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Tailored Message NSF Final Presentation

This video describes Intellimessage, a system for generating tailored medical messages to patients through the creation of individualized health profiles. The system matches patient data and preferences with clinical records to create personalized messages that improve health outcomes. It aims to reduce preventable hospital readmissions through evidence-based, tailored post-care messaging. The company was founded by a multidisciplinary team from the University of Kentucky, including a principal investigator, research assistants, an engineering student, and a successful entrepreneur.

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Intellimessage TEAM 7 Team 7 Total Contacts: 95 Tailored medical messaging system through patient profile generation and tailored post-care messaging Meaningful information about YOUR health will lead (RA) a better life. Dan O’Hair (PI) to Wes(EL) Derek Lane Brooks Randall Stevens (IM) We match your patient data and preferences with your clinical records to create personalized messages that improve your health outcomes
Current Information is too Generic and Excessive “Should I be worried “I can take care of about this?” myself.” Age: 55 Age: 51 Sex: Female Sex: Male Occupation: Librarian Occupation: Retired football coach Need for information: Give me DETAILS! Need for information: Just the FACTS! Both Patients Had Congestive Heart Failure
30-Day Readmissions Will No Longer Be Reimbursed $17B Spent Annually $12.5B Preventable 1 in 5 admitted patients 75% of those are are re-hospitalized preventable. within 30 days.
Physician Physician Communication is DIFFICULT Patient
Federally Mandated Meaningful Use Set up Electronic Interoperability + Improved Health Records Data Standards Outcomes
Clinical Patient Record Data
Your Health Profile Clinical Patient Record Data
Your Health Profile Clinical Patient Record Data Tailored Messages
Our Journey
Where We Started Create Patient Communication Profile Pa tie nt Re c ei Give Doctors/Nurses ve Tips on Patient Comm. s Ca re Patient Receives Tailored Message about Self-Care
Model v1.0 - Post-Care Message Platform
Who We Talked With Hospital Staff Discharge Centers Physicians Health Leaders Insurance Providers KY Dept. of Channel Partners Public Health
What We Learned Hospital Staff Discharge Centers “We love this idea! This would be really helpful!” Physicians “But this problem is not painful enough for us yet that we’d spend a bunch of money to fix it.” Health Leaders Insurance Providers KY Dept. of Channel Partners Public Health Potential Partners =
What We Learned Hospital Staff Discharge Centers “We love this idea! This would be really helpful!” Physicians “But this problem is not painful enough for us yet that we’d spend a bunch of money to fix it.” Health Leaders Insurance Providers KY Dept. of Channel Partners Public Health Potential Partners = Found University of KY Healthcare was generating patient discharge summaries that could be tailored
Week 5 - v2.0 - Discharge Communication Platform
What We Did Discharge Focused Model @UK Healthcare Discharge Unit - Learned that high risk patients receive discharge summaries - Information lacked usability and feedback - Researched how to improve discharge communication - Find drivers for wider adoption of discharge summaries
What We Did Discharge Focused Model @UK Healthcare Discharge Unit - Learned that high risk patients receive discharge summaries - Information lacked usability and feedback - Researched how to improve discharge communication - Find drivers for wider adoption of discharge summaries
What We Did Discharge Focused Model @UK Healthcare Discharge Unit - Learned that high risk patients receive discharge summaries - Information lacked usability and feedback - Researched how to improve discharge communication - Find drivers for wider adoption of discharge summaries
Here’s What We Found Meaningful Use Set up Electronic Interoperability + Improved Health Records Data Standards Outcomes
What We Found Before Regulations Doctor A Doctor B Electronic Electronic Health Record Health Record Patient
What We Found After Regulations Doctor A Doctor B Continuity of Care Documents Electronic Electronic Health Record Health Record Patient Visit Summaries Patient Portal Patient Portal Patient
Competitive Landscape Employer-Based Patient-Based Clinician-Based Nobody connects clinical and patient data Nobody uses tailored messages
Distribution Channels
Revenue Model Health Healthcare Patient Data Information Providers Exchanges Tailored Messaging Portal $$$ for + Patient Outcomes Patient Data Patient Analytics $$$ Resources Health Patient /Tools Insights Profile Patient
User Market Size TAM = 128M People in the US between 25 and 55 SAM = 63M uses online banking or shops online TM = 20.2M segment using health information exchanges
Week 10 - v3.0 - Health Profiles for Tailored Messages
Dan O’Hair (PI) Jennifer Dupuis (RS) UK CIS Dean UK CIS Faculty Tailored Comm Health Literacy Researcher Researcher Sales Experience Derek Lane (RS) Randall Stevens (IM) CIS Dist. Faculty Successful Entrepreneur Tailored Comm 2 Past Companies, 1 Researcher New startup (Punndit) Wes Brooks (EL) EGR Student 3 Startups, 1@Stanford QS Enthusiast
Previous Slides
Intellimessage Team 7 Total Contacts: 13 3/21 Contacts: 5 Tailored medical messaging system through patient profile healthcare providers to improve self care messaging Helping generation and tailored post-care and reduce re-admittance through evidence-based tailored messages Dan O’Hair Derek Lane Wes Brooks Randall Stevens (PI) S (RA) (EL) (IM)
Key Partners Key Activities Value Proposition Customer Customer Relationships Segments Existing Comm Algorithm for Tailored Risk Assessment Diabetes Associations Health Care Providers Message Creation Based on Individual Partnerships Organizations Differences Continuous Evidence- Insurance Dev Team Based Profile Building Decision Support Tool Companies M.D. Opinion Multimedia Message Clear Customized Pharmaceutical Leaders Delivery System Health Messages Organizations Improved Patient High Risk Medical Social Key Resources Channels Outcomes Diabetic Patients Media Content State-of-the-Art Lab Direct Sales Existing Com Providers and Proof of Concept Reduced Health Center Care Costs Platforms Existing Com Data Entry Mechanism Platforms Finding Early Adopting Partner Sales Experimental HCO’s Health Care Reform Act Cost Structure Revenue Streams Algorithm and Interface Design Cost-Saving Sharing Federal Grants Continuous Data Collection Recurring Subscription Service Integration with Partner Platform Software Licensing Per Patient Fee
§§1501, 10106; HCERA §§1002, 1004 Your New Health Care System §3021 §5605 §3403, 10320 §6301 §6301 §8002 §1411 §4002 §5605 §5605 §8002 §5605 Homeland National Academy Congress Commission §1414 Security Members IRS Key §1312 §1411 CLASS Eligibility Other New of Sciences Life on Key & Personal Staff Congress Special Department Independence Assessment Grant Programs §5605 National President §1411 Independence Accounts Advisory System §8002 §§1002, 1 03 , 13 1, 132 , 0 3508, 4101, 4108, 4201, 4202, 4304, 5102 , 5206, 1 2 1 5 6 1 , 2 9 5 2 , 2 9 5 3 , 3 5 0 1 -6 , 59 Indicator System Implementation Indicators §5605 Interest Provisions Mandate: Only Exchange §§1312, 1411, 3311, 5605, 8002 Council 5 2 0 8 , 5 3 0 1 -5 3 0 3 , 5 3 0 5 , §§ 3012, 3024, 3403, 4001, 19 10323, 10333, §8002 Coverage §5605 5306, 5309 , 5313, BENEFICIARIES: 1 0 4 0 8 -1 0 , 1 0 4 1 3 , Institute 5 3 1 5 , 5 4 0 5 , 5 5 0 7 -8 , 10501, 10503 Mut ual of Omaha (NE); 8002, 10320 §8002 5604, 6703, Drug Cos; NJ Drug Cos; CLASS Treasury 10301 §§1513, 10106; HCERA §1003 AARP; Libby Mont anans; Physician-Owned Hospit als; §1312 §§1401, 1402, 1411, 1412 1414, §5605 Univ. of CT; Medigap Plans; § § 1 1 0 2 , 1 2 1, 2 0 0 6,3 1 3 7 , 3 2 1 , 3 3 0 1 , 0 0 §3403, 10320 6001, 9001, 9010, 901 , 9023, 10201, 4 State Longshoreman Healt h Plans; Independence 1 0 3 1 7 , 1 0 3 2 3, 1 0 3 2 4 1 0 5 0 2 , 1 0 6 0 1 , , 1421, 1501, 9004, 9005, Department 1 0 0 1 , 1 0 9 5 ; HCERA § § 1 1 0 1 , 1 1 3 , 9 0 0 Medicaid: HI, LA, MA, TN, VT; §8002 1106, 1203, 1406 Social Medicare: CT, FL, MI, MT, ND Protection & §8002 Personal 10105, 10901; HCERA §5605 Advocacy Fund Care Attendants §§1311, 1331, 4002, §§1401, 1402 Security Systems §8002 Workforce 8002, 10104 Office §8002 §8002 Advisory Panel Administration §8002 §8002 §8002 CLASS of Tax §1312 §1411 §8002 CLASS Independence Analysis §§1331, 10104 Program §8002 §8002 Benefit Plan §3403, 10320 CLASS §8002 §§3103, 10320 §8002 §1333, 10104 §8002 Comptroller Office of §§1331, 10104 Independence §8002 §9002 General §6703 Fund Board of §6703 Personnel §8002 Trustees Community National Advisory §6703 Multi- Disciplinary §10407 §3311 MedPAC §§1313, 1322 §8002 Diabetes Management Cures Preventive Report Card Board on Elder Abuse, Neglect, Panels on Improving Long- National Other New Demonstration §2602 §2602 National Services Task National Oral Program GAO §3012 §§1334, 10104 Acceleration & Exploitation §10407 Term Care Training Institute & Pilot Programs §6301 PCORI Network Public Education Force Health Public §6703 §6703 §6703 §1331, 10104 for Federal and §§1401, 3001, 3403, 6301, §6301 Campaign on §§1201, 2 04, 27 5, 270 , 7 0 6 26 Website Review Board §4003 Education §8002 State Surveyors 2707, 3023, 3024, 3113, §6301 State 10105, 10320 PCORI Board 3140, 4204, 4206, 5304, §6301 §10409 Prevention & Health Campaign §6703 5509, 6112, 6114, 10212, 10221, Optional Vital §4003 Surveyors 10315, 10323, §1341, 10104 Promotion Statistics §§1401, 10105 10326, 10504, §4102 of Governors 10607 §1331, 10104 §4004 Basic Health §6703 §6703 §§1331, 10104 Agencies Elder §3001 Program §1302 §6301 Elder Abuse, Office of Cures §3012 §4004 §10407 §10407 Neglect, & §4102 §6301 §§1331, 10104 Justice §4004 Multi-State Acceleration CDC Exploitation §§1311, 10104 §§1311, 10104 National §1331, 10104 §10409 Forensic Centers Qualified Network Coordinating §1331, 10104 National §§1001, 4003, 4004, Diabetes Mortality PCORI §6703 §1331, 10104 §10409 4102, 10407 Health Plans PCORI Partnership on Statistics Education §1334, 10104 Prevention & Training Program Council §§9001, 10901; HCERA §1401 Methodology NIH Essential §1333, 10104 Health §10407 §4004 §§6301, 10602 §6703 §6703 Justice Committee Promotion §1334, 10104 §10409 §6703 §§4305, 6301, §6703 §4004 §1313, 10104 States Health Benefits Health §6301 10409 §4004 Department §4004 NAIC §§9004, 9005; HCERA §1402 §§1311,1331, Care Choice §6301 §6703 1333,1341, 10104, §§1333, 1341, Interagency Package 10407 10104 Compacts §§1341, 10104 §6301 §6301 Working Group §§1341, 10104 §6301 §3013 §§1311, 10104 §§1001,1201, 1301, §§1333, 10104 §§1201, 1301, 1302 §6301 on Health Care PCORI AHRQ Bronze 1302 Platinum §10407 Other New Quality §1001 §3012, 3013, 6031 §§1333, 10104 Trust Fund §6703 PCORI Bureaucracies Silver Gold Reinsurance §1001 §3012 §6301 Program §§1311, 10104 §§1311, 10104 §1411 Expert §1302 §§1412, 3 09, 51 1, 5 0 §§1201, 1301, 1302 22 10104, 10221, §4001 10334, 10413, §§1341, 10104 §4001 10501 Advisory Value-Based §4305 National US §3012 Panels §1311 Insurance Design Qualified §4305 Prevention Prevention, Black Lung §6301 & Coverage of Territories Health Promotion, Surgeon Health §3011 & Public §1323; HCERA: §1204 US Preventive Health §4002 §4004 Benefits Act §3012 General §3012 §1323; HCERA §1204 & Public Health §1323; HCERA: §1204 §1556 Health Fund Services Plans Preventive §1001 §4001 §4002 Council Labor §1001 §§1301, 1302, §4001 Services 1311, 10104 Department §1301 §1322 Prevention Task Force §4002 §3011 §§1001, 1302, 1311, 1511, 1512, §4001 Website §§1341, 10104 Secretary 1513, 6605, 10101, 10106 §4004 §1001 §§1301, 10104 CO-OP §1421, 10105 Interagency Website §§1322, 10104 Privacy Advisory §§1501, 10106; HCERA §§1002, 1004 Health “Transparency Pain Research §1311 Hours of Service §1322 Other New Advisory Coordinating Public in Government” Study Board §1001 §1411 Determination Regulatory Group on §1552 Insurance §6301 §1411 §1322, 10104 for Calculating Programs Committee §1411 Prevention, Health §6301 Employer Mandate §4305 Health Promotion, and Health & Human CO-OP §§1104, 6 02, 61 3 1 0 Penalty 4 Integrative and Service §§3403, 10320 §1411 §§1513, 10106 Public Health §§3011, 4002, 4302 §3011 §1411 Eligibility §§1322, 10104 Private Rules for Determinations Government §4302 §4001 HHS Purchasing §3011 Insurance Services §4001 Health §1411 Claims Appeals Care Quality Inspector Council Health Benefit §3011 §1001, 10101 §3011 Website §1322 General §4302 §§3011, 3012 §3011 §8002 §1313, 8002, Internet Exchanges §1321 Public National National 10104 §1313, 10104 Portal Health Quality & Health Disparities §1311 Efficiency Measures Health Strategy Health §1313, 10104 Data Collection & §3013 §§1201, 1301,1302, 1311, 1312, 1313, Medicare Development & Priorities Reporting §1561 IT Policy 1321, 1323, 1334, 1411, 1413, 10104; Program Office Committee HCERA §1204 Part A Trust §§3013, 10304 §3013 §3011 System §1561 Small Business Fund §4302 §1342 Risk §3403 Health Options §3026 §3026, 3403, Corridors Data Program §1334, 10104 IPAB §1513, 10106 6301,9015 Collection §1311 §§9001, 10901; HCERA §1401 §1342 §1311 MEWA §§3403, 10320 §1411 §3026 §1001, 10101 §2602 §3403, 10320 Medicare Health Plans Insurance §6605 §§1301, 6605 IPAB Part B Trust Mandates §§1513, 10106; HCERA: §1003 Consumer Fund §3013 §1342 Employer §1511 Federal §1334, 10104 CMS §§1001, 1101, §1342 §3026 §2602 Advisory Mandatory §1341, 10104 §§9015, 10906; HCERA §1402 17 §§1001, 10101 1201, 1251, §3011 §3026, 6301 Mandate: W2 §§3021, 10305, 10306 §§1514, 10106 §§1201, 1301 Council Loan Community- Actuary Coordinated 10101, 10103; Small Group Worker Auto- Health Repayment Market Enrollment Provide Health §§1331, 3403, 10104 Health Care §3026 Based Care §2602 HCERA §§1201, 1301, 1304 §§3403, 10320 & Forgiveness Individual Market §2301 §1301, 1304, 1342 §1511 Insurance §2703 §§1311, 1413 Transitions Programs Program Office §1201, 1301, 1304, 1342 Insurance Disclosure CMS §1511 §§5203, 5 04, 52 5, 2 0 4 5311 §§1514, 10106 §§1513, 10106; §9002 §3403, 10320 §3026 §2602 Medical Center §§1201, 1301, 1304 HCERA §1003 §1512 §3403 Device Excise Tax for Medicare §§3013, 3021, 3026, Large Group Large Employers §1513, 10106 3403, 10305, 10306, §§9009, 10904; & Medicaid §2602 Medicaid Health Insurance Market §§1304, 1511, 1512, 1513, §9002 §3021 10320 1514, 10106 HCERA Health Home §§3022, 10307 §§1201, 1301, 1511 Medicaid/ Companies Self-Insured §§9009, 10904; HCERA §1405 §1405 Innovation Medicare §§9009, 10904 §1311 §1511 Home Program §9008; HCERA §1404 Ambulatory Skilled Nursing Part C & Part D Health Plans Health Agencies Surgical Centers §§3021, 10305, Non- CHIP §2703 Insurers Mandates, Regulations, Employers §1301 §2703 Facilities 10306 Title II; §§1413, 3011 Required Benefits, & §2703 §3006 §§3006, 10301 §§3006, 10310 Hospital FFS §3311 §§9001, 10901; HCERA §1401 §§9001, 10901; HCERA §1401 §§3006, 10301 Accountable Taxes Mandates, Regulations, Value-Based §§3006, 10301 §§9010, 10905; HCERA §1406 §2703 §§1001, 1201, 1252, 1301, 1334, 1341, Medical Device §§3006, 10301 Care “Cadillac & Taxes State §1512 3311, 9001, 9010, 10101, 10104, 10901, Purchasing Small Employers §§2001-2004 Manufacturers Organizations 10905; HCERA §§1401, 1406 §§1001, 10101 Plans” Tax §§1511, 1512, 1513, 9001, 9002, Program Medicaid Individual 10106, 10901; HCERA §§1003, 1401 §§1304, 1311, 1421, 1512, §1511 §§9009, 10904; §§9001, 10901; HCERA §1405 Health Industry Demonstra- Program Medicaid 10105 HCERA §1401 Mandate: §§3001, 10335 Hospitals §§1402, 1412; HCERA §1001 tion Program §§3006, 10301 §§3001, 10335 §3001 §§3022, 10307 Expansion: Agencies Annual Fee Health Insurance §§1311, 3001, 10335 §§3001, 10335 +16 million §2701 §§9010, 10905; Subsidies: Buy Health Mandates, Regulations, Public Data §§2602, 2701, 2703, §2701 Policy Holder §§1001, 10101 §3006 §2701 HCERA §1406 §§1401, 1412, 10105; HCERA §§1001, 1004 Pharmaceutical §§3004, 3005 Disclosure §§2001-2004 3011 Out-of-Pocket §1421, 10105 Taxes, & Payment Cuts §§1001, 10101 Insurance Small §1512 System Companies Hospital CBO Cost Estimate, Expenses Large Business Medicare §2602 §2701 §§1311, 3001-3006, 3311, 9008, 9009, §3006, 3/20/10 Business §1411 §9008; HCERA §1404 §§1501, 10106; 10327, 10331, 10335, 10904; HCERA 10301 Medicare State- §§1402, 1412; Employees Value-Based §3022, 10307 Administrative §2701 HCERA §§1002, 1004 Annual Fee §§1404, 1405 Specific Adult HCERA Health Savings Health Insurance Contractors Cuts: $528.9bn §1001 §1511, 1512 §9008; HCERA Purchasing Health Quality Accounts Tax Credit §3001 §1404 §9008; HCERA §1404 §3311 (includes MA cuts) Measures Program §§1421, §1501 Medicare §§9003, 9004 §§1311 Title III Title III; §2701 10105 §2701 Hospital CBO Cost Estimate, §§3001, 10335 Title III, §2602 §§3201, 10318; HCERA §1102 Small Business §2701 Compare 3/20/10 Hospice Website Medicare Individuals Employees Programs PPS-Exempt §3001 “Excessive Misuse of 3.8% Advantage §1512 10% HCERA §1402 Profits” §3007 §3004 Cancer Hospitals HSA Funds Investment Mandates, Regulations, Cuts: $205.9bn Medicaid §§1001, 10101 §9004 Tax On §3005 Premium Income Tax & Taxes §9003 Inpatient Physician §§3201, 10318; HCERA Subsidy: Quality §§9017, 10907 Indoor Tanning HCERA §1402 §§1311, 1411, 1501, 9003-9005, 9013, Physicians §1102; CBO Cost Rehabilitation Long-Term Quality Medicare Part D Measurement Tax Credit Services: Physician §3311 Estimate, 9015, 9017, 10106, 10902, 10906, 10907; §9004 Facilities Care Hospitals Reporting Drug Program Subsidies HCERA §§1002, 1004, 1402, 1403 §§9017, §3005 §3005 Program §3005 3/20/10 Value-Based Medicare 10907 §§1311, 3002, 3003, 10327, 10331 §3004 §3004 System Hospital “Donut Hole” §2701 §§1401, 1412, 10105; Prescription Drug HCERA §§1001, §§3002, 10327, 10331 Payment Quality and MA-PD §3301; HCERA 1004 Medicare §§9015, 10906; HCERA §1402 §9013 Reporting §1101 Flexible Spending §§3002, 10327, 10331 Modifier HSA Payroll Tax Program Complaint System §3301; HCERA §1101 §§3002, 10327, 10331 §§3007 Use Restriction Increase: 0.9% Arrangement §§9010, 10905; HCERA §1406 §3004, 3005 §§3007 §3311 §3311 §§9015, 10906; Medicare §9005, 10902; HCERA §1403 §3007 §9003 Beneficiaries §3311 Only §3004 §3004 §3004 HCERA §1402 §3004 §3004 §3004 §3311 FSA §3004§3004 §3004 Medical Expenses Contribution §§9005, 10902; HCERA §1403 Limit: $2,500 §§9005, 10902; Patients Above 10% of Income (AGI) are Tax §3311 HCERA§1403 Deductible New Government Expanded Government Private New Relationships §9013 §§1401, 1412, 10105; HCERA §§1001, 1004 Government with Private Entity with Regulations/ Rationing Potential Mandates Expanded Authority/ Requirements/Mandates New Mandates/ AGI: Adjusted Gross Income HSA: Health Savings Account §§1402, 1412; HCERA §1001 Responsibility Regulations/ Reporting Requirements AHRQ: Agency for Healthcare Research and Quality IPAB: Independent Payment Advisory Board Involvement in Health Taxes & Monetary Fees/ CDC: Centers for Disease Control & Prevention IRS: Internal Revenue Service Government Financial Responsibilities Oversight CHIP: Children’s Health Insurance Program MA-PD: Medicare Advantage Prescription Drug Insurance Market Penalties/Cuts Patient Protection & Affordable Care Act, P.L. 111-148; Entity with New Inflows/ CLASS: Community Living Assistance Services & Supports MedPAC: Medicare Payment Advisory Commission Unchanged Money Flows CMS: Centers for Medicare & Medicaid Services MERD: Medical Early Risk Detection Health Care & Education Reconciliation Act, P.L. 111-152 Trust Fund Outflows Other Expansions Private Entity Consultation/Advisory/ CO-OP: Consumer Operated & Oriented Program EALORS: Executive Auxiliary Linked Office Regional Systems Prepared by: Joint Economic Committee, Republican Staff (Rationing Potential) FFS: Fee-for-Service MEWA: Multiple Employer Welfare Arrangement State/Territory with Info Sharing FSA: Flexible Spending Arrangement NAIC: National Association of Insurance Commissioners Congressman Kevin Brady, Senior House Republican Represents Bundles of Other New Trust Funds/ Expanded Authority/ Special Interest Structural Connections GAO: Government Accountability Office NIH: National Institutes of Health Senator Sam Brownback, Ranking Member Additional Entities Responsibility HCERA: Health Care & Education Reconciliation Act PCORI: Patient-Centered Outcomes Research Institute Monetary Benefits Provisions (Includes Existing) HHS: Health & Human Services Department PPS: Prospective Payment System
Healthcare Parents Reform Patient Employers Health Plans and Benefit Administrators Healthcare Providers Pharma. Orgs. Competitors Device Manufacturers
FOLLOWING THE MONEY Healthcare Patient Reform Employers Health Plans and Benefit Administrators Healthcare ? Providers Pharmaceutical ? Distribution Health Messaging Systems Device Pharmaceutical Manufacturers Companies
Continuity of Care MAP Healthcare Providers Employers Parents Nurses M.D.s Pharmacist Patient Healthcare Competitors Reform Health Plans and Benefit Administrators Pharma. Orgs. Device Manufacturers
• Hypothesis: Evidence-based tailored messages are recognized by the customer as value added • Experiment: Customer Interview • Results: Selected customers confirmed value + discovered competitors in the space • Iterate: Identify how competitor/partner service providers interface with the ecosystem + what are our competitors capable of? • Other Hypotheses: • Tailored message systems are easily integratable into the system • Health insurance providers recognize generic messages as a major pain point • Etc. • TO BE INVESTIGATED
TailoredMessag Intellimessage e.com Team 7 Yes, we changed Total Contacts: 20 our name! 3/28 Contacts: 7 Tailored medical messaging system through patient profile generationproviders improve self care and reduce Helping healthcare and tailored post-care messaging readmission through evidence-based tailored messages Dan O’Hair Derek Lane Wes Brooks Randall Stevens (PI) S (RA) (EL) (IM)
Key Partners Key Activities Value Proposition Customer Customer Risk Assessment Relationships Segments Existing Comm Algorithm for Tailored Based on Individual Diabetes Associations Health Care Providers Message Creation Differences Partnerships Organizations Decision Support Tool Continuous Evidence- Clear Customized IT Providers Insurance Dev Team Based Profile Building Health Messages Companies ? Multimedia Message Improved Patient M.D. Opinion Pharmaceutical Leaders Delivery System Outcomes Reduced Health Organizations ? Care Costs High Risk Medical Social Key Resources Channels Diabetic Patients Media Content State-of-the-Art Lab - Increase HCAHPS Scores by 15-20% Direct Sales Existing Com Providers and Proof of Concept - Decrease Platforms Center Readmission Rates by Partner Sales Data Entry Mechanism 45-55% - Allows for timely Finding Early Adopting Existing Tech patient feedback Experimental HCO’s platforms used - Improve health by providers Health Care process (cost+safety) Reform Act Cost Structure Revenue Streams Algorithm and Interface Design Cost-Saving Sharing Continuous Data Collection Recurring Subscription Service Integration with Partner Platform Software Licensing Per Patient Fee
Hypothesis 1 • Hypothesis: General patient communications is too large a segment to cater our product to. We should focus on a smaller patient segment like diabetes or chronic diseases than general care. • Experiment 1: Research which competitor products healthcare organizations (HCOs) are paying for and what patient groups those competitors target. • Experiment 2: Ask the competitor or their investors whether the product should be catered to general patients or smaller patient segments. • Results: Chronic disease patients are way too small a customer segment for HCOs to care about. • Iterate: Focus on creating a product that caters to the majority of patients walking through the HCO’s doors. Still need to investigate more whether this is true for insurance companies.
Hypothesis II • Hypothesis: HCO’s are interested in our current value propositions. • Experiment: Ask HCO’s what problems they want solved via tailored messaging. • Results: We need to get a lot more specific. • Iterate: Exit surveys, readmission rates, reducing healthcare costs, and improving safety are the primary metrics that need solving the most for HCO’s.
Hypothesis III • Hypothesis: HCO’s are a viable customer segment • Experiment: Research from competitors and other knowledge holders in the space if HCO’s would be interested in our new value propositions. • Results: HCO’s have paid for the same or similar value propositions for other companies solving these problems in different ways. There may be some hesitation from doctors to use another system though. • Iterate: Continue researching how to cater our value propositions to HCO’s. Research what value propositions doctors are looking for - are they the same problems as administrative staff? Still need to do more investigation with Insurance and Pharmaceutical companies.
Intellimessage TailoredMessag Team 7 Total Contacts: 32 Tailored medical messaging system through patient 3/28 Contacts:12 e.com profile generation and tailored post-care messaging Generating patient communication profiles to assist doctors in effective patient communication and improve patient self-care, thus reducing readmission rates through a tailored messaging platform for healthcare organizations. Dan O’Hair Derek Lane Wes Brooks Randall Stevens (PI) (RA) (EL) (IM) Dan O’Hair Derek Lane Jennifer Dupuis Wes Brooks Randall Stevens (PI) (RS) (RS) (EL) (IM)
Key Partners Key Activities Value Proposition Customer Customer Relationships Segments Existing Comm Algorithm for Tailored - Increase HCAHPS IT Providers Scores by 15-20% Health Care Providers Message Creation - Decrease Doctors/Nurses Organizations Continuous Evidence- Readmission Rates by Insurance Dev Team Based Profile Building 45-55% Companies ? - Allows for timely M.D. Opinion Multimedia Message patient feedback Pharmaceutical Leaders Delivery System - Improve health Organizations ? process (cost+safety) Key Resources Channels Existing Com Medical Social Integrated tips for Platforms Media Content State-of-the-Art Lab doctors on Direct Sales Providers and Proof of Concept communicating with Center patients Partner Sales Existing Tech platforms used Data Entry Mechanism Improved JC standards Doctor Recommends by providers Finding Early Adopting Improved security for Experimental HCO’s patient/doctor data Health Care Reform Act Cost Structure Revenue Streams Algorithm and Interface Design Cost-Saving Sharing Continuous Data Collection Recurring Subscription Service Integration with Partner Platform Software Licensing Per Patient Fee
Clinic Care High volume, low-risk, less important
TailoredMessage in HCO care procedure for admitted patients Focus is on patients receiving medical procedures Lower volume, HIGH risk for readmission
Effectible Market Size • “At least 20% of all patients TAM (Re-hospitalizations) who are admitted to a U.S. = >$17.4B hospital make a repeat visit within 30 days of discharge” - via Medicare +others SAM (Effectible) • Medicare alone spends $17.4B = >$13.1B annually on re-hospitalizations. • 3/4 of readmissions could be avoided with better care, according to a ’07 congressional report. • Aim to effectively improve 25% of Target Market effectible cases = $3.3B
Last Week’s Hypothesis • Focus on creating a product that caters to the majority of patients walking through the HCO’s doors. • Exit surveys, readmission rates, reducing healthcare costs, and improving safety are the primary metrics that need solving the most for HCO’s. • Continue researching how to cater our value propositions to HCO’s. Research what value propositions doctors are looking for - are they the same problems as administrative staff? Still need to do more investigation with Insurance and Pharmaceutical companies.
Who We Interviewed: • 2 Patients • 2 Doctors - Internal Med, ER • KY Medicaid Commissioner • Foundation Health KY • Medical Researcher • 2 Health Communication Researchers • Pharmacy Specialty Rep. • UK CIO (Including partially over UK Med) • Enrollment Manager for UK
Results: 1. Messages post-discharge and messages usable during a patient encounter seem to resonate unanimously (doctors, administrators, patients, etc). 2. HCO administrators measure success by Joint Commission quality standards. Doctors measure success during followup visits by patients' demonstration of clinical parameters that indicate success. 3. EMR's are set up to provide check-boxes for Joint Commission quality standards, which are often ignored by doctors. The workflow causes a disruption due to lack of communication between doctors and the IT departments. 4. If security issues can be managed, the ability to deliver electronic care would improve. 5. We need to market to the users - doctors, nurses, etc. - and get them excited to help sell to administrations. Administrators are our customers, and doctors/nurses and patients are our users.
Iterations: 1. Continue researching care cases and what can fit all scenarios or a set of scenarios. 2. Begin talking to LOTS of users on what THEY want. Doctors, Nurses, Patients, etc. Learn how to integrate into the major EMR’s and if current messages are being ignored and how to ensure our messages are not ignored. 3. Learn what the major digital security risks, problems, and solutions exist in the market. 4. Build an MVP and get it in front of users for feedback.
Intellimessage TailoredMessag Team 7 Total Contacts: 46 Tailored medical messaging system through patient 3/28 Contacts:14 e.com profile generation and tailored post-care messaging Generating patient communication profiles to assist doctors in effective patient communication and improve patient self-care, thus reducing readmission rates through a tailored messaging platform for healthcare organizations. Dan O’Hair Derek Lane Wes Brooks Randall Stevens (PI) (RA) (EL) (IM) Dan O’Hair Derek Lane Jennifer Dupuis Wes Brooks Randall Stevens (PI) (RS) (RS) (EL) (IM)
Key Partners Key Activities Value Proposition Customer Customer Relationships Segments Existing Comm Algorithm for Tailored - Increase HCAHPS Providers Message Creation Scores by 15-20% IT Providers Health Care - Decrease Doctors/Nurses Organizations ? Continuous Evidence- Readmission Rates by Dev Team Based Profile Building 45-55% Insurance - Allows for timely Companies M.D. Opinion Multimedia Message patient feedback Leaders Delivery System Pharmaceutical - Improve health Organizations process (cost+safety) Medical Social -Integrated tips for Existing Com Media Content Key Resources Channels doctors on patient Platforms Providers State-of-the-Art Lab communication Direct Sales and Proof of Concept -Improved JC standards Existing Tech Center -Improved security for Partner Sales platforms used patient/doctor data by providers Data Entry Mechanism Doctor Recommends -Patient/Doctor Finding Early Adopting Communication Matching Experimental HCO’s Health Care Reform Act Cost Structure Revenue Streams Algorithm and Interface Design Cost-Saving Sharing Continuous Data Collection Recurring Subscription Service Integration with Partner Platform Software Licensing Per Patient Fee
Based on feedback, seems to be accurate
Create Patient Communication Profile General Feedback: “We love this idea! This would be really helpful!” Pa tie nt Re c ei Give Doctors/Nurses ve Tips on Patient Comm. s Ca re Quote of the Week: “This problem is not painful enough for us yet that we’d spend a bunch of money to fix it.” Patient Receives Tailored Message about Self-Care
Create Doctor/Nurse Create Patient Communication Profile Communication Profile Match Doctors/Nurses with Patients based on Comm. Profile Pa tie nt Re eHarmony for c ei ve Patients/ s Ca Doctors re Patient Receives Tailored Message about Self-Care
Previous Hypothesis • Theory: Healthcare communications can and need to be improved. • Result: There is definitely room for improvement, but this may not be enough of a pain point for HCO’s YET. • The majority of our contacts thus far have not been administrative. When we got to someone who would actually pay, they said: “Free? Would love to use it! Cost $? Sorry, nope.” • Iteration: Confirm/refute findings with other similar and different HCO’s • Investigating other customer segments - Insurance companies and IT providers.
Previous Hypothesis • Theory: Doctors and nurses would use the help, but not if it was distracting. • Result: Doctors and nurses both indicate that they would be very interested in using the product, so long as it didn’t distract from their workflow. • Iteration: Need to know who are the major EMR’s and what systems are in place. Are there any other ways we can integrate into the care provider’s workflow?
This Week’s Takeaways • Spend less time talking to researchers, more time with potential buyers • HCO’s may not feel that this is a pain point enough for them yet that they would pay for this system. Need to confirm/refute this. • If Insurance is the primary customer, “eHarmony for Doctors and Patients” could be a useful/marketable feature while still addressing the same issues for both Insurance companies and HCO’s. • Questions from eHarmony for Docs/Patients idea: • Is there an actual or perceived cost associated with patients switching doctors that they don’t work well with or have communication mismatches? • Would doctors have an incentive to be chosen by patients?
IntellimessageTEAM 7 Total Contacts: 57 4/18 Contacts: 11 Team 7 Tailored medical messaging system through patient profile generation and tailored post-care messaging Communication platform between doctors and patients using tailored messages to improve patient outcomes and self-care. Dan O’Hair Derek Lane Wes Brooks Randall Stevens (PI) (RA) (EL) (IM) Dan O’Hair Derek Lane Jennifer Dupuis Wes Brooks Randall Stevens (PI) (RS) (RS) (EL) (IM)
Last Week’s Canvas: v4.0
Last Week’s Canvas: v4.0 Hypothesis 1: Customer segments are HCO’s, Insurance, or existing platforms Hypothesis II: Customer segments are willing to pay for our value propositions Test: Talk with Insurance, HCO’s, and other platform providers in the space
So We Talked With... Devices/ HCO’s/Physicians Insurance Platforms Large HCO Chief Compliance Officer Dept. of Public Health
And We Learned... Devices/ HCO’s/Physicians Insurance Platforms Large HCO Chief Compliance Officer Dept. of Public Health Yes No Partners Not Customers Yes/No Data on the customer is conflicting Conflicting Results based on who we talk to.
And Our Value Propositions... Patient/Doc Internal Comm Tips Matchmaking + Exit Tailored Msgs Improving Exit Surveys Reducing Readmissions
And Our Value Propositions... Patient/Doc Internal Comm Tips Matchmaking + Exit Tailored Msgs Mixed Good Results Different groups like different parts Taking Jon Feiber’s Advice: “You’re in focus group hell. Play the MVP.” Improving Exit Surveys Reducing Readmissions
Last Week’s Canvas: v4.0
This Week’s Canvas: v5.0
Next Week’s Task: MVP Test the efficacy of improving outcomes Test how easy it is to supplant the system Test the perceived value to the customer - are they willing to pay? Test if it is possible to remove the doctor from the system
Revenue Model - Mixed: Insurance+User USER INSURANCE Revenue Model: Pay-per-use Revenue Model: Subscription How to Price: Value Pricing How to Price: Cost-Savings % Reimburse Insurance Healthcare 15% of Cost Savings Teams Patient Feedback and Data Co-pay Patient Data Msgs/Discharge Monthly Comm. Bill Reduced Risk Patient Feedback/Data Post/Discharge Comm. $10/visit = activities = payments
Revenue Analysis Target Market 25M Patients Sales Package Beta testing - Year 1 Smartphone App Personnel Web App Avg salary: $120K Non-digital channels Headcount from 5 to 200 by Yr 5 Product Development Financing 5 on team Government research grants $75K for app Series A - ? based on grant amounts $100K for site $.5-1M for case studies 6-12 Months to develop Price per visit: $10 COGS Operating Exps Profit $1-3M = $.13/app $5/app
Key Partners Key Activities Value Proposition Customer Customer Relationships Segments Existing Comm Algorithm for Tailored Platforms Message Creation IT Providers Health Care Reduce Readmissions Doctors/Nurses Organizations ? Continuous Evidence- Dev Team Based Profile Building Insurance Improve Exit Surveys Companies M.D. Opinion Multimedia Message Leaders Delivery System Existing Com Platforms Existing Tech Doc/Patient Matching platforms used Key Resources Channels USER by providers State-of-the-Art Lab Direct Sales and Proof of Concept Patient Feedback Patient Data Loop Measurement Center Partner Sales Devices Data Entry Mechanism Doctor Recommends Finding Early Adopting Utilization of Patient Experimental HCO’s Generated Data Health Care Reform Act Cost Structure Revenue Streams Algorithm and Interface Design Cost-Saving Sharing User pays for app Continuous Data Collection Recurring Subscription Service Software Licensing Integration with Partner Platform Per Patient Fee
IntellimessageTEAM 7 Total Contacts: 67 4/25 Contacts: 10 Team 7 Tailored medical messaging system through patient profile generation and tailored post-care messaging Communication platform between doctors and patients using tailored messages to improve patient outcomes and self-care. Dan O’Hair Derek Lane Wes Brooks Randall Stevens (PI) (RA) (EL) (IM) Dan O’Hair Derek Lane Jennifer Dupuis Wes Brooks Randall Stevens (PI) (RS) (RS) (EL) (IM)
Last Week’s Canvas: v5.0
Last Week’s Canvas: v5.0 Last Week’s Data: Conflicting answers on Value Props and Customer Segments Hypothesis: We lack a good understanding of the NEEDED Value Proposition vs. Nice Value Proposition and which customer cares most about the value propositions. Experiment: Build an MVP and test out the market.
Experiment: Building the MVP Hypothesis: Discharge Communications would have the lowest barrier to entry and highest efficiency to improve patient outcomes Experiment: Talk to Discharge RNs, understand the discharge comm. market, and collect samples of the discharge comms.
Existing System: Here’s what we found: At UK Research Hospital, there’s an existing Health Care Team budget for post-discharge patient messages - need to learn how they pay for this (HAGs?) EMR Clinicians enter patient discharge info into system and get a list of documents to send with the patient Patient Edu/ Discharge Database UK currently also generates a compiled handout for patients summarizing important discharge info Mandated Summary Summary handout uses ProjectRED system - Docs Docs research data by BostonMedical - still lacking - opportunity to build on/around Patient Discharged
Existing System +tailoredmessage: Here’s what we found: Health Care Team At UK Research Hospital, there’s an existing budget for post-discharge patient messages EMR - need to learn how they pay for this (HAGs?) Clinicians enter patient discharge info into system Patient Edu/ and get a list of documents to send with the patient Discharge Database UK currently also generates a compiled handout Mandated Summary for patients summarizing important discharge info Docs Docs Summary handout uses ProjectRED system - research data by BostonMedical - still lacking Patient Discharged - opportunity to build on/around We can generate/vastly improve these discharge summaries AND collect patient health/behavior data
Existing System +tailoredmessage: Health Care Team New MVP: Multi-Channel Feedback Loop Shift from condition focused EMR communication to patient focused tailored communication Patient Edu/ Initially targeting heart-care Discharge Database patients using text messages only Mandated Summary Hypothesis: There is a missing Docs Docs (important) feedback loop that we play in the future, alongside feedback devices Patient Discharged
Last Week’s Canvas: v5.0
This Week’s Canvas: v6.0
Existing System +tailoredmessage: Health Care Team Key Partners and Why: EMR Systems - Way to collect the discharge EMR docs before the patient receives them Patient Education/Discharge Database - Patient Edu/ have the evidence-based mandated docs we need Discharge Database to base and create our messages from Message Channels - how we tailor the Mandated Summary messages through the patient’s optimal channel Docs Docs Patient Data Measurement Devices - Way to collect and generate patient health and Patient Discharged behavior data
Why will they partner with you? EMR Systems - Drive adoption rate + improve utilization Patient Education/Discharge Database - Improved utilization and efficacy, driving more database purchases Message Channels - Increased traffic volume Patient Data Measurement Devices - TailoredMessage can become a unification platform for these devices to connect patients with doctors for the first time, driving device sales Cost of Partnership? EMR Systems - Access fees, lack of universal system Patient Education/Discharge Databases - Access fees Message Channels - $$$ - varies by channel, key supplier Patient Data Measurement Devices - Free, additional supplier Interviews: CMSText

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Tailored Message NSF Final Presentation

  • 1.
  • 2.
    Intellimessage TEAM 7 Team 7 Total Contacts: 95 Tailored medical messaging system through patient profile generation and tailored post-care messaging Meaningful information about YOUR health will lead (RA) a better life. Dan O’Hair (PI) to Wes(EL) Derek Lane Brooks Randall Stevens (IM) We match your patient data and preferences with your clinical records to create personalized messages that improve your health outcomes
  • 3.
    Current Information istoo Generic and Excessive “Should I be worried “I can take care of about this?” myself.” Age: 55 Age: 51 Sex: Female Sex: Male Occupation: Librarian Occupation: Retired football coach Need for information: Give me DETAILS! Need for information: Just the FACTS! Both Patients Had Congestive Heart Failure
  • 4.
    30-Day Readmissions WillNo Longer Be Reimbursed $17B Spent Annually $12.5B Preventable 1 in 5 admitted patients 75% of those are are re-hospitalized preventable. within 30 days.
  • 5.
    Physician Physician Communication is DIFFICULT Patient
  • 6.
    Federally Mandated MeaningfulUse Set up Electronic Interoperability + Improved Health Records Data Standards Outcomes
  • 7.
    Clinical Patient Record Data
  • 8.
    Your Health Profile Clinical Patient Record Data
  • 9.
    Your Health Profile Clinical Patient Record Data Tailored Messages
  • 10.
  • 11.
    Where We Started Create Patient Communication Profile Pa tie nt Re c ei Give Doctors/Nurses ve Tips on Patient Comm. s Ca re Patient Receives Tailored Message about Self-Care
  • 12.
    Model v1.0 -Post-Care Message Platform
  • 13.
    Who We TalkedWith Hospital Staff Discharge Centers Physicians Health Leaders Insurance Providers KY Dept. of Channel Partners Public Health
  • 14.
    What We Learned Hospital Staff Discharge Centers “We love this idea! This would be really helpful!” Physicians “But this problem is not painful enough for us yet that we’d spend a bunch of money to fix it.” Health Leaders Insurance Providers KY Dept. of Channel Partners Public Health Potential Partners =
  • 15.
    What We Learned Hospital Staff Discharge Centers “We love this idea! This would be really helpful!” Physicians “But this problem is not painful enough for us yet that we’d spend a bunch of money to fix it.” Health Leaders Insurance Providers KY Dept. of Channel Partners Public Health Potential Partners = Found University of KY Healthcare was generating patient discharge summaries that could be tailored
  • 16.
    Week 5 -v2.0 - Discharge Communication Platform
  • 17.
    What We Did Discharge Focused Model @UK Healthcare Discharge Unit - Learned that high risk patients receive discharge summaries - Information lacked usability and feedback - Researched how to improve discharge communication - Find drivers for wider adoption of discharge summaries
  • 18.
    What We Did Discharge Focused Model @UK Healthcare Discharge Unit - Learned that high risk patients receive discharge summaries - Information lacked usability and feedback - Researched how to improve discharge communication - Find drivers for wider adoption of discharge summaries
  • 19.
    What We Did Discharge Focused Model @UK Healthcare Discharge Unit - Learned that high risk patients receive discharge summaries - Information lacked usability and feedback - Researched how to improve discharge communication - Find drivers for wider adoption of discharge summaries
  • 20.
    Here’s What WeFound Meaningful Use Set up Electronic Interoperability + Improved Health Records Data Standards Outcomes
  • 21.
    What We Found Before Regulations Doctor A Doctor B Electronic Electronic Health Record Health Record Patient
  • 22.
    What We Found After Regulations Doctor A Doctor B Continuity of Care Documents Electronic Electronic Health Record Health Record Patient Visit Summaries Patient Portal Patient Portal Patient
  • 23.
    Competitive Landscape Employer-Based Patient-Based Clinician-Based Nobody connects clinical and patient data Nobody uses tailored messages
  • 24.
  • 25.
    Revenue Model Health Healthcare Patient Data Information Providers Exchanges Tailored Messaging Portal $$$ for + Patient Outcomes Patient Data Patient Analytics $$$ Resources Health Patient /Tools Insights Profile Patient
  • 26.
    User Market Size TAM = 128M People in the US between 25 and 55 SAM = 63M uses online banking or shops online TM = 20.2M segment using health information exchanges
  • 27.
    Week 10 -v3.0 - Health Profiles for Tailored Messages
  • 28.
    Dan O’Hair (PI) Jennifer Dupuis (RS) UK CIS Dean UK CIS Faculty Tailored Comm Health Literacy Researcher Researcher Sales Experience Derek Lane (RS) Randall Stevens (IM) CIS Dist. Faculty Successful Entrepreneur Tailored Comm 2 Past Companies, 1 Researcher New startup (Punndit) Wes Brooks (EL) EGR Student 3 Startups, 1@Stanford QS Enthusiast
  • 29.
  • 30.
    Intellimessage Team 7 Total Contacts: 13 3/21 Contacts: 5 Tailored medical messaging system through patient profile healthcare providers to improve self care messaging Helping generation and tailored post-care and reduce re-admittance through evidence-based tailored messages Dan O’Hair Derek Lane Wes Brooks Randall Stevens (PI) S (RA) (EL) (IM)
  • 31.
    Key Partners Key Activities Value Proposition Customer Customer Relationships Segments Existing Comm Algorithm for Tailored Risk Assessment Diabetes Associations Health Care Providers Message Creation Based on Individual Partnerships Organizations Differences Continuous Evidence- Insurance Dev Team Based Profile Building Decision Support Tool Companies M.D. Opinion Multimedia Message Clear Customized Pharmaceutical Leaders Delivery System Health Messages Organizations Improved Patient High Risk Medical Social Key Resources Channels Outcomes Diabetic Patients Media Content State-of-the-Art Lab Direct Sales Existing Com Providers and Proof of Concept Reduced Health Center Care Costs Platforms Existing Com Data Entry Mechanism Platforms Finding Early Adopting Partner Sales Experimental HCO’s Health Care Reform Act Cost Structure Revenue Streams Algorithm and Interface Design Cost-Saving Sharing Federal Grants Continuous Data Collection Recurring Subscription Service Integration with Partner Platform Software Licensing Per Patient Fee
  • 32.
    §§1501, 10106; HCERA§§1002, 1004 Your New Health Care System §3021 §5605 §3403, 10320 §6301 §6301 §8002 §1411 §4002 §5605 §5605 §8002 §5605 Homeland National Academy Congress Commission §1414 Security Members IRS Key §1312 §1411 CLASS Eligibility Other New of Sciences Life on Key & Personal Staff Congress Special Department Independence Assessment Grant Programs §5605 National President §1411 Independence Accounts Advisory System §8002 §§1002, 1 03 , 13 1, 132 , 0 3508, 4101, 4108, 4201, 4202, 4304, 5102 , 5206, 1 2 1 5 6 1 , 2 9 5 2 , 2 9 5 3 , 3 5 0 1 -6 , 59 Indicator System Implementation Indicators §5605 Interest Provisions Mandate: Only Exchange §§1312, 1411, 3311, 5605, 8002 Council 5 2 0 8 , 5 3 0 1 -5 3 0 3 , 5 3 0 5 , §§ 3012, 3024, 3403, 4001, 19 10323, 10333, §8002 Coverage §5605 5306, 5309 , 5313, BENEFICIARIES: 1 0 4 0 8 -1 0 , 1 0 4 1 3 , Institute 5 3 1 5 , 5 4 0 5 , 5 5 0 7 -8 , 10501, 10503 Mut ual of Omaha (NE); 8002, 10320 §8002 5604, 6703, Drug Cos; NJ Drug Cos; CLASS Treasury 10301 §§1513, 10106; HCERA §1003 AARP; Libby Mont anans; Physician-Owned Hospit als; §1312 §§1401, 1402, 1411, 1412 1414, §5605 Univ. of CT; Medigap Plans; § § 1 1 0 2 , 1 2 1, 2 0 0 6,3 1 3 7 , 3 2 1 , 3 3 0 1 , 0 0 §3403, 10320 6001, 9001, 9010, 901 , 9023, 10201, 4 State Longshoreman Healt h Plans; Independence 1 0 3 1 7 , 1 0 3 2 3, 1 0 3 2 4 1 0 5 0 2 , 1 0 6 0 1 , , 1421, 1501, 9004, 9005, Department 1 0 0 1 , 1 0 9 5 ; HCERA § § 1 1 0 1 , 1 1 3 , 9 0 0 Medicaid: HI, LA, MA, TN, VT; §8002 1106, 1203, 1406 Social Medicare: CT, FL, MI, MT, ND Protection & §8002 Personal 10105, 10901; HCERA §5605 Advocacy Fund Care Attendants §§1311, 1331, 4002, §§1401, 1402 Security Systems §8002 Workforce 8002, 10104 Office §8002 §8002 Advisory Panel Administration §8002 §8002 §8002 CLASS of Tax §1312 §1411 §8002 CLASS Independence Analysis §§1331, 10104 Program §8002 §8002 Benefit Plan §3403, 10320 CLASS §8002 §§3103, 10320 §8002 §1333, 10104 §8002 Comptroller Office of §§1331, 10104 Independence §8002 §9002 General §6703 Fund Board of §6703 Personnel §8002 Trustees Community National Advisory §6703 Multi- Disciplinary §10407 §3311 MedPAC §§1313, 1322 §8002 Diabetes Management Cures Preventive Report Card Board on Elder Abuse, Neglect, Panels on Improving Long- National Other New Demonstration §2602 §2602 National Services Task National Oral Program GAO §3012 §§1334, 10104 Acceleration & Exploitation §10407 Term Care Training Institute & Pilot Programs §6301 PCORI Network Public Education Force Health Public §6703 §6703 §6703 §1331, 10104 for Federal and §§1401, 3001, 3403, 6301, §6301 Campaign on §§1201, 2 04, 27 5, 270 , 7 0 6 26 Website Review Board §4003 Education §8002 State Surveyors 2707, 3023, 3024, 3113, §6301 State 10105, 10320 PCORI Board 3140, 4204, 4206, 5304, §6301 §10409 Prevention & Health Campaign §6703 5509, 6112, 6114, 10212, 10221, Optional Vital §4003 Surveyors 10315, 10323, §1341, 10104 Promotion Statistics §§1401, 10105 10326, 10504, §4102 of Governors 10607 §1331, 10104 §4004 Basic Health §6703 §6703 §§1331, 10104 Agencies Elder §3001 Program §1302 §6301 Elder Abuse, Office of Cures §3012 §4004 §10407 §10407 Neglect, & §4102 §6301 §§1331, 10104 Justice §4004 Multi-State Acceleration CDC Exploitation §§1311, 10104 §§1311, 10104 National §1331, 10104 §10409 Forensic Centers Qualified Network Coordinating §1331, 10104 National §§1001, 4003, 4004, Diabetes Mortality PCORI §6703 §1331, 10104 §10409 4102, 10407 Health Plans PCORI Partnership on Statistics Education §1334, 10104 Prevention & Training Program Council §§9001, 10901; HCERA §1401 Methodology NIH Essential §1333, 10104 Health §10407 §4004 §§6301, 10602 §6703 §6703 Justice Committee Promotion §1334, 10104 §10409 §6703 §§4305, 6301, §6703 §4004 §1313, 10104 States Health Benefits Health §6301 10409 §4004 Department §4004 NAIC §§9004, 9005; HCERA §1402 §§1311,1331, Care Choice §6301 §6703 1333,1341, 10104, §§1333, 1341, Interagency Package 10407 10104 Compacts §§1341, 10104 §6301 §6301 Working Group §§1341, 10104 §6301 §3013 §§1311, 10104 §§1001,1201, 1301, §§1333, 10104 §§1201, 1301, 1302 §6301 on Health Care PCORI AHRQ Bronze 1302 Platinum §10407 Other New Quality §1001 §3012, 3013, 6031 §§1333, 10104 Trust Fund §6703 PCORI Bureaucracies Silver Gold Reinsurance §1001 §3012 §6301 Program §§1311, 10104 §§1311, 10104 §1411 Expert §1302 §§1412, 3 09, 51 1, 5 0 §§1201, 1301, 1302 22 10104, 10221, §4001 10334, 10413, §§1341, 10104 §4001 10501 Advisory Value-Based §4305 National US §3012 Panels §1311 Insurance Design Qualified §4305 Prevention Prevention, Black Lung §6301 & Coverage of Territories Health Promotion, Surgeon Health §3011 & Public §1323; HCERA: §1204 US Preventive Health §4002 §4004 Benefits Act §3012 General §3012 §1323; HCERA §1204 & Public Health §1323; HCERA: §1204 §1556 Health Fund Services Plans Preventive §1001 §4001 §4002 Council Labor §1001 §§1301, 1302, §4001 Services 1311, 10104 Department §1301 §1322 Prevention Task Force §4002 §3011 §§1001, 1302, 1311, 1511, 1512, §4001 Website §§1341, 10104 Secretary 1513, 6605, 10101, 10106 §4004 §1001 §§1301, 10104 CO-OP §1421, 10105 Interagency Website §§1322, 10104 Privacy Advisory §§1501, 10106; HCERA §§1002, 1004 Health “Transparency Pain Research §1311 Hours of Service §1322 Other New Advisory Coordinating Public in Government” Study Board §1001 §1411 Determination Regulatory Group on §1552 Insurance §6301 §1411 §1322, 10104 for Calculating Programs Committee §1411 Prevention, Health §6301 Employer Mandate §4305 Health Promotion, and Health & Human CO-OP §§1104, 6 02, 61 3 1 0 Penalty 4 Integrative and Service §§3403, 10320 §1411 §§1513, 10106 Public Health §§3011, 4002, 4302 §3011 §1411 Eligibility §§1322, 10104 Private Rules for Determinations Government §4302 §4001 HHS Purchasing §3011 Insurance Services §4001 Health §1411 Claims Appeals Care Quality Inspector Council Health Benefit §3011 §1001, 10101 §3011 Website §1322 General §4302 §§3011, 3012 §3011 §8002 §1313, 8002, Internet Exchanges §1321 Public National National 10104 §1313, 10104 Portal Health Quality & Health Disparities §1311 Efficiency Measures Health Strategy Health §1313, 10104 Data Collection & §3013 §§1201, 1301,1302, 1311, 1312, 1313, Medicare Development & Priorities Reporting §1561 IT Policy 1321, 1323, 1334, 1411, 1413, 10104; Program Office Committee HCERA §1204 Part A Trust §§3013, 10304 §3013 §3011 System §1561 Small Business Fund §4302 §1342 Risk §3403 Health Options §3026 §3026, 3403, Corridors Data Program §1334, 10104 IPAB §1513, 10106 6301,9015 Collection §1311 §§9001, 10901; HCERA §1401 §1342 §1311 MEWA §§3403, 10320 §1411 §3026 §1001, 10101 §2602 §3403, 10320 Medicare Health Plans Insurance §6605 §§1301, 6605 IPAB Part B Trust Mandates §§1513, 10106; HCERA: §1003 Consumer Fund §3013 §1342 Employer §1511 Federal §1334, 10104 CMS §§1001, 1101, §1342 §3026 §2602 Advisory Mandatory §1341, 10104 §§9015, 10906; HCERA §1402 17 §§1001, 10101 1201, 1251, §3011 §3026, 6301 Mandate: W2 §§3021, 10305, 10306 §§1514, 10106 §§1201, 1301 Council Loan Community- Actuary Coordinated 10101, 10103; Small Group Worker Auto- Health Repayment Market Enrollment Provide Health §§1331, 3403, 10104 Health Care §3026 Based Care §2602 HCERA §§1201, 1301, 1304 §§3403, 10320 & Forgiveness Individual Market §2301 §1301, 1304, 1342 §1511 Insurance §2703 §§1311, 1413 Transitions Programs Program Office §1201, 1301, 1304, 1342 Insurance Disclosure CMS §1511 §§5203, 5 04, 52 5, 2 0 4 5311 §§1514, 10106 §§1513, 10106; §9002 §3403, 10320 §3026 §2602 Medical Center §§1201, 1301, 1304 HCERA §1003 §1512 §3403 Device Excise Tax for Medicare §§3013, 3021, 3026, Large Group Large Employers §1513, 10106 3403, 10305, 10306, §§9009, 10904; & Medicaid §2602 Medicaid Health Insurance Market §§1304, 1511, 1512, 1513, §9002 §3021 10320 1514, 10106 HCERA Health Home §§3022, 10307 §§1201, 1301, 1511 Medicaid/ Companies Self-Insured §§9009, 10904; HCERA §1405 §1405 Innovation Medicare §§9009, 10904 §1311 §1511 Home Program §9008; HCERA §1404 Ambulatory Skilled Nursing Part C & Part D Health Plans Health Agencies Surgical Centers §§3021, 10305, Non- CHIP §2703 Insurers Mandates, Regulations, Employers §1301 §2703 Facilities 10306 Title II; §§1413, 3011 Required Benefits, & §2703 §3006 §§3006, 10301 §§3006, 10310 Hospital FFS §3311 §§9001, 10901; HCERA §1401 §§9001, 10901; HCERA §1401 §§3006, 10301 Accountable Taxes Mandates, Regulations, Value-Based §§3006, 10301 §§9010, 10905; HCERA §1406 §2703 §§1001, 1201, 1252, 1301, 1334, 1341, Medical Device §§3006, 10301 Care “Cadillac & Taxes State §1512 3311, 9001, 9010, 10101, 10104, 10901, Purchasing Small Employers §§2001-2004 Manufacturers Organizations 10905; HCERA §§1401, 1406 §§1001, 10101 Plans” Tax §§1511, 1512, 1513, 9001, 9002, Program Medicaid Individual 10106, 10901; HCERA §§1003, 1401 §§1304, 1311, 1421, 1512, §1511 §§9009, 10904; §§9001, 10901; HCERA §1405 Health Industry Demonstra- Program Medicaid 10105 HCERA §1401 Mandate: §§3001, 10335 Hospitals §§1402, 1412; HCERA §1001 tion Program §§3006, 10301 §§3001, 10335 §3001 §§3022, 10307 Expansion: Agencies Annual Fee Health Insurance §§1311, 3001, 10335 §§3001, 10335 +16 million §2701 §§9010, 10905; Subsidies: Buy Health Mandates, Regulations, Public Data §§2602, 2701, 2703, §2701 Policy Holder §§1001, 10101 §3006 §2701 HCERA §1406 §§1401, 1412, 10105; HCERA §§1001, 1004 Pharmaceutical §§3004, 3005 Disclosure §§2001-2004 3011 Out-of-Pocket §1421, 10105 Taxes, & Payment Cuts §§1001, 10101 Insurance Small §1512 System Companies Hospital CBO Cost Estimate, Expenses Large Business Medicare §2602 §2701 §§1311, 3001-3006, 3311, 9008, 9009, §3006, 3/20/10 Business §1411 §9008; HCERA §1404 §§1501, 10106; 10327, 10331, 10335, 10904; HCERA 10301 Medicare State- §§1402, 1412; Employees Value-Based §3022, 10307 Administrative §2701 HCERA §§1002, 1004 Annual Fee §§1404, 1405 Specific Adult HCERA Health Savings Health Insurance Contractors Cuts: $528.9bn §1001 §1511, 1512 §9008; HCERA Purchasing Health Quality Accounts Tax Credit §3001 §1404 §9008; HCERA §1404 §3311 (includes MA cuts) Measures Program §§1421, §1501 Medicare §§9003, 9004 §§1311 Title III Title III; §2701 10105 §2701 Hospital CBO Cost Estimate, §§3001, 10335 Title III, §2602 §§3201, 10318; HCERA §1102 Small Business §2701 Compare 3/20/10 Hospice Website Medicare Individuals Employees Programs PPS-Exempt §3001 “Excessive Misuse of 3.8% Advantage §1512 10% HCERA §1402 Profits” §3007 §3004 Cancer Hospitals HSA Funds Investment Mandates, Regulations, Cuts: $205.9bn Medicaid §§1001, 10101 §9004 Tax On §3005 Premium Income Tax & Taxes §9003 Inpatient Physician §§3201, 10318; HCERA Subsidy: Quality §§9017, 10907 Indoor Tanning HCERA §1402 §§1311, 1411, 1501, 9003-9005, 9013, Physicians §1102; CBO Cost Rehabilitation Long-Term Quality Medicare Part D Measurement Tax Credit Services: Physician §3311 Estimate, 9015, 9017, 10106, 10902, 10906, 10907; §9004 Facilities Care Hospitals Reporting Drug Program Subsidies HCERA §§1002, 1004, 1402, 1403 §§9017, §3005 §3005 Program §3005 3/20/10 Value-Based Medicare 10907 §§1311, 3002, 3003, 10327, 10331 §3004 §3004 System Hospital “Donut Hole” §2701 §§1401, 1412, 10105; Prescription Drug HCERA §§1001, §§3002, 10327, 10331 Payment Quality and MA-PD §3301; HCERA 1004 Medicare §§9015, 10906; HCERA §1402 §9013 Reporting §1101 Flexible Spending §§3002, 10327, 10331 Modifier HSA Payroll Tax Program Complaint System §3301; HCERA §1101 §§3002, 10327, 10331 §§3007 Use Restriction Increase: 0.9% Arrangement §§9010, 10905; HCERA §1406 §3004, 3005 §§3007 §3311 §3311 §§9015, 10906; Medicare §9005, 10902; HCERA §1403 §3007 §9003 Beneficiaries §3311 Only §3004 §3004 §3004 HCERA §1402 §3004 §3004 §3004 §3311 FSA §3004§3004 §3004 Medical Expenses Contribution §§9005, 10902; HCERA §1403 Limit: $2,500 §§9005, 10902; Patients Above 10% of Income (AGI) are Tax §3311 HCERA§1403 Deductible New Government Expanded Government Private New Relationships §9013 §§1401, 1412, 10105; HCERA §§1001, 1004 Government with Private Entity with Regulations/ Rationing Potential Mandates Expanded Authority/ Requirements/Mandates New Mandates/ AGI: Adjusted Gross Income HSA: Health Savings Account §§1402, 1412; HCERA §1001 Responsibility Regulations/ Reporting Requirements AHRQ: Agency for Healthcare Research and Quality IPAB: Independent Payment Advisory Board Involvement in Health Taxes & Monetary Fees/ CDC: Centers for Disease Control & Prevention IRS: Internal Revenue Service Government Financial Responsibilities Oversight CHIP: Children’s Health Insurance Program MA-PD: Medicare Advantage Prescription Drug Insurance Market Penalties/Cuts Patient Protection & Affordable Care Act, P.L. 111-148; Entity with New Inflows/ CLASS: Community Living Assistance Services & Supports MedPAC: Medicare Payment Advisory Commission Unchanged Money Flows CMS: Centers for Medicare & Medicaid Services MERD: Medical Early Risk Detection Health Care & Education Reconciliation Act, P.L. 111-152 Trust Fund Outflows Other Expansions Private Entity Consultation/Advisory/ CO-OP: Consumer Operated & Oriented Program EALORS: Executive Auxiliary Linked Office Regional Systems Prepared by: Joint Economic Committee, Republican Staff (Rationing Potential) FFS: Fee-for-Service MEWA: Multiple Employer Welfare Arrangement State/Territory with Info Sharing FSA: Flexible Spending Arrangement NAIC: National Association of Insurance Commissioners Congressman Kevin Brady, Senior House Republican Represents Bundles of Other New Trust Funds/ Expanded Authority/ Special Interest Structural Connections GAO: Government Accountability Office NIH: National Institutes of Health Senator Sam Brownback, Ranking Member Additional Entities Responsibility HCERA: Health Care & Education Reconciliation Act PCORI: Patient-Centered Outcomes Research Institute Monetary Benefits Provisions (Includes Existing) HHS: Health & Human Services Department PPS: Prospective Payment System
  • 34.
    Healthcare Parents Reform Patient Employers Health Plans and Benefit Administrators Healthcare Providers Pharma. Orgs. Competitors Device Manufacturers
  • 35.
    FOLLOWING THE MONEY Healthcare Patient Reform Employers Health Plans and Benefit Administrators Healthcare ? Providers Pharmaceutical ? Distribution Health Messaging Systems Device Pharmaceutical Manufacturers Companies
  • 36.
    Continuity of CareMAP Healthcare Providers Employers Parents Nurses M.D.s Pharmacist Patient Healthcare Competitors Reform Health Plans and Benefit Administrators Pharma. Orgs. Device Manufacturers
  • 37.
    • Hypothesis: Evidence-based tailored messages are recognized by the customer as value added • Experiment: Customer Interview • Results: Selected customers confirmed value + discovered competitors in the space • Iterate: Identify how competitor/partner service providers interface with the ecosystem + what are our competitors capable of? • Other Hypotheses: • Tailored message systems are easily integratable into the system • Health insurance providers recognize generic messages as a major pain point • Etc. • TO BE INVESTIGATED
  • 38.
    TailoredMessag Intellimessage e.com Team 7 Yes, we changed Total Contacts: 20 our name! 3/28 Contacts: 7 Tailored medical messaging system through patient profile generationproviders improve self care and reduce Helping healthcare and tailored post-care messaging readmission through evidence-based tailored messages Dan O’Hair Derek Lane Wes Brooks Randall Stevens (PI) S (RA) (EL) (IM)
  • 39.
    Key Partners Key Activities Value Proposition Customer Customer Risk Assessment Relationships Segments Existing Comm Algorithm for Tailored Based on Individual Diabetes Associations Health Care Providers Message Creation Differences Partnerships Organizations Decision Support Tool Continuous Evidence- Clear Customized IT Providers Insurance Dev Team Based Profile Building Health Messages Companies ? Multimedia Message Improved Patient M.D. Opinion Pharmaceutical Leaders Delivery System Outcomes Reduced Health Organizations ? Care Costs High Risk Medical Social Key Resources Channels Diabetic Patients Media Content State-of-the-Art Lab - Increase HCAHPS Scores by 15-20% Direct Sales Existing Com Providers and Proof of Concept - Decrease Platforms Center Readmission Rates by Partner Sales Data Entry Mechanism 45-55% - Allows for timely Finding Early Adopting Existing Tech patient feedback Experimental HCO’s platforms used - Improve health by providers Health Care process (cost+safety) Reform Act Cost Structure Revenue Streams Algorithm and Interface Design Cost-Saving Sharing Continuous Data Collection Recurring Subscription Service Integration with Partner Platform Software Licensing Per Patient Fee
  • 40.
    Hypothesis 1 • Hypothesis: General patient communications is too large a segment to cater our product to. We should focus on a smaller patient segment like diabetes or chronic diseases than general care. • Experiment 1: Research which competitor products healthcare organizations (HCOs) are paying for and what patient groups those competitors target. • Experiment 2: Ask the competitor or their investors whether the product should be catered to general patients or smaller patient segments. • Results: Chronic disease patients are way too small a customer segment for HCOs to care about. • Iterate: Focus on creating a product that caters to the majority of patients walking through the HCO’s doors. Still need to investigate more whether this is true for insurance companies.
  • 41.
    Hypothesis II • Hypothesis: HCO’s are interested in our current value propositions. • Experiment: Ask HCO’s what problems they want solved via tailored messaging. • Results: We need to get a lot more specific. • Iterate: Exit surveys, readmission rates, reducing healthcare costs, and improving safety are the primary metrics that need solving the most for HCO’s.
  • 42.
    Hypothesis III • Hypothesis: HCO’s are a viable customer segment • Experiment: Research from competitors and other knowledge holders in the space if HCO’s would be interested in our new value propositions. • Results: HCO’s have paid for the same or similar value propositions for other companies solving these problems in different ways. There may be some hesitation from doctors to use another system though. • Iterate: Continue researching how to cater our value propositions to HCO’s. Research what value propositions doctors are looking for - are they the same problems as administrative staff? Still need to do more investigation with Insurance and Pharmaceutical companies.
  • 43.
    Intellimessage TailoredMessag Team 7 Total Contacts: 32 Tailored medical messaging system through patient 3/28 Contacts:12 e.com profile generation and tailored post-care messaging Generating patient communication profiles to assist doctors in effective patient communication and improve patient self-care, thus reducing readmission rates through a tailored messaging platform for healthcare organizations. Dan O’Hair Derek Lane Wes Brooks Randall Stevens (PI) (RA) (EL) (IM) Dan O’Hair Derek Lane Jennifer Dupuis Wes Brooks Randall Stevens (PI) (RS) (RS) (EL) (IM)
  • 44.
    Key Partners Key Activities Value Proposition Customer Customer Relationships Segments Existing Comm Algorithm for Tailored - Increase HCAHPS IT Providers Scores by 15-20% Health Care Providers Message Creation - Decrease Doctors/Nurses Organizations Continuous Evidence- Readmission Rates by Insurance Dev Team Based Profile Building 45-55% Companies ? - Allows for timely M.D. Opinion Multimedia Message patient feedback Pharmaceutical Leaders Delivery System - Improve health Organizations ? process (cost+safety) Key Resources Channels Existing Com Medical Social Integrated tips for Platforms Media Content State-of-the-Art Lab doctors on Direct Sales Providers and Proof of Concept communicating with Center patients Partner Sales Existing Tech platforms used Data Entry Mechanism Improved JC standards Doctor Recommends by providers Finding Early Adopting Improved security for Experimental HCO’s patient/doctor data Health Care Reform Act Cost Structure Revenue Streams Algorithm and Interface Design Cost-Saving Sharing Continuous Data Collection Recurring Subscription Service Integration with Partner Platform Software Licensing Per Patient Fee
  • 45.
    Clinic Care High volume,low-risk, less important
  • 46.
    TailoredMessage in HCO careprocedure for admitted patients Focus is on patients receiving medical procedures Lower volume, HIGH risk for readmission
  • 47.
    Effectible Market Size • “At least 20% of all patients TAM (Re-hospitalizations) who are admitted to a U.S. = >$17.4B hospital make a repeat visit within 30 days of discharge” - via Medicare +others SAM (Effectible) • Medicare alone spends $17.4B = >$13.1B annually on re-hospitalizations. • 3/4 of readmissions could be avoided with better care, according to a ’07 congressional report. • Aim to effectively improve 25% of Target Market effectible cases = $3.3B
  • 48.
    Last Week’s Hypothesis • Focus on creating a product that caters to the majority of patients walking through the HCO’s doors. • Exit surveys, readmission rates, reducing healthcare costs, and improving safety are the primary metrics that need solving the most for HCO’s. • Continue researching how to cater our value propositions to HCO’s. Research what value propositions doctors are looking for - are they the same problems as administrative staff? Still need to do more investigation with Insurance and Pharmaceutical companies.
  • 49.
    Who We Interviewed: • 2 Patients • 2 Doctors - Internal Med, ER • KY Medicaid Commissioner • Foundation Health KY • Medical Researcher • 2 Health Communication Researchers • Pharmacy Specialty Rep. • UK CIO (Including partially over UK Med) • Enrollment Manager for UK
  • 50.
    Results: 1. Messages post-dischargeand messages usable during a patient encounter seem to resonate unanimously (doctors, administrators, patients, etc). 2. HCO administrators measure success by Joint Commission quality standards. Doctors measure success during followup visits by patients' demonstration of clinical parameters that indicate success. 3. EMR's are set up to provide check-boxes for Joint Commission quality standards, which are often ignored by doctors. The workflow causes a disruption due to lack of communication between doctors and the IT departments. 4. If security issues can be managed, the ability to deliver electronic care would improve. 5. We need to market to the users - doctors, nurses, etc. - and get them excited to help sell to administrations. Administrators are our customers, and doctors/nurses and patients are our users.
  • 51.
    Iterations: 1. Continue researchingcare cases and what can fit all scenarios or a set of scenarios. 2. Begin talking to LOTS of users on what THEY want. Doctors, Nurses, Patients, etc. Learn how to integrate into the major EMR’s and if current messages are being ignored and how to ensure our messages are not ignored. 3. Learn what the major digital security risks, problems, and solutions exist in the market. 4. Build an MVP and get it in front of users for feedback.
  • 52.
    Intellimessage TailoredMessag Team 7 Total Contacts: 46 Tailored medical messaging system through patient 3/28 Contacts:14 e.com profile generation and tailored post-care messaging Generating patient communication profiles to assist doctors in effective patient communication and improve patient self-care, thus reducing readmission rates through a tailored messaging platform for healthcare organizations. Dan O’Hair Derek Lane Wes Brooks Randall Stevens (PI) (RA) (EL) (IM) Dan O’Hair Derek Lane Jennifer Dupuis Wes Brooks Randall Stevens (PI) (RS) (RS) (EL) (IM)
  • 53.
    Key Partners Key Activities Value Proposition Customer Customer Relationships Segments Existing Comm Algorithm for Tailored - Increase HCAHPS Providers Message Creation Scores by 15-20% IT Providers Health Care - Decrease Doctors/Nurses Organizations ? Continuous Evidence- Readmission Rates by Dev Team Based Profile Building 45-55% Insurance - Allows for timely Companies M.D. Opinion Multimedia Message patient feedback Leaders Delivery System Pharmaceutical - Improve health Organizations process (cost+safety) Medical Social -Integrated tips for Existing Com Media Content Key Resources Channels doctors on patient Platforms Providers State-of-the-Art Lab communication Direct Sales and Proof of Concept -Improved JC standards Existing Tech Center -Improved security for Partner Sales platforms used patient/doctor data by providers Data Entry Mechanism Doctor Recommends -Patient/Doctor Finding Early Adopting Communication Matching Experimental HCO’s Health Care Reform Act Cost Structure Revenue Streams Algorithm and Interface Design Cost-Saving Sharing Continuous Data Collection Recurring Subscription Service Integration with Partner Platform Software Licensing Per Patient Fee
  • 54.
  • 55.
    Create Patient CommunicationProfile General Feedback: “We love this idea! This would be really helpful!” Pa tie nt Re c ei Give Doctors/Nurses ve Tips on Patient Comm. s Ca re Quote of the Week: “This problem is not painful enough for us yet that we’d spend a bunch of money to fix it.” Patient Receives Tailored Message about Self-Care
  • 57.
    Create Doctor/Nurse Create Patient Communication Profile Communication Profile Match Doctors/Nurses with Patients based on Comm. Profile Pa tie nt Re eHarmony for c ei ve Patients/ s Ca Doctors re Patient Receives Tailored Message about Self-Care
  • 58.
    Previous Hypothesis • Theory: Healthcare communications can and need to be improved. • Result: There is definitely room for improvement, but this may not be enough of a pain point for HCO’s YET. • The majority of our contacts thus far have not been administrative. When we got to someone who would actually pay, they said: “Free? Would love to use it! Cost $? Sorry, nope.” • Iteration: Confirm/refute findings with other similar and different HCO’s • Investigating other customer segments - Insurance companies and IT providers.
  • 59.
    Previous Hypothesis • Theory: Doctors and nurses would use the help, but not if it was distracting. • Result: Doctors and nurses both indicate that they would be very interested in using the product, so long as it didn’t distract from their workflow. • Iteration: Need to know who are the major EMR’s and what systems are in place. Are there any other ways we can integrate into the care provider’s workflow?
  • 60.
    This Week’s Takeaways • Spend less time talking to researchers, more time with potential buyers • HCO’s may not feel that this is a pain point enough for them yet that they would pay for this system. Need to confirm/refute this. • If Insurance is the primary customer, “eHarmony for Doctors and Patients” could be a useful/marketable feature while still addressing the same issues for both Insurance companies and HCO’s. • Questions from eHarmony for Docs/Patients idea: • Is there an actual or perceived cost associated with patients switching doctors that they don’t work well with or have communication mismatches? • Would doctors have an incentive to be chosen by patients?
  • 61.
    IntellimessageTEAM 7 Total Contacts: 57 4/18 Contacts: 11 Team 7 Tailored medical messaging system through patient profile generation and tailored post-care messaging Communication platform between doctors and patients using tailored messages to improve patient outcomes and self-care. Dan O’Hair Derek Lane Wes Brooks Randall Stevens (PI) (RA) (EL) (IM) Dan O’Hair Derek Lane Jennifer Dupuis Wes Brooks Randall Stevens (PI) (RS) (RS) (EL) (IM)
  • 62.
  • 63.
    Last Week’s Canvas:v4.0 Hypothesis 1: Customer segments are HCO’s, Insurance, or existing platforms Hypothesis II: Customer segments are willing to pay for our value propositions Test: Talk with Insurance, HCO’s, and other platform providers in the space
  • 64.
    So We TalkedWith... Devices/ HCO’s/Physicians Insurance Platforms Large HCO Chief Compliance Officer Dept. of Public Health
  • 65.
    And We Learned... Devices/ HCO’s/Physicians Insurance Platforms Large HCO Chief Compliance Officer Dept. of Public Health Yes No Partners Not Customers Yes/No Data on the customer is conflicting Conflicting Results based on who we talk to.
  • 66.
    And Our ValuePropositions... Patient/Doc Internal Comm Tips Matchmaking + Exit Tailored Msgs Improving Exit Surveys Reducing Readmissions
  • 67.
    And Our ValuePropositions... Patient/Doc Internal Comm Tips Matchmaking + Exit Tailored Msgs Mixed Good Results Different groups like different parts Taking Jon Feiber’s Advice: “You’re in focus group hell. Play the MVP.” Improving Exit Surveys Reducing Readmissions
  • 68.
  • 69.
  • 70.
    Next Week’s Task:MVP Test the efficacy of improving outcomes Test how easy it is to supplant the system Test the perceived value to the customer - are they willing to pay? Test if it is possible to remove the doctor from the system
  • 71.
    Revenue Model -Mixed: Insurance+User USER INSURANCE Revenue Model: Pay-per-use Revenue Model: Subscription How to Price: Value Pricing How to Price: Cost-Savings % Reimburse Insurance Healthcare 15% of Cost Savings Teams Patient Feedback and Data Co-pay Patient Data Msgs/Discharge Monthly Comm. Bill Reduced Risk Patient Feedback/Data Post/Discharge Comm. $10/visit = activities = payments
  • 72.
    Revenue Analysis Target Market25M Patients Sales Package Beta testing - Year 1 Smartphone App Personnel Web App Avg salary: $120K Non-digital channels Headcount from 5 to 200 by Yr 5 Product Development Financing 5 on team Government research grants $75K for app Series A - ? based on grant amounts $100K for site $.5-1M for case studies 6-12 Months to develop Price per visit: $10 COGS Operating Exps Profit $1-3M = $.13/app $5/app
  • 73.
    Key Partners Key Activities Value Proposition Customer Customer Relationships Segments Existing Comm Algorithm for Tailored Platforms Message Creation IT Providers Health Care Reduce Readmissions Doctors/Nurses Organizations ? Continuous Evidence- Dev Team Based Profile Building Insurance Improve Exit Surveys Companies M.D. Opinion Multimedia Message Leaders Delivery System Existing Com Platforms Existing Tech Doc/Patient Matching platforms used Key Resources Channels USER by providers State-of-the-Art Lab Direct Sales and Proof of Concept Patient Feedback Patient Data Loop Measurement Center Partner Sales Devices Data Entry Mechanism Doctor Recommends Finding Early Adopting Utilization of Patient Experimental HCO’s Generated Data Health Care Reform Act Cost Structure Revenue Streams Algorithm and Interface Design Cost-Saving Sharing User pays for app Continuous Data Collection Recurring Subscription Service Software Licensing Integration with Partner Platform Per Patient Fee
  • 74.
    IntellimessageTEAM 7 Total Contacts: 67 4/25 Contacts: 10 Team 7 Tailored medical messaging system through patient profile generation and tailored post-care messaging Communication platform between doctors and patients using tailored messages to improve patient outcomes and self-care. Dan O’Hair Derek Lane Wes Brooks Randall Stevens (PI) (RA) (EL) (IM) Dan O’Hair Derek Lane Jennifer Dupuis Wes Brooks Randall Stevens (PI) (RS) (RS) (EL) (IM)
  • 75.
  • 76.
    Last Week’s Canvas:v5.0 Last Week’s Data: Conflicting answers on Value Props and Customer Segments Hypothesis: We lack a good understanding of the NEEDED Value Proposition vs. Nice Value Proposition and which customer cares most about the value propositions. Experiment: Build an MVP and test out the market.
  • 77.
    Experiment: Building theMVP Hypothesis: Discharge Communications would have the lowest barrier to entry and highest efficiency to improve patient outcomes Experiment: Talk to Discharge RNs, understand the discharge comm. market, and collect samples of the discharge comms.
  • 78.
    Existing System: Here’s what we found: At UK Research Hospital, there’s an existing Health Care Team budget for post-discharge patient messages - need to learn how they pay for this (HAGs?) EMR Clinicians enter patient discharge info into system and get a list of documents to send with the patient Patient Edu/ Discharge Database UK currently also generates a compiled handout for patients summarizing important discharge info Mandated Summary Summary handout uses ProjectRED system - Docs Docs research data by BostonMedical - still lacking - opportunity to build on/around Patient Discharged
  • 79.
    Existing System +tailoredmessage: Here’s what we found: Health Care Team At UK Research Hospital, there’s an existing budget for post-discharge patient messages EMR - need to learn how they pay for this (HAGs?) Clinicians enter patient discharge info into system Patient Edu/ and get a list of documents to send with the patient Discharge Database UK currently also generates a compiled handout Mandated Summary for patients summarizing important discharge info Docs Docs Summary handout uses ProjectRED system - research data by BostonMedical - still lacking Patient Discharged - opportunity to build on/around We can generate/vastly improve these discharge summaries AND collect patient health/behavior data
  • 80.
    Existing System +tailoredmessage: Health Care Team New MVP: Multi-Channel Feedback Loop Shift from condition focused EMR communication to patient focused tailored communication Patient Edu/ Initially targeting heart-care Discharge Database patients using text messages only Mandated Summary Hypothesis: There is a missing Docs Docs (important) feedback loop that we play in the future, alongside feedback devices Patient Discharged
  • 81.
  • 82.
  • 83.
    Existing System +tailoredmessage: Health Care Team Key Partners and Why: EMR Systems - Way to collect the discharge EMR docs before the patient receives them Patient Education/Discharge Database - Patient Edu/ have the evidence-based mandated docs we need Discharge Database to base and create our messages from Message Channels - how we tailor the Mandated Summary messages through the patient’s optimal channel Docs Docs Patient Data Measurement Devices - Way to collect and generate patient health and Patient Discharged behavior data
  • 84.
    Why will theypartner with you? EMR Systems - Drive adoption rate + improve utilization Patient Education/Discharge Database - Improved utilization and efficacy, driving more database purchases Message Channels - Increased traffic volume Patient Data Measurement Devices - TailoredMessage can become a unification platform for these devices to connect patients with doctors for the first time, driving device sales Cost of Partnership? EMR Systems - Access fees, lack of universal system Patient Education/Discharge Databases - Access fees Message Channels - $$$ - varies by channel, key supplier Patient Data Measurement Devices - Free, additional supplier Interviews: CMSText