EDITOR’S NOTES
www.HCinnovationgroup.com EDITORIAL
Editor-in-Chief: Mark Hagland 917-275-2426
mhagland@HCinnovationgroup.com
Managing Editor: Rajiv Leventhal 212-812-1418
rleventhal@HCinnovationgroup.com
Senior Editor: David Raths
draths@mac.com
ADVERTISING SALES
Publisher: Matt Raynor 561-776-0015
mraynor@HCinnovationgroup.com
Sales Director: Anita Brodersen 847-744-2884
abrodersen@HCinnovationgroup.com
Sales Director: Steve Menc 814-450-5571
smenc@HCinnovationgroup.com
Events Program Director: Stephen McCollum
smccollum@HCinnovationgroup.com SERVICES
Graphic Artist: Patti Connors 941-388-7050 ext. 102,
pconnors@endeavorb2b.com
List Rentals/Ad Contracts Mgr: Laura Moulton
lmoulton@endeavorb2b.com
Ad Traffi c Manager: Norma Machado
nmachado@endeavorb2b.com
eProduct Coordinator: Mary Haberstroh
mhaberstroh@endeavorb2b.com
Single Back Issues/Subscriptions:
subscriptions@endeavorb2b.com
GROUP PUBLISHER
Amy Mularski EVP, Healthcare Group
amularski@endeavorb2b.com
CORPORATE TEAM H
uman beings have always aspired to con- quer challenges. Look at the history of San Francisco’s Golden Gate Bridge, which, after decades of vision, discussion, planning, funding, and hard work, fi nally became a reality in May 1937.
CEO Chris Ferrell
CRO/CMO June Griffin | CFO William Nurthen COO Patrick Rains | CTO Eric Kammerzelt
Chief Administrative and Legal Offi cer Tracy Kane
EVP Key Accounts Scott Bieda | EVP Key Accounts Linda Reinhard EVP/Group Publisher Amy Mularski EVP Special Projects Kristine Russell
2477 Stickney Point Rd., Suite 221B Sarasota, FL 34231 Phone: (941) 388-7050 Fax: (941) 388-7490
www.HCinnovationGroup.com
Healthcare Innovation content is also available from PROQUEST Information and Learning, 300 N. Zeeb Road, Ann Arbor, MI 48106 USA, 313-761-4700. Copyright Clearance Center, Inc. 978-750-8400.
Publishers of this magazine assume no responsibility for statements made by their advertisers in business competition, nor do they assume responsibility for statements/opinions expressed or implied in the columns of this magazine. Printed in the USA.
HEALTHCARE INNOVATION formerly Health Management Technology
(ISSN 2641-7502)
Published bi-monthly by Endeavor Business Media, LLC., 2477 Stickney Point Rd., Suite 221B Sarasota, FL 34231, (941) 388-7050.
Subscription rates: $52.80 per year in the United States; $64.90 Canada/Mexico; International subscriptions are $95.15 per year. Current single copies (if available) are $15.40 each (U.S), and $19.80 each (international). Back issues (if available) are $17.60 each (U.S.) and $22 each (International). Payment must be made in U.S. funds on a branch of a U.S. bank within the continental United States and accompany request. Subscription inquiries:
subscriptions@endeavorb2b.com.
Title registered U.S. Patent Offi ce. Copyright 2020 by Endeavor Business Media, LLC., All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage-and-retrieval system, without permission in writing from the publisher.
Offi ce of publication: Periodicals Postage Paid at Nashville, TN 37209 and at additional mailing offi ces. Postmaster: Send address changes to Omeda (Healthcare Innovation), PO Box 3257, Northbrook, IL 60065-3257.
As
History.com explains it, “Following the Gold Rush boom that began in 1849, speculators realized the land north of San Francisco Bay would increase in value in direct proportion to its accessibility to the city. Soon, a plan was hatched to build a bridge that would span the Golden Gate, a narrow, 400-foot-deep strait that serves as the mouth of the San Francisco Bay, connecting the San Francisco Peninsula with the southern end of Marin County. Although the idea went back as far as 1869, the proposal took root in 1916. A former engineering student, James Wilkins, working as a journalist with the San Francisco Bulletin, called for a suspension bridge with a center span of 3,000 feet, nearly twice the length of any in existence. Wilkins’ idea was estimated to cost an astounding $100 million. So, San Francisco’s city engineer, Michael M. O’Shaughnessy (he’s also credited with coming up with the name Golden Gate Bridge), began asking bridge engineers whether they could do it for less. As
History.com notes, “Eventually, O’Shaughnessy and [engineer Joseph] Strauss concluded they could build a pure suspension bridge within a practical range of $25-30 million with a main span at least 4,000 feet. The construction plan still faced opposition, including litigation, from many sources. By the time most of the obstacles were cleared, the Great Depression of 1929 had begun; but, “[I]n the end, it cost $35 million to build the bridge ($514 million in contemporary dollars), and it took four years and four months to build it, with thousands of construction workers involved (and 11 deaths from falls).” But the Bridge’s completion created great excitement, and beyond its 20 million southbound crossings every day, the Bridge has also become a beloved worldwide symbol of San Francisco. But it’s clear that simply imagining the Bridge was not enough; it took tremendous vision, planning, money, and hard work to make it a reality.
Mark Hagland
Some of the same types of challenges face the U.S. healthcare delivery system right now, as we lurch into the second decade of the 21st
century. The payers, pur-
chasers, and consumers of healthcare have long been demanding that the providers of care—hospitals, medical groups, health systems, and post-acute and ambulatory care providers—deliver higher-quality, more reliable care, at lower costs, even as our society faces a double problem of aging and continuous increase in chronic illness. As the Medicare actuaries have noted, total U.S. healthcare expenditures are expected to increase from the current $3.3 trillion to nearly $6 trillion per year—a full 61 per- cent—in the next seven years. And all of that was before the extraordinary clinical, care delivery, operational, and fi nancial challenges that have come with the COVID-19 crisis.
And it is in the middle of this crisis that we at Healthcare Innovation are pleased
to present our Ten Transformative Trends, our annual review of the most important trends infl uencing the U.S. healthcare delivery system. In the midst of the enormous challenges brought on by the pandemic, innovation and transformative change are continuing forward. Transformative change will require the same type of ingenuity and hard work that went into the building of the Golden Gate Bridge. But meaningful progress is absolutely possible. The proof? On a clear evening, as one looks west from the city of San Francisco, through the Golden Gate, nothing human-made on earth could be more inspiring than The Bridge.
MAY/JUNE 2020 |
hcinnovationgroup.com 1 What’s the New
“Golden Gate Bridge” in the U.S. Healthcare System’s Future?
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32
