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.

Healthcare Governance: What Boards Need To Know (Part Two)

In the second of two presentations from the Center for Healthcare Governance on the topic of leadership decision making, Making Effective Decisions In Times of Uncertainty and Change: What Boards Need To Know (Part Two), Pam Arlotto and Susan Irby of Maestro Strategies apply the decision-making framework introduced in Part One to examples from the health care delivery system.

Focusing on two dimensions of the framework as applied in an emergency room setting – complex and chaotic decisions – readers will appreciate a new model that has important utility in today’s complex environment. Viewers will learn about the role of business intelligence, analytics and information in making decisions in a new way in a more hectic and complex environment laced with great uncertainty. Understand how information-driven decision making is different from the hierarchical, command-and-control models that we have used in the past – and is increasingly more appropriate for a transformed business model.

Access the presentation here.

Also be sure to view part one of this series — Making Effective Decisions In Times of Uncertainty and Change: What Boards Need To Know

Making Effective Decisions In Times of Uncertainty and Change: What Boards Need To Know (Part One)

Healthcare board members are bombarded by constant change and complexity. In the first of two presentations from the Center for Healthcare Governance on the topic of leadership decision making, Pam Arlotto provides a framework for healthcare board members to make decisions in this difficult environment.  Traditional decision-making methods often take too long, don’t provide the answers and leaders struggle to manage the sheer volume of strategic initiatives health systems are addressing today.

Access the presentation here.

Be sure to view Healthcare Board Governance: What Boards Need to Know (Part Two), click here.

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.