Building the Next Great Telemedicine Program

Telemedicine continues to be top of mind for healthcare leaders in 2016. A host of factors, including innovative technologies, value-based care, consumerism, and an increased focus on the patient experience, continue to fuel growth in telemedicine and mobile health programs. According to a 2016 report by Foley & Lardner, LLP, “the global telemedicine market will expand at a compound annual growth rate of 14.3 percent through 2020, eventually reaching $36.2 billion, as compared to $14.3 billion in 2014.”

Thomas Jefferson University and Jefferson Health in Philadelphia are part of this trajectory. Leaders at the academic medical center, with five hospitals and 1,751 licensed acute care beds, acknowledge that they are on an aggressive path toward implementing a vast telemedicine platform, and they will spend roughly $20 million over the next several years to that end.

The Influential Role of Nurse Executives

For decades, nurse executives have directed the largest segment of the workforce. Now, these savvy clinical leaders are using their catbird seat to help redesign the healthcare system. From overseeing bedside care and advanced education programs to helping roll out new delivery models, service lines, and technologies, nurse leaders are taking on increasingly challenging roles as they help drive much of the innovation taking place in healthcare.

Healthcare Tech Trends: Finding Success in the Great Whirlpool of Change

Phyllis Teater, CIO of The Ohio State University Wexner Medical Center, is quick to rattle off the technology concerns that will keep her and her national colleagues busy in the year ahead?such as the increase in cybersecurity threats and the need to prepare IT platforms for the continued onslaught of changes in healthcare, including consumerism, population health management, and payment reform.

New Strategies, New Investments in the Patient Experience

Alan Manning has an intimate view of what it takes to provide an outstanding patient experience, not only because he has been COO of Derby, Connecticut-based Planetree for four years, but also because he spent several months in the hospital with his critically ill daughter. That pivotal experience, while traumatic, solidified friendships with his daughter's nurses and brought him several years later to Planetree, a nonprofit organization started in 1978 by a patient who wanted to help hospitals deliver stronger patient-centered care practices. Planetree works with 700 organizations in more than 17 countries.

Mastering the Data Game: Accelerating Integration and Optimization

As a brain surgeon, healthcare researcher, and data scientist, Nicholas Marko, MD, is used to waiting years for research and data analytics breakthroughs to become actionable. Now, as chief data officer of Danville, Pennsylvania-based Geisinger Health System, his wait time is decreasing rapidly. The future of big data and data analytics has arrived at Geisinger, with bench-to-bedside results happening at breakneck speed. In fact, innovation in data analytics is so fast that Marko says he spends half of his time addressing change management issues. But he isn't bothered in the least. It's an exciting time for Marko, who oversees enterprise data strategy and heads up data analytics initiatives in critical areas such as genomics. Over the past few years, Geisinger has started generating sequence data on 100,000 patients. The organization is also doing advanced analytics in areas such as population health management, piloting a program that closes care gaps by scanning medical records to find inconsistent care management or missed medical appointments for patients who have chronic diseases. And that's just the start.

High-Stakes Changes: The Path to Cost Containment

In 2012, as South Nassau Communities Hospital in Oceanside, New York, was providing care for residents severely impacted by Hurricane Sandy, another storm was brewing—but this one was on the books. The Affordable Care Act was rolling out, value-based care was taking root, and rising costs were becoming a major challenge for the 455-bed hospital, a key provider of medical services for the nearby barrier island beach communities. The first step? Rein in a big chunk of spending by overhauling inventory management, determined Mark Bogen, CFO and senior vice president of finance.