Shane Pilcher, Administrative Director & CIO, Siskin Hospital, Chapter 2

People often like to compare a situation to “drinking from a fire hose,” but when Shane Pilcher started as CIO at Siskin Hospital in the summer of 2015, it really was quite an experience. Not just because he was the first CIO the organization had ever named, but because it was his first exposure to the post-acute care and rehabilitation environment. But although it’s been an adventure, Pilcher has cherished every moment.

In this interview, he talks about the major initiatives on his team’s plate, including selecting a new EHR system — which is “a journey it itself,” replacing legacy systems, and of course, keeping data safe. Pilcher also discusses why he believes “the post-acute space is the next frontier in healthcare,” what he looks for in a vendor partner, how consulting helped prepare him for the CIO role, and what he learned during his time with the Navy.

Chapter 2



* Replacing legacy systems

* Security: “If you’re not doing the formal processes, you’ll fail an audit”

* 15 years in consulting

* “You’re that liaison between every business unit”

* 21 years in the Navy – “I treasure those years.”

* Military values: loyalty, commitment & courage

* “Own the position”



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Bold Statements

If you’re not doing the formal processes, then you’ll fail an audit anyway — even if you’re doing everything else right. While we were doing everything right from a technical perspective, it’s taken us some time for us to get that formal infrastructure in place as well.

I feel very lucky that I was able to get exposure to numerous healthcare IT shops around the country and be able to identify what works and what doesn’t work. I was exposed to a lot of different processes, and I think that that’s a strength that I was able to bring into this organization.

As a CIO, you’re essentially a consultant in every case. You are that liaison between every business unit, every workflow unit, and technology.

They’ve got to have a passion for doing what they’re doing to go along with the skill that they need for that job. Without passion, they’re not going to be able to drive a solution to resolution and to be able to continually pivot when things change like it does every day.

Gamble:  What are some of the other really pressing priorities on your plate right now?

Pilcher:  As with everyone, security is huge and equally a top priority. Also, just legacy systems. This organization has done a fantastic job of investing in technology. The fact that they put an EHR in 10 years ago, without Meaningful Use pushing us in that direction, really shows the foresight of the organization in wanting to enable their caregivers and administrative team through technology. But the problem is that when you put a system in, if it’s not maintained, it can really get old and outdated and unsupported very quickly. We had a lot of systems like that.

So while we knew we were going to be replacing our EHR platform, we also had a lot of legacy systems that needed to be replaced. As of this year, we will probably have the final remaining legacy systems that have really been holding us back in some areas out, and either replaced or upgraded so that we can now put in an EHR on top of everything and really move forward. Those are the three big areas that we’ve been focusing on this year.

Gamble:  As far as security goes, I would imagine you don’t have a CISO. Do you have someone who is charged with security, or does that fall under your purview?

Pilcher:  That falls under me as well. That’s been another area that’s been like drinking from a firehose. While this organization does a fantastic job of doing all the technical pieces to keep their infrastructure hardened and secure...