Hartford Business Journal

8 Hartford Business Journal • April 15, 2019 • www.HartfordBusiness.com FOCUS: Health Care EXPERTS CORNER Key lessons from the digital-health revolution By Stephen Farrell T he promise of the digital-health revolution is tantalizing: A multitude of connected devices providing personalized feedback to help people improve their health. Yet, some recent studies have called into question the effectiveness of these resources. While still evolving, many compel- ling use-cases are starting to emerge for digital health, including a set of best practices that can help guide the maturation of this emerging field. In the near future, many people may gain access to individual health records, a modern medical record that curates information from multiple sources, including electronic health records, pharmacies and medical claims, to help support physicians in care delivery through data sharing and evidence-based guidelines. As these advances become a real- ity, here are several digital-health strategies consumers, employers and healthcare innovators in New England should consider: Micro-behavior change: Part of the power of digital health is the ability to provide people with actionable infor- mation about their health status and behavior patterns. As part of that, some of the most successful digital-health programs are demonstrating an ability to encourage daily "micro-behavior change" that, over time, may contribute to improved health outcomes and lower costs. For instance, wearable device walking programs can remind people to move consistently throughout the day, while offering objective metrics showcasing actual activity patterns and, ideally, re- inforcing positive habits to support sustained change. Technology that encourages seem- ingly small healthy habits — each day — can eventually translate to mean- ingful improve- ments. Clinical interventions: Big data is a buzzword often associated with digital health, but the use of analytics and technology is only meaningful as part of a holistic approach to care. Through programs that incorporate clinical intervention and support by care providers, the true value of digital health can be unlocked to help make meaning- ful differences in people's well-being. For instance, new programs are fea- turing connected asthma inhalers that use wirelessly enabled sensors to track adherence rates, including frequency and dosage, and relay that information to healthcare professionals. Armed with this tangible data, care providers can counsel patients more effectively on following recommended treatments. Rather than simply giving consumers the latest technologies and sending them along, these innovations can be most effective when integrated with a holistic care plan. Real-time information: One key advantage of digital resources, such as apps or websites, is the ability to provide real-time information, both to consum- Stephen Farrell By Gary Larkin Special to the Hartford Business Journal D r. Camelia Lawrence said she decided to join MidState Medical Center last year as its direc- tor of breast surgery because she was drawn by the opportunity to work in a physician-led organization and alongside top industry specialists. "It also represents an opportunity to work in a state-of-the art breast center," said Lawrence, referring to the hospital's recently opened 2,064-square-foot Breast Care Cen- ter in Meriden, which she leads. Lawrence, who previously prac- ticed at St. Vincent's Medical Center in Bridgeport, isn't the only doctor to join Meriden-based MidState Medical Center's ranks in recent years. Since 2017, the 156-bed hospital, which recorded $271 million in operating rev- enue last fiscal year, has added 64 new surgeons, a sig- nificant tally for a smaller hospital at a time when com- petition for talent in the healthcare industry remains intense. MidState Medi- cal Center, which is owned by Hartford Health- Care, now has 99 surgeons on staff as it continues to ex- pand its service lines and experiences a significant spike in patient surgeries. It opened an orthopedic center in 2017 followed by an expansion of its breast cancer, vascular and general surgical units. It also recently revealed a $26.2 mil- lion plan to expand its operating rooms. Gary Havican, president of MidState Medical Center, said surgeons have been attracted to the hospital's physi- cian-led model, in which doctors with complementary skillsets work together with the hope of providing more coor- dinated patient care, while also improv- ing professional satisfaction. It's a model that has been hyped lately as hospitals and other care providers aim to improve patient care and lower costs. The recruitment strategy, Havican added, is also part of an overall effort to increase the hospital's presence in communities it serves. For example, Lawrence, while leading breast sur- gery, also sees patients at her local practice in Plainville. "We align with surgeons locally," Havican said. "The doctors develop pro- grams based on the patients' disease." Reaching capacity Demand for surgery is rising state- wide, due to multiple factors, includ- ing the aging of the overall population and obesity, according to Fiona Phel- an, a spokeswoman for the Connecti- cut Hospital Association. MidState has been a clear example of that trend as surgical volume increased by 374 cases in fiscal 2018. "Recruiting physicians for emerging areas of need identified by a hospital is a patient-focused response to today's rapidly changing healthcare land- scape," Phelan said. MidState Medical Center disclosed its surgical recruiting campaign in a recent application to the state Office of Health Strategy, where it also outlined plans to Stretching Capacity Physician recruitment, surgery uptick spur MidState Medical Center's growth MidState Medical Center in Meriden wants to expand its operating-room capacity to accommodate a recent spike in patient surgeries and the addition of dozens of new surgeons. PHOTO | CONTRIBUTED Gary Havican, President, MidState Medical Center

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