ache ms panel discussion 031815 final
TRANSCRIPT
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Upstart Alliances: How New Strategic Partnerships and Joint Venturing Will Reshape U.S. Healthcare
Managed Services & Enterprise PartnershipsA luncheon symposium hosted by Philips Healthcare March 18, 2014
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Session AgendaOverview: The Future of provider‐vendor models
Panel introductions
Panel discussion / Q & A period
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Economic realities are driving the need for new approaches in health care
valuevaluevolumevolume
preventionprevention
continuouscontinuous
accessible accessible
responseresponse
episodicepisodic
limitedlimited
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To survive, thrive and add value to the communities we serve, we’ve all had to change.To survive, thrive and add value to the communities we serve, we’ve all had to change.
new business models and services to transform care deliverynew business models and services to transform care delivery
technologies, programs focused on personal health & wellnesstechnologies, programs focused on personal health & wellness
digital platform to connect care across the health continuum digital platform to connect care across the health continuum
hospital‐to‐home telehealth and population health solutions hospital‐to‐home telehealth and population health solutions
valuevalue
preventionprevention
continuouscontinuous
accessibleaccessible
volumevolume
responseresponse
episodicepisodic
limitedlimited
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Traditional model Shared accountability modelJoint focus on partnership goals with shared
risk and performance incentives
Business Model Evolution
SupplierCustomer
Payments for Equipment and services at discounted pricing
SupplierCustomer
Common GoalsPredictabilityShared riskContinuous improvementReduced OpExInnovation
Equipment and Service delivery with Service Level Agreements
Joint Commitment to Quality, Efficiency, and Cost Metrics =VALUE FOR PATIENTS
The changing health care environment requires new business models and partnership strategies
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Creating an “outcomes‐based‐ecosystem” – driven by global best practices – with the patient at the center
Hospital or health care provider
Design/buildpartner
Facilities/Operations partnerICAT partner
Business Model Partnership Options
Hospital or health care provider
Design/buildpartner
Facilities/Operations partner
ICAT partner
Managed Services Extend managed services business model across hospital operations
Enterprise Partnerships, ConsortiumsEstablish multi‐party consortium to design, build, finance and manage new hospital
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Matt Bierbaum (moderator)VP Managed Services, Philips
Chris SherwoodSVP ‐ Director Business Development, Healthcare, Lend Lease
Jeff MumfordOwner/Principal, Mumford Solutions
Jeff Q. BoothPrincipal, Dixon Hughes Goodman, LLP
Kelley ConnollyAlliance Sr. Director, Georgia Regents‐Philips Alliance, Philips
Our Panel
Mumford Solutions• Contract Management Services• Public Private Partnership (PPP) Advisor Services• Project Management • Facility Management and Optimization
Honeywell Limited – Canadian Vice President HBS• Total Asset Management (TAM) – Honeywell’s PPP offering• Life Cycle Management• Energy Management
Jeff Mumford, P.Eng.
• PPP’s are an alternative procurement model for public infrastructure to traditional design / construction
• Single entity (“Project Company”) contracts with public sector entity and in turn contracts with consortium partners
• PPP’s involve private sector accepting responsibility for Design, Construction, Financing, Maintenanceand in some cases Operations
• Facilities management over a long term concession period (25 ‐ 35 years) with pre‐defined hand back conditions
What is a PPP or P3?
• Risk transfer, innovation, competition provides Value for Money
• PPP’s are performance‐based contracting arrangements
– Payment from public sector begins only upon completion of construction
– Ongoing payments remain subject to deduction for failures in service delivery
Partnership structure
Public Sector Agency
Project Co Developer/Equity Provider
Design & ConstructionGeneral Contractor
Operator & Life cyclee.g., Honeywell
Senior Debt Providere.g., RBC
DBFM/O Agreement
Sub Contracts Senior Debt Agreements
AvailabilityPayment
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Connecting the transformational dialogue
Guiding Our Clients to Risk Readiness & Value‐Driven SuccessIn an evolving healthcare environment moving towards clinical integration and population management, DHG Healthcare works with providers and payers to move from volume to value at a pace dictated by local market conditions and organizational readiness
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Connecting the transformational dialogue
Clinical Enterprise Maturity (CEM)A concept unique to DHG Healthcare, the CEM is a qualitative evaluation that measures numerous characteristics associated (among other things) with the state of an organization’s physician enterprise in combination with its overall clinical integration accomplishments and planning.
Market StagingAn evaluation of an individual market’s level of evolution with respect to resident payment models. This concept, which DHC Healthcare has developed and applies in our business planning practice, considers evolutionary facts such as depth of non‐FFS transition, level of consolidation, employer base, and similar characteristics.
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Connecting the transformational dialogue
Risk CapabilityHealthcare providers are preparing to accept greater risk for payment of services. Increasing an organization’s risk capability requires a focus on three critical success factors: Enterprise Intelligence, Revenue Transformation and Clinical Enterprise Maturity.
Sweden15 years
USA15 years
Netherlands10 years
Belfast15 years
KUBIN CLINICAustria8 yearsNetherlands
15 years
Spain8 years
Spain10 years
Philips has deep experience partneringwith leading healthcare systems
Care transformation and care redesign Enterprise quality and care management Consumerism and patient engagement Co‐develop and pilot new technologies
Collaboration for higher equipment utilization Managed services and business model Shared performance metrics and risk sharing
Long‐term managed services and innovation partnerships
Transforming healthcareover a large network
ChallengeBetter, faster, less expensive care for the 4 million patients served in primary and secondary markets.
“It's no longer a simple supply‐and‐demand business model. Our goal with the Philips alliance is to foster an atmosphere of meaningful innovation that will have a significant and positive impact on the health of our patients. This is the future of healthcare.”
‐David S. HefnerFormer CEO, GRHealth
Solution15‐year partnership focused on patient‐centered approaches to care that include medical equipment and systems, workflow re‐design, clinical education, and professional services. Addresses current and future clinical, operational, and equipment needs at predictable costs over a 15‐year term.
BenefitsFleet management, increased utilization and ROI, cost containment, improved quality, enhanced overall competencies of technicians, radiologists, nurses, and clinicians.
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Financial
• Achieved $7M in market savings vs. “business as usual” procurement
• Instituted stable and predictable operational, capital, and cash flow structures
• Gained extensive media exposure for GRMC through joint marketing and PR efforts
• Led clinical growth initiative across 15 service lines
• Improving enterprise throughput as measured by LOS
Financial and Operational GainsPartnership has addressed challenging financial and operational issues
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Clinical
• Transformed from aging to state‐of‐the‐art technology in monitoring systems to drive safer, faster in‐patient environment
• Switch from analogue to digital radiology systems driving significant workflow efficiencies and corresponding volume
• Reallocated imaging resources to support growth and improve utilization
• Improved the patient and staff experience
• Supported substantial quality re‐programming initiative
Year One AccomplishmentsClinical transformation and a new, collaborate way of addressing challenges