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Texas Children's exec to help transform the hospital's approach to innovation

Myra Davis is responsible for Texas Children's Hospital's technology and innovation — two completely separate things, she says. Courtesy of TCH

A few months ago, Myra Davis got a whole other slew of responsibilities with the addition of just one word to her title: Innovation. The senior vice president and chief information and innovation officer of Texas Children's Hospital oversees a team of individuals not only focused on bringing in new technologies and ideas — but maintaining those processes.

Currently, the hospital is in a transition phase looking to better represent its ongoing innovation, as well as bring in new aspects of innovation. Along with Paola Álvarez-Malo, assistant vice president of strategic and business planning at TCH, Davis is looking to keep TCH at the forefront of hospital innovation and pediatric care.

Davis sat down with InnovationMap to discuss the hospital's transformation process and how, while the work together, technoogy and innovation bring two different things to the table.

InnovationMap: What has been your initial focus since assuming the “innovation” part of your title a few months ago?

Myra Davis: When I was appointed, I stepped back and asked myself how we can go about doing this. I knew it was more than the need for technology. We needed to begin to leverage data and a resource that can be agnostic to the organization to help drive strategy.

IM: Why is being both the innovation officer and the information officer important?

MD: Typically, an innovation officer would pass off a new technology to the information officer and hope that they keep it up. Innovation is more than technology. It's about change, and advocating for change in practices, how we hire, how we look at outcomes, and how we look at data. Innovation is radical disruption of how we do things today. It's a full-time job, and then it backs up into including startups and new companies.

IM: Where are you in the transition process?

MD: We're in a discovery phase, which is almost complete. It will drive an outcome of what the structure should look like for an organization of our size and magnitude, and what additional resources we need to have. For example, today to make an appointment, you need to call and make an appointment at the front desk. But we should be disrupting that process and leverage technology. We should have goals of decreasing calls moving forward. We don't yet have the structure to bring those ideas to the table, but that's where I see it going.

IM: How have you seen innovation become a bigger player in health care?

MD: Health care is always a service organization. We're here to serve patients and help them get better. I think clinically, there's always been a need to stay innovative because it's medicine. Now, we're seeing the need to infuse the behaviors of innovative thinking and acting in our operating models to meet the health care model of service. What I mean by that is the cost of care. The models must change because reimbursements are changing, populations are changing, the demand of patients have changed. When I started, we never had patients not wanting to come in for care. Now, patients are saying they don't want to come in because it costs too much. While there's been a plethora of technologies — we have a host of technology systems — but we're realizing we've only scratched the surface with the opportunities we have.

I often talk about the little "i" versus the big "i" in the word "innovation." The little "i" is leveraging what you have already — that's an innovative game changer. Then there's the big "i" and that's the commercialization of a product or partnering with a startup company and they go public. When we say innovation, most people think of that big "i" but it's a spectrum.

IM: What’s the big technology you see disrupting the health care industry?

MD: I think it's data science. It's a major breakthrough. For prescriptive, predictive, and descriptive reasons, we can't afford to keep doing things ourselves. The market is getting competitive, and we must get to decision making faster. You got to go with the data. You can't be so precise it keeps you from being creative, but you have to start with knowledge.

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Portions of this interview have been edited.

Through a $4 million grant, the city of Houston will be able to provide mental health treatment to at-risk students. Educational First Steps/Facebook

The city of Houston just received a major opportunity to help grow access to mental health treatment in children.

Thanks to a four-year $4 million grant from the United States Substance Abuse and Mental Health Services Administration, the city and its partner, Baylor College of Medicine, are launching the Be-Well Be-Connected program that provides at-risk students age six to 17 years old with mental health treatment.

The program will be led by Dr. Laurel Williams, associate professor of psychiatry at Baylor, division head for child and adolescent psychiatry and chief of psychiatry at Texas Children's Hospital. The treatment will include cognitive behavioral intervention for students with bipolar disorder and first episode psychosis, according to the release. The services will be provided in the child's home, which will ensure compliance.

"We do not have many places in Houston that have this capability to provide this level of intensity of services," Williams says in the release. "Having in-home therapy can allow the young person to stay engaged in their community and in their schools, which can promote wellness and reduction in symptoms burden more quickly."

Other Houston health centers, including Texas Children's Hospital, Harris Health System, Menninger Clinic, Harris Center, Veteran's Mental Health Care Line, Legacy Community Health Services, and DePelchin's Children's Center, will be involved with the program and the Mayor's Office of Education is the program manager of the grant.

"I created the Office of Education to support school districts in Houston because they are doing the essential work of guaranteeing that our next generation of adults is educated and ready for the future," says Mayor Sylvester Turner in the release. "The grant validates our efforts and more importantly will provide care on the frontlines of a key health issue involving young people."

Five independent school districts will also receive first level screening services and telemedical care. Families of the students receiving care will also receive support from the newly developed Texas State Child Mental Health Consortium.

"Houston and our surrounding area is primed to really take children's mental health care to the next needed level," says Williams in the release. "This SAMHSA grant opportunity coupled with the State Consortium will allow better coordination amongst services and an overall increase in available services — services that are desperately needed."