“Proposition 64 would allow the state to impose a 15% excise tax on the retail sale of marijuana. Also, the state would be able to levy a cultivation tax on growers of $9.25 per ounce for flowers and $2.75 per ounce for leaves. The ballot measure also would let cities and counties to impose their own taxes to cover costs of services, including enforcement.” (Patrick McGreevy, Los Angeles Times)


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Our objective is to connect healthcare at scale. Virginia is a perfect example. You have 130-some hospitals and health systems, hundreds of post-acute operators, and thousands of ambulatory providers across the state, along with Medicaid, Medicare, and commercial health plans. The state’s objective was not only to reach a level of interoperability in terms of data sharing, but even more so, to reach a level of collaboration to manage down medically unnecessary utilization, avoidable friction, or risk.

Meanwhile, with regard to the new form of AI, and the inevitable hype cycle around emerging technologies, Dr. Chang said during his presentation that “When you’re going up the ride, you get excited. But then right at the top, before you are about to go down, you have that moment of clarity—‘What am I getting myself into?’—and that’s where we are now. We are upon that crest of magical hype and we are about to get the trench of disillusionment.” Still, he told his audience, “It is worth the rollercoaster of hype. But I’m here to tell you that it’s going to take longer than you think.”
Connoisseurs of both cannabis and fine food can indulge both passions with a four-course supper-club experience from Mass Cannabis Chefs. Customers can peruse menus a few weeks ahead and buy tickets online — prices range from $100 to $150 per person — but they don’t learn the address of the event until the day before. The food is far from traditional stoner fare: Past menus have featured stuffed sea scallops, filet mignon, and cherry clafoutis with fresh whipped cream. And there are occasional vegetarian nights. The cannabis infusion in each course is customized to the individual’s preference.
Collective seeks to close provider communication gaps that undermine patient care. It uses data feeds, risk analytics, notifications, and shared care guidelines to reduce emergency department (ED) utilization, inpatient readmissions and downstream care transitions, including to post-acute operators. After collecting data from all EDs visited by a patient, its solution packages that data into actionable insights, and delivers them to clinicians via real-time notifications. Collective is currently partnered with more than a dozen state hospital associations, and recently added the Florida Hospital Association to its network of partners.
Anderson, who’s been practicing emergency medicine for 30 years, relies on Collective Medical for 40% of his patients. Recently, a 25-year-old woman showed up in the ER at Auburn Medical Center with abdominal pain. At check-in, an alert popped up next to her name. It was her fifth visit in a year. Her chart showed that she had also been to St. Francis Hospital, Highline Medical Center and Valley Medical Center—all within a 20-mile radius of Auburn. Her prescription drug history revealed that six doctors had ordered narcotics. Anderson contacted her primary care doctor, who was unaware of her ER visits, for a next day appointment, and started her on a treatment for opioid dependence.
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The hospital quickly implemented the new pneumonia pathway by changing the order set in its Allscripts EHR system. As a result, for the pneumonia care path, Flagler Hospital saved $1,350 per patient and reduced the length of stay (LOS) for these patients by two days, on average. What’s more, the hospital reduced readmission by 7 times—the readmission rate dropped from 2.9 percent to 0.4 percent, hospital officials report. The initial work saved nearly $850,000 in unnecessary costs—the costs were trimmed by eliminating labs, X-rays and other processes that did not add value or resulted in a reduction in the lengths of stay or readmissions.
Meanwhile, with regard to the new form of AI, and the inevitable hype cycle around emerging technologies, Dr. Chang said during his presentation that “When you’re going up the ride, you get excited. But then right at the top, before you are about to go down, you have that moment of clarity—‘What am I getting myself into?’—and that’s where we are now. We are upon that crest of magical hype and we are about to get the trench of disillusionment.” Still, he told his audience, “It is worth the rollercoaster of hype. But I’m here to tell you that it’s going to take longer than you think.”
Marion expressed surprise at the seemingly all-encompassing focus on artificial intelligence this year, given the steady march towards value-based healthcare-driven mandates. “Outside of one vendor, I’m not really seeing a whole lot of emphasis this year on value-based care; that’s disappointing,” Marion said. “I don’t know whether people don’t get it or not about value-based care, but the vendors are clearly more focused on AI right now.”
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So much remains ambiguous about the regulated future of legalized pot in California, even more so in the Central Valley. As some cities are still waiting to make their final decision, others have banned it outright, and Fresno is soon to embark on the unique challenge of writing new policies for medical marijuana businesses, from growing all the way to sales – but one thing is clear, and that it is going to make for a busy yet very interesting 2018.
In 2006, they tried to launch the solution as a company, but there were no customers. “No one was willing to take a chance,” Klomp recalls. “Total crickets.” So all three founders went on to other jobs. Klomp went to work for Bain & Co. But the website for the startup was still up, and in 2009 they were contacted by a hospital in Spokane, Wash., that was trying to do work in the high-utilizer space and couldn’t find any other solutions. So the three old friends from Boise resurrected the company.
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“That was a major effort, but some of us had been data scientists before we were physicians, and so we parameterized all these calls. The first pneumonia care path was completed in about nine weeks. We’ve turned around and did a second care path, for sepsis, which is much harder, and we’ve done that in two weeks. We’ve finished sepsis and have moved on to total hip and total knee replacements. We have about 18 or 19 care paths that we’re going to be doing over the next 18 months,” he says.
Fees are paid up front to ensure you aren’t overcharged. If the actual Import Fees are less than the Import Fees Deposit collected by us on your behalf, you'll automatically be refunded the difference to the payment method you used for the order. You'll receive a notification e-mail confirming the amount of the refund. The process takes 60 days from the shipment date.
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“That was a major effort, but some of us had been data scientists before we were physicians, and so we parameterized all these calls. The first pneumonia care path was completed in about nine weeks. We’ve turned around and did a second care path, for sepsis, which is much harder, and we’ve done that in two weeks. We’ve finished sepsis and have moved on to total hip and total knee replacements. We have about 18 or 19 care paths that we’re going to be doing over the next 18 months,” he says.

So, which artificial intelligence-based solutions will end up going the distance? On a certain level, the answer to that question is simple, said Joe Marion, a principal in the Waukesha, Wis.-based Healthcare Integration Strategies LLC, and one of the imaging informatics industry’s most respected observers. “I think it’s going to be the value of the product,” said Marion, who has participated in 42 RSNA conferences; “and also the extent to which the vendors will make their products flexible in terms of being interfaced with others, so there’s this integration aspect, folding into vendor A, vendor B, vendor C, etc. So for a third party, the more they reach out and create relationships, the more successful they’ll be. A lot of it will come down to clinical value, though. Watson has had problems in that people have said, it’s great, but where’s the clinical value? So the ones that succeed will be the ones that find the most clinical value.”
Meanwhile, with regard to the new form of AI, and the inevitable hype cycle around emerging technologies, Dr. Chang said during his presentation that “When you’re going up the ride, you get excited. But then right at the top, before you are about to go down, you have that moment of clarity—‘What am I getting myself into?’—and that’s where we are now. We are upon that crest of magical hype and we are about to get the trench of disillusionment.” Still, he told his audience, “It is worth the rollercoaster of hype. But I’m here to tell you that it’s going to take longer than you think.”
Kleiner Perkins partners with the brightest entrepreneurs to turn disruptive ideas into world-changing businesses. With $10 billion raised through 20 venture funds and four growth funds, the firm has invested in over 850 companies including pioneers such as Google, App Dynamics, Amazon, Flexus Biosciences, Nest, Waze, Twitter, JD.com and Square. Kleiner Perkins offers entrepreneurs years of operating experience, puts them at the center of an influential network, and accelerates their companies from success to significance. For more information, visit http://www.kpcb.com and follow us @kpcb.
Each year, to accompany our Healthcare Informatics 100 list of the largest companies in U.S. health information technology, we profile fast-growing companies that could very well make the list in the future. Below are write-ups of the third and fourth companies that made this year’s Up-and-Comers rendition. The remaining two write-ups will be published later this week.
“But Woodlake – a town of less than 8,000 people about 15 miles northeast of Visalia in Tulare County – has pushed forward at breakneck speed, going from idea to ordinance to the approval of two companies’ dispensary proposals in less than six months. City leaders hope to unlock a treasure trove of tax revenue, which can be used to beef up a thinning public service budget and attract customers to a blip on the map found well off the beaten path.” (Rory Appleton, The Fresno Bee)
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