HIMSS EMRAM 7: Agile IT & Donna Roach – healthsystemcio.com
- University of Utah Health achieved HIMSS EMRAM Stage 7 validation through an agile,clinician-focused IT strategy,according too CIO Karen Roach.
- Roach emphasized the importance of optimizing their Epic platform as 2016, staying on a single instance, and collaborating with Epic as a advancement partner.
- Roach,who joined the association as the COVID-19 pandemic began,was tasked with defining a comprehensive digital strategy.She advocated for a broad vision requiring system-wide alignment and governance, rather than...
University of Utah Health’s CIO, Karen Roach, credits a robust agile IT strategy for achieving HIMSS EMRAM Stage 7 validation. This strategy, centered on a clinician-focused approach and leveraging Epic, included a thorough digital roadmap wiht immediate, intermediate, and long-term initiatives, enabling prioritization adaptability.Roach introduced scaled agile practices, streamlining intake processes, and ensuring alignment with enterprise goals. The Digital Enablement Committee and clear interaction were instrumental. Prioritizing open communication ensured the team’s dedication. Triumphant vendor collaboration, like the early adoption of Epic’s Gallery, played a pivotal role. Discover how agile methodologies propelled this healthcare institution to success – you can learn more about agile practices at News Directory 3. Discover what’s next …
University of Utah Health CIO Credits Agile IT Strategy for HIMSS 7
Updated June 18,2025
University of Utah Health achieved HIMSS EMRAM Stage 7 validation through an agile,clinician-focused IT strategy,according too CIO Karen Roach.
Roach emphasized the importance of optimizing their Epic platform as 2016, staying on a single instance, and collaborating with Epic as a advancement partner. She cited the early adoption of Epic’s Gallery content management system as an example of successful vendor collaboration, noting positive feedback from physicians.
Roach,who joined the association as the COVID-19 pandemic began,was tasked with defining a comprehensive digital strategy.She advocated for a broad vision requiring system-wide alignment and governance, rather than focusing solely on virtual care.
Working with leadership, Roach established a Digital Enablement Committee and a roadmap spanning six focus areas: access to care, innovation, personalization, architecture, and virtual services.Initiatives are categorized as “immediate,” “intermediate,” or “long-term,” allowing prioritization flexibility without compromising strategic direction.
To adapt to evolving technology, Roach introduced scaled agile practices, prioritizing work in six-to-nine-month increments. this shift allows for greater openness, predictability, and alignment with vendor partners.
The new approach streamlined intake processes, ensuring only qualified initiatives enter the project queue. Complex proposals are submitted via ServiceNow and evaluated against enterprise goals.While informal requests are still allowed, they are vetted if they exceed a simple fix.
Roach believes in shared meaning, connecting projects to strategic goals and patient impact. This connection is critical for long-term engagement, ensuring teams feel their time is invested in the right priorities. Clear communication and gratitude are essential when priorities shift.
The IT team’s capabilities and engagement from clinicians and staff impressed evaluators during the HIMSS Stage 7 validation, roach said.
Roach advises choosing words carefully and showing gratitude to build a team invested in the mission.