SVB digital health-report-2016
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Digital health refers to technologies that improve healthcare outcomes and reduce costs. The report examines challenges facing various healthcare stakeholders and opportunities for digital solutions. Employers and payers struggle with rising costs and lack of data insights. Healthcare systems face administrative burdens and a shift to value-based care. Patients lack health information and tools for managing care. Digital health companies can help address these issues through tools like telemedicine, data analytics, and patient engagement platforms.
SVB digital health-report-2016
- 1. Digital Health: Opportunities for Advancing Healthcare Steve Allan CFA Head of SVB Analytics sallan@svb.com Scott Winder Director swinder@svb.com Alex Lee Manager klee@svb.com Emily Wengel Associate ewengel@svb.com Written by SVB Analytics:
- 2. Table of Contents Digital Health Report 2 3 Overview: What is Digital Health? 6 State of U.S. Healthcare: What Drives Costs and Outcomes 10 Employers and Payers: Improving Outcomes and Lowering Costs 19 Healthcare Systems and Professionals: Impacting Care Delivery 26 Healthcare Consumers: Engaging Consumers, Empowering Patients 31 Digital Health Outlook: Mapping Digital Solutions for Advancing Healthcare 33 About the Authors 36 About Silicon Valley Bank and SVB Analytics See Appendix for complete sources and additional information.
- 3. What is Digital Health? Digital Health Report 3 Solutions that use digital technology to improve patients’ health outcomes and/or reduce the cost of healthcare The convergence of healthcare and technology has arrived. Healthcare stakeholders are seeking solutions to survive and thrive in a fast-changing regulatory and clinical environment. At the same time, enabling technologies are becoming widely adopted. The healthcare ecosystem is aligning around critical areas to bring widespread advancements through digital health solutions. SVB Analytics is examining challenges facing a wide range of stakeholders and identifying opportunities for digital technology. This is the first in a series of reports on Digital Health. In this report, we will examine: • What drives costs and outcomes of the U.S. healthcare system • How employers and payers struggle to contain healthcare costs • How healthcare systems and professionals are plagued by inefficiencies in care delivery • How healthcare consumers find it challenging to be involved in and manage their own healthcare
- 4. Stakeholder Challenge Example Digital Health Companies Employers Lowering healthcare costs and improving productivity with healthier employees Payers Migrating to value-based care and adjusting risk to maintain profitability Healthcare Systems and Professionals Reducing operational challenges and adapting healthcare delivery to the changing regulatory and clinical landscape Healthcare Consumers Gaining access to information and guidance to better manage healthcare decisions and disease treatment Digital Health Report 4 Healthcare Stakeholders Face Many Challenges In this report, we look at the some of the largest unaddressed markets in which digital technology can help solve key stakeholder challenges.
- 5. Digital Health Report 5 State of U.S. Healthcare: What Drives Costs and Outcomes
- 6. Digital Health Report 6 High Costs, Dissatisfaction Drive Demand for Innovation
- 7. $- $2,000 $4,000 $6,000 $8,000 $10,000 United States Switzerland Norway Netherlands Sweden Germany Denmark Austria Canada Belgium France Japan Iceland Finland New Zealand United Kingdom Italy Portugal Healthcare Expenditure per Capita, PPP* in USD, 2013 U.S. Healthcare Expenditures Far Outpace Other Countries Digital Health Report In many respects, the U.S. healthcare system has fallen behind other developed countries – costs more but results in less satisfaction. 7*PPP: Purchasing power parity
- 8. 0% 20% 40% 60% United States United Kingdom Luxembourg Canada Finland Germany Israel Netherlands Sweden Italy Switzerland Japan Korea % of Population that is Overweight or Obese in OECD Countries, 2013 Obese population, >30 BMI Overweight population , 25-30 BMI 0 2 4 6 United States United Kingdom Belgium Netherlands Switzerland Israel France Ireland Denmark Portugal Australia Germany Austria Spain Italy Sweden Norway Finland Iceland Death per 1000 births Infant Mortality Rates in OECD Countries, Death per 1000 Births, 2012 But Health Outcomes Are No Better, Despite Investment Digital Health Report 8 Despite higher per capita spending on healthcare in the U.S., the health outcomes are often no better. The U.S. system remains focused on sick-care rather than upon improving wellness and providing preventive care.
- 9. 11.5% 15.7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1980 2012 Administrative and Insurance Costs Contribute to Higher Healthcare Costs $27.1 Billion $386.3 Billion Increase $413.4 Billion Annual administrative & insurance-related costs 9 U.S. Healthcare Expenditures by Category in annual administrative & insurance-related costs Other (incl. Insurance and Administrative)* Nursing Home Care Other Medical Durables and Non-Durables Prescription Drugs Home Healthcare Other Professional Physician Services Hospital Care *"Other" includes net cost of insurance and administration, government public health activities and other personal healthcare. Digital Health Report
- 10. Digital Health Report 10 Employers and Payers: Improve Outcomes and Lower Costs
- 11. Challenge Opportunity Example Digital Health Companies Growing Cost of Healthcare Benefits Implement platforms that improve healthcare benefit management and lead to employer cost savings Competition to Attract and Retain Talent Provide employees access to innovative services, such as telemedicine and genetic testing, to better manage their health Productivity Loss Due to Employee Health Issues Offer technology-based tools and services to emphasize wellness and preventive health Digital Health Report 11 Overview: Employers Face High Healthcare Costs and Lost Productivity
- 12. Healthcare Benefits Become Bigger Part of Employee Compensation Digital Health Report 12 7.0% 7.2% 7.4% 7.6% 7.8% 8.0% 8.2% 8.4% 8.6% 8.8% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 %ofTotalCompensation Healthcare Benefits as % of Total Compensation For most of the last decade, the cost of employer-paid healthcare benefits has been on the rise when measured as a percentage of total compensation. Implementing digital health platforms to improve healthcare benefit management and to increase price transparency will lower the overall cost burden of employers, a primary payer in the U.S. system.
- 13. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Leveraged Benefits Program to Recruit Employees Leveraged Benefits Program to Retain Employees Positively Used Health Care Benefits To Recruit Positively Used Health Care Benefits To Retain 2015 2014 2013 Employers Increasingly Use Benefits to Attract and Retain Workers Digital Health Report 13 Increasingly, employers are leveraging healthcare and preventive/wellness benefits to attract and retain employees. Employers are providing employees access to innovative services, such as telemedicine and genetic testing, to better manage their health. Percentage of Companies
- 14. Unhealthy Workforce Impacts Productivity and Bottom Line Digital Health Report 14 Improving employee health management can help reduce the impact of health-related productivity loss, which presents opportunities for digital health companies focused on wellness and preventive care. Management Supervisors spend 4.2 hours/week managing absences Employees Replacement Workers are 36.6% less productive Bottom Line Absences cost an average 15.4% of payroll
- 15. Challenge Opportunity Example Digital Health Companies Consumerism is Changing Insurance Market Dynamics, Increasing Pricing Pressure Use technology tools to be more consumer-friendly and competitive Lack of Insight and Tools to Accurately Measure Risk Use big data and machine learning to improve risk management Shift from Fee-Based to Value-Based Care Implement population health tools that manage care delivery and control costs by risk population Digital Health Report 15 Overview: Payers Seek Solutions in Price Competitive Marketplace
- 16. Emergence of Public and Private Exchanges Increases Pricing Pressure on Payers Digital Health Report 16*Private Exchanges: Healthcare exchange that is created by employers for their employees. The Affordable Care Act created public exchanges; now employers are embracing private exchanges.* Public Exchanges Public exchanges are expected to cover 15 million people by 2017 Private Exchanges An estimated 20-30% of employers plan to create private exchanges within 5 years Consumers on exchanges tend to choose lower-cost plans, impacting payer revenues. $322 is the potential annual savings for consumers actively shopping for coverage in 2016 As many as 66% of employees choose plans with lower premiums when switching to private exchange plans Exchanges make it easier for consumers to change their health insurance plans, which creates pricing pressure on payers.
- 17. Data Remains in Silos, Making Claims and Costs Difficult to Predict Electronic Health Records Medical Claims Data Lab Data Government regulations and standards are adding to challenges of controlling medical claims and costs. Disparate data sources impact payers’ ability to accurately access risk. Regulatory Changes May Increase Medical Claims and Costs Payers Face New Challenges in Cost Control and Risk Management Digital Health Report 17 Ongoing difficulty in capturing and measuring standardized data remains the biggest challenge for payers when assessing risk and medical claim costs. An opportunity exists for digital health companies that specialize in providing risk and analytics solutions. @ @ @ @ @ @ World Health Organization: Implementation of ICD-10 U.S. Government: Minimum Medical Loss Ratio
- 18. Payers Struggle in Shift to Value-Based Care Digital Health Report 18 Payers Rate Value-Based Care Payment Models as More Difficult to Implement 0% 2% 4% 6% 8% 10% 12% 14% 16% Pay for Performance Episode of Care / Bundled Payments Capitation Global Payment Other (i.e.Shared Savings) Fee For Service % of Payers Rating Model as Difficult to Implement Value-Based Care Traditional Payment Model Payers cite data standardization and analysis measures as major challenges in implementing value-based care, especially in pay for performance and shared savings models. Digital health solutions can help more accurately assess medical claims. Fee for Service – Fixed fee payment for service rendered Pay for Performance – Incentives to providers based on KPIs Global Payments - Fixed budget of care for population of patients with sophisticated risk adjustments incorporated Capitation – Fixed budget of care for population of patients Bundled Payments – Single payment per episode of care Other (Shared Savings) –Incentives to encourage cost saving
- 19. Digital Health Report 19 Healthcare Systems and Professionals: Impacting Care Delivery
- 20. Challenge Opportunity Example Digital Health Companies High Administrative Costs Digitize records and improve communications and workflows Shift to Value-based Care Develop new ways to analyze costs and patient population risks to deliver more efficient care Explosion of Data in Clinical Decision-Making Implement clinical outcomes analysis and personalized medicine Digital Health Report 20 Overview: Healthcare Systems and Professionals Face Pressure to Improve Care Delivery
- 21. $128 $35 $192 $131 $177 $248 Failures of Care Delivery Failures of Care Coordination Overtreatment Pricing Failures Fraud and Abuse Administrative Complexity Healthcare Systems and Professionals Are Plagued by Operational Challenges Digital Health Report 21 Lack of automation is prevalent in the industry. The majority of the inefficiencies and waste in the healthcare system relates to administrative complexity, pricing failures and fraud and abuse. Overlaying electronic documentation support and data analytics tools across these disparate data silos will better identify outliers and lower total systematic costs. Estimated Annual Cost of Operational Inefficiencies on Healthcare System ($B) $910 Billion Estimated annual cost of inefficiencies in the U.S. healthcare system Provision of Care Failure of Health System
- 22. Healthcare Systems and Professionals Struggle with Basic Communications Digital Health Report 22 0 10 20 30 40 Prescribing and/or Administering Medications Completing Documentation Communicating and Consulting with Colleagues Conducting Patient Care Minutes per Day Wasted Estimated Time Wasted by Care Providers Due to Inefficient Systems and Workflow Main Reasons Time is Wasted in Communicating with Colleagues Inefficient and outdated communications systems in clinical settings waste, on average, an estimated $1.7 million annually per hospital. Deploying and mandating modern digital health communication tools will improve health system profitability. Text messaging is not allowed Pagers are not efficient Wi-Fi is not available Email is not efficient
- 23. Digital Health Report 23 High Workload Leads to Increased Risk of Medical Error Today the healthcare professional… Healthcare professionals often work long shifts, which correlates with a higher frequency of medical errors. Digital health opportunities include electronic medical records, improved workflow management and better communications tools to help reduce medical errors. 74% of Nurses cite stress and overwork as top concerns Is Stressed Only 6% of Doctors describe their morale as positive Faces High Workload Over 20% of Physicians report workload has likely contributed to patient transfers, morbidity or even mortality Adding a nurse FTE leads to a 16% reduction in the odds of death in a surgical setting
- 24. Value-Based Care Creates New Challenges for Systems Digital Health Report 24 Healthcare Systems Rate Value-Based Care Payment Models More Difficult to Implement 0% 5% 10% 15% 20% Pay for Performance Episode of Care / Bundled Payments Capitation Global Payment Other (i.e.Shared Savings) Fee For Service % of Payers Rating Model as Difficult to Implement Episode of Care / Bundled Payments Other (e,g, Shared Savings) Value- Based Care Traditional Payment Model50% of Medicare payments expected to be value-based in 2018 Only 20% of healthcare CEOs say they are ready to fully implement value-based care Shift to value-based care is coming… But healthcare systems are unprepared: Adopting value-based care requires improving outcomes while controlling costs. Healthcare systems also face difficulty in allocating payments in value-based care models. Digital health companies can help create tools to analyze patient risk and generate actionable insight on how to provide more efficient care. Fee for Service – Fixed fee payment for service rendered Pay for Performance – Incentives to providers based on KPIs Global Payments - Fixed budget of care for population of patients with sophisticated risk adjustments incorporated Capitation – Fixed budget of care for population of patients Bundled Payments – Single payment per episode of care Other (Shared Savings) –Incentives to encourage cost saving
- 25. Clinicians Face a Deluge of Medical Information Increasing drug approvals (~1600 cumulative in 2015) Alert fatigue More treatment & diagnostic options Impacts decision-making, causing errors Over 80% of primary care physicians believe they receive an excessive number of alerts. Clinicians Need Tools to Tackle Information Overload Digital Health Report 25 Increased academic literature & research ~2M articles published in a single year Increased genomic & mutation data >187M DNA sequences recorded (200 terabytes of data) Increased clinician stress Imprecise clinical judgment Clinicians struggle to keep up with rapidly advancing medical research. They and their patients can benefit from effective data analysis and personalized medicine to improve clinical outcomes.
- 26. Digital Health Report 26 Healthcare Consumers: Engaging Consumers, Empowering Patients
- 27. Challenge Opportunity Example Digital Health Companies Lack of Choice and Price Transparency Provide tools and services to access quality healthcare at a reasonable cost Poor Health Literacy Create access to online educational material and training to improve decision-making Lack of Tools to Manage Health and Wellness Empower patients to manage their own health, including disease treatment and wellness Digital Health Report 27 Overview: Empowering Patients Is Key to Fixing Healthcare System
- 28. Digital Health Report 28 Patients Are Often Uninformed on Costs, Treatment Options Healthcare consumers and patients struggle to manage their own healthcare due to limited access to relevant healthcare information. Digital health companies can empower patients through better search tools, pricing transparency solutions, disease management apps and other patient engagement solutions. Lacks information on disease As few as 13% of patients with chronic disease were provided health education Only 13% of patients were given a range of treatment prices Lacks information on cost Lacks health literacy Up to 35% of patients have no or only basic health literacy Today the patient…
- 29. $966 $840 $783 $799 $500 $600 $700 $800 $900 $1,000 PredictedcostsperpatientEngaged Patients Correlate with Lower Costs and Better Outcomes Digital Health Report 29 Lower readmission rates Higher survival rates • Higher rates of medical errors • Less likely to follow healthcare professional’s advice Poorer Outcomes Better Outcomes Higher Costs Lower Costs Healthcare costs for the least-engaged patients are 21% higher than those for the most-engaged patients Least Engaged Most Engaged
- 30. 24% 38% 31% 6% 1% To be Completely in Charge To Make Final Decision with Doctor input To Make Joint Decision with Doctor To Give Input with Decision made by Doctor For Doctor to be Completely in Charge Patients Want to Be Active Decision-Makers Digital Health Report 30 More than 90 percent of adults say they want to be actively involved in decision-making with their doctors, and 24 percent want to be completely in charge. Looking ahead, patients’ interest in their own healthcare represents opportunities for digital health technologies that empower patients. Asked how much they want to be involved in their healthcare decisions, patients wanted… For Doctor to Be Completely in Charge To Give Input with Decision Made by Doctor To Make Joint Decision with Doctor To Make Final Decision with Doctor Input To Be Completely in Charge Patient Actively Involved Doctor Makes Final Decision
- 31. Digital Health Report 31 Digital Health Outlook: Mapping Digital Solutions for Advancing Healthcare
- 32. Clinical Operations Patient Surveillance Image Management / Analytics Electronic Medical Records Decision Support & Analytics / Predictive Medicine Marketing / Customer Experience Networking / Education Care Coordination / Communication Population Health Management Practice Management & Operational Workflows Digital Health Companies Are Changing the Face of Healthcare Digital Health Report Patients / Consumers 32 Digital health companies are innovating in the healthcare space by focusing on improving outcomes and reducing costs. In the next report, we will evaluate the most promising opportunities and solutions that address the needs of patients and healthcare consumers. FocusonHealthOutcomes Employers / Payers Life Science / Other Systems / Healthcare Professionals FocusonHealthcareCosts TelemedicineRemote Monitoring Patient-Clinician Communication Digital Therapeutics / Pill Plus Patient / Professional Interaction Fitness / Wellness / Wearables / Tracking Insurance SearchGenetic Screening Education Social Support Professional Search Disease / Medication Management Enterprise Wellness Risk Adjustment / Payer Administration Value-Based Care Enterprise Health Management Data Driven PayersPatient Engagement / Benefits R&D Operational
- 33. About the Authors Digital Health Report 33 Steve Allan, CFA Steve Allan is the Head of SVB Analytics, responsible for the three areas of information services provided to the innovation economy: Strategic Advisory Services, Compliance Valuations, and Insights. Strategic Advisory Services provides consultative guidance around valuations, benchmarking and inorganic growth strategies. Compliance Valuations issues valuation opinions for private companies. Insight focuses on studying trends and opportunities in the private venture-backed innovation ecosystem. Steve brings a strong financial background and passion for entrepreneurship to his role at SVB Analytics. Steve earned a master’s in business administration from Duke University's Fuqua School of Business and a bachelor's degree in finance from the University of Notre Dame. Head of Analytics sallan@svb.com Emily Wengel Emily Wengel is a Valuation Associate with SVB Analytics, responsible for conducting due diligence and financial analysis on valuation engagements for early-stage, venture-backed life sciences companies. Prior to joining SVB Analytics, Emily worked as a business analyst at BioMotiv, an early stage biotech accelerator. Emily graduated cum laude from University of Pennsylvania, where she earned a bachelor of science in economics and a bachelor of arts in biology. Associate ewengel@svb.com Alex Lee Alex Lee is a Valuation Manager at SVB Analytics, responsible for conducting due diligence and financial analysis on valuation engagements for venture-backed companies in the Life Science sectors. Prior to joining SVB Analytics, Alex worked as a consultant for biopharmaceutical companies, diagnostic companies and medical research institutions, assisting in corporate development, product commercialization and strategic advisory activities. Alex holds a master’s of bioscience degree from Keck Graduate Institute and a bachelor’s of science degree in biochemistry from the University of Nebraska-Lincoln. Manager klee@svb.com Scott Winder Scott Winder is a Director at SVB Analytics, responsible for managing client valuation assignments and issuing valuation opinions. Prior to joining SVB Analytics, Scott was a manager in the Business Valuation practice of Deloitte Financial Advisory Services LLP based in San Francisco. While at Deloitte, Scott provided financial advisory services related to mergers and acquisitions, accounting compliance, tax reporting and strategic planning for clients in the technology and life sciences industries, with particular experience in the biotechnology and biopharmaceutical industry segments. Scott holds a master's degree in business administration from the Haas School of Business (University of California at Berkeley), and a bachelor’s degree in human biology from Occidental College. Director swinder@svb.com
- 34. Appendix: Sources Digital Health Report 34 Slide 7: U.S. Healthcare Expenditures Far Outpace Other Countries • “OECD Health Statistics 2015.” Slide 8: But Health Outcomes Are No Better, Despite Investment • “OECD Health Statistics 2015.” Slide 9: Administrative and Insurance Costs Contribute to Higher Healthcare Costs • Centers for Medicare & Medicaid Services, Office of the Actuary. Data released January 7, 2014 Slide 12: Healthcare Benefits Become Bigger Part of Employee Compensation • “Employment Cost Trend.” US Bureau of Labor Statistics. Last modified June 30, 2015. Slide 13: Employers Increasingly Use Benefits to Attract and Retain Workers • “2015 Strategic Benefits Survey – Leveraging Benefits to Recruit Employees.” Society For Human Resource Management (SHRM). Slide 14: Workforce Impacts Productivity and Bottom Line • “Total Financial Impact of Employee Absences in the U.S, 2014.” Society For Human Resource Management (SHRM). Slide 16: Emergence of Public and Private Exchanges Increase Pricing Pressure on Payers • “Potential Savings from Actively Shopping for Marketplace Coverage in 2016.” Kaiser Family Foundation. • “Examining Private Exchanges in the Employer-SponsoredInsurance Market” Kaiser Family Foundation. September 2014. • “Private Health Insurance Exchanges.” Kaiser Family Foundation. • “The Budget and Economic Outlook: 2016 to 2026.” Congressional Budget Office. Slide 18: Payers Struggle in Shift to Value-Based Care • “The 2014 State of Value-BasedReimbursement and the Transition from Volume to Value in 2014.” McKesson Corporation. Slide 21: Healthcare Systems and Professionals Are Plagued by Operational Challenges • Donald M. Berwick and Andrew D. Hackbarth, “Eliminating Waste in US Health Care,” JAMA 307, no. 14 (April 11, 2012):1513–6. Slide 22: Healthcare Systems and Professionals Struggle with Basic Communications • “The Imprivata Report on the Economic Impact of Inefficient Communications in Healthcare.”June 2014. Slide 23: High Workload Leads to Increased Risk of Medical Error • Sandeep Jauhar. “Why Doctors Are Sick of Their Profession.” Wall Street Journal. August 29, 2014. http://www.wsj.com/articles/the-u- s-s-ailing-medical-system-a-doctors-perspective-1409325361 • Paul G Shekelle. ”Effect of Nurse-to-Patient Staffing Ratios on Patient Morbidity and Mortality.” in Making Health Care Safer II: An Updated Critical Analysis of the Evidence for Patient Safety Practices. Rockville (MD): Agency for Healthcare Research and Quality (US); 2013 Mar. (Evidence Reports/Technology Assessments, No. 211.) • Henry J. Michtalik. et al. “Impact of Attending Physician Workload on Patient Care: A Survey of Hospitalists.” JAMA Intern Med. 2013;173(5):375-377. doi:10.1001/jamainternmed.2013.1864.
- 35. Appendix: Sources (continued) Digital Health Report 35 Slide 24: Value-Based Care Creates New Challenges for Systems • “The 2014 State of Value-BasedReimbursement and the Transition from Volume to Value in 2014.” McKesson Corporation. • “The State of Population Health: Numerof Survey Report.” 2016. • “Just 20% of health care CEOs are ready to get rid of fee-for-service.” The Advisory Board Company. 2015 Slide 25: Clinicians Need Tools to Tackle Information Overload • Amanda Hall and Graham Walton. “Information overload within the health care system: a literature review.” Health Information & Libraries Journal, 21: 102–108. doi: 10.1111/j.1471- 1842.2004.00506.x • Information Overload and Missed Test Results in Electronic Health Record–BasedSettings JAMA Intern Med. 2013;173(8):702-704. doi:10.1001/2013.jamainternmed.61. • FDA • “GenBank and WGS Statistics.” National Center for Biotechnology Information. August 2015. • Lutz Bornmann and Rüdiger Mutz. “Growth rates of modern science: A bibliometric analysis based on the number of publications and cited references.” Journal of the Association for Information Science and Technology. 66: 2215–2222. doi: 10.1002/asi.23329 Slide 28: Patients Are Often Uninformed on Costs, Treatment Options • Ritsema TS, Bingenheimer JB, Scholting P, Cawley JF. Differences in the Delivery of Health Education to Patients With Chronic Disease by Provider Type, 2005–2009. Prev Chronic Dis 2014; ;11:130175. DOI: http://dx.doi.org/10.5888/pcd11.130175 • Blumenthal-Barby, et al. The NeglectedTopic: Presentation of Cost Information in Patient Decision Aids. Med Decis Making May 2015 vol. 35 no. 4 412-418 • “America’s Health Literacy: Why We Need Accessible Health Information.” US Department of Health and Human Services. 2008. Slide 29: Engaged Patients Correlate With Lower Costs and Better Outcomes • “Chronic Care: A Call to Action for Health Reform.” AARP Public Policy Institute. • Suzanne Mitchell, et. al. Patient Activation and 30-Day Post- Discharge Hospital Utilization. Jornal of General Internal Medicine. 2013. 2014 Feb;29(2):349-55. doi: 10.1007/s11606-013-2647-2. • Judith H. Hibbard, et. al. “Patients With Lower Activation Associated With Higher Costs; Delivery Systems Should Know Their Patients’ ‘Scores.’” Health Aff February 2013 vol. 32 no. 2 216-222. doi: 10.1377/hlthaff.2012.1064 • David H. Gustafson et al. An eHealth System Supporting Palliative Care for Patients with Non-small Cell Lung Cancer: A Randomized Trial. Cancer. 2013 May 1; 119(9): 1744–1751; doi: 10.1002/cncr.27939. Slide 30: Patients Want to Be Active Decision-Makers • “The State of Patient Engagement and Health IT” HIMSS. 2014.
- 36. About Silicon Valley Bank For more than 30 years, Silicon Valley Bank has helped innovative companies and their investors move bold ideas forward, fast. SVB provides targeted financial services and expertise through its offices in innovation centers around the world. With commercial, international and private banking services, SVB helps address the unique needs of innovators. Digital Health Report 36 This material, including without limitation to the statistical information herein, is providedfor informationalpurposesonly. The materialis based in part on information from third-party sourcesthat we believeto be reliable,but which have not been independentlyverifiedby us and for this reason we do not represent that the information is accurate or complete.The information should not be viewed as tax, investment,legal or other advice nor is it to be reliedon in making an investmentor other decision. You should obtain relevantand specific professionaladvice beforemaking any investment decision.Nothing relatingto the material should be construedas a solicitation,offer or recommendation to acquire or dispose of any investmentor to engage in any other transaction. SVB Analytics is a memberof SVB Financial Group and a non-bank affiliate of Silicon Valley Bank. Productsand servicesofferedby SVB Analyticsare not FDIC insured and are not depositsor other obligationsof Silicon Valley Bank. SVB Analytics does not provideinvestment,tax, or legal advice. Please consult your investment, tax, or legal advisors for such guidance. ©2016 SVB Financial Group. All rights reserved.Silicon Valley Bank is a member of FDIC and FederalReserve System. SVB>, SVB Financial Group,and Silicon Valley Bank are registeredtrademarks.0416-061 About SVB Analytics SVB Analytics, a non-bank affiliate of Silicon Valley Bank, serves the strategic business needs of entrepreneurs, corporates and investors in the global innovation economy. For more than a decade, SVB Analytics has helped global business leaders make informed decisions by providing market intelligence, research, and consulting services. Powered by proprietary data, SVB Analytics has a unique view into the technology and life science sectors.