Management of Transformative Healthcare Trends How to ... · Estimated 2018 US Healthcare Spending...

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Jacque J. Sokolov, MD V14.2 Management of Transformative Healthcare Trends – How to Expect the Unexpected SEPTEMBER 6, 2018

Transcript of Management of Transformative Healthcare Trends How to ... · Estimated 2018 US Healthcare Spending...

  • JJacque J. Sokolov, MD

    V14.2

    Management of Transformative Healthcare Trends –

    How to Expect the Unexpected

    SEPTEMBER 6, 2018

  • PROPRIETARY 2MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Presentation Overview

    Management of Transformative Healthcare Trends – How to Expect the Unexpected

    ̶ The Basics: Expenditures, Populations and Products̶ Transformative Healthcare Trends

    • Disruption in the “Healthcare Food Chain”• The Birth of the “Unicorn” Physician Practice Management Company • The Population Specific “Virtual Digital EPO”• Destination Medical Center Meets Super Consumer Experience• Adaptive Artificial Intelligence, Expert Systems and Blockchain Technology• VA CCN – The Next Evolution in VA Care• RNA Neo-epitopes Drive New Cancer Diagnosis and Treatment Models

    Conclusions and Critical Takeaways

  • September 2018

    Management of Transformative Healthcare Trends –How to Expect the Unexpected

    3

    Management of Transformative Healthcare Trends

    ̶ The Basics: Expenditures, Populations and Products

  • PROPRIETARY 4MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    The Basics: Expenditures, Populations and ProductsEstimated 2018 US Healthcare Spending by Payer Source

    * Sources: CMS/NHE with 4.6% year over 2015-2016 and an estimated 5.3% year over year 2016-2017

    Cost of Healthcare 5.3% ̶ High-deductible HP’s̶ Hospital-owned MD Groups̶ Pharma Cost Escalation̶ Utilization trends – Aging, etc.̶ Hospital-owned ASC’s JVs, etc.

    Total Healthcare

    Expenditures$3.67 Trillion*

    OUT OF POCKET10%

    PRIVATE HEALTH INSURANCE

    34%

    MEDICARE20%

    MEDICAID17%

    OTHER INSURANCE…

    OTHER THIRD PARTY…

  • PROPRIETARY 5MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    The Basics: Expenditures, Populations and Products Providers Create Structures to Optimize Value-Based Care Participation

    Value-Based Reimbursement New Payer Products

    Alignment of Quality Metrics with Financial Incentives

    Business Model

    ̶ Fee-for-Service

    ̶ “Hybrid FFS/Value”

    ̶ APR DRGs

    ̶ Shared Savings

    ̶ Bundles

    ̶ Episodes of Care

    ̶ Global Risk

    Clinical Model

    ̶ Care Transformation

    ̶ Population Health Management

    • Individual

    • Small Group

    • Mid-Size Group

    • Mid-Large Group

    • Private Exchange

    • PCP/ Specialty Referrals

    • Expansion

    • FFS

    • Block Grants/VB

    • APR DRGs• FFS

    • MSSP ACO

    • Medicare Advantage

    Patient Care/Experience

    Changes in Reimbursement

    Commercial Insurance

    ERISA (ASO)

    VA Expansion & TriCare

    Medicaid

    Medicare

    Expansion of Patient Population Coverage Creates New Products and

    Purchase Options

    New Provider Entities

    ACOSpecialty

    CIN

    DEFINITIONS

    CIN- FTC- compliant Clinically Integrated

    Network

    ACO- Accountable Care Organization

    Medicare Shared Savings Plan

    Specialty CIN- CIN for CV, Orthopedics, Oncology,

    CV, Spine and other key specialties

    CIN/CMMI

    KEY TAKEAWAYHospitals and affiliated physicians have an opportunity to capture incentive-based reimbursement by entering into “value-based” contracts with payers. But to do that, they need to form a Clinically Integrated Network (“CIN”) or a “Value Based” Enabled Entity to Execute on VB Products

  • PROPRIETARY 6MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Seeking Strategic Opportunities

    Managing a Specific Condition

    or Service Line

    Provider Care Accountability and integration

    Re

    lati

    ve F

    inan

    cial

    Ris

    k

    FFS

    SharedIncentives

    Bundles and Episodes of Care

    % of Premium

    Global Risk

    Provider Assets/ JVs

    Managing Health of a

    Designated Population

    Achieving Specific Quality and Cost

    Improvement Metrics or

    PCMH Status

    Participating in a Narrow Network

    Narrow Network(or Tiered)

    Four Examples of Payer/Provider Goals:

    1) Find NEW partners in CURRENT VB partnership categories

    2) Find NEW partners in NEW VB partnership categories

    3) Expand EXISTING partners into NEW VB partnership categories

    4) Evaluate POTENTIAL Expanded Provider Asset Acquisitions /JV Partnerships

    How do Health Plan product strategies align with specific provider VBC initiatives?

    What approach/support leads to “win/win” provider collaborations?

    Provider Asset Acquisitions/

    JV Partnerships

  • PROPRIETARY 7MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    MSSP Incentive Award Opportunity

    • Part A and Part B claims for beneficiaries attributed to the ACO

    • Benchmark projection based on 3 years of CMS data

    • In Year 1, requirement is complete and accurate reporting on all measures

    • In Years 2 and 3, a performance score is calculated for the ACO

    • Total award is capped at a % of Benchmark expenditures depending upon chose track (Track 1: 10%, Track 2: 15%, Track 3: 20%)

    • Calculation of award occurs 6-9 months after end of year.

    AC

    O B

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    ark

    $$

    AC

    O A

    ctu

    al $

    $Savings

    Preventative Health (8metrics)

    Care Coordination

    Patient Safety (6 metrics)

    Patient/Caregiver

    Experience (7 metrics)

    Managing At-Risk

    Populations (12 metrics)

    $$$

    ACO Portion of Shared Savings

    H

    Physicians Hospital

    33 Total Performance Metrics

    Expenditure Reduction

    Achieved by ACO ×Track 1: 50%

    Track 2: 60%

    Track 3: 75%

    Performance Score

    Earned by ACO× =MSSP Shared Savings Award

    Paid to ACO

  • September 2018

    Management of Transformative Healthcare Trends –How to Expect the Unexpected

    8

    Management of Transformative Healthcare Trends

    Transformative Healthcare Trends• Disruption in the “Healthcare Food Chain”• The Birth of the “Unicorn” Physician Practice Management Company • The Population Specific “Virtual Digital EPO”• Destination Medical Center Meets Super Consumer Experience• Adaptive Artificial Intelligence, Expert Systems and Blockchain Technology• VA CCN – The Next Evolution in VA Care• RNA Neo-epitopes Drive New Cancer Diagnosis and Treatment Models

  • PROPRIETARY 9MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Disruption in the “Healthcare Food Chain” – The Community Pool in 2017

    Care Coordination and Patient OutreachProgram Advisory and Implementation Services

    Data Aggregation and Intelligence Risk Management and Analytics

    END-TO-END

    Source: Curating the Best of Digital and Population Health, Dr. Gordon Joneshttp://www.slideshare.net/elcid84/phmslideshare2014?qid=331b8a6e-df33-4f6b-8bbf-ee7bc139c465&v=default&b=&from_search=3

    http://www.slideshare.net/elcid84/phmslideshare2014?qid=331b8a6e-df33-4f6b-8bbf-ee7bc139c465&v=default&b=&from_search=3

  • PROPRIETARY 10MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Disruption in the “Healthcare Food Chain”– Who Will Be the Shark(s) in the Community Pool in 2018?

    ̶ Apple →Medical Clinics ̶ Google/Alphabet →Medicaid̶ Microsoft → Cloud̶ Amazon → Prescriptions̶ Facebook → Hospital Data̶ Uber → Ambulances̶ Others

    Market Capitalization

    ̶ Aetna̶ Cigna̶ Humana̶ Anthem – Government $̶ United Health/Optum̶ Merck, Pfizer, J&J̶ Others

    Market Capitalization $$- $ 250 Billion+ ̶ $100 Billion+

    ̶ CVS̶ Express Scripts̶ Walmart̶ Kaiser̶ Walgreens̶ HCA̶ MDs, Other Providers

    Market Capitalization$ 250 B+ ̶ $ 50 Billion+$$$- $ 1 Trillion + ̶ $750 Billion +

  • PROPRIETARY 11MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Disruption in the “Healthcare Food Chain”Types of Healthcare Transactions

    New Healthcare

    Hybrid Entities

    Health Retailers

    Technology Invaders

    Employer Sponsored Initiatives

    Vertical & Horizontal Integrators

  • PROPRIETARY 12MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Disruption in the “Healthcare Food Chain”Types of Healthcare Transactions

    1. Vertical & Horizontal Integrators – CVS Health and Aetna, Optum and DaVita Medical Group, and Cigna and Express Scripts. These hybrid organizations are trying to lower costs of the supply chain by owning more of it and extending those savings to consumers. The challenge? Execution risk is very high with poor history of success.

    2. Employer Sponsored Initiatives – JPMorgan/Berkshire Hathaway/Amazon, Blackstone, etc. Combinations such as this are setting out to limit the growth of their own healthcare costs. The challenge? Previous employer lead initiatives have had variable success and sustainability (e.g. SCE, Ford, Macy, Kaiser, etc.) and always require geographic and scope scale.

    3. Technology Invaders – Google, Apple, Amazon, Lyft and Uber live in this class. These deals will command more space in the healthcare industry, and they have an advantage in their understanding of modern consumer expectations and new currently non existent healthcare relevant technologic advances. The challenge? Technology invaders need technology that is applicable and actually provides real synergy in both the clinical and business facing applications.

    4. Health Retailers – Retailers including Walmart, CVS Health, Amazon and Rite Aid want to gain market share by functioning as healthcare providers directly or as referral conduits. The challenge? Scope of care, complexity of treatment, telehealth, tele monitoring, etc. complicate the patient/provider/payer relationships.

    Adapted from Becker’s Hospital Review May 29, 2018

  • PROPRIETARY 13MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    SUMMITHEALTHMANAGEMENT

    MANAGEMENT SERVICE AGREEMENTS LICENSED ORGANIZEDDELIVERY SYSTEM

    (assumes financial risk for the provision of healthcare services)

    ARIZONA

    OREGON

    REAL ESTATE HOLDING COMPNAIES

    SUMMIT SELECT

    The Birth of the “Unicorn” Physician Practice Management Company Zoonie/Summit Health Management Example

  • PROPRIETARY 14MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    The Birth of the “Unicorn” Physician Practice Management Company Zoonie/Summit Health Management (SHM)

    • Physician owned, managed, governed – No Debt

    • For profit, projected collections $ 950+MM in 2018 with over %50% of Revenue from Value Contracts

    • 1,000+ providers in 70+ medical specialties

    • 3 States have 100+ Locations

    • High Acuity Urgent Care Centers with Multiple Population Specific Designs

    • 4,000 employees

    • 125,000+ patient treatments per month

    • Care to 700,000+ unique patients, 280,000+ attributed patients and 150,000+ at risk lives

    • Comprehensive Diagnostic Radiology & Lab/Pathology

    • MD Anderson Cancer Center Partnership

    • Multiple “Horizon” % of Premium Contracts

    • Pioneers in Clinical IT Solutions

    • Physician growth of 400 Physicians in 2014-2018

    • 250,000 SF expansions/consolidations in Development

    Summit Health Management Expands to NJ, OR, & AZ Markets

  • PROPRIETARY 15MA N A G E M E N T O F TR A N SF O R M A T IV E HC TR E N D S | SE P T E M B E R 2018

    Physician Governance and Leadership

    • Facilitate goal development• Create alignment of Clinical and Management

    responsibilities• Effectuate culture change to successfully transitions

    from FFS to FFV

    Population Management

    • Care management models

    • Quality reporting

    • Clinical intelligence

    • Strategic clinical programs

    Operations Management

    • Consolidation & Clinical Integration

    • Maximize Practice Performance

    • Access, capacity, utilization, productivity, staffing

    • Technology Infrastructure Management

    • Roadmap for integration

    • Strategic real estate development

    Revenue Management

    • Revenue cycle optimization

    • Financial Statements & Budgeting

    • Contracting

    • Coding Compliance & Education

    • Regulatory change management

    • Payer contracting assessment

    The Birth of the “Unicorn” Physician Practice Management CompanyZoonie/Summit Health Management – Key Elements for Success in Both FFS and “Hybrid FFS Value Based” Reimbursement

  • PROPRIETARY 16MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    The Birth of the “Unicorn” Physician Practice Management Company Successful Summit Medical Group Year-Over-Year Savings for It’s Commercial ACO with Horizon While Maintaining Robust SMH Margins

  • PROPRIETARY 17MA N A G E M E N T O F TR A N SF O R M A T IV E HC TR E N D S | SE P T E M B E R 2018

    Birth of the “Unicorn” Physician Practice Management Company Significant Upside Supports Premium Valuation – Generic Example *

    Financial Buyers are competing head to head with Strategic Buyers for Physician Organizations, IT Platform Companies, etc.

    Multiple Levers for Continued Value Creation

    • Transition of out patient reimbursement to In patient reimbursement methodologies

    • Economies of scale• Margin expansion• Accretive acquisitions• Organic growth• New product development and

    innovation• Expansion of addressable market• Growing recurring revenue streams• Multiple expansion based n greater

    scale, market position

    Source of Additional Value Creation

    ~3x Return

    $ 50 MM

    Revenue2018E

    $ 125 MM

    35%Margin

    $ 45 MM

    Revenue EBITDA2022E

    $275 million - $375 million

    5.5 – 7.5x 2018E Revenue

    $800 million - $1+ Billion

    6.5 – 8.5x Revenue

    19x – 24x EBITDA

    ~25% EBITDARevenue Margin

    CAGR Expansion

    *Generic Example Adapted from KeyBank/Cain Brothers/SSB materials

  • PROPRIETARY 18MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    The Population Specific “Virtual Digital EPO”Medicare Highest Spend Areas are Leading the Transition from Fee-for-Service to Medicare Advantage Plans

    Source: Dartmouth Atlas

  • PROPRIETARY 19MA N A G E M E N T O F TR A N SF O R M A T IV E HC TR E N D S | SE P T E M B E R 2018

    The Population Specific “Virtual Digital EPO”High-Cost Seniors – Governmental and Commercial Focused Programs

    Source: Fischbeck, Paul. "US-Europe Comparisons of Health Risk forSpecific Gender-Age Groups.” Carnegie Mellon University: September 2009

    An

    nu

    al p

    er

    cap

    ita

    he

    alth

    care

    co

    sts

    Age0 10 20 30 40 50 60 70 80 90

    $45,000

    $40,000

    $35,000

    $30,000

    $25,000

    $20,000

    $15,000

    $10,000

    $5,000

    $-

    UK

    Germany

    Sweden

    US

    Spain

    U.S. is spending much more for older ages

    Key Takeaway: The CIN must also have clinical models for the management of specialty care, including chronic care management and the management of episodic care.

    Governmental Programs Have Focused on High Cost Medicare Beneficiaries – CV, Spine, Ortho, Oncology, End of Life Expenses Lead to the Expansion of Medicare Advantage Plans and Medicare Shared Savings Programs

  • PROPRIETARY 20MA N A G E M E N T O F TR A N SF O R M A T IV E HC TR E N D S | SE P T E M B E R 2018

    The Population Specific “Virtual Digital EPO” Digital Medicare Advantage Narrow Network/EPO Technology –Care Coordination Platform Improved MLR, Stars, & Performance Incentives

    Eligibility /

    Authorization

    PaymentsMessaging

    MarketPlace

    ClinicalData

    Exchange

    e-Screening

    Referral

    Management

    Access Center/

    Gap CloserWaitlist

    MarketPlace

    Self-Service

    Solution Capability

    Increase Scheduling Access2

    2

    Enhance Scheduling1

    1

    Scheduling

    Unify the Scheduling Experience3

    3

    Platform

  • PROPRIETARY 21MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    9+Online patients per provider per month

    25%Increase in referral

    capture

    9 dayReduction in lead time

    19%Show rate

    improvement

    The Populations Specific “Virtual Digital EPO”Quantitative Metrics/Outcomes from the Digital EPO

    400%Efficiency gains

    5XCall center conversion

    improvement

  • PROPRIETARY 22MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    The Population Specific “Virtual Digital EPO”Revenue Implications – FFS Medicare vs. Medicare Advantage

    Assume 5,000 enrollees at $1,200 PMPM (HCC= 1.23) without additional “star” reimbursement

    $72MM in Total Premium MA Revenue vs. $60MM in total FFS Premium Revenue

    MLR = 85% (industry incentives) to providers/Humana Model*

    MA Health Plan $MM

    Administration 7.2

    Profit 3.6

    Totals (15% MLR) 10.8

    Providers

    Hospital (Inpatient) 20.2

    Physician Services 14.4

    Pharmacy/OP/Other 14.4

    Totals (68% MLR) 57.1

    Incentive Allocation

    Hospitals (50%) 7.14

    Physicians (50%) 7.14

    Totals (17% MLR) 14.3

    Financial Impact on Key StakeholdersMedicare FFS vs. Medicare Advantage ($MM)

    *Humana = 81% MLR: Aetna FL 83% MLRWithout 5 Star incentive allocation (4%+)

    1.8

    $25.05

    $16.80$17.40

    7.2

    $20.20

    $14.4 $14.4

    TPI/MA Hlth Pln Hospitals Physicians Parmacy/OP Other

    Medicare FFS Medicare Advantage

    $21.5 Total+28%

    +400%

    -17%

    $27.3 Total+9%

    -14%

    -19%

  • PROPRIETARY 23MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Clinical, Geographic and Cultural Models Synergize Each Other

    Source: SSB adapted changes from EYGM Limited 2017 and CMS Sources

    Destination Medical Center Meets Destination Super Consumer Experience Engaging the Super Consumer with Transformative Health

    Transportation

    ConsumerGoods

    Technology

    FinancialServices

    Entertainment

    Telecom

    Caregivers

    Life Sciences

    Product or Service

    Developer

    Government and Regulators

    Investors

    Non-Governmental Organization

    Payer

    Health Providers

    SUPERCONSUMER

    Policies that create a transparent market to stimulate investment

    Investing in businesses and technologies that have growth potential

    Affording speed to adoption of new technologies

    Providing the most cost-effective health solutions to my members

    Obtaining right, affordable treatment and support to be healthy

    Delivering the most cost-effective care toachieve health improvement

    Using affordable tools to help manage loved ones’ care

    Identification of innovative ways to gain new revenue opportunities

    Payment appropriate for providing novel products

  • PROPRIETARY 24MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Destination Medical Center meets Destination Super Consumer Experience Hospital System CV Destination Center of Excellence

    Infrastructure-Staff, Technology and Partnerships

    High-Performing Community-Based Independent Physicians

    Dedicated Faculty Practice Physicians

    CARDIOVASCULAR DESTINATION CENTER OF EXCELLENCE

    Co

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    Man

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    CT

    Surg

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    HEART AND VASCULAR INSTITUTE

    DR. “D”DR. “B”

    DR. “C”DR. “A”

    Clinical Programmatic

    Innovation

    Industry Relationships

    Teaching and Training

    Inte

    rven

    tio

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    No

    n-I

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    Car

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    c &

    Th

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    Dia

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    Ther

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    Ad

    van

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    Dev

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    End

    ova

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    Surg

    ical

    CVDCOE Steering Committee (Clinical Integration)

    Research and Conferences

  • PROPRIETARY 25MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Inpatient Market Share Market Share Ranking1st: Aggregate Market Share 1st: Burns1st: Cardiology 1st: ENT1st: General Medicine 1st: GeneralSurgery1st: Neurology1st: Neurosurgery1st: Ophthalmology 1st: Orthopedics1st: Rehab1st: Thoracic Surgery 1st: Urology1st: Vascular2nd: Gynecology 2nd:Obstetrics2nd: Neonatology 2nd: Spine2nd: Oncology

    211 Locations

    $5B+ Total Assets$4B+ Net Operating Revenue 22,000

    Employees; 5,000 Medical Staff

    Greater Houston MSA 6.36 million population, projected to 6.9 million by 2018

    Destination Medical Center meets Destination Super Consumer Experience“Population Specific” Consumer Facing Regional Programs of Excellence

  • PROPRIETARY 26MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Destination Medical Center meets Destination Super Consumer Experience Equality Health – “Culturally Focused” Programs of Excellence

    Equality Health is the nation's first integrated

    healthcare delivery system focused solely on

    improving care delivery for the underserved through

    the lens of their own culture

    We help managed care organizations improve health

    outcomes transition to value-based care and better

    engage their most vulnerable members through

    culturally-relevant care

    We are initially focused on the HispanicLatino

    community in Arizona. with plans for southwest

    expansion

  • PROPRIETARY 27MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Destination Medical Center meets Destination Super Consumer Experience Community Integration – “Meet the Customer/Patient Where They Are"

    Equality Health Initiatives exists to improve the health of

    individuals, families, and communities by addressing

    the social, economic and environmental determinants of

    health

    Excellent medical care alone is not sufficient to create

    healthy communities. To bring about demonstrable

    improvements in health. We partner with others to build

    health-promoting physical. behavioral. social and

    economic environments

  • PROPRIETARY 28MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Destination Medical Center meets Destination Super Consumer Experience Rochester, MN Area Foundation (RAF)/Mayo Clinic – “Medical Footprint”Destination Medical Center (DMC) – “Non Medical Footprint” Trend

    • Working in association with Mayo Clinic on the DMC will be the Rochester Area Foundation, Mortenson Co. as constructor, and HCDG/SSB in leading Mayo’s expressed focus in accessing New Markets Tax Credit financing. Because of the long-term, expansive nature in developing the DMC and attentive projects in the Discovery Square area, HCDG/SSB envisions this effort as running for many years with the opportunities for better than a decade’s worth NMTC, state tax credit, and related transactions. The following graphic is a rendition of the overall project area.

    • Mayo Clinic is embarking upon a $5.6 billion Destination Medical Center (DMC) project within the research and technology center of Discovery Square in Rochester, construction expected to commence next year. The DMC is slated to be a 10-20 year build-out project aimed at turning Rochester into America’s healthcare capital. The DMC environs will cover six-blocks to include transportation, hospitality, livable city and learning environments, as well as research and technology, toward making it a global destination for health and wellness.

  • PROPRIETARY 29MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Old World

    New World

    Where Shift Happens

    Adaptive Artificial Intelligence, Expert Systems and Blockchain TechnologyWhat Is Really Possible?

    Time

    World

    Blockchain

    Health Information Exchange

    Internet

    Industrial Assembly

    Computer/EHR

    Adapted from Multiple Sources including Universal Health Coin

  • PROPRIETARY 30MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Advanced Artificial Intelligence, Expert Systems and Block Chain Technology the Constellation of AI Technology and Business Applications8

    8Adapted from multiple sources

    Intelligentagent

    Extended reality

    Text, speech, image

    and video

    analytics

    Intelligentproducts

    Recommendation systems

    Collaborativerobotics

    Speechto text

    Expert systems

    (inference)

    Knowledgerepresentation

    Predictive systems

    Natural language

    understanding

    Computer Vision

    Audio signal

    processing

    Speech and optimization

    DeepLearning

    Shallowlearning

    Personalization

    Intelligentautomation

    Biometrics, facial and gesture

    recognition

  • PROPRIETARY 31MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Adaptive Artificial Intelligence , Expert System and Blockchain TechnologyState of Electronic Medical Records in the US1

    The Starting Point for Data Ingestion ?

    1 Blockchains and electronic health records; Ben Yuan, Wendy Lin and Colin McDonnell

  • PROPRIETARY 32MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Artificial Adaptive Intelligence, Expert Systems and Blockchain Technology

    EHR Interoperability through a Health Information Exchange Example2

    2 Adapting Blockchain Technology for Electronic Health Record Interoperability – Submitted by cognizant Technology SolutionsAuthors: Nitesh Gupta, Anand Jha and Purna Roy

  • PROPRIETARY 33MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Adaptive Artificial Intelligence, Expert Systems and Blockchain TechnologyEHR Interoperability with Blockchain and Health One Cloud Example3

    Hospital B

    Assumption: Even if Health-One-Cloud becomes available, the legacy EHRs of various health networks will not be retired in the near future.

    1. Hospital A creates the EHR for John’s visit and puts it on its health network as well as on Health-One-Cloud.

    2. Hospital A has John digitally sign a related record with the visit metadata, an EHR hash, and a URL for Health-One-Cloud on the Health-Metadata-Blockchain

    3. Hospital B searches for John’s recent visits on the Health-Metadata-Blockchain and finds the record.

    4. Granted permission with John’s public key, Hospital B decrypts the record to find the EHR hash and the Health-One-Cloud URL and accesses it to get the visit information EHR created b Hospital A.

    Hospital A

    EHR PortalURLEHR HashPatient IDProvider IDVisit IDDate

    EHR Interoperabilityvia Blockchain

    Health-One-Cloud

    Health-Metadata-Blockchain

    EHR Cloud for Hospital A and its Health Network

    EHR of John’s visit at Hospital A

    EHR of John’s visit at Hospital A

    1

    1

    2

    4

    3

    Hash

    2 Adapting Blockchain Technology for Electronic Health Record Interoperability – Submitted by cognizant Technology SolutionsAuthors: Nitesh Gupta, Anand Jha and Purna Roy

  • PROPRIETARY 34MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Adaptive Artificial Intelligence, Expert Systems and Blockchain Technology

    AAI Examples – CTI, Babylon, Leidos, etc.

    • AAI: Adaptive Artificial Intelligence ( Terminology is often Incorrect )

    – Evolving self-learning expertise

    ∙ Access to relevant context data

    ∙ Pattern identification – UK Use for Imaging Purposes

    ∙ Deconstructionist

    ∙ Appropriate logic

    ∙ Internal assessment and adjustment

    – Risk management

    – Minimal human involvement

    – Most Common/Important Use is in NSA Applications Today

    Adapted from CTI

  • PROPRIETARY 35MA N A G E M E N T O F TR A N SF O R M A T IV E HC TR E N D S | SE P T E M B E R 2018

    Adaptive Artificial Intelligence, Expert Systems and Blockchain Technology

    • Expert Systems created by Human Protocols

    • Database Systems

    – Fixed pattern relations

    – Relations provided by human experts

    • Rules Based Logic

    – Provided by human experts

    • Human Interface Query Systems

    – Human operator final decision

    – Risk management human

    • Fixed Systems

    – Large human involvement

    Adapted from CTI

    Expert Systems Examples – IBM Watson, Multiple Analytic, etc.

  • PROPRIETARY 36MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    Adaptive Artificial Intelligence, Expert Systems and Blockchain Technology

    Adapted from Multiple Sources including Universal Health Coin

    How would a Healthcare Blockchain System Work?

    ̶ Every Healthcare Event (HCE) identified from whatever “Data Ingestion Source” (e.g., EHR, Lab, Claims, Pharma, etc.) would lead initially to a financial transaction with greatly enhanced speed, accuracy and work flow.

    ̶ The challenge is that current Blockchain structure allows for only 8 bytes of data to populate a singular block so that financial transactions would be doable but transferring clinical data with from HIE or another data structure would be difficult without modification and/or development of a new Blockchain structure (Health-Metadata-Blockchain solution ?).

    ̶ A system of smart contracts at pre negotiated rates would direct revenue flow into the financial healthcare Blockchain entity will cut down transaction costs and proportionally the middlemanburden.

    ̶ Anonymity on behalf of the member

    Healthcare Blockchain Transactional System

    ̶ Universal Health Coin, etc.

  • PROPRIETARY 37MA N A G E M E N T O F TR A N SF O R M A T IV E HC TR E N D S | SE P T E M B E R 2018

    CURRENT STATE

    Fragmented Community Care Resources

    National Dialysis

    Contracts

    Retail Pharmacy ContractsEmergency CarePatient-Centered Community

    Care (PC3)

    National Dialysis Contracts

    Retail Pharmacy Contracts

    Federally-Affiliated Facilities

    Emergency Care

    Project ARCHVeteran’sChoice

    Community Care Network

    • VHA Vision is to build a “System of Systems” to administer CCN

    - High-Performing Network Systems

    - Integrated Customer Service Systems

    - Integrated Coordination of Care Systems

    - Integrated Administrative Systems

    - Integrated Operations Systems

    VA Community Care Network (VA CCN) – Next Evolution in VA CareCCN Organizes Current Offerings into Single Integrated Entity

    • Fragmented and inefficient programs

    • Typically focused on a specific population

    • Overlapping or inconsistent eligibility criteria

    • Employ multiple processes for the same activity (e.g., claims processing)

    • Care often inconsistent with best practices

    • Veteran experience is generally suboptimal

    FUTURE STATE

    Resources Integrated into Single Program

  • PROPRIETARY 38MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    VA CCN – Next Evolution in VA CareVA Community Care Regions and Estimated Eligible Veterans

  • PROPRIETARY 39MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 201839

    VA CCN – Next Evolution of VA CareVA Care Enabled by Advanced Platform Technology5

    5 GlobalMed

  • PROPRIETARY 40MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    VA CCN – Next Evolution in VA CareKey Takeaways Regarding VHA Transformation

    ✓ $80 Billion+ In VA to private sector transfer in the four VA regions over the next eight years

    ✓ Major re-alignment/optimization of VAMC and private network utilization

    ✓ Major implications for private sector hospitals/physicians willing to accept additional VA referrals

    ✓ VA Bidder decisions anticipated for most regions by October 2018

    1) What level of referrals do you currently receive from local and regional VA facilities today?

    2) If located in a market with a meaningful number of Veterans, have you specifically analyzed strategic engagement options for your relationship with the local or regional VAMC health system?

    3) What can you do to differentiate your services with the local VHA to ensure you are a preferred referral resource?

    QUESTIONS FOR PROVIDERS

  • PROPRIETARY 41MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

    RNA Neo-epitopes Drive New Cancer Diagnosis and Treatment Models

    Focused Diagnostic Capabilities and New Vaccine Therapies6

    • Focused RNA Neo-epitopes Drive New Diagnostic Models

    – Advanced Diagnostic RNA Neo Antigens present before legacy diagnostic testing

    – Less Expensive Diagnostic Modality

    • Focused RNA Neo-epitope Vaccines Drive New Therapeutic Models

    – Vaccines for Particular Cancer Types Can Be Developed-Especially hard to detect “Cold Cancers” including Glioblastoma, Pancreatic Cancer, etc.

    – Not Personal, But High NeoAntigen Coverage

    – Pre-made and Pre-Approved

    6 Adapted from multiple Stephen A. Johnston, PhD presentations

  • PROPRIETARY 42MANAGEMENT OF TRANSFORMATIVE HC TRENDS | SEPTEMBER 2018

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