For telemedicine trailblazer Robert Groves, MD, his first recollection of the technology is an illustration in a 1950s magazine article showing a little boy interacting with a physician over a video screen. Most of telemedicine?s history, says Groves, "has been that model, that on-demand, limited time-frame interaction that facilitates both trust between the parties and the ability of the provider to assess the patient more than they would be able to by a telephone conversation." Today, however, Groves oversees a telemedicine program that is a "radical departure" from this early vision. As vice president of health management at Banner Health, a nonprofit healthcare delivery system based in Phoenix, Groves runs a teleICU program that enables physicians and other clinicians to remotely monitor critical care units hundreds of miles away. Introduced nine years ago, the technology has done more than just provide telemedicine consults between board-certified intensivists and providers in far-flung outposts: It has changed the way the system delivers critical care services.
The ripple effect of healthcare reform is beginning to impact care delivery strategies as care management now falls increasingly to providers.
According to a recent HealthLeaders Intelligence survey, hospital leaders are making progress with care management efforts, but more robust tools will be needed if hospitals want to scale up.
Courtesy of McKesson Corporation.
Eight years ago, executive and board leaders at Sentara Healthcare in Norfolk, Virginia, threw down a strategic gauntlet: It was time to make a big shift and focus on new growth. Since then, the nonprofit health system has been ramping up its presence in its home state of Virginia and continues to evaluate opportunities for partnerships in other states. ?Sentara?s evolution as an IDN is similar to many other health systems nationally in that our delivery system was largely centered in one geographic region,? says Megan Perry, corporate vice president of mergers and acquisitions. ?In 2006, as we looked at the national landscape, we realized that in order to meet the needs of the current communities we served, as well as make the necessary investments in technology and innovation, that we needed to continue to grow.? Between 2010 and 2014, Sentara merged with five hospitals and has entered into new partnerships with Ohio Health, in Columbus, Ohio, as well as with Huntsville Hospital Health System in Alabama. Today, Sentara encompasses more than 100 sites of care, including 12 acute care hospitals, five medical groups, and a health plan; it offers postacute, outpatient, and urgent care services, among others.