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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.