9. CLIA Incidents in Rural Louisiana
Laboratory failed to follow their submitted Plan of Correction
Hospital faces loss of CLIA certificate and revocation of hospital certificate
Referral of proficiency testing to an outside laboratory
Between lab collaboration on proficiency testing
10. Components of Compliance Program
Laboratory audits
Communication of findings with facility administration
Issuance of deficiencies and tracking corrections
Oversight of equipment installation and validation process
On-site education of laboratory staff
Compliance workshops for lab leadership
Communication of issues through compliance alerts to laboratories
Maintaining professional relationships with state and regional laboratory officials
Consultation during compliance crisis events and response preparation
11. Maintain compliance for Delta Medical Directors’ labs
Provide value-added services when competing for hospital and
physician office business
Compliance
15. MARKETING POINTS
Louisiana based service
Infrastructure
Couriers
Client service personnel
Reporting Options
Hard copy
Fax
EMR Interface
Web portal
Molecular Diagnostics (MDx)
18. Enhanced Service
Opportunity for sub specialization
Opportunity for internal consultation
Cross coverage (sign out, teaching)
Specialized and standardized reporting
Work toward standardized diagnostic terminology
Templates for malignancies
Subspeciality footer on reports
Direct Immunoflourescence (Delta SHV)
Molecular Testing (Delta MDx)
19. Marketing Strategy
Direct Marketing to Specialists
Marketing Team
Sub Specialists
Co-marketing with clinical lab
Brochure/poster/booth at Clinical Meetings
Website
Collaborate teaching of Specialty Residents
Emphasize LA base to LA connected Specialists
20. Outreach Marketing
Expansion of specialty related MDx menu:
BRAF for melanoma (already in place)
Melanoma FISH panel (validation underway)
T-cell receptor gene rearrangement
Other
Expansion of Louisiana client base
24. The Delta Pathology Group, LLC
Ownership
Pathologists (100%)
Management
Pathology Resource Network, LLC
Business Models
Omega Diagnostics, LLC
Ownership
Pathologists (100%)
Management
Pathology Resource Network, LLC
Business Relationships
Owns and operates AP and MDX TC infrastructure
Purchases AP TC infrastructure from hospitals
Employs all laboratory personnel
Expends capital on behalf of laboratory operations
Provides IP/OP/Outreach AP and MDX Testing
Close to 50 IP/OP facilities under contract for AP services
Business Relationships
Owns and operates CP TC infrastructure
Purchases CP TC infrastructure from hospitals
Employs all laboratory personnel
Expends capital on behalf of laboratory operations
Provides IP/OP/Outreach CP Testing
7 IP/OP facilities outsourced their CP labs to OD
15 rural facilities use OD as their reference laboratory
26. Billable Tests: 1,429,484
Employees: 189
Special Attributes:
Automation
Foundation:
Social Accountability
Support of MT Profession and Education
2012 Annualized Projections
Omega Diagnostics
30. MARKET ANALYSIS 2012
Meaningful use project mandates EMR by 2014
Clinicians desire one interface with one laboratory for “one stop shop” menu of services
(AP/CP/Mol/Genetics)
REGIONAL AND NATIONAL MARKET FORCES
DHH mandating Medicaid patients to enroll in CCN’s
CCN’s seeking “one stop shop” menu of testing (AP/CP/Mol/Genetics)
Single billing source for data mining in order to monitor quality and efficiency
of care provided
Risk based contracting
Substantial quality reporting
Data management services
Economy of healthcare reform outcomes
Reduced fee schedules
Consolidation of laboratory platforms to drive efficiencies
31. CLINICAL INTEGRATION NETWORKS
Allows physician in separate practices to
Collectively negotiate with payors and
employers.
Anti-Trust risk if not done properly.
Three part legal analysis:
Is clinical integration program real?
Initiatives actively undertaken and monitored
by network involves all physicians in network
Applies to physician practice patterns in fee
for service
Are initiatives designed to achieve likely
Improvements in quality and efficiency?
Is joint contracting necessary to achieve
The efficiencies of the program?
32. CLINICAL INTEGRATION NETWORKS
Benefits to physicians:
Access to coordination infrastructure
Access to technology
Data accessible across full continuum of
care
Enhances community impact
Potential for better reimbursement
Core Components:
Comprehensive improvement initiatives
Performance improvement architecture
Selective physician partnerships