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Technology and Community Strategy in Population Health: A Systems Approach

Technology and Community Strategy in Population Health: A Systems Approach

Author(s): Mohan Tanniru

Edition: 1

Copyright: 2024

Pages: 121

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$62.50

ISBN 9798765797044

Details Electronic Delivery EBOOK 180 days

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As healthcare organizations transition from provider-centric care to patient-centric care to support patient care journey, they needed to develop community strategies to support population health by collaborating with patients and multiple clinical and nonclinical partners. The interconnected ecosystem of patients, providers, and partners becomes complex, especially when environmental factors influencing the patient care journey, besides their patient health challenges, must be factored in to address the evolving goals of providers and patients using technologies.

The first part (Chapters 1-3) will discuss the relevance of a systems approach in the digital systems used to support community strategies and introduce how some of the technologies have begun to transform the patient care journey.

With any complex system comes the challenge of how to understand its constituent parts and their interdependencies, to ensure that gaps or changes that propagate from one component to another are detected, evaluated, and adjusted so that the goals of the system will continue to meet the needs of all involved. Such methodology includes modularizing the system into components for agility, tracking gaps in the strategy used to improve patient health outcomes along various components using appropriate technology, assessing their impact on other components, and beginning to make or recommend changes in the community strategies used to support population health.

In the second part of this manuscript (Chapters 4-6), we analyze service gaps in the community strategy, generate ideas for managing these gaps, and design new systems to address these service gaps.

Building agility in community strategy using collaboration with other partner organizations calls for organizational leadership. Depending on the patient’s needs, providers may distribute leadership to select partners who are closer to the patient population and/or more competent.

The last chapter (Ch 7) discusses how one can exhibit inter-organizational leadership that incrementally supports the patient care journey by deepening and/or expanding services and support patient reach their desired health outcome.

Acknowledgments

Part 1   Community Strategies Connecting Technologies to the Care Journey of Patient Populations     
Chapter 1 Technology, Systems, and Systems Approach                         
Chapter 2 Population Health and Community Strategy                              
Chapter 3 Technologies to Support Patient Care Journey                         

Part 2   System Development to Support Community Strategy Adaptation 
Chapter 4 Service Analysis                                                                                  
Chapter 5 Idea Generation to Address Service Gaps                                  
Chapter 6 Digital Service Design                                                                      

Part 3   Leadership to Support Community Strategy
Chapter 7 Leadership and Community Strategy                           

Mohan Tanniru

Dr. Mohan Tanniru is the Adjunct Professor in the Department of Public Health Practice, Policy & Translational Research in the Mel and Enid Zuckerman College of Public Health, U of Arizona, and a senior investigator in the Global Health Initiative at Henry Ford Health System in Detroit, MI. He is a Fulbright Scholar to Canada to study Indigenous Health between Sept-Dec 2022 and is an emeritus professor of MIS of Oakland University. He taught at the U of Arizona, Oakland University, Syracuse U., and U of Wisconsin-Madison. He was the former Dean of the School of Business and the Dept. Head of MIS at U of Arizona. His research covers areas like knowledge/decision support, IT strategy and systems and service modeling and more recently digital health and community strategies to address population health. He has published over 100 research articles, and his work has appeared in journals such as ISR, MIS Quarterly, Decision Sciences, DSS, JMIS, IEEE Transactions in Eng. Management, Expert Systems and Applications, Information and Management, CACM, as well as Health Policy and Technology, J of Patient Satisfaction, J of Healthcare Management and J of Healthcare Administration. He worked with several hospitals like Henry Ford Health Systems and St Joseph/Trinity Health Systems in Michigan and other businesses organizations such as GM, Ford, Compuware, HP, Honeywell, and Intel. 

As healthcare organizations transition from provider-centric care to patient-centric care to support patient care journey, they needed to develop community strategies to support population health by collaborating with patients and multiple clinical and nonclinical partners. The interconnected ecosystem of patients, providers, and partners becomes complex, especially when environmental factors influencing the patient care journey, besides their patient health challenges, must be factored in to address the evolving goals of providers and patients using technologies.

The first part (Chapters 1-3) will discuss the relevance of a systems approach in the digital systems used to support community strategies and introduce how some of the technologies have begun to transform the patient care journey.

With any complex system comes the challenge of how to understand its constituent parts and their interdependencies, to ensure that gaps or changes that propagate from one component to another are detected, evaluated, and adjusted so that the goals of the system will continue to meet the needs of all involved. Such methodology includes modularizing the system into components for agility, tracking gaps in the strategy used to improve patient health outcomes along various components using appropriate technology, assessing their impact on other components, and beginning to make or recommend changes in the community strategies used to support population health.

In the second part of this manuscript (Chapters 4-6), we analyze service gaps in the community strategy, generate ideas for managing these gaps, and design new systems to address these service gaps.

Building agility in community strategy using collaboration with other partner organizations calls for organizational leadership. Depending on the patient’s needs, providers may distribute leadership to select partners who are closer to the patient population and/or more competent.

The last chapter (Ch 7) discusses how one can exhibit inter-organizational leadership that incrementally supports the patient care journey by deepening and/or expanding services and support patient reach their desired health outcome.

Acknowledgments

Part 1   Community Strategies Connecting Technologies to the Care Journey of Patient Populations     
Chapter 1 Technology, Systems, and Systems Approach                         
Chapter 2 Population Health and Community Strategy                              
Chapter 3 Technologies to Support Patient Care Journey                         

Part 2   System Development to Support Community Strategy Adaptation 
Chapter 4 Service Analysis                                                                                  
Chapter 5 Idea Generation to Address Service Gaps                                  
Chapter 6 Digital Service Design                                                                      

Part 3   Leadership to Support Community Strategy
Chapter 7 Leadership and Community Strategy                           

Mohan Tanniru
Mohan Tanniru

Dr. Mohan Tanniru is the Adjunct Professor in the Department of Public Health Practice, Policy & Translational Research in the Mel and Enid Zuckerman College of Public Health, U of Arizona, and a senior investigator in the Global Health Initiative at Henry Ford Health System in Detroit, MI. He is a Fulbright Scholar to Canada to study Indigenous Health between Sept-Dec 2022 and is an emeritus professor of MIS of Oakland University. He taught at the U of Arizona, Oakland University, Syracuse U., and U of Wisconsin-Madison. He was the former Dean of the School of Business and the Dept. Head of MIS at U of Arizona. His research covers areas like knowledge/decision support, IT strategy and systems and service modeling and more recently digital health and community strategies to address population health. He has published over 100 research articles, and his work has appeared in journals such as ISR, MIS Quarterly, Decision Sciences, DSS, JMIS, IEEE Transactions in Eng. Management, Expert Systems and Applications, Information and Management, CACM, as well as Health Policy and Technology, J of Patient Satisfaction, J of Healthcare Management and J of Healthcare Administration. He worked with several hospitals like Henry Ford Health Systems and St Joseph/Trinity Health Systems in Michigan and other businesses organizations such as GM, Ford, Compuware, HP, Honeywell, and Intel.