Cardiovascular Leaders Survey: What Healthcare Leaders Think
TOP TRENDS facing the CV service line
• Transition to value
• Clinician shortages
• Data-driven healthcare
• Artificial intelligence
• Patient-generated data (wearables, home health equipment, mobile apps)
TOP GOALS for CV service line/practice over the next year
• Reduce costs
• Growth
• Improve quality
• Improve staff satisfaction
• Increase operational efficiency
TOP CHALLENGES facing the CV service line
• Increasing operational performance while improving patient outcomes
• Getting patients into lower cost settings without negatively affecting quality metrics
• Clinician burnout
• Attracting and retaining clinical staff
• Patient satisfaction
TOP ADMINISTRATIVE/CLINICAL CHALLENGES to CVIS adoption/upgrade
• Earning physician support and buy-in
• Vendors unable to support current clinical requirements
• Difficulty integrating cardiology data with EMR
• Uncertain or low expectations for the clinical/patient benefits for adopting/upgrading
• Inability to manage potential changes in the current workflow
TOP FINANCIAL/TECHNICAL CHALLENGES to CVIS adoption/upgrade
• Lack of financial resources
• Lack of IT resources for interfacing and integration
• Vendors unable to support current IT requirements
• Uncertain or low expectations for the IT benefits of upgrading
• Lack of IT resources for hardware and virtualization configuration
TOP TRENDS facing the CV service line
• Transition to value
• Clinician shortages
• Data-driven healthcare
• Consolidation of care providers
• Consumerism
TOP GOALS for CV service line/practice over the next year
• Creating and implementing a comprehensive and consistent approach to cardiovascular services
• Optimize operational outcomes
• Increase patient satisfaction
• Improve quality
• Working toward standardizing on one platform across the health system for EMR and IT systems
TOP CHALLENGES facing the CV service line
• Increasing operational performance while improving patient outcomes
• Getting patients into lower cost settings without negatively affecting quality metrics
• Too little quality face-to-face time with patients
• Building a marketable reputation for excellent outcomes
• Keep up with technology
TOP ADMINISTRATIVE/CLINICAL CHALLENGES to CVIS adoption/upgrade
• Uncertain or low expectations for the clinical/patient benefits for upgrading
• Earning physician support and buy-in
• Inability to connect different vendor devices
• Lack of leaders’ ownership of and commitment to clinical workflow solutions
• Difficulty integrating cardiology data with EMR
TOP FINANCIAL/TECHNICAL CHALLENGES to CVIS adoption/upgrade
• Lack of IT resources for interfacing and integration
• Lack of clear strategy for IT within your organization
• Lack of financial resources
• Uncertain or low expectations for the IT benefits for upgrading
• Lack of vendor understanding
TOP TRENDS facing the CV service line
• Transition to value
• Clinician shortages
• Data-driven healthcare
• Consolidation of care providers
• Patient-generated data (wearables, home health equipment, mobile apps)
TOP GOALS for CV service line/practice over the next year
• Increase operational efficiency
• Growth
• Creating and implementing a comprehensive and consistent approach to cardiovascular services
• Achieve greater standardization of technology across the health system
• Improve processes to deliver higher quality care
TOP CHALLENGES facing the CV service line
• Increasing operational performance while improving patient outcomes
• Attracting and retaining clinical staff
• Clinician burnout
• Reducing readmissions while optimizing length of stay
• Data analytics and management
TOP ADMINISTRATIVE/CLINICAL CHALLENGES to CVIS adoption/upgrade
• Inability to connect different vendor devices
• Lack of administration support or understanding
• Lack of leaders’ ownership and commitment to clinical workflow solutions
• Difficulty integrating cardiology data with EMR
• Lack of clinical resources needed to support an upgrade
TOP FINANCIAL/TECHNICAL CHALLENGES to CVIS adoption/upgrade
• Lack of financial resources
• Lack of clear strategy for IT within your organization
• Lack of IT resources for integrating and integration
• Lack of project-management resources
• Lack of IT resources for hardware and virtualization configuration
TOP TRENDS facing the CV service line
• Transition to value
• Clinician shortages
• Data-driven healthcare
• Consolidation of care providers
• Patient-generated data (wearables, home health equipment, mobile apps)
TOP GOALS for CV service line/practice over the next year
• Improve quality
• Increase operational efficiency
• Reduce costs
• Growth
• Achieve greater standardization of technology across health system
TOP CHALLENGES facing the CV service line
• Increasing operational performance while improving patient outcomes
• Clinician burnout
• Reducing readmissions while optimizing length of stay
• Too little quality face-to-face time with patients
• Getting patients into lower cost settings without negatively affecting quality metrics
TOP ADMINISTRATIVE/CLINICAL CHALLENGES to CVIS adoption/upgrade
• Earning physician support and buy-in
• Lack of administration support or understanding
• Lack of leaders’ ownership of and commitment to clinical workflow solutions
• Difficulty integrating cardiology data with EMR
• Inability to connect different vendor devices
TOP FINANCIAL/TECHNICAL CHALLENGES to CVIS adoption/upgrade
• Lack of financial resources
• Lack of IT resources for interfacing and integration
• Lack of clear strategy for IT within your organization
• Uncertain or low expectations for the IT benefits for upgrading
• Lack of IT resources for hardware and virtualization configuration
Read the report...
Contents
Survey at a Glance
Priorities of the Cardiovascular Service Line
Defining State-of-the-Art CVIS
Key Findings
Demographics
About the Survey
The 16-page report on the 2020 Cardiovascular Business Leadership Survey offers a snapshot of what health system and cardiovascular leaders think about priorities, challenges and trends. Some of it validates, while some enlightens. It all helps guide leadership on a data-rich and insightful journey into the future.
Mary joined TriMed Media in 2003. She was the founding editor and editorial director of Health Imaging, Cardiovascular Business, Molecular Imaging Insight and CMIO, now known as Clinical Innovation + Technology. Prior to TriMed, Mary was the editorial director of HealthTech Publishing Company, where she had worked since 1991. While there, she oversaw four magazines and related online media, and piloted the launch of two magazines and websites. Mary holds a master’s in journalism from Syracuse University. She lives in East Greenwich, R.I., and when not working, she is usually running around after her family, taking photos or cooking.
