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Mark Lyles, MD Chief Strategic Officer Medical University of South Carolina September 25, 2014

South Carolina Telehealth Alliance. Mark Lyles, MD Chief Strategic Officer Medical University of South Carolina September 25, 2014. Presentation Overview. Rationale for forming the Alliance Work product update Next steps. Background. Telemedicine is rapidly evolving

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Mark Lyles, MD Chief Strategic Officer Medical University of South Carolina September 25, 2014

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  1. South Carolina Telehealth Alliance Mark Lyles, MD Chief Strategic Officer Medical University of South Carolina September 25, 2014

  2. Presentation Overview • Rationale for forming the Alliance • Work product update • Next steps

  3. Background • Telemedicine is rapidly evolving • Disparate systems and technologies • Cost of hardware and software decreasing • Comfort level increasing for patients and providers • Reimbursement now becoming possible • SC DHHS looking for creative solutions to provide care: • Sickest of the sick • High value care • Enable residents of rural areas to receive care locally when possible

  4. Background • Telemedicine goes beyond delivery of patient care • Includes research and education • Telemedicine is most effectively applied when it improves the efficiency of the care system • “smart grid” approach to hospitalized patient triage • Accessing care at earlier points along the illness continuum • Co-management between medical homes and specialists

  5. Work Group Formed • 14 member team assembled • 3 academic institutions (MUSC, USC, GHS) • Rural physician and hospital administrator • PCC, DMH, ETV, DHHS, ORH, SCHA • Need for formal strategic planning assistance • Engaged The Beckham Company • Draft Strategic Plan

  6. Draft Strategic Plan Mission • Improve the health of all South Carolinians through telehealth Values • Patient centered • Quality • Collaboration • Sustainability • Accountability

  7. Draft Strategic Plan Vision • Telehealth will grow to support delivery of health care to all South Carolinians with an emphasis on underserved and rural communities. It will facilitate, coordinate and make more accessible quality care, education and research that are patient centered, reliable and timely. Our state will become recognized nationally for telehealth that is uniquely collaborative, valuable and cost effective. Value Proposition • Telehealth in South Carolina will deliver high value through productive collaboration.

  8. Collaboration & Palmetto Care Connections Palmetto Care Connections SC Telehealth Alliance Aligns telehealth providers to ensure Common infrastructure across services and providers Coordination for the optimal user experience Equitable and efficient use of resources across South Carolina Advocates for and supports patients and providers by • Promoting telehealth awareness • Advocating for favorable telehealth policies and regulations • Providing education, advice and operational support for referring providers • Coordinating telehealth activities across regions

  9. Draft Strategic Plan Driving Strategies • Deploy a coordinated, open-access telehealth network in SC • Understand and effectively respond to the needs of users of telehealth with an emphasis on the underserved and rural • Invest in expanding needed specialty and subspecialty capabilities through telehealth • Conduct statewide education, training and promotion to providers and the public to accelerate and spread adoption of telehealth • Develop a telehealth organization structure that encourages and facilitates statewide collaboration among providers in the delivery of health care, education and research • Demonstrate to legislators, payers, providers and the public, the impact of telehealth in improving access, quality and affordability

  10. Draft Strategic Plan • Work product shared with funders: SC DHHS and Legislators • South Carolina Telehealth Alliance • Advisory Board – 10 members with 2-year non-recurring terms: • 2 rural physicians • 3 telehealth experts from different academic institutions • 1 member representing PCC • 1 member representing the General Assembly • 1 member representing Department of Mental Health • 1 member representing ETV • 1 member representing SC DHHS • Establish success metrics that focus on SC care problems that are amenable to telehealth and which encourage collaboration for equitable impact

  11. Draft Strategic Plan • Advisory Board to convene in September • Expand on draft tactics proposed by the initial work group • Goals: • Develop full strategic plan by November 1 • Be inclusive • Additional interviews to be conducted by Beckham Group • Will include: • Driving strategies • Tactics, sub-tactics • Responsible person(s) • Deliverables • Timeline • Success metrics

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