Data and system integration is less glamorous compared to the latest conversations on how AI can improve healthcare delivery and outcomes. However, for AI or other technologies to be successful, a solid, well-integrated data sharing environment is required. This foundation is essential for sharing medical data between internal or external hospital systems, or between telemedicine providers and hospital systems. It also directly impacts staff productivity and is key to being able to conduct data science to assess outcomes and develop strategies for new or expanded telemedicine services.
Without integration working at best performance level, health care systems cannot add much-needed revenue that telemedicine can contribute by providing specialty services hospitals do not offer in their own systems, encouraging patient retention by being able to offer specialty and acute care, and by giving those in rural areas the opportunity for care without costly travel.
Making data approachable
Medical records, encounter data, quality, and revenue statistics, along with numerous other data points, drive the demand for improved integration and interoperability. This data is essential for both telemedicine providers and hospitals, enabling them to assess the effectiveness of current services and plan more strategically for future growth.
Here are a few specific integration issues to consider.
Data sharing between systems: Hospital systems are working to ease data sharing by adopting standards like the Fast Healthcare Interoperability Resources (FHIR) standards developed by Health Level Seven International (HL7). The standards need modern APIs that can support FHIR and platforms capable of processing data between systems to provide a more thorough, holistic look into patient care. Hospitals with legacy systems and smaller systems with more limited budgets have the challenge of modernizing their infrastructure to support FHIR.
Integration with telemedicine providers: To evaluate and plan patient treatment, telemedicine providers require secure access to hospital system data. A recommended approach is to use Citrix Remote Desktop or a VPN with multifactor authentication (MFA), allowing physicians to remotely retrieve patient records and develop treatment plans without burdening hospital staff. This method enables seamless data access while maintaining security. Additionally, hospitals can avoid costly investments in unnecessary integration and interfacing by leveraging these secure remote access solutions.
Conquering the digital divide: Another challenge is broadband access to support efficient, high-speed data file transmission. Rural and urban neighborhoods suffer from the ‘Digital Divide,’ insufficient broadband technology that hampers telemedicine services and patient consults. Pew Charitable Trusts estimates 24 million Americans lack high speed broadband access. The $42.5 billion Broadband, Equity, Access, and Deployment (BEAD) program was designed to help states close the Digital Divide, but implementation has been unsuccessful since its inception three years ago. Conflicts over broadband mapping is one issue causing delays. The new administration is reviewing BEAD and may amend the program to facilitate progress. One option is to lessen the focus on laying high speed fiber by using cost effective satellite transmission, freeing money for BEAD’s affordability requirement to offer a low-cost service option to help low-income households.
In-system skills and budget realities: To promote technical competency in data sharing, larger institutions are offering excellent skills training programs for staff in disciplines like Electronic Health Records (EHR) while smaller systems and those in rural communities struggle with limited budgets for comprehensive training programs. Add to this the need for high-salaried skilled IT professionals to implement and manage any significant system and data integration. Smaller institutions will find it difficult to compete for these professionals who have attractive compensation options in bigger health systems and the tech sector.
To build technical competency for the future, smaller institutions can adopt a strategy from larger systems: they can nurture current employee training and upskilling, mindful that data complexity and AI integrations will continue to demand skilled staff and increase competition for recruits.
Gaining valuable insights: Data sharing is essential to not only developing deeper insights into the benefits telemedicine provides to a hospital system but how effectively the system itself is providing services in line with population needs.
Telemedicine providers need to regularly conduct data analysis to provide baseline and ongoing reports on patient outcomes. They can also partner with hospital systems on studies in patient retention due to expanded specialty care, revenue expansion, reduced readmissions, new service categories and operational cost-benefit analysis.
This partnering will provide the most powerful intelligence into how telemedicine can contribute to better alignment of services, revenue, and economic sustainability.
A stronger tech future
Telemedicine has become an accepted part of healthcare delivery. However, to expand the reach of telemedicine and further support hospital services more needs to be done. Data integration, sharing between systems and providers, broadband access and skills training are key areas impacting patient care. These issues are solvable as providers continue to implement interoperability standards. There are options for providing more high-speed communications in rural and low-income communities. Further, training programs can develop staff with more technology skills. With a concerted effort among providers and communities, healthcare can realize a stronger tech foundation upon which to thrive.
Editor’s note: The author and his company are not affiliated with any of the entities mentioned in this article.
Photo: metamorworks, Getty Images
Jason Povio serves as President and Chief Operating Officer for Eagle Telemedicine. In this role, Jason has oversight over all aspects of the business, including operations, program implementation, post-implementation support, credentialing as well as marketing and business development. He has a diverse background in systems engineering along with broad experience in healthcare, working in large integrated healthcare systems in a number of operational excellence and executive positions. Jason received his Bachelor of Science in Industrial Engineering and Masters of Science in Engineering Management from the University of South Florida along with several Graduate Certificates in Quality and Change Management. He also holds a Lean Healthcare Certification and is a Lean Six Sigma Black Belt from the University of Michigan.
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