Crain's Health Care Innovators

HEALTH CARE INNOVATORS

PIECE BY PIECE COLLABORATION BECOMING KEY TO SOLVING THE PUZZLE OF MEDICINE’S COMPLEXITIES

A LOOK AT EFFORTS: IN NORTHEAST OHIO AT THE CLEVELAND CLINIC MEDICAL INNOVATION SUMMIT INSIDE THE GLOBAL CENTER

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CONTENTS: INTRODUCTION P. 4 COLLABORATION IN NORTHEAST OHIO ACADEMICS - PARTNERSHIPS RESEARCH - COMMERCIALIZATION

P. 6

COLLABORATION AT THE CLEVELAND CLINIC INNOVATION SUMMIT OVERVIEW - SCHEDULE SPEAKERS - TOP INNOVATIONS

P. 16

COLLABORATION AT THE GLOBAL CENTER FOR HEALTH INNOVATION INSIDE LOOK - HIMSS DIRECTORY

P. 22

www.CrainsCleveland.com 700 West St. Clair Ave., Suite 310 Cleveland, OH 44113 (216) 522-1383 • (877) 824-9373 PUBLISHER/EDITORIAL DIRECTOR John Campanelli SECTIONS EDITOR Amy Ann Stoessel ART DIRECTOR Rebecca R. Markovitz PRODUCTION MANAGER Craig Mackey ADVERTISING DIRECTOR Nicole Mastrangelo CONTRIBUTING WRITERS Kathy Ames Carr Rachel Abbey McCafferty Chuck Soder Timothy Magaw ACCOUNT EXECUTIVES Lindsie Bowman John Banks Dawn Donegan Andy Hollander Mike Jansen SUBSCRIPTIONS To start receiving Crain’s Cleveland Business, please purchase a subscription for one year at $64 or two years at $110. For subscribers outside Ohio, one year is $110 or two years is $195. Call the Crain’s Cleveland Business Customer Service team at 1-877-824-9373 or email them at customerservice@crainscleveland.com.

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4

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Managed by

I

nnovation does not occur in a vacuum.

The best ideas often are born out of competing interests working together in support of a common cause.

In medicine, that common cause is stateof-the-art health care.

Northeast Ohio boasts some of the world’s most renowned medical institutions, and even these fiercely competitive organizations know that success isn’t always achieved on their own backs. Collaboration in health care is fast-becoming the gold standard in Northeast Ohio — and beyond — as the entire sector faces seemingly insurmountable challenges while operating in an era of boundless opportunity.

Much of this collaboration is being driven by the changing economics of health care.

Payers — both government and commercial — are encouraging providers to work more closely together and major grant funders are encouraging major institutions to come together to tackle some of health care’s most pressing problems.

Also, quality metrics are becoming vitally important, and smaller institutions are increasingly looking to the major academic medical centers for help in improving their performances in key service lines.

While there’s much overlap, cooperation in Northeast Ohio is evident in four key areas impacting health care: academics, institutional partnerships, research ventures and commercialization efforts.

This special supplement of Crain’s Cleveland Business will highlight some of these collaborations, as well as the Global Center for Health Innovation and the Cleveland Clinic’s upcoming annual Medical Innovation Summit. “We believe that collaboration is an essential aspect of getting it right for the future of health care delivery, the future of science and the future of innovation,� said Ann Huston, the Cleveland Clinic’s chief strategy officer.

NEOMED + CSU

REDEFINING HEALTH CARE EDUCATION IN CLEVELAND Bringing together the research and expertise of two Ohio universities, the Northeast Ohio Medical University Cleveland State University Partnership for Urban Health is introducing a new model for educating future physicians to work in underserved urban neighborhoods to improve the quality and accessibility of health care for children, families and residents of Cleveland.

The Partnership for Urban Health is creating the inter-professional health care teams of the future, educating them with the skills to serve the Cleveland communities that need it most.

The NEOMED-CSU Partnership for Urban Health will be located in the new Center for Innovation and Health Professions building opening June 2015 on the CSU campus.

CSUOHIO.EDU/NEOMED

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COLLABORATION IN:

NORTHEAST OHIO

FROM COMMERCIALIZATION TO ACADEMICS, SPIRIT OF COOPERATION IS STRONG

Ice Miller welcomes Christine Dodd Christine is a highly regarded grant writer and lobbyist working to advance legislation in a bi-partisan manner.

She will pursue funding opportunities for clients as well as lead health care policy issues.

icemiller.com

Ice on Fire

A RENDERING OF CLEVELAND STATE UNIVERSITY’S CENTER FOR INNOVATION IN HEALTH PROFESSIONS

ACADEMICS

TEACHING AS A TEAM

By Timothy Magaw

The way the Cleveland Clinic’s Dr. James Young sees it, health care’s no longer a gladiatorial sport with one person — no matter how smart — going up against the challenges. Instead, it’s a team effort, and today’s medical education has begun to reflect that trend.

“As we move forward with the changing health care scene, there’s going to be a whole variety of caregivers working together for patients and families,” said Young, dean of the Clinic’s Lerner College of Medicine, a collaborative effort with Case Western Reserve University.

No longer are medical schools training physicians in their respective silos. Now, they’re training alongside pharmacists, nurses and even dentists. And just as health care has become a team sport, so has the task in educating these future health care professionals. In many cases, nationally and locally, educational institutions are coming together all in the spirit of producing well-rounded medical professionals.

The Clinic and Case Western Reserve made perhaps the biggest statement about their commitment to collaboration and up-ending medical education when they announced last year plans to build a new, $80 million medical education building on the Clinic’s campus. Both institutions are raising money for the project, and a timeline hasn’t been finalized. However, both parties envision a high-tech space — a “stateof-the-future” one, as Young described it — where students from various disciplines can rub shoulders.

“The building will wrap a beautiful skin around what we hope will be the leading medical education program in the world,” said Dr. Pamela Davis, dean of the Case Western Reserve School of Medicine and the university’s vice president for medical affairs. “This is an

“THE STUDENTS LOVE TO SEE THESE DIFFERENT APPROACHES TO HEALTH CARE, AND I THINK IT’S OF EXTRAORDINARY VALUE.”

— DR. PAMELA DAVIS

DEAN, CASE WESTERN RESERVE SCHOOL OF MEDICINE

opportunity to share perspectives — over the lunch table, in the simulation suite, in the anatomy instruction lab — in ways we haven’t done before. It will spark creativity both in our students and in our educators.”

The Clinic’s educational endeavors go beyond Case Western Reserve. In 2012, the Clinic announced it would open an extension of Ohio University’s Heritage College of Osteopathic Medicine at its South Pointe Hospital in Warrensville Heights.

The initial class of 32 students is expected to begin in July 2015. As part of the effort, the Clinic and Ohio University will invest a combined $49 million toward the project.

Beyond the Clinic’s efforts, another major academic and medical collaboration is taking hold in Northeast Ohio.

Cleveland State University broke ground late last year on a health sciences building — a $45 million, 100,000-square-foot facility known as the Center for Innovation in Health Professions. The facility is the physical embodiment of the university’s burgeoning relationship with Northeast Ohio Medical University, which will lease about 20% of the new building.

“We don’t have to develop duplicate programs,” NEOMED president Jay Gershen said.

“We can have a team approach to health care training.”

Cleveland State and NEOMED launched a joint venture about two years ago focused on training primary care physicians who will serve in underserved urban areas. This fall, the third cohort of Cleveland State students will enter NEOMED’s College of Medicine.

Like the burgeoning CWRU-Clinic relationship, Cleveland State’s new building and relationship with NEOMED is anchored in interprofessional education. The new building will house students from nine different health professions, encouraging them to interact, according to Meredith Bond, dean of Cleveland State’s College of Sciences and Health Professions.

Bond said much of the emphasis on interprofessional education is being driven by the Affordable Care Act, which stresses the importance of team-based health care as a way to improve quality and drive down costs.

“Health care costs will continue to increase exponentially unless we do something dramatic,” Bond said. “This may well be the magic bullet. It’s not going to be easy to implement and perfect, but the more we bring professionals together to talk about health issues, the more effective it’ll be.”

While recent construction projects are the physical manifestation of collaboration in local health care education, cooperation runs deep among local health care teaching efforts. Case Western Reserve, for one, has deep relationships with not only the Clinic, but all of its hospital partners, including University Hospitals, MetroHealth and Louis Stokes Cleveland VA Medical Center. The same could be said for NEOMED, which also works closely with Akron’s competing health care organizations.

“The students love to see these different approaches to health care, and I think it’s of extraordinary value,” Davis said.

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7

PARTNERSHIPS

BREAKING

DOWN

THE WALLS

By Timothy Magaw Starting in the mid-1990s, the Cleveland Clinic went on an intense buying spree that resulted in the lion’s share of the region’s independent hospitals joining the Clinic system. While the Clinic hasn’t closed the door on the potential for further acquisitions, the health system has preferred in recent years to extend its reach in other ways.

Affiliations. Strategic alliances. Joint ventures. They’re all part of the Clinic’s quest to extend its brand without investing substantial capital. In some cases, these relationships — particularly the consulting affiliations — are intended to generate revenue. But more importantly, Clinic officials stress that these relationships are designed to allow the health system and its partnering institutions to better navigate today’s increasingly complex health care landscape with a little more muscle.

“There’s a blurring of roles,” said Ann Huston, the Clinic’s chief strategy officer. “Collaborative opportunities are clearly a way for separate, independent organizations to achieve common objectives in a much quicker time frame.”

She added, “This whole industry is shifting so much, and it requires new capabilities if we’re going to take care of patients really, really well.”

Across the country, hospitals and health systems are working together more than ever to make sense of the tumultuous health care industry.

The basic idea is that bigger is usually better, and working together — and thus sharing best practices — is far more preferable than working in what many of them refer to as silos.

Also, the federal government has begun to take a heightened interest in the flurry of M&A activity occurring across the country, forcing health care providers to think about different sorts of arrangements if they want to work together.

“Systems understand that they need to collaborate,” said Allan Baumgarten, a Minnesotabased health care consultant who studies health care markets across the country. “They need to be focused on population health, and they need to take advantage of capabilities they don’t have but other systems to do.”

In August 2013, for instance, the Clinic an-

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SUMMA HEALTH SYSTEM (ABOVE), ALONG WITH UNIVERSITY HOSPITALS AND OTHER HEALTH CARE ENTITIES, IS PART OF HEALTH INNOVATIONS OHIO, HEADED BY CEO JIM REBER (RIGHT) nounced an affiliation with ProMedica, a dominating health system in Northwest Ohio. Initial opportunities for collaboration included sharing data and care protocols and perhaps some backend services.

When announced, both parties stressed the relationship was part of an industry-wide shift toward population health management. Health care systems are trying to move away from a hospital-centric model of care toward one where organizations work together to provide coordinated care across large geographic areas. Being able to do that nimbly requires some scale.

That’s part of the reason four of the state’s health care powerhouses — including Northeast Ohio’s University Hospitals and Summa Health System — last year launched Health Innovations Ohio. The new independent collaborative organization also includes Columbus’ Mount Carmel Health System and Cincinnati’s Mercy Health, the state’s largest health system that, through an auxiliary organization, purchased a minority stake in Summa.

HIO has since added Kettering Health Network to the fold, and HIO president and CEO Jim Reber said others are in the pipeline. All told, the current partners account for about 33% of all inpatient care in the state. That’s a lot of influence to wield in the state.

The group already is touting as a success the expansion of its affiliated Medicare Advantage products — benefits offerings designed to better coordinate care, and thus control costs, for Medicare enrollees. In 2013, Mount Carmel’s MediGold and Summa’s SummaCare products were made available in northern and southwestern Ohio through providers affiliated with Mercy Health and University Hospitals.

“We’re in a very competitive health care environment,” Reber said. “It would seem a bit

contradictory, but there’s clearly an environment where collaboration seems to be growing because of the opportunities it offers to improve the lives and health of Ohioans.”

FILLING THE GAPS

Hospitals can’t be experts at everything, and that’s another reason why many are joining forces. The Clinic’s renowned Sydell and Arnold Miller Family Heart and Vascular Institute, for instance, has inked agreements with hospitals across the country. The arrangements allow partnering organizations to work with the Clinic on quality outcomes and methods to speed improvements in heart care and research.

“We’ve been in the business of heart care for a long time, and we are looked at as the regional leader in heart care here,” said Dr. Stuart F. Seides, physician executive director of the MedStar Heart Institute at MedStar Washington Hospital Center, which has a clinical and research alliance with the Clinic. “The Clinic, obviously, is the No. 1 worldwide brand in heart care. The Clinic is an exceptional place.”

University Hospitals, meanwhile, has attached its highly regarded Seidman Cancer Center brand to several independent providers throughout the region, including those at Mercy Cancer Center in Elyria and Firelands Regional Medical Center in Sandusky. The group also operates a joint venture cancer center with Lake Health in Mentor.

“These are not relationships where we have a revenue stream back to us. They’re really mission-driven situations,” said Dr. Nathan Levitan, president of UH Seidman Cancer Center.

“It’s becoming a very specialized and complicated field where you really need the resources of a tertiary-quaternary medical center behind you.”

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SEEKING SOLUTIONS

ENTITIES BUILD OFF EACH OTHERS’ EXPERTISE

By Chuck Soder

W

hen it comes to treating patients, the Cleveland Clinic and University Hospitals are fierce competitors.

However, on the research side, the two hospital systems and other local institutions tend to be more collaborative than competitive.

Take the Institute of Computational Biology.

Last November, the Clinic, UH and Case Western Reserve University chipped in a total of $21.5 million to create an institute that could help medical researchers analyze the vast amounts of patient data that hospitals generate.

(That idea may sound familiar to anyone with knowledge of a Cleveland company called Explorys. However, Explorys’ software is designed to help hospitals analyze data to improve operations and patient care, while the institute is more focused on helping promote basic research.)

It would’ve been hard for any of those institutions to form a similar project on their own, according to Jonathan Haines, a geneticist who

left Vanderbilt University to run the institute.

For one, it’s less expensive to create one institute that works with researchers at multiple organizations. But the collaboration also makes the group more effective, Haines said.

Consider the patient data that the institute collects. Sure, the Clinic and UH each gather a lot of patient information on their own. But some researchers want to study rare conditions.

And they may not have enough data to conduct valid studies if all of their information comes from one hospital system, according to Haines, who also is chair of the department of epidemiology and biostatistics at Case Western’s school of medicine.

“There’s a lot of interest in looking at events and things that are not all that common,” Haines said.

The MetroHealth System “has expressed a strong interest” in joining the institute as well, he added. That could help researchers study health trends that affect different pockets of Northeast Ohio’s population, based on income, geography and other factors.

A New Hotel

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With the increase in meetings and conventions drawing more visitors into downtown Cleveland, the hotel scene is busy growing to meet demand.

Six new hotels are under construction in the downtown core, including the new 600-room Hilton Cleveland Downtown.

By 2016, downtown Cleveland will offer nearly 5,000 hotel rooms which will help to attract even more meetings to Cleveland.

Join in at This isCLEveland.com #This isCLE

10

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With data from the Clinic, UH and MetroHealth, those researchers wouldn’t need to worry about getting a good sample. They’d have anonymous data for almost every patient in Cuyahoga County, Haines said.

“It’s not a sampling. It’s not biased. This is the population,” he said.

In general, research tends to be a collaborative process, given that the process of discovering something new often requires expertise that can’t be found inside one department or institution. Plus, people who have different specialties often can come up with great ideas when they work together, Haines said.

“You get a lot of people saying, ‘Oh, that’s really neat. I never thought of it that way,’ ” he said.

The Clinic, UH and Case Western have “a history of collaboration” when it comes to research, Haines said.

THEY’VE DONE IT BEFORE

The Institute of Computational Biology was modeled on the Case Comprehensive Cancer

THE CLEVELAND CLINIC, CASE WESTERN RESERVE UNIVERSITY AND UNIVERSITY HOSPITALS ARE PARTNERS IN THE INSTITUTE OF COMPUTATIONAL BIOLOGY

Center — another research institute that unites the Clinic, UH and Case Western.

The National Cancer Institute only gives the “comprehensive label” to those few institutions that show an expertise in multiple areas.

In general, the federal organizations that fund health care innovation are pushing grant recipients to work with other institutions, according to Dr. Pamela Davis, dean of Case Western’s School of Medicine.

The same goes for the state of Ohio and private foundations, Davis said.

For instance, in 2011, when the Cleveland Foundation gave Case Western $1.5 million to expand the Cleveland Center for Membrane and Structural Biology, it pushed the university to involve more institutions.

The center, which aims to come up with new therapies by figuring out how to alter proteins and other biological molecules, began as a joint

venture between the Clinic and Case Western.

Today, it also includes Cleveland State University, MetroHealth and UH. On the state level, the Ohio Third Frontier program, which invests in high-tech projects and companies, requires many grant recipients to collaborate with other businesses and organizations.

“It’s becoming the expectation in education and research,” Davis said. “Collaboration is the order of the day.”

CROSSING THE LINE

As for the Institute of Computational Biology, over time Haines plans to recruit more hospitals to join the group.

At the moment, the institute is in the process of building out its “physical and intellectual” infrastructure.

On the physical side, it is leasing computer

equipment housed at a local data center certified to protect patient data, and it aims to “standardize and harmonize” patient data submitted by its member institutions.

On the intellectual side, the institute a few months ago hired three faculty members, who will be based at Case Western. They specialize in statistical analysis, computational biology and the study of health disparities in society.

However, the institute’s next hire will demonstrate its commitment to collaboration: That person most likely will be based at the Clinic, Haines said in late July.

He or she will focus on applying the center’s technology to the hospital system’s electronic health record system.

“We’re already trying to cross the line,” Haines said.

— Crain’s health care reporter Tim Magaw contributed to this story

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11

COMMERCIALIZATION

MARKET FORCES

By Chuck Soder Mark Zuckerberg wrote the code for an early version of Facebook from his dorm room, without a lot of help.

But to create a new medical implant, you might need a little bit more assistance.

It’s rare that a single person develops a new medical technology on his or her own, and in many cases multiple organizations — hospitals, universities, private companies — work together to launch a single product.

That need for collaboration pushed several Akron-area institutions to form the Austen BioInnovation Institute in 2008.

One of the ABIA’s main goals was to help Akron-area doctors and researchers come up with ideas for new medical technologies and turn them into products — something at which none of the founding members were particularly good.

For instance, the University of Akron developed lots of polymer technologies over the years but didn’t have a history of turning them into medical products.

Northeast Ohio Medical University still was building up its research capacity. And the three founding hospital systems — Summa Health System, Akron General Medical Center and Akron Children’s Hospital — produced only 11 documented invention ideas between 2001 and 2009.

Now, however, the three hospitals crank out more than 100 invention disclosures each year, according to Dr. Frank Douglas, the institute’s president and CEO. And so far, the ABIA has spun out six startup companies, Douglas said. And it typically is developing prototypes of 17 or 18 different medical devices at any given point, he added.

However, the ABIA in some ways serves as an example of how hard it can be to keep a collaborative project going.

The leaders from the five institutions showed

12

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LAUNCHING A TECHNOLOGY CAN TAKE THE WORK OF MANY

ment, he said.

Northeast Ohio Medical University also dropped its formal partnership earlier this year. By then, NEOMED had decided not to go forward with a previous plan that involved establishing a research presence in Akron with the Austen BioInnovation Institute.

In addition to declining support from its founding members, the ABIA had another problem: Its 30,000-square-foot hospital simulation center — built to help medical professionals practice procedures in a realistic environment — wasn’t being used nearly enough, Douglas said.

So what could solve these problems and turn the ABIA into a financially sustainable organization?

Douglas believes the answer is more collaboration.

Thus, since late 2012, he has been pushing the ABIA to start serving companies and organizations other than its members.

So if an organization wants to use the ABIA’s services — maybe they want to use the simulation center, develop a prototype or run a clinical trial — they’d have to pay a fee.

It’s a way to generate revenue for the ABIA, but it’s also a way DR. FRANK DOUGLAS to help the Akron community indirectly, Douglas said. He dePRESIDENT & CEO scribed how the institute is conAUSTEN BIOINNOVATION INSTITUTE ducting a clinical trial for a San IN AKRON Antonio-based company called ADB International Group Inc. Today, the company’s device, a strong commitment to the ABIA early on. which treats wounds with electrical stimulation, Each organization tossed in some of their own is only sold in Europe.

The $1.4 million project generates revenue money to fund the group, which also received donations from such entities as FirstEnergy for ABIA. But these types of projects also could Corp. and the John S. and James L. Knight help attract companies to the Akron area, Douglas said.

Foundation, both of Akron.

“All of the best ideas are not necessarily But the ABIA became less of a priority for Summa and Akron General as their financial found in the Akron pond,” he said.

Aram Nerpouni knows how important colstruggles grew, Douglas said. Akron General ended up dropping out as a formal partner in laboration is when it comes to medical innovaearly 2014, and Summa reduced its involve- tion.

He not only helped start the ABIA, but he’s now president of BioEnterprise, another vehicle for innovation that was created by several medical institutions: the Cleveland Clinic, University Hospitals and Case Western Reserve University.

CLIMBING MOUNT EVEREST

Unlike the founders of the ABIA, the organizations that started BioEnterprise didn’t need as much help developing new technologies.

For instance, the Clinic and Case Western both were in the process of building teams that would go on to help the institutions spin out dozens of high-tech medical startups.

But they still saw a need to create BioEnterprise. For one, the Cleveland-based nonprofit is in a better position to raise the profile of the local medical technology industry because it can harness “the power of collective storytelling,” Nerpouni said.

When talking to the media and out-of-state investors, BioEnterprise can showcase young biomedical companies from all over the region.

It’s easier to get outsiders excited about the local biomedical industry when you can paint the bigger picture, he said.

“They realize, ‘Wow, there’s a lot going on in Cleveland,’ ” he said.

When it comes to commercializing new medical technology, different organizations should work together when there’s a problem they can’t solve on their own, according to Douglas.

But each organization has to bring valuable capabilities to the table, he said. And they’ve all got to make a strong commitment to the project, he said.

You often need to collaborate with people outside your organization if you’re tackling a big challenge: He alluded to a framed picture of Mount Everest on the wall in his office, mentioning the base camp where climbers gather.

“The only way you can get to (the top of) Mount Everest is if you collaborate,” he said.

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Innovations

2014 | Medical Innovation Summit Now, it’s personal.

Cancer Treatment and Personalized Medicine October 27 – 29, 2014 Cleveland, Ohio

Why You Should Attend Cleveland Clinic’s 2014 Medical Innovation Summit, “Now It’s Personal,” is bringing together some of the biggest and most influential names in healthcare to discuss the future of Cancer Treatment and Personalized Medicine. The Summit, now in its 12th year, is renowned for thought-provoking panels, lively 1-on-1 discussions with influential CEOs, and the discovery of the latest market-ready technologies poised to shake up the status quo.

Join us for Innovation Base Camp on Sunday, October 26.

Register today.

ClevelandClinic.org/summit 216.445.5004

Who Attends?

The Medical Innovation Summit brings together all stakeholders in healthcare –from industry leaders, providers and payers to inventors, entrepreneurs, and investors. The Summit is designed for individuals interested in forging new relationships, participating in dynamic discussions to solve some of the biggest health challenges of our time, and keeping innovation an absolute priority in healthcare.

The Summit attracts: • Industry leaders in Pharma, Devices, and Information Technology • Venture capitalists, angel investors and investment bankers • Early stage company founders, innovators, and aspiring entrepreneurs • Professionals from private and public payers • Providers, researchers and technology transfer professionals • Clinical, medical affairs, regulatory and business development executives • Consultants, legal and other service providers

Cleveland Clinic offers same-day appointments.

COLLABORATION AT:

THE CLEVELAND CLINIC MEDICAL INNOVATION SUMMIT

ANNUAL EVENT BRINGS TOGETHER MORE THAN 1,500 OF THE TOP MINDS IN HEALTH CARE

Essential to care

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Cardinal Health is squarely aligned with where healthcare is going. Our focus is on making healthcare more cost-effective so doctors, nurses, pharmacists and other clinicians can focus on what matters most — the patient. By working together with our customers and partners, we are effecting real change across the continuum of care — from the hospital to the home.

© 2014 Cardinal Health. All rights reserved. CARDINAL HEALTH, the Cardinal Health LOGO and ESSENTIAL TO CARE are trademarks or registered trademarks of Cardinal Health. All other marks are the property of their respective owners. Lit. No.5MC14-19002 (08/2014)

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cardinalhealth.com

COMING TOGETHER CANCER, PERSONALIZED CARE FOCUS OF SUMMIT

By Rachel Abbey McCafferty Cancer treatment is, at its core, a multidisciplinary field, said Dr. Charis Eng, founding director of the Genomic Medicine Institute of the Cleveland Clinic’s Lerner Research Institute.

The very nature of the disease lends itself to collaborative efforts. Cancer can attack any organ system, Eng said, but no one’s an expert in every single part of the body.

It’s a “model for collaboration,” she said.

Cancer treatment and personalized care is the focus of this year’s Cleveland Clinic’s Medical Innovation Summit. Gary M. Fingerhut, executive director of Cleveland Clinic Innovations, said the topic was chosen because of the advances in the field and the fact that it affects so much of the population.

The event, now in its 12th year, is a good place to build relationships and to take on the medical challenges of the time, Fingerhut said.

In addition to a host of panels and CEO speakers, Fingerhut said, there’s a strong focus on the latest market-ready technologies. The summit, being held from Oct. 27 to 29, will highlight the top 10 medical innovations of the coming year and the winner of the New Ventures Healthcare Challenge, a contest started just last year for early stage health care IT. And new this year will be the Innovation Base Camp on Oct. 26, a half-day, hands-on event focused on best practices.

For more than a decade now, the summit has brought together health care leaders from across the world to discuss the topic of the year. The summit drew nearly 1,600 attendees last year, the Clinic estimated, and it expects this year to draw about the same number of health care-related professionals from providers to investors.

“It’s very much a global innovation event,” Fingerhut said.

Collaboration is inherently at the Innovation

2014 MEDICAL INNOVATION SUMMIT MORE THAN 1,500 SENIOR EXECUTIVES, INVESTORS, ENTREPRENEURS AND CLINICIANS WILL GATHER IN CLEVELAND FROM OCT. 27 TO 29 TO DISCUSS INVESTABLE INNOVATIONS THAT CAN LEAD TO THE DETECTION AND TREATMENT OF CANCER.

GARY FINGERHUT EXECUTIVE DIRECTOR, CLEVELAND CLINIC INNOVATIONS Summit’s core. Dr. Brian J. Bolwell, chairman of the Cleveland Clinic’s Taussig Cancer Institute, said the high-energy event brings together individuals who normally wouldn’t interact, which lends itself naturally to collaborative opportunities.

That’s appropriate for the cancer treatment industry, which Bolwell said is “increasingly a team sport.” In general, Bolwell said, the high cost of modern medicine makes collaboration attractive.

Besides, in terms of scientific research, collaboration is just the way things are done, Bolwell said.

“You want to collaborate with someone who has a different way of doing things or a new idea CONTINUED ON PAGE 21

FEATURING: n INNOVATION BASE CAMP – A HUDDLE BEFORE THE SUMMIT n THE STATE OF HEALTH CARE INNOVATION n TOP 10 MEDICAL INNOVATIONS FOR 2015 FOR MORE INFORMATION OR TO REGISTER, VISIT: HTTP://SUMMIT. CLEVELANDCLINIC.ORG LOCATION: CLEVELAND CONVENTION CENTER, 300 LAKESIDE AVE., CLEVELAND 44113 PRICING: THROUGH SEPT. 30: $849 OCT. 1 – OCT. 24: $949 ONSITE: $999

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2014 MEDICAL INNOVATION SUMMIT AGENDA Speakers may be added. For the full agenda, visit http://summit.clevelandclinic.org/Home.aspx

SUNDAY, OCT. 26

MONDAY, OCT. 27

12 to 12:15 p.m.

INTRODUCTION & WELCOME Dr. Thomas Graham, chief innovation officer and Justice family chair in Medical Innovations, vice-chair, Department of Orthopaedic Surgery, Cleveland Clinic

8:30 to 11 a.m.

NEW VENTURES HEALTH CARE CHALLENGE The Cleveland Clinic is searching for early-stage health information technology companies looking to disrupt the market and streamline the delivery of patient care. Finalists will make their pitches to a panel of investors.

Dr. Martin Harris, chief information officer, Cleveland Clinic Dr. Joe Cunningham, managing director, Santé Ventures Dr. Jared Kesselheim, partner, Bain Capital Ventures Dana Mead, partner, Kleiner Perkins Caufield Byers

(PRE-SUMMIT INNOVATION BASE CAMP)

12:15 to 1:15 p.m.

HARNESSING THE ENTREPRENEURIAL SPIRIT: FROM IDEAS TO OPPORTUNITIES Dr. Thomas Graham, Cleveland Clinic Jeff Arnold, chairman and CEO, Sharecare Inc. 1:15 to 2:15 p.m.

DEVELOPING AN INNOVATIVE CULTURE Michael Stovsky, chair of innovations, information technology and intellectual property practice group, Benesch Nicholas J. Webb, inventor, innovation thought leader Richard Wesorick, partner, Tarolli, Sundheim, Covell & Tummino LLP 2:30 to 3:30 p.m.

VALUE-BASED INNOVATION: THE VOLUME TO VALUE REVOLUTION IN HEALTH CARE This session will look at using innovation to help large groups solve big problems faster, more efficiently and less expensively.

John Nottingham, co-president, Nottingham Spirk J.B. Silvers, John R. Mannix Medical Mutual of Ohio professor of health care finance, Weatherhead School of Management, Case Western Reserve University 3:30 to 4:30 p.m.

BUILDING & SUSTAINING A SUCCESSFUL INNOVATIONS CONSORTIUM Gary Fingerhut, executive director, Cleveland Clinic Innovations Larry Stofko, executive vice president, Innovation Institute Dr. Mark Smith, director, MedStar Institute for Innovation 4:30 to 5:30 p.m.

INNOVESTMENT: THE TRENDS & ISSUES WITH CROWDFUNDING & CROWDSOURCING Greg Simon, CEO, Poliwogg Jack Andraka, inventor, scientist and cancer researcher 5:30 to 7 p.m. RECEPTION

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11:15 a.m. to 1:15 p.m., concurrent sessions CLEVELAND CLINIC TOURS CITY CLUB LUNCHEON Dan Moulthrop, CEO, City Club Mark Kvamme, co-founder and partner, Drive Capital 1:45 to 2:15 p.m.

INTRODUCTION Dr. Thomas Graham, Cleveland Clinic Interview with Jack Andraka, inventor, scientist, and cancer researcher WELCOME Dr. Delos Cosgrove, CEO and president, Cleveland Clinic 2:15 to 2:30 p.m.

PERSPECTIVE FROM CLINICAL LEADERS Two of the Cleveland Clinic’s cancer experts will share challenges and innovations in current cancer research, therapy and care.

Dr. Brian Bolwell, chair, Taussig Cancer Institute, Cleveland Clinic Dr. Brian Rini, Taussig Cancer Institute, Cleveland Clinic 2:30 to 3:30 p.m.

THE STATE OF HEALTH CARE INNOVATION Health care executives will examine the impact of the Affordable Care Act and discuss issues like cost reduction strategies, medical innovation funding and medical research and innovation in the U.S. Sheila Dharmarajan, head of business development, ZelnickMedia Dr. Edward Benz, president & CEO, Dana Farber Cancer Institute Dr. Delos Cosgrove, Cleveland Clinic Paul Hudson, president, AstraZeneca US Dr. Julie Vose, professor, internal medicine, University of Nebraska Medical Center, president-elect, American Society of Clinical Oncology 3:45 to 4:40 p.m.

THE TRANSITION TO VALUE-BASED HEALTH CARE: THE NEW NORM A discussion on the move from fee-for-service to value-based care.

Sheila Dharmarajan, ZelnickMedia Edward Abrahams, president, Personalized Medicine Coalition Dr. David Longworth, chair, Medicine Institute, Cleveland Clinic Dr. Lee Newcomer, SVP, oncology, genetics & women’s health, UnitedHealthcare Dr. Roy Beveridge, CMO, Humana Dr. Dena Bravata, CMO & head of products, Castlight Health Dr. Stephen Ondra, SVP & CMO, Health Care Services Corporation

4:40 to 5:30 p.m.

INVESTING IN CANCER: WHY IT’S WORTH THE RISK Jim Mawson, founder & editor-in-chief, Global Corporate Venturing Dr. Thomas Graham, Cleveland Clinic Michael Greeley, general partner, Foundation Medical Partners Elaine Jones, executive director, Pfizer Venture Investments Mark Kvamme, co- founder & partner, Drive Capital JC Simbana, VP, Life Science & Digital Health, Silicon Valley Bank Bill Taranto, president, Global Health Innovation Fund, Merck 5:30 to 7 p.m.

EXHIBITOR RECEPTION 7 to 8:30 p.m.

DINNER & ONE-ON-ONE WITH JEFF IMMELT Jeff Immelt, chairman & CEO, General Electric Maria Bartiromo, anchor and global markets editor, FOX Business

TUESDAY, OCT. 28 7:15 to 7:45 a.m.

SUNRISE SESSION — SUSTAINING THE CONTEMPORARY INNOVATION ECOSYSTEM IN ACADEMIC HEALTH CARE Dr. Thomas Graham, Cleveland Clinic 8 to 8:15 a.m.

WELCOME Dr. Thomas Graham, Cleveland Clinic 8:15 to 9:15 a.m.

THE BUSINESS OF CANCER RISKS: YOU’RE WELL NOW. ARE YOU GOING TO GET SICK? A discussion on genetic testing.

Christine Cournoyer, CEO, N-of-One Inc. Dr. Charis Eng, chair, Genomic Medicine Institute, Cleveland Clinic Deepak Nath, president, Molecular Diagnostics, Abbott John West, CEO, Personalis 9:45 to 10:45 a.m., (concurrent sessions) HEALTH CARE TRANSFORMERS SHOWCASE

FEATURED PARTICIPANTS JEFF ARNOLD Jeff Arnold is chairman and CEO of Sharecare Inc., a health and wellness engagement platform designed to connect consumers with resources such as experts, local health care providers and interactive programs. The company was created with Dr. Mehmet Oz in partnership with Harpo Productions, Sony Pictures Television and Discovery Communications. Arnold previously served as the chairman and CEO of HowStuffWorks.com and as CEO of WebMD Corp., which he founded. After selling HowStuffWorks. com to Discovery Communications, he stayed with the company as its chief digital strategy officer and chief architect of The Curiosity Project until December 2011. He is currently chairman of the Forbes Travel Guide.

MARIA BARTIROMO Maria Bartiromo is an anchor and global markets editor at the Fox Business Network. She joined the network in January 2014. Bartiromo anchors “Opening Bell with Maria Bartiromo” and hosts “Sunday Morning Futures with Maria Bartiromo.”

She has covered business and the economy for more than 25 years, including 20 years with CNBC and five with CNN Business News. At CNBC she launched “Squawk Box,” the network’s morning program, anchored “The Closing Bell with Maria Bartiromo” and served as anchor and managing editor of “On the Money with Maria Bartiromo,” which was formerly known as “The Wall Street Journal Report with Maria Bartiromo.” Bartiromo has won two Emmys and a Gracie Award.

She has written several books and writes a monthly column for USA Today.

PERSONALIZED MEDICINE TODAY: YOU HAVE CANCER. NOW WHAT? Experts will discuss what it will be like when patients can get a blood test to provide a full analysis of their genetic blueprint.

Dr. Brian Bolwell, Cleveland Clinic Dr. Michael Pellini, president and CEO, Foundation Medicine Dr. Lilli Petruzzelli,VP Oncology Translational Medicine, Novartis Dr. David Sidransky, chairman, Champions Oncology 11 a.m. to 12 p.m., (concurrent sessions) HEALTH CARE TRANSFORMERS SHOWCASE CANCER AROUND THE WORLD Dr. Jerome Belinson, CEO, Preventive Oncology International Ambassador Sally Cowal, SVP, Global Health, American Cancer Society Dr. Stephen Grobmyer, director, surgical oncology, Cleveland Clinic Dr. Amit Varma, managing partner, Quadria Capital 12:15 to 1:30 p.m.

LUNCH & ONE-ON-ONE WITH ROBERT BRADWAY Robert Bradway, chairman & CEO, Amgen Maria Bartiromo, FOX Business 1:45 to 2:45 p.m., (concurrent sessions) GROUND WAVES The Cleveland Clinic and the Trout Group are highlighting a variety of companies making waves in cancer treatment and personalized medicine.

HEALTH IT: HOW DATA CAN PERSONALIZE HEALTH CARE Dr. Vishal Agrawal, president, Healthcare Solutions, Harris Corporation Kevin Haar, president & CEO, Appistry Dr. C. Martin Harris, chief information officer, Cleveland Clinic Sean Hogan, VP, IBM Healthcare Russ Johannesson, COO, Sharecare Inc. Marc Sluijs, director life sciences business development, Oracle www.CrainsCleveland.com

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WEDNESDAY, OCT. 29

2:45 to 3:45 p.m., (concurrent sessions) GROUND WAVES THE FUTURE OF CANCER IMAGING: THE NEXT GENERATION SOFTWARE & HARDWARE Dr. John Greskovich, Taussig Cancer Institute, Cleveland Clinic Jorg Debatin, VP & CTO, GE Healthcare Donald Fowler, president & CEO, Toshiba American Medical Systems Gene Saragnese, EVP & CEO, Imaging Systems, Philips Healthcare Dr. Greg Sorensen, CEO, Siemens Healthcare North America 4 to 5:15 p.m., (concurrent sessions) THE FUTURE OF BREAST CANCER Monica Robins, Channel 3 news evening anchor/senior health correspondent, WKYC Dr. Jame Abraham, director, Breast Oncology Program, Cleveland Clinic Dr. Sandra Swain, medical director, Washington Cancer Institute at MedStar Washington Hospital Center PREVENTION, DIAGNOSIS & TREATMENT OF PROSTATE CANCER Dr. Eric Klein, chair, Glickman Urological Institute, Cleveland Clinic Dr. Michael Pellini, CEO, Foundation Medicine TARGETED THERAPIES FOR LEUKEMIA & LYMPHOMAS Mike McIntyre, The Plain Dealer Robert Duggan, president & CEO, Pharmacylcics Lee Greenberger, chief scientific officer, Leukemia & Lymphoma Society Dr. Matt Kalaycio, chair, Hematologic Oncology & Blood Disorders, Cleveland Clinic Clay B. Siegall, president, CEO & chairman of the board, Seattle Genetics 5:30 to 9 p.m.

NETWORKING RECEPTION Brandon Chrostowski, founder & CEO, EDWINS Leadership & Restaurant Institute

7:05 to 7:35 a.m.

SUNRISE SESSION — THE CLEVELAND CLINIC WAY Dr. Delos Cosgrove, CEO and president, Cleveland Clinic 7:45 to 7:55 a.m., WELCOME Dr. Thomas Graham, Cleveland Clinic 8 to 9:15 a.m., (concurrent sessions) GROUND WAVES THE NEXT GENERATION OF DRUG DEVELOPMENT: TAILORED TREATMENTS Usman Azam, head cell and gene therapies unit, Novartis Pharmaceuticals Dr. Brian Rini, Taussig Cancer Institute, Cleveland Clinic Dr. Mikkael Sekeres, Taussig Cancer Institute, Cleveland Clinic Dr. Chris Takimoto, VP, Translational Medicine & Early Development, Janssen Research & Development LLC 9:15 to 10:30 a.m., (concurrent sessions) GROUND WAVES RADIATION THERAPY: THE ROLE OF PHOTONS, PROTONS & PARTICLES Tomas Puusepp, executive director of the board, Elekta Dr. John Suh, chair, Radiation Oncology, Cleveland Clinic Dow Wilson, president & CEO, Varian Medical Systems 11 a.m. to 12:15 p.m.

“TOP 10” MEDICAL INNOVATIONS: 2015 Dr. Michael Roizen, chief wellness officer, Cleveland Clinic 12:15 to 2 p.m., LUNCH: CEO ONE-ON-ONE Ginni Rometty, chairman, president & CEO, IBM CLOSING REMARKS Dr. Thomas Graham, Cleveland Clinic

FEATURED PARTICIPANTS ROBERT A. BRADWAY

Robert A. Bradway has been the chairman of biotechnology company Amgen Inc. since January 2013 and its CEO since May 2012. He previously served as its president and chief operating officer, its executive vice president and chief financial officer, and its vice president of operations strategy. Before joining Amgen, Bradway was a managing director at Morgan Stanley in London and in New York. He is a member of the board of directors of Norfolk Southern Corp. He also serves on its audit and governance committees.

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GINNI ROMETTY

JEFFREY R. IMMELT

Jeffrey R. Immelt is the chairman and CEO of General Electric. Immelt became the ninth chairman of GE in September 2001. He was appointed president and CEO in 2000, a few years after joining the GE Capital Board.

Immelt came to GE in 1982 and held a variety of leadership positions, including some in the plastics, appliances and health care businesses. He is a member of the American Academy of Arts & Sciences and was the chair of the President’s Council on Jobs and Competitiveness.

Ginni Rometty is chairman, president and CEO of IBM. She became president and CEO in January 2012 and became chairman of the board in October 2012. She joined IBM in 1981 and has held a variety of roles. Rometty most recently served as senior vice president and group executive, IBM Sales, Marketing and Strategy. Before that, she worked as the senior vice president of IBM Global Business Services and led the integration of PricewaterhouseCoopers Consulting.

Rometty has also served as the general manager of IBM Global Services, Americas, and as general manager of IBM’s Global Insurance and Financial Services Sector.

CONTINUED FROM PAGE 17 or a different technique,” he said.

Fingerhut also noted cost efficiencies as a reason behind the increase in partnerships between industry and health care in recent years, as the medical field has been seeking funding In the New Ventures Healthcare Chalfor product development lenge, the Cleveland Clinic is looking and looking to incorpofor early stage health information rate technologies from technology companies to change other industries. The the face of patient care. According to the Clinic’s website, the competition health care industry has seeks “imaginative, innovative and also been working with inspiring” ideas, whether the technolpayers to align outcome ogy in question is related to payment data with care paths, Finreform, operational efficiency, gerhut said. consumer engagement or something “We are required to do else entirely. There are three rounds more with less,” he said. to the competition. The website listed Eng said she hopes to 45 participant companies in the first see some of that collaboround, which was a video submisration between industries sion. The second round is a web conranging from pharmaceuference and the third is an in-person tical to academia at the pitch to an investor and expert panel summit. The networking at the Medical Innovation Summit. is important, as is informThose presentations will start the ing the world of how cansummit on the morning of Monday, cer is being treated today, Oct. 27. The winning company will she said. receive a free consultation from comSpeakers at this year’s mercialization experts at Cleveland summit will address topClinic Innovations and its Innovation ics ranging from how canAdvisory Board, according to the site. cer is viewed worldwide It also will have the chance to show its product to some caregivers at the and the business of cancer Clinic.

— Rachel Abbey McCafferty risk to the latest technologies in imaging, radiation and drug treatment, Fingerhut said. Both Bolwell and Eng will address issues of how the study of genetics is affecting cancer research and treatment as part of panels during the summit.

Bolwell said the study of genomics is “certainly” changing how health care professionals treat cancer and tumors. It’s even changing how cancers are defined, as the definition starts to shift from where a cancer is located to the type of genetic abnormality it causes, he said.

“It’s a very exciting time to be involved in cancer therapies,” Bolwell said.

While the focus on genomic data in the personalized medicine field is important, there are more dimensions of consumer health and behavior to be considered, said Russ Johannesson, chief operating officer of Atlanta-based Sharecare Inc. Johannesson will be part of a panel at the summit on turning data into usable information for personalizing care. Sharecare, created by TV personality Dr. Mehmet Oz and Jeff Arnold, the creator of WebMD, is what Johannesson called a consumer-facing web experience. The company helps consumers assess their health risks using a “Real Age Test” and uses their responses about factors like family history and exercise to customize content for them. The program can also be used by organizations managing large populations, like the military or hospital systems.

While personalized health care is obviously of interest to Sharecare, Johannesson said the “most important element across the board” in modern health care is collaboration. There are rarely singularly focused health issues, he said, pointing to co-morbidity rates across major diseases. If a patient has heart disease and depression, the health care system needs to deal with both, he said.

And getting patients to engage in health care, from fitness to medicinal adherence, is a big issue in health care, Johannesson said. The Sharecare program collects content from a variety of experts, giving users the chance to take in multiple, clinically validated perspectives.

“We’re all about sharing care,” Johannesson said.

THE ANNUAL TOP 10 MEDICAL INNOVATIONS LIST highlights innovations with large clinical and societal impact that members of the Cleveland Clinic expect to make a splash in the upcoming year. It showcases the “immense progress” and “joy in innovation” in modern American medicine, said Dr. Michael F. Roizen, chief wellness officer for the Clinic and part of the decision committee for the list. The list, which first was released in 2006 for 2007, is compiled from the suggestions of 100 to 300 Clinic experts, Roizen said. After review, about 60 to 80 suggestions are posed to two groups of physicians who conduct a series of votes until the list for the coming year is whittled down to 10. The 2015 list will be announced at the 2014 summit in October. According to the Clinic’s website, the medical innovations must meet the following criteria to be considered: n They need to have “significant clinical impact and offer significant patient benefit,” compared to the current practices. n They also need to improve health care delivery through “high user-related functionality.” n The innovations need to be likely to see commercial success. n They have to be on the market in the coming year. n The human connection is important — the innovations need to have “significant human interest” and their impact must be able to be visualized.

— Rachel Abbey McCafferty TOP 10 MEDICAL INNOVATIONS FOR 2014 1. Retinal prosthesis; 2. Genome-guided solid tumor diagnostics; 3. Responsive neurostimulator for intractable epilepsy; 4. New era in Hepatitis C treatment; 5. Perioperative decision support system; 6. Fecal microbiota transplantation; 7. Relaxin for acute heart failure; 8. Computer-assisted personalized sedation station; 9. TMAO ASSAY: Novel biomaker for the microbiome; 10. B-cell receptor pathway inhibitors

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UNDER ONE ROOF

GLOBAL CENTER REFERRED TO AS LIVING LAB, WORLD’S FAIR FOR HEALTH CARE

By Kathy Ames Carr

“We’re trying to coordinate new technologies, and being in the Global Center allows us and other companies to work together to advance health care.”

— Jim Dagley, Johnson Controls

PHOTOGRAPHY BY MCKINLEY WILEY

Despite all the technology available to treat patients, sometimes even the most basic issues become complex challenges that one entity alone cannot solve. Patients trying to sleep inside a hospital, for example, complain in surveys about noise levels and disruptions from caregivers.

GE Healthcare equipment can alert nurses when the patient is snoozing, but as of now, the lines of communication end there. Thanks to collaborations among the provider of medical technology and Johnson Controls, both tenants at the Global Center for Health Innovation, those patient concerns may soon be put to rest.

“What if GE sends a message to Johnson Controls to automatically dim the lights, turn off the TV or signal to the nurses’ station not to disturb the patient because he or she just fell asleep?” said Jim Dagley, vice president of strategic business development for Johnson Controls, which provides technology to operate heating and cooling equipment, security and other systems on one network.

“We’re trying to coordinate new technologies, and being in the Global Center allows us and other companies to work together to advance health care,” Dagley said.

The four-floor facility in downtown Cleveland, with its carefully curated selection of globally oriented health care companies and institutions, is incubating the future of health care by enabling companies to partner on new technological advancements. The collaborative environment of the Global Center, therefore, offers potential to expedite innovations in health care.

“We’re seeing interesting collaborations emerge to solve these health care problems and drive company revenue, and some of the spaces haven’t even opened yet,” Dagley said. “The space is like a living lab for tenants.”

Collaboration isn’t limited to invention; even referrals to complementing products and services contribute toward healthier businesses and bottom lines.

Industry decisionmakers and other center visitors may have a meeting with one

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PHOTOGRAPHY BY MCKINLEY WILEY

tenant, but circulate the center’s other suiteholders — often at the encouragement of the host company — to learn more about other innovative products and services.

“I think we’ll see unique innovations coming out of the Global Center simply because we’re getting customers talking to all those tenants,” Dagley said. “Customers have these ideas for new products that involve collaboration.”

Forbo Flooring Systems’ showroom opened May 1, and already other tenants’ visitors and salespeople have made inquiries about the company’s intelligent flooring and furniture, which alert caregivers to any number of red flags, from a patient fall to reminding a doctor to wash her hands.

“Relationships are being built, and that’s helping to drive our business,” said Julia Rajcan, manager of Forbo Flooring Systems, located in the Global Center’s clinical space on the third floor.

The company plans to formally integrate with another tenant to further showcase those products, though Rajcan couldn’t provide details since talks still are underway.

JOINT VENTURES

University Hospitals and medical imaging partner Philips Healthcare’s 4,600-square-foot shared suite shows how they are working together to integrate state-of-the-art imaging and radiology equipment into patient care.

“We have a shared conference space that we often use to highlight the technology used in pediatric, oncologic and cardiac specialties,” said Dr. Pablo Ros, chairman of radiology at University Hospitals Case Medical Center. “Co-tenants are frequently a part of these conversations.”

From the patient’s perspective, the facility’s state-of-the-art patient home shows how individuals with at-risk conditions, chronic illnesses or other disabilities can live within the comforts of their own home. The model home, located on the center’s first floor, is an entry point into some of these companies’ latest technologies and will continue to metamorphose as the latest smart furnishings and home equipment come online.

The innovations that emerge as a result of these health care titans’ interactions will be an interesting case study on how the Global Center impacts new product commercialization and other advancements in health care, said David Shute, senior strategic adviser for the Global Center for Health Innovation.

“This is like a permanent world’s fair for health care. There’s no other space in the world like it,” he said. “It’s fascinating to watch this all unfold.”

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“This is like a permanent world’s fair for health care. There’s no other space in the world like it.”

— David Shute, Global Center for Health Innovation

HIMSS CONNECTING THROUGH TECHNOLOGY

By Chuck Soder Back in the 1990s, most hospital systems and health care companies weren’t forced to get to know each other very well, according to John Paganini of the Healthcare Information and Management Systems Society.

But that changed as information technology started seeping into every corner of the industry.

Like the kid down the street with a pool in his backyard, technology lured industry players from all over the neighborhood to get together and play nice. These days, they have no choice but to work together. Almost every new medical device or software product needs to communicate with another piece of technology, according to Paganini, senior manager for interoperability initiatives with HIMSS. And nowadays, federal incentives are pushing hospital systems to make sure they can share records with other hospitals, even their biggest competitors.

“Everybody has to talk to everybody else,” Paganini said.

Think of HIMSS as the parent who plans the pool party and makes sure everyone has fun: The organization provides a neutral forum where members of the health care industry can figure out how to solve problems with information technology.

Given the rise of health IT, HIMSS is widely cited as one of the most important organizations in the

health care industry — the kind of organization that would lease the entire fourth floor of the Global Center for Health Innovation in downtown Cleveland.

The group plans to use the new HIMSS Innovation Center at the Global Center to help health care providers and companies develop deeper, more productive relationships.

For instance, because of HIMSS’ local presence, Cleveland now is the permanent home of the annual North American Connectathon, which is organized by IHE USA. The nonprofit — its name stands for Integrating the Healthcare Enterprise — works closely with HIMSS. The Connectathon attracted about 600 IT experts from different companies to Chicago this past January. Bearing medical devices and computers systems loaded with software, the engineers hook up their products to other pieces of technology to make sure the products can be used together.

Paganini said the Connectathon fosters “the most cooperative environment I have ever seen on the planet.”

For instance, if two software engineers find a problem, they try to figure it out on the spot, he said.

“Literally, I’ve seen cases where we’ve fixed problems in 10 minutes,” he said. “The same sort of problem could take months to fix out in the field.”

Cleveland will host its first Connectathon from Jan. 26 to 30. HIMSS already hosts about one networking event or conference per week on the fourth

floor of the Global Center. The organization encourages the many vendors who pay to have booths on the fourth floor to have staff members on site during those events.

HIMSS also works to facilitate relationships between vendors. For instance, one vendor, John Carroll University, allows students in computer-related majors to specialize in health information technology. Earlier this summer, some John Carroll students visited the HIMSS Innovation Center to learn about the industry from other vendors — companies that eventually might need their talents, Paganini said.

“It’s that type of environment that’s being stimulated,” he said.

The HIMSS Innovation Center is in the process of building a data center that will be the foundation of its Interoperability Accelerator. Once the accelerator is up and running, companies will be able to bring in their products and run tests on them to make sure they meet IT standards used in the health care industry — which is the first step to making sure a product will work with other technologies. HIMSS also is encouraging vendors to make their own products available for interoperability tests.

Paganini hopes that, through HIMSS, health carerelated organizations will work together on IT projects — and then find other ways to collaborate.

“The greater good is the networking environment that creates at the business relationship level,” he said.

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GLOBAL CENTER FOR HEALTH INNOVATION Floor-by-floor directory

FIRST FLOOR - HEALTH AND HOME

SECOND FLOOR PEOPLE, PATIENTS AND CAREGIVERS

USE OF SPACE: The showroom is designed to be a “living laboratory” and will convey the experiences of patients, caregivers and clinicians through the course of various diseases and their treatments. The space focuses on the areas of oncology, cardiology, and neurology, with interactive digital and physical displays to describe and illustrate how GE Healthcare’s hardware, software and services solutions help patients.

BIOENTERPRISE/TEAM NEO

METROHEALTH SYSTEM

CLEVELAND 1,016 SQUARE FEET TYPE OF ORGANIZATION: BioEnterprise is a nonprofit that helps commercialize bioscience technologies. Team NEO is a nonprofit economic development organization that works to attract new businesses to Northeast Ohio and foster current entities’ growth.

USE OF SPACE: The Northeast Ohio Biomedical Innovation Destination Suite is an interactive showcase for the thriving biomedical sector in Northeast Ohio. It seeks to educate both domestic and international businesses on why the region has become a location of choice for more than 700 biomedical businesses.

CLEVELAND 2,957 SQUARE FEET TYPE OF ORGANIZATION: Hospital/public health system USE OF SPACE: About half of the space (closest to the entry) will be used as a gallery zone to showcase the system’s planned transformation. The suite will also provide educational programs, host events and outline planned health care innovations.

WELCOME CENTER STATE-OF-THE-ART HOME

CARDINAL HEALTH DUBLIN, OHIO 1,466 SQUARE FEET TYPE OF ORGANIZATION: Cardinal Health helps pharmacies, hospitals, ambulatory surgery centers, clinical laboratories and physician offices focus on patient care while reducing costs, enhancing efficiency and improving quality.

USE OF SPACE: Its space at the Global Center demonstrates how the company’s innovative products and services for health care providers help make the delivery of care more cost-effective. The space features a small theater, collaboration space and flexible display spaces and multimedia elements.

CLEVELAND CLINIC CLEVELAND 3,164 SQUARE FEET TYPE OF ORGANIZATION: Hospital USE OF SPACE: The space provides visitors with an opportunity to engage with the many aspects of Cleveland Clinic heart care and wellness through a self-guided tour. Touchscreens and hands-on exhibits help visitors gain an understanding of the system’s latest innovations in heart surgery technology and web-based applications.

GE HEALTHCARE WAUWATOSA, WIS. 3,363 SQUARE FEET TYPE OF ORGANIZATION: High-tech medical equipment manufacturer

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STERIS CORP. MENTOR 2,585 SQUARE FEET TYPE OF ORGANIZATION: Health care/medical device USE OF SPACE: Steris plans to use the health innovation center for educational programs, training, events and sales meetings. The suite also will include exhibits showcasing its products, services and solutions.

THIRD FLOOR CLINICAL SPACES

CISCO SAN JOSE, CALIF. 900 SQUARE FEET TYPE OF ORGANIZATION: Provider of IT network products USE OF SPACE: The Cisco space will highlight Cisco’s commitment to health care innovation and showcase clinical collaboration, virtual health solutions as well as patient engagement scenarios. Cisco will have the capability to host demonstrations for clients both remotely and face to face.

FORBO FLOORING SYSTEMS LINDENSTRASSE, SWITZERLAND 1,907 SQUARE FEET TYPE OF ORGANIZATION: A global manufacturer of commercial and residential floor coverings. Its products range from hard-wearing floors to specialized materials used in clean rooms.

USE OF SPACE: Visitors will find a display of a hospital room with information on recent innovations in patient identification such as high-tech wristbands,

www.CrainsCleveland.com

samples of flooring and carpets designed for health care environments. There are also displays of soundmuffling materials and even samples of linseed, a key ingredient in one of Forbo’s sustainable floor surfaces.

GLEESON CONSTRUCTION CHAGRIN FALLS 1,124 SQUARE FEET TYPE OF ORGANIZATION: Provider of commercial carpentry and fine woodworking USE OF SPACE: Gleeson’s space will showcase products such as cabinetry, fume hoods, biosafety cabinets, scrub sinks and pegboards, in addition to educating its clients in architecture, research and health care.

HYLAND (CREATOR OF ONBASE) WESTLAKE 1,963 SQUARE FEET TYPE OF ORGANIZATION: Enterprise content management USE OF SPACE: The space contains a multimedia display area and a conference room. The suite will host events, presentations, classes and collaboration meetings with Hyland’s clients, partners and customers.

JOHNSON CONTROLS INC. MILWAUKEE, WIS. 3,164 SQUARE FEET TYPE OF ORGANIZATION: Manufacturer and provider of products, services and solutions to optimize energy and operational efficiencies for the building market and others.

USE OF SPACE: Visitors to the space will see a showcase for integrated patient environments and will experience how the facility can be leveraged as an instrument of care. An interactive display table shows how environmental controls mesh with other technologies to optimize patient care. A computer lab demonstrates how different technology in a medical environment can be linked with building heating, cooling and other systems.

PHILIPS HEALTHCARE/ UNIVERSITY HOSPITALS CLEVELAND 4,614 SQUARE FEET TYPE OF ORGANIZATION: Health system and manufacturer USE OF SPACE: The space is an outgrowth of the Philips Healthcare Global Advanced Imaging Innovation Center, a collaboration between Philips, UH and Case Western Reserve University, which brings together scientists and physicians to test and evaluate new imaging technologies. The space showcases imaging technology in use and under development

by Philips and other Ohio biomedical companies.

SIEMENS ERLANGEN, GERMANY 2,957 SQUARE FEET TYPE OF ORGANIZATION: Manufacturer of health care equipment USE OF SPACE: The space will showcase medical imaging, laboratory diagnostics and other health IT products that offer “solutions for the entire range of patient care … from prevention and early detection, to diagnosis, and on to treatment and aftercare.”

SMARTSHAPE DESIGN CLEVELAND 1,435 SQUARE FEET TYPE OF ORGNIZATION: Medical device/health care product design USE OF SPACE: The interactive space displays new health care products and medical devices and LCD displays, device prototypes, scale models of larger products and interactive displays that illustrate how the company’s ergonomic design concepts work to enable devices to accommodate patients.

FOURTH FLOOR HEALTH CARE INFORMATION TECHNOLOGY

HEALTH INFORMATION AND MANAGEMENT SYSTEMS SOCIETY (HIMSS) CHICAGO 36,000 SQUARE FEET (30,000 CURRENTLY IN USE) TYPE OF ORGANIZATION: IT-focused industry group USE OF SPACE: The HIMSS Innovation Center is a gathering space for health care-related organizations that have an interest in how the industry uses information technology. HIMSS plans to open its Interoperability Accelerator later this year, which enables software companies to test their products to ensure they meet technical standards used by the health care industry.

The HIMSS Innovation Center: A Worldwide Center of Excellence Experience the future of healthcare technology

The HIMSS Innovation Center demonstrates the value of IT and information exchange in improving patient care, clinician satisfaction and the bottom line. A worldwide center of excellence, the HIMSS Innovation Center is a permanent location with 30,000 square feet of space at the Global Center for Health Innovation in downtown Cleveland, Ohio.

The HIMSS Innovation Center captures the future of healthcare with interactive patient care scenarios that illustrate health ITâ&#x20AC;&#x2122;s value in making healthcare safer, higher-quality, more cost-effective and more accessible.

COLLABORATORS Innovative leaders and pioneers in health IT

Founding Collaborators

The Simulation Center validates new and developing products, using standards and customized testing in both physical and virtual demonstration environments The Technology Showcase features self-guided tours of HIMSS Innovation Center Collaboratorsâ&#x20AC;&#x2122; exhibitions and kiosks, showcasing healthcare innovation and information exchange

Industry Collaborators

The Conference Center offers state-of-the-art meeting space for up to 100 attendees for education, meetings and testing events The HIMSS Interoperability Accelerator Program provides interoperability testing and certification to providers, health information exchanges and technology product developers

Supporting Collaborators

To learn more, visit www.himssinnovationcenter.org.

TOTAL TECHnoLogIES

Innovations

2014 | Medical Innovation Summit

Now, itâ&#x20AC;&#x2122;s personal.

Cancer Treatment and Personalized Medicine

October 27 â&#x20AC;&#x201C; 29, 2014 Cleveland, Ohio

Join us for Innovation Base Camp on Sunday, October 26.

Register today.

ClevelandClinic.org/summit 216.445.5004

Cleveland Clinic offers same-day appointments.