Craig Cordola, CEO of Memorial Hermann Hospital -Texas Medical Center in Houston, joins McCombs Finance Professor Jay Hartzell, Keith W. Maxwell of Spark Energy, and Greg Peters of Zillant to take a look ahead at not just the national economy as a whole, but also at the state of Texas.
Under the Affordable Care Act, managed care patients will migrate to the insurance exchanges, and become unprofitable patients, Cordola said.
Melinda Hancock is Partner at Dixon Hughes Goodman and Chair Elect of HFMA for 2014-2015. She is responsible for developing new financial modeling products and services related to alternative payment models. Edward Stall has over 20 years of healthcare consulting experience providing strategic planning for healthcare clients. The presentation discusses the transition to alternative payment models like accountable care organizations and bundled payments requiring new forms of enterprise intelligence and analytics. It provides an overview of upcoming risk models and payment reforms, and the intelligence needs of organizations to succeed under new models.
This document discusses healthcare reform in the United States. It provides background on rising healthcare costs driven largely by chronic conditions. It outlines key provisions and timelines of the Affordable Care Act, including expanding insurance coverage, new taxes and fees, and delivery system reforms focused on value over volume. It also presents data on the impact of reforms in Massachusetts as well as lessons learned around rising costs, physician compensation, and hospital operating margins.
Healthcare Reform and Physician Compensation— Presentation Examines What’s in...PYA, P.C.
Among the many questions facing physicians in the wake of healthcare reform—how will they get paid? PYA Principal David McMillan recently addressed this question at the PKF Healthcare Fly-In with “Current Reform Initiatives and Their Impact on Physician Compensation.”
Healthcare organizations are shifting to value-based payment models that focus on improving quality while controlling costs. Many organizations are struggling to determine where to focus their resources to drive improvements. Participants at a recent conference discussed that larger organizations with more resources have generally made more progress in developing the competencies needed for value-based care. Executives said organizations need to collaborate across silos to develop these competencies and succeed under new payment models.
R&D Med Tech is an Oklahoma LLC that provides EHR software and services to physician practices using Greenway's PrimeSuite EHR. The document discusses the financial incentives available for physicians to adopt EHRs, including stimulus payments up to $44,000 per eligible professional from Medicare and up to $63,750 from Medicaid. It also outlines cost savings practices can see from improved coding, reduced billing costs, and lower malpractice insurance rates that provide doctors with incentives to adopt EHRs.
Craig Cordola, CEO of Memorial Hermann Hospital -Texas Medical Center in Houston, joins McCombs Finance Professor Jay Hartzell, Keith W. Maxwell of Spark Energy, and Greg Peters of Zillant to take a look ahead at not just the national economy as a whole, but also at the state of Texas.
Under the Affordable Care Act, managed care patients will migrate to the insurance exchanges, and become unprofitable patients, Cordola said.
Melinda Hancock is Partner at Dixon Hughes Goodman and Chair Elect of HFMA for 2014-2015. She is responsible for developing new financial modeling products and services related to alternative payment models. Edward Stall has over 20 years of healthcare consulting experience providing strategic planning for healthcare clients. The presentation discusses the transition to alternative payment models like accountable care organizations and bundled payments requiring new forms of enterprise intelligence and analytics. It provides an overview of upcoming risk models and payment reforms, and the intelligence needs of organizations to succeed under new models.
This document discusses healthcare reform in the United States. It provides background on rising healthcare costs driven largely by chronic conditions. It outlines key provisions and timelines of the Affordable Care Act, including expanding insurance coverage, new taxes and fees, and delivery system reforms focused on value over volume. It also presents data on the impact of reforms in Massachusetts as well as lessons learned around rising costs, physician compensation, and hospital operating margins.
Healthcare Reform and Physician Compensation— Presentation Examines What’s in...PYA, P.C.
Among the many questions facing physicians in the wake of healthcare reform—how will they get paid? PYA Principal David McMillan recently addressed this question at the PKF Healthcare Fly-In with “Current Reform Initiatives and Their Impact on Physician Compensation.”
Healthcare organizations are shifting to value-based payment models that focus on improving quality while controlling costs. Many organizations are struggling to determine where to focus their resources to drive improvements. Participants at a recent conference discussed that larger organizations with more resources have generally made more progress in developing the competencies needed for value-based care. Executives said organizations need to collaborate across silos to develop these competencies and succeed under new payment models.
R&D Med Tech is an Oklahoma LLC that provides EHR software and services to physician practices using Greenway's PrimeSuite EHR. The document discusses the financial incentives available for physicians to adopt EHRs, including stimulus payments up to $44,000 per eligible professional from Medicare and up to $63,750 from Medicaid. It also outlines cost savings practices can see from improved coding, reduced billing costs, and lower malpractice insurance rates that provide doctors with incentives to adopt EHRs.
The many ways in which healthcare reform affects the healthcare industry are still playing out. Undoubtedly, a question for physicians and the hospitals that employ many of them is “how will physician compensation be affected?”
PYA Principal Carol Carden recently spoke at the 2013 AICPA Healthcare Industry Conference, where she addressed this question with her presentation, “Current Reform Initiatives and Their Impact on Physician Compensation.”
HIMSS - Real Payer and Provider Collaborations - FinalDaniel Abdul
This document summarizes an upcoming event from HIMSS MN on the role of providers and payers in improving health outcomes through interoperability. The event will feature Daniel Abdul from UCare discussing challenges with interoperability including different views of data, missing clinical notes, and proprietary standards slowing progress. Abdul argues that truly putting patients first requires a unified view of their information and goals across all care teams. Security concerns cannot be an excuse for inaction on interoperability which is necessary to improve chronic care, reduce redundant questions, and enable learning from patient outcomes. The future requires information sharing in near real-time based on patient preferences.
Kent Giles Improving The Bottom Line 4044837000 Sdi 10 2010giles777
The document summarizes a presentation on improving hospital margins through a Margin Improvement Program (MIP) at a hospital (UHS). It describes UHS's financial challenges in 2006 and its decision to implement a MIP approach with outside help. The MIP included initiatives to improve patient access and flow, perioperative services, supply chain management, and revenue cycle. Through the MIP, UHS achieved over $154 million in annual financial improvements, surpassing its goal of $68 million, and improved its operating margin to over 5%. The success of the MIP required hands-on leadership and accountability for tracking and achieving initiative goals.
“Surviving the Changing World of Patient Collections”PYA, P.C.
Many factors brought on by healthcare reform are affecting patient collections—new health exchange plans, newly insured individuals, more high-deductible plans, increased patient co-insurance responsibilities, and higher co-pays. Medical practices and their staff must become more diligent in patient collections to maintain healthy bottom lines. PYA Consulting Principal Lori Foley recently presented “Surviving the Changing World of Patient Collections” during the Business of Medicine Program at Kennesaw State University.
In an article for Healthcare Executive, Don Seymour, Kevin Talbot, and Chad Stutelberg share their insight on developing compensation strategies that link executive and physician compensation models to acute care outcome-based payment methodologies.
This document discusses the patient-centered medical home (PCMH) model and its benefits. It provides examples of organizations that have implemented PCMH initiatives to improve care coordination, access, costs and outcomes. Key points include:
- PCMH aims to strengthen primary care through care coordination, enhanced access, quality improvement and payment reform.
- Studies show PCMH can reduce costs by decreasing ER visits and hospital days while improving outcomes.
- Several large employers, the Department of Defense, and state governments have adopted PCMH models for the populations they insure.
- Successful PCMH models integrate primary care, specialists, hospitals, and community resources through use of health IT, data sharing and care
1) Catasys is a healthcare company that uses AI and telehealth to engage with members who avoid care through their OnTrak program, driving lasting behavior change and lowering costs.
2) Their proprietary PRE platform uses machine learning to identify high-cost members with behavioral health conditions and comorbidities who are not seeking treatment.
3) Catasys sees significant growth opportunities in expanding their OnTrak program to more health plans and states based on their track record of 54% savings per member and nearly 5:1 ROI for health plans.
The Vicissitudes of Valuing Value--Legal and Valuation Issues Associated with...PYA, P.C.
PYA Principal Carol Carden co-presented “The Vicissitudes of Valuing Value--Legal and Valuation Issues Associated with Value-Based Payment Models” at the 2017 American Health Lawyers Association Physician and Hospitals Law Institute, February 1-3, 2017, in Orlando, Florida.
The presentation addressed:
Emerging alternative payment models (APMs)
The application of fraud and abuse laws and IRS rules to provider network payments
Existing market data and regulatory guidance
Considerations in determining fair market value and commercial reasonableness
This document discusses the patient centered medical home (PCMH) model and its benefits. It notes that PCMHs aim to achieve the triple aim of improved patient care, improved population health, and reduced healthcare costs. Studies show that PCMHs have led to reductions in hospital days, ER visits, and total healthcare costs, while also increasing medication adherence. The document advocates for expanding PCMHs and reforming payment systems to incentivize their growth and success.
Presentation delivered by Bryan Starnes, Chief Financial Officer, Affinity Living Group at the marcus evanc Long-Term Care & Senior Living Central CXO Summit, October 2016, in Chicago.
The Health Systems Administration program at Georgetown has its students complete case projects for a fictional community, Middleboro. Throughout the program we created several deliverables: Community Profile, Community Health Assessment, Strategic Plan, Marketing Plan, and Business Plan.
Presented by PYA’s Jim Lloyd (Consulting Principal) and Robert Mundy (Consulting Senior Manager), "Valuation of Dental Practices,” provide valuable insights regarding dental practice operations, merger and acquisition activity, and valuation approaches. The presentation also covers:
Key operating statistics that drive the value of dental practices.
Compensation trends for dentists.
Regulatory constraints and related issues.
Class XVIII Health Care Day - Charles Buckboldsolutions
Charles Buck presented on healthcare policy and reform to the Greater Naples Leadership group. He discussed the major issues facing the U.S. healthcare system, including the need for universal coverage and bending the cost curve. The Affordable Care Act aims to address universal coverage through the expansion of Medicaid and subsidies for private insurance. Buck argued that improving quality is key to reducing excess costs, and that accountable care organizations can help by organizing healthcare delivery around patient needs. Community leaders can support higher quality providers and push for performance transparency.
PYA Principal Carol Carden's AICPA Health Care Industry Conference presentation addressed the current hospital/physician affiliation environment and its impact on physician compensation.
Value-based healthcare aims to increase quality and decrease costs by tying reimbursements to performance outcomes rather than fee-for-service payments. A survey of healthcare CEOs found that most believe value-based models should dominate over fee-for-service and can increase revenues and profit margins. However, some CEOs are concerned it may decrease revenues or margins. Measuring patient satisfaction, health outcomes, and costs will be important for value-based reimbursement. Integrating and analyzing data on populations, processes, and responses can help create high-value healthcare delivery systems.
The document provides an overview of health insurance in India. It defines health insurance and describes what a typical health insurance policy covers, including room and boarding expenses, nursing costs, surgeon fees, and medical treatment costs. It notes that over 80% of Indians lack health insurance coverage. The major types of health insurance policies in India include hospitalization plans, pre-existing disease plans, senior citizen plans, maternity plans, daily cash plans, and critical illness plans. The document also outlines several government-run health insurance schemes in India like RSBY, Ayushman Bharat, and state-specific programs. It concludes with a discussion of public and private agencies involved in providing health insurance in India.
This document discusses the growing costs and prevalence of chronic health conditions and how employers can promote employee wellness to improve health and reduce costs. It provides data showing chronic conditions and obesity are increasing in the US workforce. Poor health contributes significantly to medical and productivity costs. The document outlines MaineGeneral Health's successful wellness program which reduced health risks and costs through health coaching, incentives, and measuring outcomes. Their program shifted many employees to lower risk categories, lowering claims costs by nearly $1 million. The summary emphasizes how wellness programs can systematically improve workforce health and enhance business performance if they take a long-term, data-driven approach to health behavior change.
Performance Incentive Contracts Experience in Cambodia by the BTC supported p...RikuE
(1) The document discusses performance-based incentive contracts implemented by two Belgian-funded health projects in Cambodia to motivate health staff and increase the utilization of health services.
(2) The projects set up contracts between provincial health departments, operational districts, and health centers that tied staff incentives to meeting targets for indicators like consultations and immunizations. This led to substantial increases in coverage rates.
(3) However, the contracts had less impact on physician motivation and quality of care. Sustainability after the projects also remains a question as the government works to gradually incorporate the schemes. Lessons indicate the need for reliable drug supplies and quality improvements to sustain utilization gains.
This document summarizes Oregon's experience increasing primary care spending through legislative and collaborative efforts. It outlines how Oregon created a patient-centered medical home program, increased transparency of primary care spending across payers, and eventually mandated a minimum primary care spending threshold of 12% of total medical expenditures. Key lessons included starting with less controversial policies, using data to drive transparency and goals, and engaging a multi-stakeholder collaborative. The presentation recommends similar best practices for other states seeking to invest more in primary care.
Paperless Hospitals Dr Dev Taneja 3rd June2012DrDevTaneja
The Indian Hospital industry is growing at 15% per annum.Due to Low industry maturity, the Health IT applications are still at basal level. Though there is lot of hype around Paperless hospitals, the presentation attempts to understand challenges of implenting a True Paperless Hospital
The many ways in which healthcare reform affects the healthcare industry are still playing out. Undoubtedly, a question for physicians and the hospitals that employ many of them is “how will physician compensation be affected?”
PYA Principal Carol Carden recently spoke at the 2013 AICPA Healthcare Industry Conference, where she addressed this question with her presentation, “Current Reform Initiatives and Their Impact on Physician Compensation.”
HIMSS - Real Payer and Provider Collaborations - FinalDaniel Abdul
This document summarizes an upcoming event from HIMSS MN on the role of providers and payers in improving health outcomes through interoperability. The event will feature Daniel Abdul from UCare discussing challenges with interoperability including different views of data, missing clinical notes, and proprietary standards slowing progress. Abdul argues that truly putting patients first requires a unified view of their information and goals across all care teams. Security concerns cannot be an excuse for inaction on interoperability which is necessary to improve chronic care, reduce redundant questions, and enable learning from patient outcomes. The future requires information sharing in near real-time based on patient preferences.
Kent Giles Improving The Bottom Line 4044837000 Sdi 10 2010giles777
The document summarizes a presentation on improving hospital margins through a Margin Improvement Program (MIP) at a hospital (UHS). It describes UHS's financial challenges in 2006 and its decision to implement a MIP approach with outside help. The MIP included initiatives to improve patient access and flow, perioperative services, supply chain management, and revenue cycle. Through the MIP, UHS achieved over $154 million in annual financial improvements, surpassing its goal of $68 million, and improved its operating margin to over 5%. The success of the MIP required hands-on leadership and accountability for tracking and achieving initiative goals.
“Surviving the Changing World of Patient Collections”PYA, P.C.
Many factors brought on by healthcare reform are affecting patient collections—new health exchange plans, newly insured individuals, more high-deductible plans, increased patient co-insurance responsibilities, and higher co-pays. Medical practices and their staff must become more diligent in patient collections to maintain healthy bottom lines. PYA Consulting Principal Lori Foley recently presented “Surviving the Changing World of Patient Collections” during the Business of Medicine Program at Kennesaw State University.
In an article for Healthcare Executive, Don Seymour, Kevin Talbot, and Chad Stutelberg share their insight on developing compensation strategies that link executive and physician compensation models to acute care outcome-based payment methodologies.
This document discusses the patient-centered medical home (PCMH) model and its benefits. It provides examples of organizations that have implemented PCMH initiatives to improve care coordination, access, costs and outcomes. Key points include:
- PCMH aims to strengthen primary care through care coordination, enhanced access, quality improvement and payment reform.
- Studies show PCMH can reduce costs by decreasing ER visits and hospital days while improving outcomes.
- Several large employers, the Department of Defense, and state governments have adopted PCMH models for the populations they insure.
- Successful PCMH models integrate primary care, specialists, hospitals, and community resources through use of health IT, data sharing and care
1) Catasys is a healthcare company that uses AI and telehealth to engage with members who avoid care through their OnTrak program, driving lasting behavior change and lowering costs.
2) Their proprietary PRE platform uses machine learning to identify high-cost members with behavioral health conditions and comorbidities who are not seeking treatment.
3) Catasys sees significant growth opportunities in expanding their OnTrak program to more health plans and states based on their track record of 54% savings per member and nearly 5:1 ROI for health plans.
The Vicissitudes of Valuing Value--Legal and Valuation Issues Associated with...PYA, P.C.
PYA Principal Carol Carden co-presented “The Vicissitudes of Valuing Value--Legal and Valuation Issues Associated with Value-Based Payment Models” at the 2017 American Health Lawyers Association Physician and Hospitals Law Institute, February 1-3, 2017, in Orlando, Florida.
The presentation addressed:
Emerging alternative payment models (APMs)
The application of fraud and abuse laws and IRS rules to provider network payments
Existing market data and regulatory guidance
Considerations in determining fair market value and commercial reasonableness
This document discusses the patient centered medical home (PCMH) model and its benefits. It notes that PCMHs aim to achieve the triple aim of improved patient care, improved population health, and reduced healthcare costs. Studies show that PCMHs have led to reductions in hospital days, ER visits, and total healthcare costs, while also increasing medication adherence. The document advocates for expanding PCMHs and reforming payment systems to incentivize their growth and success.
Presentation delivered by Bryan Starnes, Chief Financial Officer, Affinity Living Group at the marcus evanc Long-Term Care & Senior Living Central CXO Summit, October 2016, in Chicago.
The Health Systems Administration program at Georgetown has its students complete case projects for a fictional community, Middleboro. Throughout the program we created several deliverables: Community Profile, Community Health Assessment, Strategic Plan, Marketing Plan, and Business Plan.
Presented by PYA’s Jim Lloyd (Consulting Principal) and Robert Mundy (Consulting Senior Manager), "Valuation of Dental Practices,” provide valuable insights regarding dental practice operations, merger and acquisition activity, and valuation approaches. The presentation also covers:
Key operating statistics that drive the value of dental practices.
Compensation trends for dentists.
Regulatory constraints and related issues.
Class XVIII Health Care Day - Charles Buckboldsolutions
Charles Buck presented on healthcare policy and reform to the Greater Naples Leadership group. He discussed the major issues facing the U.S. healthcare system, including the need for universal coverage and bending the cost curve. The Affordable Care Act aims to address universal coverage through the expansion of Medicaid and subsidies for private insurance. Buck argued that improving quality is key to reducing excess costs, and that accountable care organizations can help by organizing healthcare delivery around patient needs. Community leaders can support higher quality providers and push for performance transparency.
PYA Principal Carol Carden's AICPA Health Care Industry Conference presentation addressed the current hospital/physician affiliation environment and its impact on physician compensation.
Value-based healthcare aims to increase quality and decrease costs by tying reimbursements to performance outcomes rather than fee-for-service payments. A survey of healthcare CEOs found that most believe value-based models should dominate over fee-for-service and can increase revenues and profit margins. However, some CEOs are concerned it may decrease revenues or margins. Measuring patient satisfaction, health outcomes, and costs will be important for value-based reimbursement. Integrating and analyzing data on populations, processes, and responses can help create high-value healthcare delivery systems.
The document provides an overview of health insurance in India. It defines health insurance and describes what a typical health insurance policy covers, including room and boarding expenses, nursing costs, surgeon fees, and medical treatment costs. It notes that over 80% of Indians lack health insurance coverage. The major types of health insurance policies in India include hospitalization plans, pre-existing disease plans, senior citizen plans, maternity plans, daily cash plans, and critical illness plans. The document also outlines several government-run health insurance schemes in India like RSBY, Ayushman Bharat, and state-specific programs. It concludes with a discussion of public and private agencies involved in providing health insurance in India.
This document discusses the growing costs and prevalence of chronic health conditions and how employers can promote employee wellness to improve health and reduce costs. It provides data showing chronic conditions and obesity are increasing in the US workforce. Poor health contributes significantly to medical and productivity costs. The document outlines MaineGeneral Health's successful wellness program which reduced health risks and costs through health coaching, incentives, and measuring outcomes. Their program shifted many employees to lower risk categories, lowering claims costs by nearly $1 million. The summary emphasizes how wellness programs can systematically improve workforce health and enhance business performance if they take a long-term, data-driven approach to health behavior change.
Performance Incentive Contracts Experience in Cambodia by the BTC supported p...RikuE
(1) The document discusses performance-based incentive contracts implemented by two Belgian-funded health projects in Cambodia to motivate health staff and increase the utilization of health services.
(2) The projects set up contracts between provincial health departments, operational districts, and health centers that tied staff incentives to meeting targets for indicators like consultations and immunizations. This led to substantial increases in coverage rates.
(3) However, the contracts had less impact on physician motivation and quality of care. Sustainability after the projects also remains a question as the government works to gradually incorporate the schemes. Lessons indicate the need for reliable drug supplies and quality improvements to sustain utilization gains.
This document summarizes Oregon's experience increasing primary care spending through legislative and collaborative efforts. It outlines how Oregon created a patient-centered medical home program, increased transparency of primary care spending across payers, and eventually mandated a minimum primary care spending threshold of 12% of total medical expenditures. Key lessons included starting with less controversial policies, using data to drive transparency and goals, and engaging a multi-stakeholder collaborative. The presentation recommends similar best practices for other states seeking to invest more in primary care.
Paperless Hospitals Dr Dev Taneja 3rd June2012DrDevTaneja
The Indian Hospital industry is growing at 15% per annum.Due to Low industry maturity, the Health IT applications are still at basal level. Though there is lot of hype around Paperless hospitals, the presentation attempts to understand challenges of implenting a True Paperless Hospital
Conor Burke & Lucy Moore: Learning from an integrated care organisationNuffield Trust
This document discusses integrated care and the role of an integrated care organization called Whipps Cross University Hospital Trust. It notes that Whipps Cross aims to reduce outpatient appointments by 20% and elective procedures by 6% through decommissioning, while shifting 40% of A&E visits, 12% of electives, and 42% of outpatient appointments to prevent chronic conditions and improve acute quality. The document advocates changing systems rather than changing within systems to drive real improvement. It outlines PolySystems' goals of promoting community health, maximizing independence for those with long-term needs, and improving non-critical acute care. PolySystems aims to achieve improved outcomes using strategies like care navigation, improved coordination, and increased access
ACO = HIE + Analytics: Enabling Population Health ManagementPerficient, Inc.
An ACO aims to improve healthcare delivery and population health outcomes while lowering costs. It coordinates patient care across providers to share financial risk and responsibility for a given population. Key components include primary care physicians, specialists, hospitals, and mechanisms for care coordination. Success is defined by achieving the triple aim of better patient experience of care, improved population health outcomes, and lower per capita costs.
Automated, Standardized Reporting of Patient Safety and Quality Measures to E...Edgewater
Edgewater and UPenn presented on "Moving from Volume to Value Based Care" at The World Congress 10th Annual Healthcare Quality Congress, August 2-3, 2012.
ACO = HIE + Analytics - a Healthcare IT PresentationPerficient, Inc.
ACO = HIE + Analytics. An ACO requires health information exchange capabilities to integrate clinical and claims data from various sources. It also requires advanced analytics to enable predictive modeling, population health management, and performance tracking against metrics like quality, costs, and health outcomes. The combination of HIE and analytics provides ACOs with insights needed to improve care coordination, reduce costs, and enhance overall population health.
Delivered by Craig Brammer at CITIH 2011. Focus on discussion of regional and national initiatives and opportunities for regional partners to leverage them for driving healthcare improvements, public health and research.
This session will provide a broad perspective on the many initiatives related to HIT. Experts from the regional and national level will discuss data models, privacy concerns and adoption strategies from their different perspectives. Also addressed will be planning for NHIN direct adoption as a complimentary strategic to full HIEs.
We at Boehringer Ingelheim know that there are many issues affecting health care in the United States. In this presentation Dr. Lee Sacks of Advocate Health takes a look at accountable care organizations (ACOs) and their role in health care reform. Understanding the Implications of Accountable Care Organizations for Patients and Providers, was a web conference given on July 31, 2012 and which we hope will provide offer an understanding of best practices among ACOs and tips for helping constituents adopt and participate in ACOs.
Presentation by Dr Aaron McKethan, who's running the Beacon Communities project at ONC. This was the presentation he gave to the Health 2.0 Community in the webinar on July 21
Dignity Health is one of the largest health systems in the US, founded in 1986. It operates 39 hospitals and has over 56,000 employees. The presentation discusses Dignity Health's population health management strategy and supporting data and technologies. It outlines their clinical integrated networks and the key pillars of their population health approach. It also describes the challenges of accessing and integrating data from multiple sources to support population health management goals.
The document discusses implementing a quality assurance program through accreditation, health technology assessment, peer review, feedback mechanisms, and performance monitoring. It outlines PhilHealth's accreditation of different types of healthcare providers like physicians, hospitals, rural health units, and more. Minimum requirements for accreditation include 100% compliance with core indicators and 60% compliance in key areas like patient rights, care, and safety for centers, or 75% compliance in additional areas like leadership for assistant centers. The document emphasizes continuous quality improvement.
9021 session collaborating with physicians engaging for results_aorn 2013_c...debbiedetech
This document discusses collaborating with physicians to improve perioperative services. It begins with disclosing potential conflicts of interest from the authors. It then lists the objectives which are to discuss key perioperative metrics, criteria for successful governance including physician engagement, and the need to cut costs and improve efficiency. It then provides polling questions about why physician collaboration is critical. The rest of the document discusses changes in healthcare, CEO concerns about surgical services, how surgical services drive hospital performance, and the cost and complexity of surgery. It emphasizes that surgical services are the engine of the hospital and must run efficiently. It then discusses the importance of perioperative governance and effective structures to drive change through accountability. Key metrics and tools for improving block utilization are also presented
Leadership & Human Capital Development In Healthcare People Hosp Orchid...DrDevTaneja
The Indian Healthcare Industry is growing at 15% per annum. Due to low industry maturity, it faces an uphill task in terms of Human Capital & Leadership
This document discusses linking population health and medical management in the military health system. It covers utilizing population health data to identify populations, assess health status, forecast demand, and manage demand. It also discusses capacity management, evidence-based care and prevention, program evaluation, case management, utilization management, and disease management as parts of a medical management model. Key resources mentioned include the Department of Defense Instruction 6025.20, Population Health/Medical Management Guides, Medical Management Webinars, and the Milliman Inpatient & Outpatient Guidelines.
Introduction & EHR Benefits RealizationDave Shiple
Divurgent is a healthcare consulting firm that helps clients realize benefits from their EHR investments. They have experts who previously served as CIOs and provide services around IT strategy, meaningful use, benefits realization, and clinical integration. Hard dollar ROI from EHRs is possible but requires planning and accountability. Benefits realization exercises should focus on a few high-value metrics that are easy to measure, such as reductions in wait times, costs, and staff. Ensuring process owners are engaged from the start and accountable for benefits is key to success.
This document provides an overview of Tony Fanelli's career in health information technology leadership. It summarizes his 20+ years of experience in various roles within healthcare organizations, implementing electronic medical record systems. It also outlines some common issues and needs expressed by key stakeholders in healthcare such as primary care physicians, administrators, and C-suite executives regarding EMR systems like ensuring data quality, interoperability, and support for value-based care initiatives.
Startup weekend presentation. The team won "best use of government data" for creating a business called "Pineapple Food." This is the presentation from the July 10, 2012 presentation to the Worldbank on the topic (given by Marvin Ammori).
The document discusses mHealth, which refers to mobile health applications and services. It defines mHealth broadly as integrating mobile technologies into patient-centered care. Current trends show increasing federal support and technology adoption driving mHealth growth. Key mHealth applications span personal health management, health promotion, and disease surveillance across the continuum of care. Opportunities exist to engage with and contribute to the expanding field of mHealth to discover new applications and assess effectiveness.
March 19, 2011 presentation at the Annual conference for the Association for Prevention Teaching and Research on opportunities for students to be engaged with mHealth.
This document summarizes electronic health record (EHR) adoption trends among ambulatory care physicians from 2005 to 2010. It defines ambulatory care, EHRs, and levels of EHR adoption. Charts show EHR adoption rates increasing over time but meaningful use adoption rates remaining low at 6%. The document concludes that new financial incentives and regulations under HITECH are aimed at increasing meaningful EHR adoption rates.
Overview of Meaningful Use, Stage One. Presented to Georgetown's Health Information System's class on 4/14//11. Only difference from previous lectures is the addition of slides on adoption sentiment.
Meaningful Use Stage One, with CertificationJess Jacobs
The document discusses the requirements for achieving meaningful use of electronic health records under the Medicare and Medicaid EHR incentive programs. To qualify for incentive payments, eligible professionals and hospitals must meet core objectives such as maintaining active medication lists, recording smoking status, and reporting clinical quality measures electronically. They must also meet menu objectives such as incorporating lab results, generating patient lists, and providing patient-specific education. The incentives provide payments from 2011-2021 to professionals who demonstrate meaningful use each year, with penalties beginning in 2015 if usage requirements are not met.
In Spring of 2010 I was on a Georgetown student consulting team that worked on figuring out if it was possible to detect Medicaid fraud from #opendata in small, medium, and large states. This is the database work behind that project.
In Spring of 2010 I was on a Georgetown student consulting team that worked on figuring out if it was possible to detect Medicaid fraud from #opendata in small, medium, and large states.
The Health Systems Administration program at Georgetown has its students complete case projects for a fictional community, Middleboro. Throughout the program we created several deliverables: Community Profile, Community Health Assessment, Strategic Plan, Marketing Plan, and Business Plan.
The Health Systems Administration program at Georgetown has its students complete case projects for a fictional community, Middleboro. Throughout the program we created several deliverables: Community Profile, Community Health Assessment, Strategic Plan, Marketing Plan, and Business Plan.
The Health Systems Administration program at Georgetown has its students complete case projects for a fictional community, Middleboro. Throughout the program we created several deliverables: Community Profile, Community Health Assessment, Strategic Plan, Marketing Plan, and Business Plan.
The Health Systems Administration program at Georgetown has its students complete case projects for a fictional community, Middleboro. Throughout the program we created several deliverables: Community Profile, Community Health Assessment, Strategic Plan, Marketing Plan, and Business Plan.
My very first PowerPoint presentation. Ever. This reported on The school didn't do PPT so my dad borrowed a projector from his office. Then I was told I relied on the ppt too much. Whoops!
2. Memorial Hermann
Why we have to change
Where we are going
How we will get there
How we will know we are there
Executive Summary
3. Why we have to change
STRENGTHS WEAKNESSES
• Positive Margin • Variable financial performance
• Full Range of Facilities • Numerous, Small IPAs
• High Level of Health IT adoption • Nascent Health IT in provider offices
• Nationally Recognized QI • Undefined HIE
OPPORTUNITIES THREATS
• Large Medicare/Medicaid Population • Ambiguous ACO requirements
• Choice Primary Care Physician Lock-In • Start Up Costs/Reimbursement
• Recruiting Advantages • Texas Physician Employment Law
Supplement: 8-15
5. Memorial Hermann
Why we have to change
Where we are going
How we will get there
How we will know we are there
6. Culture & Core Values
BREAKTHROUGHS
EVERY DAY
Mission: Memorial Hermann Accountable Care Collaborative is
dedicated to improving the health of the people in Southeast
Texas by providing a continuum of high quality health
services
Supplement: 18-20
7. Patient Support
Access
Information Eligibility
Patient
Clinical
Billing
Care
Home Care
Supplement: 29-32
8. Memorial Hermann
Why we have to change
Where we are going
How we will get there
How we will know we are there
9. Critical Issues & Areas
Operational Quality
• Strategy and • Financial
Direction Considerations
• Provider Support • Health
• Organization and • Risk Management
Governance • Patient Advocacy Information
Technology
• Quality
Improvement
Organizational Financial
Supplement: 16-17
12. Financial Management
Patient Budget Performance Payment
Attribution Development Monitoring Plan Incentive Plan
• Provider • Baseline • Reporting • One-Sided
Enrollment Historical plan which Shared
• Patient Risk Data compares Savings Plan
Management • Trend actual costs
Estimates to the budget
• Adjustments
Supplement: 36-41, 61-85
13. Legal Risks
Potential Legal Issue How to Avoid It
Antitrust 30% / 20% Rule
Stark Law Waiver from HHS
Texas Physician Risk Physician led board of
director
No physician employment
Supplement: 39-40
14. The CQI System
• Triple Aim
• High-quality
Patient
Identification
• Cost-effective
• Southeast Texas
Performance
Concurrent
Oversight and
Review
Accountablity
population
• Patient Advocacy
Quality
Tools for
Improvement
Frontline Staff
Teams
Supplement: 45-49
16. The Health IT System
Acute
EMR
mHealth
GIS
Mapping PHR HIE
Amb.
EMR
Supports: Quality Improvement, Patient Throughput, and Revenue Cycle Management
Supplement: 42-44
17. Memorial Hermann
Why we have to change
Where we are going
How we will get there
How we will know we are there
18. Implementation Plan
Implementation Issue Start Date End Date Responsible Entity
O1. Define Mission Vision and Values for the CCO/Provider Support
Whole Organization Jun-10 Feb-11 Services
O2. Develop Program that helps members CCO/Provider Support
achieve the MVV Mar-11 Apr-11 Services
Organizational Design
O3. Develop Human Resources Evaluation tool CCO/Risk Management
for all staff members to encourage ACHIEVE Apr-11 May-11
O4. Get stakeholder buy in to reorganize the CCO/CEO
board of directors. Feb-11 Mar-11
O5. Facilitate discussion between “primary CMO
care” and “specialist” based physicians. Jan-10 Jun-10
O6. Engage community stakeholders to gain an CSO
understanding of actual community need. Jan-10 Jul-10
O7. Query Faculty governance members CSO
regarding their organizational structure. Jun-10 Aug-10
Supplement: 50-51
19. Implementation Plan
C3. Continual Monitoring Plan
F3. Physician Reimb.
F6. Facilities & Providers
OM 3. Provider Undestanding
C4. EHR Adoption Tool
OM 10. Patient Advocacy Training
OM 7. Provider Enrollment
OM 8. Staff Enrollment
OM 9. Quality/IT Training
O4. Board of Directors
O3. HR Eval Tool
C2. Educate QI Plan
C7. HIE Records
O2. MVV Program
C 10. PHR
C1. QI Plan Design
C5. MPI Assignment
C6. Provider IDS
C8. mHealth
C9. RCM
F 1. Patient Assignment
F2. PMPM Review
F4. Third Party Payers
F5. Claims Processing
F7. Incentive Possiblities
F8. Contracting Law
F9. Org. Legal Issues
OM 5. Care Coordination
O1. Define MVV
O6. Engage Community Stakeholders
O7. Faculty Engagement
OM 6. RCM Training
O5. MHMD Communications
OM 1. Recruitment and Staffing
OM 2. Preferred Products
2010 2011 2012 2013 2014 2015
Supplement: 52