Delivering Care Anytime, Anywhere The Digital Transformation Journey. Edward Marx

Transcription

1 Delivering Care Anytime, Anywhere The Digital Transformation Journey Edward Marx 1

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3 Cleveland Clinic 3 digital journey

4 Cleveland Clinic Overview 4

5 Founders Dr. Frank E. Bunts Dr. George W. Crile 5 Dr. William E. Lower Dr. John Phillips

6 Organization Structure Not for Profit Group Practice Physician Leadership Salaried Annual Professional Review 1 Year Contract 6

7 Care for the Sick Investigate their Problems Educate those who Serve 7

8 Global Integration Cleveland Clinic London Cleveland Clinic USA Cleveland Clinic Abu Dhabi 8

9 my home team 9

10 Cleveland Clinic Digital Defined 10 digital journey

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12 Digital Defined Digital refers to technologies that promise to automate and accelerate how business runs Digitalization is the integration of digital technologies to change a business model and provide new revenue and value producing opportunities 12

13 Digitalization Maturity Model Target Digital Disrupter Digital Resister Ad Hoc Digital health initiatives are disconnected and poorly aligned with enterprise strategy, and not focused on patient experience. Business outcomes Enterprise is a laggard providing weak patient experiences and using digital technologies only to counter threats. Today Digital Explorer Opportunistic Enterprise has identified a need to develop a digitally enhanced, patient centric strategy, but execution is on a project basis. Progress is not predictable nor repeatable. Business outcomes Enterprise provides digitally enabled patient experiences and products, but they are inconsistently and poorly integrated. Digital Player Repeatable Digitalization goals are aligned at enterprise level around the creation of digital products and experiences, but not yet focused on the disruptive potential of digital initiatives. Business outcomes Enterprise provides consistent but not truly integrated products, services, and experiences. Digital Transformer Managed Enterprise has an integrated, synergistic approach to digitalization, delivering digitally enabled product and service experiences on a continuous basis. Constantly seeking opportunities to disrupt own value chain. Business outcomes Enterprise is a leader in its market, providing world-class digital products, services, and experiences. Optimized Enterprise is aggressively disrupting in the use of new digital technologies and business models to affect markets. Ecosystem awareness and feedback is a constant input to enterprise innovation. Business outcomes Enterprise remakes existing markets and creates new ones to its own advantage. 13

14 Our Journey Digital Marketing Distance Health ehospital Solutions Patient and Caregiver Apps Provider - Patients Provider - Patients Provider - Provider Provider - Provider Provider - Patients Apps Blogs Social Media SEO / SEM Virtual Visits Online 2 nd Opinions evisits Remote Health Monitoring Remote Imaging Uploads Outpatient Virtual Consults Inpatient Virtual Consults eicu Patient Apps Provider Apps 14

15 Execution How to Vision & Strategy Need for a clear and coherent vision and strategy for digital patient journey, business model, and operating model transformation opportunities Coordination Integration Standardization Multiple disparate digital initiatives designed to address siloed opportunities Limited integration across existing digital initiatives impede ability to develop differentiated and maximally robust capabilities and experiences Inconsistent enterprise digitalization standards, technology platforms, and development processes Digital Innovation Enterprise innovation capabilities yet to be fully engaged to drive digital transformation and identify disruptive opportunities 15

16 Cleveland Clinic Digital Defined Digital Transformation 16 digital journey

17 Key Elements of Digital Transformation 1 Strategy 2 Focus Areas What are the digital imperatives aligned with your strategic direction? What are the digital focus areas aligned with your strategy? 3 Digitalization Engine What operating model is required to drive digitalization as an enterprise? Skills Partnerships What are the key capabilities needed to execute digitalization? What external partnerships are needed for the digitalization initiatives? 4 Governance What is the governance and resource plan for digitalization initiatives? 17

18 Scalable Platforms Digitalization Transformation Vision Integrated Experience Systems of Intelligence Engage Patients Enable Caregiver s Optimize Value Chain Transform Services and Products Innovation Trust 18

19 Critical Digitalization Enablers Digital Capabilities Systems of Intelligence Scalable Platforms Integrated Experience Innovation Engine Trust Descriptio n Ability to integrate info and generate insights across enterprise functions from care delivery to business operations to create value propositions & differentiated experiences for patients & partners, e.g., using machine learning to develop optimal methods for distribution of clinical services. Standardized technology infrastructure, systems, data, policies, processes and support structures that can be leveraged to support digitalization across the enterprise, e.g., Terradata data warehouse for data storage across the enterprise. Consistent and rationalized standards, policies and methods for interfacing with external stakeholders such as patients, caregivers and business partners, e.g., standards for communicating with patients across channels. Capability to identify, prototype, pilot and systematize digitalization opportunities using in-house development, start-up partnerships, JVs & collaborations, and hackathons etc. Ensuring confidence in data and information used to drive digitalization by ensuring appropriate security and compliance measure are consistently implemented across the information life-cycle. 19

20 Capabilities of a Digitalization Engine Market Sensing Proactive view of ongoing and emerging digital trends and market players. Experience Standards Standards for maintaining consistent patient / user experience across various digital and non-digital touch points. Digital Enablement and Planning Facilitate identification, definition, prioritization and program management of digitalization opportunities across the business. Agile Development Teams Model for collaboration between business and IT to execute on digitalization opportunities using an iterative solution development approach A set of enterprise capabilities required to initiate and sustain digital transformation Digitalization platform Flexible, interoperable, cost effective and accessible infrastructure components that can be leveraged by various digitalization initiatives. Ecosystem Partnerships Strategic partnerships that can be used to source skills and capabilities required by digitalization initiatives. 20

21 Digitalization Engine Structure Example Digital Strategy Development Operations Market Sensing Digital Experience Design Platform Operation Enablement and Planning Agile Development Support Operations Ecosystem Partnerships Digital Architecture Security Operation Digitalization Platform Security, Privacy, and Trust Architecture Experience Architecture Interface Device Architecture Information and Knowledge Architecture Commerce / Finance Transactions Architecture Business Process Architecture Channel Architecture Technical Infrastructure Communicati on Infrastructure Operating Model and Support 21

22 Digital Governance Example Drive participation across the institutes and shared services Program Sponsorship Program Funding Establish funding sources for digitalization initiatives Component s of Digital Governance Monitor ongoing benefits realization and value creation from digitalization Benefits Realization Roadmap and Business Case Approval Define prioritization and business case review process for digitalization initiatives 22

23 Cleveland Clinic Digital Defined Digital Transformation Culture Considerations 23 digital journey

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27 Cleveland Clinic Digital Defined Digital Transformation Cultural Considerations Early Success 27 digital journey

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30 E M E R G I N G C L I N I C A L S O L U T I O N S ehospital Remote bunker providing an additional clinical tier of monitoring for ICU patients 2-way audio and video capabilities between bunker and unit More than 200 total beds monitored from 7pm to 7am Bunker has access to Epic, can place orders, review labs and view imaging studies Bunker (think clinical air traffic control ) Risk Classified Patient List Video/Audio Camera and Patient TV Highjack Utilizes existing screen in the patient s ICU room to display on demand: Remote clinician video and audio Images, etc as directed by remote clinician in support of local staff Can power-on TV and remotely adjust audio levels from ehospital bunker Bunker Doorbell 30

31 E M E R G I N G C L I N I C A L S O L U T I O N S VITAL SCOUT SCREENSAVER Provide high volume, floor based clinical data as a screensaver via a web based application. Display statuses of key vitals with PHI removed for use throughout the hospital system. Always On * HIPAA de-identified information outside of Epic (location only) with the screen saver facilitates rapid recognition of patient changes; full workflow remains within Epic 31

32 E M E R G I N G C L I N I C A L S O L U T I O N S MULTIPLE SCLEROSIS APP INTEGRATION The Mellen Center for Multiple Sclerosis has a custom ipad app that collects patients answers and performance on physical tasks. The app gathers valuable data but is not integrated with Epic clinical documentation tools. The MS App will now integrate directly with Epic, allowing clinicians to view its data in Epic-native tools and automatically pull the data directly into their Progress Notes. 32

33 E M E R G I N G C L I N I C A L S O L U T I O N S IRIS MOBILE ios mobile application, designed by Cleveland Clinic physicians, providing valuable insight into real time data contained within the EMR (MyPractice) securely on their Cleveland Clinic issued iphones. 33

34 E M E R G I N G C L I N I C A L S O L U T I O N S APPOINTMENT PASS AppointmentPass gives Cleveland Clinic patients a way to quickly, easily and privately check in for their appointments using a self-service electronic kiosk. 34

35 E M E R G I N G C L I N I C A L S O L U T I O N S PATIENT GENERATED DATA Empower patients to be active participants in their care Increased patient engagement Allow providers to track and monitor patients remotely Ability to quickly identify specific and actionable patient trends Utilize patient outreach to effectively manage patient conditions Monitor specific health populations 35

36 E M E R G I N G C L I N I C A L S O L U T I O N S Sidekick Care Coordination App Enter and save patient data on the go Real time documentation Epic always the source of truth Color/Time stratification fr patient lists Bidirectional EMR/Mobile device integration Utilize ANY Epic flowsheet Customizable as adjunct to any workflow 36

37 E M E R G I N G C L I N I C A L S O L U T I O N S PATIENT WAIT TIMES Helps patients proactively identify which Express Care location may be less busy Helps staff re-route patients that may come to a busy location Covers All Express Care Clinics Available on CCF.ORG Adding Mammography for FHC s Employee Clinic Wait times added to Intranet (Sept 2017) 37

38 E M E R G I N G C L I N I C A L S O L U T I O N S econsult 38

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42 MyConsult Online 2nd Opinions 1,400+ medical/surgical diagnoses Access to 425+ specialists across Cleveland Clinic Patient report within 14 days Delivered in 50 States, and over 115 Nations to date Most-requested diagnoses: 1. Coronary artery disease 2. Atrial fibrillation 3. Prostate cancer 4. Kidney / renal tumor 5. Mitral regurgitation 6. Breast cancer 7. Aortic stenosis 8. Epilepsy 9. Lumbar disc herniation 10. Spinal stenosis with degenerative spondylolisthesis 42

43 evisits Common acute problems Back Pain, Sinus Symptoms, UTI, Cough, Vaginal Yeast Infections Chronic Care Dermatology, POTS, Hypertension More under development 43

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