Specified staffing model for clinical informatics and super user contingent for operational support model Saint Francis Medical Center, Tulsa, OK
Consultant – EHR Community Connect
Provided overall partnership charter and detailed staffing, costing, and governance structure for Saint Francis to extend its Epic-based EHR to Oklahoma State University Medical Center.
• Provided strategic and operational coaching with multiple client stakeholders to better define a consistent understanding regarding what the Connect program should look like in terms of scope of offering, adherence to existing standards, pricing, contracting, and staffing
• Provided Guiding Principles and Assumptions for Connect Program Community Health Network, Indianapolis, IN
Interim Executive – EHR Community Connect
In conjunction with the health system’s comprehensive digital strategy, established the full-scale strategy and program development of CHN’s EHR offering to independent hospitals and ambulatory physician practices. In addition to constructing the overall EHR extension program, designed the program to integrate with other eHealth strategies including patient portal and integration with patient wearable devices and in-home testing, eVisits, Teleradiology, and Telehealth.
• Reviewed current Connect offering to 3 single-provider practices, conducted gap analysis, and defined expanded software offering (20 3rd party systems) necessary for Reid
• Proposed new staffing model resulting in establishing a CHNw Hospital Connect Program Manager
• Reviewed initial Reid proposal resulting in complete rewrite to include accurate Epic pricing, pricing for 3rd Party systems, implementation staffing model, direction for subsidiary laboratory services
• Establishment of negotiation strategy with Reid; and hands-on participation with the Reid planning and negotiations from start to finish
• Development of Phase 0 project plan
Vidant Health System, Greenville, NC
Consultant – Community Connect
• Developed comprehensive per provider pricing model for ambulatory Community Connect program inclusive of licensing, staffing, implementation, hardware/infrastructure, and 3rd party costs.
• Crafted implementation and staffing support structure needed to support organizations extension goals and expected timelines, including the development of the overall organization structure.
• Framed the organizational independent governance structure to align with Vidant overall governance foundation.
• Established foundational framework, scoping, financial model, staffing requirements and implementation plan for all future ambulatory implementation and support models to follow.
• Coordinated licensing and extension processes of all relevant 3rd Party System vendors.
• Supported the development, with Vidant Legal department, of the independent contract agreement. CONFIDENTIAL GORDON S. LASHMETT – PAGE 3
Greenville Health System, Greenville, SC
Consultant – Epic Community Connect Program
• Developed, from the ground-up, the health system’s comprehensive strategic plan for extending Epic and other IT services to independent hospitals and physician practices.
• Provided recommendations and best practices and create the pricing structure for independent organizations.
• Defined scope of services for independent hospitals and their affiliated practices, including application scope, interfaces, 3rd party vendor contracts, and managed services offering
• Devised staffing structure requirements to support extending Epic and other IT services to independent hospitals, and their independent practices.
• Supported the development of an independent extension program contract.
• Created clear governance strategy for support of future independents.
• Developed change management process for ensuring independent requests are appropriately processed. DIVURGENT CONSULTING 2012-2014
Senior Consultant, Advisory Services Practice
Divurgent is a full service healthcare management and information technology consultancy. As a Senior Consultant, delivered services on a full range of healthcare IT needs including IT Strategy Development, Operational Due Diligence, Operational Turn Around Work, serving as the Epic subject matter expert for Divurgent. Provided executive leadership at an integrated health system over all enterprise Epic applications and other major systems including nurse call and alert messaging, PACS, etc., Cerner remote hosting assessments, extensive preplanning for Epic implementation at a major east coast academic medical center, etc. Also developed numerous frameworks and methodologies including IT best practices and IT benefits realization assessments.
Selected Consulting Engagements:
Owensboro Health, Owensboro, KY
Interim IT Executive
Served as the interim IT executive for 1.5 years over a team of 80 staff providing implementation and support of enterprise Epic as well as all other applications. Scope of Epic implementation included all acute care EMR and revenue cycle modules for 500+ bed hospital, and EMR and practice management for growing physician network of nearly 200 providers (both employed and affiliated). Highlights of responsibilities and accomplishments:
• Reorganized the team into functional teams; hired 3 new managers and several new team members.
• Established system documentation process with which all members of the applications support team interacted.
• Applied the new operational standards to drive the “re-implementation” of Epic to accommodate the move into a brand new medical center campus including both hospital and medical office facility.
• Applied the new operational standards along with Epic provided-tools such as Sherlock to drive a successful upgrade to 2012.
• Developed a standardized methodology by which new physician practices were brought onto the Epic system. This methodology covered all aspects of the system development lifecycle – requirements, Epic standards, build and testing, training.
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Mount Sinai Medical Center, New York City
Managed the preplanning efforts associated with the two hospitals, faculty practice, and affiliated physician groups to implement the Epic revenue cycle and practice management modules. Highlights of this engagement:
• Lead the intensive review of Epic functionality with the various stakeholder groups involving extensive requirements definitions, product demonstrations, site visits, and scrutiny of all the various third party products
• Assembled and polished comprehensive 5 years cost of ownership model for the each of the various Mt. Sinai entities to convert to the Epic modules. Scope of model was exhaustive covering ALL aspects of implementation and ongoing support costs.
ST. ANTHONY’S MEDICAL CENTER 2005-2011
Operating budget of $500M, 4,300 employees, 28,000 admissions annually, 767 licensed beds, 65,000 ED visits annually. Named “Top 100” Best Performance Improvement for three years and top 5% Patient Safety. Vice President, Chief Information Officer
A new skill set was required to move St. Anthony’s to the next level with the use of information technology to provide safer patient care, improve management decision making, and grow profitability. Recruited by the COO to bring a higher level of business and technical expertise to the organization. Charged by the CEO to develop and implement an enterprise-wide IT strategic plan that included inpatient and ambulatory clinical settings, all administrative functions, and the telecommunications and technology infrastructure. IT & Electronic Medical Records Implementation
• Transformed IT department, which had focused on budgets and daily operations, to a professional, service- oriented department which placed emphasis on communication, service delivery, project management, skills development and core competencies, standards and behaviors.
• Designed the overall framework for the business plan, selection process, and program for the successful launch and implementation of an enterprise electronic medical record system.
• Implemented on-time and under budget two electronic medical record systems throughout all areas of the acute care and ambulatory care settings.
• Established the Clinical Informatics Department from the ground-up in support of the implementation of inpatient electronic medical record.
• Reduced annual IT operating costs by over $225,000 through renegotiation of support and maintenance agreements.
• Implemented a perioperative information system (the most modules in the shortest amount of time in vendor history).
• Developed the business case and successfully implemented a software system across radiology and cardiology as a uniform interventional procedure software platform.
• IT staffing efficiency consistently ranked in top 10 percent as measured against comparative benchmarks. Pharmacy
• Transformed a transaction-oriented department to one that provides clinical intervention pursuant to research- based best practice medication management. Key aspects involve: o Outcome: Yielded a reduction in the number of formulary items from over 8,000 items to approximately 3,000 items resulting in a savings of nearly $1,000,000 per annum in drug costs per adjusted patient day.
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• Developed the business case and implemented the medical center’s first Closed-Door Pharmacy dedicated to filling prescriptions to discharged patients, hospice patients, and medical center employees and others insured under the organization’s pharmacy insurance benefit program. o Outcomes: Reduced pharmacy benefit expenses to a level recognized as best-in-class by the Healthcare Advisory Board.
Safety and Security
• Completely revamped the department of 25 FTEs from one that focused on only supporting the emergency department to a more professional, service oriented department that provided comprehensive security services to the entire medical center.
o Outcomes: Internal satisfaction scores from customer departments increased, reputation of the department also increased, established a satellite post in the organization’s behavioral health department (separate building), department assumed direct ownership of medical center’s emergency preparedness plan.
ST. JOHN’S HOSPITAL – SPRINGFIELD, IL 1995 - 2005
A 750-bed tertiary care, regional referral center and teaching hospital associated with Southern Illinois University Medical School, Prairie Heart Institute, as well as St. John’s College of Nursing. Executive Director, Information Technology
• Established strategic approach to information technology that provides means to link IT investments to organizational strategies, as well as the model by which IT investments provide a business case.
• Reduced annual IT operating costs by over $100,000 by standardizing on industry leading technology.
• Initiated and implemented clinical transformation initiative within the OR by implementing advanced software and reengineering key processes such as scheduling, clinical documentation, charging, and supply chain management. Projected benefits are increased revenues of $3,000,000 and reduced supply expenses by over $1,300,000.
• Implemented advanced digital imaging technologies (PACS) in radiology and cardiology imaging resulting in filmless operations.
• Implemented speech-recognition technology in the radiology department that resulted in a reduction of 6 transcription FTEs and report turn-around times to less than 24 hours (stat ED reports within seconds of radiologist interpretation).
• Integrated clinical data between cardiac ambulatory system and hospital systems.
• Implemented comprehensive on-line Executive Dashboard that displays key organizational performance indicators, and is available on the desktops of all 170 management personnel.
• Completed the development of web-based portal for physicians whereby access to pertinent clinical systems is delivered (PACS, electronic signature, rounding guide, library knowledge bases, etc.).
• Spearheaded the development of a community standard for physician access to ALL systems (not just St. Johns) whereby two hospitals and 3 major physician practices standardized the username, password schema, and web- based delivery vehicle.
• Negotiated best practice pricing for converting 4 years of paper medical record to digital format that resulted in elimination of all paper records between 1997 and 2003.
• Establishment of “universal workstation” concept throughout the organization whereby any of the 2,200 workstations in the hospital can be used to access the “desktop” of any approved employee/physician.
• Selected key hospital system implementations/conversions: patient accounting, laboratory and pathology, radiology and cardiology PACS, radiology information system, case management / quality management, perioperative surgery, ED whiteboard, OB whiteboard, patient/bed tracking, physician practice management, voice recognition, HIM scanning, web-based portal, electronic signature, fetal monitoring, cath lab hemodynamic monitoring.
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Master of Health Administration - St. Louis University, St. Louis, MO Concentration: Information Technology Valedictorian of Graduate Program Bachelor of Science, Business Administration - Millikin University, Decatur, IL SELECTED PROFESSIONAL ACCOMPLISHMENTS
Paul R. Donnelly Outstanding Student Award - bestowed upon the valedictorian of the M.H.A. program at the School of Public Health, St. Louis University, May 1994. Distinct Honors Graduate - Master of Health Administration, School of Public Health, St. Louis University, May 1994.
Graduate – Leadership Springfield Program. In conjunction with the Springfield Chamber of Commerce, participated in the program and graduated in the spring of 1996. Article published - Entitled: “Treating Information and Information Technology As True Resources”, Professional Academic Journal: Topics in Health Information Management. November 1994. AFILIATIONS
• Certified Professional in Healthcare Information and Management Systems
• Member, Health Information Management and Systems Society
• Member, College of Health Information Management Executives
• Member, American College of Healthcare Executives
• Officer, Routt Catholic High School Education Foundation
• Member, Knights of Columbus