Presented by

Vidal Seegobin, Global Forum for Health Care Innovators

What you need to know in 30 minutes

Weekly Global Covid-19 Update: Part 6

18 May 2020

© 2020 Advisory Board • All rights reserved • advisory.com

Today’s Research Expert

Vidal Seegobin

Practice Manager, International Research

Vidal is a practice manager on the Global Forum for Health Care

Innovators—Advisory Board International's health care strategy

programme.

Prior to joining the Advisory Board, he worked as a researcher on

disease surveillance and pandemic response. He holds a master's

degree in international economics from American University and a

bachelor's degree in international business from Carleton University

in Ottawa, Canada.

SeegobiV@advisory.com @SeegobiV

Vidal photo

© 2020 Advisory Board • All rights reserved • advisory.com

6

1

10

100

1000

0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80

1. Current as of 16 May 2020.Source: Roser M et al., “Coronavirus Disease (COVID-

19) – Statistics and Research,” Our World in Data, 2020.

Worldwide daily death tolls (slowly) coming down

Advisory Board interviews and analysis.

Daily coronavirus deaths (rolling 3-day average), by number of days since 3 daily deaths first recorded1

Country Total deaths

per million

Spain 587.3

Italy 522.8

UK 500.8

US 264.6

Canada 147.4

Germany 94.1

South Korea 5.1

Australia 3.8

Number of days since 3 daily deaths first recorded

Spain

Italy

US

South

Korea

UK

Germany

4000

Canada

Australia

© 2020 Advisory Board • All rights reserved • advisory.com

7

3

9

14

23

34

40

40

43

51

51

51

23

51

40

37

37

23

46

43

11

14

26

74

40

46

40

29

37

14

14

37

34

20

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Bariatrics

ENT

Pain

Spine

Orthopaedics

Neuro

GI

Endoscopy

Cardiac

Vascular

General surgery

High Medium Low Source: LEK Consulting Survey, Covid-19 Impact on U.S. Hospitals, April 29, 2020.

Recent survey highlights priority procedure categories

Restart priorities coalesce around a few big service lines

Elective/semi-elective procedural categories health systems plan to prioritise for restarting

Survey conducted by LEK Consulting from April 21-28 n=100

Advisory Board interviews and analysis.

© 2020 Advisory Board • All rights reserved • advisory.com

8

Organisations prioritising inpatient services

74 6847

23 29

47

3 3 5

0%

20%

40%

60%

80%

100%

Week of 23 March Week of 7 April Week of 21 April

Inpatient

Percentage of health system respondents conducting elective/semi-elective procedures

8192

71

178

27

2 2

0%

20%

40%

60%

80%

100%

Week of 23 March Week of 7 April Week of 21 April

Outpatient

Survey conducted by LEK Consulting from April 21-28

Conducted at normal levels Conducted at reduced volumes Not being conducted

n=100

Advisory Board interviews and analysis.

Source: LEK Consulting Survey, Covid-19 Impact on U.S. Hospitals, April 29, 2020.

© 2020 Advisory Board • All rights reserved • advisory.com

9

Topic: Restarting scheduled procedures

Key takeaways from CSO networking sessions

It’s a dimmer switch, not an on/off switch.

Organisations are taking a phased approach to restarting

scheduled procedures, prioritising procedures that are

clinically time-sensitive, same-day or short LOS, financially

beneficial, and have lower PPE requirements.

Engage surgeons and referring clinicians.

To keep surgeons and referrers from switching facilities,

organisations should explain their restart plan and rationale,

address concerns proactively, evaluate surgeons’ willingness

to flex schedules, and provide patient talking points.

Ambulatory sites have new advantages and challenges.

Outpatient and surgical centers may have an opportunity to

expand their set of services but may struggle to maintain

sufficient PPE and OR turnover rates.

The fear factor is CSOs’ biggest fear factor.

CSOs are concerned that patient anxiety will inhibit them

receiving care. Organisations are reshaping every aspect of

the care pathway to help patients feel comfortable coming in

for care, and communicating via one-on-one conversations.

Testing used to screen out positives, not

guarantee negatives.

Most organisations plan to test every patient and only

perform procedures on those testing negative. Given

the possibility of false negatives, staff will wear PPE.

Restart plans may include service rationalisation.

Some organisations do not plan to restart all services at all

sites, but rather use this opportunity to press forward with

pre-planned rationalisation efforts.

Advisory Board interviews and analysis.

© 2020 Advisory Board • All rights reserved • advisory.com

10

The top 11 open questions we’re exploring globally

Advisory Board interviews and analysis.

How will Covid-19 impact…

…the public’s perception of the

health care industry?

…demand for behavioural

health services?

…the future of the clinical

workforce?

…data privacy in

health care?

…our expectations around the

hospital footprint?

…post-acute and long-

term care?

…site-of-care shifts, including

virtual channels?

…the hospital’s mandate

within health care?

…the primary care industry

and landscape?

…our expectations around

systemness and scale?

…our pursuit of value-based

payment?

© 2020 Advisory Board • All rights reserved • advisory.com

11

The 5 we’ll focus on today

Advisory Board interviews and analysis.

How will Covid-19 impact…

…data privacy? in

health care

…the future of the clinical

workforce?…our expectations around

systemness and scale?

…demand for behavioural

health services?

…the primary care industry

and landscape?

© 2020 Advisory Board • All rights reserved • advisory.com

12

COVID-19 shined a spotlight on the value of systemness

Advisory Board interviews and analysis.

Eff

icie

ncy g

ain

Operational

Benefit

Clinical

Benefit

Structural

Benefit

Transformational

Benefit

• Centralised

business functions

• Supply chain

efficiencies

• Scalable process

efficiencies

• Clinical

standardisation

• Solution-oriented

product portfolio

• Footprint

reconfiguration

• Optimal capital

allocation

• Transition to a new

system-wide identity

The province of

Alberta procured

$200M (CAD) in

PPE for itself and

for other

provinces

WellSpan in the

US launched a

Covid command

centre to capture

best practices and

elevate them to

the entire system

Dorset Integrated

Care System in

the UK re-

structured primary

and urgent care to

hot, cold, and

virtual sites

Tan Tock Seng in

Singapore flipped

their ‘circuit

breaker’ to

become an

infectious disease

control provider

overnight

Covid

-19

syste

mn

ess

su

cce

ss s

torie

s

Degree of systemness

Exemplars saw an array of benefits from large scale in their Covid-19 responses

How will COVID impact our expectations around systemness and scale?

• Swiftly decide on policies around

patient pathways, communication

channels, clinical capacity limits,

staff ratios, and PPE

• Use multiple sites of care to isolate

patients and create surge capacity

• Flex large pools of staff across sites

• Share resources across system

• Take advantage of capital and cash

reserves to procure supplies

• Benefit from increased bargaining power

During the Covid surge, early

systemness adopters were able to:

© 2020 Advisory Board • All rights reserved • advisory.com

13

Overcoming the ‘systemness hill’ post-Covid

Advisory Board interviews and analysis.

Num

be

r o

f h

ea

lth

syste

ms

Degree of systemness

Late systemness adopters can expect a deceleration in progress, but risk missing window of opportunity

Early adopters will see

an acceleration in

systemness progress

thanks to momentum

gained during Covid-19

Late adopters will see a

deceleration in systemness

progress due to eased integration

regulations/oversight, coupled

with prioritising Covid-19 recoveryLarge but disjointed systems

must overcome additional

barriers to systemness:

• Territoriality between sites and

pushback from clinical staff over

decisions made during pandemic

• Multiple layers of governance slowing

down decision-making around post-

Covid strategy and recovery plan

• Disparate leadership structures limiting

coordination throughout Covid recovery

© 2020 Advisory Board • All rights reserved • advisory.com

14

Non-negotiables for the nursing enterprise before re-opening

Advisory Board interviews and analysis.

Workforce readiness

• Transition nurses back into perioperative care

without destabilising the Covid-19 staffing

model and interim facility changes

• Have a process in place for fair reintegration of

nurses whose hours were decreased or cut

• Provide recovery support to staff who

experienced or are experiencing exhaustion,

stress, trauma, or uncertainty

1

Frontline involvement

• Ensure frontline staff feel supported and heard

in re-opening decisions

2

Testing

• C-suite agreement in place regarding diagnostic

and/or antibody testing standards for employees

and patients

3

PPE

• Minimum PPE protocols in place

• Adequate supplies to support service lines as

care sites re-open

4

Process adjustments

• Revamp perioperative processes (i.e., pre-op

testing, counseling, Covid risk assessment, post-

op care, visitor policies)

• Decisions in place regarding post-op placement

of Covid-positive or exposed surgical patients

5

Starter list of non-negotiables

…the future of the clinical workforce?

© 2020 Advisory Board • All rights reserved • advisory.com

15

Source: “Our Dorset Passport,” Lantum; Lantum, England,

UK; Dorset Integrated Care System, England, UK.

Workforce ‘Passport’ enables staff to go site-neutral

Flexible staffing the new normal

Advisory Board interviews and analysis.

Our Dorset Passport by Lantum

• In 2018 Dorset partnered with Lantum, a

London-based technology company to

develop the Our Dorset Passport.

• Lantum’s platform optimises workforce

management by matching staff to vacant

shifts across the system.

• Our Dorset Passport launched in September

2018 with locum GPs, and is now available

for all positions, including doctors, nurses,

administrative staff, and volunteers.

• By late 2019, 108 sites and over 500 staff at

Dorset used the Passport regularly.

TECHNOLOGY IN BRIEF

© 2020 Advisory Board • All rights reserved • advisory.com

16

1. Survey conducted on 9 April 2020.

Sources: Ford M, “NHS England chief asks universities to increase intake of student nurses,”

Nursing Times, 12 May, 2020; “Covid-19/mental wellbeing nurse survey,” Holliblu, 9 April, 2020.

Early reports paint a mixed picture for future interest in health care careers

Post-Covid workforce supply implications unclear

Advisory Board interviews and analysis.

Positive impact on future workforce supply+ Negative impact on future workforce supply-

• Influx of new nursing and medical students,

following call to enter the medical profession

• Nurses and doctors delay retirement due to

economic downturn

• Alternate practice models (telehealth, team-based

care) scale reach of clinicians

• Acceleration of AI supports clinicians’ productivity

• Reduction in new staff entering health care,

seen as high-risk and dangerous field

• Burnout and trauma lead to early retirement,

particularly in areas with good pension

schemes

• New nurses pushed into practice early

exacerbate experience-complexity gap

Facto

rsE

arl

y

report

s Nurses reporting they are planning to

quit either their jobs or the profession

altogether, in a survey1 of 1,200+

nurses from 400+ US hospitals

61%Increase in people expressing an

interest in becoming a nurse on

NHS England’s Career Website220%

© 2020 Advisory Board • All rights reserved • advisory.com

17

Source: “Dove salutes healthcare workers with 'Courage Is Beautiful' ads,” Modern Healthcare, 18 April, 2020.

Retention efforts a top priority for all providers moving forward

The power of recognition and reflection

Advisory Board interviews and analysis.

Organisation-wide

awards (such as DAISY)

Legacy nurse recognition tactics

Patient and family

thank you programmes

On-the-spot recognition

cards from peers, manager

Ph

oto

cre

dit: D

ove

Nurses week celebrations

© 2020 Advisory Board • All rights reserved • advisory.com

18

COVID-19 to have unprecedented psychological impact

Advisory Board interviews and analysis.

Source: “Mental Health Care Health Professional Shortage Areas (HPSAs),” Kaiser Family Foundation; Savage M, “NHS England loses 6,000 mental health nurses in 10 years,” Guardian, 19 May, 2019;

Barua B, Moir M, “Waiting Your Turn: Wait Times for Health Care in Canada, 2019 Report,” Fraser Institute, 2019; “Worry, Gratitude & Boredom: As COVID-19 affects mental, financial health, who fares

better?” Angus Reid Institute, 27 April, 2020; Thomas R, “Major drop off in referrals to children’s mental health services,” HSJ, 10 April, 2020; Lai J, et al., “Factors Associated With Mental Health

Outcomes Among Health Care Workers Exposed to Coronavirus Disease 2019,” JAMA Network Open, 3, no. 3 (March 2020); “PTSD Common in ICU Survivors,” Johns Hopkins Medicine, 20 April, 2015.

State of BH1 pre-COVID

Average wait time for

psychiatry in Canada,

from referral by a GP

to start of treatment

24.4

Decrease in number of

mental health nurses

in England between

2009 and 2019

10.6%

COVID drivers of BH need

General population

• Collective grief, fear, and loneliness

• Financial crises linked to increased

depression, anxiety, substance

misuse, and suicides

50% of Canadians report worsening

mental health during the pandemic

People with BH conditions

• Limited access to and reduced

usage of BH services and treatment

• Stress, isolation, uncertainty, etc.

can trigger or exacerbate symptoms

30 to 50% drop in referrals to

children’s BH services in England

COVID-19 patients and their families

• Stress, confusion, and anger with

possible long-lasting effects

25% of patients who survive an

ICU stay experience PTSD

Clinicians and first responders

• Extreme stress, trauma, and

burnout among frontline staff

50% of frontline staff in China

reporting depression symptoms

Shortage of mental

health care staff in

the United States2,3

56%

1. Behavioral health.

2. Mental health professionals include psychiatrists, clinical

psychologists, clinical social workers, psychiatric nurse

specialists, and marriage and family therapists.

3. As of January 2017.

…demand for behavioural health services?

© 2020 Advisory Board • All rights reserved • advisory.com

19

1. Telebehavioral health is the remote diagnosis and treatment of mental health and substance use disorders.

Behavioral health providers include psychologists, psychiatrists, licensed clinical social workers and licensed

practicing counselors, among others.

2. equates to 50% of all mental health consultations that occurred in Australia between 29 March and 29 April.

3. Cognitive behavioural therapy.

Tele-BH1 a necessary short- and long-term investment

Advisory Board interviews and analysis.

Sample government

support for tele-BH

• Government of Australia

spending $74M to bolster

mental health support, with

significant emphasis on

expanding digital resources and

phone counselling

• Ontario government investing

$12M into virtual mental health

supports, including internet-

based CBT3 for frontline health

care workers.

Recent tele-BH surges

indicate willingness

250%Increase in daily calls to

Alberta’s mental health help

line since the pandemic started

1MMental health telehealth

consultations have taken place

in Australia since 29 March2

Reimbursement codes

• Ontario and Australia among

the jurisdictions that have

implemented temporary

billing codes for tele-BH

Regulatory changes

ease implementation

Additional investment

• British Columbia, Ontario, and

Australia among governments

expanding support for virtual

BH services

Source: McEwan T, “More calls to mental health helplines in Alberta due to COVID-19, CBC, 10 May, 2020; Barbaschow A, “Australians urged to

take up mental health telehealth and put on 'digital sunscreen,’” ZDNet, 29 April, 2020; “Changes to Schedule of Benefits for Physician Services,”

Ontario Ministry of Health, 13 March, 2020; “Fact Sheet: Primary Care Package – MBS Telehealth Services and increased Practice Incentive

Payments,” Australian Department of Health; Patton J, “Coronavirus: Ontario government expands virtual mental health services,” Global News,

5 May, 2020; “Fact Sheet: Supporting the mental health of Australians through the Coronavirus pandemic,” Australian Department of Health.

© 2020 Advisory Board • All rights reserved • advisory.com

20

Source: “COVID-19: 24/7 support services set up for mental health service users in the community,” RCNi, 14 April, 2020.

Covid-19 may help address challenges, but reason to remain skeptical

Long-term structural changes in BH sector not a sure thing

Advisory Board interviews and analysis.

Mental health EDs

Mental health EDs could address

some of the problems that make

acute EDs an inappropriate place

for people in a mental health crisis

Reduced stigma

Greater openness, plus more

access options through tele-BH,

could reduce discomfort seeking

care and encourage more people

to access treatment

Tele-BH services

If reimbursement continues,

tele-BH has significant potential

to address provider shortages

and access barriers

In an effort to keep citizens and

clinicians safe, governments

and payers are offering

reimbursement for tele-BHWh

y th

e

ch

an

ge

is

occu

rrin

g n

ow

Po

ten

tia

l

po

sitiv

e

imp

acts

‘Phone first’ mental health EDs

created in England to protect

patients who would normally

attend acute hospitals and take

pressure off local acute hospitals

The far-reaching effects of Covid-

19 have turned politicians and

citizens alike into BH advocates

and made it more common to

discuss emotional health

Even if positive changes stick, can the

already overwhelmed behavioural

health sector meet increased demand?

Is increased urgency and awareness enough

to catalyse long-term transformation of the

behavioural health continuum?Re

aso

ns

for

ca

utio

n

© 2020 Advisory Board • All rights reserved • advisory.com

21

New imperatives only adding to pre-pandemic primary care to-do list

Covid-19 pulling GPs in every direction

Advisory Board interviews and analysis.

…the primary care industry and landscape?

Integration with health systems,

reducing fragmentation in sector

Primary care trends we were tracking in early 2020

Expanding use of multi-

disciplinary care teams

Top-of-license care ratios, growing

reliance on advanced practice

providers and medical assistants

Expanding access, including

out-of-hours options

Imperatives brought on by Covid-19

Shifting vast majority of patient visits

to virtual options almost overnight

Providing assistance to Covid-19 phone

support lines and urgent care sites

Ensuring patients foregoing elective care are

still receiving necessary disease management

Rapidly expanding Covid-19 testing capacity

Creating long-term care home

check-in services for senior patients

+

© 2020 Advisory Board • All rights reserved • advisory.com

22

Source: Knaus C and McGowan M, “Australia's small medical practices on brink of collapse amid coronavirus,” Guardian, 8 April, 2020; “Experiences of health care during, COVID-

19 reported by Canadians,” CHI, 8 May, 2020; “Up To Half Of Ontario’s Doctors Responding Survey May Have To Close Their Offices,” Ontario Medical Association, 17 April, 2020.

Telehealth boom leaving many GP practices financially exposed

Few jurisdictions able to transition business models overnight

Advisory Board interviews and analysis.

Integrated care systems chasing primary

care ‘systemness’ amidst Covid-19

Chair of a progressive ICS

England, UK

Despite shifting volumes to virtual channels, many

GPs elsewhere remain financially vulnerable

5% 90%Virtual

visits

3 week Same-dayWait

times

Pre-

pandemic

End of

April

NHS-

wide

We transformed 80 practices in two weeks to not only

remote working, but also hot and cold sites all with a

standard operating model. Now, we’re trying to put the

same protocols in urgent care across the system. It’s

been an astonishing achievement.

1. As of 26 April 2020.

2. n = 637 Australian primary care nurses.

3. n = 4,830 family doctors and specialists.

Surveyed GPs who lost over 30% of

their expected YTD revenue from 1

January to 31 March50%

Telehealth consults

conducted across

Australia in 20201

5.4M

44%Primary care nurses reporting2 a

decrease in hours, threatened or

actual loss of employment

Canadian health care

visits that were virtual

between 31 March-21 April

60%+49%

Surveyed3 doctors in Ontario

anticipating being forced to

close practice unless funding

changes in the province

© 2020 Advisory Board • All rights reserved • advisory.com

23

Advisory Board interviews and analysis.

‘Office-less’ GPs could drastically increase scale into future

98point6 AI platform allows doctors to focus their time on clinical care, automating remainder of visit

100%GP time spent in the

diagnose-and-treat phase 25KPerson panel size possible

with 98point6 technology

50%Charting

20%10%Diagnose

and treat

18%Care Plan Follow up

2%Gather findings

• GP reviews information and treats

patient via in-app messaging

• GPs distributed across the country to

work standard business hours while

maintaining 24-7 access for patients

• Artificial intelligence gathers

details from patient’s history

• Machine learning integrates

patient history and reported

symptoms into report for GP

• Platform automatically creates

care plan

• Platform documents the visit

• App sends care reminders and

next steps post-visit

Cost per visit on 98point6 platform$1

© 2020 Advisory Board • All rights reserved • advisory.com

25

L Haynes, “Allow GP practices time to regroup after COVID-19, BMA warns NHS chiefs,” GPonline, 22 April, 2020; N Bostock, “Millions of patients 'avoiding calls to GP' during COVID-19 pandemic,” GPonline, 25 April, 2020

Clear opportunity for hospitals to lean in immediately

Advisory Board interviews and analysis.

‘Cannonball’ of complex GP

visits to hit as wave one eases

of UK citizens are avoiding

routine GP care because they

are afraid to burden the NHS

during the COVID pandemic

NHSE1 may need to relax or suspend

primary care network targets to help

general practice cope with a backlog

of work after the coronavirus

pandemic.

40%

British Medical Association

Rapid access to specialist expertise

Specialist extension proven to enable GPs to better manage

complex patients in community and to reduce ED presentations

1

Insight into reopening plan, timeline, and hot/cold sites

GP referral patterns will be influenced by your hospital’s infection

control performance and overall safety during Covid-19 response

2

Technological, administrative support

Video conferencing technology is only one aspect of a virtual-first

primary care business model. Where possible, extend EMR,

patient portal, or administrative support access to help GPs adapt.

3

Three areas to extend support to GP partners

before wave of complex patients hits primary care

1. NHS England.

© 2020 Advisory Board • All rights reserved • advisory.com

27

1. 13,200 people surveyed across China, India, Saudi Arabia, Mexico,

South Korea, UK, Canada, Germany, US, France, and Japan.

Source: “Edelman Trust Barometer 2020”, Edelman, January 2020; COVID-19: M Everett et al., “When Public Health And Privacy

Collide?”, Herbert Smith Freehills, 18 March, 2020; “Almost half of Australians are likely to download a virus transmission tracing

app – Ipsos survey”, Ipsos, 4 May, 2020; Yuval Noah Harari, “The world after coronavirus”, Financial Times, March 20, 2020.

Data privacy fell to the wayside during Covid-19 peak

Extraordinary times call for extraordinary trade-offs

Advisory Board interviews and analysis.

Citizens more willing to share data Governments relax privacy regulations

• Germany, Ireland, and Canada indicated

they would be open to collecting location data61%of people1 willing to give up more

personal health and location

information to contain the virus

64%of Australians willing to share health

information to beat the virus

When people are given a choice

between privacy and health, they

will usually choose health.”

Yuval Noah Harari, Historian

• Israel used counterterrorism tech to track

infected persons by monitoring their mobiles

• Public health authorities in Ireland, France,

and Argentina are now allowed to process

data without consent

• Poland, Hong Kong, China, and India’s

Karnataka state use geo markers to ensure

quarantined individuals are self-isolating

…data privacy in health care?

© 2020 Advisory Board • All rights reserved • advisory.com

28

1. Health Insurance Portability

and Accountability Act;.

Sourece: D Koh, “Austin Health deploys suite of AI-powered solutions to improve COVID-19 patient care”, Healthcare IT News, 13 May, 2020; H Croucl, “NHS Digital CEO says healthcare tech is ‘here to stay’ after Covid-

19”, Digital Health, 30 April, 2020; J Kent, “Could COVID-19 Help Refine AI, Data Analytics in Healthcare?”, Health IT Analytics, April 24, 2020; M Gould et al., “The power of data in a pandemic”, Gov.uk, March 28, 2020.

For health care industry, new data policies fuelled innovation

Advisory Board interviews and analysis.

• Extra information included in

UK patient health records

across different providers, sites

• GP Connect introduced to all

practices in England allowing

for data sharing capabilities

across primary care

1 2 3

• Less stringent telehealth service

requirements led to more clinician

adoption of virtual care globally

• US regulators made HIPAA1

privacy exceptions for Facetime

or Skype consultations

• AI and data analytics leveraged

for health care planning and

delivery, e.g., Melbourne’s

Austin Health’s AI Covid-19

symptom checker

• Harvard Medical School

and Dana Farber Cancer

Institute partnered with

Google Cloud to accelerate

the discovery of potential

Covid therapies

• NHS joined forces with US

tech giants Microsoft,

Palantir, and Amazon to

collect data during Covid

Covid-19 led to more data-driven decision-making in health care

Increased data sharing

across provider sites

Adoption of new technology

without traditional barriers

New partnerships with

private, tech companies

© 2020 Advisory Board • All rights reserved • advisory.com

29

1. 1,010 people surveyed in the US.

2. 3,600 people surveyed in the US, UK, Germany, Spain, Singapore, and Australia.

3. Growth from January to March 2020.

4. Act expanded European Union’s General Data Protection Regulation guidelines.

Source: J Lewis, “Patient Data Sharing: The Public’s Opinion”, Medium, October 7, 2020; D Elliott et al., “Data-Sharing in the Time of

Coronavirus”, Oliver Wyman Forum, April 8, 2020; E Woollacott, “Cybersecurity And COVID-19”, Forbes, May 5, 2020; M Townsend, “Fraudsters

exploiting Covid-19 fears have scammed £1.6m”, Guardian, April 4, 2020; E Saxlin-Hautamaki and J Lilja, “Secondary use of health data – the

new Finnish Act”, Roschier, 19 November, 2019; G Iacurci, “Americans have lost $13.4 million to fraud linked to Covid-19”, CNBC, April 15, 2020.

Three data imperatives for providers moving forward

Pandemic placed a premium on handling data responsibly

Advisory Board interviews and analysis.

Scrutinise the public perception

of partners you share data with

Double down on

cyber security

Aim for full public

transparency

vs81% 29%of people2 willing to

share Covid-19 test

result with federal

government

of people2 willing

to share Covid-19

test result with

their doctors

30% 26%more spam, oppor-

tunistic detections3

more

impersonation3

Privacy breaches since start of COVID

Finland spent 2 years in

public consultation

during the development

of new data health act4

Silkie Carlo, Director,

Big Brother Watch

It is unacceptable that [an

NHS] project involving

patient data is being pursued

with Palantir in absence of…

public transparency.

The World Health

Organisation reports a five-

fold increase in cyber attacks

losses associated

with UK and US

COVID scams$15M

vs

vs77% 5%of people1 would

share data with

Google, Amazon

of people1 would

share personal

data with their GP

© 2020 Advisory Board • All rights reserved • advisory.com

30

Trust in providers, relaxed regulations likely to stick post-Covid

Advisory Board interviews and analysis.

Data sharing arrangements for providers unlikely

to be reversed, but liberal data policies with

private/technology firms to be re-examined

Post-Covid:For wellbeing and security, citizen willingness to

share data with health care industry likely to stick

Public now expects health care

providers to share data amongst

themselves for smoother transitions

Mid-Covid: Citizens more willing to share data Mid-Covid: Governments relax privacy regulations

Post-Covid:Regulations likely to stay relaxed for health care

industry, but revert to stringent for private industry

More scrutiny on both the quality and

use of data to improve patient care

and access

Relaxed data privacy rules to remain for

telehealth and other technologies,

increasing adoption of remote services

Private industry enduring the heaviest scrutiny moving forward

© 2020 Advisory Board • All rights reserved • advisory.com

31

Upcoming webinars

Advisory Board interviews and analysis.

To access the top Covid-19 resources,

visit advisory.com/covid-19

Locking in crisis-driven innovation

In light of the very real possibility of subsequent

waves of Covid-19, we need to be able to lock in

what we have learned about new ways of

working and potential crisis-driven

improvements in care delivery. At the same time,

we likely need to revisit existing protocols and

pathways for non-covid related procedures to

ensure they are as robust and actionable as

possible in the face of potential surges of

demand for non-covid-related issues.

Ongoing feedback & support channels

for staff

As we ask staff to continue to care for Covid-

19 patients and the anticipated wave of non-

covid complex patients that we need to renter

the system, we must ensure that there are

simple ways to get regular pulse checks on

staff’s mental and physical well-being, as well

as understanding what processes and

infrastructure we need to change to allow

them to operate safely – for themselves and

our patients – in the new normal.

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