Jeff Brown, CIO, Martin’s Point Health Care, Chapter 2

The word ‘progressive’ can mean different things to different people, particularly when used to describe a health system. To Jeff Brown, it means an organization that breaks free from traditional boundaries, both when it comes to patient care and its guiding philosophies. It’s precisely what he sought when he arrived at Martin’s Point earlier this year, and he hasn’t been disappointed. In this interview, Brown talks about the non-hospital-centric model that he believes is the future of healthcare, why his timing was perfect in terms of strategic planning, and how his team is working to create a seamless care experience. He also talks about partnering with vendors, the dire need to focus on senior care, and his passion for teaching.

Chapter 1

Chapter 2



* Goal to provide “real-time data to make real-time decisions”

* MPHC’s strategic plan: “A much more iterative, dynamic approach”

* From acute to ambulatory CIO

* Working with Maine’s HIE

* Making data sharing more progressive: “It’s raising the bar of data liquidity”

* Role of CRM in improving loyalty

* Patient engagement as a competitive advantage



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Bold Statements

We’re keenly focused on optimization of our EMR. We’re looking at what are the best population health tools on the market that can help accelerate and transform things we want to do around gaps in care, risk stratification, quality reporting, care management, and care management-integrated pathways of care.

Unlike many organizations that look at a strategic plan that’s 3 to 5 years and is static, we’re going through a much more iterative and dynamic approach. Our strategic plan is going to be something we not only look at year over year, but something we’re going to revisit continually

There’s a lot of great data sharing going on, but it has to get to a place where it’s more progressive — not just point-to-point data sharing, but more clinical summaries, more advanced directives, more continuity of care records, and more real-time alerts and pings.

When our seniors call, we want them to feel that we know who they are, and we know who they spoke to last week or just five minutes ago. That creates a positive interaction and a stickiness to our healthcare system, and I believe that’s going to be a very unique competitive market advantage.

Brown:  It does start with some of the core ingredients. I think like most people in the marketplace, we have an EMR that’s shored up and can provide a certain amount of data. We’re really starting to look at how do we enhance the patient experience and engagement model, and so we are looking at tools like CRM (customer relationship management). We’re keenly focused on optimization of our EMR. We’re looking at what are the best population health tools on the market that can help accelerate and transform things we want to do around gaps in care, risk stratification, quality reporting, care management, and care management-integrated pathways of care.

Then we’re really focusing — as are most people — on how do we shore up our current big data ecosystem that’s been organically evolved over the years, where we can get it to a higher level of data quality that gets us to a next generation of providing real-time data in a more visually displayed and interactive mode that ultimately gives care providers throughout the whole delivery system and health plan access to real-time data to make real-time decisions.

So, I think like most advanced organizations, that’s our maturity model that we’re going to grow into over the next few years.