Dave Chase, Avado CEO, presents to CHC
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Dave Chase, Avado CEO, presents to CHC

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Avado CEO Dave Chase's presentation to the Collaborative Health Consortium's weekly Pilots and Collaborations Webinar. Dave is doing some leading edge thinking on collaborative care.

Avado CEO Dave Chase's presentation to the Collaborative Health Consortium's weekly Pilots and Collaborations Webinar. Dave is doing some leading edge thinking on collaborative care.

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  • Aetna: The Company Scaring Its Competition And Delighting StartupsKhan Academy Inspires Flip of Doctor-Patient Relationship ModelWhat Pharma Can Learn From the Railroads and IBMCommunication is the Most Important Medical InstrumentWWJD? The CEO Every Healthcare Leader Should Learn FromWhy It's Good News HealthIT is So BadThe Rise of Nimble MedicineMoney Ball for Medicine – Business Models for HealthcareDIY Health Reform: Employers Solving Healthcare Crisis One Onsite Clinic At A TimeHealthcare Disruption: Providers Are Making Newspaper Industry Mistakes (Part III)Healthcare Disruption: Providers Will Use HealthTech to Differentiate and Produce Better Outcomes (Part II)Healthcare Disruption: Pharma 3.0 Will Drive Shift from Life Science to HealthTech Investing (Part I of III)Why Google Health Really Failed—It's About The MoneyThe Most Important Organization In Silicon Valley That No One Has Heard About
  • Most of the healthcare spend is in the low acuity end of the continuum with chronic conditions, etc. yet most of the healthIT spend is in the high acuity arena where a relatively low percentage of healthcare dollars are spent. There’s a big gap to address the low acuity arena. Patient Relationship Management (PRM) is most critical for low acuity scenarios. EMRs are most appropriate for the high acuity scenarios present in hospitals.
  • Avado’s name is inspired by a place in Italy where people live longer than anywhere else. By helping h/c providers and individuals live long, healthy lives that will lead to Avado also having a long, prosperous life. We agree with the WSJ. Thank you for your attention.

Transcript

  • 1. CONFIDENTIAL “A good scalpel makes a better surgeon. Good communication makes a better doctor.” - Dr. Josh Umbehr
  • 2. CONFIDENTIAL Agenda • How I See Market Developing – trends/thesis • Patient Engagement via Extensible Patient Relationship Management vs. Limited/Rigid Patient Portals • Case studies: Direct Primary Care Medical Home (D-PCMH) – Hidden gem in PPACA
  • 3. CONFIDENTIAL Trends/observations driving our thesis • Shift to Patient-centered, Accountable, Coordinated World – Who’s already there? • Patients: More than a Vessel to Attach Billing Codes to • Communication: The Most Important Medical Instrument • Primary Care Renaissance – D-PCMH, PCMH, Onsite • Nimble Medicine & Fundamentally New Delivery Models • Deflationary Economics Will Drive Healthcare • Decentralization of Healthcare Delivery (Innovator’s Prescription + Topol CDoM) – Barrier to entry  Boat anchor • Technology-enabled Services to enable ACOs, PCMH, etc.
  • 4. CONFIDENTIAL Thesis: Impossible to Succeed Without Patient Engagement in New Payment Models Recognize who really makes the decisions influencing outcomes 100 Person/Family The “System” Key Enabling Technology PRM EMR“Control” 0 Chronic: 75% of H/C $$ At Home/Low Acuity Hospital/High Acuity Person’s Location/Acuity
  • 5. CONFIDENTIAL QUICK DEMO
  • 6. CONFIDENTIAL PPACA “SECRET” – D-PCMH
  • 7. CONFIDENTIAL Only Non-Insurance Solution Authorized in Future Insurance Exchanges Senate Language - H.R. 3590EAS - SEC. 10104 (3). On P. 2068 TREATMENT OF QUALIFIED DIRECT PRIMARY CARE MEDICAL HOME PLANS • The Secretary of Health and Human Services shall permit a qualified health plan to provide coverage through a qualified direct primary care medical home plan that meets criteria established by the Secretary, so long as the qualified health plan meets all requirements that are otherwise applicable and the services covered by the medical home plan are coordinated with the entity offering the qualified health plan.
  • 8. CONFIDENTIAL High FFS Primary Care Admin Cost Promotes Visit Volume vs. Time with Patient Nature of Transaction Provider Patient Insurance Admin
  • 9. CONFIDENTIALEfficient Direct Primary Care Medical HomesPromote Time with Patients vs. Visit Volume Patient goes to pharmacy Patient has Patient has Schedule Same Day Sees patient Patient fever and fever and Dispense Rx Appointment Appointment Diagnoses Illness recovers cough cough Run CBC Take X-ray Pays cash Onsite Onsite for Rx KEY Provider Patient Ins. Admin
  • 10. CONFIDENTIALThe Qliance Direct Primary Care Medical Home Preventive Care Unrestricted office visits Extended weekday hours Unhurried office visits Urgent Wellness Care Care Phone and email access Same and next day appointments Weekend office hours No co-payments Flat monthly fee Specialist Chronic Care Disease Coordination Management
  • 11. CONFIDENTIAL 79% (Qliance)
  • 12. CONFIDENTIAL 2x Primary Care Visits & 2-3x Care/Visit 50% Reduction in Downstream Care Utilization Data – Qliance Members Under 65 (2010) Qliance # per Benchmark Type of Referral Difference year/1000** * ER Visits 56 158 -65% Hospitalizations (visits) 34 53 -35% Hospitalizations (in days) 105 184 -43% Specialist Visits 670 2000 -66% Advanced Radiology 300 800 -63% Surgeries 22 124 -82% Primary Care Visits 3540 1847 +92% *Based on regional benchmarks from Ingenix and other sources. **Based on best available internal data, may not capture all non-primary care claims Source: Qliance Medical Group non-Medicare patients, 2010 (n=3,088)
  • 13. CONFIDENTIAL Not the Usual Processes •Comprehensive assessment and shared care plan •Daily huddles with entire team •Lots of non visit based care- email, text, video •Extensive use of groups- including Stanford Chronic Care Curriculum in 3 languages •Integrated Mental health, nutrition •Real time data for management, including daily hospital, ER feeds, pharmacy fills •Co-management with hospitalists, other specialists •Proactive care (DM/CM)- based on registry queries, event triggers
  • 14. CONFIDENTIAL Total spending dropped a net of 12.3%; Driven mostly by large decreases in hospital admissions, ER visits, and outpatient procedures -12.3% Total spending For all SCC patients -37% Hospital days enrolled in 2009, relative -41% Hospital admits to control group created Rx fills 40% using propensity -23% Outpt procedures matching. -48% ER visits -4% Office Visits-60% -50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50%
  • 15. CONFIDENTIALContact: dave@avado.com