Patients as consumers: How engaged patients could reshape health care

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1 The Dbriefs Health Sciences series presents: Patients as consumers: How engaged patients could reshape health care Dan Housman, Director, Deloitte Consulting LLP Quinn Solomon, Principal, Deloitte Consulting LLP Robert Williams, MD, Director, Deloitte Consulting LLP Harry Greenspun, MD, Director, Deloitte Center for Health Solutions, Deloitte Services LP September 15, 2015

2 Agenda The imperative for a consumer-centric model Understanding today s health care consumer Making care more customer-centric

3 The imperative for a consumer-centric model

4 New dynamics for consumers Technology New technology to interact with consumers Rise of digital communication is causing interactions between stakeholders to proliferate Emerging mobile apps tailored to health care/health management The ACA and exchanges Consumers pushed to make choices Some employers have shifted costs to employees Plans available via exchanges often involve more cost-sharing The ACA accelerates the need to improve outcomes and patient engagement New entrants Non-traditional players are disrupting the marketplace Provision of services is shifting to unconventional domains (e.g., retail clinics, online health plans) New entrants are technologically nimble Other industries Consumer desires influenced by other industries Consumers are surrounded by personalized and data-driven tools that enhance their experience High levels of engagement in other industries are setting a high bar Source: Deloitte University Press: Rising consumerism: Winning the hearts and minds of health care consumers

5 Poll question #1 In your opinion, why has the health care industry lagged behind other industries in moving to a more consumer-centric model? Lack of aligned incentives Unclear return on investment Privacy concerns Fragmentation Not sure, no opinion

6 Developing a consumer-centric system Data fragmentation and the lack of data interoperability This has made it difficult to collect, centralize, and distribute medical information in a way that can engage the patient more thoroughly Stakeholder competition In the provider and health plan sectors, these competitive factors have resulted in a reluctance to both share patient data and collaborate within networks Information asymmetry Information asymmetry between the medical professional and the patient and the dichotomy between the consumer and payer Source: A view from the Center blog, From patient to customer: Making patient care more customer-centric

7 Population health management requires consumer engagement 1 Engaged professionals Engaged patients 2 3 Engaged consumers

8 Consumer demand for health care technology As out-of-pocket costs rise, consumers want tools to help make more informed decisions about care Gaps between consumer use and interest indicate there is unmet demand for technologies that can support greater consumer engagement More than two-thirds of HIX enrollees are INTERESTED in using digital technologies to Source: Deloitte Center for Health Solutions 2015 Survey of US Health Care Consumers Less than one-third, however, has USED websites, mobile apps, and personal devices in the last year to 72% Pay medical bills 32% 72% Communicate with providers 17% 68% Access their records 19% 67% Track changes in their health 21%

9 Debates surrounding meaningful use requirements Patient advocates say Regulators need to require easy access to patient records Patients need to be informed of their right to access their information Providers say Two-thirds of hospitals did not have a single patient request electronic personal health records Don t want to be penalized or miss out on EHR funding because of minimal demand Source: Modern Healthcare Former ONC chief opposes CMS rule weakening patient access to records, April 2015

10 Understanding today s health care consumer

11 Poll question #2 In your opinion, what has kept patients from acting like consumers? Lack of incentives Lack of tools Uniqueness of health care Lack of expertise Not sure or no opinion

12 Half of CEOs surveyed agreed that health care is moving towards a consumer-centric model* Patient/consumer first. Physicians will need to meet patient demands to be seen within 24 hours of requesting a visit. Digital. Digital technologies will need to improve access and create new opportunities for patients to see physicians. Retail. Retail health care practices will grow, as will care by non-physician clinical staff. Transparency. Consumers expect transparency in pricing and services. Security. The assurance that financial and health information are securely stored and transmitted is critical. *Source: Deloitte Center for Health Solutions 2015 Survey of US Health System CEOs

13 56 percent of consumers are passive health care consumers Out & About 8% Shop & Save 6% 34% Casual & Cautious Sick & Savvy 11% Online & Onboard 19% 22% Content & Compliant Source: Deloitte Center for Health Solutions: 2015 Survey of US Health Care Consumers

14 Poll question #3 In your opinion, what strategies can providers use to make patient engagement systems stick with their patients? Mobile enablement Focus on patient priorities Incorporate direct engagement/communication with physicians beyond the visit Cultural initiatives to adjust health system staff behavior Implementing CRM for patients distinct from EHRs Not sure or no opinion

15 Making care more customer-centric

16 Benefits of a differentiated consumer experience Growth and retention Increase growth and capture deeper relationships, better insights, lower cost to acquire and serve, brand awareness and loyalty Healthier behavior and care delivery innovation Better information and personalized options; collaboration and integration will drive more efficient and effective care Consumer attrition/churn rates Brand recognition Acquisition cost Selection of appropriate level of care Activation of self-care options Medical cost Administrative efficiency Drive operational efficiency through lower cost delivery/ service channels Web and mobile usage Timely and accurate information Redundant. misaligned administration Share of wallet Growth and diversification beyond the premium dollar through increased cross-sell Clinical/incentive program participation Non-insurance revenue

17 Health care is only a small part of health outcomes Physical environment Health services Biology and genetics 10% 10% 10% Health status 40% Social factors 30% Behavior choices Source: Health Affairs, The Relative Contribution of Multiple Determinants to Health Outcomes. August 2014

18 New approaches Encourage individuals to be engaged while managing their health. Help individuals set their own health and activity goals and track them. Educate individuals with the wealth of existing wellness and care resources available today. Provide individuals the ability to connect and collaborate with non-clinical care team members.

19 Strategies to help make care more customercentric Build systems that incorporate e-commerce/ CRM tools Identify, personalize, and utilize appropriate communication channels to help ensure higher levels of patient engagement Develop, promote, and utilize available mobile apps Consider utilizing traditional CRM systems Source: A view from the Center blog, From patient to customer: Making patient care more customer-centric

20 Poll question #4 In your opinion, consumer engagement will: Dramatically improve health overall Be limited to a small group of motivated patients Be a passing fad Not sure or no opinion

21 Considerations moving forward Life sciences Government Health plans Consumers Health care providers Technology companies

22 Join us October 20 at 1 PM ET as our Health Sciences series presents: 2016 health care preview: Major regulatory activity set to continue

23 Eligible viewers may now download CPE certificates Click the CPE icon in the dock at the bottom of your screen

24 Contact info Dan Housman Director Deloitte Consulting LLP Harry Greenspun, MD Director Deloitte Center for Health Solutions Deloitte Services Quinn Solomon Principal Deloitte Consulting LLP Robert Williams, MD Director Deloitte Consulting LLP

25 This presentation contains general information only and Deloitte is not, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this presentation.

26 About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ( DTTL ), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as Deloitte Global ) does not provide services to clients. Please see for a detailed description of DTTL and its member firms. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. 36 USC Member of Deloitte Touche Tohmatsu Limited

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