b'Sea Change Straight AheadThe five healthcare deliverysugar monitoring, it is still in its early years of development. Furthermore, as the Hospital from predictions post COVID-19Home concept proliferates, patients and providers are below: can minimize unnecessary inpatient admissions. Keeping the U.S. elderly population out of the hospital, where infection and mortality rates are 1. Partnerships will increase. unfavorable, will save billions of dollars. As the COVID-19 pandemic accelerates the utilization of telehealth, payers and providers willBefore COVID-19, payers had limited infrastructure have to work together to adjust reimbursementand coverage for telehealth visits. This limited coverage and rates. To date, health systemsinfrastructure and coverage resulted in lower have started to devote resources to keepingreimbursements than in-clinic visits, creating a patients out of the hospital and subsequentlychallenge for health systems to support robust reallocate those resources to people intelehealth programs. The traditional medical critical condition. Medicare and other federalvisit concept of Volume First, Value Second legislation, including the Merit-based Incentivewill start ceding to Personalization and Value Payment System (MIPS), Accountable CareFirst, Volume Second. Additionally, as outpatient Organizations (ACOs), and Medicare Accessrevenue exceeds inpatient revenue in the U.S., and CHIP Reauthorization Act of 2015 (MACRA),hospitals will have to adapt from providing sick have built-in financial incentives for reducingcare to affordable, preventive-focused care. AI-avoidable hospitalizations. based digital technologies and monitoring will open gateways for both providers and patients Where the incentive structure lacks are forto interact in real-time and, hopefully, decrease telehealth and delivery of virtual healthcaremorbidity and mortality rates. services. Additionally, the United States has a health appointment no-show problem. In 2018, no-shows cost the U.S. healthcare system more3. Patient trust is non-negotiable. than $150 billion a year and individual physiciansHealth and Human Services (HHS) new an average of $200 per unused time slot. Althoughinteroperability rules make it easier for patients to the United States spent $3.6 trillion ($11,172 forown their data. The health systems that want trust every person in the U.S.), $150 billion is a high sunkas a cornerstone will offer integrated information cost that has reasonable solutions. Bolstering thetechnology (IT) solutions that allow easy and delivery of telehealth and reducing no-shows atsecure information transfer and access. Patients health systems likely will run through the avenuewill actively seek health systems and providers of collaborative partnerships.that provide real-time access to medical data and communication tools. Big techs place in healthcare is a facilitation rolethink of Rackspace or 2. Artificial intelligence (AI) will become aGoogle Cloudwhere health systems store data. major factor. Patients will control who sees their information In comparison to newer model cars thatwithin these interfaces. As patient data begins to continuously send data to the cloud, theamass, ethicists should be at the forefront of the transmission of patient healthcare informationinteroperability conversations. The reduction of is currently more static. It could be feasible thatbarriers should center around patients owning their by 2030 people who subject themselves todata. These are ambitious aims since the electronic monitoring will offer providers real-time healthhealth record (EHR) space is competitive and feedback that seamlessly integrates into theirextremely lucrative when interoperability between patient records. The concept and refinementsystems is limited. of nanotechnologies have already allowed providers to monitor diabetic patients during theTo close the health disparity gap, EHR COVID-19 pandemic remotely. Although wearableinteroperability and the fostering of patient trust technology exists for heart rate and bloodare no longer non-negotiable. 36 Langdale College of Business'