--- url: "https://www.skedulo.com/learn/future-healthcare/" type: "page" title: "The Future of Healthcare & Mobile Healthcare Technology | Skedulo" description: "An expert guide on the future of mobile healthcare technology covering digital transformation, distributed care, and more." --- # Healthcare technology and the future of care delivery _Healthcare_ What digital care models mean for workforce planning, patient access and the systems supporting healthcare teams. [Talk to an Expert](https://www.skedulo.com/book-a-demo/) - **75%** — of executives surveyed reported insufficient digital planning or resources (McKinsey, 2023 survey) - **42%** — of surveyed clinicians were considering leaving healthcare (GE HealthCare, 2023) - **$36.7B** — ten-year public health data investment proposed by HIMSS in 2022 ## Technology and the organization of care Healthcare teams are using digital tools to support appointments, clinical information, remote interactions and workforce coordination. The practical question is how each tool fits the care model and the people using it. This guide examines those operating requirements, with a focus on care delivered across homes, clinics and community settings. Clinical technology needs its own evidence and governance; workforce software supports the planning and coordination around care. > "The healthcare organizations that will lead over the next decade are not the ones with the biggest facilities or the longest histories — they are the ones that invest today in flexible, interoperable, data-driven operations. Technology is the lever; workforce is the fulcrum." > > — Evan Hollonds — Head of Platform, Skedulo ## 1. Digital change in healthcare Digital change can involve patient access, clinical systems or the way an organization runs its services. Each initiative needs a defined problem, an accountable owner and a way to assess the result. Replacing a paper form or connecting two systems changes the workflow as well as the technology. Include the people doing the work in design and testing, and establish who maintains the process after launch. ### Where technology can be applied It is useful to distinguish three areas, while recognizing that they overlap: - **Clinical care:** telehealth, remote monitoring and other clinical tools, evaluated for their intended use and evidence. - **Operations:** workforce planning, scheduling, travel, work records and communication across care teams. - **Patient access:** booking, registration, appointment information and follow-up, with accessible alternatives for people who cannot use digital channels. ### Investment and implementation In McKinsey's 2023 survey of 200 health-system executives, **nearly 90% rated digital and AI change a high or top priority**, while **75% reported insufficient planning or resources**. Separately, HIMSS proposed **$36.7 billion** over ten years in its 2022 assessment of US public health data infrastructure. These are dated research findings, not current measures of every provider. **Skedulo's role:**support scheduling, mobile work and the operational records around care delivery. Our Pulse Platform can extend those records and workflows while connecting the clinical and business systems a provider uses. ## 2. Patient access and participation Patients need understandable information and a practical way to communicate with their care team. Digital access should reflect their preferences, accessibility needs and the support available to them. ### Areas to consider - **Access to information:** Provide appropriate access to records, appointment information and approved resources through the relevant patient systems. - **Communication:** Make it clear how patients can ask questions, what response to expect and which channels must not be used for emergencies. - **Remote interactions:** Evaluate remote monitoring or virtual visits for the intended patient group and clinical purpose, including the response to missing data or a failed connection. - **Participation in care:** Support discussions with the care team and access to agreed instructions. Technology should not substitute for clinical explanation or informed decisions. - **Appointment access:** Offer booking and registration options that fit the service, with alternatives for patients who need assistance. > "The providers who will win on patient experience in the next five years are not those building the flashiest apps — they are the ones making the boring parts frictionless: scheduling, reminders, billing, and follow-up." > > — Evan Hollonds — Head of Platform, Skedulo ## 3. Connecting health and operational data Clinical, practice-management and workforce systems hold different parts of the service record. Identify what each team needs to read or update and how that information can be shared appropriately. ### Usability matters The Milbank Memorial Fund's 2024 primary-care scorecard reported that **more than 40% of family physicians gave unfavorable EHR usability ratings**, and more than a quarter reported overall dissatisfaction. The findings concern family physicians and should not be generalized to every healthcare role. ### Integration requirements to evaluate - Relevant information available across the participating care settings - Access to existing results and history where authorized and clinically appropriate - Supported interfaces for additional applications, with clear data ownership - Update timing and a defined response to unavailable or incomplete records - Data definitions and permissions suitable for agreed service or population analysis ## 4. Analytics for operational decisions Start with the decision an analysis should support. Scheduling records may explain travel or capacity; clinical outcomes require appropriate clinical data and interpretation. Combining them needs consistent definitions and access controls. ### Types of analysis 1. **Descriptive analytics** — Summarize recorded activity, such as scheduled and completed visits. 2. **Diagnostic analytics** — Investigate differences, such as recurring delays by work type or region. 3. **Predictive analytics** — Estimate future demand or other defined outcomes using a model tested for that purpose. 4. **Prescriptive analytics** — Compare possible responses against the agreed requirements and objectives. 5. **Discovery analytics** — Explore patterns that warrant further investigation, without treating an association as a clinical conclusion. [Skedulo Case Study: BB Imaging](https://www.youtube-nocookie.com/embed/aO0rftEuW_E) ### Related guides - [Skedulo Analytics and Reporting](https://www.skedulo.com/product/analytics/) - [Healthcare KPIs and Workforce Performance](https://www.skedulo.com/blog/complete-guide-to-utilization-management-in-healthcare/) - [Mastermind scheduling optimization](https://www.skedulo.com/product/skedulo-intelligence/) - [Trends in the Shifting Point of Care](https://www.skedulo.com/resources/trends-in-the-shifting-point-of-care/) ## 5. Care across homes and community settings [Distributed care](https://www.skedulo.com/learn/managing-healthcare-slas/) describes services delivered across homes, local clinics, community facilities and other settings. The care model determines which patients and services are suitable, along with staffing, equipment and escalation requirements. ### What providers need to plan - The staff, equipment and support available in each setting - Which interactions are suitable for remote delivery and which require attendance - The evidence and operational support needed for monitoring technologies - The program approvals, funding arrangements and requirements that apply - Patient suitability, preferences, accessibility and caregiver support where relevant > "Distributed care is where the operational complexity of healthcare truly reveals itself. You are no longer managing a building — you are managing a dynamic network of mobile workers, each carrying the entire care relationship in their hands." > > — Evan Hollonds — Head of Platform, Skedulo ## 6. Hospital-at-home programs Hospital-at-home programs deliver inpatient-level care to eligible patients at home under a defined clinical service model. In the US, CMS's Acute Hospital Care at Home initiative applies to participating hospitals and has been extended through September 30, 2030. Providers must assess the current program and local requirements. ### Operational considerations - Clinically appropriate monitoring and reliable communication arrangements - Clinical oversight, response and escalation defined by the care model - Qualified staff, equipment and supplies available for the required visits - Scheduling and dispatch processes for planned and unplanned attendance - Transfer and emergency procedures established by the responsible clinical team ### Related guides - [Skedulo for Home Care Operations](https://www.skedulo.com/industries/healthcare-human-services/home-community-care/) - [Scheduling Software for Mobile Health](https://www.skedulo.com/industries/healthcare-human-services/home-community-care/) ## 7. Individual care requirements Care planning takes account of a person's needs and circumstances. Operational systems can represent relevant visit requirements, accessibility needs, preferences and continuity arrangements. Diagnosis and treatment decisions belong to the qualified clinical team, using the appropriate evidence. > "The convergence of personalized care and precision diagnostics is the most exciting development in healthcare in my career. We are moving from treating diseases to treating people — and the technology to make that operational at scale is finally within reach." > > — Evan Hollonds — Head of Platform, Skedulo ## 8. Workforce capacity and experience GE HealthCare's 2023 study surveyed 2,000 clinicians across eight countries and found **42% were considering leaving healthcare**. This is a historical survey finding, not a current departure rate. Workforce planning should also examine local vacancies, workload and staff feedback. - **42%** - of surveyed clinicians considered leaving healthcare (GE HealthCare, 2023). - **2,000** - clinicians participated in GE HealthCare's 2023 study. - **40%+** - of family physicians reported unfavorable EHR usability (Milbank 2024 scorecard). ### Technology requirements to discuss with staff - Schedules that account for availability, working arrangements and relevant preferences - Messaging and notifications appropriate to urgency and clinical escalation processes - Authorized visit information that is practical to access on mobile - Less duplicate entry and clear ownership of required documentation ## 9. Funding and service requirements Payment arrangements differ across countries, payers and care models. Some link payment to measures of quality or outcomes as well as activity. Confirm the actual terms, documentation and reporting requirements before designing the operational workflow. ### Services with different funding considerations - **Digital therapeutics (DTx):** Confirm the product's intended use, clinical evidence, regulatory status and coverage rather than assuming software-based treatment is reimbursed. - **Group medical visits:** Review the clinical model, patient suitability, privacy and billing requirements for the proposed service. - **Wellness and prevention programs:** Establish the service scope, evidence and funding arrangements; downstream savings are not automatic. - **Mobile and community-based care:** Confirm eligibility, visit records and payment terms for the specific home or community service. ## 10. Evaluating healthcare technology These categories cover different uses and risks. They are not a list of Skedulo features or a recommendation that every provider adopt them. | Technology | Summary | | --- | --- | | Artificial Intelligence | Separate operational assistance from clinical uses. Test the intended task, evidence, data quality, permissions and human oversight. | | Remote Patient Monitoring (RPM) | Assess the patient group, device, measurements and clinical response process. Missing or abnormal data needs an agreed handling procedure. | | Telehealth & Virtual Care | Evaluate suitability, access, privacy and the fallback when a connection fails. Some care still requires attendance. | | Digital Therapeutics (DTx) | Assess each product's intended use, clinical evidence, regulatory status and place in the care plan. | | Extended Reality (XR) | Evaluate the specific training or clinical application, including evidence, equipment and safety requirements. | | In Silico Methods | Computer simulation can support research and development. Its validity depends on the model, data and intended use; it does not by itself establish a clinical result. | > "The right approach is a staged pilot methodology — small, measured, with clear success criteria before scaling." > > — Evan Hollonds — Head of Platform, Skedulo ## 11. Planning a technology change Select a specific service problem, involve the clinical and operational owners, and define how the result will be assessed. Test the workflow with staff and patients where appropriate, including access, connectivity and exceptions. Budget for training, integration and ongoing support as well as the software. ### Related guides - [What is Mobile Workforce Management?](https://www.skedulo.com/learn/mwm-overview/) - [Skedulo Analytics Platform](https://www.skedulo.com/product/analytics/) - [MWM Best Practices](https://www.skedulo.com/learn/mwm-best-practices/) - [Messaging for Healthcare Teams](https://www.skedulo.com/product/messaging/) - [Skedulo products](https://www.skedulo.com/platform/) - [Request a Skedulo Demo](https://www.skedulo.com/book-a-demo/) ## 12. Frequently asked questions The following questions focus on operational technology. Clinical, privacy and funding requirements need review by the appropriate specialists. ### What does digital transformation mean for a small or mid-sized healthcare provider? Start with a specific problem, such as duplicate appointment entry, unclear availability or missing visit records. Map the current process and assess the change with the people using it. The best starting point depends on the provider's needs, systems and resources. ### What is the right approach to AI adoption in healthcare operations? Define the task, data and action authority before selecting a tool. Pilot it against agreed measures, test exceptions and decide who reviews the output. Keep clinical use separate from operational assistance and apply the appropriate governance to each. ### How can healthcare organizations improve nurse and clinician retention through technology? Use staff feedback to identify problems that technology can address, such as duplicate documentation or unrealistic travel. Measure the effect on the work and on staff experience. Retention depends on many factors, so avoid attributing it to scheduling software alone. ### What should healthcare leaders look for in a workforce scheduling platform? Test qualifications, availability, continuity, travel and the provider's working rules using representative visits. Include mobile access, offline behavior, integrations, permissions and reporting. Confirm that clinical decisions and escalation remain with the responsible teams. ### What are the most important KPIs for measuring healthcare workforce performance? Useful operational measures can include completed visits, arrival timing, travel, capacity, cancellations and worker or patient feedback. Define each measure and its limitations. Productivity measures should not be used as a substitute for clinical quality or safety. _Healthcare Demo_ ## See Skedulo in action for your care team Explore scheduling and mobile workflows for care delivered across locations. [Talk to an Expert](https://www.skedulo.com/book-a-demo/) ## Explore the operations behind care delivery See how Skedulo supports scheduling, mobile teams and connected operational records for healthcare providers. [Talk to an Expert](https://www.skedulo.com/book-a-demo/) [Read shifting point of care report](https://www.skedulo.com/resources/trends-in-the-shifting-point-of-care/)