RigneyDolphin<br />Connected Health & Assisted Living Symposium<br />‘Positioning within an Eco System’<br />Conor O’Byrne...
Rigney Dolphin Overview<br />History<br /><ul><li>Established in 1990 grown to become one of Ireland’s most successful BPOs
BPO service offering includes Customer Service, Telesales, CRM, Back Office Services
Some of our BPO Clients – Vodafone, UPC, 3, Airtricity, PTSB, BMW, Hyundai, CPW, Meteor, Quinn Direct, NCA, Central Statis...
1100 employees across Ireland
Centres in Waterford & Derry
Deloitte best managed company 2009 – 2011
ISO 9001 & 27001 accredited</li></li></ul><li>Overview Continued …..<br />Connected Health Journey<br /><ul><li>Research i...
Employ a team of US and Irish/UK qualified nurses in Waterford
Target customers across the eco system include healthcare providers, insurers, community groups, individuals and their car...
Operating Growing Telehealth & Telecare programmes
Developing Evolving Solutions in Clinical Nurse Triage, Remote Patient Monitoring & Chronic Disease Support
Also Offer Professional Services (Patient Access & Experience – leveraging BPO Experience)
Part of EI/PA Connected Health Program
Utilising existing state of the art contact centre & IT infrastructure
Part of Enterprise Ireland Connected Health Programme
Extensive knowledge of domestic & international connected health environment
US based (Cleveland Clinic) Business Development Resource
Academic partners (CASALA – Dundalk IT, Waterford IT School of Nursing)</li></li></ul><li>Some Eco System Engagements<br />
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Conor O'Byrne - Rigney Dolphin

  1. 1. RigneyDolphin<br />Connected Health & Assisted Living Symposium<br />‘Positioning within an Eco System’<br />Conor O’Byrne<br />Connected Health Director<br />
  2. 2. Rigney Dolphin Overview<br />History<br /><ul><li>Established in 1990 grown to become one of Ireland’s most successful BPOs
  3. 3. BPO service offering includes Customer Service, Telesales, CRM, Back Office Services
  4. 4. Some of our BPO Clients – Vodafone, UPC, 3, Airtricity, PTSB, BMW, Hyundai, CPW, Meteor, Quinn Direct, NCA, Central Statistics Office
  5. 5. 1100 employees across Ireland
  6. 6. Centres in Waterford & Derry
  7. 7. Deloitte best managed company 2009 – 2011
  8. 8. ISO 9001 & 27001 accredited</li></li></ul><li>Overview Continued …..<br />Connected Health Journey<br /><ul><li>Research into emerging opportunities led to Connected Health Division formed in 2009
  9. 9. Employ a team of US and Irish/UK qualified nurses in Waterford
  10. 10. Target customers across the eco system include healthcare providers, insurers, community groups, individuals and their caregivers
  11. 11. Operating Growing Telehealth & Telecare programmes
  12. 12. Developing Evolving Solutions in Clinical Nurse Triage, Remote Patient Monitoring & Chronic Disease Support
  13. 13. Also Offer Professional Services (Patient Access & Experience – leveraging BPO Experience)
  14. 14. Part of EI/PA Connected Health Program
  15. 15. Utilising existing state of the art contact centre & IT infrastructure
  16. 16. Part of Enterprise Ireland Connected Health Programme
  17. 17. Extensive knowledge of domestic & international connected health environment
  18. 18. US based (Cleveland Clinic) Business Development Resource
  19. 19. Academic partners (CASALA – Dundalk IT, Waterford IT School of Nursing)</li></li></ul><li>Some Eco System Engagements<br />
  20. 20. Rigney Dolphin’s Connected Health Program Outcomes <br /><ul><li>Maximizing an individuals chances of living independently
  21. 21. Monitoring early indicators of decline
  22. 22. Preventing unnecessary admission & readmission to hospital
  23. 23. Supporting timely discharge following an acute hospital admission
  24. 24. Preventing premature admission to long-term residential care
  25. 25. Increasing Patient Satisfaction & Experience
  26. 26. Increasing Efficiencies & Generating Savings
  27. 27. Help manage ongoing health and wellbeing within the community and primary health care setting</li></li></ul><li>Everyday Challenges & Observations<br />Who is going to pay?<br />Is there enough clinical evidence?<br />What’s the best business model?<br />Can and should I take on another pilot or trial?<br />Who should we partner and collaborate with?<br />What market/markets should we focus on?<br />How can there be so many experts?!!!<br />
  28. 28. Exploring the Telehealth Opportunity<br />The medical conditions that can be addressed successfully by technology-enabled home care meet three criteria:<br />• They are chronic — persisting for years rather than days or months.<br />• They can be prevented or addressed by protocols — repeatable and standardized step-by-step instructions executed by non-physicians.<br />• They are non-intensive — there is no requirement for round-the-clock face to face human monitoring and presence.<br />Aim: slow down the gradual decline which pushes individuals further down the care phases <br />
  29. 29. Feedback from Telehealth deployments suggest a strong desire towards a managed service propositions<br /><ul><li>Packages built around clinical services and outcomes, not technology
  30. 30. Packages combine:
  31. 31. Proven clinical service models
  32. 32. Proven but useable technology
  33. 33. End to end service delivery
  34. 34. Proven Benefits Tracking</li></ul>“The technology has only been one element. Other factors have also proven to be key, including communications, working together, listening to and consolidating varying requirements, and ensuring consistency of service delivery.”<br />WSD Programme Manager Tim Ellis<br />
  35. 35. Proven Telehealth packages are multi-faceted and include:<br /><ul><li>Evidence base
  36. 36. Referral/eligibility criteria
  37. 37. Referral processes
  38. 38. Installation
  39. 39. Operational structure templates
  40. 40. Alert processes
  41. 41. Education and training
  42. 42. Removal criteria
  43. 43. Removal processes
  44. 44. Governance and risk arrangement
  45. 45. Evaluation and audit templates and processes
  46. 46. Cost-effectiveness calculator
  47. 47. Examples of funding arrangements
  48. 48. Technology product specifications </li></ul>Providing this type of turnkey service requires multiple and diverse capabilities<br />
  49. 49. Telehealth Components – Need for Partnership/Collaboration?<br />6.<br />6. Business as Usual Service Governance<br />1. Patient Selection and Recruitment<br />2. Data Collection and Communication<br />3. Data Interpretation<br />4. Service Response<br />5. Service Management<br />Engage Service<br />Select Patients<br />Deploy Equipment <br />1.<br />Collect<br />Transmit<br />Store<br />2.<br />Technical Triage<br />Clinical Triage<br />Alert<br />3.<br />Field Support<br />Urgent Response<br />Remote Support<br /><ul><li>Which elements can you deliver currently?
  50. 50. Which elements would it be desirable for you to deliver in the future?</li></ul>4.<br />Patient Support<br />Billing + Support<br />5.<br />
  51. 51. Rigney Dolphin’s Capability<br />6.<br />6. Business as Usual Service Governance<br />6. Business as Usual Service Governance<br />1. Patient Selection and Recruitment<br />2. Data Collection and Communication<br />3. Data Interpretation<br />4. Service Response<br />5. Service Management<br />3. Data Interpretation<br />4. Service Response<br />5. Service Management<br />Engage Service<br />Select Patients<br />Deploy Equipment <br />1.<br />Collect<br />Transmit<br />Store<br />2.<br />Technical Triage<br />Clinical Triage<br />Technical Triage<br />Clinical Triage<br />Alert<br />Alert<br />3.<br />Field Support<br />Urgent Response<br />Remote Support<br />Remote Support<br />Urgent Response<br />4.<br />Benefits Tracking<br />Patient Support<br />Patient<br />Support<br />5.<br />Billing + Support<br />
  52. 52. Eco System Collaboration<br />
  53. 53. Avoid the Pitfalls……<br /><ul><li>Be careful when choosing partners and ensure organisational alignment and fit
  54. 54. Different capabilities are required in implementation vs. ongoing service delivery
  55. 55. Be mindful of what is required to influence payors, shape the offering and sell the service
  56. 56. Solutions should fix complex problems but not necessarily be high tech
  57. 57. Engage Clinicians early in the process
  58. 58. Agree a partner framework</li></li></ul><li>Once Partners have been identified it is important to choose the right business model<br />Financial Factors<br /><ul><li>Alignment between payers and providers
  59. 59. Remunerative whereby return on investment is clear (seems worthwhile and value to patients is evident) </li></ul>Accessibility Factors <br /><ul><li>Usability for the right users at the right place and time
  60. 60. Repeated Use – frequent use generates good habits among users who are more likely to use them. </li></li></ul><li>Choosing the right business model; <br />Effectiveness Factors <br /><ul><li>Has significant impact to affect the patient’s course of care – more than simply generating information
  61. 61. Actionable when an intervention is required – procedures or protocols back up the technology e.g. to alert a nurse
  62. 62. Timely response to be reliable and useful in guiding decisions and initiating interventions
  63. 63. Closed Feedback Loop which measures progress against goals to measure effectiveness and improve services</li></li></ul><li>Rigney Dolphin<br />Cleveland Clinic<br />Forging Genuine Partnerships with large Healthcare Providers - Cleveland Clinic example<br />Post-Discharge Support – Feb 2011<br /><ul><li>Reduced Readmissions
  64. 64. Improved HCAHP Scores</li></ul>Nurse on Call – Jan 2011<br /><ul><li>Cost Savings
  65. 65. Improved Service Metrics</li></ul>Value Add<br />Appointment Outreach - Aug 2010<br /><ul><li>Improved Patient Attendance
  66. 66. New Feedback Channels</li></ul>Professional Services – Oct 2009<br /><ul><li>Standardization & Efficiency
  67. 67. Technology Utilization</li></li></ul><li>Forging Genuine Partnerships with Healthcare Providers<br />Maximising the Opportunity<br /><ul><li>Get right under the skin of how the organisation works
  68. 68. Find how their staff work (Clinical & Administrative)
  69. 69. Always ‘Put patients first, not savings first’
  70. 70. Help Identify what they could be doing differently to provide a better service
  71. 71. Gain a deep understanding of patient care challenges
  72. 72. Find out how to release staff from the burden of unnecessary administration
  73. 73. Deliver the Business Case
  74. 74. Invest up front</li></li></ul><li>In Summary<br />The sector remains a very challenging market place<br />New entrants can still enter successfully<br />Financial and operational barriers do need to be overcome<br />There is a strong desire for turnkey solutions<br />There is a healthy Irish eco system<br />Partnerships/Collaborations are key<br />Large Health Providers are realistic target customers<br />
  75. 75. Thank You<br />Conor O’Byrne - Connected Health Director<br />Rigney Dolphin Ltd<br />Unit 10/11<br />IDA Industrial Estate<br />Cork Road<br />Waterford<br />00 353 85 158 3230<br />00 353 51 59000<br />conorobyrne@rigneydolphin.ie<br />

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