Susquehanna Valley Rural Health Partnership

1
Susquehanna Valley Rural Health Partnership

• Bucktail Medical Center - CAH
• Jersey Shore Hospital - CAH
• Muncy Valley Hospital - CAH
• The Williamsport Hospital - Referral Hospital
• Northcentral AHEC
• Lycoming Medical Society

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HISTORY

• Existing relationships
• Incorporated as 501c3 April 2002
• Recipient of 3 year Network Development Grant
  (5/03-4/06)

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Mission Statement
The Susquehanna Valley Rural Health Partnership
is committed through the collaborative leadership
of rural health organizations to facilitate
responsive, high quality compassionate and
cost-effective healthcare services.
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Vision Statement
The Susquehanna Valley Rural Health Partnership
will be a model rural healthcare network that
will be self-sustaining while enhancing the
viability of its members. This will be achieved
through collaboration and a diversified strategy
to attain financial independence.
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Principles of Success

• SVRHP will develop a thorough understanding of
  the nature and degree of community health care
  needs. You can only transform what you own.
• SVRHP will remain aware of the degree to which
  its membership represents the service area and
  how their relationships effect the nature of the
  local health care market. Connectivity equals
  consciousness.
• SVRHP members will devote organizational
  resources to the partnership. This includes CEO
  attendance to the monthly SVRHP meetings.
• SVRHP network relationships/governance are
  explicit and binding and
• SVRHP is purposeful and follows an explicit plan
  of action.

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Common Challenges

• HIT
• HPSAs/MUAs
• Performance Improvement

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Partnership Goals

• Develop sustainable Rural Health Network
• Implement a regional HIT system (WAN)
• Lifeline Medical Record
• Digital Medical Library
• Remote decentralized pharmacy system
• CPOE
• Financial systems
• Insure local access to healthcare in region

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• Achieve economies of scale to support provider
  sustainability.
• Reallocation of resources to community health
  improvement initiatives.
• DO NO HARM

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Workgroups

• Pharmacy
• Compliance/HIPAA
• IT
• Transportation

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Challenges

• Balance of individual vs. Partnership goals
• Autonomy
• Funding
• Buy-in from medical staff.

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Success to Date

• PACS (except _at_ BMC)
• Dictation (except _at_ BMC)
• LAN _at_ BMC (fully deployed June 04)
• EMR (except _at_ BMC)
• Financial (except _at_ BMC

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Lessons Learned

• Collaboration among institutional players and
  individual providers is crucial.
• The establishment of an on-site liaison is
  necessary to secure buy in and act as a main
  communicating vehicle.
• Spend enough time in the early planning phase to
  understand how the technology will impact patient
  care practices. Mapping out the new processes
  and clearly identifying the roles and
  responsibilities for physicians, nurses,
  Pharmacists, and administrative staff.
• Understand the benefits of implementing the
  solution for all parties.

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• Emphasize the delivery of care or connecting with
  patients and providers, not technology.
• Proactive training.
• Concurrent feedback and follow-up
• Be prepared for technical difficulties and delays

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Next Steps

• Remote decentralized pharmacy system
• CPOE

dependent on AHRQ award anticipated start Fall
04
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Year 1

• JSH - Begin implementation of the medical
  management system and enroll in bulk purchasing
  of pharmaceuticals. This addresses each of the
  disparities, especially resource and clinical.
• BMC - Finish installation of core network
  infrastructure, which will bring this
  organization to relative parity with the other
  members.
• BMC - Once step 2 is completed, begin
  implementation of the medication management
  system and enroll in bulk purchasing of
  pharmaceuticals.

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• Year 2
• JSH - Finish implementation of medication
  management system.
• BMC - Finish implementation of medical
  management system.
• MVH - Begin implementation of CPOE

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Year 3

• MVH - Complete implementation of CPOE.
• JSH BMC - Begin implementation of CPOE