Lyles SC Telehealth Alliance

Report
South Carolina Telehealth Alliance
Mark Lyles, MD
Chief Strategic Officer
Medical University of South Carolina
September 25, 2014
Presentation Overview
• Rationale for forming the Alliance
• Work product update
• Next steps
Background
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Telemedicine is rapidly evolving
Disparate systems and technologies
Cost of hardware and software decreasing
Comfort level increasing for patients and providers
Reimbursement now becoming possible
SC DHHS looking for creative solutions to provide care:
– Sickest of the sick
– High value care
– Enable residents of rural areas to receive care locally when possible
Background
• Telemedicine goes beyond delivery of patient care
• Includes research and education
• Telemedicine is most effectively applied when it
improves the efficiency of the care system
– “smart grid” approach to hospitalized patient triage
– Accessing care at earlier points along the illness continuum
– Co-management between medical homes and specialists
Work Group Formed
• 14 member team assembled
– 3 academic institutions (MUSC, USC, GHS)
– Rural physician and hospital administrator
– PCC, DMH, ETV, DHHS, ORH, SCHA
• Need for formal strategic planning assistance
• Engaged The Beckham Company
• Draft Strategic Plan
Draft Strategic Plan
Mission
• Improve the health of all South Carolinians through
telehealth
Values
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Patient centered
Quality
Collaboration
Sustainability
Accountability
Draft Strategic Plan
Vision
• Telehealth will grow to support delivery of health care to all
South Carolinians with an emphasis on underserved and rural
communities. It will facilitate, coordinate and make more
accessible quality care, education and research that are patient
centered, reliable and timely. Our state will become
recognized nationally for telehealth that is uniquely
collaborative, valuable and cost effective.
Value Proposition
• Telehealth in South Carolina will deliver high value through
productive collaboration.
Collaboration & Palmetto Care Connections
Palmetto Care Connections
Advocates for and supports
patients and providers by
– Promoting telehealth
awareness
– Advocating for favorable
telehealth policies and
regulations
– Providing education, advice
and operational support for
referring providers
– Coordinating telehealth
activities across regions
SC Telehealth Alliance
Aligns telehealth providers to
ensure
– Common infrastructure
across services and providers
– Coordination for the optimal
user experience
– Equitable and efficient use of
resources across South
Carolina
Draft Strategic Plan
Driving Strategies
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Deploy a coordinated, open-access telehealth network in SC
Understand and effectively respond to the needs of users of
telehealth with an emphasis on the underserved and rural
Invest in expanding needed specialty and subspecialty capabilities
through telehealth
Conduct statewide education, training and promotion to providers
and the public to accelerate and spread adoption of telehealth
Develop a telehealth organization structure that encourages and
facilitates statewide collaboration among providers in the delivery
of health care, education and research
Demonstrate to legislators, payers, providers and the public, the
impact of telehealth in improving access, quality and affordability
Draft Strategic Plan
• Work product shared with funders: SC DHHS and Legislators
• South Carolina Telehealth Alliance
• Advisory Board – 10 members with 2-year non-recurring terms:
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2 rural physicians
3 telehealth experts from different academic institutions
1 member representing PCC
1 member representing the General Assembly
1 member representing Department of Mental Health
1 member representing ETV
1 member representing SC DHHS
• Establish success metrics that focus on SC care problems that are
amenable to telehealth and which encourage collaboration for
equitable impact
Draft Strategic Plan
• Advisory Board to convene in September
• Expand on draft tactics proposed by the initial work group
• Goals:
– Develop full strategic plan by November 1
– Be inclusive
• Additional interviews to be conducted by Beckham Group
• Will include:
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Driving strategies
Tactics, sub-tactics
Responsible person(s)
Deliverables
Timeline
Success metrics

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