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1
The Radical
Transformation and
Disintermediation of
Healthcare: Evolving
Technologies in Care
Delivery
INSERT
Kevin Fickenscher, MD
President/CEO
New York, New York
2
An Overview of the
Forces Precipitating
Change in American
Healthcare
Technology as a
Transformational and
Disintermediating
Force
The Implications
The Session…
“You never change
things by fighting
against the existing
reality. To change
something, build a
new model that
makes the old
model obsolete.”
F. Buckminster Fuller
3
4
The Metaphor...
5
The Metaphor...
6
Jonathon Swift
1711
“Vision...is
the art of
seeing
things
invisible.”
Jonathon Swift
1711
7
“The real voyage of
discovery consists not of
finding new lands but of
seeing the territory with
new eyes.”
- Marcel Proust
8
The Premise… Society is demanding for all goods and services but –
especially for health care – that we… - ↓ Costs
- ↑ Quality
- ↑ Service
The inherent incentives of the health care industry are
disparate, inconsistent and dysfunctional – causing
leaders significant challenges
Society is moving inextricably towards an information
democracy rather than professionally dominated
theocracy = Focal point for health care change
= Appropriate management of information required
= Intellectual capital of medicine
= Simultaneously empowering (consumers) and disempowering
(physicians)
9
So, what are the forces that are affecting healthcare?
The Domains of Change – in Healthcare…
10
Breakdown of traditional boundaries
Workforce globalization
Cross-industry convergence
Rising tide of technology
Continuous care delivery models
Shift from volume to value
Health Care Forces
“Change is
the price of
survival.”
Sir Winston Churchill
11
So, What Does It All Mean?
Consolidation – of hospitals / physicians
Efficiency and Effectiveness – the new watchwords
Productivity – the essential ingredient
Accountability – the required capability
Globalization – of care delivery
Virtualization – of support and delivery
Information Exchange / Data Analytics – fostering
open data sharing, transparency and interoperability
And, The Implications?
12
The Most Critical
Question! 12
Why?
13
Why don’t
people CARE?
13
14
But, I think they
do CARE! They just
don’t CARE
enough… 14
15
Why?
15
16
We can no longer tolerate…
17
Value-Based
Payment Fee-for-Service Outcome Based
Incentives Pass-A-Tube-Get-
A-Payment Keep-Em-Healthy-And-Make-A-Living
Focus Episodes Populations
Role of the Provider
Interaction on Individual Interactions
Team-Based Care Continuum
Information
Retrospective Predictive
The New World
Volume-Based
18
Payment
Focus
Role of the Provider
Incentives
Volume-Based Value-Based
The New World
Information
19
This is why
people don’t CARE
enough… 19
20
The Anticipation…
21
“"You can never
plan the future by
the past."
Edmund Burke
From
Deployment of Standards
To
Ubiquitous Interoperability
22
From the Primacy of Proprietary Systems
to the Priority of Open Source…
23
The Inevitable Move Toward Open Source
Standards…
Metcalfe's Law predicts that the value of interoperability increases
geometrically with the number of compatible participants
Reed's Law predicts that the utility of a network (implied by
interoperable equivalence) increases exponentially due to the number of
possible subgroups that interoperability enables
CommonWell Health Alliance (the "Alliance") – HIT (vendor)
interoperability initiative includes: Allscripts, AthenaHealth, Cerner, CVS
Caremark, CPSI, Greenway, McKesson, RelayHealth and Sunquest
24
H
User Security
Files
The Goal? Apps Data Integration Across
The Healthcare Ecosystem
Secure
Cloud
Hosp P Payer
Lab SNF
Warehous
e
EMR (Inpatient)
EMR (Outpatient)
Claims
User Access and Device Access Manager
Content Manager and Integration Manager
Audit Logging and Reporting
Public
Content
Multiple
data
sources
PCP / Specialist
Clinicians &
Leadership
Comprehensive
Care Coordinators
(C3) or Other Clinical
Associates
Patient
25
“"You can never
plan the future by
the past."
Edmund Burke
From
Virtual Monitoring
To
Virtual Care Delivery
26
When is a radiologist a
radiologist?
How is a cardiologist different
than a radiologist?
How can a dermatologist
support a primary care
provider virtually?
What’s the value difference
between a nurse practitioner
and a family physician?
If 85 – 90% of pediatric care is
protocol driven, who should
provide it?
Requiring Professional Collaboration…
27
Advantages of TELECARE… 27
Timely access to actionable information
for better patient care management
Knowing what is going on with a patient’s
course of care, in between visits, when he
or she cannot be physically in front of the
clinician
Detecting pre-acute conditions before the
patient clinically decompensates
Not waiting for the call from the ER before
knowing that a patient is trending in the
wrong direction
28
OPPORTUNITY ANALYSIS = Super-Utilizers
Opportunity: reduce cost of top 1% by 20% or top 5% by 20%
Result: US Healthcare savings of $55B or $128B per year
29
Defined by Over a Decade of Experience
MODEL FOR SUCCESS
Outcomes &
Assessment
Reporting
It’s never just
about the
technology!!
Clinical
Support/
TCM
Data
Collection
Set Up,
Installation &
Retrieval
Patient
Engagement &
Registration
Patient
Identification &
Referral
Compliance
Support
EHR
Integration
MD
Collaboration
Internal &
External
Promotion
29
HARNESSING THE POWER
OF REMOTE PATIENT MONITORING
30
HOW IT WORKS
Self-reported symptom &
behavior info via IVR
Biometric information via telemonitoring
devices
“Live” virtual diagnostic assessment
via televideo/steth
Medication compliance information via smart
dispensers
Data is collected, sorted and verified and presented as critical, actionable information on a secure web portal
Patient’s
Physician Care Manager
PERS Data
30
31
DATA SOURCES TECHNOLOGIES FROM DOZENS OF DIFFERENT MANUFACTURERS
31
PERS Glucometer
Adapters
Medication
Adherence
Thermometers
Pulse
Oximeters
Cellular
Modems
Multi-user Kiosk
Wireless
Scales
BP Monitors
Interactive
Voice Response
Device/Data Source
Neutral
Televideo w/steth Meaningful
and clinically
actionable
information from
the patient’s
home
32
The Problem:
• @ 240,000 admissions/year
• 28% (range: 25 – 36%) of “cellulitis” admissions are inappropriate or a misdiagnosis not requiring hospitalization
• = $83.4B/year in wasted admissions
Why?
1. Common lower limb disorders = lipodermatosclerosis, irritant dermatitis, venous eczema, lymphedema…and, thrombophlebitis
2. Most common dx is thrombophlebitis of the lower leg because it is red and inflamed but it’s not; simply inflammation of the small blood vessels
3. No clinical test can be done
4. Signs of chronic phlebitis will be present
5. The right hx is that it’s been coming and going and not acute
And, solving the problem can be as simple as wearing support hose, putting your feet up every day; and, losing weight…
An Example of Making a Difference – Cellulitis…
33
LOOKING FORWARD…
Bringing
the lab
home
GPS tracking and
Communications Motion Analysis and
Action Detection
Technologies
Wearable
Sensors
Smart
Clothing
Sleep apnea
Monitoring
Point of Care
Wound
Assessment
Device
34
RESULTS SUSTAINABLE OUTCOMES ACROSS DIVERSE HEALTHCARE ENVIRONMENTS
8
HARNESSING THE POWER
OF REMOTE PATIENT MONITORING FOR
ENHANCE TELECARE
Decrease costs >35%
ROIs exceeding 3:1
Reduce all-cause 30-day
readmissions
Enhance Care Management efficiencies
Improve biometrics + reduce risks
Reduce hospitalizations
and ALOS
Reduce Field Nurse Visits by
50%
Daily patient compliance >80%
35
“"You can never
plan the future by
the past."
Edmund Burke
From
Service Integration
To
Service Continuum
36
Traditional Focus of Care Delivery…
Acute
AmbCare
37
Alternate: Comprehensive Coordinated
Care (C3)
Preventive
Acute SNF
Hospice Alt Living
Remote Patient Monitoring Transition
Chronic AmbCare
38
“"You can never
plan the future by
the past."
Edmund Burke
From
Data Mining
To
Peripheral Intelligence
39
Decision-Support
Dashboards
Benchmarking
Personalization
Pattern Recognition
Data Mining
Knowledge Management
Artificial Intelligence
Standardization
Peripheral Intelligence
CaaS
Predictive Knowledge Management… Using Informatics to Change Practice
40
Standardization
Peripheral Intelligence
CaaS
In May, 2010 Lancet
Neurology published a
study showing that the
generic drug lithium did
nothing to slow the course
of amyotrophic lateral
sclerosis (ALS
In December, 2008,
PatientsLikeMe, a for-profit
patient networking site and
data aggregator based in
Cambridge, MA, came to a
similar conclusion, more
quickly and at much less
cost.
Predictive Knowledge Management… Using Informatics to Change Practice
41
HEALTHIER COMMUNITIES
PRACTICE
INTELLIGENCE
KNOWLEDGE
INFORMATION
DATA
An INFORMATICS SAVVY ORGANIZATION is one that has an informatics-skilled workforce, a disciplined approach to information system
design and use, and reliably managed IT operation.
INFORMATICS implies a disciplined approach to information systems design and use that drives improvements in public
health practice.
PUBLIC HEALTH PRACTICE
LEV
EL O
F V
ALU
E
Source: Modified from work by Marty LaVenture, Bill Brand, Minnesota Department of Health. Karen Zeleznak, Bloomington Minnesota Division of Public Health
Using Informatics to Change Practice
42
Los Angeles – A Case Study in Public and Clinical Health
Can You Imagine?
43
Imagine, if you will…
44
“"You can never
plan the future by
the past."
Edmund Burke
From Quality as Outcome
To
Quality as Requirement
45
Managing the COMPLEXITY… Coordinating the Care
Figure 2 - The Anatomy of Healthcare Delivery
46
The Five Normals: 1. Normal weight
2. No smoking
3. Normal glucose / Hgb A(1)c
4. Normal cholesterol
5. Keep vaccinations up-to-date, esp. flu
How to manage: 1. Annual wellness visit.
2. Tobacco cessation.
3. Body Mass Index (BMI).
4. Diabetes screening test.
5. Cardiovascular disease screening.\
6. Cholesterol level screening.
7. Screening tests
Focusing on the SIMPLICITY… The Five Normals
47
“"You can never
plan the future by
the past."
Edmund Burke
From
Social Media
To
Social Activation
48
Use of Health Apps in Care Management…
Patient Engagement = enhanced electronic collaboration between
patients/members with healthcare organization(s), all major mobile
devices and Web
Administrative / Employee = Reuse existing security and data to
improve operations, ex; scheduling, forms, management reporting, bed
management, workforce, etc.
Partner & Vendor / Third Party delivery / ACO = Apps integrate with
external databases/systems to provide new function and access, such
as; ACO Provider and Payer integrated info, billing, etc.
Health Delivery = New simplified and targeted access to complex
content (e.g., genetics lab)
Health Education = Integrated content management and secure social
networking allows for new collaboration, and tracking (e.g, my healthy
world)
48
49
Example: Social Activation & Engagement…
Retrofit (www.retrofitme.com) – data-driven weight loss program
focused on professionals using wireless monitoring of weight,
activity and sleep
Results:
- 90% lose weight w/ average retention = 12 months (longest in industry / industry
average = 6 – 12 weeks)
- Men = 50% of customers
- Average customer loses 9% of weight @ 20# + 90% keep weight after one year
Target busy professionals; upper income (avg = $80K/year)
Why are the results better at Retrofit that WeightWatchers with 80% vs
30% 12 month retention + 12 month weight loss: 20# vs 14# ???
Reason = Social Engagement
4
9
50
From Deployment of Standards To
Ubiquitous Interoperability
From Service Integration To Service
Continuum
From Virtual Monitoring To Virtual
Care Delivery
From Data Mining To Peripheral
Intelligence
From Quality as Outcome To Quality
as Requirement
From Social Media To Social
Activation
S U M M A R Y
51
And, The Implications?
52
A Story: The Woman and The Mountain
53
The tools are
available…but, the
transformation of
healthcare is missing the
essential requirement of
all change initiatives…
So, What Does It All Mean?
Are you ready to participate?
54
Systems-Centric
not
Professions-Centric
The World of Healthcare is Changing…
55
Global and Aggregated
not
Segmented
The World of Healthcare is Changing…
56
Networked and Virtual
not
Proprietary
The World of Healthcare is Changing…
57
Innovation-oriented
not
Replication-focused
The World of Healthcare is Changing…
58
Embracing
the future:
reaching for
the reality
beyond the
rhetoric…
A Perspective on the New Millennium...
59
A Final Consideration…Are you ready to
learn how to climb the lake?
If so…You’re ready to be a healthcare leader!
60
And, one final question:
How much do
you CARE?
60
61
Twitter http://www.twitter.com/MDkev
Email drkevin@creostrategicsolustions.com
…inspiring
creative change to
transform
healthcare that
benefits the
human condition
Check Out My New Book: Toto's Reflections: The Leadership Lessons from The Wizard of Oz
Kevin Fickenscher, MD
President , Healthcare Services
(301) 540-0795 – Assistant (Susan Seiger)
(415) 450-1515 – Mobile
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