Le président de la Fédération hospitalière de France a souligné mardi « l’aggravation » du déficit des hôpitaux publics, qui s’élève à près d’un milliard d’euros.
Le fonds Recherche et innovation de la Fédération hospitalière de France (FHF) a mis en avant le 30 mai, à l'occasion de la Paris Healthcare Week, cinq outils numériques générateurs d'économies et d'efficience à l'hôpital.
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« Changer la vie à l'hôpital » est le rapport élaboré par un groupe de professionnels œuvrant dans et autour de l'hôpital, le « Groupe des 26 », qui a mené une réflexion pour faire des propositions concrètes et opérationnelles pour pérenniser l'action de l'hôpital auprès des patients.Remettre le soin au cœur de l'hôpital et redonner confiance aux professionnel de Santé sont parmi les axes de sur lesquels il faudrait insister dans ce cadre. Rien de bien nouveau, en fait.
Une enquête* effectuée pour le groupe MNH, Orange Healthcare et l’ASIP-Santé s’est penchée sur « le regard des Français et des Européens sur l’hôpital et la
Paris, le jeudi 7 juin 2018 – Le gouvernement a lancé une vaste concertation destinée à repenser notre organisation des soins, dont les limites paraissent s’observer quotidiennement. Différentes personnalités et instances ont donc été missionnées pour mener cette ambitieuse réflexion. Elles [...]
La direction générale de l'offre de soins (DGOS) a présenté le 30 mai lors de la Paris Healthcare Week un bilan du programme Hôpital numérique, soulignant ses apports pour "enclencher une dynamique" sur la maturité des systèmes d'information hospitaliers (SIH), malgré des résultats contrastés en termes d'usages.
Les HCL renforcent leur coopération avec Microsoft pour diffuser l'intelligence artificielle à l'hôpital
(Par Raphaël MOREAUX)
PARIS, 4 juin 2018 (TICsanté) - Les Hospices civils de Lyon (HCL) vont travailler avec Microsoft à la conception et à la diffusion d'outils faisant appel à l'intelligence artificielle (IA) dans l'ensemble des activités de l'hôpital pour "assister les soignants, les administratifs et les patients", a expliqué le 30 mai à TICsanté Philippe Castets, directeur informatique des HCL, lors de la Paris Healthcare Week.
Les hôpitaux lyonnais et le géant américain ont signé un partenariat afin de mettre à disposition des HCL des ressources humaines en ingénierie et des algorithmes d'IA développés par Microsoft (moteurs cognitifs, outils prédictifs, algorithmes de machine learning et de deep learning).
L'objectif est d'ajouter progressivement au dossier patient informatisé (DPI) Easily*, développé par les HCL depuis 2012, des fonctionnalités recourant à l'IA pour aider le médecin à poser un diagnostic en "le guidant vers la bonne information", pour "simplifier" l'utilisation de l'informatique en automatisant certaines procédures, notamment administratives, ou encore pour "mieux suivre les patients à domicile", a illustré Philippe Castets.
Les HCL vont profiter d'"avoir la main sur leur système d'information" pour entraîner des technologies d'IA sur la base de données "unique" qu'ils possèdent grâce à Easily*, alimentée chaque année dans le cadre de plus d'un million de consultations réalisées dans les 14 établissements des HCL.
Le partenariat avec Microsoft renforce une collaboration engagée dès 2009 afin de moderniser et d'améliorer la performance des HCL, alors confrontés à de lourds déficits.
Il s'agit à présent de profiter de l'essor du cloud, des big data et de l'IA pour "accélérer" ces travaux, dans l'optique de passer à une "industrialisation" des outils d'IA à l'hôpital, a expliqué Patrick Déniel, secrétaire général des HCL."
La DGOS dresse un bilan du programme Hôpital numérique
(Par Raphaël MOREAUX)
PARIS, 1er juin 2018 (TICsanté) -
La direction générale de l'offre de soins (DGOS) a présenté le 30 mai lors de la Paris Healthcare Week un bilan du programme Hôpital numérique, soulignant ses apports pour "enclencher une dynamique" sur la maturité des systèmes d'information hospitaliers (SIH), malgré des résultats contrastés en termes d'usages.
La Paris Healthcare Week a démarré le 29 mai. Ce salon dédié à la santé présente, entre autres, les nouvelles technologies qui font leur apparition dans le monde médical. L'occasion de voir ce que l'hôpital du futur nous réserve.
Journal of Medical Internet Research - International Scientific Journal for Medical Research, Information and Communication on the Internet
L'accessibilité et le partage des données patient pour une meilleure exploitation est l'un des projets stratégiques des hôpitaux, en général, et des GHT, plus particulièrement.
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The best social media marketing blends storytelling and PR. It seamlessly integrates advertising and relationship building, fighting its way through the social noise while never losing sight of the human stories driving brand successes. Social media for the nation’s top hospitals is no different, with an extra bit of responsibility: As community cornerstones, hospitals have a unique platform for educating and inspiring the public. Hospitals with top-notch social media aren’t just using their channels as marketing machines—they’re creating healthier communities.
The team at Convince & Convert investigated what successful social media looks like for the best hospitals in the U.S. We collected our research in a detailed report, The Best of Social Media from America’s Top Hospitals, and rounded up the highlights below.
Using Rival IQ, we gathered all public Facebook, Instagram, and Twitter posts from the top 53 U.S. hospitals, as determined by bed size and the U.S. News 2017–2018 Best Hospitals Honor Roll. We then looked exclusively at posts from February 2018, giving us a data set of approximately 10,000 social posts. Engagement metrics from Rival IQ helped use narrow that group of 10,000 to the best 50 posts. We also limited each hospital to a maximum of five posts and chose to include posts boosted by paid support.
Twitter is a high-priority channel for the nation’s top hospitals. Most tweet an average of three times per day, and the best-performing hospital Twitter accounts often post much more. The health and medical communities are also active on Twitter chats and seasonal hashtags like #HeartMonth, and hospitals who participated saw notable boosts in engagement.
The type of content posted affected engagement, as well: photos attracted the most, followed by videos and posts containing links.
The most “loved” Facebook posts were (perhaps unsurprisingly) videos showcasing patient stories, moving recoveries, and other successful outcomes.
Uplifting stories weren’t the only kind of content driving engagement, however: Audiences also engaged using Facebook’s “sad” and “angry” reactions on posts commemorating patients who had passed, research on preventable disease, etc. Also of note is the content that didn’t perform well on Facebook: Posts linking to other content were the most common post type published by top hospitals yet attracted the least engagement.
Faces appear to be the key to engaging Instagram posts for hospitals. Half of the best posts included two or more faces. Carousel posts also attracted high engagement, contradicting most other data on carousels’ effect on social engagement. Posts with a strong storytelling angle—behind the scenes photos of doctors on the job or moments from the hospital’s history—attracted the most comments on any other post type. Hospitals also used hashtags to draw eyes to their posts, averaging about three per post (but no more than eight).
From our group of 53, we narrowed our list of hospitals to the top 20 on social media according to the size of their audience, post volume, engagement rate per post, and total engagement during the month of February. A few trends emerged among this elite group, including an obvious preference for Twitter and Facebook over Instagram. The top five hospitals showed an even more serious commitment to Twitter and Facebook and published twice as frequently as the group average. The top three were especially committed to strategy and included:
Every hospital on this cream-of-the-crop list exhibited smart social media strategy, but NewYork-Presbyterian stood out for a few reasons. One was its larger-than-average publishing window (9 a.m. to 7 p.m.) and its commitment to publishing content on weekends, not just weekdays. NYP posts to Facebook and Instagram a minimum of once per day, averages more than seven tweets per day, and participates in real-time Twitter chats like #HealthyHeartTalk. NYP’s social also prioritizes storytelling and visual content like none other. Their strategy is photo- and video-driven, and the payoff is evident.
Hospitals that prioritize storytelling and visual content see higher engagement on social media. CLICK TO TWEET
The best hospitals on social media are masters of bringing a human face to the services they provide. They show a rigorous commitment to storytelling, original visual content, being a reliable presence in their audience’s social feeds. Our full report includes even more examples of the top social posts, more data on publishing habits and engagement, and an even deeper analysis of our findings.
La direction générale de l'offre de soins (DGOS) a publié le 4 mai un référentiel pour aider les groupements hospitaliers de territoire (GHT) à organiser des activités de télémédecine en imagerie.
Hospitals may soon have to post their standard prices for patients online, under a proposed rule unveiled Tuesday by the Trump administration.
The renamed Truven Health Analytics research initiative found that the highest performers achieved better care consistency and alignment across facilities.
The Cleveland Clinic has a history of being on the bleeding edge of health IT and its new CEO Tom Mihaljevic has made it clear that the Ohio-based health system will keep pushing ahead as a medical technology pioneer.
“Most of our plans for the future will depend on digital platforms: telemedicine, data analytics, artificial intelligence,” Mihaljevic said during the State of the Clinic address in late February. “Digital technology will allow us to deliver smarter, more affordable and more accessible [care]. The Cleveland Clinic has always been an early adopter, beginning with our electronic medical records. But now, we have to take technology even more seriously. We have to go for even more transformational technologic adoption.”
Mihaljevic, who took over for former CEO Toby Cosgrove at the start of the year, laid out the ways that digital tools and research into new health IT areas will factor heavily into the Cleveland Clinic’s future plans.
With the clinic reporting more than 25,000 virtual visits in 2017 through its Express Care Online portal, Mihaljevic says that telemedicine is the fastest growing clinical option for the provider, which will continue to be a priority going forward.
What might be the most impactful, however, is an even tighter relationship with IBM that seeks to investigate how AI, cognitive computing and data analytics can improve care. Mihaljevic looked ahead to a continued five-year partnership with IBM Watson, which aims to dig deeper into how Big Data and cognitive computing can help providers to handle “the rapid expansion of knowledge in healthcare,” and eventually augment clinical decision-making.
“Now, the day will come when our decisions are supported by data from wearables, imaging, implants, genetic profiling, along with insights from global help trends and published research. And care through that will become more individualized and personalized than ever,” Mihaljevic said.
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IoT : socle d'une médecine plus intelligente. Aujourd'hui le Graal du monde hospitalier tient en quelques lettres : les données !
Healthcare companies, especially insurers and hospitals, can learn some key lessons from online retailers.
Namely, healthcare organizations must learn how to treat consumers as customers and develop the web technology and e-commerce expertise that turns them into loyal shoppers, says Brigham Health medical director for telemedicine Dr. Adam Licurse.
In a new article for the Harvard Business Review, Licurse writes that healthcare organizations can learn from retailers and others how to treat consumers as their best online customers.
“Like banks, airlines and retailers, healthcare providers will need to offer an easy, digital front-end experience to their customers,” Licurse says. “This isn’t just about building fancy new websites, but undertaking true care redesign: becoming adept at delivering high-quality, cost-effective virtual care through telehealth and digital tools.”
The learning curve for turning insurers and hospitals into more digitally driven organizations engaged with customers is steep, Licurse writes. For example, retailers know how to build and operate e-commerce systems that give customers options to research and buy products online in a way that’s easy and convenient, he writes. “Retailers know they have to find the right blend of digital convenience and in-person service,” Licurse says.
Health insurers build and operate websites with self-service tools that plan members use to buy insurance and manage their benefits once they have coverage. Likewise, hospitals and health systems have web sites and digital programs built around patient care for within the walls of the hospital or physician offices, Licurse says.
But just as retailers learned consumers want to use the web and e-commerce to shop when they want and how they want, healthcare organizations need to learn the same lesson or risk losing customers or market share.
“Healthcare providers, like retailers and other traditionally in-person businesses, need to prepare for a future where technology companies, focused solely on delivering care virtually, increasingly meet the needs of patients more conveniently and efficiently,” Licurse writes. “Providers can either cede market share and volume to these companies, or beat them at their own game by scaling their own virtual care services.”
At Brigham and Women’s Hospital, which is adjacent to Harvard Medical School and with Massachusetts General Hospital operates Partners HealthCare, the largest healthcare provider in Massachusetts, the health system is borrowing web marketing tactics from retailers to grow its digital healthcare program, he says.
In 2015 the hospital began outfitting provider offices and training doctors and other clinicians on how to do video office visits via telehealth and do remote patient monitoring. Brigham and Women’s first focused on finding patients who would not need to come into an office for care but could instead be treated through telehealth. Next the hospital chose proactive providers willing to open up their schedule to see patients online and surveyed patients after their telehealth visit to measure customer satisfaction, Licurse says.
Of 600 initial video doctor visits, 97% of patients were satisfied with the experience and would recommend the program, Licurse writes. 74% of patients also noted the telehealth visit improved their relationship with a Brigham and Women’s provider and 87% of patients said they would have needed to come into an office to see their doctor in person if it weren’t for the virtual visit, Licurse says.
In his article, Licurse writes he used Brigham and Women’s telehealth program as an example of how healthcare insurers and providers can use web technologies and digital marketing from retailers and other customer-facing industries to focus on consumers as customers and not just as patients and plan members.
“Strategic decisions providers make today will determine how ready they will be for a future where patients expect their healthcare to be as seamless as online shopping, if they are to remain loyal,” he writes.
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La société suédoise Ivbar, spécialisée dans l'analyse et le traitement de données de santé, a annoncé le 12 mars dans un communiqué le lancement d'une filiale en France, présidée par Filippo Monteleone, ancien directeur général du groupe de cliniques Générale de santé, et dirigée par Patrick Olivier, ancien directeur des systèmes d'information du groupe Elsan.
Depuis les années 2010, l’intelligence artificielle est en plein essor. Les établissements de soins s’emparent du sujet même si les logiciels et robots « intelligents » n’ont, pour l’heure, fait qu’une entrée timide en leur sein. Démonstration, exemples de l’AP-HP et du CHU de Nantes à l’appui.
Lionel Reichardt, Pharmageek | Conseil, formation et contenus en santé numérique et IA. Une veille pour comprendre et agir : IAtrogénique x IAtus, Morning Routine, vidéos YouTube et livres blancs. Retrouvez mes analyses sur LinkedIn.
