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H. Tom O’Connor joins Cambridge Management

 

H. Tom O’Connor has joined Cambridge Management Group (cmg625.com) as a senior adviser.

He brings  decades of experience as a healthcare-sector executive and entrepreneur. As hospitals, physician groups, clinics, insurers and other organizations in the sector reorganize themselves to deal with new reimbursement, regulatory, demographic and technological challenges, Mr. O’Connor’s experience in creating as well as managing enterprises is invaluable as clients seek new sources of revenue.

Mr. O’Connor is managing member of Lenus, LLC, which advises emerging healthcare companies on the strategy and tactics needed to develop their business for long-term growth, by, among other strategies, attracting institutional investors. At Lenus, he serves when needed as part of enterprises’ executive teams.

His work has included being a founder of Medical Excellence, which provides high-end concierge healthcare services to wealthy residents in emerging growth nations in partnership with Massachusetts General Hospital, New York Hospital, Johns Hopkins Hospital, Stanford Heath Care and UCLA Medical Center. Its first rollout was in Russia.

He has also advised and managed a medical-textile business; acquired a medical-finance business and served as its CEO, and led an acquisition company established to acquire a new and safer alternative to artificial spinal-disc implants.

Tom O’Connor was a co-founder of Atlantic Medical Capital, LP, a private-equity fund focused on sub-acute-care, medical-informatics and insurance verticals and vice president at GE Capital in the Medical Markets Group of the Corporate Finance Division. There he managed new direct equity and debt investments for a $1 billion healthcare investment portfolio.

He began his career as an investment banker at Prudential Securities, where he was a co-founder and first vice president in the Healthcare Group. His main client was Hospital Corp. of America, for which he worked on every major financing, acquisition and divestiture for a decade.

Mr. O’Connor has an MBA in finance and accounting from Columbia University and a BA from Union College, where he majored in economics and political science.


Mass. physicians group sets up ‘innovation center’

 

Atrius Health, Massachusetts’s largest independent doctors group, is putting $10 million into an “innovation center” to study ways to change how healthcare is delivered, The Boston Globe reported.

Atrius includes a home-care agency and a total of about 750 physicians at Harvard Vanguard Medical Associates, Dedham Medical Associates and Granite Medical Group, serving a total of 675,000 patients in eastern Massachusetts, The Globe reported.

“Atrius executives said they must rethink traditional doctor-patient relationships and office visits as the healthcare industry moves toward payment models that demand greater efficiency and better performance.”

“Atrius’s innovation team will study ways to change care, for example by allowing patients to video chat with doctors and deploying health coaches to help patients manage their diseases.”

 


Guidance to caregivers from a dementia coach

 

PBS video and text: Some guidance  for caregivers from a dementia coach.


Linda MacCracken: Apple brings mobile to healthcare

Apple is sinking its teeth into healthcare’s newest trend: data-tracking. The company’s recently released software framework, called ResearchKit, focuses on research and data collection within the medical realm, and the new Apple Watch opens opportunities for healthcare marketers to read the pulse of consumers in more engaging and intimate ways.

How these two technologies can connect providers to patients may topple the apple cart of traditional healthcare-marketing campaigns and set new standards based on disease and demographic factors that drive use.

ResearchKit is an iPhone application that accelerates the exchange of information between patients and researchers, and opens a new platform of possibilities for provider-to-patient messaging. Early adopters  are already tracking, managing and  otherwise interacting with patients who have Parkinson’s disease, asthma, diabetes, breast cancer and heart disease as ResearchKit  puts survey interactions on steroids and popularizes portable diagnostics. Patient recruitment can be fast-tracked and is aided by the “coolness factor” of the Apple brand name.

A pioneering Parkinson’s mobile application, for example, takes self-reporting to a new level, affecting dexterity, balance and memory. The app lets participants objectively self-report their status to a clinician while the device provides the monitoring in place of a doctor.

While older adults generally are twice as loyal to their primary-care physicians as are  younger adults, they are likely to want to put self-reported data into their physician’s hands. This could shorten visits or even reduce the frequency, given normal findings, and create more physician capacity.

These applications create new ways to build relationships among motivated and clinically relevant customers. Apple’s impact on the medical landscape calls for new formulas of direct and digital patient engagement. This lets customized messages and trigger appointments to convey relevant information based on key indicators that come streaming in.

Just as ResearchKit impacts client and clinician interactions, Apple Watch offers consumers a new level of intimacy with their digital devices. The Apple Watch brings more than time to the wrist—the watch offers iPhone-like capabilities, such as delivering messages and social-media updates.

That traditional watch-wearers tended to be 55-plus and account for half of all watch-wearing didn’t faze Apple. Millennials (25.9 percent who wear watches) devour everything digital—74 percent used a mobile device to go online in the last month (versus 39 percent of Boomers). It will be worth watching to see if Millennials embrace the Apple Watch and find this brand extension as appealing as the iPhone.

While the mobile ground is shifting, it’s crucial to add outbound marketing efforts to mobile devices. The marketing challenge is to create the right content, with the right interactive capability. That might mean leveraging feedback from one or two customers when marketing to healthcare decision-makers, along with patients, and providing them with technology-driven ways to find services near the patient, conduct online scheduling and sign up for events.

The results could make healthcare transactions faster, earlier and less stressful for the patient.

Here’s the bottom line: Apple is bringing mobile technology to the medical realm though new apps and wearable devices. What’s next in healthcare from a company that has a vice president of medical technology and makes time to meets with the Food and Drug Administration?

Linda MacCracken, who collaborates with Cambridge Management Group on various projects, is a healthcare marketing strategist, an adjunct faculty member at Harvard Universityand author of Market Driven Strategy and Talking to My Generation.This article was originally published in the April 2015 issue of the Marketing Health Services​ e-newsletter.

 


A town’s ‘Medical Mile’ and community health

 

Newtown, Conn.’s “Medical Mile” is an example of the national phenomenon of real-estate developments merged with medical as well as broader community-health projects.

The Stamford Advocate reports that “Already, more than 80,000 square feet of medical space is either in the pipeline for the corridor or is soon to be constructed. That’s in addition to age-restricted housing units and assisted-living facilities also under development in the corridor….”

“Because of changes in the healthcare system, more medical groups are looking to locate their services in community settings instead of hospitals. Changes to government reimbursement models for programs like Medicaid will require health systems to manage an entire population — not just those who show up for services. ”

“The idea to create the medical brand for the region came from Betsy Paynter, the town’s economic development coordinator.”

Besides the demand for medical services, Paynter said the area is ripe for development because of a new public sewer line approved for the area.

“Medical facilities often have heavier water usage requirements than a traditional commercial building. Now that we have sewers coming to the area, it makes it that much more attractive for medical uses.”

“As medical systems look to provide more and more community-based services, Newtown is both a central location for these services and the corridor has direct access to Interstate 84 that serves the entire region.” she told The Advocate.

 

 


When patients consult Dr. Google first

 

Herewith some advice on how clinicians should deal with patients who come in after having consulted Dr. Google.


2 big Illinois hospital-advocacy groups to merge

 

The Illinois Hospital Association and the Metropolitan Chicago Healthcare Council plan to merge. The hospital advocacy groups assert that the new entity would offer members new revenue solutions, as well as improved technology, data analytics and information services.

The IHA represents over 200 hospitals and nearly 50 health systems; the MCHC represents 150 hospitals and  other healthcare organizations in metropolitan Chicago.

Of course the merger would mirror the wave of hospital mergers underway in the Land of Lincoln and most of the rest of America.

 


Video; Nurses’ new roles in outpatient world

 

In this Modern Healthcare video, American Nurses Association President Pam Cipriano says, as the publication paraphrases,  that “nurses are well-positioned to improve healthcare quality and care coordination and take on new roles as more care moves out of hospitals.”

 


Touting the Kaiser model for cutting costs

 

“Where does the high cost of American healthcare really come from? Mostly it comes from our futile attempts to fend off death. Everyone knows that a disproportionately high percent of your life expenditure on healthcare comes in the last few years of life. ”

“One thing we do know is that people will make better choices when we communicate with them effectively. The C4 Project out of’ Johns Hopkins looked at structured communication with family members of ICU patients involving the entire treatment team. They found that patients and families made their own quality of life decisions when properly informed.”

“The project concluded that a little communication went a long way to reduce futile, unwanted, and costly care.”

“{T]here is  the fact that Americans just get too much medicine. They see doctors when they don’t need to. They get tests and procedures that aren’t necessary. ”

“As always, the best answer to a complex problem draws from many sources. But there are some guiding principles that emerge. First, we need to line up the incentives. Right now, the hospitals, providers, and insurers make money when the patients are sick or perceive themselves to be so. Let’s turn that around. We make money when the patient is not sick. And I don’t mean that we refuse care. Let insurance, providers, and hospitals work together for a common fee. When the patient is healthy the system spends less and we make more.”

“{L]et providers run the system, including the insurance companies, and compete with other providers who are doing the same. Without any wish to canonize Kaiser, they have created an impressive model for this kind of unified care. ”

 


Nursing homes taking over from hospitals

wheelchair

Read how nursing homes are starting to replace hospitals as the focus of basic care for America’s burgeoning number of old and sick people.

But, this New York Times article notes, “The notion that a hospital remains the safest place for old patients dies hard. Many families still believe their aging relatives belong in a hospital when they’re ailing. But 20-plus years of research have documented the risks of hospitalization for older adults, particularly those frail or ill enough to need nursing home care.”

 

 

 


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