More Related Content
Similar to Jim o donoghue hull wsdan 30 june 2011
Similar to Jim o donoghue hull wsdan 30 june 2011 (20)
Jim o donoghue hull wsdan 30 june 2011
- 2. Northern Ireland Chronic Disease
2/3s of over
75s
Population 1.8M 60% of all GP
visits
H&SC budget
£4.3Bn
Rising to £4.66Bn
in 2014/2015 72% acute
bed days
69% of health
& social care
spend
Department of Health (2008 ) Raising the profile of long term conditions care
INIsPHO (2010) Making Chronic Conditions Count
Copyright © S3 Group 2011 Slide 2
- 3. Remote Telemonitoring Service for Northern
Ireland (RTNI)
• 6 year contract awarded March
2011
• Procurement, service definition
and implementation process led
by ECCH – a part of Public
Health Agency
• 1 Service Definition, 5 customers
• 3,500 patients per annum
• 12 condition categories
• 2 - 52 week monitoring periods
• >2.8m monitored days
• £18m investment
Copyright © S3 Group Slide 3
- 4. Unique Elements of RTNI
Commercial Model Options
Managed Service - Outcome
Provider Responsibility & Risk Based Risk/Reward
Flexibility and Scalability
Contract Complexity
Partnership Working
Managed Service - PAYG
Customised / integrated service
Combined Technology Purchase
+ Service Purchase
Technology Purchase + Service
purchased separately
Copyright © S3 Group Slide 4
- 5. Unique Elements of RTNI
RTNI Managed Service Model
Provider Responsibilities
Managed Service - Outcome Based
• Responsible for meeting Risk/Reward
defined service requirements
RTNI
• Responsibility for all aspects Managed Service - PAYG Customised
of providing a joined up /Integrated Service
service and solution
• Responsibility for providing Combined Technology + Service
Purchase
appropriate technology on an
ongoing basis
Technology Purchase + Service
• Incentivised to generate purchased separately
service delivery efficiencies
Copyright © S3 Group Slide 5
- 6. Unique Elements of RTNI
Managed Service Model
Service and Quality Level Monitoring
RTNI
• 221 Authority
requirements
• Service levels and
associated penalties
(20 for ‘core’, 8 for
‘additional’)
• 19 quality markers
• Extensive reporting,
automated
performance
monitoring
Copyright © S3 Group Slide 6
- 7. Scope of the RTNI Managed Sevice
TF3 Managed Service Overview
Service Elements
• Clinical Triage
• Service Desk
• Clinician On-Line
Portal
• Patient Portal
• Referral to
Discharge
• Clinical, activity
and service level
reporting
• ICT Infrastructure
• Service
Integration
• Additional
Services
Copyright © S3 Group Slide 7
- 8. Stages of Telehealth Service Development
Service Requirements
RTNI Service RTNI Service RTNI Service
Requirements Design Operation
Define Model &
Define Desired Assess
Identify Drivers of Change Implementation
Benefits Cost/Benefits
Approach
Clinical Outcomes Service Model Clinical outcomes
National Patient Experience Roles/Responsibilities Financial benefits
Clinical Staff Pathway Changes Implementation costs
Local Financial Delivery model
Copyright © S3 Group Slide 8
- 9. Stages of Telehealth Service Development
Service Design
RTNI Service RTNI Service RTNI Service
Requirements Design Operation
Design Service
Setup Service Setup Service
Service Planning Service Readiness
Delivery Governance
Infrastructure Testing
Pathway redesign Solution design Clinical Program Service Readiness
Process definition Technology processes Governance Solution Readiness
SLA planning choices Non-Clinical Clinical Technology
Stakeholder IT Infrastructure processes Governance Readiness
Engagement design Training Evaluation
QA Planning
Copyright © S3 Group Slide 9
- 10. Stages of Telehealth Service Development
Service Operation
RTNI Service RTNI Service RTNI Service
Requirements Design Operation
Patient Selection and Service Service Service Service
Recruitment Operation Monitoring Governance Evolution
Enrol Patients Triage Issue Mgmnt Clinical Service Efficiencies
Patient plan Coach Performance Governance Further Integration
Install Educate Monitoring Program New Conditions
Train Patient Support Reporting Governance New Services
Activate Carer Support Asset Mgmnt Evaluation of New Technology
Review outcomes
Copyright © S3 Group Slide 10
- 11. Unique Elements of RTNI
RTNI – Why form a consortium ?
Scope of Capabilities Required
• Care Pathway redesign
Clinical • Clinical Governance
• Clinical Triage Service Design
• Business Process Analysis
• Solution development
Technical • IT Infrastructure
• Solution Test
Service • Clinical Service Delivery
• Clinical Service Management
Delivery • Patient service Delivery
Programme • Programme Governance
• Programme Management
Delivery • Stakeholder Communications
• Patient equipment
Core Assets • Integrated Telehealth Platform
• Financial Capability
Copyright © S3 Group Slide 11
- 12. RTNI Consortium Partners
Programme
Management
Patient Equipment
Care Platform
Hosting and IT
Service Design
Service Delivery
Clinical Triage
Solution Design
Solution Integration
Solution Testing
Copyright © S3 Group Slide 12
- 13. Unique Elements of RTNI
Lessons Learned to-date
to-
Building a provider consortium
• Form early – provide consistency through procurement and delivery
• Define the consortium core values
• Build relationships and trust
Managed Service Model
• Significant up-front investment on both sides to define requirements and
operating model
• Creates a service based, technology agnostic framework for identifying
needs and solutions
• Demands a high level of working in partnership
• Asks the provider difficult but very good questions
Copyright © S3 Group Slide 13
- 14. Unique Elements of RTNI
Thank You
Contact details : jim.odonoghue@s3group.com
Phone +353-1-291-1270
+353- 291-
Copyright © S3 Group Slide 14