Page 7 Shaping Your Telehealth Strategy 2014 Ernst & Young LLP

“In today’s hyper-connected society, the patient and the provider are only a few
clicks away. The telephone, cell phone, fax, video, smart devices, and health
information technology are not limited by geographic boundaries ... [and]
patients expect their trusted providers to be able to treat them anywhere.”
— Reps. Devin Nunes (R-CA) and Frank Pallone (D-NJ)
Co-sponsors, TELE-MED Act of 2013

robustness and bandwidth, authentication
and authorization capabilities for secure
connection, and solutions for integrating
telehealth and digital solutions with current
systems such as EHRs and billing
Develop technology specifi cations and invite vendors
for demonstrations and performance testing.
• Training. Establish a plan for training, staff
licensing and credentialing. Training should span
direct users of telehealth technology, such as
clinicians and patients, as well as administrators
and referring providers.
• Measurement. Determine performance metrics
and performance reporting capabilities needed
to effectively lead, manage and gauge program
success (see Exhibit 4 for sample metrics).
• Parnerships. Identify potential collaborators
and partners to alleviate costs, accelerate
program implementation and drive innovation,
while effectively managing the risk profi le
of telehealth growth. Along with vendor
partners, consider payers, other providers
(for example, hospitals in nearby regions,
primary care associations, assisted living
facilities, skilled nursing homes and home care
agencies) and nontraditional participants,
such as broad technology, consumer-focused
and other companies that are actively
looking at investments in the health care
ecosystem. Developing relationships with major
employers in your region can also be critical to
program success. patient populations. Develop tools to evaluate
patient and provider satisfaction and to collect EY can help
4. Implement and improve data about service users. EY offers a comprehensive set of telehealth
Start slowly and roll out the program in phases: • Continuously improve. Integrate changes capabilities, with a team that includes
• Map your timeframe. Create an implementation into your program based on consumer and experienced physicians, nurses, health care
timeline, allowing ample time for securing provider feedback. executives and IT professionals with e-health
executive and clinician support; ordering, and digital experience. For several years, we
installing and troubleshooting equipment; have been working actively with our clients to
training staff; and ensuring required Moving into the future understand health care trends — and identify
credentialing. new care delivery approaches and profi table
business models at the intersection of patient,
• Test. Test care and technology plans before full As the nation moves from uncoordinated, volume- provider and community needs.
launch through a pilot program with a limited based delivery of health services to an integrated,
number of patients and staff. For example, begin patient-centric, value-based model, the industry’s To learn more, contact:
with a teledermatology program in one clinic future will hinge on its ability to achieve higher-
rather than several specialties in several clinics. quality care, improved patient outcomes and Bill Fera, Principal, Advisory
Revise protocols and technology as needed lower costs. In enabling health care organizations Services, Ernst & Young LLP
before full launch. to provide “anytime, anywhere” care to patients,
• Measure. Quantify return on investment through operate more effi ciently and cost effectively, +1 412 644 0551 or bill.fera@ey.com
and generate new sources of revenue, telehealth
such gauges as reduced emergency department programs are an important part of the strategy to
use, reduced inpatient hospitalizations and achieve these goals.
readmissions, and expanded services to new

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