Fast-Tracking the Development and Implementation of an ... 11/Reisetter - Track D - 5.11.pdfFast-Tracking the Development and Implementation of an Innovation Center Julie Reisetter,

Fast-Tracking the Development and Implementation

of an Innovation Center

Julie Reisetter, VP, Innovation UCHealth

UCHealth by the numbers

• 10 hospitals in Colorado

• 1,773 beds

• 121,898 admissions

• 444,140 ED visits

• 72,488 Surgeries

• 2,921,835 Out-Patient visits

But it’s not about us…

UCHealth CARE Innovation Center

• Established in 2016

• Bringing together experts in clinical

care delivery, informatics, analytics and

implementation science to partner with

industry to create innovative solutions

to modern healthcare challenges

• Hub for developing, testing, and

implementing healthcare innovations

• Springboard for launching process

improvements and products, and

bringing them to market in order to

improve healthcare delivery

Dr. Richard Zane

Chief Innovation Officer

Co-Founder, CARE

Innovation Center

Dr. Jennifer Wiler

Executive Director and

Co-Founder, CARE

Innovation Center

Julie Reisetter, MS, RN

VP, Innovation

• Co-develop and/or test care innovations

• Clinical validation

• Evaluate scientific/market potential

• Consumer and clinician usability assessment

• Subject Matter Experts, technical, business, research, capital resources

• Simulation Centers and Innovation Units

• EPIC implementation across entire enterprise

• Startup company mentorship

• Entrepreneur in Residence

UCHealth Innovation Portfolio

v

What Makes UCHealth Attractive for Partnerships?

Colorado Digital Health Boom

World class living laboratory Product development and testing “shoulder to shoulder” with clinicians

Rapid decision making

Unique dataenvironment

High Level Partnership Process

Sourcing Opportunities

Vetting Ideas and Opportunities

Iterate and Implement

Clinically Validate

Evaluate

Scale

Wayfinding

Condition-specific digital therapiesVirtual Reality

EHR embedded pathwaysSimplifying the external

patient story

Data science embedded in

IT systemsRemote surveillance

Virtual CareConversational AI

High Priority Focus Areas

Wearable devices

COMPANY PITCH

1. Solves a high priority problem

2. Leadership team strength

3. Technical fit

4. Co-Development opportunity

5. Resource requirement

Innovation Advisory Council

YESDiligence -> terms

negotiation -> Innovation

Steering Committee

NOCompany provided

feedback and dismissed

Potential PartnerMove to Collaboration

Assessment

1. COm

CARE Innovation Center

Company pipeline doubled year 1

CARE Innovation Portfolio2% 3%

3%

92%

Vetting Special Projects Contract Dismissed

Only the most promising technologies,

developed by motivated teams committed

to our vision of health innovation, make it

through our pipeline.

That means saying no – a lot…

Over 250 local, national and international

companies have sought partnerships with

UCHealth

Negotiating terms with

4 new companies

Virtual Care at UCHealth

Virtual ICU

Centralized Telemetry

Virtual Sitters

Continuous monitoring of patient outside the ICU

• Current technologies and concepts are founded on more than 30 years of research and development

• Recent changes in cost and access make VR affordable

• After years of validation and use by early adopters - VR technology is poised to move to the

mainstream

Virtual Reality Technology For Medicine

A Future So Bright, You Gotta Wear…

Virtual Reality at UCHealth

Three focus areas

• Patient experience

• Empathy/Care-giver support/Care-giver burnout

• Therapeutics

• Lack of evidence-based, user-informed content

• How do you get people who need it to see it?

• VR still not adopted widely

• Logistical concerns

• Validation and evaluation

• VR just for the sake of it

• VR alone probably won’t do much

• Still learning why VR works

• Cost

Real World Implementation Challenges

Frequently encountered challenges to digital health partnerships

• Limited access to Subject Matter Experts (SMEs)

• Lack of dedicated Project Management staff

• Lack of institutional clinical capacity for additional responsibilities

• Lack of access to care teams

• Lack of access to broader patient populations

• Lack of institutional supports for more than pilots

Applied Decision Science Lab

ADSL will focus on:

• Developing new insights into big data and

artificial intelligence to move from predictive to

prescriptive analytics

• Pioneering the provider experience and

reducing clinician burnout from difficult-to-use

technology

• Helping other industry stakeholders

understand how clinical decision support

technology will change clinician behavior at the

point of care

“Never innovate to compete, innovate to change the rules of the game.”

David O. Adeife