Virtual health may create both threats and opportunities for providers in their local markets, as new entrants offer additional virtual access for consumers, and providers look to quickly resume care as part of their clinical and financial COVID-19 recovery strategies. Visit our Digital Strategy & Transformation page A critical channel for health system volume and recovery How health systems think about these value drivers and strategies will likely depend on their market position, provider/specialty capacity, and growth objectives. On the acute care side, an opportunity may also exist to promote efficiency through models like tele-ICU and change-capacity use through “hospital at home” (HaH) models. 6 McKinsey Healthcare Value Digital Opportunity Assessment, 2019. Prior to the COVID-19 pandemic, one study found that health systems, under value-based care arrangements, demonstrated 17 percent savings when they provided virtual care with their existing healthcare professionals instead of using an outsourced provider. Additionally, providers may build new capabilities that could lead to success in risk-based reimbursement models. Opportunity exists for health systems to enhance their value proposition for consumers in a way that creates new interactions or loyalty. Actions providers can consider to improve access and value through virtual health Given the pace and magnitude of current disruptions to care delivery, forward-looking health systems could consider using the next six months to materially scale broader virtual health offerings to create real competitive advantage. Leaders cited remote monitoring as a key area for future investment. What are the primary reasons that you would be likely to use video consult or email messaging in the future for an in-person primary care visit? of health system leaders revealed that virtual health adoption was highly concentrated in synchronous telemedicine, with limited investment in the full suite of available virtual health technologies shown in Exhibit 2. How likely will you be to use video consult or email messaging in the future to replace an in-person primary care visit? Please assume the virtual primary care provider is available 24/7 to answer your questions and this question refers to visits that do not require a procedure. Prior to COVID-19, a 2019 McKinsey survey 5 McKinsey Virtual Health Provider Survey (Nov. These differences in specialties suggest an opportunity to continue to open the aperture to other virtual health technologies, such as remote monitoring, which could allow both primary care and specialty care practices to expand their virtual patient interactions. These smaller declines may reflect the fact that more primary care and behavioral health visits can be accomplished by evaluation and management only 4 McKinsey estimate of commercial outpatient spend and encounters by primary diagnosis clinical concept (DDC) that could move to virtual based on Truven Health Analytics data (2015–7). 3 Mehrotra A et al., “The rebound in visits has occurred across all specialties,” The Commonwealth Fund, May 19, 2020,. Consider seeking advice of legal and other relevant certified/licensed experts prior to taking any specific steps.ĭuring the pandemic, adult primary care and behavioral health showed smaller declines in total visits than surgical/procedural specialties. The recipient is solely responsible for all of its decisions, use of these materials, and compliance with applicable laws, rules and regulations. Particularly in light of rapidly evolving conditions, these materials are provided “as is” without any representation or warranty, and all liability is expressly disclaimed for any loss or damage of any kind. Future results may differ materially from any statements of expectation, forecasts or projections. These materials are not a guarantee of results and cannot be relied upon. These materials do not constitute, and should not be interpreted as, policy, accounting, legal, medical, tax or other regulated advice, or a recommendation on any specific course of action. References to specific products or organizations are solely for illustration and do not constitute any endorsement or recommendation. The insights and concepts included in these materials have not been validated or independently verified. They reflect general insight and may present potential options for consideration based on currently available information, which is inherently uncertain and subject to change, but do not contain all of the information needed to determine a future course of action. These materials are preliminary and non-exhaustive and are being made available on a non-exclusive basis solely for information purposes in response to the urgent need for measures to address the COVID-19 crisis.
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