Maestro Strategies - Creating High Value Healthcare

Overcoming Organizational Obstacles

Under increasing pressure to articulate and demonstrate their value proposition, healthcare systems must become the hub for innovative health and healthcare in the communities they serve. The fundamental restructuring of healthcare delivery, convergence of provider and payer business models, emergence of digital and virtual care, and creation of new platforms is well on its way. Maestro partners with our clients to drive better outcomes, reduce cost and enhance the customer journey.

How We’ve Helped Our Clients

“Consumer-centric health and healthcare is here to stay…yet our current strategy consists of a poorly utilized portal and online scheduling, what is next?”

Based on your current population of attributed and episodic patients, as well as potential consumers in your market, Maestro works with you to analyze and map the journey from wellness to chronic care. We help you develop a high impact playbook for creating a digital front door for your community.

“We have multiple departmental systems, enterprise financial, clinical and business systems, and external data. Yet, we commit hundreds, if not thousands of hours to collecting, massaging, analyzing and building spreadsheets and dashboards and are still unsure if we can make decisions based on those data.”

Organizations struggle with ownership of the analytics function and development of consistent data definitions, analyses processes and management of measures, dashboards and scorecards across the enterprise. Maestro works with clients to develop an Enterprise Analytics Management System to build on the information and tools they already have, establish data governance structures, develop new insight driven decision-making cultures and produce a high return on investment in analytics.

“We have implemented EHRs across employed and affiliated physician practices, and our physicians complain of burn-out. As we move further toward value-based care, how to we ensure the right combination of legacy IT and innovative digital applications.”

Maestro assesses your Care Management Platform capabilities with your current vendor (i.e., Epic, Cerner, Allscripts, Athena, eClinicalWorks, Meditech, etc. We consider physician adoption challenges and new approaches to resolving those problems. We identify gaps and help you evaluate the value of digital health solutions given your payor contractual obligations and progress toward assumption of risk. We help evaluate build, buy or partner options to rapidly take you to the next level.

“We have deployed our clinical integration network, launched an ACO and have multiple value-based contracts. How do we simultaneously reposition our core clinical operations and design new population health infrastructure?”

Maestro helps identify capabilities that can support both enterprise performance improvement for the traditional healthcare organization (e.g., hospital, practices, post-acute, etc.) and the design of new business and care delivery models focused on the future. We help our clients build new competencies in advance clinical outcomes and performance improvement, health informatics, analytics, care management, dual IT, program management, clinical integration, enterprise resource management, consumer engagement and more.

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Orchestrating Transformational Change to High-Value Healthcare

Maestro helps to break through silos and overcome inertia by challenging leaders to think differently and by delivering pragmatic approaches to change.

Overcoming Organizational Obstacles

How We’ve Helped Our Clients

“Consumer-centric health and healthcare is here to stay…yet our current strategy consists of a poorly utilized portal and online scheduling, what is next?”

“We have implemented EHRs across employed and affiliated physician practices, and our physicians complain of burn-out. As we move further toward value-based care, how to we ensure the right combination of legacy IT and innovative digital applications.”

“We have deployed our clinical integration network, launched an ACO and have multiple value-based contracts. How do we simultaneously reposition our core clinical operations and design new population health infrastructure?”