I understand from one of the judges that these proposals are works in progress and can be edited at any time. Therefore I have corrected a few typos and added a paragraph on the potential power of interactive online multimedia tools in transforming the system, cutting costs, and improving the lot of health care consumers.
Spreading The News of Health Care Innovation in Health Care
by Doctor Reece | June 10, 2007
Country: United States
Organization: Richard L. Reece, MD, and Associates
Focus of activity: Advocacy
Year the initiative began (yyyy) 2007
Positioning in the Mosaic of solutions
• Main barrier addressed: Health care not consumer friendly
• Main insight addressed: Democratize access
Define the innovation: I define disruptive innovation as doing things better, quicker, more efficiently, more conveniently, and less expensively to improve health, access, and outcomes. I propose to spread the word of health care innovations though a series of publications, both print and Internet-based, devoted to bringing attention to those medications and describing their impact in practical terms.
Context for Disruption: The U.S. is now in the throes of seeking reform alternatives t lower costs, enhance access, and improve care. The reform movement is currently in gridlock because of conflicts between market and government forces.
Getting from where we are now to where we're going will require,
-- disruptive innovations
-- political compromises
-- better chronic care management
-- coordination, collaboration, and communication between various health sectors
-- educating, enlisting, and engaging patients as active participants in their own care
-- IT innovations to lower costs
-- public private partnerships to manage Medicare and Medicaid recipients
-- new customized care centers to integrate and deliver care
Delivery Model: I envision a multi-pronged communication model focusing on traditional print media and new forms of Internet-based approaches. These approaches would describe and implement techniques for simplifying care and making a difference in access and effectiveness.
I have laid the framework for innovation reform by
1. Serving since 1996 as editor in chief of Physician Practice Options and its family of newsletters. These newsletters address issues of practice efficiency, practice management, and innovations. The audiences of these publications vary from 100,000 to 150,000 physicians and their practice managers.
2. Interviewing 41 national health stakeholders from across the ideological spectrum and publishing their interviews in Voices of Heal th Reform: Interviews with Health Care Stakeholders at Work: Options for Repackaging American Health Care (Practice Support Resources, Inc, 2005). I propose a sequel book which would include interviews with prominent reformers from both sides of the aisle.
3. Publishing Innovation-Driven Health Care: 34 Key Concepts for Transformation (Jones and Bartlett, 2007). This book describes 34 innovations and is accompanied by case studies written by key players in those innovations. I can envision a sequel to this book, using other key innovations with case studies as subject matte.
4. Using my blog, www. medinnovationblog.blogspot.com as a vehicles for brining current innovations to the intention of consumers, physicians, and other key stakeholders. The blog is now six months old and of this date, June 11, has 182 entries. This blog is an efficient way of interacting with critics and affirmers.
5. Collaborating with a senior editor of Jones and Bartlett, the fourth largest health care publisher, to develop a line of books devoted to health care innovation and reform. I am doing so by identifying among my wide circle of contacts health care leaders who can write. I am contacting these leaders, encouraging them to write books, and introducing them to the senior editor of Jones and Bartlett. I hesitate to say more about this because Jones and Bartlett management has not passed on the idea.
6. Working with a company in Chicago, Emmi Solutions, to help promote a series interactive online videos to prepare patients for what to expect from impending surgical procedures or episodes of disease. I believe new interactive online Internet-based multimedia tools will revolutionize patient education, engage patients in their case, give them a sense of partnership in their own care, and minimize misunderstandings that might lead to malpractice actions. This approach might even lead to “virtual” patient-doctor encounters and examinations that do not require the physical presence of the patient. I have written of this potential eventuality in my June 11 blog – medinnovationblog.blogspot.com
Key Operational Partnerships: I am essentially a free-lance physician innovatory,writer, editor, and innovator. But I have been working harmoniously with the principals of Premier Health Care Resources (publishers of Physician Practice Option and its family of newsletters(see mdoptions.com), Jones and Bartlett in identifying and recruiting authors on innovation and reform, and with Emmi Solutions , a web-based company to help them transform patient education by engaging patients in their own care.
Financial Model: My financial model consists of revenue from book royalties, speaking engagements, retainers for editing and connecting services, serving on boards. These sources represent about 80% of my current income.
• What is your annual operating budget? About $100,000.
• What are your current sources of revenue? (please list any sources that are foundation grants) Basically my annual budget is about $100,000. My current sources of revenue are listed under "financial model." I have no financial grants.
Effectiveness: My impact is hard to measure, but judging from responses to my various avenues of communication, my book sales, my telephone calls, my emails, and my requests for talks, I'm having an impact.
• Which element of the program proved itself most effective?
It is hard to say, but in the long run, I believe my book Innovation-Driven Care, my 30 articles in Healthleadersmedia.com, and my blog are having about equal impact.
• Number of clients in the last year? Again hard to say. My specific clients are Premier Health Care Resources, Inc, Jones and Bartlett, and Emmi Solutions. But my real clients may be my readers and other contacts. I have a wide range of influential health care contacts, and I know most of them well.
• What is the potential demand? Essentially unlimited. If my "delivery model" works and health care stakeholders buy into what I'm sayin,g and if they believe in the transformative powers of innovation and the power of innovation to shape their health care destinies, my proposal has a potentially large audience.
Scaling up Strategy:
• Stage of the initiative: Fairly far along, but needs monetary assistance. I plan to continue what I'm doing, write several more books, give more talks, connect with more people work more closely with book publishers and Internet-based companies. I believe greater broad band access has reached such a point that patient engagement and education will soon overcome the problems of health illiteracy and barriers of care.
• Expansion plan: My plans depend on how this proposal is received and how well my current strategies spin off revenue to foster my current efforts. I know I need help in honing my Internet, blogging, and book marketing skills and strategies so I can reach and influence a larger audience.
Origin of the Initiative: The immediate origin of this initiative came from Dr. William Bestermann, who wrote a case study for my book Innovation-Driven Care, and who has submitted his own proposal for this competition. He told me of the competition. Basically, though my interest in innovation as a driving force in our health system dates back 30 years.
Do you have an annual financial statement? No
What is the amount of funding required to implement this initiative at year 1 and year 5?
$75,000 year 1, $125,000 by year 5.
Contact Information:
Richard Reece
physician, editor, writer
Richard L. Reece, MD, and Associates
(Individual contractor) rreece1500@aol.com
15 Banbury Crossing, Old Saybrook, CT, 06475
United States
Tel: 860-395-1501
Fax: 860-395-1512
Website:
No website. However for more information on me, you can google Richard L. Reece, MD, or go to mdoptions.com, healthleadersmedia.com and type “Reece” in search box.
William Henry Bestermann Jr MD
One of the most frustrating realities of US healthcare is as follows: There is a widely recognized crying need for innovation and transformation in the management of chronic conditions but that need is blocked at every turn. There are a number of healthcare professionals in the community at large who have very valuable things to say on this topic, but they have no platform and no vehicle through which to develop their project to improve care. Even if a provider has some innovation with great promise-it is very difficult to move forward. The RWJ Changemakers competition is the first effort that I have seen that provides health care innovators a reasonably simple way to get their solutions on the table. I hope that it will be repeated at appropriate intervals. Further, I believe there are very influential power and financial interests that stand to lose if transformation really takes place. I think Dr. Reece and other communicators have the ability to inform the public and profession on these realities and to help provide the necessary push to overcome the pushback. It is essential that those who recognize the need for transformation come together, share ideas and collaborate. All of that requires communication. I think Dr. Reece and his colleagues in medical communication will be important parts of any progress.
On the June 10 edition of Sixty Minutes, Leslie Stahl interviewed Barry Diller , the former Hollywood mogul who quit his Hollywood job about 17 years ago. People thought he was crazy.
Diller is now the U.S's most highly paid CEO last year at $470 million based on revenues generated from a series of Interactive TV and Internet companies he has strong together. His vision is that television and Internet, and wireless technologies, many handheld, are ideal venues for leveraging effective human interactions between sellers of goods and purveyors of information and those who want to buy or become informed.
I believe the technological stage is set for doctors and other healthstakeholders to interact and engage patients at their time of need using multimedia techniques For example, Emmi Solutions, a Chicago-based company, has developed more than 80 online interactive videos for patients to view before their surgery. Surgeons "prescribe" the videos, which patients can view at their convenience in the comfort of their homes.
The videos combine an empathetic voice, vivid anatomical drawings, and plain language pitched at the sixth grade literacy level. Patients now know what to expect from surgery and what benefits and risks are entailed. Emmi is developing other interactive programs for patients to view to fill the "gaps" of care -- e.g. when the time comes for asthmatics to use their nebulizer, and they don't quite know how.
I am convinced the time has come and the stage has been set for deployment of similar multimedia presentations, downloadable by patients at the time of illness need or during gaps in care. We need to cut away the jargon underbrush, and supplement the written word with visual, voice, and animated drawings to overcome health illiteracy, which is partially the fault of the medical profession.
Do you see your primary role as creator of information around health care and innovation, or do you see yourself extending into the role of aggregator? Are you interested in leveraging technology to bring treatment knowledge and coping tools from various sources to patients and providers? Is there a "crowdsourcing" element to your project?
Thanks, in advance, for sharing?
Benjamin D. Atkinson
President
Independence Health Center
Comments
I understand from one of the judges that these proposals are works in progress and can be edited at any time. Therefore I have corrected a few typos and added a paragraph on the potential power of interactive online multimedia tools in transforming the system, cutting costs, and improving the lot of health care consumers.
Spreading The News of Health Care Innovation in Health Care
by Doctor Reece | June 10, 2007
Country: United States
Organization: Richard L. Reece, MD, and Associates
Focus of activity: Advocacy
Year the initiative began (yyyy) 2007
Positioning in the Mosaic of solutions
• Main barrier addressed: Health care not consumer friendly
• Main insight addressed: Democratize access
Define the innovation: I define disruptive innovation as doing things better, quicker, more efficiently, more conveniently, and less expensively to improve health, access, and outcomes. I propose to spread the word of health care innovations though a series of publications, both print and Internet-based, devoted to bringing attention to those medications and describing their impact in practical terms.
Context for Disruption: The U.S. is now in the throes of seeking reform alternatives t lower costs, enhance access, and improve care. The reform movement is currently in gridlock because of conflicts between market and government forces.
Getting from where we are now to where we're going will require,
-- disruptive innovations
-- political compromises
-- better chronic care management
-- coordination, collaboration, and communication between various health sectors
-- educating, enlisting, and engaging patients as active participants in their own care
-- IT innovations to lower costs
-- public private partnerships to manage Medicare and Medicaid recipients
-- new customized care centers to integrate and deliver care
Delivery Model: I envision a multi-pronged communication model focusing on traditional print media and new forms of Internet-based approaches. These approaches would describe and implement techniques for simplifying care and making a difference in access and effectiveness.
I have laid the framework for innovation reform by
1. Serving since 1996 as editor in chief of Physician Practice Options and its family of newsletters. These newsletters address issues of practice efficiency, practice management, and innovations. The audiences of these publications vary from 100,000 to 150,000 physicians and their practice managers.
2. Interviewing 41 national health stakeholders from across the ideological spectrum and publishing their interviews in Voices of Heal th Reform: Interviews with Health Care Stakeholders at Work: Options for Repackaging American Health Care (Practice Support Resources, Inc, 2005). I propose a sequel book which would include interviews with prominent reformers from both sides of the aisle.
3. Publishing Innovation-Driven Health Care: 34 Key Concepts for Transformation (Jones and Bartlett, 2007). This book describes 34 innovations and is accompanied by case studies written by key players in those innovations. I can envision a sequel to this book, using other key innovations with case studies as subject matte.
4. Using my blog, www. medinnovationblog.blogspot.com as a vehicles for brining current innovations to the intention of consumers, physicians, and other key stakeholders. The blog is now six months old and of this date, June 11, has 182 entries. This blog is an efficient way of interacting with critics and affirmers.
5. Collaborating with a senior editor of Jones and Bartlett, the fourth largest health care publisher, to develop a line of books devoted to health care innovation and reform. I am doing so by identifying among my wide circle of contacts health care leaders who can write. I am contacting these leaders, encouraging them to write books, and introducing them to the senior editor of Jones and Bartlett. I hesitate to say more about this because Jones and Bartlett management has not passed on the idea.
6. Working with a company in Chicago, Emmi Solutions, to help promote a series interactive online videos to prepare patients for what to expect from impending surgical procedures or episodes of disease. I believe new interactive online Internet-based multimedia tools will revolutionize patient education, engage patients in their case, give them a sense of partnership in their own care, and minimize misunderstandings that might lead to malpractice actions. This approach might even lead to “virtual” patient-doctor encounters and examinations that do not require the physical presence of the patient. I have written of this potential eventuality in my June 11 blog – medinnovationblog.blogspot.com
Key Operational Partnerships: I am essentially a free-lance physician innovatory,writer, editor, and innovator. But I have been working harmoniously with the principals of Premier Health Care Resources (publishers of Physician Practice Option and its family of newsletters(see mdoptions.com), Jones and Bartlett in identifying and recruiting authors on innovation and reform, and with Emmi Solutions , a web-based company to help them transform patient education by engaging patients in their own care.
Financial Model: My financial model consists of revenue from book royalties, speaking engagements, retainers for editing and connecting services, serving on boards. These sources represent about 80% of my current income.
• What is your annual operating budget? About $100,000.
• What are your current sources of revenue? (please list any sources that are foundation grants) Basically my annual budget is about $100,000. My current sources of revenue are listed under "financial model." I have no financial grants.
Effectiveness: My impact is hard to measure, but judging from responses to my various avenues of communication, my book sales, my telephone calls, my emails, and my requests for talks, I'm having an impact.
• Which element of the program proved itself most effective?
It is hard to say, but in the long run, I believe my book Innovation-Driven Care, my 30 articles in Healthleadersmedia.com, and my blog are having about equal impact.
• Number of clients in the last year? Again hard to say. My specific clients are Premier Health Care Resources, Inc, Jones and Bartlett, and Emmi Solutions. But my real clients may be my readers and other contacts. I have a wide range of influential health care contacts, and I know most of them well.
• What is the potential demand? Essentially unlimited. If my "delivery model" works and health care stakeholders buy into what I'm sayin,g and if they believe in the transformative powers of innovation and the power of innovation to shape their health care destinies, my proposal has a potentially large audience.
Scaling up Strategy:
• Stage of the initiative: Fairly far along, but needs monetary assistance. I plan to continue what I'm doing, write several more books, give more talks, connect with more people work more closely with book publishers and Internet-based companies. I believe greater broad band access has reached such a point that patient engagement and education will soon overcome the problems of health illiteracy and barriers of care.
• Expansion plan: My plans depend on how this proposal is received and how well my current strategies spin off revenue to foster my current efforts. I know I need help in honing my Internet, blogging, and book marketing skills and strategies so I can reach and influence a larger audience.
Origin of the Initiative: The immediate origin of this initiative came from Dr. William Bestermann, who wrote a case study for my book Innovation-Driven Care, and who has submitted his own proposal for this competition. He told me of the competition. Basically, though my interest in innovation as a driving force in our health system dates back 30 years.
Do you have an annual financial statement? No
What is the amount of funding required to implement this initiative at year 1 and year 5?
$75,000 year 1, $125,000 by year 5.
Contact Information:
Richard Reece
physician, editor, writer
Richard L. Reece, MD, and Associates
(Individual contractor)
rreece1500@aol.com
15 Banbury Crossing, Old Saybrook, CT, 06475
United States
Tel: 860-395-1501
Fax: 860-395-1512
Website:
No website. However for more information on me, you can google Richard L. Reece, MD, or go to mdoptions.com, healthleadersmedia.com and type “Reece” in search box.
Submitted by: Doctor Reece
William Henry Bestermann Jr MD
One of the most frustrating realities of US healthcare is as follows: There is a widely recognized crying need for innovation and transformation in the management of chronic conditions but that need is blocked at every turn. There are a number of healthcare professionals in the community at large who have very valuable things to say on this topic, but they have no platform and no vehicle through which to develop their project to improve care. Even if a provider has some innovation with great promise-it is very difficult to move forward. The RWJ Changemakers competition is the first effort that I have seen that provides health care innovators a reasonably simple way to get their solutions on the table. I hope that it will be repeated at appropriate intervals. Further, I believe there are very influential power and financial interests that stand to lose if transformation really takes place. I think Dr. Reece and other communicators have the ability to inform the public and profession on these realities and to help provide the necessary push to overcome the pushback. It is essential that those who recognize the need for transformation come together, share ideas and collaborate. All of that requires communication. I think Dr. Reece and his colleagues in medical communication will be important parts of any progress.
On the June 10 edition of Sixty Minutes, Leslie Stahl interviewed Barry Diller , the former Hollywood mogul who quit his Hollywood job about 17 years ago. People thought he was crazy.
Diller is now the U.S's most highly paid CEO last year at $470 million based on revenues generated from a series of Interactive TV and Internet companies he has strong together. His vision is that television and Internet, and wireless technologies, many handheld, are ideal venues for leveraging effective human interactions between sellers of goods and purveyors of information and those who want to buy or become informed.
I believe the technological stage is set for doctors and other healthstakeholders to interact and engage patients at their time of need using multimedia techniques For example, Emmi Solutions, a Chicago-based company, has developed more than 80 online interactive videos for patients to view before their surgery. Surgeons "prescribe" the videos, which patients can view at their convenience in the comfort of their homes.
The videos combine an empathetic voice, vivid anatomical drawings, and plain language pitched at the sixth grade literacy level. Patients now know what to expect from surgery and what benefits and risks are entailed. Emmi is developing other interactive programs for patients to view to fill the "gaps" of care -- e.g. when the time comes for asthmatics to use their nebulizer, and they don't quite know how.
I am convinced the time has come and the stage has been set for deployment of similar multimedia presentations, downloadable by patients at the time of illness need or during gaps in care. We need to cut away the jargon underbrush, and supplement the written word with visual, voice, and animated drawings to overcome health illiteracy, which is partially the fault of the medical profession.
Richard L. Reece, MD
Dr. Reece,
Do you see your primary role as creator of information around health care and innovation, or do you see yourself extending into the role of aggregator? Are you interested in leveraging technology to bring treatment knowledge and coping tools from various sources to patients and providers? Is there a "crowdsourcing" element to your project?
Thanks, in advance, for sharing?
Benjamin D. Atkinson
President
Independence Health Center
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