Digital Transformation Office
The Digital Transformation Office (DTO) is a cross-functional team that serves as a leader, partnering with executive sponsors across the organization, to architect solutions across complex and interrelated business lines to support Geisinger’s digital strategy.
The digital strategy is an initiative that defines a foundational pivot from internally-focused operational improvements to externally-focused experiences for our consumers, patients and members. The digital strategy goes above and beyond to understand our consumers, making healthcare easier and more affordable, so they can live their healthiest life. These initiatives are anchored to the healthcare journey to ensure we meet all customer needs.
In recognition of the need to transform core elements of our operations to prepare for a digital future, Geisinger has invested in the modernization of our application programming interface (API) and microservices architecture, developing an enterprise-wide strategy for patient and member data, and rationalization of the application infrastructure, to name a few.
Additionally, we are in the early stages of designing a completely overhauled website and portal experience as part of our digital front door strategy. We are also reimagining and optimizing our customer engagement processes and upgrading our contact center technology infrastructure to create a one-touch resolution experience for all manner of interactions between Geisinger and our patient-members.
Who is the DTO?
The DTO is a cross-functional team that spans strategy development, product and service design delivery, and ongoing operational support functions in support of Geisinger’s digital strategy. In addition to augmenting specialized workforce to key digital programs, the DTO serves as the organizing body for master portfolio management. Our office develops and drives business case formation and results in partnership with executive sponsors and finance and provides the governance required to architect solutions across complex and interrelated business lines.
What does the DTO do?
The DTO aims to bring forward value to Geisinger by building programs that save time, streamline operations and improve processes with a focus specifically on those, and ones that provide a state-of-the-art digital experience. Led by the Vice President for Digital Transformation, the DTO aims to deliver a consumer-first perspective which is focused on making healthcare easier, consumer insights, patient-member engagement, adoption, satisfaction and delivering a market-leading consumer experience.
The DTO has oversight in the following areas:
- Defining enterprise-wide digital strategy
- Maintaining an inventory of, and aligning digital initiatives and efforts, including vendor relationships and internally developed applications
- Coordinating activities and resources to promote efficiency and prevent duplication across the enterprise
- Ensuring that digital technologies are developed and deployed in a patient-family centered and responsible manner
- Tracking and communicating the digital strategy progress
- Responsible for understanding and the dissemination of trends in the digital landscape
The office promotes and stimulates cross discipline collaboration to enable the continual development and seamless implementation of exceptional digital products and solutions, targeting top organizational problems and aligning with the Geisinger key strategic initiatives. We also serve as a community of practice that works collaboratively with clinical, IT, innovation, research and operational leaders to spur the growth of innovative digital collaborations, drawing agile, and human-centered, cross-functional approaches.
- Rebecca A. Stametz, DEd, MPH, Vice President, Digital Transformation
- Jon Billet, Senior Director, Digital Transformation IT Architecture
- Ryan Van Loan, Director for Product Management
The DTO reports to the Chief Innovation Officer through the Steele Institute for Health Innovation. A steering committee is coordinated as a management committee to keep leadership informed on activities and progress. The steering committee is composed of representatives from executive leadership, clinical leadership, research, legal, operations, quality, innovations, finance, data management and analytics, information technology and the health plan.
The DTO governs the digital initiatives that are approved by the Geisinger Board of Directors. The scope of activities governed by the Office include internally developed and commercially procured digital technology used in clinical, health plan, and operational settings. Through collaborative engagement the DTO will have insight into legacy systems, CRM efforts, IT, and other innovation and research portfolios. Such insight will aid in a streamlined and fully informed decision-making.
The DTO’s main objective is that of the consumer experience (member-patient).
Population Health Technologies Lab
Learning Healthcare System Technologies Lab
Patient and Family Engagement Lab
Healthcare Re-Engineering Laboratory
Anticipatory Management Program: Providing a 360-degree view of gaps in care
Our Anticipatory Management Program (AMP) is a redesigned model of care at Geisinger that assists our care teams in care delivery by providing a 360-degree, patient-centric view of relevant gaps in care in an actionable, concise, and interactive format, embedded directly in the care team’s workflow within the electronic health record (EHR).
MedTrue: Putting patients and providers on the same page with medications
Family Caregiver Application: Improving patient communication and care coordination
PainWatch: Helping patients understand and manage pain
EDGE: Reinventing respiratory disease management
OpenNotes: Giving patients a more active role in their health care
Forecasting high census and bed demand days in advance
Pacer: Patient Centric Electronic Redesign
PACER, which was developed in house at Geisinger, has been used in routine care delivery throughout Geisinger Rheumatology since 2009. It has facilitated the development of a world class outcomes database, with over 100,000 measures of disease activity and functional status. The effectiveness of PACER has allowed the Rheumatology Department to achieve best in class in quality measures and resulted in substantial reduction in costs.