Healthcare

Mohammad Anas Wahaj | 26 jan 2016

Social entrepreneurship takes initiatives to solve world's complex social problems through creativity, innovation and passion. Education and healthcare are two areas that require huge amount of resources and efforts to improve quality and access. In a number of cases various government, non-government and private organizations have to pool their resources and efforts for better outcomes in education and healthcare. Richard Barth, CEO of KIPP Foundation (US-based Education Social Enterprise), and Jonathan Jackson, Co-founder and CEO of Dimagi (Technology and Healthcare Social Enterprise that operates globally), explain how their two organizations are finding common ground, pooling their expertise and resources, utilizing technology and collaborating to find solutions to uplift their communities. Through their experience the organizations have observed that education and healthcare are substantially connected to each other. They explain, 'Dimagi and KIPP learned that the same child struggling with poor health is often unable to access a good education. There's no single solution that will improve their quality of life, and we can't fully address one challenge at the expense of the other.' This prompted the organizations to invest in each other's areas of expertise. Dimagi is branching out into education, and KIPP is incorporating healthcare into its approach. Since their interactions and relationships with communities in which they operate are central to their work, therefore, their collaboration will play an important role in effective application of solutions. The collaborative and partnership model can be applied by social enterprises working in different areas to maximize their impact and save efforts and resources. Read on...

The Seventy Four: Social Entrepreneurship - Connecting the Worlds of Education and Health Care
Authors: Richard Barth, Jonathan Jackson

Mohammad Anas Wahaj | 15 dec 2015

Healthcare systems in US are taking initiatives to achieve sustainable designs in their buildings. They are targeting high levels of energy efficiency as part of their new facility design. They are trying to balance both sustainability and bottom line and seek to positively impact their communities. They consider sustainability design as a continuously evolving process so that they can adjust, tweak, and redesign, and achieve higher standards. Alan Eber of Gundersen Health System, one of the industry's green leaders, says 'Our goal was to achieve 115 kBtu per square foot per year. The average for hospitals in our region is about 250 kBtu so it was well below half of what the average hospital uses.' Mr. Eber adds, 'One of the biggest design lessons on the project was the potential to reduce energy use with the geothermal heat pump. The system takes excess heat in the hospital and puts it back into the system so burning fossil fuels isn't required to heat the hospital, resulting in a huge energy savings.' Another health organization, Ascension Health, adopted new design standards and achieved an Energy Star rating of 97 for its new facility, through a combination of technologies such as energy recovery air handling units and a variable air volume turndown in non-critical spaces to minimize fan, cooling, and reheat energy. According to Gerry Kaiser of Ascension Health, 'We use a lifecycle approach to justify what might be a slight upfront premium to put in the kind of systems and equipment that it does. Once the hospital is open, it's very difficult to get money spent on upgrading equipment, whether it's five or 20 years old. We try to design our hospitals to last and to perform knowing that no one wants to spend money on the unglamorous things in the future.' Palomar Medical Center (PMC), for which the work started in 2002 and got completed in 2012, utilized the latest concepts, best practices and technologies available at that time. Building Information Management (BIM), Integrated Project Delivery (IPD) and sustainable design were at the initial stages of their development. Thomas Chessum of CO Architects says, 'PMC took advantage of the technology of the time, such as passive shading systems, heat-load reduction, and daylighting, to reduce its energy consumption, since LED lighting was still cost-prohibitive and active building programs like chilled beam systems weren't yet mainstream.' PMC had two main directives in their design process - (1) Create an environment that promotes health and healing. (2) Reduce the impact on the natural environment in construction and operations. Healthcare systems around the world have to effectively merge sustainability into their design processes and collaboratively work with the architects, engineers, designers, and their stakeholders like health staff and patients, and community at large, to provide better health solutions with reduced ecological footprint. Read on...

Healthcare Design: Hitting The Mark In Sustainable Design
Author: Anne DiNardo

Mohammad Anas Wahaj | 09 dec 2015

U.S. spends a total of US$ 2.8 trillion on healthcare and surprisingly about half of it is spent on just 5% of the general population. To expand healthcare reach the general solution is to spend more money. But Prof. David S. Buck of Baylor College of Medicine and director of the Primary Care Innovation Center (PCIC) in Houston (Texas, US), explains that spending more money, specifically in Harris County, has yielded poor outcomes, no coordination between healthcare providers and no safety net system for those most in need. According to him the healthcare system is non-existent in the region and it is merely a grouping of medical silos. The nonprofit PCIC is working towards creating a true healthcare system to reach the most vulnerable and most medically expensive residents, and provide affordable and better healthcare overall by reducing hospital costs. PCIC is first identifying 'super-utilizers', a small group of patients that are extremely sick and costly. These patients utilize most of the healthcare services and are generally treated in emergency rooms. Health staff after identifying these 'super-utilizers' will work with them individually and develop a treatment and care plan for better management of their health issues. This will finally reduce their hospital emergency visits and lower healthcare costs. Delay in treating small problems leads them to become emergencies and bring inefficiencies in the health system along with increased difficulties to patients. Prof. Buck suggests an integrated database of these patients for timely and effective treatment and care. According to him, 'Developing a safety net takes time, commitment and shared data...If hospitals share data, it won't just improve the institution's bottom line; it'll improve care for the community...We also need school systems to share data, so that we can learn how health and social factors are linked, and improve the health of students and their families.' Read on...

Houston Chronicle: Medical data-sharing could curb cost of 'super-utilizers'
Author: David S. Buck

Mohammad Anas Wahaj | 14 oct 2015

According to a recent report by Commonwealth Fund, 'U.S. Health Care from a Global Perspective: Spending, Use of Services, Prices, and Health in 13 Countries', based on data by OECD (Organization for Economic Cooperation and Development) and other cross-national analyses, the US spent US$ 9086 per person on healthcare in 2013, which corresponds to 17.1% of GDP. This was about 50% more than the second highest spender (France-11.6% of GDP) and almost twice of what UK (8.8%) spent. In US if the patients are unable to pay their healthcare bills, it either becomes a bad debt for the patient or is written off as 'charity-care', adding up to US$ 57 billion in uncompensated care. To study and analyse this aspect of healthcare, researchers from Northwestern University - David Dranove, Craig Garthwaite, and Christopher Ody - as part of The Hamilton Project by Brookings Institution, argue that there is room for efficiency improvement in the charity-care system and the supply and demand for charity care are not geographically inclined. This means that hospitals that have more resources available for charity-care, ones mostly located in high-income areas, are not located in the places where people most need it, i.e. the low-income areas. To rectify this situation, researchers propose a 'floor-and-trade' system, in which all hospitals are required to provide some charity-care to low income patients. One of the researcher, Craig Garthwaite, comments 'As the Affordable Care Act has rearranged the flows of patients to hospitals and decreased the number of uninsured Americans, it's a good time to reconsider how hospitals commit themselves to serving their surrounding communities.' Read on...

The Atlantic: Who Pays Hospital Bills When Patients Can't?
Author: Bourree Lam

Mohammad Anas Wahaj | 07 oct 2015

Transformation in healthcare industry is increasing the demand for 'out of the box' executives and leaders that can adapt to the pace of change and at the same time bring in new ideas and innovate. These executives have diverse experiences in different industries. They can be from industries that are creating better and advance ways of doing business for example technology organizations that are influencing business processes and models in many industries. Recruiting for some select positions like CMOs (Chief Marketing Officers), CHROs (Chief Human Resources Officers), CIOs (Chief Information Officers) etc from mainstream healthcare can sometime stifle innovation as these executives may bring traditional set of experiences and perspectives from within the healthcare industry. Moreover healthcare industry is known for slow adoption of latest technologies and processes due to regulatory and systemic issues. Hence the leaders and executives from other industries have a better chance to drive innovation. But healthcare recruiters have to be cautious while seeking candidates from outside the traditional healthcare industry. Kimberly Smith (FACHE), managing partner of the executive search firm Witt/Kieffer, provides some basic rules they should apply while recruiting for such positions - (1) Know where the need of innovation is and in which area the person will have most impact. (2) Understand whether the new roles are required or current leadership framework needs modification or not. (3) Perform thorough research for sources from where the candidates can be recruited. (4) Clearly define the roles, responsibilities, demands, deliverables and expectations from the new hire. (5) Be specific in defining the competencies, skills and experiences that are saught in the change and innovaiton agent. (6) Be sure of the readiness and need for out of the box candidate. Have diverse set of candidates. Explore how the person can be onboarded before extending an offer. (7) Have a clear onboarding plan for this candidate. Make sure how the nontraditional hire would be smoothly integrated and assimilated into the organizational structure and culture. Ms. Smith concludes, 'The act of looking outside the box to recruit requires forethought, a comprehensive evaluation process and a commitment to helping the executive to adjust. Going outside the box doesn't mean that hiring diligence should go out the window - in fact, just the opposite.' Read on...

Executive Insight: Recruiting "Out of the Box" Healthcare Executives
Author: Kimberly Smith

Mohammad Anas Wahaj | 21 sep 2015

The United Nations Sustainable Development Summit 2015 will be held in New York from 25 to 27 September 2015, to adopt the post-2015 agenda for sustainable development. The 2030 agenda includes 17 Sustainable Development Goals (SDGs) that will replace the eight Millennium Development Goals (MDGs) that were adopted by 193 UN member states in 2000 to root out poverty from the world. The 17 SDGs continue to build upon MDGs to end poverty alongwith fighting inequality and injustice. These goals will also include tackling the concerns of climate change, global health and hunger. Helen Clark, UNDP Adminstrator and former Prime Minister of New Zealand, says on the UNDP.org, 'World leaders have an unprecedented opportunity this year to shift the world onto a path of inclusive, sustainable and resilient development...If we all work together, we have a chance of meeting citizens' aspirations for peace, prosperity, and wellbeing, and to preserve our planet.' The 17 SDGs are - (1) End poverty in all its forms everywhere (2) End hunger, achieve food security and improved nutrition and promote sustainable agriculture (3) Ensure healthy lives and promote well-being for all at all ages (4) Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all (5) Achieve gender equality and empower all women and girls (6) Ensure availability and sustainable management of water and sanitation for all (7) Ensure access to affordable, reliable, sustainable and modern energy for all (8) Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all (9) Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation (10) Reduce inequality within and among countries (11) Make cities and human settlements inclusive, safe, resilient and sustainable (12) Ensure sustainable consumption and production patterns (13) Take urgent action to combat climate change and its impacts (14) Conserve and sustainably use the oceans, seas and marine resources for sustainable development (15) Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss (16) Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels (17) Strengthen the means of implementation and revitalize the global partnership for sustainable development. Read on...

UN Sustainable Development: Transforming our world - The 2030 Agenda for Sustainable Development
Author: NA

Mohammad Anas Wahaj | 17 sep 2015

Innovations in certain industries take longer for adoption and proliferation in the consumer market. Consider the case of healthcare industry where innovations take years to diffuse into the market. Sandeep Acharya, Vice-President of strategy and new business at One Medical Group, explains how the healthcare innovation works, provides reasons for longer time the innovation takes to reach healthcare consumer and suggests the role that consumers can play to bring changes in healthcare and accelerate the pace of innovative products and services to reach them. The three main reasons why innovation in healthcare takes longer to reach consumers are - (1) In healthcare, the consumer is not the payer: Most patients don't pay their healthcare bills directly. Large corporations are payers and in order to generate revenue for the innovative service they have to agree to imburse patients for it, and doctors have to recommend it. The process may take years for entrepreneurs to pass through. (2) All healthcare is local: Healthcare decision makers - physicians, hospital systems, insurance companies and regulators - vary from state to state and sometimes even cities. For healthcare innovation to get adopted more broadly, entrepreneurs have to navigate a different set of decision makers for every new market they want to serve - each with its own rules, politics and dynamics. (3) The healthcare industry is used to moving slowly: Healthcare industry has seen too many great ideas stall. Over time, optimists became skeptics, and some even became cynical. When it comes to change, many in the industry have accepted the slow pace as a given. But to bring the necessary change in the pace of healthcare industry, consumers need to be proactive. They should expect more, demand more, provide timely & impartial feedbacks & reviews, do thorough research and be informed about latest health products and services. Read on...

USA TODAY: Why is healthcare innovation taking so long?
Author: Sandeep Acharya

Mohammad Anas Wahaj | 08 sep 2015

Healthcare industry in US is undergoing transformation driven by multiple factors that include technology, changes in consumer behavior, rising costs, legislation etc. Employees are becoming more independent in making their healthcare decisions that were earlier influenced by their employers. Healthcare providers are now dealing with more proactive consumers. Healthcare marketers need to understand consumer preferences, adapt to the changing needs, create products and services that fulfil needs and satisfy customers and utilize consumer insights to develop effective marketing progams. Brent Walker, Chief Marketing Officer of c2b Solutions, explains the drivers that are leading to shifts in healthcare and how marketers should adapt and succeed in this new healthcare scenario. According to him, in addition to rising costs, the three main reasons that we are evolving towards consumer-driven healthcare are - (1) Demographic and Socio-Economic Realities: More pronounced health issues and chronic conditions of aging Baby Boomers; Lack of health insurance for a sizeable population; Heterogeneous population; Expensive healthcare products and technologies. (2) Legislation: Healthcare system is adapting to Affordable Care Act; Health insurers have to deal with individual consumers; Healthcare providers are investing in infrastructure; Integrated Electronic Health Records and Big Data technologies; Reimbursement based on medical outcomes and patient satisfaction. (3) Technological: Digital media is a catalyst of consumerism; Informed consumers due to internet and mobile apps; Improved transparency; Better ability to assess cost and quality, and research about products and services with more choices; Inclination towards prevention and wellness. He explains three implications that healthcare providers have to plan for - (1) Massive investments are required for technological upgrade and update of systems to facilitate integrated patient record sharing and also reporting care quality. (2) Business models must change. Physicians are leaving smaller firms to join large healthcare systems due to IT investments and scale necessary to control costs and manage risks. (3) New competitors are entering as a result of advancement in technologies and consumer-driven approaches. In this changing healthcare landscape marketers have to continuously evaluate and assess their direction. He suggests four dimensions to do so - (1) Data: Right data to understand and reach the target audience. (2) Systems: Infrastructure to understand consumers, create insights and build valueable customer-firm relationships. (3) People: Have consumer marketers in team with experience in latest web and mobile technologies. Combine industry experience with consumer insights and customer behavior understanding skills. (4) Processes: Newer sales methods. Analytics and measurement of marketing effectiveness. Focus on analyzing consumer acquisition, retention and satisfaction. Read on...

Forbes: The New World Of Healthcare Marketing: A Framework For Adaptation
Authors: John Greenfield, Kimberly A. Whitler

Mohammad Anas Wahaj | 06 sep 2015

Collaborative approaches in tackling healthcare can play an important role in reducing costs and also lessen burden on already overstretched healthcare systems. In such a collaborative setting niche and focused nonprofits can share some responsibilities of healthcare providers and lessen their loads. The disruption of healthcare and enactment of Affordable Care Act have forced hospitals and physicians to evolve new ways of imparting efficient healthcare and redirect patient care from the acute care setting to primary care 'medical homes' that focus on prevention and coordinate patient care. The New York State Medicaid reform is a step in this direction and intends to bring nonprofits and government together to address issues that influence healthcare like food, housing, finances etc. Such coordinated preventative measures are expected to reduce emergency visits to hopsitals. Medicaid funding to such programs that have been undertaken by nonprofits would enhance their capabilities and they can more holistically work towards providing solutions to residents to live healthier lives. Moreover similar partnerships will also help in tackling chronic diseases. Shoshanah Brown, executive director of a.i.r. NYC, an organization that helps asthmatic children in poor neighborhoods, says 'Community-based organizations like ours that are close to the ground and are very much in the community can keep patients healthier.' Montefiore Medical Center in collaboration with YMCA conducts a program to prevent pre-diabetic patients from full-blown diabetes with a 16-week class. Patient with mental illnesses or substance abuse issues will also benefit from this reform for collaboration as healthcare providers can work with a housing group so that they have a safe place to live and stay out of hospital. Read on...

Nonprofit Quarterly: Could Collaborations Mean Better and Less Costly Healthcare?
Author: G. Meredith Betz

Mohammad Anas Wahaj | 07 aug 2015

UN 'Millennium Development Goals' will now be replaced by a set of development objectives termed as 'Sustainable Development Goals' in September'2015. These include ending poverty, reducing child mortality and tackling climate change. Recent report by the 26-member Scientific Advisory Board to UN Secretary General points out that Science, Technology and Innovation (STI) can help alleviate poverty, reduce inequalities, increase income and improve health. The report further highlights that countries with strong and effective STI systems invest upto 3.5% of their GDP (Gross Domestic Product). Thus governments have to set up a sufficient national minimum target investment for STI and achieve development. Specific investment areas that scientists recommended are - alternative energy solutions, water filters that reduce pathogens at the point-of-use and nanotechnology for health and agriculture. According to the report, 'A better informed and educated society would help establish policies that help long-term well-being over decisions that favour short-term economic and political interests.' According to the UNESCO website, UN Secretary-General's Scientific Advisory Board (2014) includes the following scientists - Tanya Abrahamse (South Africa); Eva Kondorosi (Hungary); Susan Avery (USA); Sir Hilary McDonald Beckles (Barbados); Joji Cariño (Philippines); Rosie Cooney (Australia); Abdallah S. Daar. (Oman); Gebisa Ejeta (Ethiopia); Vladimir Fortov (Russian Federation); Fabiola Gianotti (Italy); Ke Gong (China); Jörg Hinrich Hacker (Germany); Maria Ivanova (Bulgaria); Eugenia Kalnay (Argentina); Reiko Kuroda (Japan); Dong-Pil Min (Republic of Korea); Carlos Nobre (Brazil); Rajendra Kumar Pachauri (India); Shankar Sastry (USA); Hayat Sindi (Saudi Arabia); Wole Soboyeyo (Nigeria); Laurence Tubiana (France); Judi W. Wakhungu (Kenya); Ada E. Yonath (Israel); Abdul Hamid Zakri (Malaysia); Ahmed Zewail (Egypt). Read on...

Reuters: Investing in science can be "the game changer" for development - experts
Authors: Magdalena Mis, Leslie Gevirtz

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