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Telehealth from the Business Perspective Peter Kung, MBA, MS System VP, Innovation and Virtual Health.

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Presentation on theme: "Telehealth from the Business Perspective Peter Kung, MBA, MS System VP, Innovation and Virtual Health."— Presentation transcript:

1 Telehealth from the Business Perspective Peter Kung, MBA, MS System VP, Innovation and Virtual Health

2 SCL Health at a Glance 10 3 1 210+ 600+ 5 $2.5 SIZE AND SCOPE *
St. Mary’s Medical Center Grand Junction St. James Healthcare Butte St. Vincent Billings Holy Rosary Miles City SCL Health Community Hospital – Westminster Westminster Lutheran Wheat Ridge Mount Saint Vincent Denver (Children's Mental Health Treatment Center) Platte Valley Brighton Saint Vincent Clinic Leavenworth Duchesne Clinic Kansas City Marian Clinic Topeka St. Francis Health Hospital Safety-Net Clinic Children’s Mental Health Treatment Center Montana Colorado Good Samaritan Lafayette Saint Joseph Hospital JOA – National Jewish Health/ SIZE AND SCOPE Accountable Care Organizations/ Clinically Integrated Networks Employed providers Ambulatory practices Mental health treatment center for children Safety-net clinics Hospitals 5 600+ 210+ 1 3 10 * 2015 net patient service revenue $2.5 Billion Bond rating Aa3/ AA- * Includes SCL Health Community Hospital – Westminster as of * November 2015; three additional Community Hospitals under * development

3 A Blockbuster Parable

4 600 Million Traditional PCP Visits in 2015
Retail clinic visits – million annually Virtual visits – million annually Home health visits – 112 million annually Primary Care Visits million annually Multiple Sources: Deloitte, Cigna, Tractica

5 20% Reduction in PCP Office Visits by 2020?
Retail visits million annually Virtual visits – 120 million annually Home health visits - 136 million annually Primary Care Visits million annually Multiple Sources: Deloitte, Cigna, Tractica

6

7 Today: We Should Accelerate The Shift To The ‘Second Curve’
Curve #2: VALUE-BASED PAYMENT Achieving “Triple Aim” , as per IHI: Better Care Experience for Individual Better Health for Populations Lower Per Capita Costs Natural Trajectory Performance Curve #1: FEE-FOR-SERVICE All about volume Reinforces work in silos Little incentive for “real” integration Time Second Curve Market Requires Services, Integration Courtesy of Navigant Source: Institute for Health Improvement, Ian Morrison and NCI analysis .

8 Budget SMAC Analytics EHR Security Daily Respons. Competition Budget Triple Aim Bundles/ACO Innovation Consumerism Volume to Value Leakage

9 Strategy, Innovation, and Execution?

10 Growth Trend Kaufman Hall predicts that the Virtual Health market will grow from $19.2 billion in 2014 to $43.4 billion by 2019 Sg2 projects that by 2023, 17% of all E&M visits will occur virtually

11 Virtual Health Continuum
Clinician to Clinician Clinician to Patient Consumer Oriented Tele-specialty Virtual multidisciplinary conference eConsult Virtual e-visits Primary/Urgent Care Virtual specialist consults (e.g. teledermatology, telepsychiatry) Mobile self-tracking apps Social media Epic MyChart Patient scheduling apps Remote monitoring Virtual medication management eICU eED Telestroke Personal activity monitors Quality and price transparency tools Source: Sg2

12 Source: Advisory Board

13 Segment & Beachhead Position on Continuum
Consumer-Based Care (retail) for Associates and Public 24/7 Primary Care at your fingertips Consumer-Based Care E-visits Source: Sg2

14 Telehealth as a Service

15 Source: Advisory Board

16

17 Marketing

18 What do They Think About Healthcare?

19 Net Promoter Score

20 The Virtual vs. Physical Experience
Consumers % of their time in virtual experience Researching health & providers Tracking health & fitness Accessing virtual health Reviewing & rating providers Transacting via health portals Healthcare Leaders 90% of their time managing the physical experience NRC Blue Sky Exercise –

21 How Can We Fix Where We Need To Be?

22 How Can We Fix Where We Need To Be?

23 Using Innovation Types Strategically
Core process Process. Enabling process Business model Finance Networking Product performance Offering Product system Service Channel Delivery Brand Customer experience Source: The Doblin Group

24 Leading To A Shift In Value Creation…
Core process Process. Enabling process Business model Finance Networking Product performance Offering Product system Service Channel Delivery Brand Customer experience Volume of innovation efforts Last 10 years Hi Lo Source: Doblin analysis

25 Leading To A Shift In Value Creation…
Finance Process. Offering Delivery Business model Networking Enabling process Core process Product performance Product system Service Channel Brand Customer experience Cumulative value creation— Last 10 years Hi Less than 2% of projects produce More than 90% of value… Lo Source: Doblin analysis

26

27 Closing: My Observations
Strategy is the True North -> Innovation can create new services/business models Capture value! Consider: Tradeoffs and Risk Create a swim-lane 2 worlds can Co-Exist: Facilitation/Communication is key Widen the search Be flexible Foster the culture

28 The Vision and Journey Ahead
Remote Monitoring Specialty Video Visits eVisits Hospital Ambulatory Clinic Home eConsult /eReferral Post-Discharge Coordination Patient Engagement Tools

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