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Healthcare organizations are poised to make drastic changes to their digital strategy and the CIO is in the driver’s seat to define and deliver that strategy. For years internal and operational systems of record (EHRs, Revenue Cycle Systems, ERP systems, PACS, etc.) have been the focus of Healthcare IT. As we navigate through 2021 and beyond, consumerism has become key to moving healthcare organizations forward, growing and retaining business, and delivering quality care and service beyond the four walls of our facilities. In many cases, healthcare needs to catch up with other industries such as retail and banking in this approach. While the patient sits at the center of a digital strategy, the care team is also vital. New workflows need to be addressed that support telehealth and online interactions. Using new technologies such as AI to support care and revenue cycle operations will need to be integrated across all systems. IT will need to align internally with new initiatives and externally with key organizational stakeholders.
The first vital step for any organization is to fully define its digital strategy. The CIO needs to drive this discussion within the full executive suite to ensure a cohesive strategy from marketing to care, through reimbursement, and reaching into the homes and connected devices of patients. The digital strategy needs to support the organization’s mission and goals as well as the growth strategy.
In healthcare, the patient always comes first. As we move forward, we need to not just think of a “patient,” but of a consumer. Consumers expect a true Digital Front Door. Consumers already expect:
Also important will be our ability to provide support to the consumers as they navigate the digital front door by providing AI Chatbots for support along with dedicated support lines for consumers that are customer service focused, unlike many traditional help desks. These customer care desks will need the ability:
To care for our patients, we need to care for our care team. Clinician burnout continues to be an industry-wide problem. EHR optimization is an ongoing need across all roles and venues. Optimization should be worked into the ongoing operational support of the EHR and not approached as a one-time project. Further, as we introduce new and more complex digital processes, we need to ensure that the workflow is well defined across all care team members, from scheduling through follow-up care and ongoing health maintenance and monitoring. Specifically, transitions among team members and communication need to be well designed and understood by front and back-office staff, nurses, physicians, and other care team members.
A digital strategy should support both clinical effectiveness as well as operational efficiency within your organization. After years of collecting data, we are now equipped with the tools to start analyzing and using:
Defining and developing effective ways to measure operational KPIs should be integrated into the early stages of any new IT project or initiative. ROI should be measured over time to determine which strategies should be expanded or downsized or eliminated if not effective.
Many healthcare organizations have data stored in various disconnected silos making it difficult to evaluate the needs of various business units and the impact major decisions have across verticals. Because of this, one of the foundational aspects of a comprehensive Digital Strategy is to have or develop an accompanying Data Strategy. There are some key initial steps in developing a data strategy that focuses on understanding the data you have today.
With an understanding of the current state of data, a data governance plan needs to be created and implemented to ensure the integrity of all data. Data Governance and Digital Strategy are pillars to help the clinical and operational areas understand the data that the IT teams are supporting. Recognized/established governance gives the organization an internal trusted advisor to go to – without that, you have disconnected solutions causing fragmentation of data definitions, source of truth, and use.
With the volume of data now available to healthcare organizations along with the advancement in Analytics and AI technologies, healthcare will begin to see vast improvements as the data is mined and examined. Analytics can provide us with:
AI is a foundation for Analytics. AI can help your organization by having your data work for you through both programming with defined content and parameters to apply business rules automatically, identifying trends without having to do the manual analysis. This can grow into Robotic process automation (RPA) initiatives addressing repeated processes and growing into true deductive analytics in both Revenue Cycle workstreams and healthcare quality improvements.
CIOs will also need to manage their resources in a way that supports digital transformation. First, consider how much of your budget is spent on the systems of record as opposed to newer systems that help differentiate your organization from your competitors. How well are those systems integrated with your systems of record? How much are you investing in testing or developing bleeding-edge technologies? CIOs should ensure that all the applications being supported are necessary to the organization and are not redundant, no longer required, or not adding value greater than the cost of the system. Eliminating such systems saves dollars in licensing and support as well as time for your teams to devote to new systems that make your organization stand out to both patients and care teams.
To support digital transformation IT organizations need to move beyond the traditional transaction-based “keep the lights on” role. While keeping core systems running remains vital, IT should become a consultative organization working with clinical and operational teams to achieve goals and propel the organization forward. Some options to consider:
As healthcare organizations develop cohesive digital transformation strategies, consumers, care teams, and clinical and operational effectiveness should be key. You want a strategy that brings in new patients and builds brand loyalty while making your organization the place to work for care teams, all while increasing efficiency and lowering costs. Spend time carefully considering how both your IT dollars are being spent along with how you devote your team members to system support and innovation projects. Use the data available to measure and evaluate the effectiveness of your efforts to guide your evolving strategy and plans, while working alongside clinical and operational partners to ensure overall success.
About the Author
Chris Brownlee, Principal, Divurgent
Chris brings nearly 25 years of experience in the healthcare industry to his clients. He leads clients through Strategic Planning initiatives, EHR implementations, and optimizations, process improvement analysis, and change and risk management planning.
