Presentation is loading. Please wait.

Presentation is loading. Please wait.

Oracle Healthcare Consumer Solutions: Provider Retail and Disease Management Mary Kilmer, NA Executive Director, Healthcare IBU April 2009.

Similar presentations


Presentation on theme: "Oracle Healthcare Consumer Solutions: Provider Retail and Disease Management Mary Kilmer, NA Executive Director, Healthcare IBU April 2009."— Presentation transcript:

1 Oracle Healthcare Consumer Solutions: Provider Retail and Disease Management
Mary Kilmer, NA Executive Director, Healthcare IBU April 2009

2 Oracle Healthcare Mission
Leveraging the power and resources of a top 5 global healthcare care company to empower you to deliver: Operational efficiency and game changing productivity Collaboration and communication across the healthcare community Empowered associates Information management and analytics with real-time information that promote improvement in outcomes Reaching beyond the artificial boundaries in promoting wellness and safety Providing a holistic healthcare experience for each patient’s needs and personalizes their care

3 Our Client’s Critical Business Issues
Challenged to improve loyalty and satisfaction with patients, medical staff and employees Inability to develop new sources of revenue Struggling to reduce cost of healthcare delivery especially for chronic disease Challenged to embrace the rise in healthcare consumerism Fragmented consumer delivery value chain Improve the patient experience

4 Its All About The Relationship
“The quality of the ongoing relationship between the hospital and its patients (and medical staff) is far and away the dominant determinant of success.” Gartner

5 What is the Patient Experience for Healthcare?
Healthcare organizations develop successful high-value, relationships and deliver superior service and more effective experience to their physician, patient, and community constituents Establish a patient centered, collaborative, personal experience where knowledge and care can support the patient, the family,the community, the medical staff Establish the provider as the trusted source of all healthcare support

6 Why Now? Rise in consumerism, demand for a partnership in care
Increase use of internet and call center More effective technology Entrants of new “providers” Need to capture new revenues with predictable streams Recognition that this new business needs a retail focus

7 Survey Says: Patients want to Connect

8 What Consumers Say They Want From Hospitals Aligns With “Retail” Strategies Quality – Convenience – Lower Cost - Empowerment Easy access to care More support from trusted provider Coordinated treatment Better health education access Price & Quality information transparency Multiple communication pathways More collaborative disease management

9 Providers Are Challenged to Capture Revenues to Stay Viable
Average Revenue Breakdown of Retail Pharmacies ‘07 Source: Freedonia Healthcare Market Overview 2008, Public Retail Pharmacy corporation annual reports

10 ... Studies Show Quality & Costs Impacts from Improved Discharge Planning & Care Coordination
Sources: “Educating Patients Before They Leave the Hospital Reduces Readmissions, Emergency Department Visits, and Saves Money”, AHRQ press release – Feb “Community Benefit Strategies for a Changing Economy”, Jeni Williams, HFM Magazine, Feb. 2009

11 Why Oracle? World class order to cash and retail solution
Market leading CRM and Order Management and Fulfillment Investment in functionality Investment and commitment in healthcare industry Successful solution managing mail order pharmacy for last 7 years Experience in the retail and payor space Experience in provider market

12 Thinking outside the box!

13 Investment in Healthcare
Oracle FY 2005 Oracle FY 2006 Oracle FY 2007

14 Utilizing the Oracle Pharmacy solution
Oracle Healthcare Consumer Solutions Collaborative tracking, interaction and education Clinical Pathway Post Discharge Document and communicate online Workflow alerts Outcomes improved, readmissions reduced, satisfaction increased Mail Order pharmacy and DME delivery direct to consumers or to regional locations CRM, ERP and Analytics Solution Marketing, Sales, Interaction Center, and Service Supply Chain and Financials Pre-Built Analytics Disease Management Pharmacy Scalability Security Accuracy Utilizing the Oracle Pharmacy solution Broaden their value chain by offering supplies, meals, prescriptions, DMEs, etc. Multiple channels Interactive TV POS Web Store Interactive tools to assess patients complaints Determine right venue Referrals Online FAQ and help desk Reduce cost Improve quality Improve satisfaction Business Intelligence Nurse Triage Retail Retail

15 Provider Retail

16 Insight Review of 550 Bed Hospital

17 Oracle Insight Review of Healthcare Retail Opportunity
Oracle Healthcare conducted an Insight review assessing the Healthcare Retail opportunities for a 550 bed, $300M in revenue community hospital. .

18 Primary Service Lines Studied : These areas were agreed on with senior management at the outset of the project Discharge-related DME, pharmacy and other services “bundled” to increase revenues & patient satisfaction in the following areas: OB/GYN Oncology Psychiatric E.D. Cardiology Sleep Lab Retail / Out-Patient Pharmacy Potential for re-fill & “smart-switch” business related to discharges Related OTC business Employee prescription service Possible pharmacies in MOB’s or other remote locations Other Expanded Gift Shop products & services Existing gift shop Greatly expanded web offerings Additional retail shops

19 Patients were Surveyed to Validate Patient/Consumer Receptivity & Interaction Preferences for the Contemplated Services The great majority of patients indicated they would use these services – if offered: 84% said they’d purchase DME/HME items if offered 84% said they’d purchase discharge medications if offered 75% said they were comfortable ordering via in-room interactive TV devices 66% said they’d order refills of medications initially purchased at discharge Patients view hospital as a trusted source of medical information, second only to their physician! Preferences for communication & information exchange lend strongly to anticipated program execution plans

20 Extremely Conservative Estimates Used We used lower anticipated business capture rates & margin estimates than both industry & patient survey data prove are likely % Capture Product / Service of Available Business Assumed Gross Margins Industry Hosp Pts. We Used Industry We Used DME & Daily Living Products 60% % % % – 35% Discharge Medications 60% % % % % Refills on above 40% % % % % Employee Medications 80% % % %

21 Detailed Opportunity Summary Example: Women’s Health Services
Total Annual Revenue Potential $ 2.0 – 4.6 M $0.95 – 1.5 M New Products / Services Annual Revenues Gross Margins Related DME/HME sales $0.9 – 1.5 M $0.6 – 0.9 M - Breast pumps/rentals, bras, diapers, 15% bottle feeder items (Note current pump sales/rentals only 320/yr. – vs total!) Related Pharmacy sales $0.5 – 1.9 M $0.05 – 0.15 M - Percoset, Lanolin, “Easy Switch Conversion” Other products & services $0.6 – 1.2 M $0.3 – 0.5 M - Specialty formula, car seats, Baby Registry Services Reimbursable = $ M Non-Reimbursable = $ M Home Service Related = $ M Key enablers: End-to-end re-design of communication & coordination activities with physicians & patients Clinical system integration to trigger appropriate workflows based on diagnosis, procedural, or other drivers. Standardized discharge order sets for target groups, with physician buy-in. Modified nursing discharge procedures to accommodate. Potential use of interactive TV offerings to enable easy patient education & ordering. Proposed retail system components to manage orders, fulfillment, billing, collections, reporting, etc. Dependencies: Gaining physician support outside core advisory group. Additional retail & education space Coordination of “sales” efforts at all touch points. Related “Discharge” pharmacy dependencies.

22 Executive Summary - Key Findings for Hospital
Increase annual revenues of $21 to 40 M per year, with margins ~$8.1M (additional $20-30M in areas we didn’t study) Extrapolated to Health System level, between $500M and $1B annually Most attractive areas to start will be additional DME sales in Women’s services, Pulmonary, Cardiology, Sleep Lab and E.R. – Discharge pharmacy sales is next most attractive opportunity These new services will also satisfaction Enhance hospital comprehensive patient care & service innovation

23 OHCS Retail Footprint:Order-To-Cash Flow
Disease Mgt Customer Relationship Management Order placed Supply Chain Management Order managed and fulfilled Financials Order paid for Applications Channels Telephony Web Mobile Fax Shared Components SOA Suite Task Manager Business Intelligence/Reporting Analytics

24 The Right “Retail” Strategy Can Bring Multiple Positive Outcomes
New revenues with higher margins Improved patient care & wellness Improved patient satisfaction and physician Lower total cost of care Building of “Brand” loyalty Reduced operating costs Improved disease management

25 Oracle Healthcare Consumer Solution
Supports: the ordering and fulfillment of Pure retail eCommerce gift shop Pharmaceuticals, discharge and refill DME discharge and refill Also supports: Disease Management Marketing and Branding Loyalty

26 Multiple Channels Can Deliver the Message
Personal Content Delivery Tool Interactive TV Patient Concierge Discharge Planner/Nurse Fax Call Center Portal Paper/Mail

27 Nurse Concierge is one way hospitals can utilize OHCS

28 Nurse Concierge can offer personalized discharge support

29 Nurse is assigned patient and provided physician directed prescription and supply recommendations

30 Interactive Medication Education

31 Medication Ordering Support

32 Disease Management Program Invitation

33 Hospital’s eCommerce Website

34 Patient Sees the Ease of Use and Ordering

35 One-Click Ordering

36 Disease Management

37 Disease Management What is DM Who Is it for? Health Screening
Health Education Health Coordination Health Choices Health Support in and out of the Hospital Who Is it for? Patients Families Communities Providers Payors Provinces States Countries

38 Why Focus on Chronic Conditions?
As of 2006, patients with chronic conditions accounted for: 83% of US healthcare spending 81% of inpatient stays 91% of prescriptions So, where should we focus to reduce cost or try to meet the demands of our growing health needs. My bet is on chronic illness management.. 76% of physician visits 98% of home healthcare visits

39 Why Focus on Disease Management?
Chronic Disease Management Cost of CDM in the US $1.3 Trillion with and estimated increase to $4.2 Trillion in 2023 80 Million people have multiple CDs Canada’s annual spend for CDM is over $80 Billion CD accounts for 44% of the population but 78% of all healthcare expenditures CHF the number three admission due to lack of coordination of care at home Backed by nearly a decade of ethnographic and health research Our investment in ethnographic research has lead us to these areas of focus. The Digital Health Group will design products and services across four main areas. The Digital Health Group is focused on the following areas: In Chronic Disease Management, we are looking at ways to infuse technology in the home with a variety of solutions to manage care, communicate with family, physicians as well as a network of care providers. The vision is to enable someone to safely stay in their home longer and return to their home quicker after a standard hospital procedure. Independent Living is about improving the quality of people’s lives by helping them manage their own health and wellness, broadening their lifestyle choices, and enabling people to live independently with greater confidence. Third, Connected Healthcare will look at delivering IT solutions to large enterprise hospitals and fellow travelers. We’re focused in three areas: faster adoption of the technology they are already pursuing, removing barriers in the ecosystem, and helping the technology decision makers envision additional applications of technology they aren’t thinking about today. And finally, our product and service development is backed by nearly a decade of ethnographic and health research. We explore research that drives the development of new healthcare technologies based on a deep understanding of people's needs, values, an practices. And, we help drive industry open standards and business and ecosystem policy improvement. This includes working with the world’s governments to apply logical and rational policy and standards, across a wide variety of opportunities. 39 39

40 What is the Cost of Chronic Disease?
Chronic Disease Management Frequent readmissions Burden on patient who has to manage complicated treatments and medications on their own CHF the number three admission due to lack of coordination of care at home Burden on family and healthcare system Backed by nearly a decade of ethnographic and health research Our investment in ethnographic research has lead us to these areas of focus. The Digital Health Group will design products and services across four main areas. The Digital Health Group is focused on the following areas: In Chronic Disease Management, we are looking at ways to infuse technology in the home with a variety of solutions to manage care, communicate with family, physicians as well as a network of care providers. The vision is to enable someone to safely stay in their home longer and return to their home quicker after a standard hospital procedure. Independent Living is about improving the quality of people’s lives by helping them manage their own health and wellness, broadening their lifestyle choices, and enabling people to live independently with greater confidence. Third, Connected Healthcare will look at delivering IT solutions to large enterprise hospitals and fellow travelers. We’re focused in three areas: faster adoption of the technology they are already pursuing, removing barriers in the ecosystem, and helping the technology decision makers envision additional applications of technology they aren’t thinking about today. And finally, our product and service development is backed by nearly a decade of ethnographic and health research. We explore research that drives the development of new healthcare technologies based on a deep understanding of people's needs, values, an practices. And, we help drive industry open standards and business and ecosystem policy improvement. This includes working with the world’s governments to apply logical and rational policy and standards, across a wide variety of opportunities. 40 40

41 Oracle is Invested in Supporting Chronic Disease Management
Health Awareness and Prevention Connected Healthcare OHCS: CDM Solution Backed by nearly a decade of ethnographic and health research Our investment in ethnographic research has lead us to these areas of focus. The Digital Health Group will design products and services across four main areas. The Digital Health Group is focused on the following areas: In Chronic Disease Management, we are looking at ways to infuse technology in the home with a variety of solutions to manage care, communicate with family, physicians as well as a network of care providers. The vision is to enable someone to safely stay in their home longer and return to their home quicker after a standard hospital procedure. Independent Living is about improving the quality of people’s lives by helping them manage their own health and wellness, broadening their lifestyle choices, and enabling people to live independently with greater confidence. Third, Connected Healthcare will look at delivering IT solutions to large enterprise hospitals and fellow travelers. We’re focused in three areas: faster adoption of the technology they are already pursuing, removing barriers in the ecosystem, and helping the technology decision makers envision additional applications of technology they aren’t thinking about today. And finally, our product and service development is backed by nearly a decade of ethnographic and health research. We explore research that drives the development of new healthcare technologies based on a deep understanding of people's needs, values, an practices. And, we help drive industry open standards and business and ecosystem policy improvement. This includes working with the world’s governments to apply logical and rational policy and standards, across a wide variety of opportunities. 41 41

42 Implications for Clinical Quality
OHCS supports Disease Management initiatives to help push the clinical pathways post discharge or after initial diagnosis Channel for provider/patient/caregiver collaboration with access for patient interaction thru portal, , phone etc. i.e.Daily glucose check with workflow based on tolerances to physicians i.e. track daily weight of CHF patients Supports more directly the treatment plan with direct control of medication, meals, DMEs, services Meals for CHF patients Supports pathway management thru Online Learning tool to support compliance Comprehensive analytics and reporting to track and improve patient and aggregate clinical outcomes

43 The Right Consumer/Disease Management Strategy Can Bring Multiple Positive Outcomes
Improved patient care & wellness Improved patient satisfaction and physician Improved support to patient and family Closer relationship between provider and patient Lower total cost of care Improved health awareness and prevention Health prevention and population screening

44 OHCS Retail Footprint:Order-To-Cash Flow
Disease Mgt Customer Relationship Management Order placed Supply Chain Management Order managed and fulfilled Financials Order paid for Applications Channels Telephony Web Mobile Fax Shared Components SOA Suite Task Manager Business Intelligence/Reporting Analytics

45 OHCS: DM Solution Footprint
Disease Management OHCS: Disease Management Siebel Interaction Center Web Call Center Smart Scripting Siebel Marketing iLearning Oracle Technology

46 Oracle Disease Management
Utilizing CRM Interaction Center and learning to establish a more collaborative relationship between Patients and Providers and between the care team Programmatic approach to Disease Management thru Marketing and Interaction Center Call Center FAQ Portal support Learning Expansion of outreach

47 Oracle Disease Management
Chronic Disease Management Diabetes Classes Glucose communication Education Meals, pharma, DMEs, etc support Call Center support FAQ online Communities

48 In conclusion

49 Our Client’s Critical Business Issues
Challenged to improve loyalty and satisfaction with patients, medical staff and employees Inability to develop new sources of revenue Struggling to reduce cost of healthcare delivery especially for chronic disease Challenged to embrace the rise in healthcare consumerism Fragmented consumer delivery value chain Improve the patient experience

50 OHCS is the Only Solution That Will Bring Results and Build the Relationship
New revenues with higher margins Improved patient care, disease management, & wellness Improved satisfaction and experience Lower total cost of care Building of “Brand” loyalty Reduced operating costs


Download ppt "Oracle Healthcare Consumer Solutions: Provider Retail and Disease Management Mary Kilmer, NA Executive Director, Healthcare IBU April 2009."

Similar presentations


Ads by Google