Re-imagining Health in the Now, Next and Beyond PSN Healthcare - - PowerPoint PPT Presentation

Re-imagining Health in the Now, Next and Beyond

PSN Healthcare Innovation June 2020

Introductions: Here with you today

John Bethel

EY National Health Practice Leader

• Fmr. Associate Deputy Minister –Health

Elaine McKnight

EY Victoria Practice Lead Public Sector & Health Advisory

• Fmr. Associate Deputy Minister –Health
• Fmr. Deputy Minister –Energy and Mines
• Fmr. Deputy Minister –Public Service Agency

The traditional model of health is rapidly evolving

Point of care

Treatment centres where the patient is (at home); targeted follow-ups in medical buildings

Data ownership

Health data is owned by the patient and shared with other parties

Reference point

Treatment is personalized with precision medicine, empowering better engagement and adherence to health plans

Physician’s role

Physicians are guides for patients who are empowered to take control of their treatment and drive their own outcomes

Data analysis

Harness the power

• f big data and

multifactorial predictive analysis to give insights to patients and clinicians, which improves

• utcomes

Hospitals Home Institutions Patients Population Individual Authority Guide Silos Big Data

Organizations need to optimize today’s business, while innovating toward a more participatory model

INNOVATE AND ENABLE THE

HEALTH SYSTEM OF TOMORROW

CONTINUE TO OPTIMIZE THE

HEALTH SYSTEM OF TODAY

DUAL PATH

DRIVERS OF CHANGE

Health systems today focus on the supply side of the health paradigm –buildings, beds, doctors, nurses as examples. An “always on” participatory health model, distinguished by proactive self-management, higher reliability, and improved outcomes.

Consumerism Technology New Entrants Convergence Personalization Sustainability COVID-19

Transition economies Middle East & Africa Latin America Asia & Australasia Western Europe North America Global

Healthcare spending, US$b (2015-2020)

Global health spending continues to increase…

Canada is above OECD with 11.5%

• f country’s GDP or

CA$6,604 per person

18% 12% 9% United States Canada OECD average

Healthcare spending as a percentage of GDP (2017)

By 2050, 1 in 5 people globally will be aged 60+

In 30 years, the global population aged 65+ is expected to reach 1.5b

As the world grows older…

Rapidly aging population is a global phenomenon that will also critically impact health systems, driving up demand

An Aging World

In some regions including North America, ~25%

• f the population will be over 60

years old by 2030 (Showing proportion of population aged 60+ years, 2030)

… heavier and sicker

Over US$1 trillion will be spent treating obesity and its co-morbidities each year from 2025

>2.2b people – nearly 30%

• f the world’s

population – are either obese or overweight

Non-communicable diseases will cost the world economy an estimated US$47 trillion by 2030

In 2015, 39.5m or 70%

• f global deaths were due to Non

communicable diseases (NCDs).

► In 2014, NCDs were estimated to account for 88%

• f

total deaths in the US and 89% in Canada

The growing empowerment of the patient-consumer dominates an industry-wide power shift

Biopharma and medtech Patient-consumers Physician / care provider Payers Policymakers Technology Employers Retailers

Traditional power Future power Power shift

The highest valued companies today look very different from 2001

Only one company that made the top 10 list in 2001 -- Microsoft -- remains on it in 2020.

T

• p
• p 20

20 comp compan anie ies s by by ma mark rket et capit capitali alizati tion

• n

2001 2019

Note: Green circle indicates health focus

“

COVID, has in 10 weeks, driven changes that the system has tried to make over 10 years… Virtual care and other technology adoptions; redesigned pathways focused out of the hospital; prioritizing mental health are all examples of how we must return to a new normal

• Recalibrating the system -

Health systems will need to execute a restart while also recalibrating the

• perating model –we need to recover and reimagine

• services. Acute providers to catch up to

• utcome prohibitive.

Several hospitals across the world are engaging driverless vehicles to deliver medicine and food, and robots to disinfect rooms —UVD Robots have sold ~60,000 self-driving disinfection robots in >40 countries

Robots aiding to maintain zero infection among medical staff and lowering patient fatality

COVID-19 has accelerated innovation and smart health globally

Several health systems and providers have launched telehealth consultation for their regular patients to prevent virus spread —Stanford Health Care witnessed a 50x surge in its CardioClick program televisits, 3,000 per day (40%

• f total clinic visits).

In Canada, more than 55%

• f care was delivered via video, telephone or messaging in April –

up from 10-20% prior to COVID.

Virtual health and digital consultations

The need to isolate vulnerable seniors is driving the use of virtual tools, both for clinical service delivery as well as to provide critical social connections between LTC residents and their families. Toronto’s Women’s College Hospital is expanding its Virtual LTC+ program from 5 facilities to 33 LTC homes in the Toronto area.

Long-term care transformation

Digital contact tracing using mobile phones has been used effectively in South Korea, Taiwan and Singapore. MIT Media Lab has developed an app PrivateKit, that they claims protects privacy when digitally tracing. In the US, Providence St. Joseph partnered with Microsoft to build an AI enabled

• nline screening and triage tool to differentiate between severe Covid-19 cases

and less threatening cases —the tool served >40,000 patients in first week.

Big data and artificial intelligence for screening and diagnosis

Achieving the new normal requires the right vision, the right plan and supporting recalibration across the system

• n hold

• ngoing social distancing

• rganization

Current challenges

• pportunity through which to

• f foundational changes are

Rapid execution

The

Recover and Reimagine Plan

• nline, considering new
• perating constraints, rapid

• pportunities that COVID-19 has

Emerging post living with COVID innovation playbook

Closing window

• f opportunity

Quick fixes are not necessarily long-term solutions From response to transformation It’s not only about technology Sustainability is paramount “Find a new way”

1 2 3 4 5 6