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Laurance Stuntz, SVP, Customer Success

At the end of September, Xealth brought together clients, partners, and our team to share ideas on the future of digital health.

During the two-day event, I had the pleasure of moderating a panel of three clients on the topic of digital health governance.

Many of our users enable a broad variety of their organization’s enterprise-wide digital health goals, ranging from population health initiatives to improving the patient experience. This despite being in non-traditional IT roles that require them to gather stakeholders from across the organization.

Change management is a key piece in thinking about how to introduce a new digital health tool or solution across the enterprise. Further, with so many use cases and functionalities available through Xealth, prioritizing projects is absolutely essential.

Our featured panelists included:

  • Kate, a consumer experience product manager for a large not-for-profit health system based in the Midwest
  • Gabriel, a population health leader for a large integrated health system based in California
  • Kim, an executive director of digital health innovation for a non-profit hospital and physician network based in the Northeast

Here are some highlights from our conversation.

How do you engage service lines and clinical leaders to prioritize the use of Xealth?

Kim: We start with early-stage adoption and think through the use cases that can demonstrate the power of these tools. What are the burdens faced by care teams? How can we take away some of that work? For example, the Xealth integration with Medline enabled our team to save 20-40 minutes per day ordering surgical supplies. We are selective in use cases that really prove ROI and have a positive impact on care teams and patients.

Kate: We have advisory groups that help us develop clinical partners to think through what’s going to be most meaningful for patients and how to support care teams.

How do you prioritize projects?

Gabriel: We use a few criteria that we then present to the executive sponsors. The criteria include strategic alignment, benefit to compliance & regulatory, impact on efficiency, impact on the number of patients, impact on the number of providers, and the hard-to-measure value / cost / effort. How we put a dollar value on use cases is evolving.

Kate: We look at ways to meet a need for our organization. How many patients are impacted or falling into a care gap? How can Xealth help close these gaps at scale? We also look at the ability of the care team to socialize or implement something new. Can they share the piece of education we want them to with patients?

Kim: This is a differentiator that Xealth brings compared to other offerings, especially around monitoring. Xealth gives insight into patient engagement and the metrics available can help you find barriers or stopping points.

What are the KPIs?

Gabriel: The ROI equation is a good representation of what your KPIs should build up to:

ROI = #orders x %activation x $value use case

Here’s some of what we’re monitoring:

  • Automated vs. manual orders
  • Actual vs. expected orders/enrollments
  • Number of patients recruited and enrolled for a specific use case; try to have benchmarks from similar use cases
  • Calculate conversion rate
  • If enrolled in an ongoing program, how many are active users?
  • Qualitative information from surveying operational leaders
  • Pre- and post-analysis

Pre- and post-analysis of our Xealth implementation of Babyscripts showed that switching from a manual to an automated workflow resulted in a 460% increase in enrollment.

In the future, we are looking at putting a dollar value on the impact, including the impact on efficiencies and how every enrollment connects to a value-based care covered life.

Kate: In addition to what Gabriel said, we also look at Xealth workflows through the lens of patient experience, how does a change in workflow connect back to our patient experience surveys?

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