Developing A Virtual Health
Strategy
Allison Heddon Manager, Center for Clinical
Technology, Sg2
2 Confidential and Proprietary © 2015 Sg2
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of market data and information.
Our analytics and expertise help hospitals, health systems, and leading suppliers
understand market dynamics and capitalize on opportunities for growth.
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3 Confidential and Proprietary © 2015 Sg2
Sg2 Defines Virtual Health Very Broadly
Virtual Health Connected care services—including clinician-to-
clinician, provider-to-patient and consumer-driven
interactions— across a spectrum of electronically
enabled consultative, direct patient care, educational
and self-management services; encompasses a
range of different terminologies, including
telemedicine, telehealth, e-health and mobile health
4 Confidential and Proprietary © 2015 Sg2
Breadth of Virtual Health Drives New Value
Opportunities
Virtual consults
Urgent care
Specialty care
Mobile apps
Social media
Geo-tagged devices
Patient web portals
Online support groups
Remote monitoring
Virtual medication
management
Telehealth kiosks
Personal activity
monitors
Patient
scheduling apps
Quality and price
transparency tools
eICU
eED
Prin
ted w
ith p
erm
issio
n
of
Phili
ps H
ealthcare
.
Tele-“specialty”
Virtual conferencing
Clinician to Clinician Provider to Patient Consumer Driven
5 Confidential and Proprietary © 2015 Sg2
The Complex Consumer
Needs include:
Timely assessment
and response
Access to right specialists
Close monitoring
Multidisciplinary support
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Remote Specialist Consults Reduce
Disparities, Expand Reach
MEDICAL UNIVERSITY OF SOUTH CAROLINA
CHARLESTON, SC
Source: Sg2 Interview With Medical University of South Carolina, February 2015.
Reduce
patient time
spent
traveling for
follow-up per site for
computer and
software license
$1,000
to $1,500 virtual consults
360 Saved
53,000 miles of travel
(142 miles per
patient)
Each patient
saves about
2.8 hours
per visit.
7 Confidential and Proprietary © 2015 Sg2
The Chronic Consumer
Needs include:
Coordination across
physicians
Help with multiple
conditions
Support outside traditional
health care settings
Information the patient can
act on to change behavior
8 Confidential and Proprietary © 2015 Sg2
Remote Monitoring Drives
Down Readmissions
LEE MEMORIAL HEALTH SYSTEM, FLORIDA
CHF = congestive heart failure. Source: Sg2 Interview With Lee Memorial Health System, 2014.
$9.1M saved in FY 2013
Program cost
in FY 2013
$388K Readmission rates
for telehealth
patients cut in half
(now 9%–12%)
Control
readmission rates
for patients who
have CHF
9 Confidential and Proprietary © 2015 Sg2
Look Beyond Chronic Patients to
Connect With Their Environment
Smart Home Technologies: Care Innovations™ QuietCare®
Source: CareInnovations. Intel-GE Care Innovations QuietCare Smart Monitoring for Senior Living Communities [video]. YouTube; 2013.
10 Confidential and Proprietary © 2015 Sg2
The Occasional
Consumer
Needs include:
Convenience
Clear, quick information
Systems that know them,
their family, their data
Guidance for relatively
simple conditions
11 Confidential and Proprietary © 2015 Sg2
Virtual Visits Cut Costs, Improve Access to Care
for Low-Acuity Conditions
Source: Yamamoto D. Assessment of the feasibility and cost of replacing in-person care with acute care telehealth services.
Alliance for Connected Care. December 2014.
$136 to $176 Average cost for
in-person consult
1.3 Average number of virtual
health visits/patient/year
PATIENT ISSUES
RESOLVED
DURING INITIAL
VIRTUAL CONSULT
$35 to $50 Average cost of
virtual consult
83% of the time
MOST COMMON
DIAGNOSES FROM
VIRTUAL CONSULT
Sinusitis
Cold/flu/pertussis
Urinary tract infections
12 Confidential and Proprietary © 2015 Sg2
Virtual Urgent Care Improves Patient
Convenience, Grows Primary Care Services
FRANCISCAN HEALTH SYSTEM, TACOMA, WA
Sources: Sg2 Interview With Franciscan Health System, 2013; Sg2 Webinar: Developing Your Virtual Health Strategy,
featuring Franciscan Health System. March 12, 2014 .
Partnered with
telehealth
solutions company
Sequenced
rollout to track
impact, get
internal buy-in
Expand reach
with lower
infrastructure costs
$ Offered 20- to
30-minute
consult for
$35
13 Confidential and Proprietary © 2015 Sg2
Virtual Visits Propel Patients
Toward Consumerism
FRANCISCAN HEALTH SYSTEM, TACOMA, WA
58% would have gone
to an urgent
care center.
21% would have
visited their
PCP.
10% would have
done
nothing.
11% of patients
would have
gone to the ED.
If not for this service…
75%
2,000+ Patients
Served
50,000 Landing Page
Visits
New Patients Who Schedule
a Follow-up Appointment
After a Virtual Consult
Patients Previously
Without a PCP
45%
PCP = primary care physician. Sources: Sg2 Interview With Franciscan Health System, 2013; Sg2 Webinar: Developing Your Virtual Health
Strategy, featuring Franciscan Health System. March 12, 2014.
14 Confidential and Proprietary © 2015 Sg2
Dedicated Virtual Health Departments Are a
Must for Maturing Programs
VIRTUAL HEALTH CENTER, AMC, EAST COAST
20 years of experience,
134 partner sites,
45+ medical specialties
Comprehensive program
with 28 fairly active clinics
AMC = academic medical center; CITO = chief information technology officer; FTE = full-time equivalent. Sources: Sg2 Interview, February 2015; Sg2 Analysis, 2015.
Outcomes
Will have >10,000 encounters
this year
50,000+ encounters to date
Saved 15.7 million miles of
travel
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ORGANIZATIONAL STRATEGY AND INTEGRATION 1. Telehealth Steering Committee
OPERATING UNITS AND DEPARTMENTS
2. Implementation Committee
3. Local Program Teams
TELEHEALTH DIRECTOR (plus program managers and IT)
IT
Marketing
Reimbursement
Legal
Credentialing
Medical Staff
System-Level and Local Teams Interact to
Support Strategy and Operations
Source: Sg2 Interview, February 2015.
16 Confidential and Proprietary © 2015 Sg2
Track Program-Specific Clinical and Process Metrics
Remote Monitoring
Clinical outcomes
Readmission rates
ED and inpatient utilization
In-person home visits
Telespeciality
Response time for consults
Clinical outcomes
Patient throughput
Transfers avoided
Cost per consult
eICU
Length of stay (hospital and ICU)
Mortality (hospital and ICU)
Adherence rates to established
ICU protocols
Patient throughput
Transfers avoided
Virtual Urgent Care
Patient survey data
ED avoidance rates
Time from intake to clinical
assessment
Unique patient counts
Number of new virtual patients
converted to in-person visits or
established relationships with PCPs
17 Confidential and Proprietary © 2015 Sg2
Words of Wisdom From Your Colleagues
Across the Country
“The biggest barrier is we don’t get paid to do the right thing for
the patients—keep them out of the hospital.” —Director, Pediatric Telemedicine Program, AMC, West Coast
“You have to find the right leader, wherever that leader resides,
or the program will never get off the ground.”
—Strategy Market Executive, Health System, East Coast
“It’s not about the technology; it’s about how people
view the world.” —Vice President, Telemedicine, AMC, Midwest
“However long you think it will take to implement the program,
multiply that by 2.” —Department of Surgery, Principal Investigator, Teleconsult Clinic, AMC, East Coast
AMC = academic medical center. Source: Sg2 Interviews, January–March 2015.
18 Confidential and Proprietary © 2015 Sg2
Action Items: Building Your Virtual Health Strategy
Define the value proposition.
Understand current revenue and reimbursement realities.
Broaden view of value.
Assess potential virtual health solutions. Consider the continuum of virtual health technologies.
Target pain points. Prioritize based on recognized gaps.
Put essential infrastructure in place.
Optimize staffing structure and infrastructure needs.
Choose the right platform.
Deploy toward long-term sustainability. Pilot, measure, scale.
Sg2 is the health care industry’s premier provider of market
data and information. Our analytics and expertise help
hospitals and health systems understand market dynamics
and capitalize on opportunities for growth.
Sg2.com 847.779.5300
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