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The Anatomy of Modern HealthcareA look into the trends, populations and products at play.

Forward 1 Following the healthcare financials 2 Surveying spend industry wide 3

Show me the money — and where it goes 4

Funding progress in the flyover state 5

What innovation means for healthcare costs 6

Beyond pay-for-performance 7

Shift to value for consumers and risk for providers 8

Deconstructing MACRA 9

What MACRA means for leaders 10

Determining care value 11

Buying wellness 12

The consumerization of healthcare 13 Helping healthcare consumers get their

“money’s worth” 14

Setting a minimum expectation for success 15

Elevating the experience of the care consumer 16

Creating a consumer-centric healthcare system 17

Table of Contents

Understanding the consumer and the context 18

Navigating the decentralization of care delivery 19

Approaching health decisions from the “consumer mindset” 20

Augmenting the experience with telehealth 21

Benefits of telehealth: Removing the stigma from care 22

The evolution of digital health 23 Fostering innovation in healthcare 24

[Innovation Area] Wearables 25

[Innovation Area] Healthcare design 26

[Innovation Area] Technical convergence 27

[Innovation Area] Connected health tech development 28

What defines successful digital health technologies? 30

Sustaining past volatility in the digital health space 31

Collecting, managing and benefiting from healthcare data 32Growing healthcare data volume 33

Causes for concern in health data security 34

Medicine gets precise 35

The problem with precision 36

Precision medicine meets population health 37

The opportunity: Pay less for more 38

Many sizes fit many 39

Reimagining the system 40

Redirecting the course of modern care 42

References 44

Table of Contents

From valuing care, defining and delivering it, to preventing the

onset of medical conditions that drain the resources of the system,

more questions than answers face a health industry in flux.

Different stakeholders, from big pharma to consumers to physician

networks, offer up different answers. Continued conversation

and synthesis will distill the options with the greatest potential to

balance cost, quality, outcomes and access.

The trends and analysis featured herein were

presented at MobCon Digital Health 2016.

Forward

1

Following the healthcare financials

2

Surveying spend industry wide

Assessing the cost of healthcare today feels akin to watching a lottery

reward increase, month by month and year by year. By 2020, consumer

healthcare spend is predicted to reach $6.5 billion.1 And, despite

paying double the healthcare expenditures compared to equally

progressive nations including Germany, Norway and Sweden, the US

ranks eleventh in a combined measure of quality, access, equality and

efficiency of care.2 Maintaining health represents a significant cost for

businesses as well. In the 2015 fiscal year, Medtronic spent $1.6 billion

in research and development investment.3

Lottery players have a measure of faith. They know at a given point,

chosen individual(s) will win the advertised amount, and the process

will begin again.

For healthcare, the ROI is less certain. Countries and consumers are

investing heavily in good health. Annually, the United States spends

nearly $9,000 per person on healthcare costs.4

Increasingly, stakeholders are questioning

whether our healthcare investments are paying off.

3

Satiating the super-users

99% of the healthcare costs in

the country are linked to 1% of

the population. Managing the

challenges and access issues

faced by these super-users

represents one way forward to

drive down cost and decrease

health-related GDP spend,

expected to rise by 2024.6

Chronic disease management and procedural inefficiencies in the

system represent two of the largest magnets for healthcare spending.

Eight out of every ten dollars spent on healthcare in the United States

funds the treatment and maintenance of chronic diseases.5

MobCon Digital Health keynote Sheri Dodd, Vice President & General

Manager of Medtronic Care Management Services, also noted the vast

opportunities that exist to maximize healthcare efficiencies related

to infrastructure and operations. Jacob Best, Director of Medical

Networks for Grand Rounds, echoed this sentiment.

Rather than waiting for EHR interoperability, health systems are seeking to improve processes, centralize entry and add technology that supports the consumer experience.

Show me the money — and where it goes

4

Funding progress in the flyover state

Positioned in the center of the country, Minnesota has

been uniquely developed as a medical device hub able

to respond to and interact with trends from both coasts.

In 2015, health technology investment in Minnesota

reached $434.9M, posting a second consecutive year

over $430M. A record $189M of that was invested in

Q4. Of note, medical device and digital health companies

led the field in securing investment.

$302 M medical device investments,

raised by 46 companies

$67.1 M digital health investments,

raised by 22 companies

Mapping 2015 MN health investments

Most funded subsectors:

Medical device and digital health7

5

What innovation means for healthcare costs

For the first time since before 2013, costs related

to outpatient procedures will decline in 2016 due

to efficiency gains in the process.

For MobCon Digital Health keynote Dr. Kaveh

Safavi, Senior Managing Director for Accenture,

healthcare of the present remains heavily reliant

on expert labor.9 Innovation offers a path forward

to better utilize specialized labor, thereby keeping

the cost of unit-care low.

Financial CY 2013-20168

1.8%

2013 2014 2015

1.7%

2.2%

(0.3%)

2016

6

Beyond pay-for-performance

As healthcare continues to transition from the fee-for-

service to a pay-for-performance model, MobCon Digital

Health speakers predict bonuses and penalties will be

increasingly tied to outcomes.

In just 1 year, ACOs were able to generate over $380 million in healthcare savings.10

Pay-for-performance doesn’t represent the end of the

healthcare industry’s exploration of reimbursement models.

It’s the start. Speaker Sheri Dodd expects value-based

care delivery will continue to evolve. This will be driven by

industry efforts to manage the effect of bundled payments

for episodic care and begin to push the boundaries even

further to a system where payment occurs on a person-by-

person basis within defined populations.11

7

Shift to value for consumers and risk for providers

For the healthcare industry, 2018 and 2019 will be years of reckoning, as the goals set by the US Department of Health and Human Services come due. This includes initiatives focused on hospital value-based purchasing, reducing hospital readmission rates and linking Medicare payments to alternative payment models.

of traditional Medicare payments will be tied to quality via

programs including the Hospital Value-Based Purchasing

and Hospital Readmissions Reduction Programs

90%of fee-for-service Medicare payments will be

tied to quality or value via Accountable Care

Organizations or bundled payments12

50%

8

Deconstructing MACRA

The Medicare Access & CHIP Reauthorization Act of 2015

(MACRA) created two value-based payment tracks for

physicians that take effect in 2019.13

Merit-Based Incentive Payment System.

MIPS, as it’s known within industry circles, combines pay-

for-performance systems into a single program. Value will be

assessed by pre-defined metrics including meaningful EHR

use, clinical improvement, resource use and quality.

Alternative Payment Models.

APMs offer new methods to pay for care to Medicare users.

From launch through 2024, participating healthcare providers

will be given a single incentive payment. The system offers

“increased transparency of physician-focused payment

models,” according to the Centers for Medicare & Medicaid

Services.14

$

9

What MACRA means for leaders

Transparency wins.Organizations will be compensated for clarity of physician-focused

payment models.15

Partnerships sustain. Because more payments are at risk, MACRA implicitly incentivizes

organizations to meet the outlined financial objectives.16

10

Determining care value

Much has been written about understanding value from the provider perspective. This isn’t enough,

according to Kaveh Safavi. Instead, the healthcare industry should seek to assess value from the

perspective of the segment with buying power — i.e. the care consumer.17

Understanding the modern care consumer begins by differentiating them from the historical patient.

In today’s healthcare climate, “patient” has become synonymous with a more passive receiver of

care compared to an empowered consumer with choices and — increasingly — the ability to see a

practitioner in more convenient retail locations. Care consumers are concerned with more than the

quality of care as measured by outcomes. They are equally interested in the quality of care as measured

by flexibility and accessibility, asking,18 “Do the care options fit me and my routine?” As these options

increase, care consumers have the agency to rethink how and where they receive care.

How patients vs. consumers define value18

Patient Care consumer

Location of care Clinic Flexible (including retail/remote)

Convenience Disrupts routine Fits routine

Motivation “Have to” “Want to”

Agency Limited Maximized

11

Buying wellnessWho shoulders the burden of healthcare? Increasingly, it’s the consumer.

From 2006 through 2014, the proportion of consumers enrolled in high deductible

health savings plans grew by a factor of five.20 In today’s healthcare climate, consumers

are physically and fiscally accountable for their care. That means their opinion holds

more power for providers and practitioners.

How is the healthcare space adapting to satisfy the tide of consumer opinion?

12

The consumerization of healthcare

13

Assessing the value of healthcare, often pure cost/

affordability is the metric of choice. For Kaveh Safavi,

the question is framed incorrectly. Rather than asking

providers to drive down the cost of care to create less

expensive options, Safavi argues consumers simply want

their money’s worth. When asked what determines

“value,” the 2011 Quintiles New Health Report found

approximately 35% of patients said “neither cost nor

outcome.”21

This presents the industry with a very different question.

How can healthcare be more valuable for the consumer?

Helping healthcare consumers get their “money’s worth”

What determines

consumer

value?22

+ Simplicity

+ Coordination

+ Synchronicity

+ Personalization

+ Consistency

+ Security

+ Transparency

14

Setting a minimum expectation for success

When travelers fly, the expectation exists that they will move

from point A to point B safely. This minimal expectation of

technical competency then removes outcome from the value

calculation. Instead, the quality of the experience is assessed by

other intangibles including ease, simplicity and comfort. Safavi

argues the same type of calculation should exist in healthcare.

Providers’ ability to create compassionate care environments will set them apart from the competition and build brand loyalty rather than their technical ability to deliver the care.

15

Elevating the experience of the care consumerTechnology has afforded modern consumer brands a critical choice:

They can deliver the service as it has always been done, or, they can

reimagine the system. Take transportation as an example. Consumers

without a car, bicycle or moped who wanted to travel between two

locations in a city, but didn’t want to use public transit would have hailed

a taxi just ten years ago. Timing and quality of the service was variable.

Uber revolutionized the experience. The process differed in slight but

meaningful ways.

Consumers wanted control.

They can hail vehicles from the mobile app.

Consumers wanted ease.

Uber drivers call to check-in with you.

Consumers wanted comfort.

Water is often offered and music can be synced right from a smartphone.

As more hospital reimbursements

are linked to consumer feedback,

the healthcare industry is more

accountable to consumers than

ever before.

“If the toilets are dirty and the food is cold, you’re going to get a bad score.” Sheri Dodd, Vice President &

General Manager, Medtronic Care

Management Services

16

Dale Cook, MobCon Digital Health speaker and Learn to Live CEO,

identified the following traits of a consumer-centric system:23

+ Online

+ On-the-go

+ Easy to transact

Keeping these traits in mind, healthcare can learn much from the

consumer brand space to create valuable end-to-end experiences

rather than episodic care.24

Healthcare has already begun to transition to facilitate more

consumer-friendly interactions.25

+ Decentralization of access points

+ Convergence of retail and medicine

+ Value delivered in the physical and virtual spaces

+ Data generation to inform and shape the experience

Creating a consumer-centric healthcare system

17

For healthcare players, understanding the needs of the consumer

isn’t enough, according to Shawn Oreschnick, Logic PD Director of

Analytics and Research Services. The contexts for health monitoring/

maintenance along with care delivery are equally important.

Other MobCon Digital Health speakers advocated the need to

build new processes to match how people want to consume care.

Jacob Best referenced the use of virtual services to connect with

consumers and refer care options before any services are received.

Previously, for many, care referral was handled at the departmental

level, divorcing it from process and consistency.

Specialist interaction represents another example of industry

players understanding and adapting to consumer context. For many

consumers, healthcare and otherwise, time is their most valuable

commodity. Technologies that allow consumers and specialists to

meet before travel time is invested, especially when seeking care

across state lines, offer an advantage for consumers that may sway

their care decision if they are considering two providers.26

Components shaping

the context

+ Price

+ Features

+ Use cases

+ Access points

+ Competitive landscape

+ Regulatory

Understanding the consumer and the context

18

Telehealth offers one avenue for healthcare providers to decentralize care

delivery. The appetite in the marketplace is ripe for the implementation of

more remote service options. According to the American Well® Telehealth

Index: 2015 Consumer Survey, 64% would see a doctor by video.27

Beyond that, by 2018, 37% of employers will offer telehealth.28

By 2020, there could be an estimated 158 million telehealth

sessions taking place as part of the care curriculum.29

Increasing the placement of care delivery sites represents a secondary

method of decentralization. Walmart, for example, aims to position its

brand as number one in the care delivery space. There are 130 million visits

to the emergency room annually. By comparison, there are 20 million more

visits to Walmart locations each week. Walmart isn’t attempting to displace

the market. They are simply responding to the needs of consumers.30

Navigating the decentralization of care delivery

19

Approaching health decisions from the “consumer mindset”

Brands like Walmart are wise to consider expansion

into the healthcare market. There is much brand loyalty/

mindshare up for grabs and (currently) low patient loyalty for

healthcare providers.31 According to Johns Hopkins,

23% of the consumer market has seen three or more different providers in the span of two years.32

Walmart isn’t the only one. Walgreens, CVS, Target and

Whole Foods are also housing appointment areas within

retail locations. These new usages of existing spaces

represent examples of the care ecosystem evolving

to better meet consumer needs.

20

Other speakers predicted the use of telehealth won’t completely

replace in-person care, but would instead augment the experience.34

For Kaveh Safavi, telehealth isn’t just a tool to treat the unserved or

underserved, it also offers the ability to expand care possibilities for

the already served by blending the physical and virtual worlds. How?35

Increased understanding: Via telehealth, patients can see

images at the same time as doctors

by observing the video screen.

One-to-many: Telehealth creates the ability to

facilitate a one-to-many relationship.

This could involve one doctor

conferencing with many patients or

many doctors advising one patient.

The latter model has come to be the

gold standard in cancer treatment.

Easier access: In many specialties, care professionals

are underrepresented compared to the

patients requiring attention.

Augmenting the experience with telehealth

21

Benefits of telehealth: Removing the stigma from care

Beyond increased understanding and access, the

decentralization of care also offers the possibility to remove

the stigma from seeking care in the first place, according to

MobCon Digital Health speaker Dale Cook.

Mental illness is one such condition with associated stigma.

One hundred and fifty million people suffer from mental

disorders nationally, according to one article published in the

New England Journal of Medicine.36 Yet three-fourths of

the population doesn’t see a therapist, citing the associated

social label, lack of accessibility due to geography and high

costs for all parties (consumers, payers, providers and

employers).37 Digital treatments based on the pillars of

cognitive behavior therapy like Learn to Live, offer a more

consumer-centric approach to care by considering why care

was avoided and adjusting to match.

22

The evolution of digital health

23

The industry has come a long way since the introduction of what

was arguably one of the first digital health devices in healthcare

— the pacemaker.38 Since then, over 100 mobile health apps have

been cleared for medical use, and MobCon Digital Health speakers

estimate the healthcare IoT market will exceed $30 billion in the

coming decade.39 The progress thus far has been great, but so is

the future potential for savings. Experts estimate $300 billion by

leveraging digital health devices.

According to Sheri Dodd, three variables are needed to maintain or accelerate our pace of innovation.

1. Improved outcomes

2. Expanded access

3. Optimized costs and efficiencies

Fostering innovation in healthcare

24

[Innovation Area] Wearables

The wearables subsector represents one area where industry forecasters predict growth.

Some estimate the wearables market will grow to 601 million connected devices by 2020.40

MobCon Digital Health speaker Lauren Smith, Policy Counsel for the Future of Privacy Forum,

cited the electronic sensor created at the University of Illinois that could be printed on the skin to

measure electrical signals from muscles and brain activity along with hydration and temperature.41

97

489

Connected wearable devices worldwide from 2015 to 202042

20150m

100m

200m

300m

400m

500m

600m

20192016 20202017

167

601

261

373

2018

25

[Innovation Area] Healthcare design

Within the Mayo Clinic Center for Innovation, designers are

exploring methods to increase healthcare productivity while

offering patients new treatment options. White space within

practitioners’ schedules between larger appointments was

one such opportunity the team identified.

Case Study: Mayo Clinic Center for Innovation

To take advantage of existing white space, the team

conceived, designed and developed a technology

platform allowing providers to meet with patients virtually

between in-person appointments, thereby increasing

the productivity of every involved care professional. The

microCONSULT platform pairs doctors with requests

from care consumers based on real-time availability. Colors

within the solution signify whether the doctors are busy,

unavailable or on-call.

By-the-numbers9 minutes: Average length of each consult

118: Calculated savings in days for patients

Why it works?The microCONSULT platform accommodates

patients who want to move faster than the

conventional system allows.

26

The HIMSS 2016 Connected Health Survey found 52% of hospitals leverage three or more connected health technologies in care delivery. Nearly half of the hospitals surveyed forecast increased usage of connected health technologies in the next few years.43

[Innovation Area] Technical convergence

27

The incentive to leverage data being collected as a part of the quantified self movement has

never been greater — recognize warning signs for catastrophic health events, save lives. Leading

software brands Apple and Google are making huge leaps to transform the wealth of connected

data into distilled insights for patients and providers.

Developing a connected health ecosystem

[Innovation Area] Connected health tech development

Apple

Health

Apple

HealthKit

Google

Fit

Google

Fit SDK

Apple

ResearchKit

Apple

CareKit

iOS application

(excluding iPad)

Centralized hub

for all health data

Users add, edit,

delete and share

data between

apps

Software

development kit

Not an application

A set of tools

for developers to

make applications

that share and

integrate health

apps

Android

application

Centralized hub

for all health data

Google

counterpart to

Apple Health

Software

development

kit for Android

health

applications

Google

counterpart to

Apple HealthKit

SDK for

population

research apps

Provides access

that is impossible

without

technology

SDK for

population

research apps

Provides access

that is impossible

without

technology

28

By building these tools and creating centralized hubs for health data,

Apple and Google are helping bridge the gap from data collection to

its usage in medical research and treatment by allowing easier access

with less custom development needed.

Case studyUsing off-the-shelf Apple and Android smart watches, a team of

researchers from the UCSF Health eHeart Study and software

engineers from Cardiogram created a deep learning algorithm it

hopes will one day accurately detect atrial fibrillation — data the

Apple and Google health suites are helping provide.

[Innovation Area] Connected health tech development

29

“If you understand ‘who cares,’ you will be able to position yourself in a way that

will affect the patient outcome.”

Sheri Dodd, MSc.,

Vice President & General Manager, Medtronic Care Management Services

30

Sustaining past volatility in the digital health space

Forty percent of digital health companies will be out of business in a

year. It's no longer enough to solve an individual problem with health

IT. Successful solutions can't add incremental costs. They must drive

them down. Full integration and ease of adoption will separate the

longstanding solutions from those that generate interest but can't

sustain past the initial surge of investment dollars.

Jeremy Pierotti, CEO of Sansoro Health and winner of the 2016

HIMSS Venture+Forum pitch competition, offers the following

advice for entrepreneurs who seek to create solutions that bridge

existing gaps in the care ecosystem and maintain relevancy after the

initial sheen of the idea has worn off.

1. Don’t be overly aggressive in early investment rounds.

Investors look for sustained growth.

2. Find ways to be capital sufficient.

Case study

When the team behind Sansoro

Health, healthcare data integration

solution provider, sought storage,

they originally estimated data center

costs between $30,000-$50,000.

Pierotti took his own advice and

turned to Microsoft Cloud in an

effort to diminish the spend. They

found a storage solution that came

in $29,500+ under budget.

31

Collecting, managing and benefiting from healthcare data

32

Healthcare has seen an exponential increase in clinical data points — some

seven billion — fed by medical societies, hospitals and third-party vendors.

That’s not even counting non-medical grade data generated by consumers.

This data offers potential — and also potential danger for those who seek

to use it. Data can paint a highly-specific picture of a patient or population.

But with that detail, comes the necessity to protect it. Should an employer

gain access to select health data, it may prejudice them against the employee

thereby limiting mobility, earning potential and workplace comfort.45

Consumer concerns46 Embarrassment

Discrimination

Safety

Vulnerability

Industry potential Predictive care

Personalized care

Better outcomes

Cost savings

Growing healthcare data volume

33

Causes for concern in health data security

Storing and securing data has very real implications for consumer well-

being in the health space. But government and watchdog agencies found

health apps were functioning beyond their intended purpose. According

to a Scripps Research Institute professor of genomics, 12 mHealth and

fitness apps tested by the FDA were delivering data to 76 third-party

companies.47

A report published by Privacy Rights Clearinghouse detailed additional

vulnerabilities for users of health and fitness apps, which included

sending unencrypted data without user knowledge and connecting

to third-party sites without user permission. The report found 40%

presented a high risk for users’ privacy.48

One study co-created by Boston Children's Hospital and the University

of Cologne in Germany, alleged less than 30% of health apps available in

the Google Play and iTunes store featured a privacy policy.49

34

Medicine gets precise

While there is documented misuse of health data in the current system, vast potential

to leverage data to help drive behavior change and tailor more personalized treatment

plans also exists, as presented by MentorMate Vice President of Strategic Consulting,

Craig Knighton and Be the Match Senior Manager of New Products, Caleb Kennedy.

The current drug approval and prescription model represents an example of “tyranny

of the mean.” Treatments are only deemed “effective” if a notable improvement is

documented during clinical trials for a significant part of the population and “do no

harm” to the remainder of the subjects involved in the trial.50

How can we reshape the current clinical trial model so exceptional responders are not punished for the specificity of their genomes?

In the current approval model, treatments are shelved if they mark a complete

turnaround in the care of certain exceptional responders while seemingly offering little

benefit to the mean, hence the tyranny of treatments that exist but aren’t being offered

to the populations who would benefit the most from their use. The precision medicine

disciple argues we can learn just as much, if not more, from the outliers and tailor care

not to the mean, but instead to a care consumer’s genetics, lifestyle and environment.51

35

The problem with precision

At the surface level, precision medicine seems to offer no financial

benefit for companies currently profiting from the creation, testing and

manufacturing of pharmaceuticals. If pharma is designed to benefit the

largest potential population, it can be sold and prescribed to millions of care

consumers compared to treatments designed for “exceptional patients” who

might number in the thousands. What individuals who fail to find financial

benefit for precision medicine forget is — screening to determine the

efficacy of the treatment for a consumer given their genetics, lifestyle and

surrounding environment offers a secondary revenue stream for pharma.

36

Population health, another school of thought, approaches creating

the best outcomes while managing cost from an alternative

perspective, facilitating behavior change in a large population so

fewer costly procedures are required to course correct later.

Conflicting paradigms

In broad sweeps, population health offers the greatest benefit

for the most people. What it forwards in efficiency, it lacks in

personalization. By comparison, precision medicine offers the

opportunity to tailor more exacting care to a smaller population.

However, the potential exists to sacrifice the statistical rigor of

clinical trials through a focus on outliers.52

Precision medicine meets population health

37

The cost to sequence and virtualize DNA continues to drop so much

so that the available processing power can’t begin to keep up with the

potential. By zeroing in on clinically-relevant and statistically-significant

findings, we can offer less expensive and more custom therapies to

small groups or on a patient-by-patient basis.

The challenge: Driving action

“Data in and of itself does not treat patients.”Sheri Dodd, MSc., Vice President & General Manager,

Medtronic Care Management Services

According to Dodd, data is the foundation for any shared savings

program between payers and providers. But, without incentive

to act, the opportunity crumbles.

The opportunity: Pay less for more discovery and personalization

38

President Obama introduced the Precision Medicine Initiative in 2014 with follow-

up to the tune of a $215 million dollar investment in his 2016 budget. The initiative

aims to enable researchers access to health records, genomic information, clinical

data, hospital records and more to better understand why some patients respond

better to treatments than others.

Patients aren’t average. Why should their treatments be?

According to Lauren Smith, the initiative represents a shift away from a “one-size-

fits-all” approach to medicine and toward a new standard of care. Some entities

in the health space began taking action even before the federal edict. The Mayo

Clinic created the Center for Individualized Medicine in 2013.54 And, precision

medicine has already begun to take hold in treating select cancers (breast and

lung). Though, increasing the relevancy and breadth of individualized care will

require a concerted effort for patients to volunteer their health data along with

researchers’ willingness to put it to work.

Many sizes fit many

39

Reimagining the system

40

“Instead of trying to refine and tweak the current system, we need to

reconsider how we care for people.”

Meredith DeZutter, Rose Anderson,

Mayo Clinic Center for Innovation Service Designers

41

As new technologies, treatments and research methods are conceived and brought to fruition, the healthcare industry will continue to evolve. The collective — physicians, payers, providers and innovators — must also evolve, even if that means completely rethinking our approach to care.

Speaker Sheri Dodd referenced the effect of the 1998 storm, Hurricane

Mitch, on Honduras. The scope of damage was immense. 5,600 people lost

their lives. 8,600 disappeared. 12,300 were injured. Even beyond the human

toll, infrastructure in the country was decimated. 150 bridges were damaged

or destroyed. The Choluteca Bridge survived the storm. The only problem?

The hurricane completely redirected the course of the river.

Care professionals today can’t be afraid to move as the river does.

Redirecting the course of modern care

42

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43

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https://www.cms.gov/Medicare/Quality-Ini-tiatives-Patient-Assessment-Instruments/Val-ue-Based-Programs/MACRA-MIPS-and-APMs/MAC-RA-MIPS-and-APMs.html

See Dodd.

Safavi, Kaveh. MobCon Digital Health Minne-apolis 2016. (2016, April 26).

See Safavi.

See Safavi.

See Dodd.

Quintiles, The New Health Report 2011. As presented by Safavi, Kaveh. (2016, April 26).

See Safavi.

Cook, Dale. MobCon Digital Health Presenta-tion. (2016, April 26).

See Safavi.

Oreschnick, Shawn. MobCon Digital Health Presentation. (2016, April 26).

See Legacy DNA Marketing Group.

US Department of Health & Human Ser-vices. Better, smarter, healthier: In historic announcement, HHS sets clear goals and timeline for shifting Medicare reimbursements from volume to value. (2015, January 26).http://www.hhs.gov/about/news/2015/01/26/better-smarter-healthier-in-historic-announcement-hhs-sets-clear-goals-and-timeline-for-shifting-medicare-reimbursements-from-volume-to-value.html

Medicare Access and CHIP Reorganization Act, 2015.

Centers for Medicare and Medicaid Service. Quality payment program: Delivery system reform, Medicare payment reform, & MACRA. (2016, April 26). https://www.cms.gov/Medicare/Quality-Ini-tiatives-Patient-Assessment-Instruments/Val-ue-Based-Programs/MACRA-MIPS-and-APMs/MAC-RA-MIPS-and-APMs.html

See Dodd.

Safavi via Baumol WJ. The Cost Disease. Yale Univ. Press. (2012).

Calculated by The Commonwealth Fund based on 2011 International Health Policy Survey of Sicker Adults; 2012 International Health Policy Survey of Primary Care Physicians; 2013 Inter-national Health Policy Survey; Commonwealth Fund National Scorecard 2011; World Health Organization for Economic Cooperation and Development, OECD Health Data, 2013 (Paris, OECD. Nov. 2013).

Dodd, Sheri. MobCon Digital Health Minneapo-lis 2016. (2016, April 26).

Organisation for Economic Co-operation and Development. How does health spending in the United States compare? (2015, July 7). https://www.oecd.org/unitedstates/Coun-try-Note-UNITED%20STATES-OECD-Health-Statis-tics-2015.pdf

See Dodd.

CDC, American Public Health Association, Commonwealth Fund, US Census Bureau. As presented by Knighton, Craig & Kennedy, Caleb. MobCon Digital Health Presentation. (2016, April 26).

Medical Alley Association. 2015 Annual Invest-ment Report. (2016, March). https://www.medicalalley.org/me-dia/44004/2015-annual-investment-report.pdf

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See Safavi.

See Safavi.

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