Ravi Shakamuri
Star Tech Group

Star Tech Team:
◦ Venu Yankarla: Senior I.T. Manager
◦ Vasu Polu: I.T. Manager

Star Tech Team Business Background:
◦
◦
◦
◦
◦

Home Based Services
Medical Transcription Services
Star Health Card Services
Acclaim 2.0 Education
Star Care India
Presentation Outline:
◦ Handout Structure / Presentation / Discussion /
Survey
 Budget
Lockdown in D.C.
 Budget slashing in every State.
 Tsunami / Earthquake in Japan
 Middle Eastern Crisis
 World-wide Financial Crisis
 Mortgage Crisis in USA
 September 11, 2001 Attack
 Tech Bubble of 2000
Egypt
 Yemen
 Bahrain
 Syria
 Kuwait
 Saudi Arabia
 Iran
 Cause: Unemployment of
Educated Youth
 No Middle Class Growth



$50 Trillion Asset Value Lost
Headlines:
◦ A Nation of dropouts
◦ State of education significant contribution
◦ Must generate long-term economic growth to pay
off large sums of debt
◦ An unskilled work force makes that hard.



Country: Portugal on the brink of breakdown
Countries with systemic risk: PIIGS
Portugal, Ireland, Iceland, Greece, Spain



The rich world cannot
afford another crisis
Managing
natural/financial
disasters
unmanageable.
Average Debt of Central
Govt: 74% of GDP
◦ Triple the level of 1974

Portugal Woes:
◦
◦
◦
◦

Pile of debt: 90% of GDP
Uneducated Population
No manufacturing base
Slow growth over a decade
Education System:
◦ Calcified Bureaucracy
◦ Immigrants Issue
◦ Evaluation Teachers
 Resulted in 2008 strikes.
◦ Deep cuts in school budgets



China 2nd largest economy in
2010.
China projected to be the
largest economy by 2020 /
2040.
China:
◦ Growing Middle Class
◦ Educated Workforce
◦ Low Cost Labor

A reflection of the post WWII
track of USA.

India: 10 working people support 5 children
and one adult.
◦ In 15 years: 10 w.p. support 4 children and 1 adult.


Reverse Trend in U.S.A.
India:
◦ Growth rate chasing china





Demographic Benefit
Growth Benefit
Middle Class Growth
Internal Market Growth
Raising standards


Vanishing middle class
1970:
◦ 75% from Wages
◦ 14% Interest /Dividend
◦ 8% Govt. Benefits

2010:
◦ 64% from Wages
◦ 18% Govt. Benefits

Consumption:
◦ 85% from labor in 1970
◦ 61% from labor in 2010
Reversal In Employment Trends
2010
1960
Employees in Government Sector
22.5 M
8.70 M
Employees in Manufacturing Sector
11.5 M
15.0 M



$ 1Trillion of $ 2.2 Trillion Govt. Spending for
pay and benefits.
Every state except Indiana & Wisconsin have
more on govt. payroll than manufacturing.
California :2.4 M Govt. Employees
◦ Twice as many as in manufacturing

School Spending being watched: 1970 to
2005:
◦ School spending per pupil (adj. inflation) doubled.
◦ Standardized Achievement Test Scores flat.
◦ Employment in schools doubled.


Immediate spending cuts: 2 to 5 year period.
Every country is pulling jobs locally
◦ Thanks to technology!





One cannot cut yourself to greatness
One cannot bail yourself out with a pail
Growth is the only option / requires ed. workforce
Innovate your way out: Technology system support
Where is the blind spot?
◦ For our children?
◦ For our future?

Strong Community Leadership
◦ Manage the crisis to stabilize today.
◦ Leverage the crisis to secure tomorrow.
◦ Around the curve / extended vision guidance.
 Prepare for the blind spots: short term / long term.

Every crisis is an opportunity
◦
◦
◦
◦
◦
Shakes up the organization out of the zone of comfort.
Resistance to change is minimized.
Turf wars become secondary.
Organization solidarity to face a common threat!
Prepare for the unexpected!







Government driven employment model: Out
Escalation of benefits from Govt.: Out
Lifetime tenure at work: Out
Lifetime career: Out
Structured work environment: Out
Structured productivity expectations: Out
Result:
◦
◦
◦
◦
◦
Project management career model
Career productivity demonstration: frequently
Flexible work assignment: 24/7/365
Retirement / 401K benefit model out.
Continuous educational qualifications matter.
ONLY POSSIBLE BY
TAKING CHARGE IN OUR
OWN COMMUNITY!





Transformed Discoverers with great wealth!
1st & 2nd Generations Benefited.
A successful upper & middle class created.
Transformed Texas into a power house.
Industry Transformation:
◦
◦
◦
◦
◦
◦
◦
Entry of the multinationals.
Consolidation of regional players.
Consolidation of management positions.
Revival of the fields at high price points.
Service related job swings a new norm.
Industry creates a passing lifestyle.
Not staying wealth.

Mission Statement:
◦ We, the leadership of Permian Basin will drill through
the assumptions and bureaucracies of our education
model to tap into the intrinsic energies of our
students & their parents in Black Gold II.
◦ We will come together as one in this community to
bring most innovative technologies to unleash the
passion of our community, just as we did earlier.

Vision Statement:
◦ We, the leadership will create an environment of
learning that easy to use, flexible to meet individual
needs and affordable by all – seamless education
from K to College. Education for lifetime.

Every work opportunity in Permian Basin will
be filled by qualified, community graduates.
◦ Defines the immediate scope of service focus.
◦ Aligns with current market demands.
◦ Supports service level jobs, majority in the field.

Every job that can be done in the Permian
Basin, will find a qualified graduates.
◦ Prepares to bring skilled jobs of digital economy.
◦ Retains jobs in the Permian Basin.
◦ Creates the base on which a middle class can grow
again.


Partner without borders across institutions.
Integrate community leadership.
◦ May lead to more questions than answers.
◦ A dialogue of relevant questions is a great start.

Reposition Institutional Approach.
◦
◦
◦
◦


Experiment with Consumer Centric Model.
Create a ‘value system’ on a technology platform.
Provide guidance / flexibility at the individual level.
Institution as a resource.
Respect Institution Independence.
Reinvent the passion of BGI that brings out the
best in our leadership, institution & community.



We are not afraid of being silly.
We are not afraid of making a mistake.
We are committed to succeed … or else
◦ SEPPUKU is always on option
◦ … JUST KIDDING !!!!



We want to make education & healthcare easy
to use.
We want to facilitate the creation of a health
record & education record for every individual.
Surprisingly .. We are far ahead of everyone
else in the Country … and may be in the world.
PRIMARY CARE
N.P. & P.A.
PRIMARY CARE
PHYSICIANS
SPECIALTY CARE
PHYSICIANS
PRIMARY CARE
PHYSICIANS /
N.P. & P.A.
MANAGE ENTIRE
FAMILY
SPECIALTY CARE
PHYSICIANS
OUT PATIENT
SERVICES
OUT PATIENT
SERVICES
INPATIENT
SERVICES
INPATIENT
SERVICES
STEP DOWN
UNITS / LTC
STEP DOWN
UNITS / LTC
PRIMARY CARE
N.P. & P.A.
PRIMARY CARE
N.P. & P.A.
PRIMARY CARE
N.P. & P.A.
PRIMARY CARE
PHYSICIANS
PRIMARY CARE
PHYSICIANS
PRIMARY CARE
PHYSICIANS
GLOBAL FEE:
SPECIALTY CARE
PHYSICIANS
SPECIALTY CARE
PHYSICIANS
OUT PATIENT
SERVICES
OUT PATIENT
SERVICES
INPATIENT
SERVICES
INPATIENT
SERVICES
STEP DOWN
UNITS
HOME HEALTH
SERVICES
SKILLED
NURSING
FACILITIES
STEP DOWN
UNITS / LTC
SPECIALTY
PHYSICIANS &
HOSPITAL BASED
SERVICES
STEP DOWN
UNITS / LTC
SKILLED
NURSING
FACILITIES
SKILLED
NURSING
FACILITIES
SKILLED
NURSING
FACILITIES
HOME HEALTH
SERVICES
HOME HEALTH
SERVICES
HOME HEALTH
SERVICES
HOME HEALTH
SERVICES
SKILLED
NURSING
FACILITIES





Make it easy for consumers to access healthcare.
Check-in made easy from provider perspective.
Discharge made easy from patient, physician and
compliance perspective.
Protect patient’s preference for service providers.
Platform for providers to manage their consumer
base.
Hospital
Physician
Practices
Nursing Homes,
Assisted Living &
Ancillary Services
Emergency
Services /
Ambulances
STAR HEALTH CARD: CONNECTING PATIENTS, FAMILY
MEMBERS & RELATED MEDICAL PROVIDERS
STAR PHR ROLE: Connecting Devices, Labs, Health Plans,
Pharmacies, Physicians and Hospitals into a regional
health exchange model.
Healthvault Devices, Labs, Health Plans &
Pharmacies Connected to Star PHR
Star PHR to push & pull information to deliver ‘Meaningful Use” with
Provider Centric ‘PHR’ Service Model
Star PHR integrated to Regional Health System with
Consumer Centric ‘Call Center’ Service Model
EMR – M.D.
Nursing Homes
Consumers
Horizon Enterprise Network (HEN)
Registration,
Schedules, Insurance,
Pt check-in status
Horizon
Practice
Plus
Billing
Horizon Ambulatory Care
McKesson In-patient
Clinical Applications
Shared Technology
Shared Data
Shared Content (ex: FDB)
Enterprise MPI
ADT
Billing
McKesson
HIS Systems
SERVICE
PROVIDERS
PRIMARY CARE:
- Engage Locally
- Support Regionally
- Home Medical Model
SERVICE
CONSUMERS
M.C.H. REGIONAL
OUTREACH
SERVICE FOCUS
West Texas Communities
Odessa * Kermit * Crane
- Comprehensive Regional
Strategy
- Exemplary Staffing
- Seamless Connectivity
Monahans * Andrews * Ft.
Stockton
SPECIALISTS:
- Engage Locally
- Support Regionally
- Global Fee Model
Community
Population
Community
Agencies
Employers
City
Children
Small Businesses
Young Adults
Large Businesses
Adults
Multinational
Services
Seniors
SMALLER HOSPITALS:
- Engage Locally
-Support Regionally
-Regional Health Partner
Government
County
State
QUALITY FOCUS
- Sustainable Quality
Measures
- Regional Outcomes
- Regional Management
Federal
INFORMATION
TECHNOLOGY
- Connect Communities
- Connect Providers
- Connect Services / Quality
INITIATIVE # 1 – Consumer Centric
• Establishing Regional Consumer Support (Call) Center for consumer centric services.
•Regional Medical Service Resource Center: Directing Consumers regionally.
• New Patient / Pre-Op Registration Service: Ease of Access to MCH
• Post-discharge Follow-up: Patient Satisfaction / Prevention of re-admissions.
INITIATIVE # 2 – Physician Centric
• Integration of Specialists Services into the regional care continum.
• Effective physician practice management team: Operations & Billing Focused.
• Establishing a effective compesation model that promotes productivity.
• Education & partnership with all regional physicians in well defined roles.
INITIATIVE # 3 - Technology Centric
• Establishing of Regional Health Information Exchange for seamless service mgmt.
•MCH - HIM connectivity between regional hospitals.
•Any - EMR connectivity between physician practices.
•Star - PHR connectivity with all regional community members.
Student
Athlete, Arts
& Extra
Curricular
Activities
Portal
____
Student
HiQ Index
KPI
Integration
of
Employers
Integration
Of Colleges
Volunteer
Portal
Teacher
HiQ Index
KPI
Family
HiQ Index
KPI
TEACHER K.P.I.
STUDENT K.P.I.
FAMILY K.P.I.
PROGRAM SPECIFIC SOLUTION
SITE SPECIFIC
PROGRAM – SITE – DISTRICT RELATION
CONNECTING EXISTING DATA SOURCES
CUTTING EDGE TECHNOLOGY
MOBILE PLATFORM CAPABILITY
Employer Platform
College Platform
Community
Resources
Strategic Advisory
Board
ACCLAIM 2.2: A Second Generation Solution
General Administration
Instructional
School Leadership
Guidance, Evaluation &
Counseling Services
Student Transportation

What is Acclaim 2.0 Ed? Online Demo
◦ A game changing, technology platform.
◦ Repositions organization to a true consumer centric
model.
◦ Engages the families in a meaningful manner.
◦ Identifies & promotes good practices across campus.
◦ Delivers on a flexible, individual focused K-12 system
◦ A revenue generating platform for ECISD

Partnership Matters:
◦ Technology Partner – Sogeti USA / CapGemini
 Certified By Microsoft as Best Global Partner for Share
point Technology in 2010.



Acclaim has been recognized by Hector
Mendez as one of the four priorities for ECISD.
State budget crisis has eliminated funding
option for ECISD.
Expenses to Date:
◦ ECISD: $30,000 – Funding for Discovery Phase
◦ Star Tech: $ 70,000 – Cost Absorbed to date.

Expense for Implementation:
◦ ECISD: $ 400,000 with no follow-up cost.
◦ Star Tech: $ 370,000 – Cost To Be Absorbed.

Implementation Time Line:
◦ Six months development / 2 Year Implementation.



One time cost for perpetual use within ECISD.
No recurring maintenance or upgrade cost.
Skin in the game:
◦ For $400K investment, a 15% net royalty fee for a
period of five years from date of implementation.

Revenue Generating Model:
◦ In a flexible education model, system identifies
individual student needs & expectations.
◦ Directs to online resources in a payment model.
◦ ECISD receives a transaction fee for every unit.
◦ Royalty + Transaction Model = Best ROI


Star Tech Acclaim to be spun out as an
independent company.
Round One: $1M initial investment
◦ 10% equity with One Board Seat to facilitate:





True Partnership with Odessa Chamber of Commerce.
ECISD as our initial customer.
OC / UTPB mentor partners.
Open to Institutions and/or Individuals.
Round Two: $10M: V.C. Investment.
◦ 20% equity with One Board Seat to facilitate:
 Facilitate State/Nationwide Implementation.

Please note that all business investments, conditions and requirements have to be finalized
and approved with appropriate legal documentation, authentication and legal oversight.

Survey: Paper / Telephonic Option.

Q&A:
◦ The land is yours and we are promising to drill for
Black Gold II.
 Will you let us?
 What is your gut instinct?
◦ What are the blind spots in this approach to education
for 21st century model?
◦ Open to the floor.

Thank you for this outstanding opportunity.

Web Site: www.startechgroup.com

Ravi Shakamuri: CEO
◦ Cell: (432) 349-5001
◦ Office: (432) 552-1950
◦ Email: rshakamuri@startechgroup.com

Venu Yankarla: Senior I.T. Manager
◦ Cell: (432) 978-1519
◦ Office: (432) 552-1945
◦ Email: vyankarla@startechgroup.org

Venu Vasu: I.T. Manager
◦ Cell: (432) 661-5432
◦ Office: (432) 552-1930
◦ Email: vpolu@startechgroup.com