Epic_UGM2014_FinalTripReport

2) They also created quite a few panel metrics which show how providers are doing across the entire REPORTINGorganization. It resulted in competition among MDs to get a good score since each provider's score waspublic knowledge3) Since they were an early adopter, they will be implementing healthy planet tools like Slicer Dicer later on.They look forward to using these new tools. This is a good sign that healthy planet is a useful tool since theyare so engaged to use new functionalitySession 239EXECUTIVE OPERATIONS DASHBOARD DESIGN & DEVELOPMENT―Shehzad SheikhThe session focused on building BI by utilization of current reports to build a Data mart, identifying keyperformance metrics to measure and monitor operations, designing the dashboard with drill down capability,deploying interactive graphs and reports. The presenting organization uses tools such as universes over claritydata, xcelcius and webi, and demos drill down on dashboard ability.Key Points:1) Taking the agile/iterative approach can improve chances of successful implementation of a BI solution2) Six weeks sized BI efforts are usually the most successful both for project success and customer satisfactionper presenter's experience3) Use of Epic registries can take the BI metrics and drill down capabilities to the next level. We need toencourage leadership to enable teams for using registriesSession ACF06PLANTING THE SEEDS OF POPULATION HEALTH―Scott BaileyCleveland Clinic described their population health efforts including their care coordination efforts.Key Points:1) They identified 270 existing care coordinators - then realized there were really 470 after clarifying theirdefinition2) Brought external risk score into the patient record (Optum Insight - data and risk score updated monthly,limited by claims data update frequency)3) Created care coordination outreach encounter typeSession DAC07BUILDING AN ENTERPRISE ANALYTICS ORGANIZATION―Francisco JordanEstablishing a new department in charge of data, reporting, and analytics to support the organization acrossthe organizations missions. The organization consolidated existing analytical silos of excellence and createdan analytics powerhouse of more than 80 professionals. Presented by UCLA. Discussed the structure used atUCLA to ensure an efficient and sustainable department to oversee everything and anything reporting..Key Points:1) Reviewed a successful organizational chart for the department2) Discussed the many issues facing the organization and outlined potential solutions. Discussed pitfalls andexpensive mistakes to avoid3) Described ways to engage in meaningful internal discussions regarding challenges facing the provision ofanalytics and potential solutions and approaches―Mohammed Mahbouba, MD MS 151 | P a g e

• Provide an example of how to build a successful analytics organization REPORTING • Shed light on many of the issues facing other organizations and provide potential solutions • Help other Epic customers engage in meaningful internal discussion regarding the challenges facing the provision of analytics and potential solutions and approaches • Help other organizations avoid some pitfalls and expensive mistakesKey Points:1) There was great interest in this UCLA presentation by OHIA since many organizations are struggling to putteams and processes together to meet the demand for reporting and analytics.2) While the feedback we got after the session validated our approach, it also exposed the OHIA team toalternative ways that might help us tweak our approach.―Scott BailyOur own OHIA delivered a presentation describing how UCLA established a new central analytics andreporting organization, then consolidated existing \"silos of excellence\" to form a central powerhouse of morethan 80 multidisciplinary professionals.Key Points:1) This session achieved \"Legendary\" status within the conference and even Judy Faulkner had heard about it!2) The room was at full capacity, the doorways packed with people - and someone was even sitting on thefloor. We estimated 500 attendees3) The presentation seemed to resonate very well with the attendees. There were a number of questionsafter the presentation for the entire team - and even a public offer to \"buy\" Dr. Mahbouba lunch while atUGMSession HIM04EXTERNAL REVIEWERS- HOW MANY WAYS CAN YOU MILK THE COW?―John Luo, MD, DFAPA, DFAAPThis session reviewed the different mechanisms for release of information over at University of Rochester.They used Hyperspace tools, including release inspector for onsite reviews by external reviewers. InBasketand Patient List workflows controlled access to records, depending upon request type. EpicCare Link toolsalso controlled access with either results or chart view to external agencies.Key Points:1) Self-pay encounters were hidden from insurance reviewers with Break-The-Glass flag2) HIMS user provisioning group (HIMS release of information manager, security manager, and privacy officer)determined what level of access external users should get3) HIMS staff would release specific behavioral health visits to insurance reviewers via EpicCare, perhapsRNPH can use this process for court appointed patient advocatesSession Meeting with Hien Nguyen, UC DavisMEETING WITH HIEN NGUYEN, UC DAVIS―Scott BaileyInterested in leveraging UCLA/OHIA's near-real-time data capability for their SIRS identification andintervention system. Currently uses Clarity data which is next-day data availability.Key Points:1) UC Davis has SIRS identification and intervention system based on Clarity data2) Interested in leveraging UCLA/OHIA's near-real-time data capability 152 | P a g e

Session PAC17 REPORTINGPEARLS- POPULATION MANAGEMENT―Mark Grossman, MD, MBA, FAAP, FACPBirthday letters with overdue preventive services and scheduling info…also done as a portal message.Personalize for the patient, signed from PCP.Key Points:1) Health maintenance is the foundation of this data, done on a per office basis, pulled from reporting workbench. Bulk orders. Patient outreach encounter.―Bernard Katz, MDHow to do population management and outreach with bulk ordering 153 | P a g e

Session 104 RESEARCHFOCUS GROUP- RESEARCH―Josi MillerKey enhancements in 2015: • Customers licensed for Beacon can use protocols for non-oncology studies to improve ordering • You can save informed consents for patients at the study levelFavorite suggested enhancements for future development: • Marking a result as not being clinically significant • Limit visibility of patient associations with certain studiesKey Points:1) Feel from session is that Epic is headed in the right direction for their research development.Session 194CLINICAL TRAIL ALERTS―Josi MillerOSU: When conceptualizing the use of clinical trial alerts for recruitment of subjects, consider the variousoptions and potential for alert fatigue, availability of collaborators, and time sensitivity of a study. Reportingcan meet many needs for recruitment for an individual study and can be less intensive, so build BPAs onlywhere you need to leverage the immediacy of that type of alert.Key Points:1) Build for study using EHR functionality can be intensive.2) Carefully evaluate use of BPAs and other alerts to determine if there is a better way to manage to reducealert fatigue and increase responsiveness when an alert does apply.Session SNAP40EPIC ACCESS FOR RESEARCH MONITORS―Josi MillerAccess for research monitors had been problematic prior to the use of Link, this allowed Hackensack torestrict the timeframe, patients, and encounters that study monitors could see. The legal process andagreement development was time-consuming. Received largely positive feedback from study monitors viasurvey, found there were still some concerns around accessing scanned documents.Key Points:1) Created an EMP with restricted Day and Times of Access2) More efficient process that release inspector or manual review 154 | P a g e

Session 14 TRAININGMEET ME WHERE I AM- PROVIDER TRAINING & OPTIMIZATION―Hawkin Woo, MD, MPH, FACPOhio State University: PT groups by area, include CT's from a home department. All providers do a ProviderFundamentals (4 hr) , then a la carte from there. 2 years post-big, streamlined training to be morecompetencies based and shorten. Assess prior Epic experience (60-70% have prior use, ex former medstudent doing residency). Provider feedback \"just give me what I need\". Added Competency-based test outoption for Provider Fundamentals. Not available for specialty training. Added Self-paced interactiveeLearning’s. Storyboard and Captivate. No audio in video because some workstations do not have audio.Resourced 1 PT to become a Coach, schedule appts. New Embedded Trainer who visits a site for a day.Key Points:1) No audio allowed easier editing of ELearningSession 114TRAINING & OPTIMIZATION FOR BEACON―Czarina OfallaOptimization recommendations on how to enhance protocol build and how to increase end user efficiencyKey Points:1) Creating custom ERX and EAP codes to drop auth requests & home infusion start times2) Updating navigator sections and adding tabs in the WE rule to facilitate more efficient workflows3) Optimizations with Oncology History and SnapshotSession 149HELPING PROVIDERS LOST IN HYPERSPACE―Hawkin Woo, MD, MPH, FACPGundersen Health System, La Crosse, WI: 3 day CME courses, extremely well received, created fun ambience,12 CME, now 16 CME.Key Points:1) Entire Curriculum available on Epic user web (.25 GB file)Session 169PHYSICIAN EFFICIENCY AND USABILITY- QUICK WINS FOR EPICCARE INPATIENT―Hawkin Woo, MD, MPH, FACPDartmouth: Voluntary 2 hr evening sessions with informatics MD and trainers present. Pre and post classproficiency testing. TS for ordering efficiency. Inova, Washington DC Metro area: Used Epic \"Thrive after GoLive\" 2 90 min sessions.Key Points:1) Shorter multiple sessions worked well―Christine Alanes, RNEpic provides a session on quick wins and the items they showed were all items we've incorporated in ourphysician workflow, but good to know that other sites found these tips and tricks valuable. There were manyitems mentioned that is already in place such as tracking charges on patient list, right-click in the ordercomposer to close it, order composer open for required items, interval H&P added to the navigator, display e-prescribing status)Key Points: 155 | P a g e

1) Ask if this is something we want to consider now: 1) Chart Review - color code tabs no available in 2010 TRAINING2) Suppress Dispense/Refill Requirement 3) Suppress Med Rec for certain types of orders such as patientclasses, non-meds, supplies2) Teaching points to re-visit: In Basket 1) Help button - explains why you got this message. We receive manytickets from MDs asking why they have received this IN Basket message and what to do with it. 2) Auto-advance one In Basket message to the next when you click Done. 3) Chart Search also searches activities3) Teach Future Projects for the Spring/Summer 2015 1) personalize patient header per specialty (i.e.OB -would have gestational age) 2) Within the sidebar report add a \"Table of Contents\" in the Manage OrdersActivity to help MDs navigate. It serves as cheat-cheat. 3) Quick List of Charges for common charges in thepreference list 4) Cascading questions for a larger group of orders―Nina EmersonThis session was presented by Epic and covered many features that are easy to set up, and can have a positiveimpact on physician experience. They discussed features in 2012 and 2014, as well as older features theyhave seen several customers were not aware of.Key Points:1) They had some nice features in the header where you could update weight, treatment team, etc. Thereare several ways we could make our header more interactive2) They had some really nice features in In Basket, like comprehensive reports that give the physician a lot ofinformation without having to jump into the chart3) They showed a really nice e-prescribing status print group that would be beneficial for usSession 220GROWING PHYSICIAN EFFICIENCY WITH ORGANIC TECHNIQUES―Josi MillerBeaumont Health had the same strategy we did for UCLA.Session 306FORUM- ICD-10―Josi MillerThis class was a description of EPIC'S approach to the upcoming ICD10 transition planning. Due to the pushback of the mandate of ICD10, the transition was obviously delayed. Epic has been ready for over a year nowand is encouraging group / users to begin with Dual Coding ASAP. This will allow groups to have a smoothertransition and have the ability to work out any kinks that may occur.Key Points:1) To check out the USER Web site2) Verify if we are set up and testing for ICD10―Deborah FergusonOB abd Orthopedics will be the hardest hit with changes of new more extensive code changes. It wassuggested that providers start using ICD-10 6-12 months before 2015 implementation.Key Points:1) Some entities have started dual billing to health plans and this seems to be working.2) Epic is readySession 315PHYSICIAN-TO-PHYSICIAN EPIC OPTIMIZATION TRAINING 156 | P a g e

―Josi Miller TTRRAAIINNIINNGGRush Medical: .5 MD FTE. New hires with prior Epic experience, MD works within them in place of BasicTraining. Most training occurs after clinic and at Md's office or MD trainer office. 5 key tools taught - Epic Tab,Filters, Smart Phrases, User dictionary, Personal Preference ListKey Points:1) Formalized agenda for Md: MD training. Dr. Levit is the main person for a health system 1/4 size―Allan Wu, MDJacqueline Leavitt at Rush, substantial effort as physician Informaticists, essentially provided a 1:1 by apptphysician-visiting the physician in office to help personalize workflow. Took care of nearly 200 physician visitsin 1 year with a 0.5 FTE. Suggests splitting a FTE by 3 physicians. We might be able to offer this, but it’s a bigstep and takes a lot of time, but obviously very personalized and directed toward physicians. Typical sessionis 1.5 to 2.5 hours. We already do this with a rare few providers who really need it.Key Points:1) Must schedule non-patient non-clinic time for personalization in the physician's office2) Schedule time to observe physician throughout workflow with patients before personalization. Collect thepain points3) Emphasize pretty extensive personalization (a lot!!!) of filters, smartphrases, keyboard shortcuts, dictionary- stuff we do, but not directly personalizedSession ES-PC02HERDING HIGH PERFORMING CATS- CONTINUING PHYSICIAN ENGAGEMENT―Allan Wu, MDRush Methods of implementing a physician-to-physician training with Master Class at UCLA and search tool.Also had high-level view of physician engagement from Cort Garrison at Salem HospitalKey Points:1) Emails to physicians don't work - Salem uses a website which by contract physicians must check at leastonce every 2 weeks. It is not an excuse to say they did not read it.2) Must have appropriate communications for the point during the change management model that isappropriate (Kotter model of buy-in change model)Session NAC11PEARLS- TRAINING―Allan Wu, MDAlthough nursing training was emphasis, should apply to providers as well; should train by workflow, ratherthan functionality. They did a lot of good things -- got signoff from business owners on workflow curriculumdocuments -- a LOT of work, but pays off in buy-in. They still don't really have a good way to search fortipsheets (!). One group showed a CART rounding method of going around with a mobile cart at various shift-times during day in hospital -- showing tips/tricks, but mostly getting feedback from nursing. Not sure if thiscan be applied to UCLA.Key Points:1) Required web-based pre-requisite session before attending a workflow-related curriculum class.2) Created a website for end-users that shows every report that is available. 7000 reports and hyperlink to gothru them. Some videos on how to build and modify. Link for a request for a new report. GREAT idea! Goodproject for resident, nursing, or physician Informaticists3) Need to move toward workflow-based training, but hard to get the business owners involved en masse.Likely needs to be done workflow-by-workflow. Need to assess high-yield ones first 157 | P a g e

Session NAC23 TRAININGAVOIDING THE WEEDS WHILE GROWING YOUR UPGRADE PLANNING―David MuiNemours presented their approach to upgrade communication and training for Nurses, specifically. They havegone through many, many upgrades and they shared their experiences over the years.Key Points:1) Nemours had mandatory, in-classroom training for all RNs just before go-live2) Scope for the upgrade needs to be CLEARLY defined. It's hard to plan for something when it's alwayschanging and evolving3) Branding - communication regarding the upgrade was everywhere…headers in all emails, buttons for staffto wear, In Basket messages, word of mouth, etc. Their idea was that if everyone heard about it, it would notbe a surprise and people would expect the changesSession TAC13PREPARING PHYSICIANS FOR GO-LIVE WITH A PERSONALIZATION LAB AND SUPPORT STRUCTURE―David GomezAddressing Physician Engagement: Two weeks before the Go-Live we turned \"Log On\" on at PersonalizationLabs to minimize log on problems at Go-Live, also tied physician log ons with training which sent a strongmessage how important training was. Personalization Lab Keys to Set-Up - Location, Logistics, Operations,Trainers/Support, Feedback, Communication and Tools. The goal of the Personalization Lab was to takeaway the physician's anxiety about the system and make this a positive experience.Key Points:1) Very effective to tie physician \"log on\" with training. This forced physicians to attend the class so that theycould work once CareConnect went live2) Personalization Lab was used to take away physician’s anxiety and make Go-Live a positive experience―Deidre Keeves, PTChristine Alanes, RN and Deidre Keeves, PT presented UCLA's physician engagement, training and supportstructure. The sessions were well attended with questions focusing on personalization lab logistics, content,and materials, as well as physician informatics and resident informatics team structure. The presentation waswell received by the audience with rich Q & A.Key Points:1) Supplemental 1:1 physician training via a personalization lab model was helpful in reinforcing training andcustomizing physician’s tools prior to and during early phases of go-live.2) Plans are in progress to provide a similar physician learning lab during UCLA's double upgrade3) A structured checklist approach to the personalization lab helped trainers stay on track with achieving thebest outcome of each personalization session and sharing specialty tools helped to streamline the process forphysicians. 158 | P a g e

Access to Analytical Data OTHERSession 372BIG DATA – HARVESTING THE EHR FOR BUSINESS INTELLIGENCE―Tony ChoeApproach that uses data analytics to solve business problems. They covered strategies for dashboard builds,technologies leveraged, and impact to enterprise outcomes. Described the functionality and interactivenature of BI Dashboards. A demo of a dashboard provided by presenter showing patient cohort selection,which is useful in research.Key Points:1) Qlikview dashboards integrated with Epic Hyperspace with drill down to patient detail down to CSN level2) Patient record from dashboard linked to patient chart enabling user to explore patient record in Epic(problems, orders, meds, results, etc.3) Facilitates self-service BI including patient chart review/investigationAnesthesiaSession Periop14PEARLS- ANESTHESIA AND L & D―Tony ChoeApproach that uses data analytics to solve business problems. They covered strategies for dashboard builds,technologies leveraged, and impact to enterprise outcomes. Described the functionality and interactivenature of BI Dashboards. A demo of a dashboard provided by presenter showing patient cohort selection,which is useful in research.Key Points:1) Qlikview dashboards integrated with Epic Hyperspace with drill down to patient detail down to CSN level2) Patient record from dashboard linked to patient chart enabling user to explore patient record in Epic(problems, orders, meds, results, etc.3) Facilitates self-service BI including patient chart review/investigationBeaconSession 41THE PATH TO 100% BARCODE COMPLIANCE―Bruce NguyenDeveloping new pharmacy workflow, design med & NDC build, and successfully train end users to achieveover 95% scanning compliance within the first week of implementation.Key Points:1) Designing reason why the bar code was not scanned to make it easier for the IS staff to trouble shoot2) Training the end users to meet 95% of scanning complianceSession 114TRAINING AND OPTIMIZATION FOR BEACON―Czarina Ofalla 159 | P a g e

Optimization recommendations on how to enhance protocol build and how to increase end user efficiency OTHERKey Points:1) Creating custom ERX and EAP codes to drop auth requests & home infusion start times2) Updating navigator sections and adding tabs in the WE rule to facilitate more efficient workflows3) Optimizations with Oncology History and SnapshotSession 135BEACON PROTOCOLS- STANDARDIZATION & ADHERENCE REPORTING―Bruce NguyenThis discussion is about the importance of standardizing components of Beacon protocol build. Thisdiscussion also includes an introduction to Advance Order Groups (AOGs). The benefits to use Advance OrderGroups (AOGs). Finally using clarity functionality to build a protocol adherence report within EPIC.Key Points:1) The benefits of AOGS2) A beacon protocol adherence report in EPICSession 170MILKING WIDESCREEN TO MOO-VE FASTER―Bruce NguyenDemonstrated how widescreen will benefit Oncology workflow. Improve provider’s efficiency andeliminating workflow snags.Key Points:1) Improved user workflow by minimizing scrolling2) Improve the display to give users the information they need3) Customization the display to the userSession 179ROUNDUP- LAB RESULTING AGENCIES, PROCEDURES, AND RESULTS―Bruce NguyenThis session shows how to integrate EpicCare Ambulatory and tend districts Labs. They reviewed obstacles toideal workflow and see solution implemented to improve lab ordering. Maintaining the ASP logic for futurestate.Key Points:1) Using ASP logic to automatically input patient LAB2) Extensive training to provider to set resulting agency3) The relationship with the clinics to keep insurance up to dateSession 222PLANTING THE SEEDS OF ELECTRONIC SURVIVORSHIP CARE PLAN―Bruce NguyenDeveloping and using Survivorship Care Plan in Epic. Also a discussion which includes EPIC's future plan forsurvivorship functionality and contentKey Points:1) Survivorship report for end users and patients2) Creating and maintaining template for easy use for clinicians3) 2015 smartlink, chemo treatment plan 160 | P a g e

Session 283 OTHERFOCUS GROUP- BEACON ONCOLOGY―Bruce NguyenMeeting developers to see what is in future Beacon Build. They summarized their top items to fix and build.Top items were BMT Transplant, Scheduling Request, Radiology Oncology, and Oral Chemo.Key Points:1) Epic Consulting Services2) BMT - Transplant date no more negative days3) Managing Scheduling Request. EAP for scheduling that will drop into the order work queue―Czarina OfallaVoting on prioritization and future enhancements for 2015Key Points:1) Oral chemotherapy workflows still being enhanced2) Using weight and height specific to Oncology for dosing chemo3) Med replacer utilities will extend to therapy plans and looking at extending to include mixturesBedside Carries Over from Inpatient to Ambulatory SideSession 101FOCUS GROUP- MYCHART BEDSIDE―Grace LeeCurrently 7 organizations are utilizing \"Mychart Bedside\" and 15 more are about to go live. Greatersatisfaction in instant communication between patient/ pt's family with the caring team. Allows everyoneinvolved to be aware of the current situation of the patient, down to what time patient took his last painmedication. Family members have been quoted to say they feel \"empowered\". Previously they only hadAndroid platform available but as of 4/1/2015, ios platform will be introduced.Key Points:1) Solid data gathering capability: Satisfaction surveys, risk scores and Research study participation2) Even for those who are not familiar with tablet system, took average of 15 min to teach patients. However,even that was decreased by providing \"guided tours\" of the tablet system by providing screen overlay3) All about increasing patient engagement! And MUST do Production Dress Rehearsal to work outnetwork/server issuesBuilding an Enterprise Analytical CapabilitiesSession DAC07BUILDING AN ENTERPRISE ANALYTICS ORGANIZATION―Mohammed Mahbouba, MD, MS • Provide an example of how to build a successful analytics organization • Shed light on many of the issues facing other organizations and provide potential solutions • Help other Epic customers engage in meaningful internal discussion regarding the challenges facing the provision of analytics and potential solutions and approaches • Help other organizations avoid some pitfalls and expensive mistakesKey Points: 161 | P a g e

1) There was great interest in this UCLA presentation by OHIA since many organizations are struggling to put OTHERteams and processes together to meet the demand for reporting and analytics2) While the feedback we got after the session validated our approach, it also exposed the OHIA team toalternative ways that might help us tweak our approach, it also exposed the OHIA team to alternative waysthat might help us tweak our approachCare CoordinationSession NAC09IN PURSUIT OF A NOVEL PATIENT CENTERED GALAXY FOR CHRONIC CARE―Deidre Keeves, PTStanford Children's health (pediatric multispecialty ambulatory providers) created a patient flag of \"ComplexCare Patient\" that drives a Shared Goals Activity that is seen across all encounters. They used care teamcomments to determine if a provider was part of the core care team or an advisor. This drove messaging logicwith a new messaging type called \"status chat\" to facilitate communications across the team.Key Points:1) Patient level flags can drive specific custom activities that cross multiple encounters (complex care patient)2) Integrated a custom built \"shared goals\" section across multiple encounters and made this viewable inmychart3) The program greatly improved coordination of care across specialty pediatric populationsChargingSession 17CULTIVATE CONSISTENT CHARGING―Christine Alanes, RNLearned that their strategy for charge capture is similar to what we did here at UCLA. There were a few itemslisted below that I spoke with Dr. Cheng we may want to consider looking into to help improve the physicianexperience when charging.Key Points:1) Could creating a \".\" blank charge be a workflow we could us to help determine what charges are missingfrom the physicians charge preference list?2) Could we use \"Help Me\" to better drill down in charge issues?3) Do we need to consider having a streamlined process of testing new EAPs and the chargesCogito Data WarehouseSession 37COGITO DATA WAREHOUSE USE CASES FOR SUCCESS―Tony ChoeExplore the process of choosing and implementing use cases which foster the adoption of the Cogito DataWarehouse throughout the organization. Learn how to turn the data warehouse from an IT project to a tool 162 | P a g e

which supports clinical care, clinical research, and ACO goals. Identify use cases which are most likely to result OTHERin successful adoption of the Cogito Data Warehouse. Describe ways to develop effective data validationstrategies.Key Points:1) Prior data marts were primarily not successful due to focus on tool rather than the institutional need andisolated development team. Focus on demonstration projects that are achievable in a reasonable timeframe,address a pressing institutional need, and make something easier that is currently hard to do2) Use case example: Research access to clinical data with available clinical data extraction and de-identifieddata display3) Data validation should include the following three objectives: 1. ETL are correctly moving data into CDW. 2.Data in CDW are complete. 3. Data in CDW are correctSession ACF08IMPLEMENTING COGITO DATA WAREHOUSE AND THE ACO PHYSICIAN PROFILE―Tony ChoeReview challenges, steps, and successes from the implementation of the Cogito Data Warehouse, includingthe use of outside paid claims data and the ACO Physician Profile. Historically provided physician specific dataat least annually to all providers aggregated in Microsoft Access databases, which utilized 20+ individual datasources and took 3 months to complete. New vision for a solution included current patient-level actionabledata, ability to monitor performance in multiple programs simultaneously, increased access to analyticsaround performance, and reduction in manual effort/automation.Key Points:1) Two main platforms that provided a successful implementation: 1. Aggregated data into Epic Cogito DataWarehouse. 2. Health BI Rules Engine to apply rules to calculate measures. The technology platform includesSQL Server Integration Services (SSIS), SQL Server Reporting Services (SSRS), Microsoft SharePoint2) Requirements gathering involved two major areas: 1. Interviews with stakeholders to determine scope(Clinical executive leadership, Administrative executive leadership, and Quality leadership). 2. Identify how toassign measures and patients to ACO providers3) Four attribution logics applied to Pro-Health: 1. Assigned to Epic PCP: when office visit claim is foundduring measurement period matching Epic PCP and is in the ACO. 2. Assigned to Other PCP-ACO: providerwith most office visits, tie goes to provider with most recent visit. 3. Assigned to Specialist: when measurespecific (cancer, asthma, diabetes, and cardiac measures) ACO specialist has two or more office visits, tie goesto specialist with most recent office visit. 4. Unassigned: when none of the above was metConfidentialitySession 155PRIVACY DOWN ON THE FARM―Kathleen CrowDiscussion about Duke's approach to various types of data that needs protection. Teen confidentialityparticularly trying because info can be placed in many different areas of the chart. AVS is printed after a non-confidential note is entered; order only encounter is opened for confidential lab orders, FYI flag entered forbilling clerks to enter confidential guarantor; sensitive note then entered in chart. Duke uses sensitive notesand restricts access via BTG set upKey Points: 163 | P a g e

1) AVS Management: key points to consider - who sees it, what's in it, does the patient have proxy, can the OTHERproxy see the info?2) MyChart account configuration need scrutiny to avoid display of potentially confidential data fieldsCustom Mobile App for Wait TimeSession 23DON’T HAVE A COW! WEB SERVICE WAIT TIME APPLICATION―Shehzad SheikhThe presenter from University of Pittsburgh Medical Center shared the details and insights on home grownmobile app using Interconnect web service that returns estimated wait time for urgent care departments toprovide better overall patient service. Explains the process of how was the research carried out in the cache'globals to find the data and access it through custom web service.Key Points:1) It is reassuring to see that use Interconnect web services are a key to continued innovation for lightweightdata usage, like the current use of web service by OHIA solutions team2) Approach the environment team to gain required access to PLY environment to carry out some POCs forour current Executive ED Dashboard projectCustomizing Front Desk ReportsSession 208FRONT DESK USER FOOTPRINT―Theresa KylesThey discussed the needs to customize reports used to describe the front desk work flow process. Theyutilized dashboards to standardize the work by job title at the front desk. Thou they were challenged withbudget cuts, this allow them an opportunity to look at patient volume and expand staffing needs accordantlyas physician availability varied from front desk to desk. Some of their employees were reclassified to meetthe work expectations.Key Points:1) Daily average patient checking in by user and daily average patient scheduled by user2) Determine high volume users3) Using a position control number (PCN) file from HR to match use and appropriate work areasData CourierSession 67HERDING RECORDS- CONTENT MANAGEMENT FOR MIGRATION―David MuiCommunity Health Network shared their experiences with the new Content Management tool within Epic.This tool essentially tracks what records should not be migrated, or which records need to be communicated 164 | P a g e

to certain teams before migration can occur. This is relevant to UCLA as we are currently using this for the OTHER2014 upgrade.Key Points:1) To access Content Management, you will need access to DC security. At CHN, build team had access tothese tools2) Content Management cannot account for Category Lists at this time3) Content Management does not have Item control currentlyData Warehouse and AnalyticsSession 338FOCUS GROUP- COGITO REPORTING AND ANALYTICS―Shehzad SheikhThe session was specifically focused on Epic's pipeline for building new features in Epic's Cogito Analyticsplatform. The session was interactive where various epic customers talked about their needs and providedfeedback on Epic's PipelineKey Points:1) Epic will build the functionality into their CDW ETL console to provide loading on a more frequent basisthan once a night. This would allow us to explore the possibility of near-real-time data in CDW2) Evaluate radar dashboard to integrate with our custom solutionDME ReportsSession 69SLEEP CENTER OPTIMIZATION PROJECT―Theresa KylesThis session primary focused on the Sleep Center's DME Reports and how 2 systems communicated daily withEPIC and an their outside vendor. The presenter discussed and reviewed PAP interface challenges, trackingand monitoring referrals other than Sleep Center and patient call back build. Thou this session wasinformative from a clinical stand point; I was hoping that the session was more driven towardauthorizations/referral process.Key Points:1) Work to ensure that all Interface (Resmed/Philips) have been resolved2) Develop an easier was to see and track patients for recall appointments and track outside referral3) Work with staff to complete and attach outside referral for recall appointmentsEnterprise ImagingSession RADIANT FORUMENTERPRISE IMAGING―Cindy Swain 165 | P a g e

Topics on how to include non-DICOM images in patient charts, how to make ordering exams easier for Dr’s OTHERwith patients who have kidney problems. Radiant Top Ten and Fishbowl (answering random questions).Key Points:1) Leverage Epic's OOB Med Alert Statistics report and analyze pain points to address2) Need governance to decide what to turn off3) Make quick buttons for override reason (kidney protocols) or else nobody will use themEnterprise Project ManagementSession PMAC04HERDING TASKS- MANAGING MILESTONES DURING AN ENTERPRISE PROJECT―Mason Paknejad • Project plan should track meaningful deliverables rather than the every deliverable/task. Track milestones that link to significant activities. • Understanding of the big picture helps staff with ownership of tasks. It puts their activities into perspective for them and empowers them to make good decisions. • Look to identify potential conflicting milestones and address them early on. • Develop and distribute reports to Leadership. It helps to increase transparency and increases visibility. • Tightly control/limit scope changesKey Points:1) Lessons Learned: Start Early. Value team education.2) Encourage ownership. Communicate, communicate, and communicate.3) Use interactive PM software. Remember to track issues at an enterprise level too (problem managementprocess)Epic Care LinkSession 59EXPANDING HOSPITAL SERVICES USING EPICCARE LINK―Andrew BeerA presentation by Lancaster General regarding their implementation of EpicCare Link. Discusses how they setup providers who work in external nursing homes to be able to order labs directly through Link while on site.Link is the preferred solution for allowing the lab orders to be received electronically in Epic while stillallowing the providers to follow the specific nursing homes' order procedures, as the nursing homes areexternal organizations and not built out in their Epic system.Key Points:1) Used EpicCare Link to give providers working in external sites a means to enter lab orders electronicallyand remotely, without requiring the external sites to be built out in Epic, which they could not be as theywere external to the health system2) Encourage ownership. Communicate, communicate, communicate.3) Preference list size could be a challenge in doing this setup. Have to anticipate the ordering needs of arange of external facilities 166 | P a g e

Epic Referral Module OTHERSession 236A CENTRALIZED REFERRAL MODULE FOR CLEANER CLAIMS―Theresa KylesPresent discussed the overall challenges and implementations for authorizations and why patient were beingseen without authorization on file. They discussed how the EPIC In-Basket Message helps them to managetheir internal referral process and submit for authorization in a timely manner. However, they were stillstruggling with how to manage the referral process for outside physician that did not have access to EPIC andwho would be responsible for submitting (referring physician/PCP vs- faculty). They were able to identifyproblem areas and allowed the patient to advise about the status of authorization.Key Points:1) Change in referral work flow process was necessary to sure a timely submission for authorization2) Remove the patient from the process. Provide re-education to patient of authorization requirements.Improve patient satisfaction3) Authorization requirements must be immediately communicated to outside PCPExternal ACO Data IntegrationSession ACF01WELCOME AND EPIC UPDATES―Tony ChoeIntroduction to Healthy Planet 2015… Standardizing external data from Cogito Data Warehouse and Epic CareEverywhere into registries that will enable viewing of outside data in Hyperspace alongside with Epic content.Another feature that will be available is monitoring and trending sub populations by ACO Arrangement,Payer, Risk, Chronic condition, Age, Payer, and Combinations of categories. Also available in 2015 is the abilityto reconcile outside procedures with similar matches to local medical records.Key Points:1) Integrate external claims data from Cogito Data Warehouse into patient registries e.g. Pediatric Wellness,Diabetes, High Risk CHF, High Risk Asthma, etc.2) Integrate external clinical data from Epic Care Everywhere to view clinical content alongside Epic medicalrecord3) External data reconciliation for procedures available in version 2015Future Epic DevelopmentSession GENERAL SESSIONCOOL STUFF AHEAD―Deidre Keeves, PTCarl Doorak presented future developments: June 22 2015 is the release date for epic version 2015. Infustionpumps, connected device integration and Bluetooth RTLS with iBeacon will be able to drive push notificationsso the closest clinician on the provider team can respond. Innovative engagement strategies will be advancedwith MyChart Bedside; Apple Health & Google fit integration with mychart mobile to encourage more patientaccountability to track and engage with their health and wellness. 167 | P a g e

Key Points: OTHER1) CareEverywhere will be able to autosearch to locate outside historical hospitals encounters for yourpatient in advance of their visit. All a patient’s health maintenance alerts will be viewable to clinician’snetwork wide2) Inte3) External data reconciliation for procedures available in version 2015GenomicsSession 172FORUM- GENOMICS―Deidre Keeves, PTEpic is starting the \"Eagle Initiative\" to create a roadmap for implementing an epic toolset for: pedigreevisualization, genomic annotation and result review and family centric tools and analytics. New userwebforum devoted to sharing news and information about this development: \"Genomics and Family History\"userweb.epic.com/Topic143. Family history & genomic testing will be key focus.Key Points:1) Epic is putting development into the Eagle initiative that focuses on capturing more robust family historyand tracking high level genomic integration2) More genomic tools will be available in 2015 version. Epic is asking for customer feedback with expertise ingenomics3) There is rich debate over the issue of linking family charts. From a privacy standpoint, some don't wantfamily info shared. From a health perspective there is perception that it would be value added for givingclinicians access to see that a patient has a significant family history of highly sensitive but proven hereditaryconditions such as schizophreniaHealth Insurance ExchangesSession 225BRAINSTORMING ACROSS HEALTH INSURANCE EXCHANGES―Julio PiedrasantaTwo health plans discussed how their organizations viewed the changes in health insurance marketplacebased on the new Health Insurance Exchanges. They shared how their organizations were using Tapestry toassist in their operations. They also shared about the different issues encountered when enrolling membersKey Points:1) Health Plans are encountering issues where part of their membership comes from state run Exchangesversus the federal run Exchange. State run Exchanges tend to send better data and have more control andorganization2) The health plans are experiencing issues with members registering through the Exchanges and notreceiving payments; others received payments but members were under the impression they had signed withother health plans.3) These organizations have been using Network levels to identify their populations for proper enrollment 168 | P a g e

HIMS OTHERSession 205MAMA GOAT CHECKS ON HER HOSPITALIZED KIDS―Tina Nguyen, MD, FACOGHow one cenger allows parents to enter their neonate’s mycharts as a proxy to see their progress in the NICU.Key Point:1) Proxy MyChartSession HIM04EXTERNAL REVIEWERS- HOW MANY WAYS CAN YOU MILK THE COW?―Maria Alizondo, MA, RHITReviewed the varied ways of giving external reviews\auditors access to Epic. Including Hyperspace, Releaseto Inspectr, ROI with EpiCareLink and full EpiCareLink. The ROI staff are trained to determine the best reviewmethod for the release type.Key Points:1) Many options to provide information for reviewers that meet privacy requirements2) Higher evel technical training required by staff for determining review application appropriateness3) Does not resole save to file issues completelySession HIM05FARMING FOR EXCELLENT PATIENT IDENTIFICATION―Maria Alizondo, MA, RHITUCSF Benioff Children's Hospital uses Epic's Identity application to manage their MPI. They developed andimplemented the comprehensive Identity weighting system to identify MRN conflicts (duplicates). Strongframework and requirements ensured a sizeable reduction in duplicates and Identity workKey Points:1) Start with a clean MPI (≤ 3%) to ensure a solid baseline before extracts to Epic2) Ensure guidelines are established to support organization's requirements for addressing KNDs, and merges3) Reviews goals frequently to ensure the desired outcomes are achievedSession HIM09DEVELOPING PROACTIVE EHR MONITORING―Maria Alizondo, MA, RHITThe Providence and Swedish Health Systems provided key learning points on developing a multidisciplinaryapproach to proactive privacy monitoring of Epic access and preparing reporting methods for privacymonitoring and progress that can be reported through ought the organizationKey Points:1) Proactive Monitoring is key for robust privacy practices for every healthcare organization2) Stay out of the headlines! Utilizing a proactive approach helps to ensure there are 'no surprises' andaddresses potential risk3) Address what to monitor, who should be monitored and the frequencySession HIM10LEGAL MEDICAL RECORD ROUNDTABLE 169 | P a g e

―Maria Alizondo, MA, RHIT OTHERThis session was conducted by Epic and provided a view of current functionality and future workflows anenhancement to ensure that the integrity of each record is sound and explored opportunities forimprovement in ROI. Concerns regarding record production for subpoenas and court orders were discussed,specifically ensuring that the same record is reproduced each timeKey Points:1) LMR 2.0 sounds very promising. Available in the 2014 upgrade, will provide ease of use for requestors(look and feel) and make the fulfillment process easier as well2) Reminders to check the UserWeb for foundation system updates that enable some functionality in currentversion. One key takeaway was printing flowsheets and how to eliminate blank pages3) Evidence in legal cases is more frequently moving to electronic production instead of paperSession HIM11IDENTITY ROUNDTABLE―David MuiEpic hosted this session to go over the new features coming in 2015. I attended this session in hopes oflearning what is to come with Chart Corrections, as the Inpatient teams are bombarded with requests tomake corrections is patient charts. There seems to be many robust tools that will give HIM Operations theability to better manage chart corrections.Key Points:1) The ability to move a Note between charts2) The ability to remove Diagnoses3) Contact moves can occur while the patient is in the hospital…it is possible currently, but will be much saferand streamlined in the future releasesSession HIM12HIM ROUNDTABLE―Maria Alizondo, MA, RHITThis session covered topics in ROI, Coding and Deficiency Tracking.Key Points:1) Improved note printing, vendor integration and batch importing of requests is promising and available now(V. 2012)2) Coming soon: Improved notes printing. Long standing issue with large files getting hung-up with print tofile in Epic. This is addressed in the more robust printing functionality (2014).3) Referrals integration. This will enable the referrals process\documentation to be more integrated with therecord for physician referral and patient care purposesSession HIM14USDA PRIME CERTIFIED ADT ORDERS FOR 2 MIDNIGHTS―Maria Alizondo, MA, RHITCovenant Healthcare shared their implementation of two-midnight rule. The rue states that Physicians haveuntil the 2nd midnight to determine necessity of inpatient services by providing a form, and order andsupporting documentation. In order to ensure compliance and full payment - non-compliance results in 100%take back of revenue for the stay - a specific workflow is required and includes appropriate\timelydocumentationKey Points:1) Must do's: picking the correct patient class, avoid missing or unmatched ADT orders 170 | P a g e

2) Compliance with this rule is heavily dependent on correct orders, BPA, flowsheet and reporting build OTHER3) Recommended System ChangesMaking BPAs• Smarter• Specific• ConvenientPromoting Order Sets/PanelsHard (really hard) Stops• Block AVS printing96• Block dischargeCombining ADT and CertHODSession 96PARTIAL HOSPITALIZATION PSYCHIATRY PROGRAM BUILD―Daniel NollI presented Partial Hospitalization Psychiatry Program Build this year at UGM. I showed other organizationsour attempt and successful PHP build. Most users use a HOD build while we used pure ambulatory build. Thepresentation was very well received. Users have been extremely engaged and have already started contactingme.Key Points:1) Instead of holding questions to the end, let questions flow in during the presentation. I believe this wasone of the key reasons why our audience was so engaged2) The attendees stressed that there were few to no presentations directly relating to psych. I'm glad I wasinvited to speak and spread our build knowledge3) I'm glad I avoided a live demo and instead included plenty of screenshots in my presentation. The Epicnetwork was extremely taxed and I doubt I would have been able to show anythingSession 453HOD SPECIALTY OFFICES IN EPIC―Alyssa Doyle BSN, RNThis session reviewed options for HOD areas such as pulmonary function lab and neurophysiology to storeimages within the system and having the ability to store them in notes. It went through pro's and cons, andthe eventual solution proposed by DukeKey Points:1) Using Blob server vs VNA/PACS2) Best practices for when to use BLOB3) 2015 - will be able to paste images into study reviewSession 346NEEDLE IN A HAYSTACK- A SOLUTION FOR DIAGNOSTIC HODS―Allan Wu, MD 171 | P a g e

Our own presentation on HOD workflow. It turns out to be a complex build but addresses many common OTHERissues among tech-reader workflows. Many other groups struggle with same issues and we did not hear ofany better solutions, but we gave out many pamphletsKey Points:1) Need better feedback to close the loop on measures of how well each HOD group is utilizing this workflow2) Needs better reporting tools to pull together various aspects. We have requested Epic on how to best dothis3) Needs more specific training tools posted to our CareConnect training site -- will follow up on thisSession RF02ENTERPRISE IMAGING- LESSONS LEARNED & NON-INVASIVE TOOLS FOR PULMONARY & EEG LABS―Alyssa Doyle BSN, RNUsing a cardiant/radiant solution The University of Utah Health implemented as solution for their proceduralHOD's. This follows a current recommendation of Epic (not recommended at our time of go-live). Thesolution does not seem to be more advantageous than the workflow implemented at UCLA. If we were tomove to a Cardiant Platform it may be a preferential change for the Cardiology HOD in order to streamlinethe Cardiologist workflow.Key Points:1) Adapt the ECHO workflow - model works across cardiology2) Can now configure to not drop accession numbers3) Current Epic recommendationIdentity/ Patent AccessSession HIM11IDENTITY ROUNDTABLE―Kathleen Crow2012/2014: Improvements: Better passing criteria, improved IDC searching: flexible configuration for bettermatches but more stringent when creating potential duplicates; flexible columns; ranking patients that arerelevant to PCP or upcoming appointments. 2015: Duplicate Compare into one report (Identity EventsReport). Potential Duplicate/Overlay trending reports will be graphical. Pt. Lookup: Improved user interface,algorithm and more granular settings so can target config toward various different users; QuestionableAccess Report: colors for easier investigation, flexible date range selection; Note Mover - a clean way to movea note to the correct encounter - MD just has to do is sign the new note while an audit trail references thedeleted note; will be able to delete replace diagnosis and surgical reference in patient history without EPIC TSinterventionKey Points:1) Moving to workqueues for duplicate patient investigation2) Future potential duplicate investigation will be much easier and quicker; Overlay resolution report muchmore user friendly3) Added and/or improved chart correction tools for migration or deletion of incorrect dataInterfaces 172 | P a g e

Session 95 OTHERIMPLEMENTING ICD-10-CM IN A MULTI-SITE PEDIATRIC EMERGENCY DEPARTMENT―Andrew BeerA presentation by Cincinnati Children's on their implementation of a clinical ICD-10 go-live. Discusses theirdecision making in choosing how to present ICD-10 to the end users, and also their preparations for dualcoding. Key Points:1) The setup they finally settled on matches UCLA's clinical ICD-10 strategy closely. For example, they areallowing more general diagnosis terms to be used on the problem list, and requiring more specific codes inVisit Diagnosis field only2) They found issues with performance when general terms were searched for (searching on \"fracture\" forexample) as the volume of codes in ICD-10 is much larger. They found a solution through an SU which bringsan enROL setting to system definitions which allows the lookup time for search windows to be limited,preventing the system from hanging during searchesKaleidoscopeSession 336FOCUS GROUP- KALEIDOSCOPE OPTHALMOLOGY―Melissa Chun, OD, FAAODemonstration of enhancements to 2014 and 2015 upgrades. Allows for more personalization of visit info,visit diagnosis, recent manifest refraction, final rx, etc; easy ability to transfer documentation from one eye tothe other and duplication button for contact lens; availability of macro to auto populate form based ondiagnosis; ability to support IRIS registry.Managed CareSession FAC05TAPESTRY ROUNDTABLE―Julio PiedrasantaThis session focused on recent development and plans for the future of Tapestry. For the first time in manyyears, Epic is increasing the development of the Tapestry product to support the continual evolution ofManaged Care in the health industry. Epic will be working on expanding the same functionality of theReferrals Module across applications such as ADT, Cadence and Tapestry. There are plans to allow providersview coverage information and use the same functionality as MyChart in PlanLink.Key Points:1) Leverage Epic's OOB Med Alert Statistics report and analyze pain points to address2) Need governance to decide what to turn off3) Make quick buttons for override reasonSession FAC10TAPESTRY CUSTOM ATTRIBUTES-FUNCTIONALITY AND USE―Julio Piedrasanta 173 | P a g e

Session focused in taking advantage of new development of custom attributes in Tapestry. It explained how OTHERand why using this new attributes would help different organizations. The use of these attributes will helpwith Clarity Reporting, Information for end users, AP Claims rules, Benefit Information and Importing DataKey Points:1) There are 35 new attributes affecting 5 master files for Member, Vendor, Provider, Employer Groups andCoverage2) New attributes have been added to use on the Benefit Engine to better track Copayments3) Through the use of AP Claims Rules, attributes can be added to programming points to apply rules to claimsadjudicationMigrationSession 67HERDING RECORDS- CONTENT MANAGEMENT FOR MIGRATION―David GomezContent Management - Forces applications to speak to each other before migrating data (items can be lockedvia other tickets). Content Management is a Data Courier Tool that can: Record protection, Organize build,Create an easy way to move large amount of records. Only available to people with Data Courier access(though they don't have to be movers).Key Points:1) Content Management is a Data Courier Tool that can do a variety of things. 1) Record protection, 2)Organize build and 3) Create an easy way to move large amounts of records2) By locking items this forced application to speak to each other before migrating data (which lead to lesserrors in Production)MyChart NICUSession 205MAMA GOAT CHECKS ON HER HOSPITALIZED KIDS―Lorraine Malden, RN, BSNLearn methods to empower parents of NICU/Nursery patient’s access to information on feeds, weights, statusupdate and upcoming appointments. This allowed NICU parents to know when best to visit at the hospital forskin-to skin and feedings. For newborn nursery mothers it gave them information on follow-up appoints likewith audiology and follow-up pediatrician apt.Key Points:1) In order to increase members connected with My Chart and increase participation in MyChart. Birth Clerkwas provisioned to sign-up baby prior to discharge and to give a tutorial session to mother on how to accessand obtain informationNotesSession HIM03HERDING DOCUMENTATION- NO FUSS NOTE ROUTING 174 | P a g e

―David Gomez OTHEREnhance patient care experience with timely communication of clinical information to referring providers.After CareConnect went live the volume of transcribed documents to patients was decreased by 80% andmanual workflows were decreased by 90%. Extremely important to understand workflows and requirementsfor remediating failed faxes, it was found to be difficult to identify failed \"transcription\" or HIM faxes. Twothings needed to be accomplished: ability to route any transcription fix fax, in basket or mail and assure anyprovider would receive a transcription.Key Points:1) CareConnect reduced transcribed documents to patients by 80% and manual workflows were decreased by90%2) It was extremely important to understand workflows and requirements in order to problem solveNursingSession 223ROVER-GIVING THE COWS A BREAK―Deidre Keeves, PTHackensack University Medical Center presented their Rover implementation. They targeted areas such as theED and OR where they already had back up WOW's and strong clinical educators in place to supplement theeffort. They used Airwatch MDM with their iOS devices and tested both single app mode and open but lockedmode and ended up staying with open but locked MDM strategy. They did not use voice and text on the samedevices for this Rover pilot because it was difficult to hear with some the barcoding sleds they piloted.Key Points:1) Rover uses the same security class as Haiku and Canto so it makes sense to leverage project team expertswho are already familiar with Epic's other mobile apps2) Their training strategy included 2 hours or classroom training for nurses and 1.5 hours of barcoding mobileskills lab. This was for staff that had never done barcode scanning in the past3) Lessons learned: they found it helpful to extend the screen lockout time for their iOS devices, nurses wereinstructed to hot swap the batteries each shiftOpTimeSession Periop01OPTIME WELCOME & DEVELOPMENT PREVIEW―Hanna TameruThis session was an introduction to the periop forum and an update on future build from the OpTime team.The OpTime team demoed system enhancements coming in the 2014 and future versions. One of the topitems highlighted was the Procedure pass project that they are working on and will be coming in the 2015version. Epic estimates 30% of cancelled cases could be avoided by better visibility of patient readiness forsurgery (progress on test results, consents, etc...) Procedure pass will help with this because it will make thisvisibility easier by making that information easily accessible.Key Points:1) OpTime will be utilizing mychart a lot more in the future, such as sending reminders to patients, patientsbeing able to check in using their phone.2) A lot more enhancements for the flight board/snapboard are coming. 175 | P a g e

3) Anesthesia style interface is being integrated for PACU RNs, so they can view patient data the same way OTHERAnesthesia doesSession Periop04PEARLS- PROCEDURAL DOCUMENTATION―Hanna TameruSwedish medical center and Stanford hospital went over their pain rounding workflow, PAT clinic workflow,and TEE procedure note smartform. Swedish medical center utilizes the in-basket tool as a worklist forrounding on pain patients. The in-basket list is automatically populated if certain criteria is met based onanesthesia documentation in intra-op. Stanford uses a robust smartform (includes scripting, macros, etc.) towrite their TEE procedure note.Key Points:1) In-basket can automatically be populated with patient information based on a note2) Smartform can be used to drive billing, to populate results, and chart review by using macros and scripting3) Event case tracking can be set up to automatically populate an in-basket messageSession Periop05SURGEON PANEL―Hanna TameruA panel of surgeons from Kaiser, Gunderson, and University of Chicago discussed their successes andchallenges with ordersets, case request orders, phases of care, and ADT transfer/MAR hold. All thesehospitals use department specific order sets and have the case request order as part of their pre-opordersets. Users find that physician case ordering not to be a big deal and most comply and actually like beingable to request this electronically. Kaiser and University of Chicago do not use the MAR hold functionality asthey saw too many issues with orders being discontinuedKey Points:1) Most organizations use physician case ordering and have the case request order as part of the pre-op orderset2) Upcoming new functionality of being able to save several versions of a user orders set is highly anticipated3) Service specific questionnaire can be included as part of the case request orderSession Periop07PREFERENCE CARD CLEANUP―Hanna TameruMercy hospital discussed their process for cleaning up their preference cards. The process involved surgeons,periop leadership, periop staff, finance staff, and materials management. They picked top procedures foreach service line for the clean-up and invited each surgeon to a room to go over each item on their card whilein the room with the supplies. All items that were not used 80% of the time, were changed to show as PRN.Bringing these items un-opened was a huge behavior change that had to be supported by physicians.Key Points:1) The process of setting up a room with supplies on each preference card and inviting each surgeon to goover them was very labor intensive2) One big lesson learned from the process was how important it was to have the key people involved. Havingthe surgeon and a scrub tech (or someone who knows what each item is called) was for example huge3) All the physicians at Mercy are employees of Mercy hospital. That made a big difference in engagement ofphysicians in the process 176 | P a g e

Session Periop12 OTHERPRE-ANESTHESIA TESTING: IT’S NOT THE DESTINATION, IT’S THE JOURNEY―Hanna TameruDuke University went over their PAT clinic workflow. When surgeons request the surgery case, they use alinked appointment request. This request automatically populates the PAT status board. The PAT clinic isstaffed by RNs, PAs, and NPs.Key Points:1) It is possible to request a PAT appointment through case request2) Duke uses a BPA that fires to warn staff to add ROS to history or problem list if not already thereOptimizationSession DAC01DIRECTORS ADVISORY COUNCIL WELCOME & FASTRACK TO STAGE 7―Deidre Keeves, PTWelcome session and networking for the Directors and Associates Council. MD and NI from Hospital SistersHealth System (St Mary's, St Vincent, St Nicholas) highlighted their governance structure and use of leanmethodology to optimize and fastrack their Stage 7 journey. After go-live they did walk through to identifytheir gaps and used LEAN processes such as standard work, visual management using huddle boards (withprinted metrics and \"Kudos\") to achieve their clinical and IT goalsKey Points:1) Implemented standard work by using a set of coordination guidelines for all key activities (the tool isshared in slides)2) They decentralized the entire HIMS department and put them on the units for faster scanning3) They did rolling on unit training and proficiency checks to roll out their code narrator in 6 weeksSession 322OVERCOMING THE OPTIMIZATION BLACK HOLE―Samantha CaoScottsdale Lincoln Health Network described how they wrapped their arms around the massive backlog ofoptimization service requests (600+) after go-live. Leadership decision to freeze optimization and convened a\"clean-up\" crew to review and approve/deny tickets (6 week process). Once list was approved, worked withIT group each month to prioritize tickets. Group consisted of people who understood the bigger picture,system build, and operational workflows. Once cleaned up, the organization implemented a structuredrequest and approval process. Patient safety, user-efficiency, strategic-fit, compliance clinical outcomes,financial implications are evaluated with each optimization request.Key Points:1) Optimization requests must be filtered through clinical informatics staffs who then submit the ticket ontheir behalf completes with desired design details. Currently have only 40 open tickets due to their newprocess (2 wk process from submission to build)2) Changes are bundled to production. All minor changes are communicated on a \"huddle board\" that eachdepartment looks at to share changes with staff. Bigger changes are additionally shared through e-learningsand tipsheets3) Organization stuck to standardized system to minimize maintenance requirements (rejected requests thatare user/department specific) 177 | P a g e

Orders OTHERSession NAC08FARM IMPLEMENTS & RUTABAGAS- AN APPROACH TO ORDERS PROLIFERATION―David MuiAurora Health shared their experiences with their active orders report showing way too many NotifyPhysician (as well as other general communication orders) orders for their patients. For some patients, therewere up to 30 Notify Physician orders to account for different parameters. Their solution was to revamp theorder and include a list of questions in one order and consolidate all parameters into one.Key Points:1) Aurora Health implemented order set restrictors to not show Notify Physician orders if they are alreadypresent2) Their new Notify Physician order has multiple LQLs to specify different parameters, as well as a question tospecify WHO to notify3) Communication is KEY for such far-reaching changesPatient EngagementSession 454MANAGING PATIENT CONCERNS WITH AN IPAD ROUNDING TOOL―Deidre Keeves, PTBaumont Health used custom cache code and web services to extend their system into an ipad based staffand patient rounding tool. The ipad tool is used during patient experience rounds and with IT satisfactiondiscussions with hospital staff. The program pulls ADT data based on the input of hospital ID, department ID,user log in ID and uses Cache code to returns room number, MRN and patient name in JSON file format toassociate the patient experience feedback comment. The program has been a successful management toolfor hospital and IT leadership to help facilitate the active daily rounding process.Key Points:1) User satisfaction survey results are stored in the custom application outside of epic but are traceable usingthe MRN and basic patient demographics2) The presenters include a deck that shared technical instructions for other organizations who wish to set upa similar model. The key contacts at Baumont are Brett DeMarco and John Tu3) The manager who rounds needs to have an active EMP user file in epic and there is an extra layer ofsecurity and provisioning for the leadership team who complete rounds using asp.net systemPatient KioskSession FAC19PEARLS- WELCOME PATIENT KIOSK―David GomezKey Objectives of the Welcome Kiosks: Convenient self-check in, reduce wait time, print appointment details,make payments, sign consent forms and get directions. Customer feedback: Positive - quick and easy to use,convenient and speedy process, Kiosk assistance and efficient check-in process. Negatives - Copay stepswere confusing, pen attachment too short to sign consent, and don't want Kiosks to replace front desk that 178 | P a g e

they knew. The goal is to have Kiosk check ins be at 30%, but the Kiosk check ins have been consistently OTHERaround 20% nearly one year after Go-Live, this includes a 3-4 week period when the Kiosk was down due toan Epic 2014 upgrade.Key Points:1) It was very important to get physician involvement when implementing Welcome Kiosks. In the facilitieswhere there was strong physician involvement there was more usage of the Welcome Kiosks2) Better preparations of Welcome Kiosks with the upgrade. Welcome Kiosks were down for 3 - 4 weeksduring the upgrade, and customer satisfaction went downPhysician Advisory Council OverviewSession PAC01PHYSICIAN ADVISORY COUNCIL GENERAL SESSION―Bernard Katz, MDGeneral discussion of 2014 and 2015 enhancements. General overview of various opportunities with EpicKey Points:1) Continue to explore features of Epic to streamline processes as we implement changes to improveefficiencies and physician productivityPlan for Future EnhancementsSession UnsessionTRANSPORT EVS―Lorraine Malden, RN, BSNThis was an unplanned adhoc session that was added to engage users in future enhancements, and tobrainstorm on how to gain acceptance in moving from other systems into EpicKey Points:1) Gave me the opportunity to collaborate with developers and other hospitalsPopulation HealthSession ACF06PLANTING THE SEEDS OF POPULATION HEALTH―Scott BaileyCleveland Clinic described their population health efforts including their care coordination efforts.Key Points:1) They identified 270 existing care coordinators - then realized there were really 470 after clarifying theirdefinition2) Brought external risk score into the patient record (Optum Insight - data and risk score updated monthly,limited by claims data update frequency)3) Created care coordination outreach encounter type 179 | P a g e

Predictive Analytics OTHERSession 287PREDICTING & PREVENTING CLINIC NO-SHOWS―Shehzad SheikhLearn how Providence Health is approaching the Clinical No-Shows by using predictive analytics. Themethods that were discussed include Linear model, Ensemble of model and Pilot plans. The sessionemphasize the fact that successful implementation of No-Show predictive model needs to take in account asmany relevant factors as possible, such as, Patient's visit history, geographical distance from clinic (mapdata), household income (public census data), Diagnosis history, insurance, race/ethnicity, appointmenttype, no. of days in between scheduling and appointment day and many more.Key Points:1) It is critical to think carefully and collect the factors to effectively implement a predictive model2) To be more successful with predictions more than one models can be blended using ensemble to refineand improve accuracy of predictions3) No-Show prediction allows the staff to proactively call the potential no show patients for reminders and re-enforcement of appointments to efficiently use schedule able resourcesPrivacySession 155PRIVACY DOWN ON THE FARM―Deborah FergusonPresenter was from Duke, focus was on teen privacy in the intranet and internet. There is a \"HITECH\" PrivacyAct I was not aware of. Duke developed policies, provided education to all staff, My Chart proxyconfiguration, created sensitive notes, restricted notes, \"Break the Glass\" and FYI flags have been devisedKey Points:1) Foer teen privacy we must adhere to CFR2) Privacy not only includes who has access to the medical history but there must also be privacy in billing3) Transmission of private information must also be protected in My ChartProduction SupportSession 359BUILDING BARNS, NOT SILOS- AMBULATORY PRODUCTION SUPPORT―Samantha CaoReview production support structure evolution to better support ambulatory operations as a whole by crosstraining support staff and partnering with other team managers. Cross training provides additional internalresources for new project support in all applications. Focus on long-term benefits instead of short turnaroundtimes by investing in the right people and providing opportunities to learn about other applications/areassuch as operations, other IT departments, building relationships outside of their team.Key Points:1) Production support staff needs to have a strong understanding of the operational aspects of the system -how end users utilize the system to provide patient care 180 | P a g e

2) Have a structured ticket submission process to capture and track all issues. Must enforce business owner’s OTHERuse of the system instead of email/phone3) Production support is a different kind of work that requires different type of people from implementationsupportProject ManagementSession DAC02GET CURRENT, GET GOOD, BE ELITE & SUSTAINABLE FEATURE DEPLOYMENT―Scott ShermanReview of approach on controlling, influencing and evaluating new project requests from an organization.Projects evaluated using a numerical evaluation methodology to help remove bias and allow for a moreobjective evaluation of projects against the enterprise list of projects. Projects put into 12 week release cycleto help manage against other competing business priorities.Key Points:1) Let data drive decisions and focus for project work2) Control feature scope; include support AC's as a component of evaluation3) Utilize a post mortem/feedback process to identify areas for improvement/strengths for future projectworkSession DAC03PROJECT INTAKE, QUALIFICATION, AND APPROVAL―Scott ShermanReview of new project request management at the program level by Kaiser Permanente. Approach outlinedlessons learned, challenges, and implemented methodology that identified value as a key driver for projectselectionKey Points:1) A tool/methodology is needed to develop a predictable means to select projects against other competingprojects based on value2) Demand will always exceed capacity; establish a means to place projects into a holding queue3) Business leaders/owners should help identify strategic goals to help align project selection―Scott ShermanReview of new project request management at the program level by Kaiser Permanente. Approach outlinedlessons learned, challenges, and implemented methodology that identified value as a key driver for projectselectionKey Points:1) A tool/methodology is needed to develop a predictable means to select projects against other competingprojects based on value2) Demand will always exceed capacity; establish a means to place projects into a holding queue3) Business leaders/owners should help identify strategic goals to help align project selectionSession PMAC01STOP BREAKING EACH OTHER’S BUILD- MANAGING INTEGRATION―Scott Sherman 181 | P a g e

Learn methodology and approach used at University of Michigan for managing changes and migrations of OTHERbuild from POC to PRD. Presenters reviewed issues, tools and approach to address systemic issues withchange management for system build.Key Points:1) Individuals on each team were able to Data Courier their own build2) Established weekly integrated review sessions; review emergency requests previously approved outside ofgroup3) Lentify master files that individual teams can DC without review and master files that require team reviewSession PMAC03HARVESTING A BUMPER CROP OF OPTIMIZATION PROJECTS USING VALUE STREAMS―David MuiValue Stream - sequence of activities required to provide a service along with information, materials, andworth flows. (e.g. med mgmt., care planning, MD documentation, Revenue Cycle, etc.). The speakers fromthis organization shared their experiences and process for managing all their optimization project requests byfocusing on what is important to the vision of the organizationKey Points:1) Close the \"inside channel\" to build team so that no projects \"sneak\" in and bypass normal review process2) The completion of a project means nothing if there is no Accountability, Alignment, and Acceptance fromthe end-users, key stakeholders, and leadership3) Do not \"improve\" systems and structures (build), if you have not assessed the processes that use them.Operational issues should not be fixed by an optimization project as a first resort. Resolve the root issue first!RadiantSession RF04YEEHAW! USING AN MRI SAFETY SCREENING FORM―Alyssa Doyle BSN, RNSSM Healthcare Wisconsin reviewed their implementation of an MRI screening form in the 2014 version ofEpic. The upgrade just took place in June. They had originally one live with a smartphrase for outpatientsand paper process for inpatients. The smartphrase was cumbersome and not user friendly. Ultimately theusers were happy to go-live with the new toolKey Points:1) Analyze opportunities to pull existing data from the chart where possible to reduce clicks2) Utilize print groups and display data in a sidebar to complement the questions in order to view all info onone page3) If planning to printout copy to have patients sign - make sure you program it to display commentsassociated with the FSRRelease of InformationSession HIM04EXTERNAL REVIEWERS- HOW MANY WAYS CAN YOU MILK THE COW?―Kathleen Crow 182 | P a g e

Hyperspace and Epic Care Link tools were set for various types of requester. Release Inspector is used less and OTHERless by auditors - they prefer to use EpicCareLink so they don't have to come onsite. Large (1K) plus number ofpatients are now processed via EpicCare Link in a matter of minutes. Link info protected via BTG. Some oftheir workflow isn't tracked for accounting of disclosures (patient lists)Key Points:1) Decide who should have first vs second access2) External researchers use an EpicCareLInk chart view3) BTG rules set up to hide self-pay patients via an FYI flagROI/DT and CodingSession HIM12HIM ROUNDTABLE―Maria Alizondo, MA, RHITThis session covered topics in ROI, Coding and Deficiency Tracking.Key Points:1) Improved note printing, vendor integration and batch importing of requests is promising and available now(V. 2012)2) Coming soon: Improved notes printing. Long standing issue with large files getting hung-up with print tofile in Epic. This is addressed in the more robust printing functionality (2014).3) Referrals integration. This will enable the referrals process\documentation to be more integrated with therecord for physician referral and patient care purposesStorkSession PAC15SOWING WHAT YOU REAP- REDESIGNING AND OPTIMIZING L&D―Allan Wu, MDTerrific summary of phase of care changes implemented by Dr. Tina Nguyen and CareConnect teamKey Points:1) There is an ability to make pseudophases of care actually have orders that drop off2) Other groups have the same issue; some have implemented similar options; one other at least says thatcannot get buy-in to do phases of care3) How do you prevent trainees from ordering all orders and having nurses pick and choose what to release?Suspension Process for Delinquent DocumentationSession HIM08PROVIDER PRIVILEGE RELINQUISHMENT―Kathleen CrowAfter 7 days to 30 days there is a succession of reminders, alerts and warnings that are sent via batch job.Privileges are suspended in Epic after 31 days. Provider Monitoring Director Dashboard gives quick access toproviders by delinquency. Most of their deficiencies are signature only. Dept. chair gives the OK to perform 183 | P a g e

emergency surgery, HIM unsuspends, surgeon does the surgery, HIM will then put back on suspension if the OTHERdelinquency isn't taken care of.Key Points:1) Be careful that Registration doesn't create a new Provider ID if MD is on suspension2) Process was highly supported by Medical Staff leadership (CMO, dept. chairs). They assisted withcommunication about the delinquency completion processSystematic Keyboard CommandsSession 105INCREASING EFFICIENCY WITH KEYBOARDING SHORT CUTS―Theresa KylesLearn how to increase efficacy with keyboarding and short cuts. The commands are designed to save time,reduce clicks and increase staff productivity. The presenter demonstrated how you can make your owncommands based upon your work flow needs. They reviewed and explained the function of each Charterview within the menu bar.Key Points:1) Customizing keyboard commands will defiantly help to save time navigating and increase efficiency2) Keyboard commands are faster and can be used for Window and EPICTapestrySession 77FOCUS GROUP- TAPESTRY―Audrey McClenaghanThis 2 hour focus group was a collective discussion of the new Tapestry General Enhancements. Thediscussions were focused on Epicare Link and Planlink and their link to Tapestry. Several discussions aroseregarding HIPAA and Privacy and the EPIC staff were taking a lot of notes form the recommendations of theUsers. This class was very interesting regarding the process of how EPIC builds enhancements and the inputfrom us. EPIC was determined to make as many of our suggestions would be implemented in the nextupgrade.Key Points:1) This class was very interesting and I was completely engaged2) How soon will UCLA Tapestry be getting these upgrades?3) We do not use PLANLINKSession 225BARNSTORMING ACROSS HEALTH INSURANCE EXCHANGES―Frank Day, MDLearn how an HMO uses Tapestry to assist their operations in managing changes in the health insurancemarketplace based on Health Insurance Exchanges. Presenters discuss challenges faced in this newmarketplace environmentKey Points: 184 | P a g e

1) With health insurance reform, coverage isn't effected until premium is collected (Healthcare.gov now OTHERenables paying first month up front). 90% enrolled without agents, many didn't understand plans and wantedto switch plans but had to comply with government rules2) 80% on exchange patients will have subsidies, and many enrollees don't report major events tohealthcare.gov (divorce, new child, lost job)3) Government sends 90 day subsidy termination letters if income or citizenship not confirmed, but don't ccthe HMOSession FAC15THE GREEN ACRES OF RULES-BASED FILING ORDER―Mason PaknejadReviewed the implementation of the new rules-based filing order and its effect on registration. Thisfunctionality allows organizations to create customized rules to improve filing order and reduce coordinationof benefit denials. Included is an overview of the functionality, a discussion of how it was implemented, and asummary of the change in denials.Key Points:1) It complements the existing Automatic File Order processing point2) First step: identify and solidify organizational/business rules, then build in the system3) Audit tracking will show the history of filing orders and will track who/when made the changeSession FAC20IMPLEMENTING NETWORKS IN TAPESTRY―Mason PaknejadDiscussion about the implementation of networks in Tapestry, concurrent with a prior authorization overhauland numerous AP claims & enrollment upgrades. The new features will allow for more accurate Networks inTapestryKey Points:1) Environments: build at least two, one to build and other for business as usual operations2) Test considerations: plan for a period of build freeze3) Network Naming: Highly visible to both patients and providersTelehealthSession 22HERDING VIRTUAL VENUES OF CARE―Deidre Keeves, PTNovant presenter Richard Capps and Buffy Harris presented video visits and eVisits and myChartoptimization. Goal was to maximize patient engagement since patients will soon expect this type of service.Patients like the convenience of asynchronous eVisits but there was a huge adoption factor in getting doctorscomfortable with using telehealth. Once live, the physicians found value in providing this service.Key Points:1) Virtual visits at the core are about extending the relationship between the provider and the patients in anew way. They turned on eVisits at flat out of pocket rate of $40 per visit starting with 4 diagnoses: cough,diarrhea, red eye, and urinary symptoms. Scaled it to 165 participating providers 185 | P a g e

2) This organization allowed their physicians to opt into turning on direct open scheduling. The cadence team OTHERwas heavily involved in creating special scheduling blocks to make sure providers still had some control overtheir schedule3) Turned on video visits in mychart and charge flat rate of $50 per visit. 87 providers are online and toparticipate the patient is required to have internet and a web cam. Key to success was that every participatingprovider practiced first with a trainer before launching programSession PAC05PEARLS- E-VISITS―Deidre Keeves, PTRich Kelly, DO & Michael Radtke MD from Dryer Medical Clinics presented multispecialty groupimplementation of eVisits. Key justification of eVisits was improved access, improved patient experience,build infrastructure for future telehealth endeavors. They launched a pilot that was free to patients whofocused on use of questionnaires to address 4 simple PCP conditions such as: back pain, sinusitis, red eye,and cough. They since have scaled the program to eVisits for 28 conditions.Key Points:1) Key ROI of eVisits is providing a better patient experience, not improving revenue. The organizationsbelieve the service is a huge patient satisfier and it is allowing them to see the sicker patients in the clinic andmanage the less acute needs in a more streamlined mannerTransplantSession 178WORKFLOWS AND TOOLS FOR TRANSPLANT COORDINATORS―Andrew BeerPresentation by University of Iowa about the workflow they built to facilitate transplant coordinatorworkflows. Especially discusses Cadence scheduling build for transplant scheduling as well as using Beacontools for treatment plans.Key Points:1) Iowa uses MA's to schedule patients, draw labs, and gather historical information. Because of the largescope of responsibility they gave their transplant MA's, they created work list tasks for the MA's to use totrack all their duties per patient2) For post-transplant treatment and care, they used Beacon treatment plans and built them out withtransplant monitoring lab orders instead, to ensure the patient was consistently getting the right labs at theright time after transplantUCLA Big Bang Go-LiveSession SNAP27SUCCESSFUL APPOINTMENT CONVERSION―Andrew BeerLaxim provide an over view of the UCLA Big Bang Go-Live and how other plan wisely for a successful Go-Live.She discussed the importants of allowolating enough time to provide staff with proper training. She alsodiscussed the 3 methods of available for convert legacy appointment (Electric/interface, Manual, Hydrid). 186 | P a g e

Out the 3 methods UCLA selected the manual process, which required hands-on training, registration flow OTHERwith scheduleding and a controlled environment for Go Live issues.Key Points:1) Consult with EPIC regarding Soft Go-Live and proper method for converting legacy appointments basedupon your faculty needs2) Discuss Budget3) Provide adequate time to provide training to staffWelcome KioskSession FAC19PEARLS- WELCOME PATIENT KIOSK―Deidre Keeves, PTCHOA and KP discussed use of welcome kiosks in clinics. CHOA discussed a pilot process used prior to fullscale deployment while KP took on a different approach and employed wide scale aggressive timeline for arapid roll out.Key Points:1) Thoroughly test welcome with upgrades! One organization had a significant challenge with welcomefollowing their double upgrade which caused the welcome kiosks to be down for 4 weeks while the issueswere being resolved2) Organizations achieved a 30% registration utilization rate using the kiosks and were able to reduce frontend staff3) Welcome is not currently compatible with iPad 187 | P a g e

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INDEXChristine Alanes, RN......................................................................6,8,98,104,106,111,126,127,155,158,162Maria Alizondo, MA, RHIT..................................................................................................... 5,8,169,170,183Angela Amucha, BSN, RN .....................................................................................8,34,41,42,47,114,121,125Scott Bailey...............................................................8,39,54,56,64,88,90,92,94,97,99,100,115,151,152,179Jeff Banting .................................................................................................6,9,99,104,105,115,120,124,126Andrew Beer ..................... 9,18,22,23,26,28,35,37,38,48,49,59,83,107,110,113,132,137,141,144,145,146Continued.................................................................................................................................... 166,173,186Ashwin Buchipudi...............................................................................................5,9,18,23,24,25,32,33,52,59Samantha Cao ........... 9,20,21,27,30,35,37,38,87,101,130,131,132,133,134,135,136,138,140,142,177,180Diane Carter ........................................................................................................................................... 10,89Bukeka Chandler ...........................................................10,32,77,78,108,128,132,134,135,137,139,141,148Eric Cheng, MD, MS, FAAN...........................................................................5,10,28,56,57,62,63,98,150,162Tony Choe .......................................................................................................................10,159,162,163,167Melissa Chun....................................................................................................................... 10,24,44,121,173Kathleen Crow.........................................................................................................5,11,78,163,172,182,183Frank Day, MD...................................................................7,11,19,56,57,72,83,84,93,100, 119,129,150,184Lorena Douille ................................................................................................................................... 11,18,24Alyssa Doyle, RN, BSN .....................................................................6,11,58,63,74,106,124,125,171,172,182Nina Emerson...................... 6,11,54,60,62, 73,74,75,87,91,97,100,101,109,112,113,116,120,126,149,156Deborah Ferguson............................................................................................................... 12,77,86,156,180Meg Furukawa, RN, MN...................... 6,12,52,54,55,57,59,60,61,66,67,68,69,76,98,100,102,103,106,108Continued..........................................................................................110,111,115,116,117,118,125,127,137Jody Gaspar..........................................................................................................23,24,29,86,92,93,139,150David Gomez ..........................................................................................6,12,79,82,95,130,159,175,176,179Mark Grossman, MD, MBA, FAAP.........................................................................45,55,70,120,130,143,153Kathie Hale .....................................................................................................................25,29,35,92,149,150Darryl Hiyama, MD...................................................5,12,29,40,43,45,47,65,67,71,73,104,118,119,122,148Francisco Jordan.....................................................................................................5,12,83,84,85,89,108,151Bernard Katz, MD...................................................12,20,23,24,41,43,44,45,47,48,90,120,144,147,153,179Deidre Keeves, PT ...................... 6,12,20,40,42,43,46,58,64,72,79,80,88,90,102,106,113,128,129,131,132Continued........................................ 133,139,140,141,142,158,162,167,168,169,175,177,178,185,186,187Laxmi Kumar ................................................................................................................... 7,13,23,50,51,52,74Theresa Kyles .............................................................................................................13,30,164,165,167,184Grace Lee ............................................... 13,19,22,26,31,34,36,102,129,131,133,134,136,137,138,140,161John Luo, MD, DFAPA, DFAAP.................................................................4,21,46,47,71,77,80,81,92,119,152Mohammed Mahbouba, MD, MS .............................................................................4,13,66,89,151,152,161 193 | P a g e