![]() We know technology will continue to be the “what” accelerating this. How do I think about the implementation of technology in a solutions-centric approach versus installation?.What value is the technological tool bringing and how do I quantify the tangible and intangible benefits from it?.What are the core business challenges I’m trying to solve and how are they interconnected? Which are most important to solve now?.We’ll continue to see the focus be on well-being going forward to answer the question: How do we treat the patient proactively in the least restrictive setting in the most efficient way? This is the desired outcome of the focus on quadruple aim.Īs you start to vet new tools to propel your healthcare organization forward, here are some questions you can ask yourself: Over the past 25 years and accelerated in 2020, healthcare IT has become more sophisticated, integrated and integral to managing patient care. With healthcare supplies ranging from 15%-40% of an operating budget, GPOs and their members, including most large integrated delivery networks (IDN) - a group that owns and operates a network of one or more healthcare facilities - can take advantage of combined purchasing and volume pricing. It also streamlines a shortlist of vendors so hospitals avoid the expense and resource of vetting them. We’ve also seen group purchasing organizations (GPO) increase and expand their membership, using their scale to give smaller hospitals and hospital networks access to discounted and pre-negotiated rates on a wide range of products and solutions. The number of influencers in a purchase decision has risen too - often a committee may be involved in recommending a solution. An opex model can make budgets more fluid, ensure you have the latest technology, free up bandwidth for your staff and give you scalability for expanding as you grow. This tends to speed up the purchase process from 18 to 24 months, on average, to sometimes a matter of months. Traditionally, IT purchases have been considered capital expenses, but we now see more administrators using operational expense budgets to make medical technology device and solution investments, particularly when it comes to software. Being an incumbent is no longer an assurance of winning a new contract, and companies must compete in new ways to demonstrate their value and interplay with the rest of the organization’s goals and objectives. While replacing dated technology still drives most healthcare IT decision makers, we’re seeing many looking for solutions that deliver improved ROI over legacy systems. It’s important for providers to test their portfolio of products against the government’s Risk Management Framework to ensure their devices and software don’t allow backdoor access to facility networks. ![]() And once ROI is established, is it secure? Cybersecurity is a top concern among CIO hospital administrators. ![]() The shift from outputs to outcomes and the move to models that pay based on patient well-being instead of the number of tests performed is well underway. Solutions like this that fit squarely into the quadruple aim philosophy are generating the proven return on investment (ROI) that hospitals demand today. The solution notified assigned staff if the patient showed incremental trending signs of deterioration, enabling early intervention and activation of rapid response teams to prevent sentinel events, unplanned ICU admissions and other adverse patient experiences. Healthcare providers had a non-stop view of the respiratory rate and heart rate of patients assigned to them, on their smartphone or via the dashboard in the patient record, while a central control room also monitored these values 24/7. We worked with a hospital in the Netherlands to continuously monitor Covid-19 patients in isolation. Covid-19 has demonstrated how information, clinical communication and collaboration technology solutions using predictive analytics and continuous monitoring solutions can significantly improve a patient’s path toward recovery.
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