Nearly every US health system has implemented some type of telehealth infrastructure, most doing so in response to the federal relaxation of regulatory and reimbursement constraints during the pandemic. 从那时起, an industry that’s been historically slow to embrace technology has quickly gained an appreciation for the effectiveness of virtual visits compared to in-person visits, 和病人, payers, 供应商也同样看到了远程医疗解决方案的价值.
But a number of nontraditional competitors are already disrupting the healthcare space. Well-funded start-ups and market entrants are advancing telehealth solutions and seeking partnerships with health systems, 健康计划, 雇主, 以及直接面向消费者的模式. 除了他们的技术平台, AmWell这样的公司, MDLive, and Teladoc have a large network of providers (often licensed in multiple states) who can deliver telehealth. They also support a range of patient needs using telehealth platforms—from low-acuity urgent care visits to condition-specific primary care and targeted specialty use cases.
These nontraditional players may have the benefit of private equity funding and the ability to produce slick, 用户友好的技术解决方案, but local health systems and provider organizations have something they don’t—familiarity. Personal bonds between 病人 and their physicians cannot be easily replaced, 一家知名的医院可能在社区中有着深厚的根基. 根据最近的一项调查, 65% of 病人 still trust and prefer their traditional health system and the relationship with their local providers.[1]
It is on this basis that traditional health systems can effectively compete with national telehealth vendors—by expanding their telehealth capabilities and developing a cohort of community providers (both independent and employed) to render telehealth visits.
发展本地供应商整合策略
一些新趋势正在推动云顶集团40011官网 发展本地供应商伙伴关系:
- “虚拟优先”战略的出现: Health insurance companies are launching “virtual first” models that make telemedicine a foundational part of patient’s care. These models contemplate a digital front door that permits 病人 to quickly and easily access healthcare 云顶集团. They will virtually connect 病人 with in-person local healthcare providers who will guide 病人 to specialty care and other ancillary 云顶集团, 根据需要. Health systems (using their cohort of local providers) have an opportunity to become the preferred source of in-network care delivery for these virtual-first models.
- 重新设计基于价值的福利选项: 雇主 are negotiating large-scale, direct contract deals with national healthcare vendors and designing their health benefits and care delivery offerings based on value. 其中一些供应商
促进虚拟访问, 提供护理导航员, 提供专家第二意见云顶集团, 诸如此类. 拥有高绩效提供者网络的云顶集团40011官网也可以这样做. Engage in discussions with 雇主 to develop arrangements to share in the risks and rewards and secure more of the premium dollar in value-based contracts.
- 跨连续体的护理协调: This 需要整合跨护理设置的数据和应用程序-门诊, 急性期和后急性期——在供应商之间交换实时数据. 我们的目标? 提供 正确的见解和正确的护理在正确的时间和正确的 设置. 同样,拥有当地提供者的云顶集团40011官网在这方面具有优势 来自虚拟访问的数据可以集成到他们的核心电子病历中,以提供一个 longitudinal medical record across the enterprise (including all in-person and 远程医疗访问). 相比之下,第三方国家供应商通常共享一个 个别偶发性访问的有限护理连续性文件.
与颠覆者合作
这些第三方并不是孤注一掷 干扰物. 云顶集团40011官网需要将远程医疗战略的重点放在 integrating with affiliated community providers, partnerships with nontraditional organizations will also be essential to achieve scale and elevate capabilities.
Health systems could consider partnering with a third-party telehealth vendor to provide scalable, HIPAA-compliant technology platforms to facilitate virtual 为宣传云顶集团40011官网品牌而打上白色标签的访问. 在这些 伙伴关系,云顶集团40011官网仍将依赖于其附属的地方 providers but use the vendor partner’s providers for overflow 报道 or to 填补空白(e).g.(精神保健提供者短缺、下班后支助). 的关键 to successful partnerships must include tight integration and sharing of data, 创造一个无摩擦的,临床知情的,令人满意的体验 病人.
以消费者为中心
At the center of any telehealth arrangement should be convenience for 病人 and providers. Ensuring that consumers can use their preferred channel of communication (such as web-based versus mobile app) will enable organizations to attract, engage, and build a trusted relationship with 病人 and offer stakeholders convenience, 易用性, 以及越来越多的采用率. 云顶集团40011官网还应:
- 创建包含常见问题解答的结构化程序, 技术支持, 调度算法, 以及正确编写文档和代码的后端支持, 医疗云顶集团提供者将处于不同的远程医疗访问准备阶段.
- Identify a physician champion to serve as the liaison between project leadership and the physician community to ensure provider buy-in and adoption.
- 与护理团队的每个成员采用标准化的工作流程, 从前线到呈现提供程序.
- Develop a resource model that aligns provider availability and capacity with demand for telehealth 云顶集团, 基于预期数量.
- 了解各种远程医疗覆盖模式(例如.e.(按需访问与计划访问)将影响提供者的工作效率.
- Develop professional service agreements with independent community providers participating in telehealth initiatives.
- Consider a clinical integration network (CIN) umbrella that will allow the health system and independent provider groups to align and collaborate, refer, and share a population of customers for which they have co-contracted (including value-based contracts).
最后, health system board and senior leaders must be constantly mindful of the patient experience as they contemplate these strategies. 无缝地促进虚拟访问的各个方面(例如.g., registrations, check-in, bill-pay, checkout) requires a deep understanding of the patient journey.
打造品牌实力
作为用途 随着远程医疗的普及,资金雄厚的领域也将越来越受欢迎 颠覆者为患者和雇主提供创新的解决方案. Health system leaders need to know when to compete and when to collaborate; the right 供应商可以补充系统提供的云顶集团,并帮助填补空白 报道.
But health systems also need to appreciate the value of their own name recognition and the relationships their providers have established with 病人. 与一群社区提供者合作,促进虚拟访问, health systems can engage 病人 at the earliest stages of their health journeys, 将它们与系统的医疗保健产品连接起来, 云顶集团, 以及帮助他们实现健康目标的信息.
你们的云顶集团40011官网为虚拟医疗时代做好准备了吗?
今天就云顶集团的专家.
云顶集团这篇文章最初刊登在季刊上 治理研究所 2021年11月通讯.
脚注
- 1.
来源:NRS健康市场洞察颠覆者2020年调查
出版于2021年11月24日