Stanford Health Care received multiple requests from vendors and clinicians to integrate remote patient monitoring (RPM). Rather than agree to these one-off requests, the team took a step back to determine the best approach to a centralized RPM structure that would minimize risks. Leaders wanted to limit the chance for error and maximize potential success before introducing an enterprise-wide RPM strategy. Through various pilots, the Stanford Health Care team tried new processes and learned valuable lessons that ultimately helped them create a better program.

To avoid the trap of perpetual pilot mode, Stanford Health Care leaders set defined end dates for their initiatives. Stanford Health Care operated three 6-month pilots in hypertension, oncology, and orthopedics. Both oncology and orthopedics utilized patient-reported outcomes while the hypertension pilot used biometric monitoring. The team chose these service lines because of their high cost and readmissions. Additionally, providers in these specialty areas wanted prebuilt pathways and partners who had experience in monitoring these clinical conditions remotely.

Stanford Health Care built business cases around specific patients where they need to drive clinical quality improvement. We sat down with Shiva Modarresi and Leah Rosengaus to learn more about their RPM strategy.