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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.

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.

Health Care 2.0 and Beyond

In a recent article in Trustee magazine, Pam Arlotto begins the discussion of how a three stage transformational framework can guide boards as they identify information technology priorities and evolve to value-based care models.

Hospitals and systems now fall into one of three stages:

Health Care 1.0

(EHR implementation, patient portals)

Health Care 2.0

(Interoperable systems; mHealth and telemedicine; business intelligence; cloud-based technologies; cybersecurity; social media

Health Care 3.0

(Care management platforms; biosensors; predictive and prescriptive data mining; precision medicine)

Each health system will have strategic imperatives that drive the digital discussion.  Boards need to know what stage their institution is in and determine how they can prepare to move to the next stage.

Read the full article here.

Inside Three Strategically Agile Healthcare Organizations

Agile organizations are likely to be decentralized and non-hierarchical. They tend to empower operating units and individuals. They are good at motivating the entire workforce. Above all, they are organized to act expeditiously, based on rapid decision making.

What does agile decision making look like in a healthcare organization? That depends on the specific organizational culture at work.

Maestro Strategies collaborated with PeaceHealth to create a centralized, collaborative decision-making model – discussed in an article from HFMA. As hospitals and health systems work to adapt to a new payment environment grounded in value, strategic agility is becoming more important than ever. Here is a look at how three hospitals and health systems are going about it.

 

Accelerating the ROI of EHRs

Healthcare leaders should rethink their organizations’ approaches to managing the change associated with implementation of  electronic health records to gain greater value from these systems. After exploring the concept for more than a decade, research has shown that IT alone does not drive ROI. Health systems and physician groups that implement EHRs and wait for the promised returns will be disappointed. Facing dramatic changes to the healthcare industry such as consolidation, clinical integration, and population health management, we need to accelerate the ROI of EHRs, and clearly, that means rethinking the way we define, plan for, and manage the change associated with these advanced IT systems. We should start by recognizing that the value of IT is reflected in the ratio between the total IT and business investment and the degree of change in business and clinical outcomes that is realized from that investment. Click here to read the full article.

IT as a Strategic Resource

Hospitals, systems and physicians have made significant progress in implementing electronic health records and have received millions of dollars in meaningful use incentive payments.  Yet, as executives and healthcare trustees strategize to build patient centric systems of care to manage populations and make the transition from volume to value, most realize that they do not have the data they need to reduce costs, improve outcomes and coordinate care. Physician-led development and use of information technology and analytic tools are essential to harvesting information from EHRs and designing new care practices. That will enable providers to transform the way care is delivered and to achieve the full return on the substantial IT investments hospitals and physician practices have made.

Strategic Implications

Many organizations have focused on EHRs for the purpose of obtaining stimulus funds. IT has been viewed as an operational resource, and most trustees have left it to senior management to define direction. At best, boards have been passive recipients of reports on implementations rather than assertively asking how they can realize value and mitigate risk.

Yet, IT is integral to the way care will be delivered, managed and transformed, and it consumes the bulk of today’s capital expenditures for many hospitals and systems. As boards work to extend their oversight of transformation initiatives, it is important for them to understand the information and technology implications of each transformation strategy.

In this article in Trustee magazine, Pam Arlotto shows how, by asking a few key questions, healthcare trustees can become more effective in ensuring IT value realization and supporting the physicians who lead these efforts.

Read the full article here.