Creating a New Healthcare

Friends & Colleagues, As we did last year, we’re going to do something a bit different in this final podcast episode of the year.  Instead of the regular interview format, I’m going to respond to a few questions that I frequently receive from listeners.  I’ll be asking and answering these questions (which I discovered is a lot harder than it sounds). This format is also a bit different in that my responses aren’t scripted.  So, this episode is a bit more informal and unfiltered.  And my responses are, by no means, comprehensive. What we’ll cover will include: The forces and factors that have shaped American healthcare in 2019, and will continue to be the predominant market forces in the next year and in the coming decade. Some of my healthcare disappointments of 2019, and hopes for the coming year. A few highlights from our recent podcast episodes this year. The ‘must-listen-to’ podcasts.  (Spoiler alert: They’re ALL ‘must-listen-to’ podcast episodes. Otherwise, I wouldn’t post them). A brief comment on why I’m producing this podcast series and why I wrote and published a book this year, Reframing Healthcare – a Roadmap for Creating Disruptive Change. A couple of ‘best-advice’ comments I’ve heard this year – year-end thoughts… We will kick-off the 2020 podcast season on Jan 16th. Our first interview is with Secretary David Shulkin MD.  Dr. Shulkin served as the Undersecretary of Health within the Obama Administration and then as the 9th Secretary of Veterans Affairs in the Trump cabinet. He recently published an enlightening and engaging book on his experience. Reads a bit like a novel. He’s a tremendous healthcare leader and will share his unique insights with us all.  Finally – I want to express my gratitude to you all – for your support & encouragement.  Truly appreciate your feedback.  Please keep emailing and messaging on LinkedIn and Twitter.  And, also, please continue to share the podcast and the book, Reframing Healthcare, with your colleagues. Wishing you and yours – Happy Holidays and a Happy & Healthy New Year! Until Next Year, Be Well! Zeev

Dear Colleagues & Friends, Have you ever thought of transportation as an integral part of healthcare? Have you heard the term “transportation desert” used to describe our inner-city, suburban & rural communities? Are you aware that the literature demonstrates a direct link between the availability of non-emergency medical transportation (NEMT) and outcomes such as missed appointments, medication adherence, patient safety and healthcare savings? During the interview with Megan, I was surprised by my own lack of understanding of how important NEMT is as a major contributor to the health outcomes and well-being of our patients and the populations we serve. Megan herself admits that, prior to joining Lyft, she did not appreciate the profound impact and importance of NEMT, despite having more than 20 years of experience in the healthcare industry. Now, it is her entire focus. Megan Callahan is the VP of Healthcare at Lyft. Prior to her current role at Lyft, Megan served as the Chief Strategy Officer at Change Healthcare. Before that, she served as SVP of corporate strategy and business development for McKesson Technology Solutions, where she oversaw enterprise strategy, business development and M&A for their $3B healthcare IT business. She holds a Masters in Public Health from UCLA. In this interview you’ll hear: Why Lyft is in the business of healthcare, and why healthcare is a growing business within Lyft. How Lyft delivers transportation to patients through health plans & hospital systems – which differs from the commercial approach we’re used to as individual customers. The negative impact of inadequate transportation on healthcare and health; and the important role Lyft plays in the NEMT ecosystem – in terms of lowering costs, improving safety and providing more personalized care. The rapidly expanding role of Lyft in state Medicaid programs, commercial Medicare Advantage programs, and in leading integrated healthcare systems across the country. Here are some key points I came away with from this enlightening conversation with Megan: First – transportation is one of the cornerstones of the ‘social determinants of health’ which are the major non-clinical drivers of health outcomes, accounting for over 60% of health outcomes in our country. As Megan emphasizes, the lack of transportation in healthcare has negative, even devastating, consequences for patients as well as for healthcare delivery systems. Second – although transport to medical appointments is the major reason healthcare systems & health plans utilize Lyft’s services, studies have demonstrated that the vast majority of demand and usage by elderly patients are for trips to the pharmacy, grocery store and to community and family social events. This should come as no surprise given that food insecurity and social isolation are two social determinants that are epidemic in our country and across the globe. Third – in addition to the concrete value proposition Lyft is offering – the transport of people to medical appointments – there is another set of deeper emotional and existential issues that Lyft is solving for. Toward the end of the interview, Megan shares a story of a woman with breast cancer who was immunocompromised due to the chemotherapy she was receiving. This woman was using a traditional shuttle transport to get her to the doctor’s appointments. Because of the ride-sharing, it was taking her two hours each way to get to an appointment!  And, because she was being transported with other patients in the shuttle, she was at high risk for infection because of her immunocompromised status. When she was able to obtain a Lyft transport through her health plan, her travel time decreased to just 20 minutes and she was able to secure an individual ride. Megan’s telling of this story is heart-warming and illustrates not only the clinical but also the human and emotional impact that high quality, reliable and customer-oriented NEMT can have on patients and patient care. I leave you with a bit of a reframe on the work that Lyft is doing. It’s as much about the human touch – about human dignity, decency and empathy, about human connections and relationships – as it is about the new technologies and business models that Lyft is bringing into healthcare. Having spent some time getting to know Megan Callahan I believe she would fully agree with me on that. Until Next Time, Be Well. Zeev

Dear Colleagues & Friends, I recently heard Adina Friedman, the CEO of NASDAQ, give a talk on what it means to be a free, open and efficient marketplace.  Her main message was that a free and open marketplace has two requirements: ‘certainty of product’ and ‘certainty of price’. What struck me about her talk was how healthcare delivery, for the most part, meets neither of those requirements. Healthcare leaders and economists have repeatedly described how the healthcare delivery system in our country seems ‘perfectly designed’ to be ridden with inefficiencies, frustrations and opacity. Our guest this week, Dr. David Berman, is keenly aware of these realities. He has practiced medicine for over 30 years.  Over the past couple of years he has been putting together a start-up company, ‘Slingshot Health’, whose purpose is to reduce the opacity and friction in the healthcare system. As he puts it, the goal is to “create an open, two-sided marketplace in healthcare – where you put the patients and the providers back in control of what they both want.”  It’s an ambitious goal, but Dr. Berman brings a very practical solution to the lack of price transparency, affordability and accessibility in healthcare. Dr. Berman is a gastroenterologist and hepatologist who trained at the University of Pittsburgh Medical Center. He is a highly accomplished physician & has published and spoken extensively on his subspecialized area within hepatology.  He is also a savvy and successful entrepreneur – having built a thriving, multi-specialty practice in Manhattan. What you’ll hear in this interview includes: The solution Slingshot Health is deploying. How Slingshot Health adds more provider supply and capacity to healthcare without any increase in cost to the market. How Slingshot Health solves a major challenge for providers, which is the significant percentage of unfilled appointments that go to waste each day. Slingshot Health’s rapid and expansive growth. There are a number of things I deeply appreciate about Dr. Berman, and the approach he and his colleagues are taking. First, he has been in the private practice environment for decades and intimately understands the day-to-day challenges and frustrations of providers and patients. Second, his approach is not a complicated bureaucratic schema; but instead a simple solution to the complex issues of convenient access, cost and price transparency. Third, I love the fact that it’s a win:win for both patients and providers. Patients win because they are able to obtain timely access to medical care, at a reduced cost. The average selected wait-time to appointments for patients who use Slingshot Health is 4 days, compared to the national statistic that it can take, on average, 3 to 4 weeks to obtain a medical appointment. Providers win because they get to fill their unused appointment slots each day. Somewhere between 10 to 20% of provider appointments go unfilled each day, which harms both patients as well as providers. Slingshot Health is inserting choice and self-determinism back into the healthcare marketplace. It is fulfilling the efficient marketplace requirement of ‘certainty of price’ that I referred to above. Dr. Berman is clearly a mission-driven physician and entrepreneur. But, he’s also a very down-to-earth business person. From my perspective, his company is a wonderful mix of both mission and margin. It is a manifestation of what an open, transparent and efficient market can offer to patients, providers and our healthcare delivery system. Now, nothing is perfect and I’m not suggesting that Dr. Berman’s start-up is the answer to the larger access, cost and transparency dilemmas plaguing our healthcare delivery system. And I’m not suggesting that it will address the larger issues of disparity and inequity, or the social determinants of health. But, it does solve some very real and specific problems. And it does it in a consumer-oriented, value-enhancing way. I’ll leave you with a quote from this interview which captures the pragmatic American idealism that Dr. Berman and his colleagues are attempting to manifest in their efforts. “Slingshot Health is democratizing healthcare – giving the individual back their voice and their vote in their healthcare destiny. No longer do you have to beg for what you need, but now you have direct, no risk access to what you want – at no extra cost.” Until next time, be well. Zeev Neuwirth, MD

Colleagues & Friends, This is, by far, the best discussion I’ve ever had about the value of social media in transforming healthcare. In a time in which we are constantly being reminded in the news about the downsides of social media, this episode highlights the humanizing and democratizing aspects of social media, with platforms such as Twitter and LinkedIn. Our guest today is Colin Hung. Colin is a healthcare IT professional turned healthcare marketing executive, turned social media guru. His career has been dedicated to using digital technologies, social media platforms and community organizing to improve healthcare. Over the last decade, he has helped numerous companies build and market solutions that improve patient safety, patient-provider communications and the patient experience. Colin has also co-founded one of the most popular healthcare Twitter communities – #hcldr – which brings together patients, clinicians, healthcare administrators and leaders as well as policy & governmental influencers. He has been selected as a HIMSS (Health Information & Management Systems Society) Social Media Ambassador three times and is internationally recognized as one of the top HealthIT Social Media Influencers. His work has been published in medical journals and he writes regularly for Healthcare IT Today and HITMC (Healthcare IT & Marketing Community). In this interview we’ll discuss: Colin’s discoveries regarding the benefits of social media – from being a source of expert information, to a platform for sharing diverse perspectives, to a powerful form of community building. Colin’s views on social media as a vehicle for humanizing & democratizing healthcare – for both patients and providers. The connecting and community organizing phenomena of Twitter chats, particularly the #hcldr twitter chat that Colin and his colleagues hold weekly. How organizations such as the Mayo Clinic and the Cleveland Clinic are using social media to create clinically-informed, patient-led, open forum communities. Colin’s understanding of healthcare social media is profound. Although he is an expert in information technology, healthcare marketing and social media, his focus is on the importance and value of connecting – connecting people, connecting ideas, connecting streams of work – and creating synergies through those connections. His work aims to empower and enable the professional development of those attempting to improve, innovate and transform healthcare. His desire is to create empathy. And although these connections and communities lead to concrete progress in the realm of product design and business development, he also sees the inherent value of human connectivity as being a primary goal, in and of itself. Colin is a remarkable ‘servant leader’ – a guide and mentor who is focused on helping others advance in their personal and professional journeys. The one trait that he emphasizes as being critical to participation in social media is “being open to being changed by the conversations and communities you connect with online”.  It’s a lesson in humility, diversity and acceptance. The world of social media allows us to go beyond the confines of our limited, and limiting, social and professional circles. It empowers us with information, expertise and divergent perspectives that we would otherwise not be exposed to. It releases us from the isolation and insularity that we can experience in our day-to-day lives. My call to action is for you to engage on a social media platform, if you haven’t already. Try just one Tweet or one LinkedIn message this week!  Or, if you’re more adventurous, please join a tweet chat like the #hcldr that Colin introduces us to in this interview. It’s at 8:30 PM EST every Tuesday night. Hope to see you there! Until next time, be well. Zeev Neuwirth, MD

Colleagues & Friends, Chronic disease management has become the predominant healthcare issue of our time. The vast majority of medical encounters and healthcare dollars are spent on the diagnosis, treatment, and management of chronic disease.  Despite the staggering negative impact, we continue to treat chronic disease within an episodic, reactive, generic and largely ineffectual care model. It’s a reflection of a healthcare delivery approach that is simply out-dated and poorly aligned with the societal and healthcare consumer needs at hand. Our guest this week, Dr. Jennifer Schneider, and her colleagues at Livongo, are ushering in a “new era” in healthcare delivery. Livongo is a healthcare start-up with cutting-edge digital and machine-learning technology whose mission is to “empower people with chronic conditions to live better and healthier lives.”  Dr. Jennifer Schneider is the President of Livongo and previously served as the company’s Chief Medical Officer. Prior to Livongo, she held several key leadership roles at Castlight Health, including as its Chief Medical Officer. Dr. Schneider is also the author of the recently published book, Decoding Health Signals: Silicon Valley’s Consumer-First Approach to a New Era of Health, which explores how companies are using big data analytics and artificial intelligence to reinvent care delivery for people with chronic conditions.  Dr. Schneider has a Doctor of Medicine degree from Johns Hopkins School of Medicine and a Master of Science degree in Health Services Research from Stanford University. In this interview, you’ll hear about: Applied Health Signals – the new category of chronic condition management Livongo has pioneered – which uses data-driven, machine-learning algorithms to deliver continuous, real-time, actionable, and personalized clinical insights. Dr. Schneider’s perspective on this new era of “human-first experience”  and “whole person” care in which the locus of chronic condition management is shifting from the provider’s exam room to the healthcare consumer’s life. How Livongo is reducing the “noise” in healthcare delivery – that is, reducing the frustration, friction and complexity of the patient care experience. Some of the clinical efficacy outcomes that Livongo has demonstrated in peer-reviewed publications. What I especially appreciate about Jennifer’s perspective and Livongo’s human-centered, consumer-oriented philosophy is the understanding that the primary goal of clinical care is not in deploying technical wizardry, but in solving the ‘pain points’ for individuals with chronic disease. Livongo’s focus is on understanding people’s unique needs, preferences and goals, as well as continuously ‘machine-learning’ how to customize communication in order to optimize engagement and motivate healthful behaviors. Once you hear about Livongo’ s model, I suspect it will become clear that this approach to chronic condition management is far superior to anything offered in our current medical models. The simple fact that Livongo’s technology stack is collecting multiple points of health-related data throughout the day, aggregating and interpreting that information, and then using it to communicate in real-time and in a personalized way, is so far ahead of where we are today in clinical practice. Livongo is creating and deploying a major reframe of healthcare delivery – humanizing healthcare, by unleashing the profound value of the patient as the most pivotal member of the healthcare team.  From a provider’s perspective, I firmly believe that this is a welcome enhancement of the role that physicians and other providers play in the chronic disease management ecosystem. As Dr. Schneider, who has managed her own Type I diabetes for the past 30 years, puts it, “The idea that the doctor or any other healthcare provider is in charge is really erroneous. It’s really the individual person living with that chronic condition, and great doctors understand that! Until Next Time, Be Well! Zeev Neuwirth, MD

Colleagues & Friends, You may not have heard of Renown Health – a moderate-sized healthcare system in northern Nevada – but once you hear how they are reframing healthcare – literally redefining and reorganizing healthcare delivery, I suspect that you’ll not forget them. Our guest this week is Dr. Anthony Slonim, President and Chief Executive Officer of Renown Health in Reno, NV.  Over the last four years, he and his colleagues have created one of the most innovative and progressive health services organizations in the country. Dr. Slonim is a nationally recognized thought leader. Modern Healthcare has named him one of the “50 Most Influential Clinical Executives” of 2019. He has also been named a “Physician Leader to Know” every year, since 2014, on the Becker’s Hospital Review. A board-certified pediatric intensive care doctor by training, Dr. Slonim has authored more than 15 textbooks and published more than 60 academic journal articles. Before joining Renown Health, Dr. Slonim served in executive leadership roles at Barnabas Health in NJ, Carilion Clinic in VA and Children’s National Medical Center in DC. Dr. Slonim currently chairs the American Hospital Association’s Systems Council, representing more than 300 integrated health systems nationwide. In this episode you’ll hear about: How Dr. Slonim caught the healthcare industry’s attention by launching the Healthy Nevada Project®, the first population health initiative that combines genetic, environmental, social and clinical data to address individual and community health needs. The reorganization of the Renown Health system into two major divisions – a ‘health’ division addressing preventive, population-based, public health needs; and a ‘healthcare’ division comprised of acute care facilities and chronic disease management providers and services. Why Dr. Slonim believes that the doctor’s prescription pad is a metaphor for the constraints of our system and what a better “prescription” for care looks like..  How Dr. Slonim’s background in public health, combined with his own long-term experience as a patient, shaped his perspective and his approach to healthcare delivery. There are a number of things that stand out about this interview. First, Dr. Slonim brings a great depth of clinical AND public health expertise to the perspective of a healthcare CEO, which is a rarity. Second, his thinking and approach are scientifically based, consumer-oriented, brilliantly logical, and elegantly simple. Third, he is laser focused on the needs of his patients, consumers and community. Dr. Slonim and his leadership team recognize that there are two fundamental, vastly different, value propositions that are required to care for communities. So they set about to restructure their system and redeploy the appropriate resources to deliver on those two value propositions. Their goal is to improve health through proactive community-based prevention, while creating the best healthcare system for those with acute and chronic disease. Once I heard Renown’s strategy and approach, I was left wondering why other hospital systems in the country aren’t immediately following suit. From my perspective, Dr. Slonim and his colleagues are brilliantly executing the steps of the Reframe Roadmap – reorienting their approach; redefining the problems from the primary perspective of patients and community; rebranding their value proposition to meet those needs; redesigning their healthcare delivery for results that matter to people; reorganizing their healthcare system to optimally deliver on those results; and importantly, redirecting their strategies, tactics and resources to make it all happen. What resonates the most, however, from this interview is the profound sense of empathy Dr. Slonim has for the people he serves. He shares that the biggest lesson he learned from his own cancer diagnosis and treatment was about the inequities and disparities of healthcare in our country. The lesson he learned wasn’t about himself, but about others. That speaks volumes about how his mind and heart work.  His goal and the goal of Renown Health is clearly to humanize healthcare. To make it less complex and less reactive. To make it more convenient, customized and accessible. To make one of its prime purposes the prevention of illness and trauma. To make it what people want and need in order to stay healthy and return to health. Again, why aren’t more healthcare leadership teams learning from and emulating this approach? Until Next Time, Be Well. Zeev Neuwirth, MD

For decades, Geisinger Health has been one of the most innovative healthcare systems in the world. It’s efforts are not only admired but also emulated and replicated throughout healthcare systems across the country. It is a literal mecca for healthcare leaders to come visit and learn. I’ve had the good fortune of visiting Geisinger at least four or five times over the past few years, and I will tell you that the initiatives, accomplishments and outcomes become more fascinating with each visit. In this interview, we have the great fortune of learning from Dr. Karen Murphy, Executive Vice President and Chief Innovation Officer at Geisinger. Karen brings a tremendous business, policy and innovation background to this role. Before joining Geisinger, she served as Pennsylvania’s Secretary of Health addressing the most significant health issues facing the state, including the opioid epidemic. Dr. Murphy previously served as Director of the ‘State Innovation Models Initiative’ at the Centers for Medicare and Medicaid Services leading a $990 million CMS investment designed to accelerate health care innovation across the United States. Dr. Murphy earned her MBA from Marywood University; her doctorate in business administration from Temple University Fox School of Business; and she also holds a diploma in nursing from the Scranton State Hospital School of Nursing. In this interview you’ll hear Karen’s take on: How Geisinger has defined ‘innovation’, and the significant resources they’ve put into their innovation efforts. The “4 pillars of Innovation” at Geisinger Health, and the specific initiatives within these pillars – including the virtual “Chronic Disease Management Command Center” and their highly successful “Hospital at Home” program. How Geisinger is using artificial intelligence, machine learning and predictive analytics to proactively prevent disease. Why and how Geisginer is making heavy investments in Behavioral Economics and Behavior Change technologies. What Karen believes to be two of the most significant challenges to innovation in healthcare. There are few healthcare organizations across the country that have the long, broad and brilliant track record of healthcare delivery innovation synonymous with Geisinger.  It’s a legacy that is a direct function of the visionary, patient-centered leadership they’ve had – beginning with Dr. Glenn Steele, then Dr. David Feinberg and now Dr. Jaewon Ryu. In this interview Karen Murphy gives us a vivid and comprehensive picture of the innovation landscape at Geisinger. She’s keen to point out that innovation is embedded in the DNA of the organization and exists well beyond the boundaries of the Steele Institute that she leads.   There are numerous lessons to be gleaned from this highly informative dialogue. Karen outlines a highly strategic and practical approach to large-system innovation. In the last few minutes of the interview Karen makes a strong case for why “accelerated innovation” is critical to healthcare these days. She reminds us, first, of the unsustainable costs of our current healthcare system. But she then also points out that while payment reform is critically important, without the advanced clinical models that can deliver value-based care, payment reform and other policy changes will not create the positive outcomes we’re all looking for – from the provider perspective, the payer perspective, and most importantly the patient perspective.   Until Next Time, Be Well. Zeev

A lot has been said about the application of Artificial Intelligence (AI) to healthcare. These discussions typically center on AI’s ability to improve diagnostic accuracy, reduce medical errors, lower healthcare costs, enhance productivity, and even replace providers. We will cover some of that ground as well, but our guest’s perspective takes the discussion far beyond those more familiar topics. His firm belief is that the major impact AI could have on healthcare delivery would be to restore “the human bond, the human touch, and the human factor that has been lost.” This is a unique opinion, but not surprising, given the source. Dr. Eric Topol is a leading global authority on Precision & Personalized Medicine. He is also one of the most outspoken physicians I’ve ever encountered on the issue of patient advocacy, and in his own words, “patient activism.” Dr. Topol is the Founder and Director of the Scripps Research Translational Institute. Prior to assuming his leadership role at Scripps in 2007, he led the Cleveland Clinic to become the #1 center for heart care in the country.  He is a nationally renowned cardiologist and literally a superstar in the world of academic Medicine, being one of the top ten most cited medical researchers. He has been elected to the National Academy of Medicine and was voted the #1 most influential physician leader in the United States by Modern Healthcare. In 2016, Dr. Topol was awarded a $207M grant from the NIH to lead a significant part of the Precision Medicine (All of Us) Initiative – one of the largest NIH grants ever awarded.  As if all of this wasn’t enough, he has published 2 bestseller books on the future of medicine: The Creative Destruction of Medicine & The Patient Will See You Now.  His most recent book, Deep Medicine: How Artificial Intelligence Can Make Healthcare Human Again, was published this year. The issues we’ll cover in this interview include: Dr. Topol’s perspective on the “shallow medicine” being practiced today and how it harms patients as well as providers. The various applications of AI to healthcare, and Dr. Topol’s take on the most mature and proven applications of AI in Medicine today. The most significant benefit of Artificial Intelligence in healthcare – “the gift of time” and how it can revitalize and rehumanize medical care – for both patients and providers. The challenges, hurdles, and risks we face in further developing and deploying AI-enabled healthcare. Dr. Topol’s refreshing perspective on the characteristics of the ideal medical student, and the relational characteristics we should encourage and support in healthcare providers. What you’ll come away with from this interview is an understanding of how Artificial Intelligence has the potential to elevate the profession of Medicine – not just through the enhancement of diagnostic accuracy, reduction of errors, lowering of costs and a literal leapfrog in efficiency. But, more importantly, through its ability to free up providers’ time and attention, so they can focus on being empathetic experts, guides & teachers. It is this that will restore the human bond that is so sought after in healthcare delivery today. Dr. Topol is keen to point out that this is as much a “gift” to providers as it is to patients. If you listen carefully, you’ll also hear Dr. Topols ‘call-to-action’. He urges us all to become “patient activists” because the future of healthcare is by no means a certain or secure one. He believes that we collectively have the ability, and the responsibility, to assure that the future of healthcare is a hopeful and healing one. I read Dr. Topol’s book, Deep Medicine, and I would urge you to as well. It’s an enlightening and important read. Listening to him speak in this interview, however, gave me an even deeper sense of his integrity, his vision and his humanism. Dr. Topol is, to my mind, one of the greatest physicians, medical researchers, scholars and healthcare leaders of our time. But, what makes him even more unique is the fierce and sustained sense of patient advocacy and humanitarianism that he brings to Medicine & healthcare delivery. This interview left me with a renewed sense of responsibility, purpose and hope, and a strong desire to reframe healthcare – from a shallow to a Deep Medicine. Until next time, Be Well. Zeev Neuwirth, MD

Colleagues & Friends, This is the final episode of this exciting Spring 2019 podcast season.  I can’t imagine a more engaging interview to conclude with – one that truly exemplifies the purpose of ‘Creating a New Healthcare’. Our guest this week, Dr. Stephen Klasko, was recently ranked #6 in Modern Healthcare’s Top 50 ‘Most Influential Clinical Executives’. Last year, in 2018, he was ranked #2 in Modern Healthcare’s Top ‘100 Most Influential People in Healthcare’.  In 2018 he was also recognized as #21 in Fast Company’s ‘100 Most Creative People in Business’, as well as being awarded Philadelphia Entrepreneur of the Year.  Dr. Klasko, an obstetrician who has been the dean of two medical schools, is the President & CEO of Philadelphia-based Thomas Jefferson University and Jefferson Health. In this role, Dr. Klasko leads one of the nation’s fastest growing academic health institutions. His six year tenure has been based on a vision of re-imagining the future. This interview was, by far, the most fast-paced I’ve experienced. It was a deluge of highly innovative initiatives and programs. A few of the items you’ll hear discussed include: The consumer segmentation and customization approach that Jefferson Health is taking – moving away from a ‘one-size-fits-all’ model of medical care experience. How Dr. Klasko radically introduced telehealth to Jefferson Health in 2013 – making it mandatory in every clinical division. The innovative way that Jefferson Health is reducing inappropriate ED visits within its own self-insured workforce. The “Healthcare with No Address” approach that is completely reframing where and how people will receive and experience healthcare at Jefferson. The digitally-enabled, consumer-oriented initiatives such as the “match.com” app for young women seeking an obstetrician. The ground-breaking partnerships Jefferson Health has made, including one with the third-leading ‘fashion & design’ university in the country. Some of the entrepreneurial ventures Jefferson Health is engaged in, including a hemp-based wearable that Dr. Klasko believes will usurp Apple Watch’s biometric monitoring. Dr. Klasko is one of those courageous leaders who understand that we need to quickly catch up with other industries in terms of treating people like valued customers and respected consumers. I say “courageous” because he not only understands it, he demands it. He also understands that we need to customize care, not by disease or payment, but by patient needs and preferred engagement. He and his colleagues are attempting to wrap healthcare around patients rather than forcing patients to wrap themselves around the healthcare system. He is unapologetic in repeatedly pointing out how the current system is grossly inadequate. And rather than demonize new entrants and disruptors, he embraces them – partnering, learning, emulating and synergizing. From my perspective, Dr. Klasko is nothing less than a healthcare revolutionary. It is a bit ironic that he is the leader of a healthcare system whose namesake was an American revolutionary and one of the founding fathers – President Thomas Jefferson. I have to think that President Jefferson would have greatly appreciated and approved of the legacy that Klasko is creating. This moment in healthcare history is a revolutionary inflection. As Dr. Klasko states, “It’s important for CEO’s and others to recognize that when an industry is going through a once-in-a lifetime change, the absolute biggest risk is doing things the way you did them before.” I can’t think of a better note or more important call to action on which to end this season. I hope you’ve enjoyed this remarkable Spring 2019 season of ‘Creating a New Healthcare’.  From my perspective it’s been an extraordinary line-up. I would encourage you all to take the next couple of months to catch up on episodes that you might have missed. It’s essentially a Masters Class series in healthcare innovation, entrepreneurship and leadership. We will resume the podcast in early September and have another amazing lineup in store for you! Until then, Be Well! Zeev Neuwirth, MD

Dear Friends & Colleagues, The promise of real-time health information connectivity and coordination of care has been elusive. That is, until now. Jay Desai, co-founder and CEO of a company called ‘Patient Ping’, has created a platform that allows for real-time notification of a patient encounter in any healthcare facility or home care. Even more revolutionary, the platform delivers bi-directional information automatically. The need for this type of connectivity is obvious to healthcare professionals and organizations that are accountable for the quality, safety, appropriate utilization and cost effectiveness of care delivered. Part of the challenge for providers is that approximately 30 to 50% of healthcare costs incurred by most integrated delivery systems is actually from clinical care delivered outside of the home system. This percentage is higher for independent provider groups and systems in highly competitive markets. That means that even in the best of integrated delivery networks, there is already a 30 to 50% ‘accountability handicap’. Prior to co-founding PatientPing in 2013, Jay Desai worked at the CMS Innovation Center (CMMI) where he helped develop Accountable Care Organizations (ACO’s), bundled payments and other value-based initiatives. He has an MBA in Healthcare Management from the Wharton School of Business at the University of Pennsylvania, and a BA from the University of Michigan. Jay’s professional passion lies at the intersection of technology, policy and community. He first discovered the need for real-time, cross-institutional connectivity when he was at CMS. Provider groups were asking CMS for some way to ‘know’, in real-time, when and where their patients were receiving clinical care. These systems needed to know so they could intervene and prevent unnecessary, as well as potentially, harmful tests and procedures. They needed to know so they could follow-up when their patients were discharged from another institution. It’s a critically important issue for patients and providers – and this is where Jay Desai and PatientPing come in… In this interview we’ll discuss: The two major offerings of PatientPing – the “ping” notification that tells you where your patients are; and the “stories” which tell you where your patients have been. The different ways healthcare systems are utilizing PatientPing to communicate between hospital-based care/case managers, ambulatory care medical homes, emergency departments, nursing homes and home health services. The remarkable outcomes demonstrated with the PatientPing platform, and how they are achieving those results. PatientPing’s customizable “consumer grade user-experience”,as well as the enhancements they’re making. PatientPing is designed to not only respond to the needs of accountable providers and organizations. It’s also designed to create healthier ‘communities of care’ – to enhance the complex inter-dependencies of the clinical ecosystem. The data PatientPing is collecting is beginning to demonstrate that avoidable healthcare utilization across communities is decreasing: lower avoidable emergency room visits, hospital admissions and nursing home days – all of which leads to better care at lower costs. There is more than one value proposition PatientPing offers. The embedded analytics will also reveal care patterns – allowing systems and communities to better understand where patients are going, and allow for more proactive preventive care. Another easily overlooked value proposition is the user experience. The information PatientPing relies on was already there beforehand. They’ve simply made it more accessible to providers of care. As Jay points out, it’s analogous to the situation with Google Maps. The GPS data was already present when companies like Google and Waze made it easily accessible and usable for the consuming public. PatientPing has done something very similar with the data in the Health Information Exchange network and the health information locked up in proprietary electronic medical records. They’ve made this information accessible and consumer-friendly for providers of care – across and between institutions and practices. It may be a simple concept but the impact and value proposition is profound. It’s going to assist providers and patients with better communication, better integration and better coordination of care. It’s going to make healthcare delivery more seamless and safe. And, who wouldn’t want that? ReplyForward