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SecondLook and a large US hospital consortium

posted May 17, 2014, 9:11 PM by Domain Admin   [ updated May 17, 2014, 9:18 PM ]

The Need:  Our client ("CCC") was an expanding Midwestern consortium of healthcare and hospital systems with a rapidly growing membership.  Early in the calendar year, CCC identified an opportunity to improve coordination and lower healthcare costs by creating a shared telemedicine information and communications technology system.  CCC leaders understood that through telehealth integration, the member hospitals could improve health outcomes, measure performance, and better manage cost.  In May the CCC Board of Directors engaged SecondLook to lead the business planning process for this telehealth offering. 

The Process:  Consortia such as CCC are only effective if they meet the needs of the hospital systems who are their members.  The challenge in this case was to find needs identified by these many constituents that could be addressed through a comprehensive telehealth offering.  After working with CCC leaders to establish a work plan and timeline, SecondLook applied their highly collaborative and iterative methodology with stakeholders across the many member systems.  A team made up of representatives from both CCC and SecondLook visited member hospitals.  Using semi-structured interview protocols, developed a thorough understanding of each site’s unique needs. Through work group meetings and on-site workshops, SecondLook successfully determined what clinical activities a CCC-run telehealth organization should support in order to be the most useful to its member hospitals. 

With this information in hand, SecondLook produced financial viability models, identified investment opportunities, and operational readiness requirements before completing the last phase of requirements gathering.  SecondLook compiled this information and constructed a comprehensive telehealth business plan.

The Outcome:  The completed business plan proposed a new CCC-run telehealth service line. Acknowledging that the needs of each member hospital would be different, the plan tailored the telehealth offerings based on the size, scope and service requirements of each member institution.  A two-level participation structure was designed to meet the needs of both the larger and smaller hospitals.  For smaller institutions, core services would be offered to address their individual clinical needs.  For the larger hospitals, an expanded portfolio of services would be available to support their wider breadth of services. 

Service offerings included: telecommunications network access and support, hardware installation, technical support and training, clinical integration assistance, and access to medical education programs, grand rounds, tumor boards and case conferences.  Additional add-on service options incorporated: specialist consultations, a comprehensive telestroke program, and telejail services.  The final business plan also included external market analysis, operations and technology planning, political, legal and quality analysis, scalable growth planning, risk assessment and a staffing plan.

SecondLook presented the completed telehealth business plan to the CCC Board of Directors in November.  The board overwhelmingly agreed to proceed with SecondLook’s proposal.  With the commitment of key stakeholders, CCC began staffing immediately.  

SecondLook and the Jordan Healthcare Initiative

posted Apr 12, 2012, 5:45 PM by Domain Admin   [ updated May 17, 2014, 9:19 PM ]

The Need:  In October of 2010, Cisco Systems and the Jordanian Government formally announced the Jordan Healthcare Initiative; a partnership to improve the country’s healthcare system through the implementation of information and communications technology (ICT).  Cisco’s HealthPresence solution, donated by Cisco, was installed to provide care at a distance for patients at Al-Mafraq Governmental Hospital from specialized physicians at Prince Hamzah Hospital in Amman. 

SecondLook was engaged to help these two hospitals adapt their existing clinical and operational workflows to include telemedicine as a tool for diagnosing and treating patients. 

The Process:  Working on-site in Amman and Al-Mafraq over a brief, two-week period, SecondLook provided a guided and collaborative process for identifying and modifying critical clinical and administrative workflows.  The process began with a Requirements Collection phase, carried out through one-on-one meetings with stakeholders across all participating organizations.  Using carefully designed interview protocols, information about fixed organizational goals and constraints was collected and presented to ensure that ensuing clinical workflows were both realistic and viable.  Then, SecondLook led collaborative Clinical Workflow Workshops, ensuring that processes for requesting, scheduling, and documenting telemedicine encounters were designed to fit with existing workflows, use existing staff, and meet technical and medico-legal requirements. At the end of this phase, all data gathered from Requirements Collection and Clinical Workflow Workshops was assembled into a complete set of clinical flowcharts, which were tested during mock telemedicine clinics.  Clinics with real patients began immediately. 

Using this proven process, SecondLook was able to ensure that physicians and other staff were able to not only adopt but embrace telemedicine as a powerful and effective tool. 

The Outcome: Cisco’s generous technology gift has been helping Jordanian doctors serve patients steadily since the week it was installed. Dozens of patients per month continue to be provided with access to specialty care, without having to undertake an arduous journey to Amman.  Performance measures regarding patient satisfaction, provider satisfaction and medical outcomes continue to be collected and reported, and have been overwhelmingly positive. The Onboarding and Expansion Plan delivered by SecondLook has allowed routine staffing changes to occur with no interruption in service.  Local physicians and other clinical staff continue to build their professional skills due to frequent consultation with specialists.  Expansion to other remote hospitals is underway.

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