Highlands makes IT work in Appalachia
Highlands Regional Medical Center is nestled in a rural area two hours east of Lexington, Ky., the heart of the state’s coal belt in Appalachia. Not exactly the first place one would think to find a first-rate information technology team, but indeed, CIO Michael Roberts’ staff is one of the best small IT teams in the country as a Healthcare IT News “Best Hospital IT Departments” award” winner.
Despite challenges related to the healthcare facility’s remote location, such as limited bandwidth and lack of high-speed connections, Roberts has made sure his eight-member squad is up to delivering the services Highlands medical professionals need in timely fashion.
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“Everything revolves around customer service,” Roberts says. “All team members are selected based on their customer service and people skills.”
Dedication to serving hospital personnel supersedes all other skills, Roberts says, because it is integral to the IT team’s effectiveness.
“Technology is always changing, so past or current skills in particular technologies aren’t necessarily an indication of future success,” he says. “Hiring the right type of person – one who is focused on our customers and doing whatever it takes to serve them – is key.”
Roberts also credits the Highlands organization for “making a significant investment in IT” in order to advance healthcare service capabilities and quality of care for the region.
“It has created a facility that is ahead of others in IT implementation, which directly impacts our staff since they are implementing and supporting a wide range of IT services,” he says. “We were particularly pleased this year when we achieved HIMSS Stage 6.”
Yet, reducing overall IT operating costs is a vital issue and an ongoing challenge, Roberts concedes.
“We have made a large investment in IT over the past 10 years and are well ahead of most hospitals with our technology, but costs have continued to increase,” he said. “Reimbursement changes are forcing us to reduce our expenses. Now, as we migrate away from being just an inpatient hospital with several outpatient facilities, we must find a way to continue expanding while reducing IT spending at the same time.”
Having the right people on staff relieves some of that pressure, Roberts says. By giving each individual as much freedom as possible and letting everyone take ownership of assignments, he says, it builds a culture of pride and commitment.
“I believe that communication is key,” he says. “I strive to always provide as much detail as possible on the background for the projects we handle. By understanding the business needs and goals for each project, the staff understand what we are trying to accomplish and the reason behind it. This gives your job meaning and shows how it fits in the big picture.”
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