Developing a Game-Changing TeleHealth Strategy for
Success
April 14, 2015
Jay Backstrom & Jeff Jones
DISCLAIMER: The views and opinions expressed in this presentation are those of the author and do not necessarily represent official policy or position of HIMSS.
Speaker Introductions
• Jay Backstrom is a Partner at Subsidium Healthcare, who leads the
TeleHealth Center of Excellence. He is a healthcare IT consulting executive
with over 22 years of focused experience exclusively in the healthcare
industry. Jay has extensive experience in helping clients across the country
with developing strategically-focused TeleHealth programs.
• Jeff Jones is a Senior Manager at Subsidium Healthcare and is focused in
innovative TeleHealth, Connected Care and enterprise medical imaging
solutions for health delivery organizations. Jeff has consulted with
numerous organizations over 17 years to identify, plan, deploy and optimize
TeleHealth and imaging services to improve clinical care quality and identify
new delivery and revenue opportunities.
1 © HIMSS 2015
Conflict of Interest
Jay Backstrom, has no real or apparent conflicts of interest to report.
Jeff Jones, MS, has no real or apparent conflicts of interest to report.
© HIMSS 2015
2
Learning Objectives
1. Provide key TeleHealth trends and considerations for health delivery
organizations.
2. Identify TeleHealth service opportunities and keys to integrating the services
into the health delivery services strategy.
3. Define exercises and sample criteria for identifying, assessing, and
prioritizing the most impactful TeleHealth service opportunities.
4. Compare examples, business models and financial considerations to justify
high-priority TeleHealth service opportunities.
5. Identify key factors, lessons learned and core requirements for TeleHealth
service success.
3 © HIMSS 2015
Benefits of TeleHealth
Satisfaction (S) – Improved ability to provide care in population health and risk-
based models, strengthen competitive position, develop alternative revenue
streams and more effective patient engagement
Treatment / Clinical (T) – Improved patient access to care, improved care
quality, proactive care management and reduced readmissions
Electronic Information / Data (E) – Improved quality measures reporting and
increased use of evidence-based guidelines
Prevention & Patient Education (P) – Avoid hospitalizations and unnecessary
care, improved disease management and improved patient care plan education
Savings (S) – Improved patient care management and care delivery efficiency,
increased care volume, reduced length of stay (LOS), reduced travel and
transports and more efficient care delivery
http://www.himss.org/ValueSuite
4 © HIMSS 2015
Table of Contents
1. What is TeleHealth and Popular TeleHealth Uses
2. TeleHealth Market Direction
3. TeleHealth Strategy Development for Game Changing
Opportunities
4. TeleHealth Services Business Plan Components
5. TeleHealth Considerations
6. Questions
5 © HIMSS 2015
What is TeleHealth?
TeleHealth:
• Provides patient care and consultation services over distance that uses a video conferencing technology platform that links patients having specific needs with top physicians / specialists at different locations
• Helps reduce costs by advancing preventative care models associated with post-acute care, chronic condition management, population health management, and patient centered medical home
• Can be used strategically to target higher reimbursement patient areas, shift referral patterns, improve access to care
• Integrates patient data throughout the care continuum rather than creating a separate data silo
• Ensures the patient’s care needs are the focus rather than the technology or delivery mechanism
TeleHealth is Not:
• A single sub-specialty application
• A telephone conversation or fax transmission
• An e-mail or text message
6 © HIMSS 2015
TeleHealth Use Types
Synchronous
• Live, bi-directional interaction between a patient and care provider
• e.g., video conferencing, patient or provider consultation, health exam, health education & training
Store-and-forward
• Transmission of information to be reviewed / consumed at a later time
• e.g., clinical results, images, education & training, patient portals
Remote Monitoring
• Medical data collected from patient in a remote location and consumed by a provider in another location for care and care support
• e.g., biometric data collection for chronically ill patients
Mobile Health / Wearables
• Care supported by mobile devices that promote healthy behaviors, alerts, reminders and care management
• e.g., weight loss, diet, exercise, vital signs monitoring, behavior health assistance, patient engagement
7 © HIMSS 2015
Sample TeleHealth Services
• Burn
• Cardiology
• Chronic Care Management /
Remote Monitoring
• Specialty Consultations
• Dermatology
• eICU
• Education / Grand Rounds
• Emergency Services / Trauma
• Fetal Monitoring
• Home Health / Long Term Care
• Hospitalist Care
• Infectious Disease
• Medication Adherence
• Nephrology
• Neurology / Stroke Care
• Obstetrics and Gynecology
• Oncology
• Orthopedics
• Pain Management
• Pathology
• Pediatrics
• Pharmacy
• Primary / Urgent
Care
• Psychiatry
• Radiology
• Rheumatology
• Screening Services
• Urology
There are >100 clinical service lines using TeleHealth. The following is a list of some of the more
popular TeleHealth services at health organizations today.
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The TeleHealth Market is Growing!
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Example TeleHealth Growth Area Sample Outcomes
Market Outlook for TeleHealth Robust market growth predictions
in the U.S. and Internationally
States with Parity Laws for TeleHealth 23 states and Washington, D.C.
have parity laws; more states are
expected this year
States Supporting the FSMB Interstate
Medical Licensure Compact
6 states have enacted and 11 have
introduced compact legislation;
more states are expected to enact
this year
Reimbursement for TeleHealth Improving, but much more needs
to be done
Employer Support for TeleHealth Increased TeleHealth offerings in
employer health plans
Consumer Support for TeleHealth Strong and increasing
Venture Capital TeleHealth Investment 2014 was a record year; 2015 is
expected to be robust
TeleHealth Market Drivers
• Key drivers for use of TeleHealth include:
– Economic incentives that focus on population health management and value-based
payment models, including:
• Margin pressures on clinical services
• Driving new revenue by expanding beyond traditional geographic boundaries
• Avoiding readmission penalties;
– TeleHealth directly impacts the Triple Aim of improving the patient care experience,
reducing care cost, and improving the health of a population;
– Doctor and nurse shortages are expected, and will be greater in rural areas;
– Shifting patient volume from inpatient to more outpatient care;
– Increased availability of affordable technology (e.g., wearables and smart devices),
high-speed bandwidth, and services to engage patients;
– Changing consumer expectations for more convenient and accessible care; and
– Non-traditional health providers are entering the market and disrupting care delivery
models and care cost structures.
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National TeleHealth Service
Providers
TeleHealth: Game-Changer or Threat?
TeleHealth can be a “game-changer” that has low geographical barriers and numerous possibilities. However:
• Health Delivery Organizations (HDOs) have a small window of opportunity for an “early mover
advantage” in their region
• New types of regional and national competition are now a greater threat
• There are minimal barriers to entry in the market
A sample of organization types capitalizing on U.S. market expansion opportunities and potential
competitors are:
Regional Providers Expanding
Services
11
• National Retailers
• Cable Companies
• Pharmacies
• ‘Disruptive’ TeleHealth
Companies
• ‘Innovative’ Physician Practices
• Academic Medical Centers
• ‘Marquee’ Providers
• Integrated Delivery Networks
• Community Health Systems
• Local Physician Practices
© HIMSS 2015
TeleHealth Stages of Maturity
Stage 1 Single Service Focused
Stage 2 Multi-Service Focused
Stage 3 Program Focused
Stage 4 Market & Care Delivery
Focused
Stage 5 Consumer Focused
• Single service deployed
to address a need
• Siloed clinical care
delivery model
• Limited clinical and
business benefits
• No org structure or
governance;
departmental
sponsorship
• Multiple independent
clinical services to
primarily extend care.
• Siloed clinical delivery
care model
• Some tangible business
benefits
• No org structure.
Limited governance.
Departmental
sponsorship
• Multiple services
aligned with top
specialty areas focused
on local market
• Services have limited
integration with the
existing care delivery
models
• Program has
measurable value and
provides local market
differentiation
• Central org structure,
services-driven
governance and
executive sponsorship
• Market-driven, balanced
portfolio of services
extend beyond local /
regional markets
• Services are integrated
within care delivery
models
• Self-sustaining as a
business with metrics-
driven clinical outcomes
and financial results
• Central organizational
structure, enterprise-
level governance and
sponsorship
• Broad and flexible menu
of services to address
needs within/outside U.S.
borders
• Expands beyond provider
markets directly to
consumers
• Services can be
integrated within any
clinical delivery model
• Services are productized
to be packaged and sold
to any health organization
or consumer
• Opportunities to sell data
or packaged services to
other markets
TeleHealth Stages of Maturity
Market Focus Over Past 10–15 Years Target for Leading Health Providers Current Market Focus
12 © HIMSS 2015
Developing a Game-Changing TeleHealth Strategy
• Project Kick Off
• Key Stakeholder
Interviews
• Site Visits
• Historical Reporting /
Data Collection for
Needs Analysis
• Assess and Analyze
Clinical Service
Lines
• Identify TeleHealth
(TH) Opportunities
• Score & Prioritize
Top TH Services
• Develop Clinical Use
Cases and Value
Analysis
• HDO TH Success
Stories
• Validate Top TH
Services
• Develop Market
Opportunity
Analysis:
o Operating Model
o Clinical Model
o Technical Model
• ROI Financial
Model
• Org / Governance
Model
• Roadmap
• Develop
Recommendations
• Review Draft
Business Plan with
Project Sponsor(s)
• Finalize Business
Plan
• Present TH
Business Plan to
Executive(s) for
Approval & Funding
Identify Evaluate Quantify Define Approve
Interview &
Needs
Analysis
Determine
Services
Opportunities
TeleHealth
Program
Development
Finalize
TeleHealth
Plan
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Sample TeleHealth Stakeholder Interview List
• Chief Executive Officer
• Chief Information Officer
• Chief Medical Officer
• Chief Medical Information
Officer
• Chief Nursing Officer
• Chief Operating Officer
• Chief Patient Experience Officer
• Chief Strategy and Business
Development
• Chief Technology Officer
• Chief Quality Officer
• Ambulatory Services Leader
• Managed Care Services Leader
• Director, Clinical Research
• Director, Emergency Department
• Director, Trauma Program
• Director, Transplant Services
• Cardiologist
• Neurologist
• Oncologist
• Physician Medical Group
• Primary Care Physician(s)
14 © HIMSS 2015
Sample TeleHealth Service Evaluation Criteria
– Business
• Size of Market Opportunity
• Competitive Differentiation
• Market Expansion Opportunity
• Access to New Markets
• Increase Patient Satisfaction
• Supports Organizational Strategic Priorities
• Opportunity for Reimbursement / Revenue
• Area of Competitive Pressure
• Opportunity to Expand Referral Network &
Footprint
• Enhance Brand & Market Perception
– Clinical
• Clinical Care Quality Improvement Opportunity
• Care Outcome Improvement Opportunity
• Care Access Improvement Opportunity
• Improves Communication with Patients /
Family
• Supports Care Standardization
– Operational
• Cost Savings / Efficiency
Opportunities
• Care Delivery Optimization
Opportunity
• Decrease Care Cycle Time
• Regulatory Impacts
• Improve Physician Recruitment
• Addresses Physician Shortages
• Area Where There is a Physician
Champion / Executive Support
– Technical • TeleHealth Technology Maturity
• Patient Ease of Use
• Integration with the EMR
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Standard Scoring Business Sensitivity Operational Sensitivity Clinical Sensitivity
Scoring CriteriaTotal
ScoreRank Scoring Criteria
Total
ScoreRank Scoring Criteria
Total
ScoreRank Scoring Criteria
Total
ScoreRank
Weighting 25 Weighting 34 Weighting 32 Weighting 31
Orthopedics 192 1 Orthopedics 264 1 Orthopedics 243 T2 Orthopedics 239 1
Burn & Skin Care 190 2 Burn & Skin Care 258 2 Burn & Skin Care 243 T2 Burn & Skin Care 238 2
Hand Care 181 3 O&P 246 3 Hand Care 231 3 Hand Care 229 3
O&P 178 4 Hand Care 245 4 O&P 227 4 O&P 222 T5
Lip and Palate 176 5 Spine and Musculoskeletal 241 5 Lip and Palate 226 5 Physical Therapy 222 T5
Spine and Musculoskeletal 175 6 Lip and Palate 240 6 Physical Therapy 224 6 Spine and Musculoskeletal 219 6
Physical Therapy 174 7 Physical Therapy 231 T8 Spine and Musculoskeletal 221 7 Lip and Palate 217 7
Clinical Training 172 8 Clinical Training 2331 T8 Clinical Training 220 8 Clinical Training 215 8
Patient Education 161 9 Patient Education 213 9 Patient Education 202 9 Patient Education 204 9
Remote Monitoring 153 10 Remote Monitoring 203 10 Remote Monitoring 190 10 Remote Monitoring 200 10
Radiology 139 11 Radiology 187 11 eICU 179 11 Radiology 175 11
eICU 134 12 eICU 166 12 Radiology 168 12 eICU 172 12
Grand Rounds 123 13 Grand Rounds 162 13 Grand Rounds 151 13 Grand Rounds 156 13
Teaching 112 14 Teaching 152 14 Teaching 138 14 Teaching 133 14
Research 105 15 Research 148 15 Research 129 15 Research 120 15
Long Term Care Mgt. 97 16 Long Term Care Mgt. 123 16 Long Term Care Mgt. 119 16 Long Term Care Mgt. 131 16
Administrative Uses 89 17 Administrative Uses 110 17 Administrative Uses 110 17 Administrative Uses 114 17
Scoring Service Opportunities with Sensitivity Analysis
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TeleHealth Service Prioritization
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Scoring CriteriaTotal
ScoreRank
Primary Care 267 1
Geriatric Care 227 3
Transplant (Follow Up) 204 T6
Clinical Trials (Outreach & Follow Up) 202 8
Specialty Consults 199 9
Cardiology 183 10
Trauma Services / Emergency Care 179 12
OB / Neonatal 177 13
Oncology 175 14
eICU 174 15
Orthopedics 168 T17
Pediatric Surgery 168 T17
Wound Care 163 T22
Pediatrics 163 T22
TeleStroke / Neuro 160 T24
Burn Care 151 25
Dermatology 150 26
Plastic Surgery 146 28
Hand Surgery 144 29
Psychiatry / Mental Health 115 31
Chronic Care 237 2
Medication Management 220 4
Remote Monitoring 204 T6
Post-Acute Care Transition 203 7
Home Health 182 11
Nursing Home Support 166 19
Automate the PCMH 147 27
Screening Services 135 30
Patient Education 167 18
Clinical Training 165 20
Grand Rounds 160 T24
Spe
cial
ty C
are
He
alth
Man
age
me
nt
Edu
cati
on
© HIMSS 2015
TeleHealth Financials
• Revenue and Cost Savings
– Improved Clinical care quality
– Improved productivity and efficiency
• Reduced LOS
– TeleHealth Reimbursement
– Reduced Readmissions
– Reduced / Avoided Financial Penalties
– Increased Referrals
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• Opportunities:
– Increased Patient Population /
Market Share Served
– Improved Referrals
– Avoid care costs / proactive care
management
– Population Health Management
– Grants
• Costs
– Technology
– Integration
– Infrastructure Expansion
– Room Redesign / Build out
– Building & Deployment
– Training
• Ongoing Expenses
– TeleHealth Clinical Resources
– TeleHealth Support Team
– Annual Vendor Maintenance &
Support
– Costs Associated with Increased
Scale
© HIMSS 2015
Sample ROI and Benefits & Costs Summary
19 © HIMSS 2015
Client ABC TeleHealth ROI Summary Pilot 2016 2017 2018 2019 2020 Total
TeleHealth Service 1 (932,210)$ (1,261,241)$ (182,396)$ 405,344$ 1,451,656$ 2,756,032$ 2,237,185$
TeleHealth Service 2 (1,656,871)$ (2,799,688)$ (1,343,534)$ 1,954,254$ 3,817,905$ 5,347,254$ 5,319,320$
TeleHealth Service 3 (631,802)$ (389,298)$ (1,499)$ (54,983)$ 990,363$ 1,656,436$ 1,569,217$
TeleHealth Service 4 -$ (231,397)$ 269,709$ 624,999$ 1,135,654$ 1,760,927$ 3,559,891$
TeleHealth Service 5 -$ (448,964)$ (40,046)$ (40,000)$ (40,194)$ (39,569)$ (608,772)$
TeleHealth Service 6 -$ (513,548)$ (176,443)$ (341,909)$ (159,121)$ (183,579)$ (1,374,600)$
Total (3,220,884)$ (5,644,135)$ (1,474,210)$ 2,547,705$ 7,196,263$ 11,297,501$ 10,702,240$
ROI Analysis (3,220,884)$ (8,865,019)$ (10,339,229)$ (7,791,524)$ (595,261)$ 10,702,240$
TeleHealth Costs Summary
(Capital & Operational costs)Pilot 2016 2017 2018 2019 2020 Total
TeleHealth Service 1 (1,291,051)$ (2,404,576)$ (4,599,257)$ (6,291,485)$ (9,520,126)$ (13,262,614)$ (37,369,109)$
TeleHealth Service 2 (1,903,815)$ (5,222,087)$ (5,677,971)$ (4,385,771)$ (4,009,327)$ (4,051,130)$ (25,250,101)$
TeleHealth Service 3 (697,623)$ (834,748)$ (644,405)$ (1,988,805)$ (1,903,851)$ (2,432,381)$ (8,501,813)$
TeleHealth Service 4 -$ (736,880)$ (380,059)$ (337,946)$ (381,036)$ (426,695)$ (2,262,616)$
TeleHealth Service 5 -$ (429,000)$ (54,000)$ (44,000)$ (44,000)$ (44,000)$ (615,000)$
TeleHealth Service 6 -$ (586,012)$ (323,358)$ (732,847)$ (740,658)$ (1,067,382)$ (3,450,256)$
Total Costs ($3,892,489) ($10,213,302) ($11,679,051) ($13,780,854) ($16,598,997) ($21,284,202) ($77,448,895)
TeleHealth Benefits Summary
(Revenue & Savings)Pilot 2016 2017 2018 2019 2020 Total
TeleHealth Service 1 358,841$ 1,143,335$ 4,416,861$ 6,696,828$ 10,971,782$ 16,018,646$ 39,606,294$
TeleHealth Service 2 246,944$ 2,422,399$ 4,334,437$ 6,340,025$ 7,827,232$ 9,398,384$ 30,569,421$
TeleHealth Service 3 65,820$ 445,450$ 642,906$ 1,933,823$ 2,894,214$ 4,088,817$ 10,071,030$
TeleHealth Service 4 -$ 505,483$ 649,768$ 962,944$ 1,516,690$ 2,187,622$ 5,822,506$
TeleHealth Service 5 -$ (19,964)$ 13,954$ 4,000$ 3,806$ 4,431$ 6,228$
TeleHealth Service 6 -$ 72,464$ 146,915$ 390,937$ 581,537$ 883,804$ 2,075,656$
Total Benefits $671,605 $4,569,167 $10,204,841 $16,328,559 $23,795,261 $32,581,703 $88,151,135
Sample TeleHealth Financial Summary
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Client ABC
Revenue & Savings 2015 (Pilot) 2016 2017 2018 2019 2020 Totals
Total Revenue & Savings 86,010$ 1,133,422$ 2,230,834$ 4,530,479$ 6,931,439$ 10,395,972$ 25,308,157$
Costs 2015 (Pilot) 2016 2017 2018 2019 2020
Total Home Office TeleHealth Costs 1,708,038$ 4,604,150$ 5,566,688$ 3,186,718$ 3,278,420$ 3,372,872$ 21,716,885$
Total Hospital TeleHealth Costs 184,000$ 1,407,800$ 471,800$ 221,800$ 136,800$ 136,800$ 2,559,000$
Total Costs (Capital & Operational) 1,892,038$ 6,011,950$ 6,038,488$ 3,408,518$ 3,415,220$ 3,509,672$ 24,275,885$
Labor Cost 425,938$ 4,146,250$ 5,336,688$ 3,056,718$ 3,148,420$ 3,242,872$ 19,356,885$
Net Cash Flows (1,806,028)$ (4,878,528)$ (3,807,653)$ 1,121,961$ 3,516,220$ 6,886,300$
Cumulative Cash Flow (1,806,028)$ (6,684,556)$ (10,492,209)$ (9,370,247)$ (5,854,028)$ 1,032,272$
Client ABC Home Office Costs
Client ABC Hospital Costs
Financial Model - TeleHealth Program
Financial Model - TeleHealth Program
© HIMSS 2015
Common TeleHealth Challenges
• Federal and State Regulations:
– State licensure and using telemedicine across state lines
• Reimbursement:
– Medicare
– Medicaid
– Commercial payers
• Physician adoption of TeleHealth
• Standardizing TeleHealth tools, processes and procedures, protocols and
practices
• Ensuring that TeleHealth expands partnerships and opportunities
• Compliance with TeleHealth standards and processes
• Integrating TeleHealth into daily care processes
• Data security and HIPAA compliance
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© HIMSS 2015
State TeleHealth Coverage and Support
22 22
State
(Support of TH)
TH Parity Law
in PlaceWhen?
TeleMental
Coverage
TeleHome
Coverage
Remote
Monitoring
Store &
Forward
State
(Overall Score)
Defined by
State
Informed
Consent Req.
Physician-
Patient
Encounter
Live Video
Reimb
TelePresente
r
Email /
Phone / Fax
Reimb
Cross-State
Licensing
Licensure &
Out of State
Practice
Medicaid
Program
Location
Defined
Online
Prescribing
State
(MD Composite Grade)
Alabama X X Y U Alabama Y Y Y N N Y N Alabama
Alaska X X X X Alaska Y N Y N N N N Alaska
Arizona X 2013 X X U X Arizona Y N Y N Y Y N Arizona
Arkansas X Arkansas Y N Y N N Y N Arkansas
California X 1996 X X California Y Y Y N N Y N California
Colorado X 2001 X X X Colorado N Y Y N N N N Colorado
Connecticut PPB Connecticut N N Y N N N N Connecticut
Delaware X Delaware Y N Y N N Y N Delaware
District of Columbia X 2013 District of Columbia N N N N N N N District of Columbia
Florida PPB Florida Y Y Y N N Y N Florida
Georgia X 2006 X Georgia Y Y Y N N Y N Georgia
Hawaii X 1999 X Hawaii N N N N N N N Hawaii
Idaho X Idaho Y Y Y N N Y N Idaho
Illinois PPB X X Illinois Y N Y N Y Y N Illinois
Indiana X X Indiana N Y Y N N Y N Indiana
Iowa PPB Iowa N N N N N N N Iowa
Kansas X X X Kansas Y Y Y N N N N Kansas
Kentucky X 2000 X X X Kentucky N N N N N N N Kentucky
Louisiana X 1995 X X Louisiana Y N Y N N N Y Louisiana
Maine X 2009 X Maine Y Y Y N N N Y Maine
Maryland X 2012 X Maryland Y Y Y N N Y N Maryland
Massachusetts PPB X X Massachusetts N N N N N N N Massachusetts
Michigan X 2012 X Michigan Y N Y N N Y N Michigan
Minnesota X X X X Minnesota Y N Y Y N Y N Minnesota
Mississippi X 2013 X X X Mississippi N N N N N N Y Mississippi
Missouri X 2013 X Missouri Y Y Y N N Y N Missouri
Montana X 2013 X Montana N N Y N N Y N Montana
Nebraska PPB X Nebraska Y Y Y N N Y N Nebraska
Nevada X Nevada Y N Y N N Y N Nevada
New Hampshire X 2009 New Hampshire N N N N N N N New Hampshire
New Jersey X New Jersey N Y Y N N N Y New Jersey
New Mexico X 2013 X X New Mexico N N N N N N N New Mexico
New York PPB X X X New York Y N Y N N N N New York
North Carolina X North Carolina Y N Y N N Y N North Carolina
North Dakota X North Dakota N N Y N N Y N North Dakota
Ohio PPB Ohio N N Y N N N N Ohio
Oklahoma X 1997 X X Oklahoma Y N Y N N Y N Oklahoma
Oregon X 2009 X Oregon Y N Y Y N N N Oregon
Pennsylvania PPB X X X Pennsylvania Y Y Y N N N N Pennsylvania
Rhode Island PPB Rhode Island N N N N N N N Rhode Island
South Carolina PPB X X X South Carolina Y N Y N N Y N South Carolina
South Dakota X X X South Dakota Y N Y N N N N South Dakota
Tennessee X 2014 Tennessee Y Y Y N N N N Tennessee
Texas X 1997 X X X Texas Y N Y N N Y N Texas
Utah X X Utah Y Y Y N N Y N Utah
Vermont X 2012 X Vermont Y N Y N N Y N Vermont
Virginia X 2010 X Virginia Y N Y N N Y N Virginia
Washington PPB X X X Washington Y N Y N N Y N Washington
West Virginia PPB X West Virginia Y Y Y N N Y N West Virginia
Wisconsin X X Wisconsin Y Y Y N N N N Wisconsin
Wyoming X Wyoming Y Y Y N N Y N Wyoming
Legend
State is NOT supportive of TeleHealth
State is somewhat supportive of TeleHealth
State is mostly supportive of TeleHealth with some
challenges
State supports the use of TeleHealth
Source: American Telemedicine Association
Key TeleHealth Program Needs
• Strategy and plan for the TeleHealth Program
• A clear ‘owner’ of the TeleHealth program and services
• Organizational structure to deploy, operate and support the program
• Defined program implementation plan and dedicated implementation team
• Physician buy-in and adoption
• Defined performance metrics that are proactively tracked and reported
• Technology and process training
• Reliable technology with a knowledgeable support team
• Necessary technical infrastructure and interoperability
• Data security
Critical planning emphasis needs to be on the operational, clinical, and business impacts of TeleHealth. Technology is important, but not the primary driver.
© HIMSS 2015
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Key Areas to Address for Success
• Position TeleHealth as a “game changing” strategic initiative directly aligned
with the organization’s mission, strategy and clinical direction
• Create a ‘balanced’ portfolio of TeleHealth services
• Focus on physician adoption and workflow optimization
• Stratify the patient population and proactively manage the sickest and highest
risk patients with TeleHealth care management models
• Directly integrate TeleHealth services into existing care delivery models
• Create a central TeleHealth organization with enterprise-level governance and
executive sponsorship
• Develop a single, integrated TeleHealth IT platform with standards for clinician
and patient access devices, accessibility methods and usage patterns
24 © HIMSS 2015
Questions?
• Jay Backstrom – Partner, Subsidium Healthcare
• Jeff Jones – Senior Manager, Subsidium Healthcare
25 © HIMSS 2015
