DIGITAL TRANSFORMATION
AND E-HEALTH

Digitization of the healthcare sector has gained considerable momentum since 2020, driven by key innovations and regulatory imperatives. The emergence of the Agence du Numérique en Santé (ANS), the launch of MonEspaceSanté, the standardization of interoperability standards, and the cyber-attacks suffered by certain establishments, have put digital transformation back at the heart of decision-makers' priorities. Against this backdrop,interest in e-health has grown, with the aim of improving the traceability, sharing and protection of data in a secure environment, thereby changing the way care is delivered.

 

GovHe's role in this field is tosupport players and decision-makers in defining their digital transformation strategy, and in the evolution of uses and tools. In addition, GovHe's approach places this transformation within an integrated territorial approach, enabling effective coordination between players in the healthcare and medico-social sectors.

mariana beija

Our expert

Mariana BEIJA

mariana.beija@govhe.com

06 02 71 49 04

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OUR TYPES OF INTERVENTIONS

Strategic support in e-health

With its in-depth knowledge of the healthcare sector and its challenges, GovHe can help you with your digitalization projects.

We support you in :

  • Assessing e-health opportunities 
  • Gathering and analyzing functional requirements 
  • Acculturating players to digital transformation 
  • Market studies specific to e-health.

Management of e-health projects

Whether the scope is confined to a specific theme or the project is broader, we provide a range of activities for e-health projects: 

  • Design and implementation of project governance 
  • The implementation of shared steering and monitoring tools 
  • Coordination of the players involved (publishers, developers) 
  • Managing alerts and project risks 
  • Designing and managing change management plans.

Territorial master plan for digital health

GovHe can help you draw up a territorial master plan for healthcare, a strategic tool for defining a shared vision of digital healthcare in a given region.

To achieve this, GovHe mobilizes collaborative approaches to gather and analyze your needs, draw up the transformation trajectory and put in place the conditions for success.

We can help you to :

  • Collect and analyze information system requirements
  • Design the vision of the target information system and the transformation trajectory
  • Define and implement the conditions for success (organization, governance, financing)
  • Promote inter-plant cooperation through collaborative approaches.

OUR BEAUTIFUL STORIES

Evaluation of birth centers

Although birth centers first appeared on the French public agenda in 1998, the law authorizing their wider deployment was not passed until 2013.

Following decrees setting out the terms and conditions of this experiment, led by the Ministry, in 2015, the first sites were able to open in 2016 and 8 Maisons de Naissance are being developed as part of this experiment until 2020.

Organizational audit of ambulatory geriatrics

The shortage of geriatricians at a GHT level has led to thegradual closure of several ambulatory activities at the support establishment.

Unclear medical management led to contradictory decision-making at different levels and confusion about the medical strategy to be pursued. 

OUR BEAUTIFUL STORIES

Evaluation of the birth center system

Although birth centers appeared in the French public debate for the first time in 1998, the law authorizing the experimentation of their deployment on a larger scale was only voted in 2013. After decrees setting the terms of this experimentation, conducted by the Ministry, in 2015, the first sites were able to open in 2016 and 8 Birth Houses are developed under this experimentation until 2020.

As part of the expiry of the experiment, we were asked to carry out the medico-economic evaluation of this system.

Our team's challenge has been:

This evaluation allowed the system to be made permanent.

Organizational audit of ambulatory geriatrics

The shortage of geriatric physicians at the level of a GHT led to the gradual cessation of several ambulatory activities in the support establishment. Unclear medical management led to contradictory decision-making at different levels and confusion about the medical strategy to be followed. 

A flash audit of ambulatory geriatrics and its medical governance at the GHT level was a preliminary step to the new definition of the shared medical project of the geriatric network. 

The challenge for our team was: 

This audit enabled the establishment to take decisions to clarify the medical governance of the territorial network and prioritize the actions to be taken. 

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Our partners

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DALBERG
ARGO

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