Specialist
Former senior executive at One Call Care Management Inc
Agenda
- Key trends and developments emerging in the worker compensation and managed care market over the past 12-18 months
- One Call Care Management workflow and revenue model
- Key buying influences and gaps that One Call has not addressed
- One Call’s competitive positioning vs companies such as Optum, Coventry, MedRisk and Streamline
- Growth outlook for FY22
Questions
1.
What are some of the key trends you have been following within the workers’ compensation and managed care market over the past 1-2 years, especially after the pandemic slowdown?
2.
Could you go expand on price compression and how that’s affecting One Call?
3.
How are volumes in the workers’ compensation industry trending relative to pre-pandemic or during pandemic?
4.
There’s been a huge trend towards managing utilisation, UR [utilisation reviews], with states having different regulations in terms of cost, reimbursement and discounts. How has One Call incorporated utilisation with using increasing costs into its business model? How can it broaden that service offering in this market?
5.
The behavioural health component has been trending, and there’s increasing recognition of socioeconomic healing and injuries associated with behavioural health. How has One Call managed to keep up with this telehealth trend and devise different health delivery models pertaining to physical therapy or mental health? If so, how?
6.
NCMs [nurse care managers] have been high in demand. What are your expectations for One Call within the NCM space?
7.
How has One Call tried to keep up with the demand for increased specialisation with nurses, especially with psychiatry or obstetrics?
8.
Would you be able to assess One Call’s M&A strategy pertaining to bill reviews and UR?
9.
Given the capital structure and earnings cash flow profile with One Call, do you think M&A as an approach is feasible for One Call?
10.
Is there a chance of competitors acquiring certain segments of One Call? Do you think that’s possible?
11.
How effective has One Call been in building out its clinical quality programme over its product portfolio, including physical therapy, and how do you expect this service to expand?
12.
Could you expand on the reimbursement dynamics within physical therapy and One Call?
13.
Home health has been witnessing a huge market at the moment. How would you assess One Call’s home health service again? What do you assess the growth segment to be like?
14.
How would you position One Call’s services and pricing structure in comparison to some of its big competitors such as Optum, Coventry and MedRisk? In which areas does it possess an advantage vs a disadvantage?
15.
You mentioned that One Call and Optum are all broad full-service companies as opposed to MedRisk and Streamline, which focus on single services. How would the dynamics between the bigger conglomerates vs these single service companies work out? Do either of them have a competitive advantage over each other, and could these smaller companies be a potential threat to One Call?
16.
What are the current reimbursement trends and what is One Call doing in response to these trends? How effective is One Call at managing relationships between third-party administrators, providers, employers and self-insurers?
17.
How are labour costs trending within the market? Has One Call been able to manage its costs effectively? Does it offer premiums to its workers after the pandemic?
18.
What steps has One Call taken to integrate automation and data analytics into its operational activities and labour costs?
19.
Could you elaborate on One Call’s buying influences and provide an understanding of what clients are looking for? How strong is One Call’s sales force and marketing arm?
20.
What is the outlook for One Call over the next 12-18 months? What 2-3 risks could the company potentially face in the near future?
21.
Is there anything that you would like to highlight that we haven’t covered yet?
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