Hi, this is Dick Lanigan from Cerner Corporation. I'm really pleased to be part of the program today, and I’d like to take you through a quick review of who Cerner is and some of the things we've been doing in response to COVID-19.
I have various responsibilities at Cerner, and I also have the pleasure of co-leading the COVID-19 Enterprise Strategy Task Force. This involves many different aspects, but primarily, I will take you through how we have assisted our clients, ensured business resilience to support them, and reimagined the future of healthcare together.
About Cerner
Cerner is a healthcare IT company. For those unfamiliar with us, we have always been 100% focused on healthcare, primarily serving hospital-based and physician-based organizations. While we have relationships with various types of healthcare companies, providers remain our primary focus.
We have around 27,000 to 28,000 associates globally, with a strong presence in the U.S. and Europe, as well as Australia, Canada, the Middle East, and a large development and support team in India. As a global company, we faced rapid changes with the onset of COVID-19, much like many of you have experienced over the past few months.
The COVID-19 Waves
One of the key considerations for us has been understanding what our clients and the broader market are facing. We categorize this into different waves.
Wave 1: The Initial Surge
The first wave represents the initial surge of COVID-19 cases across the United States and the world. While the curve is flattening in some areas, we continue to see a high number of cases, and hospitalizations are rising in certain regions. Though we did not reach the point where hospital beds or ventilators were exhausted, challenges remain, particularly in staffing.
Wave 2: Recurring Outbreaks
As the first wave recedes in some areas, new outbreaks emerge in others. We are now seeing surges moving further south, affecting states like Texas, Arkansas, and Arizona. These recurring spikes create ongoing challenges for healthcare systems.
Wave 3: The Fall Resurgence
We anticipate a potential resurgence of COVID-19 in the fall, possibly resembling seasonal flu patterns. Healthcare organizations must prepare for another wave of cases later in the year.
Wave 4: The Behavioral Health Impact
Beyond the virus itself, the pandemic has had a significant impact on behavioral health. Frontline caregivers, families affected by the virus, and those struggling with prolonged isolation are experiencing psychological distress. Additionally, many routine healthcare services, such as immunizations and chronic care management, were delayed. Addressing these deferred care needs will be crucial moving forward.
Cerner's Three-Phased Approach
We have structured our response in three phases: Respond, Recover, and Reimagine.
Phase 1: Respond
In the immediate response phase, our focus was on quickly supporting clients. This included setting up IT infrastructure for drive-through testing sites, remote patient monitoring, and other emergency measures. Our teams worked tirelessly to ensure seamless service delivery for healthcare organizations.
Phase 2: Recover
As we moved into the recovery phase, financial challenges became apparent. Many healthcare organizations faced massive revenue losses—some ranging from tens to hundreds of millions of dollars. While federal and state stimulus programs have helped, gaps remain in restoring financial stability. Our role has been to assist clients in regaining operational normalcy.
Phase 3: Reimagine
Looking ahead, we must rethink healthcare delivery. Telemedicine, remote work, and new treatment protocols will fundamentally reshape the industry. This phase involves strategic planning to ensure lasting improvements in healthcare infrastructure and service delivery.
Ensuring Business Continuity at Cerner
Internally, Cerner transitioned over 27,000 associates to remote work in a remarkably short time. This effort was led by our CIO, Bill Graff, and his team, who had already been preparing for years with robust business continuity plans.
Our shift to Office 365 and Microsoft Teams last year provided an integrated platform that allowed for an agile transition. Unlike some organizations that faced challenges, we were fortunate to experience minimal disruptions. Additionally, as a critical part of the national healthcare infrastructure, we implemented hyper-oversight measures to ensure system stability and reliability for our clients.
Clinical Impact and Client Support
To effectively support clients, we focused on their immediate clinical needs. This included:
- Activating a learning community for clients
- Developing response guides for setting up new treatment sites (e.g., field hospitals, converted floors, drive-through testing centers)
- Deploying IT infrastructure for rapid expansions
- Providing financial relief by offering many temporary expansion services at no charge
We also launched a COVID-19 Response Center, making resources easily accessible to clients and partners. Content was made publicly available without password restrictions to ensure rapid information sharing.
The Shift to Telemedicine and Virtual Care
During the initial response, telemedicine and virtual care became essential. Innovations included virtual waiting rooms, IV poles with iPads for remote patient monitoring, and the use of video doorbells to minimize in-person contact.
As we transition to recovery, hospitals are balancing efforts to resume elective procedures while maintaining surge capacity. Many clients aim to reach 80% of normal patient volumes while ensuring flexibility for future outbreaks.
Reimagining Healthcare Post-Pandemic
Moving forward, key areas of focus include:
1. Expanding Telehealth
Making telehealth a permanent and sustainable part of healthcare delivery is a priority. This requires policy changes, reimbursement adjustments, and continued innovation.
2. Enhancing Consumer Engagement
Patient expectations have shifted. We need to rethink consumer engagement strategies to better meet patient needs in a digital-first world.
3. Improving Data and Analytics
Reliable data and analytics will be crucial for monitoring outbreaks, tracking patient outcomes, and optimizing healthcare operations.
Informing Leadership and Planning for Recovery
As a task force, we provide insights to senior leadership by analyzing macroeconomic indicators, disease progression, and client data. Understanding the shape of the recovery is critical, as healthcare organizations navigate financial and operational challenges.
Surgeries and inpatient visits are returning, but the pace of recovery remains uncertain. We are closely monitoring trends to support data-driven decision-making.
The Path to a Vaccine and Herd Immunity
We are still far from achieving herd immunity. The most optimistic projections suggest that healthcare workers may receive the first vaccine doses in late 2020, with widespread vaccinations occurring sometime in 2021.
Until then, social distancing, mask-wearing, and contact tracing will remain essential. These efforts require strong information systems support, and Cerner remains committed to enabling healthcare organizations with the necessary tools and insights.
Conclusion
Our journey through COVID-19 has reinforced the importance of agility in healthcare. From emergency response to long-term transformation, we must continue innovating to meet the evolving needs of patients and providers.
Thank you for the opportunity to share our work. I’d be happy to take any questions.