The healthcare industry has experienced significant changes over the last 12 months, and leaders at Chicago-based Rush University System for Health are reconsidering their strategic plans.
Matt Walsh, executive vice president and COO of Rush, said he is taking the long view, examining and updating the services, location, operational performance, integration and technology the system will need over the next five years to thrive.
“Healthcare is a rapidly changing industry with razor thin margins and policy changes can upend financial and clinical strategies,” he said. “The workforce necessary to meet the needs for healthcare continues to be in short supply. At the same time, the needs and expectations of our patients have changed what it means to ‘see a doctor.’ We’ve leveraged technology to build virtual care options, coupled with outpatient locations near home and work.”
Telehealth and virtual care proliferated during the pandemic when people tried to isolate and stem the spread of COVID-19. While more in-person visits have resumed, patients still want the convenience of seeing their physicians and streamlining requests virtually. Telehealth and remote patient monitoring fill that need, and new innovations will continue to differentiate health systems, especially in competitive markets.
Telehealth also eases the stress on the current clinical workforce, especially as the demand for care is expected to increase.
“As we look to the future, we will need new solutions to overcome clinical and operational challenges, recruit and develop our workforce and achieve our health equity goals,” said Mr. Walsh. “Today’s success will not carry us to tomorrow’s demands. As the price pressures continue, the healthcare labor market shrinks and demand from an aging population grows, the status quo won’t hold. From an operational standpoint, that means reimagining processes, investing in the health and wealth of the community and striking strategic partnerships as successful as our recent innovations.”
Rush is also leveraging artificial intelligence and increased connectivity to improve the patient and employee experience. The system is aligning operations for faster access across locations and connected benefits so employees and patients have a seamless experience systemwide.
“If a patient sees a Rush doctor in the west suburbs but needs to see a specialist in a downtown office, they should have that visit in hand before they leave,” said Mr. Walsh. “If they need a new prescription, they should be able to have that filled on the way out. While several key aspects of this integration have been achieved, it is a journey with many more steps to go.”
Rush recently launched a unified platform, Rush Connect, bringing together digital health services and tools, including virtual primary care and urgent care. Patients can trigger virtual same-day or next-day appointments and receive a membership-based service, upgraded MyChart app and AI-driven streamlined appointment scheduling.
“These services are powered by advanced technology that depends on a seamless integration of care from every one of our hospitals and our outpatient centers,” said Mr. Walsh. “I’m looking forward to seeing these achievements realize value for our patients, employees, learners and for Rush now through the end of the year and beyond.”
The post Rush rethinks what it means to ‘see a doctor’ appeared first on Becker’s Hospital Review | Healthcare News & Analysis.
Health IT
