Joseph R. Biggs, Ph.D., HSPP Jeffrey S. Harper, Ph.D., CFE.

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    18-Dec-2015

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<ul><li> Slide 1 </li> <li> Joseph R. Biggs, Ph.D., HSPP Jeffrey S. Harper, Ph.D., CFE </li> <li> Slide 2 </li> <li> The Lugar Center for Rural Health Division of Union Hospital 380 bed not-for-profit medical center Serves over 200,000 patients per year Established in 1992 as Midwest Center Mission Advancing rural health through education, innovation, and collaboration. </li> <li> Slide 3 </li> <li> The Lugar Center for Rural Health Began utilizing technology to advance rural health in 1999 Telehealth services have expanded through grant funding US Department of Health and Human Services Health Resources and Services Administration (HRSA) Office for the Advancement of Telehealth (OAT) </li> <li> Slide 4 </li> <li> Telehealth Network Grant Program (TNGP) Lugar Center was 2010 grant recipient HRSA H2ARH20178 Monies used to: Support infrastructure upgrades Expand telehealth services into neighboring rural communities formalize and subsidize the Wabash Valley Rural Telehealth Network (WVRTN) </li> <li> Slide 5 </li> <li> Wabash Valley Rural Telehealth Network Partnership of multiple health care organizations and specialty practices Participate in Live Video Interactive (LVI) telehealth Purpose: to alleviate the barriers to accessing equitable health care services Annual telehealth consult volume has grown From 300 to over 5,000 </li> <li> Slide 6 </li> <li> Telehealth specialties include: Behavioral health Cardiology Pulmonology Nephrology Child psychiatry Neurology Diabetes education Field STEMI Occupational health Pediatric consults for burns, microplasty, and congenital anomalies. </li> <li> Slide 7 </li> <li> A Methodology for Sustainability Phase I Needs Assessment Define the objectives and scope of the assessment Identify partners/clients, products, and services to include in the assessment Determine stakeholder needs/requirements Assess product/service attributes and viability Measure current resource allocation to current product/service delivery </li> <li> Slide 8 </li> <li> A Methodology for Sustainability Phase I Needs Assessment (Continued) Identify present revenue sources and potential future revenue sources Data analysis Develop findings for strategy formulation Presentation to management/staff for agreement/adjustment </li> <li> Slide 9 </li> <li> A Methodology for Sustainability Phase II Strategy Formulation Treat the findings from Phase I with various analytical tools (competitive forces, value chain and virtual value chain, BCG matrices, decision chain, gap analysis, and others as applicable) Define strategic alternatives </li> <li> Slide 10 </li> <li> A Methodology for Sustainability Phase II Strategy Formulation (Continued) Present to management for strategic choice Develop goals and objectives to support strategic choice Presentation to management/staff for agreement/adjustment </li> <li> Slide 11 </li> <li> A Methodology for Sustainability Phase III Action Plan Development Develop product/service design and implementation schedule Develop revenue projection Develop responsibilities and milestones matrix Develop quality assurance/client satisfaction metrics </li> <li> Slide 12 </li> <li> A Methodology for Sustainability Phase IV Obtain Stakeholder Buy-In Final report issued to management, presentations by the consultant as necessary Management review and accountability plan </li> <li> Slide 13 </li> <li> A Methodology for Sustainability Preliminary Investigation Scope All Telehealth WVRTN Review of Best Practices Emerging industry Home health care Strategic Analyses </li> <li> Slide 14 </li> <li> A Methodology for Sustainability Industry Analysis Market size Scope of competitive rivalry Availability of economies of scale Whether industry profitability is above or below par </li> <li> Slide 15 </li> <li> A Methodology for Sustainability Competitive Analysis Rivalry among competing organizations The potential entry of new competitors Competitive pressures from substitute products Bargaining Power of Suppliers Bargaining Power of Customers </li> <li> Slide 16 </li> <li> A Methodology for Sustainability Key Findings Competitive Analysis The sustainability plan will be most effective by ensuring that future partners/affiliates are committed to the network and will incur significant switching costs if they choose to move to a competitor; A good strategy will include a plan for continued research and development to maintain competitive advantage; </li> <li> Slide 17 </li> <li> A Methodology for Sustainability Key Findings Competitive Analysis It is relatively unlikely that telehealth will see a large influx of new players in the short term; Potential affiliates will probably not find substitute products for online telehealth readily available; WVRTN should be attentive to its membership as the sustainability model is developed and introduced. </li> <li> Slide 18 </li> <li> A Methodology for Sustainability Analysis of Key Driving Forces Changes in the industry growth rate Product innovation and technology change Diffusion of technical know-how Regulatory influences and government policy changes </li> <li> Slide 19 </li> <li> Key Findings from Preliminary Investigation The telehealth market is new and unproven. Therefore, a successful strategy will be based upon thoughtful projections and best-guesses that will require a degree of flexibility and rethinking as it is carried out. The strategy must include an adequate revenue stream from telehealth customers that will fund operations and innovation. The Telehealth Department has the present capacity to deliver robust services and applications to new customers. </li> <li> Slide 20 </li> <li> Key Findings from Preliminary Investigation (Continued) The organizations reputation, recognition, and potential referrals to new customers from its present partners indicate high potential for market expansion. Continued innovation will be a key in future market penetration. The strategic plan should capitalize on the organizations reputation, present products, and future innovations each of which is a core competency and competitive advantage. The strategy will be dependent upon a market- driven organizational culture (see next slide). </li> <li> Slide 21 </li> <li> Key Findings from Preliminary Investigation (Continued) A market-focused strategy will have to be adopted. The strategy will need to include: Development of an appropriate profile for future affiliates; Establishment of a market-based pricing model that is justifiable to CFOs of affiliates; Reasonable acquisition targets and methods; and Funding metrics that will show progress to sustainability. </li> <li> Slide 22 </li> <li> Key Findings from Preliminary Investigation (Continued) A specific subset of industry opportunities will need to be agreed upon in order to develop precisely targeted activities for exploiting new and sustainable revenues. </li> <li> Slide 23 </li> <li> Sustainability Retreat All Center administration and staff, plus key players from the hospital; One-day agenda focusing on a market- based approach to growth; and Intention: to build a consensus regarding future direction. </li> <li> Slide 24 </li> <li> Strategy Formulation Retreat Session 1:INTRODUCTION Review of Preliminary Findings Working Sustainability Strategy Statement Presentation Next steps process discussion How will our new strategy work with Union Hospital? How will our new strategy work with our partners? </li> <li> Slide 25 </li> <li> Strategy Formulation Retreat Session 2: Market Identification What kinds of organizations should we pursue as partners (customers)? Where will our partners be located? How will we find our prospective partners? How important are eCommerce and the Internet in our new sales model? </li> <li> Slide 26 </li> <li> Strategy Formulation Retreat Session 3: Our Products and Services What products and services do we presently provide that have great value to the market? What products and services do we presently provide that have limited or little value to the market? What new products and services can we provide in the near term that will have great value to the market? </li> <li> Slide 27 </li> <li> Strategy Formulation Retreat Session 4: Sales and Development Responsibilities Who sells our products and services now? Who creates our products and services now? Who will sell our products and services to a larger market? Who will create our products and services for a larger market? </li> <li> Slide 28 </li> <li> Strategy Formulation Retreat Session 5: Product and Service Pricing What is the price of our products and services? What is the cost of our products and services? How should future pricing be structured? What prices should we charge? What is our justification for our prices? </li> <li> Slide 29 </li> <li> Strategy Formulation Retreat Session 6: Assimilation Where do research, innovation, and creativity fit in? What is our Elevator Speech? How will we know when we are successful? </li> <li> Slide 30 </li> <li> Lessons Learned Through the Process Culture shift is painful It is important to let everyone have input Differing perspectives, ideas, and attitudes must be considered An outside facilitator is needed Consensus Compromise </li> </ul>

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