Based on data presented at KLAS’s sixth annual Digital Health Investment Symposium, it was found that not a single healthcare executive felt prepared to tackle the issue of technology and data silos within their organisation. According to KLAS’s survey of providers, staff burnout and difficulties in training and retaining talent are exacerbated by a lack of true interoperability and the poor integration and scalability of disparate point solutions.
According to KLAS’s director of strategy and research, the two are inextricably linked: the workforce and digital health solutions.
Oscarson acknowledged, “There is a clear problem when it comes to staffing today.” “Temporary workers have been driving up that expense line. They are asking, “What can we do to cut back on the payroll budget?” When faced with a problem, the common response is, “Let’s just throw a bunch of money at it.” That option is no longer practical. The price is excessive.”
the significance of this finding
He said that hospitals have responded by increasing salaries, but that CFOs are now looking for more long-term solutions, such as learning to accurately predict inpatient volume (also known as “load”) so they can allocate resources more efficiently.
Oscarson noted that analytics are being considered “for more optimal flow in a facility and to predict the load of health systems,” with the goal of enhancing workflows. “A healthcare provider I spoke with recently worked for a large organisation. Their primary value lies in their ability to accurately forecast future workload demands.”
Despite the difficulty, he noted that technological advances have made it possible to combine information about weather and other factors to make accurate load predictions. According to Oscarson, he has discussed RTLS (real-time location services) with a few high-ranking officials. These items serve as tags for the assets so that their precise locations can be tracked constantly.
“A recent trend in the healthcare industry is the promise of automated workflows once a hospital’s patients and staff are all tagged. They are aware of when the doctor’s office is vacant.”
Facility utilisation is maximised by employing predictive analytics. To maximise efficiency, hospitals can now plan ahead by weeks the number of patients who will be using a given number of operating rooms or infusion beds. People can be sent on their way to find their own examination rooms. Oscarson believes the “whole system” can become more effective.
The administration is considering implementing remote nursing for tasks like charting. While most nursing duties must unavoidably be performed in a medical facility, some nurses may prefer the option of working from home on a part-time basis.
“It’s definitely a flexibility piece,” Oscarson said of the item. In contrast, Oscarson has found that the consolidation of software solutions is the top request from C-suite executives.
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Schedules, credentials, and fewer interpersonal responsibilities are topics I frequently encounter. This goes beyond just accessing clinical data from the EHR. Specifically, the operational and revenue cycles are involved. Companies like Sympler, QGenda, PerfectServe, RLDatix, and HealthStream all compete in these spheres.
Oscarson said that KLAS is currently conducting research into these procedures for a paper to be released in August.
THE OVERALL TENDENCE
When it comes to purchasing healthcare, KLAS helps hospital systems see things clearly.
Oscarson predicted that the pair would have 30,000 interactions. “When it comes to technology, I have hundreds of conversations a year. The chief information officers, chief marketing officers, chief operating officers, and chief financial officers with whom I have the most contact make up the bulk of my conversational partners. Money coming in, money going out, and days in hand are all metrics that catch the eye of CFOs. From where I’m sitting, they’re considering some seriously hefty expenditures.”
According to a recent report by KLAS, nearly all hospitals are struggling due to a lack of qualified personnel.
Patient experience is cited as another obstacle, but almost 30% of respondents said they were up to the task. To be more specific, they were positive about their abilities in patient outreach, engagement, messaging, and the creation of a seamless experience. When asked to name an area where problems are being ignored, no one mentioned the patient’s perspective.
Many respondents felt confident in their ability to solve problems related to workforce management. Although they were confident in their ability to deal with staffing and capacity management issues in the short term, including through the use of automation, they acknowledged the need for assistance in formulating strategies for attracting, developing, and retaining talent in the longer term.
