An Agile Digital Platform to Support Population Health-A Case Study of a Digital Platform to Support Patients with Delirium Using IoT, NLP, and AI.

For an organization to be customer centric and service oriented requires that it use each encounter with a customer to create value, leverage advanced technologies to design digital services to fulfill the value, and assess perceived value-in-use to continue to revise the value as customer expectations evolve. The adaptation of value cycles to address the rapid changes in customer expectations requires agile digital platforms with dynamic software ecosystems interacting with multiple actors. For public health agencies focused on population health, these agile digital platforms should provide tailored care to address the distinct needs of select population groups. Using prior research on aging and dynamic software ecosystems, this paper develops a template for the design of an agile digital platform to support value cycle activities among clinical and non-clinical actors, including population groups. It illustrates the design of an agile digital platform to support clients that suffer from delirium, using digital services that leverage Internet of Things, natural language processing, and AI that uses real-time data for learning and care adaption. We conclude the paper with directions for future research.

Transforming public health using value lens and extended partner networks.

INTRODUCTION: Organizational transformations have focused on creating and fulfilling value for customers, leveraging advanced technologies. Transforming public health (PH) faces an interesting challenge. The value created (preventive practices) to fulfill policy makers' desire to reduce healthcare costs is realized by several external partners with varying goals and is practiced by the public (value in use), which often places low priority on prevention. METHODS: This paper uses value lens to argue that PH transformation strategy must align the goals of all stakeholders involved. This may include allowing partners and the public to contextualize the preventive practices to see the value in near term and as relevant. It also means extending the number of partners PH uses and helping them connect with the public to seek shared alignment in shared goals of value fulfillment and value-in-use. RESULTS: Using lessons from Covid-19 and PH experience with partners in four different sectors: business, healthcare, public and community, the paper illustrates how PH transformation strategy can be implemented going forward. CONCLUSIONS: We conclude the paper with five distinct directions for future research to create and sustain value using the framework of learning health systems.

Dimensions of Patient Experience and Overall Satisfaction in Emergency Departments.

OBJECTIVE: To determine the correlation between individual patient experience dimensions and overall patient satisfaction using text-based analysis of subjective comments of patients treated in emergency departments. METHODS: Open-ended comments from 331 patients who visited the emergency departments of 4 hospitals were used for coding different dimensions of patient experience. Regression coefficients were calculated to assess the relationships between dimensions of patient experiences with overall satisfaction. RESULTS: Positive and negative experience of nursing, communications, and infrastructure influence the overall satisfaction. Positive experience attributes of overall care quality influence overall satisfaction, whereas negative experience of the same does not have any influence. Further, experiences of interactions with doctors and scheduling do not have any effect on overall satisfaction in emergency departments. CONCLUSIONS: Emergency departments may get higher overall patient evaluations by focusing on positive aspects of care, nursing, communication, and infrastructure attributes. Doctors and scheduling (emergency) may be considered as expected quality attributes and so not surprising that they did not play a role in overall satisfaction.

Integrating Strategic and Operational Decision Making Using Data-Driven Dashboards: The Case of St. Joseph Mercy Oakland Hospital.

Hospitals have invested and continue to invest heavily in building information systems to support operations at various levels of administration. These systems generate a lot of data but fail to effectively convert these data into actionable information for decision makers. Such ineffectiveness often is attributed to a lack of alignment between strategic planning and information technology (IT) initiatives supporting operational goals. We present a case study that illustrates how the use of digital dashboards at St. Joseph Mercy Oakland (SJMO) Hospital in Pontiac, Michigan, was instrumental in supporting such an alignment. Driven by a focus on key performance indicators (KPIs), dashboard applications also led to other tangible and intangible benefits. An ability to track KPIs over time and against established targets, with drill-down capabilities, allowed leadership to hold staff members accountable for achieving their performance targets. By displaying the dashboards in prominent locations (such as operational unit floors, the physicians' cafeteria, and nursing stations), SJMO ushered in transparency in the planning and monitoring processes. The need to develop KPI metrics and drive data collection efforts became ingrained in the work ethos of people at every level of the organization. Although IT-enabled dashboards have been instrumental in supporting this cultural transformation, the focus of investment was the ability of technology to make collective vision and action the responsibility of all stakeholders.