innovation… · • shared innovation methods • collaborative co-development of solutions ......
TRANSCRIPT
InnovationWHERE, HOW, AND WHY WE INNOVATE
May 18, 2017
How can we embrace
change and createbetter
value for our patients?
For 140 years, the Sisters of OSF have been serving their
communities with compassion and humility. The Sisters have
neverbeenafraid of taking on the hardest challengesand
providing care to all those who needed it. It’s no surprise, then,
that when the paceof change in health care is faster than ever,
when technological andscientific innovation are enabling so
much, that we would take astep back to examinehow we can
leverage these advances for the benefit of our patients.
OSFlaunchedOSFInnovation asameans to embrace changeand
take on the largest health care challenges; the ones that require
innovation andadifferent way of thinking to solve.
In the spirit of Christ and theexample of Francis of Assisi, the
Mission of OSF HealthCare is to
serve persons with the greatest
care and love in a community that
celebrates the Gift of Life.
“
”
WHY
Kickin’ it ol’ Skool…. VBP via a capitated payment…
…and a narrow network
It’s 1905….
We define innovation as...
WHY
“
”
HOW:ENVIRONMENT
A culture forinnovation and learningWhetherpossibilities aregenerated byanOSFteam,anewstartup, or a
combination,we provide awork environment that is healthy, flexible, high-
performing andhighlycollaborative. Whether in ourWORKplace, abalanced
approachfor creating effective work environments for our office-based
Mission Partners or oneof our simulation environments for clinical
exploration and learning, we have made intentional environments for
innovationand learning. Weare innovators for life.
Surgery Simulation Space Patient Room Simulation Space
NICU Simulation Space EmergencyTransport Simulation Space
6 I
Enhance relationships with Health Technology and Health Devices Entrepreneurs as well as Commercial health care entities to advance Ministry strategy by influencing the design of solutions for early identification and adoption.
Innovation Space
serve. connect. transform.
Here are a fewmembers of the innovation leadership team
Michelle Conger ChiefStrategy Officer
OSFHealthCare
JeffryTillery, MDSeniorVicePresident
ChiefTransformationOfficer
OSFHealthCare
BeckyBuchenVice President
PerformanceImprovement
OSFHealthCare
StanLynallVice President
Venture Investments
OSFHealthCare
Matthew Warrens Vice President
Innovation Partnerships
OSFHealthCare
JohnVozenilek, MD FACEPVicePresidentCMO
JumpTrading SimulationandEducation
OSFHealthCare
Lisa Barker,MDCurriculumDirector
JumpTradingSimulationand
Education
OSF HealthCare
William Bond,MDDirectorof SimulationResearch
Jump Trading Simulation and
Education
OSFHealthCare
Thenkurussi Kesavadas Director of HealthCareEngineering
University of Illinois at Urbana-Champaign
[email protected]@osfhealthcare.org
Matthew Bramlet,MDDirector
Advanced ImagingandModeling
OSFHealthCare
Mark HohulinSenior Vice President
Healthcare Analytics
OSF HealthCare
WHO
Paul PribazVice President
Simulation Administration
OSFHealthCare
Sarah de Ramirez, MD MPH MScVicePresident
Transformational Innovation OSF
HealthCare
Sarah.A.StewartdeRamirez@
osfhealthcare.org
How are we organizing our innovation teamOutside Innovation Partners
• Partnerships with outside companies• Shared innovation methods• Collaborative co-development of
solutions• Immersive design• Shared risk and reward
Breakthrough Innovation
• Developing concepts and inventing things for markets that don’t yet exist
• Create greater efficiency or cost savings with current processes or products through disruptive innovation
• Transform care and existing models• Employ new technologies and ventures• Create innovation fellowship
Core Innovation
• Optimize existing products, processes or assets for existing customers
• A culture sustaining acts of creativity• Targeted at core activities• Continual application of innovation to
recurring details
Venture Capital
• Seeks and manages funding for start-ups with long-term growth potential
• Review business plans• Perform due diligence• Track investments• Ensure venture is meeting milestones• Validates ROI on portfolio
Simulation and Education
• Develop artificial representation of real world process
• Research strategy and grants• Utilizes simulation-based learning
practices for training and beyond• Simulation-based clinical research• Deploys cutting edge technology
Doctor-patient relationships
with disadvantaged patients
who are intimidatedbyhospitals
and doctors
Engagement with
patients from
different cultural
backgrounds
Expansion of care to
uninsured individuals
and families
Building healthy
communitiesoutside
the hospital as well
as inside i t
Motivating individuals
so that health careis
seenasa community
responsibility
For exampale, HealthBegins
partners with LA high school
students to understand
community health problems and
localmedicalresources
Clinicians’ ability to
access other Mission
Partners’ expertise and
capacitywhile thepatient
iswith them
More effective
caregiver - patient
communications and
services outside of
appointments/ office
visits
Alternative
transportation
partnerships to help
rural patientsget
accessto care
Patients’ ability to
optimizethetreatment
process before they
reach theclinician
Connections to
patients that are
indigent, immobile,
or have no address
Forexample,RuralHealth
Initiative isaremote clinical
supportsystem, basedon
asharedbackground
OSF innovation teams could explore…
Recreating diverse
environments to
understand peoples’
reactions and behaviors
Simulation-based
clinical research to
learnfrom rarecases
Disaster response
procedures that are
tested before being
put intopractice
Cutting edge
technology that
improve clinicians’
empathy of
conditionsNew tools and services
to train Mission Partners
For example: Health Scholars is an
interactive, standardized, learning
encounter for preceptors and nurses built
on a measurable, self-contained mobile
platform
HOW:TEAMS
Clear focus anddirection are essential for successful innovation.
We have four focus areas of innovation for our Mission Partners,
external partners, and innovators. These areas guide our
investments and activities in innovation, ensuring they serve the
most important needsof our community.These four areas demand
innovation; we will not advanceour Mission herewithout it.
WHAT
We are focusing on four
innovation priorityareasAdvancingSimulationHow can OSF use simulation
beyondeducationto transform
healthcare?
Aging inPlaceHow can OSF deliver care to
the elderly without disrupting
where and how they live?
More for Those with Less How can OSFbest serve its most
disadvantaged populations?
Radical Access to Care How can OSF radically
democratize access to care,
regardless of setting or context?
Simulation in nursing education
creates a higher level of knowledge and
competence in nursing practice
Ourpopulation and their needs
Simulation has the power to radically improve the way we deliver
care, our ability to cut care costs, and the way we train and
develop providers—at OSF and other institutions. Innovation
here has the power to not only dramatically change the health
care industry, but also create new sources of growth and funding
for OSF.
SUPPORTING DATA
19.1%SIMULATION MARKET CAGR2014–2019
“Simulation is a technique, not a
technology, to replace or amplify real
experiences with guided experiences,
often immersive in nature, that evoke or
replicate substantial aspects of the real
world in a fully interactive fashion”
WHAT
Advancing andReimagining
Simulation
HowcanOSFusesimulation beyond
education to transform health care?
OSF has committed to leading the development and use
of simulation technology and services in health care.
Innovation in simulation can push the boundaries of
education, training, and research, but also teach doctors
empathy and add to our understanding of human behavior.
Training and education simulation is only the beginning.
OSF is leveraging disruptive technology to become a
destination for simulation innovation—and in doing so,
not only advance its own capabilities, but convert them
into valuable products and services for other institutions.
$2 BILLIONThe estimated medical simulation market (2019)
Revolutionizing partnerships
between clinicians and
engineers to stimulate
advancement of health care
New Skills and new partners on our Team
Jump Applied Research for Community Health through
Engineering and Simulation (ARCHES) is a collaboration
with the University of Illinois at Urbana-Champaign’s
Collegeof Engineeringand Collegeof Medicine at Peoria.
Focusing on the technologies and techniques of clinical
simulation and its impact on patient care, ARCHES is
creating new tools using imaging, health information
technology, novelmaterials andhuman factors to enhance
medicalsimulation andeducation.
About 20-25% of patients
discharged from hospitals are
readmitted within 30 days
costing roughly $42 billion
per year to insurance providers
• Most companiesarenotsetupto explore or
commercialize things that are new to the world,
evenif thepromiseishuge
• Involvesthegreatestamountof risk and
degreeof uncertainty
• Delivers thegreatest returns whenyouhit it right
• Comprisesasmallernumberof initiatives drivenby
focusedresources
Falls are a leading cause of
serious injury and death
in the elderly, especially when
they are at home alone
• Collaborationof University of Illinois Colleges of
EngineeringandAppliedHealthSciences(UIUC),
Illinois Neurological Instituteat OSFHealthCare
• Assessfall risks andpredict falls
• Utilizes camera-capturemotion data of
participants inhomeenvironment
• Targetedinterventions inanindividualshome
IDENTIFYING FALLRISK
IMPROVING THE PATIENT DISCHARGE PROCESS
Viewing medical images using
immersive and visual technologiesAdvanced Imaging and Modeling (AIM) has garnered nationwide attention.
Thanks to a generous gif t , creating the Shepard endowment, AIM
beganin 2013 whenpediatric cardiologist Matthew Bramlet, MD worked with
Jumpengineers to developaprocess for converting two-dimensional images of
the heart into 3D-printed replicas for pre-surgical planning. Since the first
model that changed the course of a 9-month-old girl's surgery, we now have a
team of engineersat Jumpandthe University of Illinois College
of Engineeringworking to advancediagnostic effectivenessof imaging
tests aroundthe world.
HOW: IMPROVING UNDERSTANDING
Our engineers at
Jumphavecreateda
prototype program
to view3Dimagesof
heartsandother partsof
the human anatomy for
the HTC Vive, a virtual
reality headset.
Address Social Impacts to
Provide More forThosewith Less
HowcanOSFbest serve its most
disadvantaged populations?
The greatest health issue for some members of our
community is finding their next meal. When people face
daunting obstacles like hunger or homelessness, it’s hard
to focus on health until there’s a costly crisis. Innovation
here finds new ways to engage disadvantaged individuals
through new business models, care delivery, and / or
preventive care. Currently, many existing solutions
are available to only certain social classes. Innovation
here seeks to remove that barrier, providing effective
treatment to all who need care.
WHAT
Ourpopulation and their needs
Disadvantaged individuals—burdened by low income,
racial discrimination, language barriers, and other issues—
often struggle to get care until extreme situations result in
emergency visits. These situations are exacerbated by the
lack of affordable preventive care. OSF must understand this
population intimately and develop solutions that fit its unique
needs andcontext.
OF HOUSEHOLDS
OSF SERVES ARE
LOW-INCOME46%
22%OF OSF
HOUSEHOLDS
ARE BELOW THE
POVERTY LINE
50%of a community’s health is
attributed tosocial, economic, and
physical environment factors
1.4 MILLIONnon-profits working on independent
solutions to major social problems, often working at odds with one another and
increasing the perceived resources required to make meaningful progress.
SUPPORTING DATA
SUPPORTINGDATA
BY2020,THE65+ POPULATIONTHAT OSF
SERVES IS EXPECTED TO GROW
13.6%IN ALLREGIONS
Aging in Place (andwith Grace)
WHAT
Ourpopulation and their needs
The elderly are the fastest growing population that OSFserves,
yet where andhow they wish to spendtheir lives often takes
aback seat to budget, clinical, andcaregiver limitations.Their
families are often not effectively engaged in care decisions,
particularly end-of-life planning. This population needs new
options andmodels that fit into their lives, rather than asking
them to disrupt where and how they live.HowcanOSFempower elderly
patients and their caregivers?
Tapping into new technologies, communities, and services
can afford the elderly more flexibility and choice. For
example, distributed sensors in the home and analytics
can shift the focus from institution-based aging to
community-supported aging that largely happens in the
individual’s home. Innovation here avoids unnecessary
hospitalization of the elderly by providing them services
and tools to make the right choices for themselves. It will
transform how end-of-life planning, geriatrics, home care,
and assisted living are addressed and delivered.Many parts of the country—
especially counties in the rural
Midwest—are “aging in place”
because disproportionate
shares of young people have
movedelsewhere
of all people in a
nursinghomeare
there because of
social deficits, not
physical deficits
87%Of adults age 65+ want to stay in their current home
and community as they age
50%
SUPPORTINGDATA
RURAL COMMUNITIESCONTAIN 20%
OFTHE POPULATION BUT ONLY
ofpracticing
physicians9%
12% of pharmacists
Ourpopulation and their needs
The significant rural population OSF serves can struggle to
access care conveniently or effectively. Other populations,
like Millennials, want health care to fit their lives in ways other
generations never expected. Innovation here will make it
dramatically easier and more elegant for Mission Partners to
connect with their community, whenever and wherever they are.
of smartphone owners have
downloaded anapp specifically
to track or manage health
230,000doctor’s visits could be avoided
if patients 15+with sore throats
used ahomestrep test
2012-2013
50%market growth rate of at-home
diagnostics (e.g., heart rate
monitors,A1C test kits, HIVtests)
19%
Radical Access toCare
WHAT
HowcanOSFradically democratize access
to care, regardless of setting or context?
Radical Access includes care through mobile delivery,
community groups, and peer-to-peer relationships. It
seeks to increase care for the population, provide Mission
Partners more flexibility, and / or expand the footprint
of OSF in rural areas. Innovation here may also focus on
building communities that foster health care beyond the
hospital—at school, home, and work—making a healthy
community everyone’s priority. OSF will initially focus
efforts here on its rural population; as it makes progress,
it will consider expanding its focus to other segments.
We tackle these focus areas
with both core and
breakthrough innovationsInnovationcanbeasambitiousasreinventing how patients receive
care and as targeted as small refinements in the waiting room
experience. We needinnovationsboth largeandsmall to advance our
focus areas, so OSF Innovation categorizes innovation in to two
categories dependingon their levelof ambition.Thiscategorization
allows us to accurately provide the support that solutions or ideas
needto becomeareality.
WHAT
Developing breakthroughsand inventing
things for markets that don’t yet exist
• Most companiesarenot set upto exploreor commercialize
things that are newto the world, evenif the promise ishuge
• Involvesthe greatest amountof risk anddegreeof uncertainty
• Delivers the greatest returns when youhit it right
• Comprisesasmallernumberof initiatives driven by
focusedresources
BREAKTHROUGH: INVENTING THE NEW
Optimizing existing products and
services forexisting patients
• Whatwe feel most comfortable doing
• Most consistentandpredictable—we’re experts in the space
• Lower returns than transformational innovation
• Drivenwidely acrossOSFbyawide rangeof Mission Partners
CORE: IMPROVING THEKNOWN
B R E A K T H R O U G H
Developing concepts
and inventing things for
markets that don’t yet exist
WH
ERE
TO P
LAY
(M
AR
KET
S &
PA
TIEN
TS)
AD
JAC
ENT
EXIS
TIN
GN
EW
EXISTING ADJACENT NEW
A D J A CE N T
Expanding from existing business
into “new to the company” business
CO R E
Optimizing existing products, processes or
assets for existing customers
OSF Innovation Current Portfolio
WHAT
Developing breakthroughsand inventing
things for markets that don’t yet exist
• Most companiesarenot set upto exploreor commercialize
things that are newto the world, evenif the promise ishuge
• Involvesthe greatest amountof risk anddegreeof uncertainty
• Delivers the greatest returns when youhit it right
• Comprisesasmallernumberof initiatives driven by
focusedresources
BREAKTHROUGH: INVENTING THE NEW
Optimizing existing products and
services forexisting patients
• Whatwe feel most comfortable doing
• Most consistentandpredictable—we’re experts in the space
• Lower returns than transformational innovation
• Drivenwidely acrossOSFbyawide rangeof Mission Partners
CORE: IMPROVING THEKNOWN
MA
RK
ETS
& P
ATI
ENTS
AD
JAC
ENT
EXIS
TIN
GN
EW
EXISTING ADJACENT NEW
OSF Innovation
PartnershipsOSF Performance
Improvement
OSF Ventures OSF Healthcare
AnalyticsOSF Simulation
B R E A K T H R O U G H
Developing concepts
and inventing things for
markets that don’t yet exist
A D J A CE N T
Expanding from existing
business into “new to the
company” business
CO R E
Optimizing existing products,
processes or assets for
existing customers
75%
15%
10%
Core Innovation Optimizing existing products, processes or assets for existing customers
HOW
Department Specific Improvement Rapid Improvement realized by equipping front line managers with: tools, knowledge, experience to implement solutions, monitor effectiveness, assess need for change
Increasing capability for Continuous Improvement
TransformAssess Sustain
Entity Wide ImprovementDelivering operational results: business unit lead improvement initiatives designed to maximize operational performance
Ministry Wide ImprovementExecuting on Ministry strategy: highly coordinated, organizationally aligned ministry wide initiatives, designed to meet One OSF goals and key results
Lead
ersh
ip C
om
pet
ency
Org
aniz
atio
nal
Go
als
Cap
abili
ty t
o Im
pro
ve
Rep
ortin
g Imp
rovem
ent
Ensu
ring A
ccou
ntab
ility
High
Perform
ance O
rganizatio
n
Data AnalysisPerformance Improvement
Learning Series
Portfolio Management
Execution of Projects & Programs
Organizational Goals Monitoring Performance
to Target
Leveraging OSF’s PI Methodologies to support Continuous Improvement
LEAN6Sigma
Project ManagementRapid Improvement
Change Management
Continuous Improvement
Re-Assessment
Transforming health care to improve the lives of those we serve
Perf
orm
ance
Imp
rove
men
tC
ycle
Executive Sponsor
• Owns vision, directs integration, results
• Leads change
• Sets bold goals
Business Leader
• Project owner
• Removes barriers to implement and sustain
Process Owner
• Supports project team
• Responsible for implementation
• Sustains gains
PI Coach
• Supports and trains PI Specialists
• Provides guidance to leadership and project team
PI Specialist
• Full-time
• Facilitates teams
• Trains and coaches project team members
• Coaches/supports PI Leads
PI Lead
• Part-time on RIM(90 day) projects
• Applies continuous improvement methods in area of responsibility
Mission Partners
• Apply concepts to their job and work area
• Understand vision
Core InnovationOptimizing existing products, processes or assets for existing customers
HOW
Solution Summary• Implement EPIC module to standardize and have one
method to request, notify, and document patient movement.
• Set guidelines and limits for movements that generate idle time to reduce transporter is waiting.
• Document round trips as two patient movements instead of one.
• Develop House-wide patient movement policy with all changes from project.
Results• Solutions implemented except EPIC transport module:
improved from 25 minutes to 18 minutes in 6 months• Solution with EPIC transport module implemented
August 2016: Improvement from 18 minutes to 12 minutes
• Opportunity to improve patient movements.
Ivantage data showed that there was an excess of
FTEs compared to others in their benchmark;
despite the fact that SAMC has longer hours of
operation and more areas to serve.
• Goal: improve patient and staff satisfaction, provide
timely arrival to testing, discharge and admission
locations, and revise inefficient manual practices
prior to implementing the approved EPIC module
capital request.
• The baseline time to complete a transport
movement was 25 minutes prior to implementing
the standard manual practices and implementing
the EPIC module.
SAMCEPIC Transport Module Implementation
48%EFFICIENCY GAIN
Strategic Priority:
Patient Experience
Key Result:
HCAHPS Overall Rating
of the Hospital
Solution Summary• Standardized processes for after hours dispensing, after hours
compounding and after hours infusion were developed• Training plan including a competency assessment of aseptic
technique for nursing was developed and approved by entity CNOs
• Measurement plan to capture medications dispensed and or compounded after hours that are not available in patient care unit Pyxis was developed
• Assessment and standardization of medications needed within Pyxis for emergency access – this list was also adopted by the Central Region even though SFMC was out of scope
• Development of OSF critical notes to be added to Lippincott procedure IV solution preparation, adding medications to the container
Results• Reduce the number of non-Pyxis dispenses Ministry-wide
Have been reduced by 64% Ministry-wide
• Included entities: All OSF Entities with a non-24/7
pharmacy department (SFH, SEMC, SPMC, SJJWAMC,
SAHC, SMMC, SLMC, HFMC)
• Quick Win: Utilization of Pyxis global find function to
easily allow RNs to see where medication is located
without having to physically search multiple locations.
This enables faster delivery of medication to the patient.
One OSFPharmacy After Hours Dispensing Process RIM
64%MINISTRY-WIDE
Reduced the number
of non-Pyxis dispenses
Strategic Priority:
Patient Experience
Key Result:
HCAHPS Overall Rating
of the Hospital
SUPPORTINGDATA
HIGH RISK PATIENTS PRODUCE
$22MCOST THAN THOSE IDENTIFIED VIA
CURRENT HCC MODEL
Predicting the Future
HOW: INTEGRATING ANALYTICS
Improving the Lives of Those We Serve
What if we knew you were predisposed to be readmitted to the
hospital in less than 30-days and could put preventative solutions in
place for you before you left the hospital the first time? Through our
OSF Healthcare Analytics, we are working on predictive 30-day
Readmission models along with models for Sepsis, COPD,
Cardiovascular Bundles and more. We are advancing innovation
through data to ensure healthier communities.The dilemma is not about
understanding the population risk,
but identifying WHO is at risk
The rapid deployment of EPIC coupled with the strategic investments in Analytics, specifically data science/predictive modeling and data warehousing, have built an industry leading ecosystem for advanced analytics.
Risk stratification, whether through our Readmission Model, ACO Cost model or OSFMG Utilization model, allows us to categorize patients by risk in order to align resources. By doing so, we can most effectively manage a populations risk, while simultaneously maintain appropriate stewardship of our resources.
In bedside nurse
time was shifted
from data
collection from
the readmission
model back to
patient care
The OSF Utilization Model allows for a unified risk score for all
350,000+ medical group patients
$2M
Partnering for Innovation
OSF identifies partners with opportunities that will improve patient outcomes,
enhancepatient experience,andreduce the cost of health care. We believe in
not only investing financially, but also strategically through comprehensive
collaboration.
OSF Identifies Innovation Partners Through Relationships:
Weteam up with other innovators to
test solutions.
AVIA
OSF is a member of AVIA cohorts, which identifies start-ups that are addressing challenges relevant to providers. They select the most relevant start-ups and organize demos withproviders.
Plug n Play
A global innovation platform connecting startups to corporations, and invest in over 100 companies every year
MATTER
A Chicago-based incubator that allows start-ups to rent space, network with corporate partners, and seekpiloting opportunities.
HOW:PARTNERSHIPS
HOW:PARTNERSHIPS
Formal Innovation Partnerships
Upon completion of vetting partnership opportunities OSF may enter into a contracted
innovation partnership that may include one or more of the following actions:
• Usability Services -Utilizing testing refers to evaluating a product or service
by testing it with actual end users with the goal of identifying usability
problems, useful data and to determine end user satisfaction
• Clinical Trials -A branch of healthcare science that determines the safety
and effectiveness (efficacy) of medications, devices, diagnostic products
and treatment regimens intended for human use
• Pilots -A short term experiment designed to test logistics, prove value and
reveal deficiencies before large scale implementation
• Implementation -Partnerships that have resulted in successful pilots and or
previous implementations
OSF Partnership - Overview
Home Monitoring EquipmentFocus Area: Aging in PlaceStatus: Clinical ResearchSponsor: Dr. ClemsonKick off: 10/1/16Scope: Currently the home monitoring vendor for Home Care Ministry wide, currently conducting 50 patient research study with CFH in Central Region
Genetic Screening solution for Breast and Colon CancerFocus Area: Radical AccessStatus: PilotSponsor: Dr. NoraKick off: 3/1/16Scope: Completed 14 month clinical trail in Central Region in November of 2016, began implementation in Northern Region in February of 2017
Provides tools and resources for expecting moms, kick and weight trackers, class registration and cross marketingFocus Area: Radical AccessStatus: ImplementationSponsor: Susan MilfordKick off: 4/21/17Scope: Implementing Northern Region in May, Central Region in June, Eastern Region in July
Care Management application that coordinates care to reduce costs, improve outcomes, and drive a 5-star patient experienceFocus Area: Radical AccessStatus: PilotSponsor: Hoa CooperKick off: 1/15/17Scope: Began enrolling spine surgery patients in Central Region in January, expanding to hip and knee replacement with six surgeons in Peoria and Ottawa in May of 2017
Patient Wisdom efficiently collects, curates, segments, and shares patient stories to improve the experience and delivery of careFocus Area: Social Determinants Status: PilotSponsor: Dr. TilleryKick off: 3/15/17Scope: Piloting with Streator Community
Digital displays in waiting rooms and exam rooms deliver hyper-targeted information to patients at the point of care, during the most actionable moments of their treatmentFocus Area: Radical AccessStatus: PilotSponsor: Susan MilfordKick off: 4/7/17Scope: Implementing in all Neuro and Cardiac offices in Central Region as well as all Care Transformation offices in Primary Care
OSF Partnership - Overview
Procedural Time out applicationFocus Area: Radical AccessStatus: Clinical ResearchSponsor: Dr. PearlKick off: 10/1/16Scope: Conducting 100 patient clinical trial in with Pediatric OR patients at SFMC.
Behavioral Health tele health providerFocus Area: Radical AccessStatus: PilotSponsor: Cheryl CroweKick off: 7/1/16Scope: Began pilot with Care Transformation practices, expanding to Ottawa in March 2017
SilverCloud is used by health systems and care organizations to provide clients with easy and immediate access to evidence-based and supported therapeutic solutionsFocus Area: Radical AccessStatus: ImplementationSponsor: Cheryl CroweKick off: 4/3/17Scope: Piloting with Health Coaches and Primary Care Behaviorists in all Regions
Tablet real-time survey toolFocus Area: Social DeterminantsStatus: PilotSponsor: Lori WiegandKick off: 8/28/15Scope: Being used to collect patient and provider feedback in Care Transformation Offices
Patient Decision Making Tool using guidance from the best evidence to fit a patient’s unique clinical situation and treatment goalsFocus Area: Aging in PlaceStatus: PilotSponsor: Dr. SawickiKick off: 4/10/17Scope: Piloting with Advance Care Planning Coordinators in all Regions
IRIS application puts social services on a single technology platform that integrates with healthcare system care management Focus Area: Social DeterminantsStatus: PilotSponsor: Ken BeutkeKick off: TBDScope: Piloting with Streator Community
Investing in Innovation
OSFVentures
OSF Ventures invests financially and operationally in
opportunities that will improve patient outcomes, enhance
patient experience, and reduce the cost of health care. We
believe in not only investing financially, but also
strategically through comprehensive collaboration.
Value Proposition to OSF
• Identification of solutions to reduce cost or achieve other ministry
objectives.
• Access to emerging technologies to improve patient service.
• Opportunity to collaborate and provide meaningful input during the
product development phase.
• Opportunity to participate in pilots or clinical trials, which can result in
recognition through publications.
• Ability to benefit financially and operationally.
OSF Ventures Dashboard
HOW: INVESTING IN INNOVATION
Venture Opportunities by Category Venture Opportunities by Status
7%
6%
83%
4%
Pre-Pipeline
Pipeline
Not invested
Invested
195
83
16412
12
23
45 Health InformationTechnology
Delivery Solutions
Bio Technology
Other
Therapeutics
Diagnostics
Medical Device
OSF VenturesPipeline Companies
HOW:PARTNERSHIPS
Company Description
Biome Analytics Healthcare Analytics
Diagnostic Photonics Intraoperative Tumor Detection Imaging System
HealthLoop Pre-admission/Post-discharge Patient Engagement Tool
Innoblative Designs, Inc. Intraoperative RF Ablation Medical Device
Navigate Cardiac Structures, Inc. Transcatheter Mitral and Tricuspid Valve Replacement Technology
Orpheus Medical Clinical Media Management Solution
Patient Wisdom Patient Engagement Tool
Prenosis Sepsis Diagnostic Blood Testing Solution
Regroup Therapy Behavioral Health Patient Engagement Tool
WiserCare Shared Decision Making Patient Engagement Tool
OSF Ventures Deal Flow Process
Intake
Companies across different healthcare verticals are introduced to
OSF Ventures through;
Incubators/Accelerators
Portfolio CompaniesOSF Internal
Syndicate PartnersWeb Presence
Investment BankersVenture Conferences
The OSF Ventures team determines if technology fits into the following
categories:
-Medical Device-Diagnostics -Therapeutic
-Health IT-Healthcare Analytics
Vetting
High level overview to determine if technology supports the OSF
Ventures objectives and creates value for OSF Healthcare System.
Ventures Team reviews company’s information with input from our
Innovation Fellow and Innovation Partnerships team.
Subject Matter Experts (SME’s) are identified who can provide high level feedback on technologies that pass
initial vetting.
Pre-Pipeline
Companies that have passed the vetting stage enter into the pre-
pipeline.
OSF Ventures team reaches out to SME’s and provides them with a short
questionnaire seeking input on the technology.
OSF Ventures team initiates communication with company’s
management team.
Pipeline
Companies that are viewed favorably by SMEs and pass an introductory call
enter the pipeline.
OSF Ventures team engages with SMEs for more in-depth feedback.
OSF Ventures conducts business diligence.
Begin to explore potential opportunities for collaboration within
the system.
What
How
OSF Ventures Deal Flow Process
Investment Recommendation
Summary of clinical and business diligence.
OSF Ventures submits investment summary and investment
recommendation to the Venture Committee
On-site company presentations to the committee.
Final Approval
Final Committee Approval
Final concerns resolved and vote taken.
OSF Ventures conveys approval to the company and initiates
legal diligence.
Investment
OSF receives equity ownership for cash.
Investment made when legal diligence completed.
Portfolio Management
Post investment management and governance.
OSF Ventures tracks performance based on board
level info and attendance.
What
How
Active Business Diligence
Pipeline Stage
OSF Venture Team Diligence Encompasses:• Corporate History Review• Management Team Evaluation• Business Model Analysis • Clinical SME Analysis • Market Analysis• Financial Analysis• Product Research• Competition Assessment • Manufacturing and Sales Strategy Review • Regulatory Pathway Review (assessing FDA regulatory requirements
prior to market-entry) • Reimbursement Strategy Analysis (assessing revenue model and billing
code structure) • Syndicate Partner Analysis (research on potential co-investors)• Deal Term Analysis (evaluating investment terms and deal structure)
The OSF Ventures Portfolio
OSF Ventures is an LP investor in Ascension Ventures Fund IV - an investment arm of Ascension Health Alliance headquartered in Clayton, Missouri; primarily focused on investing into the healthcare sector
Technology accelerator working exclusively in the healthcare space based in Chicago
Medical device used by interventional radiologists to streamline treatment for severe ureteral obstruction, founded in Peoria, IL and now based in Mountain View, CA
Wireless heart failure monitoring solution for those suffering from Class III CHF, located in Woodridge, IL
Data warehousing company based in Salt Lake City
Predictive analytics modeling company founded by the Parkland Hospital System in Dallas
Therapeutic for stroke victims combining iron micro-beads with the current drug (tpa) and magnet technology, based in St. Louis
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Automating the Revenue Cycle via Machine Learning
The Machine Learning application involves the advanced use of computational analytics to predict the most effective resolution tasks for an exception (e.g. credits, denials), based upon OSF’s and Industry’s experience … and then automate those tasks wherever possible.
Consistent with other industries that currently use Machine Learning and automation (e.g. driverless cars, manufacturing floors, radiology readings, auto-fill texting), the computer can process thousands of variables in seconds to determine the most successful resolution path (e.g. 95%+ confidence).
Analyze thousands of resolved OSF accounts and, using Machine Learning, determine the resolution steps which resulting in the quickest and highest payments. Thus begins the transition from Craft to Standardize to Systematize to Automate.
Example: One Crowe client had 21,342 Managed Medicaid Request for Information denials. Via Machine Learning, it was determined that one resolution path, executed for 688 of these accounts, had a payment success rate of 99.7%. The rest of the accounts had a 58.7% success rate on average.
“The result is an expansive and distributed source of truth — built not from trust, but through cryptographically enforced consensus. The information stored can be anything: financial transactions (à la bitcoin), land-title deeds, personal identity, intellectual property, even “smart contracts” — computer code that executes when certain conditions are met. Yet blockchain’s most important attribute is its immutability: once something has been added, it is permanent —stored across thousands of computers, cryptographically locked in history.”
Blockchain…
Source: Gordon, et al, Blockchain in Health Care: Decoding the Hype, http://catalyst.nejm.org/decoding-blockchain-technology-health/
Blockchain in Healthcare•Clinical data sharing. Advance directives, genetic studies, allergies, problem lists, imaging studies, and pathology reports. Alternately, instead of storing actual patient data, blockchain could be used to store access controls — like who a patient has authorized to see their health data —even if the clinical data itself is stored by the EHR.•Public health. A shared, immutable stream of de-identified patient information could more readily identify pandemics, independent of governmental bodies currently aggregating this data•Research and clinical trials. Distributing patient consent or trial results could foster data sharing….and analysis•Administrative and financial information. Eligibility and claims processing workflows could…decrease transactional costs.•Patient and provider identity. National (or international) patient or provider identities could be secured in the blockchain, providing the basis for health data portability and security.•Patient-generated data. Personal health devices, “wearables,” “Internet of Things” (IOT) devices, and patient-reported outcomes are just some examples of patient-generated data that could leverage the blockchain for security and sharing.
“Most of these use cases are top-down: data used and generated on behalf of patients. But perhaps the greatest potential of blockchain technology is the empowering of patients to own and gather their own data. In many ways, the promise of blockchain lies outside the current health information technology framework — directly challenging the siloed, centralized data stores that dominate health care data today.”
Source: Gordon, et al, Blockchain in Health Care: Decoding the Hype, http://catalyst.nejm.org/decoding-blockchain-technology-health/
serve. connect. transform.
OSF HealthCare