Learn how hospitals and health systems successfully used telehealth to decrease transfers, time spent in the ICU, average cost of care and patient travel time, greatly improving the value of the care they deliver. This free report also offers expert advice on how to start and sustain a telehealth strategy.
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This 16-page report on telehealth strategy provides hospitals and health systems with an overview of telehealth services, including the most common use cases, potential objectives and an outline of current barriers to implementation. It also provides a maturity model for providers to use as they consider telehealth opportunities and it concludes with strategies for building telehealth capacity.
Traditional marketing simply isn’t working. It’s time to reimagine how we solve acquisition and retention challenges to achieve high-value service line growth, extend patient lifetime value, and improve network utilization and planning.
In response to consumer demands for simple, affordable service, Jefferson Health—a health system in the Philadelphia region that includes 14 hospitals—is building a value-based care business model through a robust telehealth program that spans the care continuum from specialty consults and virtual rounds, to post-discharge management and urgent care visits. Learn more about the JeffConnect program in this article.
This session will assess University of Michigan Health System’s approach to implementing virtual health, and present an evaluation framework and business case for a range of virtual health initiatives.
The shift from fee-for-service to value-based healthcare has created a quandary for health systems regarding how to establish an infrastructure for future payment models, while still receiving compensation from current payment models. In order to combat this quandary, a key component of the Jefferson Health strategy was to grow a robust telehealth program—JeffConnect.
Extended hours and same-day appointments are fine, but not nearly enough to give today's consumers the convenience and access they desire. "What people really want is on-demand access," says David James, MD, CEO of Memorial Hermann Medical Group in Houston. "…They just need to get things done, and time has become really important for them."
Most people see a doctor about twice per year. The rest of the year, they make decisions every day that impact their health. Checking in between encounters has traditionally been a function of case managers dealing with high-risk patients; there aren't enough to reach out to the rest of the population. Automated chatbot conversations allow check-ins with all people in a community, gather health data, and provide information, all with a "cool" interface and phenomenal engagement.
This case study will examine a year of data and include reports on internal marketing efforts to Reid Health's 2500 employees, as well as external marketing efforts within Reid's designated service area and beyond, by targeting prospects throughout Indiana and Ohio.
Imagine a world where your smart phone — and a nurse connected to it — can determine the level of care you need for a health concern before ever leaving the house. Or envision an urgent care visit where, upon your arrival, you are registered in the time it takes to walk to the exam room and are out the door in less than an hour.
Are you making the right telehealth investments? Should you partner with a virtual visit vendor, invest in an electronic ICU, or give scales to your heart failure patients? As healthcare expenses rise, consumers demand affordable, convenient care; and as chronic diseases become more prevalent, virtual care might be the solution we're all looking for.
This session discusses telehealth as a rural outreach business development strategy for hospitals and health systems, and demonstrates how the University of Mississippi Medical Center (UMMC) built and operates its successful Center for Telehealth.