the nuts and bolts of virtual care and digital health · virtual care and digital health best...

Greater Kansas City HIMSS September 2018

The Nuts and Bolts of Virtual Care and Digital Health

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Why Virtual Care and Digital Health?

• Have you defined virtual care and digital health?

• Do you have system/enterprise strategies that align with virtual care and digital health ?

• How are objectives and key results (OKRs) for virtual care and digital health program(s) being tracked?

• Have you established clinical champion(s)?

• What IT and digital health infrastructure resources do you currently use/need to support virtual care services?

• Do you have a system/enterprise patient experience or access strategy?

Poll Responses at PollEv.com/mattsmith788 or Text MATTSMITH788 to 22333


Virtual Care impact across thecontinuum

• spans the entire continuum of care, involve patients, providers, facilities, ancillary services – and competitors.

• impacts patient behaviors, provider workflows, clinical processes, disease outcomes – and health system finances – in numerous and unexpected ways.

Virtual Care and Digital Health Strategy Design


Virtual Care and Digital Health Best Practices and Lesson Learned

Profitable, scalable, and sustainable virtual care programs share a set of foundational building blocks in common


What are program governance essentials?

Centralized Governance is a key component to scalable and sustainable Virtual Care Program staffed with clinical, operational, and financial expertise

Virtual Care Planning Office

Director of Virtual Care and Executive Clinical Champion

Virtual Care Operations Center

Service Line IIIService Line IIService Line I Service Line IV Service Line VIService Line V

Executive Steering Committee

CMO, CNO, CMIO and CIO

Virtual Care Steering Committee

Clinical Site IIIClinical Site IIClinical Site I Clinical Site IV Clinical Site VIClinical Site V

Regulatory and Policy Compliance

Clinical ServicesInformationTechnology

Performance Management and

Finance

Business Development

Represents today’s common parallel project approach as opposed to a centralized program


Clinical, operational, technical and data requirements

■ Individual Patients & Health Plan Contracts

■ Employers■ Correctional Systems

Ambulatory care Hospital acute care Community and Post-acute care

Virtual Care Consultation Record System (e.g., ViTel Net) (Standard Data Capture, Work flows & Clinical Protocols, Help Desk Support)with Video Teleconferencing Platform (e.g., Vidyo or Cisco, enterprise scale options)

Patient Engagement Platform – Personal Health Record (supporting Meaningful Use Stage 2 requirements)(e.g., Epic MyChart or Get Real Health Instant PHR)

Enterprise Data Warehouse (For Business Intelligence and Quality Reporting for Continuous Process Improvement)

Internal Medical Specialist Network Home Health Group

Electronic Medical Record System Epic Electronic Medical Record System

Virtual eVisit PlatformOnline Providers/eVisits Records/Reimbursement

Home Health Monitoring System with Call Center

Current technology gap Partially deployed technology Implemented technology

Administrative, virtual-consult Scheduling & Performance Management Platform (Technical Help Desk, Automated Consult Triage)

Referral

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Home care

Medical Consultants

ProviderVirtual CareInformation and CollaborationTechnology

PatientEngagementAccess Tools

Business Intelligence

Clinical technologies and services for pilot

Virtual care and digital health target operating model


We have identified the following components that need to be quantified in order to calculate expected Return on Investment:

•Market shift earned via telemedicine

•Adjustments to GBR-base because of new services enabled by virtual care and digital health

•Rewards earned through HSCRC policies

Incremental Revenue

•Reduction in utilization costs

•Reduction in penalties assessed in HSCRC policies

•Reduction in travel / transport costs

• Shared Savings from CCIP / HCIP

Cost Savings

•Direct clinical professional services

•New virtual care administrative costs

•New digital health technology costsIncremental Costs

𝑹𝑶𝑰 =𝑰𝒏𝒄𝒓𝒆𝒎𝒆𝒏𝒕𝒂𝒍 𝑹𝒆𝒗𝒆𝒏𝒖𝒆 + 𝑪𝒐𝒔𝒕 𝑺𝒂𝒗𝒊𝒏𝒈𝒔 − 𝑰𝒏𝒄𝒓𝒆𝒎𝒆𝒏𝒕𝒂𝒍 𝑪𝒐𝒔𝒕𝒔

𝑰𝒏𝒄𝒓𝒆𝒎𝒆𝒏𝒕𝒂𝒍 𝑪𝒐𝒔𝒕𝒔

Financial analysis: Measuring the value of virtual care and digital health programs


Robust performance measurement capabilities and tools are needed to monitor program ROI and facilitate ongoing program management

How do I develop KPI’s and OKR’s to align with my goals?


Designing an enterprise standard workflow architecture is key to adaptability and scalability of virtual care and digital health programs

Enterprise workflow design


Developing an enterprise virtual care program requires a high level of documentation and process mapping for successful implementation at scale.

Operational readiness tools


The future of patient access


Access | Google Alliance


Hey google, I’m having

painful urination, and I

want to see my doctor

as soon as possible.No problem, let me

see when Dr. Dane

is available.

Nancy is having painful urination symptoms, and she needs to see a doctor. Dr. Dane has availability

a week from today, would

you like me to schedule that?

No, I need to see someone sooner.

What are my options?

No problem, there are other Primary Care providers in

your network available in 2 days, OR you could go to

an urgent care center.

What is the closest and shortest wait for an

urgent care appointment?

Midvale Urgent Care, is 5 miles from

your house, and the wait time is 25

minutes.

The other option for you would be a

telemedicine appointment, I can

connect you immediately.

That’s great, lets do that. Ok, let me connect you.

Patient Assistance Demo/Use Case


Uses NLP , deep learning and predictive modeling to understand customer interactions and behavior to reduce call volumes, increase customer satisfaction, and reduce operating costs.

| 14

Contact Center Analytics | Google Alliance


Access | Google Alliance


Physician sponsorship

Robust change management

Templates, rules and appointment types

Consumer-centric workflows

A scalable technology platform

Sustained staff engagement

Performance management and accountability

Access | Success Factors


Thank you!

Matthew Jansen, [email protected]

Tony Nunn, RN, BSN, [email protected] University of Kansas Health System

the nuts and bolts of virtual care and digital health · virtual care and digital health best...

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