7 Factors to Consider Before Investing in an Analytics System

In the recent article, “7 Factors to Consider Before Investing in an Analytics System,” on Hospitals & Health Networks, Pam Arlotto advises hospital leaders on the issues they should consider before they begin to evaluate data analytics vendors.

Read the full article here.

Population Health Management and The Care Management Platform Briefing

In partnership with Kaufman Hall, Maestro Strategies presented an Issue Briefing and webinar, Technology for Population Health for the California Hospital Association. The Care Management Platform will power the future delivery and financing of care. Care management includes both the clinical components, such as care coordination and disease management and the business components such as network optimization and contracting arrangements. The Issue Brief begins with a discussion of HIT’s role in the healthcare industry’s transformation to a value based business model for PHM. It takes a close look at the three stages of readiness for future “connected health,” the progress made by hospitals and physician practices and the envisioned future for investments in HIT. The Care Management Platform includes five building blocks: Foundational Systems, Health Information Exchange, Knowledge Management & Analytics, Advanced Care Management, Consumer & Patient Engagement.

To download your copy of the white paper, click here Population Health Management and The Care Management Platform Briefing

From CMIO to CHIO: Information, Integration and Innovation

RECORDED WEBINAR

Presented by the Scottsdale Institute, Luke Webster, MD, Chief Medical Officer at Jvion, and Pam Arlotto, President and CEO, Maestro Strategies discussed the topic “From CMIO to CHIO: Information, Integration and Innovation.” This presentation explores the evolving role of the CMIO. Dr. Webster shared his personal story and role as a CMIO. Initially focused on meaningful use and EHR adoption, he described the pivot his team has made in the leadership of Health Informatics and Clinical Intelligence. And based on research conducted at over 60 progressive IDNs, Pam described new leadership structures and operating models for IT, Informatics, Analytics and Quality. The concept of the Chief Health Information Officer was discussed and the role defined.

Access the presentation here.

How to Surmount Health Care’s Interoperability Challenge

In the recent article, “How to Surmount Health Care’s Interoperability Challenge,” on Hospitals & Health Networks, Pam Arlotto was quoted on the challenges of interoperability and how health systems should move forward to provide clinical integration and care coordination.

Read the full article here.

Interoperability Is a C-suite Issue

Pam Arlotto was quoted in the recent article, “Interoperability is a C-suite Issue,” on Hospitals & Health Networks discussing how leaders need to steer the course.

Read the full article here.

Why The Lack of Interoperable Interfaces Costs Health Systems So Much

In the recent article, “Why the Lack of Interoperable Interfaces Costs Health Systems So Much” in Hospitals & Health Networks, Pam Arlotto shares her thoughts on the costs of dealing with interfaces.

Read the full article here.

Organizational Competencies in Informatics & Analytics for High Performing Health Systems

Maestro interviewed CEOs from UHC, the alliance of the nation’s leading not-for-profit academic medical centers, Quality Award winners regarding leadership structures, organization design and operating models for IT, Informatics, Analytics and Quality.  From these discussions with twelve leading UHC CEOs, five emerging themes were identified as health systems make the transformation from volume to value.  The executives agreed that there is much work to do to leverage investments in information and technology, by creating “smart” systems, hardwiring quality goals and using information to design new processes and care delivery models.  According to one leader leader, “In academic healthcare, we have historically focused research on esoteric innovation which is about 5% of the opportunity and we were ignoring the 80-90% of health services that would transform access, quality and cost but we kept doing them the same old way. Let’s reinvent that. We need a culture of yes – care, deliver, innovate and serve.”

To download your copy of the white paper, click here:  Organizational Competencies in Informatics Analytics for High Performing Health Systems

The Pivot: From Compliance to Strategy

HIMSS16 – billed as the largest and most important healthcare IT conference in the United States occurred last week in Las Vegas.  The message was loud and clear – something is different; the government mandate is over.  Strategy is the new, new.

For years the HIT world has encouraged alignment of enterprise strategy and the IT plan.  Alignment suggests two distinctly different things creating a linkage or connection.  Healthcare enterprise strategy decisions such as which markets do we enter, who do we acquire, which service lines do we emphasize, and what capital investments do we make are explored at executive and board levels.  Operations and financial decisions to support our hospitals and physician practices are made within organizational silos.  Sometimes IT is at the table, but more often than not information systems professionals are called in after the fact to “implement” selected systems and tools.  Sophisticated IT organizations have created IT Strategic Plans, IT Governance structures, IT Road Maps, and IT Champions/Customer Relationship Managers.  Our challenge – separate, sometimes aligned but rarely one.

Uncertainty is the new normal.  Strategies that take years to implement, vendor partners who are all vying for the same space and the challenges of mergers and acquisitions are driving us from 1.0 healthcare – where business as usual no longer is sustainable.  We are at a cross roads.  Those of us in transition must “pivot” our viewpoint from 1.0 volume based thinking to 2.0 and beyond.

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We need fresh, new perspectives regarding the relationship between enterprise direction and the digital strategies required for the future.  New harmonized strategies will:

  • Vary by geographic market and depend on community progress toward clinical integration
  • Necessitate partnerships, alliances and consolidations – no one can fund the investment alone and no one vendor will have all the solutions
  • Require governance models that address horizontal, vertical and virtual decisions making and integrate change across multiple systems of care
  • Move from an applications focus which emphasizes feature, functionality to a platform focus, producing highly configurable systems which will drive standardization and enable business strategies simultaneously
  • Redesign our organization structures, leadership competencies and operating models in IT, Informatics, Analytics and Quality
  • Acknowledge our work to create systems of documentation was foundational but not the end goal; systems of insight and behavioral change are the next stages in the evolution
  • Result in convergence of people, process, information, change and technology to rationalize costs, manage risks, realize value and activate patients to become involved in their care