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Splash 4 partners tele icu moving beyond the early innings
1.
Copyright © 2016
- 2017 Splash 4 Partners, LLC tele-ICU: Moving Beyond the Early Innings ➢ What is a tele-ICU? ➢ Drivers of Adoption ➢ Market Evolution ➢ tele-ICU vs. Other Acute Care Telemedicine Services ➢ tele-ICU’s Limiting Growth Factors Contact Us: Jacob Grosshandler jgrosshandler@splash4partners.com Richard Grosshandler rgrosshandler@splash4partners.com Copyright © 2016 - 2017 Splash 4 Partners, LLC
2.
Copyright © 2016
- 2017 Splash 4 Partners, LLC The Emerging tele-ICU Industry Splash 4 Partners (“S4P”) was recently engaged by a healthcare focused investment fund to help diligence the tele- ICU industry in support of its investment in a company in the space. The following pages include a few high-level highlights from S4P’s analysis of the tele-ICU industry and conversations with industry participants. Contact S4P to leverage our principals’ years of experience in private equity, lending, and management consulting to enhance your diligence findings and improve your business.
3.
Copyright © 2016
- 2017 Splash 4 Partners, LLC A tele-ICU (sometimes referred to as an “eICU”) provides intensive care units (“ICUs”) with remote access to critical staff— critical care nurses, board certified intensivists, among other specialists—to monitor, consult, and treat patients. An tele-ICU is akin to an air traffic control center where medical staff monitor patient vitals, perform check-ups on the patient via cameras, and quarterback treatment/intervention with the staff physically at the ICU bedside. The backbone of most tele-ICU systems in use today is Phillips Visicu. Visicu facilitates remote monitoring and data collection while leveraging algorithms that help manage patient volumes, acuity levels, and care delivery. A typical tele-ICU team consists of three critical care nurses and one physician (usually an intensivist) who may oversee 100 or more patients. The tele-ICU is generally used as a supplement to the clinical staff at the bedside and will never fully replace the need for staff on-site, as an ICU patient is on average touched by clinical staff 178 times a day. What is a tele-ICU? Source: S4P Interviews and Analysis.
4.
Copyright © 2016
- 2017 Splash 4 Partners, LLC tele-ICU Early Innings tele-ICU is still an emergent service. Intensivist shortages, an aging population, and increased healthcare consumption provide favorable tailwinds for further adoption. ~94k ICU Beds in the U.S. ~10% - 20% of Critical Care Beds Covered by tele-ICU Services A Critical Care Bed Turns Over 43x-64x a Year in the U.S. 54 tele-ICU Command Centers Installed in the U.S. as of 2012 Over 400+ U.S. Hospitals Currently Leverage tele-ICU 4% of Hospitals Have 24x7 Intensivist Coverage On-Site Source:. CCM Journal • Volume 41 • Number 12; The Intensivist Company; NIH; Electronic Health Reporter; Society of Critical Care Medicine; Agency for Healthcare Research and Quality; S4P Interviews and Analysis.
5.
Copyright © 2016
- 2017 Splash 4 Partners, LLC 1998 Visicu is founded First Visicu install at Sentra Norfolk General Visicu installed at 32 tele-ICU command centers 41 active tele- ICU command centers covering 249 hospitals UMASS study of 52 ICUs quantifies improvements in ICUs deploying a tele-ICU Emory University & Philips launch eICU to support hospitals in Australia 2001 2006 2010 2013 20192016 Visicu’s original patent set to expire Market Beta Driving Adoption & Proving Efficacy Expanding the Market Philips buys Visicu for $430mm Visicu finds hospitals willing to run trials and test an eICU solution Market expanded, but questions remain around clinical efficacy, expense, and ROI tele-ICU coverage capacity expands as more providers look to sell tele-ICU services as comfort with telemedicine eases adoption concerns and superior patient outcomes and ROI is proven out The Evolution of the tele-ICU Market Source: S4P Interviews and Analysis.
6.
Copyright © 2016
- 2017 Splash 4 Partners, LLC “Hospitals were chasing something shiny when they installed EMRs. Since meaningful use, they [hospitals] are poorer and not any better off. Now they are sobering up since there has been little results [pay off]. Since the ICU is such a large percentage of the budget, they are going to look for proven technology and services that will lower and contain costs there.” – tele-ICU Industry Expert “Everyone knows what telemedicine is now. We used to have to educate constantly. The market has matured and people know about tele-ICU and the results it can deliver for patient care. The problem now is that telemedicine is what EMR was five years ago…the ‘it’ HCIT buzzword of the moment.” – tele-ICU Industry Expert tele-ICU Moving Beyond the Early Innings Source: S4P Interviews and Analysis.
7.
Copyright © 2016
- 2017 Splash 4 Partners, LLC Other acute care telemedicine services, such as tele-stroke and tele-psych, differ from tele-ICU continuous monitoring in customer profile and delivery of care. tele-ICU ▪ ICUs are more likely to be at hubs (i.e., providers of telemedicine services) rather than spoke hospitals (i.e., consumers of telemedicine services)—with exception. As such, the hospital is not looking to “pack and ship” the patient. ▪ Variations in treatment protocols, processes, and available prescription drugs across hospitals increases the complexity of integrating a service. ▪ Specialist shortages driving adoption. ▪ Proven to increase quality of care while producing a financial ROI for hospitals. ▪ Greater use case among smaller, more rural, and suburban hospitals. ▪ Consumers of other acute care telemedicine services more likely to be found in spoke, rather than hub hospitals. ▪ Consumers of acute care telemedicine are more likely to “pack and ship” patients (may adopt telemedicine to try and keep patients local). ▪ Episodic, on-demand coverage is the only model currently available to emergency departments or other non-ICU acute care hospital departments. ▪ Greater variety in hardware & software providers than in the tele-ICU market. ▪ Specialist shortages driving adoption. Other Acute Care Telemedicine tele-ICU vs. Other Acute Telemedicine Services Source: S4P Interviews and Analysis.
8.
Copyright © 2016
- 2017 Splash 4 Partners, LLC ▪ Capital costs to launch a new tele-ICU command center range from $4 million - $8 million. ▪ Lower cost hurdle exists for hospitals that already have the IT backbone to run other telemedicine programs. ▪ Incremental cost to connect an additional hospital to an existing tele-ICU is estimated to be $40,000-$60,000. Buy vs. Build Costs Source: NEHI, Critical Care, Critical Choices: The Case for tele-ICUs in Intensive Care. December 2010; S4P Analysis. While the benefits from implementing a tele-ICU program can be significant, the system cost is substantial. Alternatives to incurring such capital investment from a do-it-yourself (“DIY”) option exists via a limited number of outsourced tele-ICU service providers. Example tele-ICU Command Center Capital Costs Command Center Capital Costs $ tele-ICU Support Center Buildout & Servers $1,190,000 tele-ICU Licensing and Implementation Fees 2,400,000 ICU Equipment Costs 1,100,000 Network and Infrastructure Costs 260,000 Software Costs 80,000 ICU Facility Costs (Cabling, Electrical) 470,000 Patient Monitoring System Upgrade Costs 370,000 Project Management and Consultant Costs 1,230,000 Miscellaneous 20,000 Total $7,120,000
9.
Copyright © 2016
- 2017 Splash 4 Partners, LLC Continuous monitoring via a tele-ICU has proven results both in improving patient outcomes and enhanced financial results. ICUs leveraging a tele-ICU solution, on average, experience: tele-ICU Results A 23% Decrease in Patient’s Length of Stay (“LOS”) in the ICU A Mortality Rate 27% Below the National ICU Average Savings Ranging from ~$2,000 to ~$5,000 per ICU Patient Source: TelehealthTechnology.org; NIH; S4P Analysis.
10.
Copyright © 2016
- 2017 Splash 4 Partners, LLC Limiting Factors for Telemedicine Adoption & Use Many of the limiting growth factors are producing far less headwinds when compared to the recent past. Four of the primary growth limiting factors in tele-ICU include: Reimbursement Rates State Licensing & Hospital Credentialing(1) Reimbursement from third party payors for telemedicine services has and continues to lag. With some form of reimbursement parity laws in place ~30 states, many industry participants expect reimbursement for telemedicine services to eventually be covered. State medical licensing boards limit the geographic reach healthcare providers have to practice. Getting physicians licensed across multiple non-reciprocal states and credentialed and privileged at each individual healthcare facility takes considerable time, expense, and effort. State Regulation Historic restrictions protecting the localization of healthcare services has limited the adoption of telemedicine services. However, greater physician shortages coupled with greater financial constraints for smaller healthcare providers has led many states to ease restrictions and accelerate adoption of telemedicine. Shortage of Skilled Healthcare Labor A shortage of between 62,000 and 95,000 physicians is expected between now and 2025, including primary care physicians and specialists to say nothing of nurses and other clinical staff. Regulation that localizes the labor of healthcare professionals exacerbates the growing shortages by region. Hospitals and other healthcare organizations increasingly compete for skilled labor in order to service greater volumes of patients, often across a number of specialties. Source: http://www.thune.senate.gov/public/index.cfm/2016/2/bipartisan-team-of-senators-introduces-legislation-to-expand-telehealth-services-improve-health-outcomes-and- reduce-costs; S4P Research and Analysis. (1) The Connect for Health Act, currently in front of Congress, is a bill that would help accelerate licensing across states and facilitate the delivery of services delivered via telemedicine. Additionally, this bill would improve reimbursement coverage from CMS.
11.
Copyright © 2016
- 2017 Splash 4 Partners, LLC Other Questions & Themes Splash 4 Partners Explored ➢ Who are the key providers of tele-ICU services and technology? ➢ What is the market penetration rate for hospitals using a tele-ICU solution? ➢ What are the prominent models hospitals use to deliver / consume tele-ICU services (e.g., DIY, hub & spoke, etc.)? ➢ Considerations among competing tele-ICU business models, including delivery models, pricing, etc. ➢ How are hospitals acquiring / selecting telemedicine providers? ➢ How are telemedicine providers finding success in client acquisition? ➢ Industry perspectives on the future of tele-ICU services. ➢ Reimbursement trends and considerations in telemedicine. ➢ Scale implications and profit sustainability in tele-ICUs.
12.
Copyright © 2016
- 2017 Splash 4 Partners, LLC About Splash 4 Partners Splash 4 Partners supports middle market businesses and financial sponsors by accelerating growth and increasing profits. We provide actionable insights and data driven solutions to executives and investors in the health, wellness, education, and information technology industries that: ➢ Identify new strategies to capture market share ➢ Expand existing relationships with current customers ➢ Explore evolving competitive dynamics of a market, and ➢ Align the firm’s capital structure with its long term objectives Contact Us: Jacob Grosshandler jgrosshandler@splash4partners.com Richard Grosshandler rgrosshandler@splash4partners.com Copyright © 2016 - 2017 Splash 4 Partners, LLC
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