Memphis SIM Chapter Quarterly Newsletter

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Spotlight on SIM Members

SIM Memphis Member, Bob Johnson, Featured as Role Model for Culture Change in Campus Technology Magazine

A few years ago Bob Johnson, CIO and VP of Information Services at Rhodes College, took on the challenge of combining the library and IT staffs into a cross-trained, unified team. Since they neither knew what each other did nor particularly enjoyed each others' company, this was a non-trivial task, for which Bob was recognized in an article in Campus Technology Magazine in June 2007. According to the article this is a challenge that only a handful of schools across the country have taken on.

Since that time Bob has taken on another challenge. He added "VP of Student Services" to his CIO and VP of Information Services title, taking on with the new title the integration of admissions, financial aid, residential life, athletics, counseling and major student programs and services.

To do all of this he must change not only the culture of the groups, but their daily work processes and supporting systems. And to make his organization one-stop-shopping for his "customers" (parents and students) he is also cross-training his teams so there is no need to point people to several different organizations for help with a student's admissions, financial aid, dorm etc.

If this sounds as complex and challenging as an ERP implementation, that's because it is. The same issues face corporate IT executives as they struggle to re-design processes, implement new technology and get stakeholders to accept the change in order to make their companies more efficient and effective. We sometimes fail to recognize IT practitioners in the academic industry because we forget they face similar challenges to those at for-profit corporations.

Congratulations, Bob, on the new title and on successfully changing the culture, processes and systems at Rhodes College. SIM Memphis is proud to have you as a member.

Interview with John Lewis, SIM Memphis Finance Chair and CEO of Semmes-Murphey

Tell us a little about Semmes-Murphey.

Semmes-Murphey was founded almost 100 years ago. It is a practice that focuses on diseases and illnesses related to the nervous system. We currently have approximately 50 medical service providers (Neurosurgeons, Neurologists, Physiatrists, Pain Management specialists, NeuroPsychologists and Nurse Practitioners) and 200 other employees.

We have two full-time offices in Memphis, one in Jackson, TN, and several part-time out-clinics in West Memphis (AR), Union City (TN), and Grenada, Desoto, Oxford and Columbus, MS. At our Humphreys office, we also have radiology services as well as a busy ambulatory surgery center where we perform outpatient surgery and block procedures.

What types of technology and process changes have you implemented at Semmes-Murphey?

When I first arrived at Semmes-Murphey Clinic (SMC) about 8 years ago, they were about to begin replacing all of their major systems. I identified vendors, arranged presentations and site visits to select a practice management (PM) system as well as an electronic medical records (EMR) system. We began implementation of the PM system in 2004. Patient demographic and billing data are in the PM system and integrate with the EMR system.

When we completed the PM system implementation, we began the EMR implementation in a stair-step fashion since we had so many doctors. We automated 3 to 4 doctors a month until we completed the process in 2005.

Then we began looking for a picture archival and communications system (PACS) to digitize all of our images and eliminate our dependence on films from MRIs, CTs and X-rays. We completed implementation of the PACS in 2005 and integrated it so everyone could access the images through the EMR system.

We also implemented a voice recognition (and response) system as well as a digital dictation system.

And we designed a new website for SMC which allows patients to make appointments, print various documents, pre-register and do many other activities online, saving a tremendous amount of administrative and clerical time.   We have approximately 85,000 patient visits per year so improving efficiency in the work related to making visits is a tremendous time-saver for us.

In addition to system implementations, what are your other accomplishments as COO of SMC?

We serve as a show site for the GE PM and EMR systems. And I have presented at a couple of national conferences to help other administrators understand the value of EMRs and key performance indicators related to healthcare.

I have accredited all of our MRI and CT equipment and we are in the process of getting all staff and technologists certified in their respective areas. We are also in the process of accrediting our neurophysiology department.

I have developed and set up all of our major compliance plans including HIPAA, OSHA and Red Flag Rules.

Two months ago I opened up new revenue-generating exam space that was once occupied by thousands of paper charts that are no longer needed due to our EMR system.

What are some of the challenges you are facing in the move from COO to CEO?

I came into the role suddenly and unexpectedly. [Note: The previous CEO died very unexpectedly in July while John was on vacation. John returned to step in temporarily as CEO and was soon elected by the Board to make the new role permanent.]

There were a number of strategic decisions in process, so with the loss of a significant resource (the CEO) progress has been delayed somewhat although all projects are on track currently.
Additionally Healthcare reform has created a major unknown situation that is making it significantly more difficult to make long-term decisions.

I think one of the key challenges has been developing a different relationship with my doctors. They have known me in the COO role for years, but now I'm the primary "go-to" person for them. They come to me with all issues - both personal and professional.

What are some of the challenges you overcame as COO?

Every time we have implemented a new system it has required significant changes to workflow processes. Usually these changes are positive, but changing the mindset of a physician and his/her staff when they have been working a certain way for many years is not easy.

In addition to changing clinic workflows, systems have had an even bigger impact on front and back office processes.   We have no paper charts so there is no room for system downtime which has been a major shift for our IT staff. Additionally, some types of jobs have simply evaporated while other staff members have had to take on new and more significant roles. It is always difficult for people to adjust to change.

What is your background and how did you get into IT?

I've been in the field for about 10 years, but I started out in accounting over 20 years ago as a CPA for Price Waterhouse. I decided early on that I didn't want to limit myself to "accounting only" so I took advantage of any opportunity to take on new roles. I've been a controller in a manufacturing company, been responsible for safety compliance, moving barge-loads of material (logistics), implementing ERP systems, been an IT manager, done accreditation for healthcare testing equipment and developed compliance plans for HIPAA and OSHA.   I'm certified in IT Project Management, certified in IT through the AICPA and just completed my certification for Medical Practice Executives earlier this year through the Medical Group Management Association.

How many years have you been a member of SIM and how long have you been on the Chapter Board?

I joined SIM in 2002 - I was recruited by Susan Caldwell. I also joined the Board as Treasurer that year. I have been on the Board as the Finance Chair ever since.

How has being a member of SIM helped you in your career?

For me the best part has been the networking and relationships I've developed with other members.   Of course the monthly programs and strategy series are always good. And the national SIMposium offers some of the best and most useful programs.

Thank you, John. SIM Memphis values you as a member, appreciates your quiet service as Treasurer/Finance Chair for 8 years and hopes you will continue to provide us your skills as a CPA as well as your perspective as a healthcare industry executive and an IT professional.