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Digitally Transforming Patient and Caregiver Experiences

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Peter Rasmussen, MD, Medical Director for Distance Health at Cleveland Clinic and Paddy Padmanabhan, CEO Damo Consulting Inc. shared 'Digitally Transforming Patient and Caregiver Experiences' at HIMSS 2019 on Feb 15th at Session 309. The session described the key elements of an enterprise digital transformation strategy, Illustrated success in digital transformation with the Distance Health program (Cleveland Clinic’s Telehealth Program), and discussed the key learnings from the ongoing digital transformation at the Cleveland Clinic

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Digitally Transforming Patient and Caregiver Experiences

  1. 1. 1 Session 309, Feb 15, 2019 Dr. Peter Rasmussen, Medical Director of Digital Health, The Cleveland Clinic Paddy Padmanabhan, CEO, Damo Consulting Inc. Digitally Transforming Patient and Caregiver Experiences
  2. 2. 2 Conflict of Interest Peter Rasmussen, M.D Medical Advisory Board Teladoc Paddy Padmanabhan Has no real or apparent conflicts of interest to report.
  3. 3. 3 Agenda • Healthcare digital transformation in context • Cleveland Clinic’s Digital Health program overview • Developing a framework and a roadmap for enterprise digital transformation at the Cleveland Clinic • Technology choices and partner selection • Enablers and dependencies for implementing a digital roadmap • Challenges and recommendations
  4. 4. 4 Learning objectives • Describe the key elements of an enterprise digital transformation strategy • Illustrate success in digital transformation with the Distance Health program (Cleveland Clinic’s Digital Health Program) • Discuss the key learnings from the ongoing digital transformation at the Cleveland Clinic
  5. 5. 5 Why must healthcare transform?
  6. 6. 6 Audience poll What does “digital” mean to you ?  Reimagining patient and caregiver experiences  Technology-led innovation  Automation  AI & analytics
  7. 7. 7 Healthcare executives see digital transformation as reimagining patient and caregiver experiences. 46% 25% 17% 4% 8% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Reimagining patient and caregiver experiences Analytics and artificial intelligence Automation Telehealth/telemedicine Other * Damo Consulting survey on Healthcare IT demand 2019 46% 25% 17% 4% 8% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Reimagining patient and caregiver experiences Analytics and artificial intelligence Automation Telehealth/telemedicine Other
  8. 8. 8 Digitally transforming experiences at the Cleveland Clinic Patients Activate & Empower Caregivers Enable & Engage Community Partner & Enrich Organization Optimize Value
  9. 9. 9 Distance Health program overview • First scheduled virtual visit September 2014 • Endocrine, Neuro, Ortho, Urological (Post-op Follow-up) • On Demand Urgent care launched June 2015
  10. 10. 10 Virtual visits by timeline & depts • Virtual visits rose from 0 to 4000 visits monthly (2014 - 2017) • Increased clinician utilization as well as reduced costs of care • Significant growth forecast through 2023 in line with strategy
  11. 11. 11 Improved patient experience Wait time DurationIf you had not used Express Care Online, where would you have gone for care? • Majority of virtual visits had wait time of 5 mins or less • Majority of virtual visits lasted 10 mins or less
  12. 12. 12 Improved patient experience (contd.) • Convenience was cited as the most important factor by most patients • Patients got more time, and more quality time, with the clinician
  13. 13. 13 Digital strategy framework Engage Patients Enable Caregivers Optimize Value Chain Transform Services and ProductsPortals, Mobile apps, Customer Relationship Management Remote Monitoring, Distance Health Financial processes, Self-service HR Automation, Hospital @ Home Clinical Operational quality, innovation cost, efficiencies Analytics/Cloud/Security
  14. 14. 14 Digital roadmap development approach Research The current state of digitalization in healthcare Leverage Experience of peer group health systems Engage Think-tanks, best practices, and benchmarks Collaborate With partners for tools and platforms Survey Internal stakeholders for current initiatives and new digital ideas Ideate On internal tools, plans, and experiences
  15. 15. 15 Prioritization matrix: stakeholders, use cases, categories HIGHIMPACT HIGH EFFORTMODERATE EFFORT MODERATEIMPACT *indicative list Patient | Caregiver | Organization | Community Near-term Wins*  Appointment Scheduler  Collaborative Virtual Workspace  Contract Management  Multi-party video visits  Eligibility and Cost Estimation  Secure messaging  Way-finding Game-changers*  Customer Relationship Management  AI/automation  Hospital room of the future  Hospital@home  Unified portal experience  Distance Health Add-ons*  Health guidance apps and tools  E-ICU  E-consults  Virtual health education  Rev cycle automation  Contract management Incubate*  Electronic lab notebook  Central tissue biobank  Voice-enabled digital assistants  Automated clinical trial enrollment
  16. 16. 16 Evaluation framework for partner selection* • Adapted from the Big Unlock by Paddy Padmanabhan The custodians We have the data and the workflow The enablers We built it, you can rent it The arbitrageurs We can do it for you (and for less) The innovators We have a whole new way of doing it Healthcare Enterprises
  17. 17. 17 Digital partnership – RFP Process • Issued RFP to select existing partners at the Cleveland Clinic • Loosely structured, agile approach to assessing partner capabilities • Included a silicon valley startup with a promising technology platform The goal : evaluate potential partnerships for “ready-to-deploy” solutions that mapped to identified use cases
  18. 18. 18 Enterprise goals for digital 2019-23 • 50% OP visits virtual • 25% IP days at home Technology strategy • Start with Epic functionalities • Evaluate platforms as strategic enablers e.g. analytics, CRM • Tap into innovation ecosystem for “last-mile” experiences Digital strategy – way forward
  19. 19. 19 Audience Poll What is the biggest challenge in executing a digital roadmap? • Budget and costs • Technology maturity • Patient readiness • Caregiver readiness
  20. 20. 20 Digital Key Enablers 20 Digital transformation Change Management Integration Infrastructure & Cloud Internet of Things Big data and analytics Agile ERP Epic Mobility Governance Cyber security
  21. 21. 21 Challenges & barriers • Lack of scale due to initiatives operating at departmental level • Digital health platforms from big tech firms not fully developed • Lack of mature “last-mile” digital health solutions, despite the rapid growth of startups • Trade-offs between existing EHR functionality and emerging digital health platforms • Interoperability between digital platforms and EHR systems • Internal maturity with cloud adoption and cloud-based solutions • Technical debt consuming resources and budgets • Lack of reimbursement models to justify digital health ROI
  22. 22. 22 Learnings & recommendations • Digital transformation is a CEO-level priority; ensure your CEO is fully on board • Digital is not an “IT” initiative; ensure cross-functional involvement • Prioritize digital initiatives and implement in a phased manner to minimize execution risks and costs • There is no single “digital” platform that will meet all needs; prepare for a “best of breed” approach. • Invest in governance, change management, and integration for a successful digital transformation • Digital is new to everyone: be prepared to take technology and financial risks
  23. 23. 23 Questions • Peter Rasmussen M.D, Medical Director of Digital Health, The Cleveland Clinic, rasmusp@ccf.org @prasmussenMD • Paddy Padmanabhan, CEO, Damo Consulting Inc., paddy@damoconsulting.net @paddypadmanabha Please complete online session evaluation

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