Becker's Hospital Review

32 INNOVATION Mayo, Kaiser rally 11 systems to launch hospital-at-home coalition By Jackie Drees T wo of the nation's biggest healthcare providers are leading a new innova- tion coalition focused on transform- ing healthcare delivery outside of the four walls of a hospital. Rochester, Minn.-based Mayo Clinic and Oakland, Calif.-based Kaiser Permanente launched the Advanced Care at Home Co- alition, alongside partner Medically Home Group, a Boston-based tech services compa- ny that powers hospital-at-home programs, according to an Oct. 14 news release shared with Becker's. Mayo and Kaiser inked a joint investment in Medically Home in May. e three orga- nizations will lead a group of hospital and health system members, including Adventist Health, Johns Hopkins and Geisinger, to ad- vocate for the support of current hospital-lev- el care-at-home flexibilities during and aer the COVID-19 public health emergency. While the flexibilities, which have helped Kaiser and Mayo both expand their hospi- tal-at-home programs to multiple Medicare beneficiaries at scale, are set to expire at the end of the year, Stephen Parodi, MD, execu- tive vice president of e Permanente Feder- ation, part of Kaiser Permanente, told Becker's that the coalition is hopeful the public health emergency will be extended. However, the co- alition aims to serve as a "bridge" when it comes to implementing these programs permanently. "We're hopeful that the PHE is going to be extended for some time so we don't have a cliff when it comes to these programs, but we know that there's going to need to be a bridge," Dr. Parodi said. "So, we either need a legislative bridge to allow the principles of what the hospital without walls waivers have allowed us to do or, and probably just as im- portant, work with the Center for Medicare & Medicaid Innovation or CMS to develop essentially a demonstration program that would allow us to in a rigorous way examine the types of patients that are being admitted." Michael Maniaci, MD, a physician leader for advanced care at home at Mayo Clinic, is working alongside Dr. Parodi to spearhead the new coalition. He told Becker's that one of the coalition's main focuses will be exploring how to properly regulate hospital-at-home models and transform the laws that currently link hospital medicine to a building to in- clude a virtual model. "We have to continue to innovate and keep the momentum going, yet we can't open up the floodgates," he said. "We have to have regulation that keeps fraud and bad actors from taking over and driving this from a monetary perspective as opposed to a patient experience perspective." By forming the coalition, Mayo, Kaiser and other hospital members will help drive best hospital-at-home practices and a new model forward for all providers, Dr. Maniaci said. In addition to Mayo, Kaiser and Medically Home, here are the coalition's additional members: • Adventist Health (Roseville, Calif.) • ChristianaCare (Newark, Del.) • Geisinger Health (Danville, Pa.) • Integris Health (Oklahoma City) • Johns Hopkins Medicine (Baltimore) • Michigan Medicine (Ann Arbor) • Novant Health (Charlotte, N.C.) • ProMedica (Toledo, Ohio) • Sharp Rees-Stealy Medical Group (San Diego, Calif.) • UNC Health (Chapel Hill, N.C.) • UnityPoint Health (West Des Moines, Iowa) n Nearly half of employees say too much digitalization hurts productivity By Hannah Mitchell E mployees report spending about five hours each week hunting for fragmented information across a sea of apps meant to improve productivity, according to a report by Ithaca, N.Y.-based Cornell University and Qatalog. For the study, researchers conducted three surveys of 1,000 employees in the U.S. and U.K. who were familiar with mod- ern software tools used in the workplace. Forty-two percent of survey respondents had either a four-year college de- gree or a doctorate. Nearly half (460) employees worked with the company between one and five years. Four study insights: 1. Human brains are not wired to work while constantly glancing between email inboxes, tools, documents and more. Forty-five percent of employees said it makes them less productive and 43 percent said it's exhausting to constantly switch through tools and communication channels. 2. Employees report using 36 minutes daily switching be- tween tools and about 10 minutes to get back into a good workflow after they've entered a new app. 3. Employees report spending 59 minutes each day looking for information hidden within folders on different applications. That equates to nearly five hours each week looking for in- formation to do their job. Employees also said they have to interrupt at least two co-workers up to five times a day to get assistance in locating data. 4. Fifty-four percent of employees said adding apps to improve workflow makes it harder to find the data they need. n

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