Strategies for Startups to Partner with Healthcare Systems
A View from Geisinger
Gregory J. Moore, MD, PhD
Chief Emerging ...
Geisinger	
  Health	
  System	
  coverage	
  area	
  
Revised	
  7-­‐25-­‐12.	
  Geisinger	
  PR	
  &	
  Marke7ng	
  Depar...
Geisinger Health System


• 3.5 million patients in service area
• 1,120+ physician FTEs, 700+ advanced
practitioners FTEs...
GEISINGER–An Integrated Health Services Organization
Provider
Facilities
$2.3B
Physician
Practice Group
$1.2B
Managed
Care...
Geisinger Institute for Advanced Application
3 Centers, 9 Labs, Informatics and Technology Trials Office, High Performance...
Data 
Generation
Data
Aggregation
Performance
Measurement
Insight and
Action
Clinical
Transformation
and
Reengineering
Kno...
Six Drivers of High Cost, Poor Quality Care
•  Mistakes
•  Unjustified variation
•  Fragmented care
•  Perverse payment in...
Patient Engagement Objectives
Understand
My Health
Manage
My Visit
Control My
Condition
Patient Engagement
Value of Patient Engagement
Patients engaged in their health tend to
have better outcomes and potentially
lower cost
(Dent...
Using Technology for Patient Engagement
To activate patients, you have to
meet them where they are.
(Hibbard, 2013)
“Only ...
Empowering Patients Through Transparency:
11
Perspective
The Road toward Fully Transparent Medical Records
Jan Walker, R.N...
Patient Portal Access to Providers’ Progress Notes
>85% of outpatient
providers participating
•  90% of patients
understan...
Regular
Care
100% Care Processes and
Protocols (Digital)
Automation
Patient
Activation
Populations
Workflow
Modification



...
Healthcare Transformation: Empowering Patients
Potential Opportunities?
•  Enabling Data Sharing by Patients
•  Patients a...
Health Care Systems
Choose Your Partner Type Based on Needs/Goals
•  Traditional Academic
•  Hybrid Integrated-Clinic Mode...
Know your Health System Partner
•  Be aware of your healthcare system partner’s capital and
budget cycles
•  Be aware of y...
First Steps
•  Getting the Opportunity-Contacts
•  Getting the right people on the call/in the room
•  Be Prepared-Anticip...
The Perfect Pitch
•  Clear and compelling vision
•  Convey your team’s ability to deliver
•  Highly relevant management te...
Terms of Partnership - Part 1 of 2
Be clear on what value you are willing to bring to
the table at time of first discussio...
Terms of Partnership - Part 2 of 2
Be clear on your ask of the Healthcare System partner
at time of first discussion:
•  D...
Questions?
Strategies for Startups to Partner with Healthcare Systems
Gregory J. Moore, MD, PhD
Chief Emerging Technology ...
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HxRefactored - Geisinger - Greg Moore

  1. 1. Strategies for Startups to Partner with Healthcare Systems A View from Geisinger Gregory J. Moore, MD, PhD Chief Emerging Technology and Informatics Officer Director, Institute for Advanced Application Twitter: @GJMooreMDPhD gjmoore@geisinger.edu
  2. 2. Geisinger  Health  System  coverage  area   Revised  7-­‐25-­‐12.  Geisinger  PR  &  Marke7ng  Department  
  3. 3. Geisinger Health System 
 • 3.5 million patients in service area • 1,120+ physician FTEs, 700+ advanced practitioners FTEs • 78 community practice sites • 7 hospitals • 480,000+ member health plan • Institute for Advanced Application Center for Reengineering Healthcare Center for Emerging Tech and Informatics Center for Clinical Innovation • Center for Health Research
  4. 4. GEISINGER–An Integrated Health Services Organization Provider Facilities $2.3B Physician Practice Group $1.2B Managed Care Companies $2.5B Geisinger Medical Center & Geisinger Shamokin Area Community Hospital Geisinger Wyoming Valley Medical Center Geisinger Community Medical Center Geisinger Bloomsburg Hospital 2 Nursing Homes 4 Surgery Centers ~80K admissions/OBS & SORUs 1,623 licensed beds Multispecialty group ~1,120 employed physicians ~700 advanced practitioners 78 primary & specialty clinic sites ~3M clinic outpatient visits ~420 residents & fellows ~490K members (including ~77K Medicare Advantage members) ~112K Medicaid Managed Care Projected Membership (GHP Family) Diversified products ~39K contracted providers/facilities 43 PA counties
  5. 5. Geisinger Institute for Advanced Application 3 Centers, 9 Labs, Informatics and Technology Trials Office, High Performance Computing Core 5 Organized for Synergy: •  Predictive Analytics •  Human Factors Engineering •  Diagnostics 
 A National Laboratory For HealthcareTransformation ($6B R&D Lab) Leading through continual innovation •  Novel data streams and big data analytics •  Re-engineering via IsysE approach •  Emerging technology and Informatics •  Rapid clinical innovation •  Remote assessment/diagnostics/treatment •  Transforming patient care •  Engaging patients •  Improving the healthcare value proposition Center for Clinical Innovation Center for Emerging Technology and Informatics Center for Re-engineering Healthcare
  6. 6. Data Generation Data Aggregation Performance Measurement Insight and Action Clinical Transformation and Reengineering Knowledge Generation • Care by- product • Transactional • Required for performance measurement • Establishes current state • Deployed as visualization, alerts and reminders • Basis for new models of care delivery • “What to do in a patient like mine?” Natural Language Processing Data Warehousing Dashboards Anticipate and Mitigate Automation Machine Learning Enhancing the Data Value Chain
  7. 7. Six Drivers of High Cost, Poor Quality Care •  Mistakes •  Unjustified variation •  Fragmented care •  Perverse payment incentives •  Patient is a passive recipient of healthcare •  Supply-demand mismatch
  8. 8. Patient Engagement Objectives Understand My Health Manage My Visit Control My Condition Patient Engagement
  9. 9. Value of Patient Engagement Patients engaged in their health tend to have better outcomes and potentially lower cost (Dentzer, 2013) •  Fairview Health Services study showed patients with a Patient Activation Measure (PAM) of level 1 were 21% more expensive than patients with a level 4 score (Hibbard & Greene, 2013) •  Shared decision making study of 60,000 patients showed patients participating had 5.3% in cost savings, 12.5% less inpatient admissions and 21% fewer heart problems (Veroff & Wennberg, 2013)
  10. 10. Using Technology for Patient Engagement To activate patients, you have to meet them where they are. (Hibbard, 2013) “Only 1% of a person’s life is spent with healthcare professionals” (Chase, 2013)
  11. 11. Empowering Patients Through Transparency: 11 Perspective The Road toward Fully Transparent Medical Records Jan Walker, R.N., M.B.A., Jonathan D. Darer, M.D., M.P.H., Joann G. Elmore, M.D., M.P.H., and Tom Delbanco, M.D. December 4, 2013 DOI: 10.1056/NEJMp1310132
  12. 12. Patient Portal Access to Providers’ Progress Notes >85% of outpatient providers participating •  90% of patients understand their health and medical conditions better •  84% of patients take better care of themselves •  91% of patients feel more in control of their healthcare
  13. 13. Regular Care 100% Care Processes and Protocols (Digital) Automation Patient Activation Populations Workflow Modification Patients and Conditions Population Identification Bundle Development Delegation and Algorithms Low Efficiency and Reliability High Reengineering and Disruptive Innovation
  14. 14. Healthcare Transformation: Empowering Patients Potential Opportunities? •  Enabling Data Sharing by Patients •  Patients and Caregivers as co-writers/editors of medical notes with healthcare providers •  Transparency in medical costs and outcomes •  Sharing Predictive Analytics with Patients How? 14
  15. 15. Health Care Systems Choose Your Partner Type Based on Needs/Goals •  Traditional Academic •  Hybrid Integrated-Clinic Model •  Provider Only Systems 15
  16. 16. Know your Health System Partner •  Be aware of your healthcare system partner’s capital and budget cycles •  Be aware of your partner healthcare system’s pain points •  Be able to clearly articulate in a prioritized list what specific types of value you seek from your healthcare system partner including “must haves” and “nice to have” 16
  17. 17. First Steps •  Getting the Opportunity-Contacts •  Getting the right people on the call/in the room •  Be Prepared-Anticipate Questions/Needs •  Be Respectful of Time •  Prompt/Relevant Follow-up 17
  18. 18. The Perfect Pitch •  Clear and compelling vision •  Convey your team’s ability to deliver •  Highly relevant management team •  Strong/credible market opportunity (size and growth) •  Product Differentiation-better mouse trap or disruptive •  The Solution-solve real pain point/must have •  Financials-credible, clear, open, defensible 18
  19. 19. Terms of Partnership - Part 1 of 2 Be clear on what value you are willing to bring to the table at time of first discussion: •  Cash •  Non-Cash Equity Exchange •  Technology •  Services •  Preferred Licensing •  Future Royalties •  Other? 19
  20. 20. Terms of Partnership - Part 2 of 2 Be clear on your ask of the Healthcare System partner at time of first discussion: •  Determining the Value Proposition of the Intervention •  Demonstrating Utility in a segment test-bed or “safe sandbox” •  Utilizing Healthcare System Brand/Endorsement •  Providing/Defining Market Opportunity (through Healthcare System Dissemination Partnerships) •  Co-Development & Integration assistance (EHRs etc) •  Clinical Trial for regulatory clearance (FDA) •  Demonstration Site •  Future Customer relationship •  Cash Investment •  Other? 20
  21. 21. Questions? Strategies for Startups to Partner with Healthcare Systems Gregory J. Moore, MD, PhD Chief Emerging Technology and Informatics Officer Director, Institute for Advanced Application Twitter: @GJMooreMDPhD gjmoore@geisinger.edu

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