Rigney Dolphin is an Irish BPO company that established a Connected Health division in 2009. It operates telehealth and remote patient monitoring programs using nurses based in Waterford. The document discusses Rigney Dolphin's role in the healthcare ecosystem, partnerships with organizations like Cleveland Clinic, challenges in the sector around business models and funding, and components of successful telehealth solutions. It emphasizes the importance of collaborations, engaging clinicians, and understanding how large healthcare providers operate in order to deliver effective remote care programs.

1. RigneyDolphinConnected Health & Assisted Living Symposium‘Positioning within an Eco System’Conor O’ByrneConnected Health Director

2. Rigney Dolphin OverviewHistoryEstablished in 1990 grown to become one of Ireland’s most successful BPOs

3. BPO service offering includes Customer Service, Telesales, CRM, Back Office Services

4. Some of our BPO Clients – Vodafone, UPC, 3, Airtricity, PTSB, BMW, Hyundai, CPW, Meteor, Quinn Direct, NCA, Central Statistics Office

5. 1100 employees across Ireland

6. Centres in Waterford & Derry

7. Deloitte best managed company 2009 – 2011

8. ISO 9001 & 27001 accreditedOverview Continued …..Connected Health JourneyResearch into emerging opportunities led to Connected Health Division formed in 2009

9. Employ a team of US and Irish/UK qualified nurses in Waterford

10. Target customers across the eco system include healthcare providers, insurers, community groups, individuals and their caregivers

11. Operating Growing Telehealth & Telecare programmes

12. Developing Evolving Solutions in Clinical Nurse Triage, Remote Patient Monitoring & Chronic Disease Support

13. Also Offer Professional Services (Patient Access & Experience – leveraging BPO Experience)

14. Part of EI/PA Connected Health Program

15. Utilising existing state of the art contact centre & IT infrastructure

16. Part of Enterprise Ireland Connected Health Programme

17. Extensive knowledge of domestic & international connected health environment

18. US based (Cleveland Clinic) Business Development Resource

19. Academic partners (CASALA – Dundalk IT, Waterford IT School of Nursing)Some Eco System Engagements

20. Rigney Dolphin’s Connected Health Program Outcomes Maximizing an individuals chances of living independently

21. Monitoring early indicators of decline

22. Preventing unnecessary admission & readmission to hospital

23. Supporting timely discharge following an acute hospital admission

24. Preventing premature admission to long-term residential care

25. Increasing Patient Satisfaction & Experience

26. Increasing Efficiencies & Generating Savings

27. Help manage ongoing health and wellbeing within the community and primary health care settingEveryday Challenges & ObservationsWho is going to pay?Is there enough clinical evidence?What’s the best business model?Can and should I take on another pilot or trial?Who should we partner and collaborate with?What market/markets should we focus on?How can there be so many experts?!!!

28. Exploring the Telehealth OpportunityThe medical conditions that can be addressed successfully by technology-enabled home care meet three criteria:• They are chronic — persisting for years rather than days or months.• They can be prevented or addressed by protocols — repeatable and standardized step-by-step instructions executed by non-physicians.• They are non-intensive — there is no requirement for round-the-clock face to face human monitoring and presence.Aim: slow down the gradual decline which pushes individuals further down the care phases

29. Feedback from Telehealth deployments suggest a strong desire towards a managed service propositionsPackages built around clinical services and outcomes, not technology

30. Packages combine:

31. Proven clinical service models

32. Proven but useable technology

33. End to end service delivery

34. Proven Benefits Tracking“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.”WSD Programme Manager Tim Ellis

35. Proven Telehealth packages are multi-faceted and include:Evidence base

36. Referral/eligibility criteria

37. Referral processes

38. Installation

39. Operational structure templates

40. Alert processes

41. Education and training

42. Removal criteria

43. Removal processes

44. Governance and risk arrangement

45. Evaluation and audit templates and processes

46. Cost-effectiveness calculator

47. Examples of funding arrangements

48. Technology product specifications Providing this type of turnkey service requires multiple and diverse capabilities

49. Telehealth Components – Need for Partnership/Collaboration?6.6. Business as Usual Service Governance1. Patient Selection and Recruitment2. Data Collection and Communication3. Data Interpretation4. Service Response5. Service ManagementEngage ServiceSelect PatientsDeploy Equipment 1.CollectTransmitStore2.Technical TriageClinical TriageAlert3.Field SupportUrgent ResponseRemote SupportWhich elements can you deliver currently?

50. Which elements would it be desirable for you to deliver in the future?4.Patient SupportBilling + Support5.

51. Rigney Dolphin’s Capability6.6. Business as Usual Service Governance6. Business as Usual Service Governance1. Patient Selection and Recruitment2. Data Collection and Communication3. Data Interpretation4. Service Response5. Service Management3. Data Interpretation4. Service Response5. Service ManagementEngage ServiceSelect PatientsDeploy Equipment 1.CollectTransmitStore2.Technical TriageClinical TriageTechnical TriageClinical TriageAlertAlert3.Field SupportUrgent ResponseRemote SupportRemote SupportUrgent Response4.Benefits TrackingPatient SupportPatientSupport5.Billing + Support

52. Eco System Collaboration

53. Avoid the Pitfalls……Be careful when choosing partners and ensure organisational alignment and fit

54. Different capabilities are required in implementation vs. ongoing service delivery

55. Be mindful of what is required to influence payors, shape the offering and sell the service

56. Solutions should fix complex problems but not necessarily be high tech

57. Engage Clinicians early in the process

58. Agree a partner frameworkOnce Partners have been identified it is important to choose the right business modelFinancial FactorsAlignment between payers and providers

59. Remunerative whereby return on investment is clear (seems worthwhile and value to patients is evident) Accessibility Factors Usability for the right users at the right place and time

60. Repeated Use – frequent use generates good habits among users who are more likely to use them. Choosing the right business model; Effectiveness Factors Has significant impact to affect the patient’s course of care – more than simply generating information

61. Actionable when an intervention is required – procedures or protocols back up the technology e.g. to alert a nurse

62. Timely response to be reliable and useful in guiding decisions and initiating interventions

63. Closed Feedback Loop which measures progress against goals to measure effectiveness and improve servicesRigney DolphinCleveland ClinicForging Genuine Partnerships with large Healthcare Providers - Cleveland Clinic examplePost-Discharge Support – Feb 2011Reduced Readmissions

64. Improved HCAHP ScoresNurse on Call – Jan 2011Cost Savings

65. Improved Service MetricsValue AddAppointment Outreach - Aug 2010Improved Patient Attendance

66. New Feedback ChannelsProfessional Services – Oct 2009Standardization & Efficiency

67. Technology UtilizationForging Genuine Partnerships with Healthcare ProvidersMaximising the OpportunityGet right under the skin of how the organisation works

68. Find how their staff work (Clinical & Administrative)

69. Always ‘Put patients first, not savings first’

70. Help Identify what they could be doing differently to provide a better service

71. Gain a deep understanding of patient care challenges

72. Find out how to release staff from the burden of unnecessary administration

73. Deliver the Business Case

74. Invest up frontIn SummaryThe sector remains a very challenging market placeNew entrants can still enter successfullyFinancial and operational barriers do need to be overcomeThere is a strong desire for turnkey solutionsThere is a healthy Irish eco systemPartnerships/Collaborations are keyLarge Health Providers are realistic target customers

75. Thank YouConor O’Byrne - Connected Health DirectorRigney Dolphin LtdUnit 10/11IDA Industrial EstateCork RoadWaterford00 353 85 158 323000 353 51 59000conorobyrne@rigneydolphin.ie