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July 7: Today on TownHall, we’re sharing another highlight from our visit to the Scottsdale Institute conference. In this episode, Bill Russell speaks with Nicholas Archer, Vice President, Ventures Operations at AdventHealth about home based care and launching new businesses in the field to provide better health care services. We get to see what hospital at home looks like reimagined. Nick sees a different health system model with innovative eyes. What partnerships is he looking into? Has the backdrop of current staffing shortages affected what technologies and partnerships he pursues?

Transcript

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Today on This Week Health.

How do we move just out of care and more into health? And so that's a business diversification play. If we want to be relevant with the consumer of today and in the future, it means more than procedures, more than just when you walk into our hospital and leave.

We've gotta figure out the 5% of healthcare that embeds in the 95% of someone's life.

Today on TownHall. We had the honor of being invited to the Scottsdale Institute conference in Arizona. And while we were there amongst so many great health IT leaders, we were able to capture a couple of conversations about their thoughts and work in the industry. And we thought we would share them with you on this channel. So here's another one of those interviews from the Scottsdale Institute.

All right. We are here with Nick Archer and you are with advent health mm-hmm and venture. What's your, what's your actual title?

Yeah. So ventures operations. So I've got responsibility for building new businesses, delivering new products for the organization, and primarily that have a risk focus.

So I'm building business that help us take risk and that we likely can sell to other value based organizations that are taking risk.

Fantastic. So what's top of mind, what are you looking at in. Well, Advent's all over Florida, right? It's not just the Orlando market.

Well, not just Florida.

So we're nine states. So 51 hospitals, Texas. Yeah. Nine states primary footprint in central Florida, Tampa to Daytona. It's kind of, it's the majority of our system, but we do have operating markets outside Florida as well.

So what's top of mind for you right now?

Yeah, my focus is right now hospital at.

Is big. Again, as we think about building risk bearing capability and the future of ma growth in markets that we have hospital at home is something that I'm focused on and responsible for. Also virtual care. We are looking to build out not just on demand virtual services and not just scheduled virtual services with our existing providers.

But starting to think. Some of the supply demand challenges as a health system. And so how do you use virtual care to help augment support through partnership or other specialties that we may not have? Some of the access that consumers are looking for. That's another area of focus for me right now as well.

So talk to

me about your role. It's interesting cuz in a traditional health system, it's hard to do some of the things you just talked about to think differently about how, we're gonna do hospital home. Cause hospital. Could potentially be a different business model than putting another a hundred bed hospital here and another a hundred bed hospital here, or some of the other things talk about how you're organized and why you are organized that way.

Yeah. Last year our organization started this ventures division, which is not venture investing, but ventures in terms of new businesses and structured in a way that separated it from our core hospital operating markets. So, our hospitals are focused on kind of integrated delivery in their markets and then our ventures division which I report up through and part of we're building out new businesses again, to support our ability to take risk.

And so separating them, I think is super important because we're chasing different dollars and different business models. And so that's been helpful as we've started to grow and evolve.

so hospital at home and virtual are, are two interesting things. We just talked to OSF. I've talked to John Halak before Mayo and, and some of the things that they're doing what kind of infrastructure do you have to put in place to support hospital at home to support that, virtual outreach

to the community?

Yeah. So for us we are taking a partnership approach, so we're likely not gonna build. The infrastructure to be able to do hospital at home, we're gonna acquire some of that through partnership. But we do have home care operations, hospice, operations, rehab all these things that already happen in the home, which are key inputs that you do need to deliver and to support hospital at home.

So the broader post-acute infrastructure that we have in the markets we're operating in actually become a key input to the success of hospital at. As we bring on that capability and the resources needed to deliver that in our markets.

What partnerships are, are you looking to?

Is it actually standing up the home, putting the technology in the home? Is it actually the logistics, the monitoring that needs to go on ongoing basis.

Good, good question. Yeah. So we're gonna take a build by partner approach with most of the things within our venture's portfolio. And so with hospital at home we're likely going to JV.

And so we're looking for a partner who can expertise in logistics delivering the actual clinical care in the home. So again, there are things that we bring to the table that we've got expertise in years and experience. So we have mature markets. Obviously these people are gonna end up in the hospital.

So that's a core supportive piece. Again, I mentioned hospice. And home care and other related post acute services you need to provide DME to do hospital at home. So we've got some of those infrastructure pieces and then partnering with an established hospital and home provider that has the logistics and care infrastructure and algorithms of how to actually run the business.

You put those two together and you get something that can be, can hit the ground running in a market and be successful.

Are these new service let's take Orlando significant market for you. So, are these new services for this community or, or just a different way of receiving them? Would they have traditionally gone into the hospital, gone into the ed, gone into, are we looking to, increase action? What, What's the driver?

Yeah, I think particularly in the Orlando market this is the first to market opportunity. I mean, Provider based groups that are doing home based care, but definitely not at the scale at what we're talking about. So it's really about bringing the scale operation of hospital at home to the market.

And so yes, patients that certain DRGs that can be taken care of in the home, looking at post-hospitalization care over an extended period of time to prevent readmission building a sniff at home program. All of those are components that may operate in some niche or maybe in ACOs doing something, but not really brought in scale to the market. And so that's what we're hoping to do.

It's really interesting. And so you I don't want to call you an incubator, but essentially you're launching new businesses. You're dreaming up new businesses. How much of that is the, leadership team of advent sitting around and saying, okay, these are.

the These are the pillars, or these are the focus areas that we want to go at. And how much, of it is just Greenfield sitting in front of a whiteboard and saying, all right, what services or, or potentially talking to the community and saying what's missing.

So I think for the first part of the work we're doing, it is kind of what the company has looked at, really looking at our portfolio.

And so if we're gonna grow our risk revenues from where they are to 10 billion over the next 10 years, There are certain services that you're just gonna have to have in place. And so that hits at that ability to take risk. You can't do hospital at home, you can't provide post acute services.

Those are gonna be key to us. Being able to manage risk and significantly grow revenue grow lives. So we need to do that. Then there are other things that we're doing that are probably more blue sky. So we are gonna launch an AdventHealth lifestyle, which is really a business component of how do we provide.

Really wellness services to the home. And so partnering with developers.

And so, using remote patient monitoring to be more involved in everyday health issues

not just so, I mean, I think remote patient monitoring is one piece. But when you look at the remote consumer monitoring yeah, yeah. Or remote health monitoring, so many different acronyms, when you look at the spectrum of wellness and what it means for the average individual that's Nutrition It's supplements. It is wellness from the standpoint of exercise and yoga. All of those are things that we think we can help orchestrate and play a role in play a credible role. There's this term that we use called science back self care. How do we play a relevant role? Taking the science and expertise of a health system like ours and package that together with things that people are using desire to.

use Or have questions about in their everyday life to make their life more meaningful and to make their lives whole. So that can mean a lot of things. It might mean monitoring in the home, but there are things that are not, centric to monitoring and devices that we know we can play a role in.

And we wanna figure out how we can build a business around that type of activity.

Yeah. I've had this conversation with a lot of people of, my car has more sensors on it. And the, the dealership is more in tune with what's going on with my car than my health system is in tune with what I'm doing.

And I have very few sensors on me that it's communicating to the health system. It would be interesting to establish that relationship, that ongoing.

Absolutely. I mean, those are things that we've talked about and I think the key in your example about the car, it doesn't just give you a light. It tells you what's wrong and what you need to do.

And so, remote monitoring is still a little bit of in its inf. You've got a lot of day and a lot of information, but not a lot of direction in action that can automatically be taken. And so that is the evolution that's, what's happening with our apple watches and aura rings and all of these things.

It's the insights that drive change, drive, adopting different behavior that we need to figure out and partner with consumers on.

Yeah, we, we should probably do a longer conversation cause I'm gonna end with a really big question. Which is you. You're looking out there a couple years out there and Hey, this is what healthcare could be in these communities.

But I wonder how much of that is driven by the backdrop of the staffing challenges and the staffing shortages that are going on now that says, Hey, there's a potential new paradigm that we need to be exploring, just because I'm not sure we will ever have. And this is me speaking. I'm not sure we will ever have enough nurses again or enough primary care doctors.

again Because of just, there's an ongoing shortage around the country. How much is driven by that reality and how much

is,

just looking out and saying, no, this is, where healthcare was going. Anyway.

I think my hope is naturally that they come together. But a lot of what we're doing and looking out is really Greenfield focused.

How do we play a new and different role. How do we move just out of care and more into health? And so that's a business diversification play it's playing a role of relevance in people's lives. And I think we've realized, yes, there's pressures on the hospital side but if we want to be relevant with the consumer of today and in the future, it means more than procedures, more than just when you walk into our hospital and leave more than the two times maybe that you see a doctor a year.

We've gotta figure out the 5% of healthcare that embeds in the 95% of someone's life as opposed to thinking about only when they come to us and when they're captive in front of us. And so that'll be an evolution over the next few years for the company.

Fantastic. Nick, thank you for your time.

You're welcome. Appreciate it. No problem.

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