iHT² Health IT Summit Beverly Hills – Opening Keynote, Molly Coye, MD, MPH, Chief Innovation Officer, UCLA Health System, Institute for Innovation Health

1. It’s A New Game Now –
Molly Joel Coye, MD, MPH
Chief Innovation Officer
UCLA Health System
iHT2
November 2013
The Institute For Innovation In Health
uclaInnovates.org

2. The Institute For Innovation In Health
uclaInnovates.org

3. The Institute For Innovation In Health
uclaInnovates.org

4. Transformation…
The Institute For Innovation In Health
uclaInnovates.org

5. …Or Innovation?
The Institute For Innovation In Health
uclaInnovates.org

6. Why Innovate?
How did CBS fail to see opportunities CNN saw?
Why didn’t IBM create the PC operating system?
Why didn’t AT&T invent AOL?
How did GM miss the minivan?
How did Sotheby’s get upstaged by eBay?
Why didn’t Borders Books produce amazon.com?
It takes effort to stand in the future and see new possibilities
Courtesy: The Doblin Group
The Institute For Innovation In Health
uclaInnovates.org

7. Innovation in large organizations = oxymoron?
The Institute For Innovation In Health
uclaInnovates.org

8. Just what is innovation?
The Institute For Innovation In Health
uclaInnovates.org

9. In healthcare, we’ve innovated new technologies and
products –
While innovation in service and business models has lagged.
The Institute For Innovation In Health
uclaInnovates.org

10. Innovation can accelerate change in ways recognizable to us
The Institute For Innovation In Health
uclaInnovates.org

11. And innovation can adopt and scale entirely new
models of care
The Institute For Innovation In Health
uclaInnovates.org

12. Core Challenges
• Serve larger populations with less resources
– Risk-based population health management
– Tertiary-quaternary excellence
• Get over the need to invent everything. We assume that
the vast majority of innovations we deploy will have been
invented elsewhere.
• Measure our success by the rate at which we identify,
pilot and deploy innovations that “move the needle”
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The Institute For Innovation In Health
uclaInnovates.org

13. UCLA Strategic Response Includes Innovation
Growth Strategy Phase II- September 2012 – March 2013
Growth Strategy - Evolution of the UCLA Health System
Primary Care
Innovation
Model
Secondary
Strategy and
Affiliations
• Practice Re-Design • Define aligned
inpatient/ancillary
• Increase Covered
capacity
Lives
• Physician services at off• Expansion
site practices
• Collaborations
• Seamless links/ expedited
• Replication
access
• Bilateral quality, service,
IT, price commitments
Tertiary and
Quaternary
Strategy &
Relationships
• Value proposition to health
systems, medical groups
• Referral and transfer support
• Single call access
• Telemedicine linkages
• Bundling + pricing alignment
• Bilateral quality, service, IT,
price commitments
Affiliations
and
Partnerships*
• Physicians, medical
groups
• Hospitals, health
systems
• Insurance
• ACO/MSSP
relationships
• “Virtual Medical
Foundation”
The Institute For Innovation In Health
Insurance
Partners
•
•
•
•
•
•
•
•
•
UC-CARE
Cigna
HealthNet
Aetna
Anthem
United
SCAN
Evolent
Others
uclaInnovates.org

14. The UCLA Innovation Life Cycle
•
Use the organization’s goals and strategies as your lodestone
•
Find your target opportunity = define the impact you want
•
Identify and design innovations to achieve this
– Strategy-driven innovations
– (Beg, borrow and steal shamelessly)
– Partner: other health systems, health plans, investors and developers
•
CHARTER the innovations
Innovation Life
Cycle
Define
Design
Charter
Pilot
Scale
Evaluate
The Institute For Innovation In Health
Exchange
uclaInnovates.org

15. The most important innovation has been the process!
Define
Design
Planning Phase
•
•
•
•
Charter
Design Phase
Implementation
Phase
Operations Phase
Advanced Primary Care Medical Home + population health management
Five clinics in six months: 33,000 patients
Rapid replication through 24 more clinics to reach 200,000 patients
Platform for continuous introduction, design, testing and deployment
The Institute For Innovation In Health
uclaInnovates.org

16. Results + Physician Enthusiasm
UCLA Primary Care Innovation Model:
Initial results at 6 months, 1000 patients:
•Hospital admissions
•Emergency Department admissions
19%
29%
•Care coordinators in each clinic: non-clinically licensed
•Behavioral health associates
•Clinical pharmacists
•92% physician satisfaction and enthusiasm for PCIM new model of care
•Next phase: In-Home Palliative Care
The Institute For Innovation In Health
uclaInnovates.org

17. Patient voice : BPH experience
ws
Intervie
Patient
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20. Frugal Innovation for Sustainable Healthcare
•Scanning for innovations
that achieve net savings of
2% or more in total
healthcare expenditures
•Convening innovators to
share learnings, producing
“deep-dives” to accelerate
adoption
•Welcoming nominations of
high value innovations in
December 2013 at
www.uclainnovates.org
The Institute For Innovation In Health
uclaInnovates.org

21. Seventy-five percent of Americans nearing retirement age in
2010 had less than $30,000 in their retirement accounts
More than a third of households have no retirement
coverage during their work lives
Almost half of middle-class workers – 49% - will be poor or
near poor in retirement, living on a food budget of about $5
a day
Center for Retirement Research
Boston College, 2013
The Institute For Innovation In Health
uclaInnovates.org

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24. “Patient engagement is the
blockbuster drug of the
21st century.”
Dave Chase’s Forbes blog
The Institute For Innovation In Health
uclaInnovates.org

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uclaInnovates.org