This document outlines Sheldon Hamburger's presentation on developing and operating post-acute networks in value-based programs. The presentation covers identifying opportunities to reduce post-acute spending, designing a post-acute network, developing partnerships, operational issues, and performance monitoring. The goal is to optimize post-acute care utilization, shift patients to lower-cost settings when possible, and improve outcomes and satisfaction.
Sandra Bullock plays Jean Calbot, a wealthy wife of a district attorney running for re-election who feels alone and misunderstood. Jean experiences paranoia and abnormal behavior, believing people of color will harm her after being assaulted. She yells frequently without understanding why and thinks her husband may be having an affair. Jean eventually realizes the people she interacts with daily, like her maid, are the ones who truly listen, love, and care for her well-being.
Este documento describe las etapas del proceso de resolución de problemas tecnológicos, incluyendo la identificación del problema, el análisis de la situación, la propuesta de trabajo, la búsqueda y selección de información, el diseño, la preparación de dibujos, la planificación y distribución de tareas, la construcción del prototipo, la evaluación y presentación del sistema técnico, y la posible comercialización del producto. El objetivo general es satisfacer las necesidades humanas mediante el diseño y fabricación de dispositivos
This document summarizes the M.Tech program in Renewable Energy at Gandhigram Rural Institute. The 2-year program consists of 4 semesters with coursework covering topics like solar energy, thermal engineering, energy auditing and management. Students can be admitted based on their GATE scores or by appearing for a written entrance exam conducted by the institute. The curriculum outlines the various compulsory and elective courses offered each semester along with course credits, teaching hours and evaluation criteria. Overall, the program aims to equip students with knowledge of renewable energy technologies and their application for rural development.
Las TIC y sus implicaciones educativasyorki flores
Las TIC se refieren a tecnologías que permiten transmitir, procesar y difundir información de manera instantánea y son consideradas fundamentales para reducir la brecha digital y construir una sociedad de la información. El documento discute el potencial de las TIC para mejorar el proceso de enseñanza-aprendizaje, notando ventajas como la motivación de estudiantes y acceso a recursos, aunque también señala posibles desventajas como adicción o problemas visuales. Propone un modelo pedagógico holístico ecléctico
Los documentos proporcionan información sobre populares redes sociales y servicios de mensajería como YouTube, Twitter, WhatsApp, QQ, Instagram, Facebook, QZone, WeChat, Weibo, LinkedIn, Shazam, Google Maps, Google+, Facebook Messenger, Ovi Maps, Foursquare, Flickr, Vine y Pocket, describiendo sus características, fundadores y número de usuarios.
This document is a student's report on energy for a 9th grade class taught at Gonzalo Arango Institution. It includes the student's name, Michael Cantor, the course number 903, and links to online video resources about climate change.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, maior tela e bateria de longa duração. O dispositivo também possui processador mais rápido e armazenamento expansível. O novo modelo será lançado em outubro por um preço inicial de US$799.
Sandra Bullock plays Jean Calbot, a wealthy wife of a district attorney running for re-election who feels alone and misunderstood. Jean experiences paranoia and abnormal behavior, believing people of color will harm her after being assaulted. She yells frequently without understanding why and thinks her husband may be having an affair. Jean eventually realizes the people she interacts with daily, like her maid, are the ones who truly listen, love, and care for her well-being.
Este documento describe las etapas del proceso de resolución de problemas tecnológicos, incluyendo la identificación del problema, el análisis de la situación, la propuesta de trabajo, la búsqueda y selección de información, el diseño, la preparación de dibujos, la planificación y distribución de tareas, la construcción del prototipo, la evaluación y presentación del sistema técnico, y la posible comercialización del producto. El objetivo general es satisfacer las necesidades humanas mediante el diseño y fabricación de dispositivos
This document summarizes the M.Tech program in Renewable Energy at Gandhigram Rural Institute. The 2-year program consists of 4 semesters with coursework covering topics like solar energy, thermal engineering, energy auditing and management. Students can be admitted based on their GATE scores or by appearing for a written entrance exam conducted by the institute. The curriculum outlines the various compulsory and elective courses offered each semester along with course credits, teaching hours and evaluation criteria. Overall, the program aims to equip students with knowledge of renewable energy technologies and their application for rural development.
Las TIC y sus implicaciones educativasyorki flores
Las TIC se refieren a tecnologías que permiten transmitir, procesar y difundir información de manera instantánea y son consideradas fundamentales para reducir la brecha digital y construir una sociedad de la información. El documento discute el potencial de las TIC para mejorar el proceso de enseñanza-aprendizaje, notando ventajas como la motivación de estudiantes y acceso a recursos, aunque también señala posibles desventajas como adicción o problemas visuales. Propone un modelo pedagógico holístico ecléctico
Los documentos proporcionan información sobre populares redes sociales y servicios de mensajería como YouTube, Twitter, WhatsApp, QQ, Instagram, Facebook, QZone, WeChat, Weibo, LinkedIn, Shazam, Google Maps, Google+, Facebook Messenger, Ovi Maps, Foursquare, Flickr, Vine y Pocket, describiendo sus características, fundadores y número de usuarios.
This document is a student's report on energy for a 9th grade class taught at Gonzalo Arango Institution. It includes the student's name, Michael Cantor, the course number 903, and links to online video resources about climate change.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, maior tela e bateria de longa duração. O dispositivo também possui processador mais rápido e armazenamento expansível. O novo modelo será lançado em outubro por um preço inicial de US$799.
This document certifies that Scmal Dilip Shah has passed the Talend Enterprise Data Integration 5.6 Certification Exam and is now a Certified Talend Enterprise Data Integration Consultant as of April 10, 2016.
Using Patient Navigation in an Orthopedic Service Line to Drive Outcomes and ...Wellbe
Preparing for joint replacement surgery can be overwhelming for many patients; they often feel inundated with the number of tasks that need to be completed prior to surgery such as medical appointments, preadmission testing, and preparing for their recovery. Learn how one health system used technology and nurse navigation to guide their patients through the joint replacement journey.
About the Speakers:
KateG100Kate Gillespie is the AVP of the Orthopedic Service Line at Virtua in Southern New Jersey. Kate received her BSN from the College of New Jersey and her MBA in Health Care Administration from Eastern University, she is certified in Nursing Administration. As the Orthopedic service line leader her responsibilities include driving efficiency through standardization, cost containment and quality outcomes. Kate is a certified Six Sigma Black Belt with expertise in operation efficiency and lean methodology. As a Six Sigma Black Belt, Kate has led quality and financial projects, and co-led multiple Kaizen projects. She is also active in New Jersey State Nurse Association and chairwoman for the NJ INPAC.
J Smith100Jennifer Smith is the Director of Clinical Outcomes for the Orthopedic Service at Virtua in Southern NJ. Jennifer received her BSN from Thomas Jefferson University and her MSN in Nursing from Villanova University. As the Director of Clinical Outcomes her responsibilities include driving standardization and quality outcomes for the service line. Jennifer is certified as both a Clinical Nurse Specialist in Adult health and Professional in Health Care Quality.
Talend Community Use Group Bristol: Preparing your business for mastering dat...KETL Limited
This is the slide deck from the January 2016 Talend Community User Group Bristol hosted by KETL. The deck is from the presentation from Helen Woodcock on preparing your business case for MDM and Josh's worksheets for preparing a basic Talend look up table.
El documento presenta una descripción general de los diferentes tipos de empresas consultoras, incluyendo grandes oficinas de consultoría multinacionales, consultoría tecnológica, consultoría gerencial, empresas importantes de contabilidad que prestan servicios de asesoramiento empresarial, consultoría para pequeñas y medianas empresas, consultoría en marketing, consultores independientes, consultoría especializada, funciones de los profesores consultores, consultoría virtual y suministradores no tradicionales de servicios de consultoría.
Today, when data is mushrooming and coming in heterogeneous forms, there is a growing need for a flexible, adaptable, efficient and cost effective integration platform which will take minimum on-boarding time and interact and entertain n number of platforms. Talend fits just perfect in this space with a proven track record, so learning talend makes lot of sense for anybody associated with data world.
If you understand how to manage, transform, store your organisation data (retail, banking, airlines, research, insurance, cards etc.) and effectively represent it which is the backbone behind any successful MIS system/reporting/dash board then you are a key person that organisation most sought after.
El documento describe las Tecnologías de la Información y la Comunicación (TIC), incluyendo que son herramientas para procesar, almacenar y compartir información. Explica que las TIC han permitido avances en ciencia y técnica gracias a la información y el conocimiento. También discute el potencial de las TIC para mejorar el proceso de enseñanza-aprendizaje al hacerlo más interactivo y centrado en el estudiante.
Discounted Cash Flow Methodology for Banks and Credit UnionsLibby Bierman
As institutions prepare for the CECL or current expected credit loss model for the allowance for loan and lease losses (ALLL), institutions are prudently learning the various methodologies available to them. Discounted Cash Flow or DCF is one proposed methodology. This session presents best practices and use cases for the ALLL methodology. See the recording: http://web.sageworks.com/dcf-webinar/
This document outlines Leroy Schwarz's vision for the future of supply chain management. It discusses how supply chain models and practices have evolved from focusing on individual entities to more collaborative approaches across organizations. Schwarz introduces the concept of managing an "IDIB portfolio" that considers information, decision making, implementation, and buffers as interrelated systems. He argues future advancements will involve collaborative decision making and implementation between supply chain partners while maintaining private information. The document outlines two of Schwarz's research projects on these topics involving multiple researchers.
Supply Chain Network Design: Key Questions for a Successful Distribution NetworkHannah Flynn
As we plan for the world of eCommerce and the customer expectation of quick, free shipping, our ability to forecast is turned on its head. How many distribution centers do we even need, and is that number feasible? Can we use historical data to plan for demand and design our networks, or is there a better way?
If we're going to offer the speed of shipping and variety of inventory that today's customers have come to expect, there are a lot of different questions that need to be asked. Join Irina Rosca, Director of Supply Chain Operations at Helix and an experienced global supply chain strategist, as she walks through the key questions to a successful and efficient distribution network. You'll leave knowing what data you can start collecting today to answer these questions.
QlikView for Risk and Customer IntelligenceQlikView-India
This document provides an overview of QlikView software for risk management and customer intelligence applications in the financial services industry. It begins with an agenda and introduces QlikView's capabilities for risk/fraud analysis and customer intelligence. It then presents several case studies of banks and financial institutions using QlikView for tasks like risk monitoring, fraud investigation, customer targeting, and transaction analysis. Screenshots of sample QlikView applications are shown. The document concludes by discussing QlikView's uniqueness and advantages over traditional business intelligence tools.
Kevin Watkins, Enterprise Security Architect at BAT - BAT’s Managed Security ...Global Business Events
BAT, a large tobacco company, is undergoing a business transformation and looking to consolidate IT systems. It has outsourced some security functions to a managed security service provider (MSSP) to gain efficiencies. The outsourcing has had some successes like a global firewall and endpoint security, but also issues around costs, customization needs, and meeting expectations. As threats grow more sophisticated, BAT will need to ensure its outsourced security controls can address advanced attacks and that the MSSP aligns with its strategic security needs.
Supply Chain Solutions - Where does the future lie?Nikhil Kejriwal
The document discusses strategies a company can take to achieve 10x business growth over the next 10 years. It outlines opportunities in partnering with software vendors, upselling and cross-selling to existing clients, tapping emerging markets like India, and adopting new technologies around cloud, IoT, and autonomous vehicles. Key areas of focus include omni-channel retail, green supply chains, renewable energy, and pharmaceuticals/food and beverage sectors.
The WorldatWork Handbook of Compensation, Benefi ts & T.docxAASTHA76
This document provides an overview and summary of the WorldatWork Handbook of Compensation, Benefits & Total Rewards. The handbook is a comprehensive guide for HR professionals published by WorldatWork and John Wiley & Sons. It covers topics such as total rewards strategies, designing and implementing total rewards programs, communicating total rewards, compensation fundamentals, regulatory environment, market pricing, job analysis, base pay structures, and maintaining compensation programs. The handbook is intended to provide HR professionals with guidance and best practices for managing total rewards programs.
Coman Bank of India is seeking to adopt analytics to improve customer retention, cross-selling, and risk assessment. The bank currently has issues with high customer churn of 4% and single-product customers comprising 50% of its base. It aims to reduce churn to less than 2% and increase cross-selling to 40% of customers. The bank also aims to reduce fraud and loan defaults from the current 4% loss level. It has data available in its FINACLE core banking system and enterprise data warehouse. The analytics vendor's scope of work includes customer segmentation, identifying reasons for churn, and risk/fraud analysis. Success will be measured based on ROI, data loading time, scalability, integrity, complexity, and
Coman Bank of India is seeking to adopt analytics to improve customer retention, cross-selling, and risk assessment. The bank currently has issues with high customer churn of 4% and single-product customers comprising 50% of its base. It aims to reduce churn to less than 2% and increase cross-selling to 40% of customers. The bank also aims to reduce fraud and loan defaults from the current 4% loss level. It has data available in its FINACLE banking system and enterprise data warehouse. The proposed scope of work includes customer segmentation, identifying reasons for churn, and risk/fraud analysis. Success will be measured based on ROI, data loading time, scalability, integrity, complexity, and security. The
As a product manager specialize in monetization for software, I like to share my concepts and techniques with my colleagues to help them understand my approach.
IDM Affiliate Marketing Course December 2012visiblybetter
Affiliate marketing involves businesses rewarding affiliates for each new customer or sale brought in through the affiliate's own marketing efforts. The document discusses understanding affiliate marketing principles, structuring an effective affiliate program, and monitoring affiliate data. It also covers the different types of affiliates including content, arbitrage, and professional affiliates. The presenter has 16 years of affiliate marketing experience and discusses goals for understanding affiliate marketing and how it fits in the overall marketing mix.
This document discusses reverse logistics and highlights several key points:
1) Reverse logistics is a complex supply chain process that is different than traditional forward logistics due to non-uniform product quality, ambiguous routing, and less transparent visibility.
2) The US reverse logistics market was estimated at $45 billion annually in 2001 across various industry sectors such as transportation equipment and computer/office equipment.
3) Returns can represent a significant percentage (up to 20%) of total sales for some high-tech sectors and involve more transactions than the original sale. However, the costs and value of returns are often hidden within company budgets and processes.
This document certifies that Scmal Dilip Shah has passed the Talend Enterprise Data Integration 5.6 Certification Exam and is now a Certified Talend Enterprise Data Integration Consultant as of April 10, 2016.
Using Patient Navigation in an Orthopedic Service Line to Drive Outcomes and ...Wellbe
Preparing for joint replacement surgery can be overwhelming for many patients; they often feel inundated with the number of tasks that need to be completed prior to surgery such as medical appointments, preadmission testing, and preparing for their recovery. Learn how one health system used technology and nurse navigation to guide their patients through the joint replacement journey.
About the Speakers:
KateG100Kate Gillespie is the AVP of the Orthopedic Service Line at Virtua in Southern New Jersey. Kate received her BSN from the College of New Jersey and her MBA in Health Care Administration from Eastern University, she is certified in Nursing Administration. As the Orthopedic service line leader her responsibilities include driving efficiency through standardization, cost containment and quality outcomes. Kate is a certified Six Sigma Black Belt with expertise in operation efficiency and lean methodology. As a Six Sigma Black Belt, Kate has led quality and financial projects, and co-led multiple Kaizen projects. She is also active in New Jersey State Nurse Association and chairwoman for the NJ INPAC.
J Smith100Jennifer Smith is the Director of Clinical Outcomes for the Orthopedic Service at Virtua in Southern NJ. Jennifer received her BSN from Thomas Jefferson University and her MSN in Nursing from Villanova University. As the Director of Clinical Outcomes her responsibilities include driving standardization and quality outcomes for the service line. Jennifer is certified as both a Clinical Nurse Specialist in Adult health and Professional in Health Care Quality.
Talend Community Use Group Bristol: Preparing your business for mastering dat...KETL Limited
This is the slide deck from the January 2016 Talend Community User Group Bristol hosted by KETL. The deck is from the presentation from Helen Woodcock on preparing your business case for MDM and Josh's worksheets for preparing a basic Talend look up table.
El documento presenta una descripción general de los diferentes tipos de empresas consultoras, incluyendo grandes oficinas de consultoría multinacionales, consultoría tecnológica, consultoría gerencial, empresas importantes de contabilidad que prestan servicios de asesoramiento empresarial, consultoría para pequeñas y medianas empresas, consultoría en marketing, consultores independientes, consultoría especializada, funciones de los profesores consultores, consultoría virtual y suministradores no tradicionales de servicios de consultoría.
Today, when data is mushrooming and coming in heterogeneous forms, there is a growing need for a flexible, adaptable, efficient and cost effective integration platform which will take minimum on-boarding time and interact and entertain n number of platforms. Talend fits just perfect in this space with a proven track record, so learning talend makes lot of sense for anybody associated with data world.
If you understand how to manage, transform, store your organisation data (retail, banking, airlines, research, insurance, cards etc.) and effectively represent it which is the backbone behind any successful MIS system/reporting/dash board then you are a key person that organisation most sought after.
El documento describe las Tecnologías de la Información y la Comunicación (TIC), incluyendo que son herramientas para procesar, almacenar y compartir información. Explica que las TIC han permitido avances en ciencia y técnica gracias a la información y el conocimiento. También discute el potencial de las TIC para mejorar el proceso de enseñanza-aprendizaje al hacerlo más interactivo y centrado en el estudiante.
Discounted Cash Flow Methodology for Banks and Credit UnionsLibby Bierman
As institutions prepare for the CECL or current expected credit loss model for the allowance for loan and lease losses (ALLL), institutions are prudently learning the various methodologies available to them. Discounted Cash Flow or DCF is one proposed methodology. This session presents best practices and use cases for the ALLL methodology. See the recording: http://web.sageworks.com/dcf-webinar/
This document outlines Leroy Schwarz's vision for the future of supply chain management. It discusses how supply chain models and practices have evolved from focusing on individual entities to more collaborative approaches across organizations. Schwarz introduces the concept of managing an "IDIB portfolio" that considers information, decision making, implementation, and buffers as interrelated systems. He argues future advancements will involve collaborative decision making and implementation between supply chain partners while maintaining private information. The document outlines two of Schwarz's research projects on these topics involving multiple researchers.
Supply Chain Network Design: Key Questions for a Successful Distribution NetworkHannah Flynn
As we plan for the world of eCommerce and the customer expectation of quick, free shipping, our ability to forecast is turned on its head. How many distribution centers do we even need, and is that number feasible? Can we use historical data to plan for demand and design our networks, or is there a better way?
If we're going to offer the speed of shipping and variety of inventory that today's customers have come to expect, there are a lot of different questions that need to be asked. Join Irina Rosca, Director of Supply Chain Operations at Helix and an experienced global supply chain strategist, as she walks through the key questions to a successful and efficient distribution network. You'll leave knowing what data you can start collecting today to answer these questions.
QlikView for Risk and Customer IntelligenceQlikView-India
This document provides an overview of QlikView software for risk management and customer intelligence applications in the financial services industry. It begins with an agenda and introduces QlikView's capabilities for risk/fraud analysis and customer intelligence. It then presents several case studies of banks and financial institutions using QlikView for tasks like risk monitoring, fraud investigation, customer targeting, and transaction analysis. Screenshots of sample QlikView applications are shown. The document concludes by discussing QlikView's uniqueness and advantages over traditional business intelligence tools.
Kevin Watkins, Enterprise Security Architect at BAT - BAT’s Managed Security ...Global Business Events
BAT, a large tobacco company, is undergoing a business transformation and looking to consolidate IT systems. It has outsourced some security functions to a managed security service provider (MSSP) to gain efficiencies. The outsourcing has had some successes like a global firewall and endpoint security, but also issues around costs, customization needs, and meeting expectations. As threats grow more sophisticated, BAT will need to ensure its outsourced security controls can address advanced attacks and that the MSSP aligns with its strategic security needs.
Supply Chain Solutions - Where does the future lie?Nikhil Kejriwal
The document discusses strategies a company can take to achieve 10x business growth over the next 10 years. It outlines opportunities in partnering with software vendors, upselling and cross-selling to existing clients, tapping emerging markets like India, and adopting new technologies around cloud, IoT, and autonomous vehicles. Key areas of focus include omni-channel retail, green supply chains, renewable energy, and pharmaceuticals/food and beverage sectors.
The WorldatWork Handbook of Compensation, Benefi ts & T.docxAASTHA76
This document provides an overview and summary of the WorldatWork Handbook of Compensation, Benefits & Total Rewards. The handbook is a comprehensive guide for HR professionals published by WorldatWork and John Wiley & Sons. It covers topics such as total rewards strategies, designing and implementing total rewards programs, communicating total rewards, compensation fundamentals, regulatory environment, market pricing, job analysis, base pay structures, and maintaining compensation programs. The handbook is intended to provide HR professionals with guidance and best practices for managing total rewards programs.
Coman Bank of India is seeking to adopt analytics to improve customer retention, cross-selling, and risk assessment. The bank currently has issues with high customer churn of 4% and single-product customers comprising 50% of its base. It aims to reduce churn to less than 2% and increase cross-selling to 40% of customers. The bank also aims to reduce fraud and loan defaults from the current 4% loss level. It has data available in its FINACLE core banking system and enterprise data warehouse. The analytics vendor's scope of work includes customer segmentation, identifying reasons for churn, and risk/fraud analysis. Success will be measured based on ROI, data loading time, scalability, integrity, complexity, and
Coman Bank of India is seeking to adopt analytics to improve customer retention, cross-selling, and risk assessment. The bank currently has issues with high customer churn of 4% and single-product customers comprising 50% of its base. It aims to reduce churn to less than 2% and increase cross-selling to 40% of customers. The bank also aims to reduce fraud and loan defaults from the current 4% loss level. It has data available in its FINACLE banking system and enterprise data warehouse. The proposed scope of work includes customer segmentation, identifying reasons for churn, and risk/fraud analysis. Success will be measured based on ROI, data loading time, scalability, integrity, complexity, and security. The
As a product manager specialize in monetization for software, I like to share my concepts and techniques with my colleagues to help them understand my approach.
IDM Affiliate Marketing Course December 2012visiblybetter
Affiliate marketing involves businesses rewarding affiliates for each new customer or sale brought in through the affiliate's own marketing efforts. The document discusses understanding affiliate marketing principles, structuring an effective affiliate program, and monitoring affiliate data. It also covers the different types of affiliates including content, arbitrage, and professional affiliates. The presenter has 16 years of affiliate marketing experience and discusses goals for understanding affiliate marketing and how it fits in the overall marketing mix.
This document discusses reverse logistics and highlights several key points:
1) Reverse logistics is a complex supply chain process that is different than traditional forward logistics due to non-uniform product quality, ambiguous routing, and less transparent visibility.
2) The US reverse logistics market was estimated at $45 billion annually in 2001 across various industry sectors such as transportation equipment and computer/office equipment.
3) Returns can represent a significant percentage (up to 20%) of total sales for some high-tech sectors and involve more transactions than the original sale. However, the costs and value of returns are often hidden within company budgets and processes.
The document outlines a roadmap to transform a property and casualty insurer's direct marketing strategy from a mass mailing approach focused on call center volume to a more data-driven and targeted strategy. It details challenges around expertise, data access, and key performance indicators. The proposed strategy focuses on building analytics capabilities, testing creative concepts, and optimizing mailings based on customer value. Key metrics like response rates, revenue, and cost per acquisition are improved. The client is able to grow their direct business significantly while lowering marketing costs over a two year period.
Today Operations Management is dominated by concerns in supply chain such as design of a good performance measurement system, revenue or resource sharing, customer centric and/or process view of the supply chain.
IDM Affiliate Marketing Short Course - November 2011Stephen Pratley
Short course on Affiliate Marketing presented at the Institute of Direct & Digital Marketing. Includes strategies for technology selection, affiliate recruitment & management, and on-site issues to be addressed when launching a successful programme.
Opentext is a fast-growing company offering innovative tools and services that help companies leverage all their information and insight, for better decision-making across the organization.
Problem: Supply chain disruption
Solution: Opentext Supply chain Risk management
Perosna/ belief/ Market sizing/ Current Software problem/ Solution/Metrics
The document discusses how Expense Reduction Analysts (ERA) can help XXX Corporation find extra profit by reducing non-core expenses through their proven process. ERA analyzes a company's expenses, identifies potential savings opportunities, implements recommendations, and monitors for 24 months to ensure savings. Their average cost savings across all expense categories for clients is 19.7% with no fee unless savings are achieved. The document outlines ERA's approach and encourages XXX Corporation to work with them to lower costs and increase profits.
This presentation offers an overview of the Digital Health space, including thematic investment areas, business models, metrics for evaluation, and adoption models for digital health interventions.
In this advanced business analysis training session, you will learn Requirement Management. Topics covered in this session are:
• Requirements Negotiation And Prioritization
• Requirements Management
• Requirements Traceability
• Requirements Variability and Software/System Product Lines
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
Similar to Developing and Operating Post-Acute Networks in Value-Based Programs (20)
Using Enhanced Recovery After Surgery (ERAS) to Enhance Postoperative OutcomesWellbe
Speaker: Francesco Carli, MD, MPhil, senior staff anesthesiologist at the McGill University Health Centre
Cost: Complimentary, sponsored by Wellbe
There is strong evidence that many of aspects of surgical care have little evidence, and therefore the Enhanced Recovery After Surgery (ERAS) program has been set up to accelerate the recovery process and decrease the rate of postoperative complications. There is an opportunity to improve outcomes by using team approach and revision of the standard procedures.
Learn about:
– The elements of ERAS protocols
– How to structure the Team approach
– The role of the patient in ERAS
– How to perform an audit of your program
About the Speaker:
Francesco Carli, MD, MPhil, is Professor of Anesthesia at McGill University and Associate Professor in the School of Dietetics and Human Nutrition at McGill University and a senior staff anesthesiologist at the McGill University Health Centre. He is currently an Elected Member of the American Academy of Anesthesia and a Board Member of the Enhanced Recovery After Surgery (ERAS) Society. Dr. Carli completed his medical training and anesthesia training in Turin, Italy, Paris, France, and London, England. He completed a Master’s Degree in surgical metabolism at the University of London, England.
His research interests are: metabolic changes associated with surgery and the impact of perioperative interventions (regional analgesia, nutrition, hormones, exercise) on postoperative recovery; evaluation of functional outcome measures during the surgical recovery process; prehabilitation of surgical patients. He is the author of over 250 peer-review scientific articles and has been a recipient of over 50 peer and non peer-review grants.
10-Year Orthopedics and Spine Forecast: Factors Impacting DemandWellbe
Advances in technology and surgical techniques, fluctuations in population, ever-increasing demand for outpatient procedures combined with an array of economic and policy factors will shape our opportunity for growth in Orthopedics and Spine over the next decade. What’s in store for the next 10 years of orthopedics and spine service lines? Mike Graham of Sg2 will review future inpatient and outpatient forecasts for orthopedics and spine services, the key factors impacting their growth, and opportunities to differentiate your orthopedics and spine services to capture additional market share.
About the Speaker:
Mike Graham supports Sg2’s intelligence and analytics in both orthopedics and spine and contributes to the orthopedic and spine forecasts. As an Sg2 thought leader, he writes extensively on the development of orthopedic and spine service line strategy. He also works directly with health care executives and physicians to apply knowledge and strategy to their unique circumstances and environment.
With 20 years of experience in health care management and information systems, Mike has devoted much of his career to sharing best practices in service line development, physician engagement, care redesign and payment reform through publications, webinars, conference presentations and consulting engagements.
Immediately prior to joining Sg2, Mike engaged with hospitals and providers to grow their orthopedic service lines, improve patient outcomes and transition to value-based models of care. Earlier in his career he participated in the creation of groundbreaking approaches in comprehensive spine center development, focusing on innovative methods to improve patient access and employ nurse navigation and outcomes collection throughout the continuum of care.
Mike earned a master in health care administration from Xavier University in Cincinnati and an undergraduate degree in management information systems from the University of Dayton (OH).
Performance and Reimbursement under MIPS for OrthopedicsWellbe
The 2015 MACRA legislation fundamentally changed the way in which providers are paid for their services. It also provides some relief from the “all or nothing” approach used by Meaningful Use.
This session, a review of the Final Rule published on Oct 14, 2016, conveys a practical approach to maximizing reimbursement under MIPS while reducing burden on clinical staff.
After this session, attendees will have a firm grasp of:
– the major components of the Quality Payment Program
– operational strategies for measure selection
– orthopedic-specific quality measures
About the Speaker:
karenclarkKaren R. Clark is chief information officer for OrthoTennessee, where she has worked since 1998. In that role, she serves on national committees for the Healthcare Information Management Systems Society (HIMSS.) A HIMSS Fellow and Certified Professional in Healthcare Information and Management Systems, her current HIMSS committee is the HIT User Experience, which focuses on clinician experience with health information technology.
She has spoken at the AAOE, AAOS and OrthoForum conferences on both information security and the 2015 MACRA legislation, specifically on the Merit Based Incentive Payment System (MIPS.). She is a member of the College of Healthcare Information Management Executives (CHIME) as well as the CIO/CMIO Council with the American Medical Group Association.
After graduating from American University with a degree in marketing in 1979, she joined Brooks Brothers in New York, where she was a buyer. She earned her MBA in finance from Fordham University in 1984. She moved to Knoxville in 1988 and joined Watson’s as director of planning and distribution when her husband, Brooks, was recruited from Sports Illustrated to Whittle Communications. They have two adult daughters, Isabel, and Olivia.
Managing Total Joint Replacement Bundled Payment Models: Keys to SuccessWellbe
Speaker: Andrew Duncan, Executive Director for Orthopaedics and Rehabilitation at University of Florida Health
This webinar will describe bundled payments and episode of care based patient management strategies. Attendees can learn to successfully manage total joint replacement bundled payment programs and what clinical service delivery strategies to use to be positioned for success. The importance of collecting and using data to understand costs for the episode of care and to negotiate will also be a focus.
About the Speaker:
Andrew Duncan has been a licensed physical therapist since 1991, when he graduated from the State University of New York at Buffalo with his Bachelor of Science in Physical Therapy. Upon completion of entry-level training, he worked as a physical therapist for two years and then completed his post professional Master’s degree in Human Movement Science and became certified in Athletic Training at the University of North Carolina at Chapel Hill. He then underwent board certification by the American Board of Physical Therapy Specialties and became a Sports Certified Specialist in 2002. While working as a manager at rehabilitation corporations and later at an academic health care center, he developed a passion for the business of health care and went on to complete his MBA from the Simon School of Business at the University of Rochester and has also earned his DPT from Boston University. Since 2012, Duncan serves as the Executive Director for Orthopaedics and Rehabilitation at the University of Florida College of Medicine, Co-Director of the UF Health Orthopaedic and Sports Medicine Institute, and also serves as the Executive Director for Rehabilitation and Radiology Services at UF Health Shands Hospitals. He holds an adjunct clinical lecturer appointment in the University of Florida Department of Physical Therapy providing instruction in the Patient and Families First and Professional Issues courses of the DPT curriculum.
Regional Anesthesia and Bundled Payments – Opioid-sparing Pain Management for...Wellbe
Speaker: Sonia Szlyk, MD, Director of Regional Anesthesia, Mid-Atlantic Division, North American Partners in Anesthesia
This webinar will:
-Discuss Enhanced Recovery After Surgery (ERAS) protocols for joint replacement
-Review the positive impact of regional anesthesia throughout the episode of care
-Spotlight the key components of successful value-based orthopedic care – length of stay, discharge to home, patient and surgeon satisfaction
About the Speaker:
Sonia Szlyk, MD, is the Director of Regional Anesthesia for North American Partners in Anesthesia’s Mid-Atlantic division. Dr. Szlyk orchestrates an outcomes-based regional anesthesia service focused on patient and surgeon satisfaction, safety, and efficiency. She oversees regional anesthesia quality metrics, billing compliance, strategic growth, and education. Dr. Szlyk specializes in opioid-sparing ERAS protocols for joint replacement, sports medicine, colorectal, general, and cosmetic surgery. Her initiatives highlight the value of regional anesthesia in the evolving era of bundled payments.
Dr. Szlyk served as the Director of Regional Anesthesia at the Ambulatory Surgery Center of Bethesda, MD where she oversaw the design and implementation of anesthesia services as well as AAAHC accreditation. The center’s comprehensive pain management program included ultrasound-guided peripheral nerve blocks and catheters for outpatient knee and hip replacements, and sports medicine procedures.
Dr. Szlyk is a board-certified anesthesiologist. She completed medical school and anesthesia residency at the George Washington University School of Medicine and was a Clinical Instructor in regional anesthesia at Stanford University Hospital.
NYU Langone Medical Center’s TJA BPCI Experience: Lessons in How to Maximize ...Wellbe
The Bundled Payments for Care Improvement (BPCI) Initiative began generating data in January of 2013. Dr. Iorio will outline the challenges and benefits of implementing BPCI for Total Joint Arthroplasty at an urban, tertiary, academic medical center with a hybrid compensation model. Early results from the implementation of a Medicare BPCI Model 2 primary TJA program demonstrate cost-savings with an improvement in quality of care metrics and continued cost savings through year 3 of our experience. Changes in patient optimization, care coordination, clinical care pathways, and evidence-based protocols are the key to improving the quality metrics and cost effectiveness within the implementation of the Bundled Payment for Care Initiative, thus bringing increased value to our TJA patients.
Maximizing Value in a Bundled Environment – Keys to Success:
• Evidence based, cost effectiveness analysis
• Standardized protocol adoption
• Transparent data
• Perioperative Patient Optimization
• Care management
• Physician-hospital alignment with Gain sharing
• Enhanced pain relief and rehabilitation protocols
• Blood management and rational VTED prophylaxis
About the Speaker:
Richard Iorio, MD, is the William and Susan Jaffe Professor of Orthopaedic Surgery at New York University Langone Medical Center Hospital for Joint Diseases and Chief of Adult Reconstruction at NYU Langone HJD. He co-founded Labrador Healthcare Consulting Services, Responsive Risk Solutions, and the Value Based Healthcare Consortium in 2015. He is a member of the Board of Directors for LIMA, the Lifetime Initiative for the Management of Arthritis. Dr. Iorio is a national expert in physician and hospital quality and safety and a leader in the implementation of alternate payment paradigms in orthopaedic surgery.
The process, people, and tools required to bring total joint replacements to the ambulatory surgery center setting will be presented by members of the team from the Orthopedic & Sports Institute of the Fox Valley (OSI). OSI has been performing total knee & hip replacements in their ASC since 2009.
The Orthopedic & Sports Institute of the Fox Valley (OSI) was created by its independent physician-owners to offer a full spectrum of patient services under one roof. Their unique care model encompasses sports medicine, total joint replacement, spine surgery, and work-related rehabilitation. OSI’s flagship facility in Appleton includes a surgery center, MRI, physical therapy, pain management, orthotics, and a skilled nursing facility. OSI’s commitment to providing industry-leading results has spawned innovations in Direct Contracting, bundled pricing, Work Comp rehabilitation, and recovery facility design.
About the Speakers:
Curt Kubiak, CEO, OSI: Curt has been the guiding force at OSI, an innovative provider of accessible and affordable patient care since 2006. Comprehensive offerings at OSI include orthopedic & spine surgery, imaging/MRI, bundled payments, work comp rehabilitation, physical therapy, and skilled nursing.
Kim Jablonski, Joint Program Director, OSI: Kim coordinates and oversees the entire carepath experience for patients undergoing total joint replacement at the Orthopedic & Sports Surgery Center.
Aaron Bleier, Director of Finance, OSI: A member of the OSI team since its inception, Aaron has been instrumental in the development of OSI’s cost-saving surgical price bundles.
Learn about a model that is applicable to all service lines as healthcare transitions from volume to value. The model concentrates on transforming from services & procedures, to formalized programs, to centers of excellence, while focusing on the four pillars of service line management: Quality/Outcomes; Service/Satisfaction; Volume/Market share Growth; and Cost Containment. Quality and outcomes are particularly stressed as the key to program differentiation and value. Positioning as a regional destination center for managed care and industry is also discussed.
Presentation to cover:
Learn about a model applicable to all service lines
Learn how to transition from performing procedures to becoming a center of excellence
Learn how to transition from volume to value
Learn how to differentiate your centers of excellence
Learn how to create dashboards to maximize quality
Learn some marketing strategies for your service line
Learn how to position yourself as a regional referral destination
About the Speaker:
Bill Munley is a 30-year veteran of the healthcare system and a recognized leader and strategist in Orthopedics, Service Line Development, and Rehabilitation. He currently serves as Vice President of Orthopaedics, General Surgery, and Professional Services at Bon Secours St. Francis Health System in Greenville, SC, where he has served for 27 years. He is responsible for all inpatient and outpatient Orthopedic, General Surgery, and Rehabilitation programs across three campuses. During his tenure there, he has served as a consultant to other healthcare systems, on editorial advisory boards of professional magazines, as a charter board member and officer of multiple state and local organizations, and has developed numerous programs in his specialty areas. Bill has also appeared as a guest speaker at multiple local, state, and national symposiums, presentations and webinars. Bill holds a BA in General Science from the University of Rochester and a MHSA from George Washington University.
Improving Trust Between Physicians and AdministrationWellbe
MidMichigan Health is a four hospital health system located in the Central portion of the Lower Peninsula. I am responsible for operations of both Neuroscience and Surgical Services. As such, I am accountable for the overall contribution of the service lines to the organization. Prior to taking on my current role, I was a Physician Liaison for the Gamma Knife center, which is one of three within the entire State. I was able to increase the referrals from 9 per month to 20 per month. I spent 15 years in the Pharmaceutical Industry in various roles. My entire career has been one requiring the ability to communicate well with physicians as well as with administration. Within our health system, it has been a challenge to move the Neuro and Surgical Service programs forward. This is due to a clear disconnect between Administration and the Providers. Recently, I have begun a process of working with both sides of this equation with some great success. My goal is to share with everyone the ideas that have worked to bring both sides to common ground and ultimately grow the programs.
At the end of this presentation, participants will be able to:
• Identify the key issues that need to be addressed from Administration as well as from the Providers
• Develop a communication strategy that will open discussion
• Begin to build trust through example
• Understand the difference between a “smoke screen” and a true issue
• Become the conduit to facilitate change within the system.
Using the Perioperative Surgical Home as a Model to Implement CJRWellbe
Watch the webinar on youtube: https://youtu.be/rNaU_P2mHXE
The transition to value-based care models has increased pressure to deliver high quality and cost effective care. The medical home concept has gained traction in the primary care setting, and now, the perioperative surgical home has the potential to improve patient satisfaction, outcomes, and cost-effectiveness in the acute setting.
Dr. Zeev Kain, Chancellor’s Professor of Anesthesiology and former Associate Dean of Clinical Operations at University of California at Irvine Health, will share challenges and lessons learned implementing their Joint Replacement Surgical Home to provide more coordinated, standardized care.
What you’ll learn:
– An overview of the Perioperative Surgical Home model, and how it can improve outcomes while reducing cost
– Lessons learned from UC Irvine’s implementation of a Joint Replacement Surgical Home
– Considerations for implementing a Perioperative Surgical Home in your organization
About the Speaker:
Zeev N. Kain is a Chancellor’s Professor of Anesthesiology & Pediatrics & Psychiatry and the Chair of the Department of Anesthesiology & Perioperative Care at UC Irvine Health. Dr. Kain completed residency training in Pediatrics and Anesthesiology, a fellowship in Pediatric Anesthesia and was received an MBA from Columbia University. After 19 years at Yale University he joined UC Irvine Health in 2008. Dr. Kain has had continuous NIH funding since 1996 and had published over 200 publications in the peer-reviewed literature. His main research focus was stress in children undergoing surgery and invasive procedures.
Dr. Kain established the annual summit on the Perioperative Surgical Home and is a member of the steering committee of a 43 hospital collaborative on this topic. His training in Lean Six Sigma and his MBA and his management background have enabled him to embark on the quest to make the Perioperative Surgical Home ubiquitous at UC Irvine Health and to help bring this care model to institutions nationally.
Registry Participation 101: A Step-by-Step Guide to What You Really Need to K...Wellbe
This document provides an overview of registry participation and collecting patient-reported outcome measures through a registry. It discusses the University of Wisconsin's process for collecting PROs in their orthopedic clinics in two phases: a pilot phase and a full implementation phase. The pilot involved collecting PROs in 6 clinics using Epic and tablet computers. Lessons learned included that an integrated tablet/portal solution and coordinated project management were important. The full implementation will expand PRO collection to all orthopedic locations and improve reporting automation.
Making CJR Work for You: A Roadmap for Successful Implementation of Medicare ...Wellbe
This presentation will describe a structured approach to successfully launching a program for the Comprehensive Care for Joint Replacement (CJR) Model. Based on years of experience with bundled programs, this roadmap provides the basis for developing a targeted plan for your organization as the April 1, 2016 deadline for CJR rapidly approaches.
Key topics to be addressed include:
• Overview of CJR rules and program requirements
• CJR implications for your organization
• Bundle evaluation – financial and clinical issues
• Gainsharing considerations with program collaborators
• Designing an effective post-acute care network
• Using analytics to develop and monitor your program
• Key “must-dos” for an April 1, 2016 launch
Learning Objectives:
1. Describe the rules and requirements of CJR
2. Assess the key success drivers in bundle performance
3. Evaluate where and why organizations fail in bundles
4. Develop strategies and tactics to create a post-acute partnership
5. Illustrate risk stratification factors in bundle design
About the Speaker:
Sheldon Hamburger is an Alternative Payment Model advisor for hospitals and healthcare firms nationally. With a focus on program implementation, he brings extensive knowledge and experience gained from more than 25 years of healthcare financial consulting, technology design and development, and sales & marketing strategy for Fortune 1000 clients. He is a frequently sought-after speaker and writer on regulatory and technology trends affecting hospital operations, provider reimbursement issues, BPCI / CJR, programs and regulations, medical expense strategies and payer-provider dynamics. Residing in Raleigh, he is an active member of HIMSS, HFMA, & ACHE. He earned his B.S.E. in Computer Engineering from the University of Michigan.
How to Engage Physicians in Quality/Safety Improvement Using MetricsWellbe
The unsustainable rising cost of medical care is creating financial pressures that will critically alter the way that health care is both paid for and delivered. Limited resources dictate that we become more efficient at providing high quality care. In an effort to provide financial incentive for delivering quality care the Federal government instituted Value Based Purchasing (VBP) and Bundled Payments. In order to maximize reimbursement under these programs, providers of health care must follow to the basic tenants of the quality principles.
Lorraine Hutzler, Associate Director of the Center for Quality and Patient Safety at NYU Hospital for Joint Diseases at the NYU Langone Medical Center, will discuss:
• How to build a quality infrastructure for your orthopedic program
• What quality metrics to measure and how to engage surgeons using them
• Lean and Six Sigma principles to use to accelerate improvement
About the Speaker:
Lorraine100Lorraine Hutzler is the Associate Director of the Center for Quality and Patient Safety at NYU Hospital for Joint Diseases at the NYU Langone Medical Center and a Principal of Labrador Healthcare Consulting. She designed, built and maintains a robust quality infrastructure for the Department of Orthopaedic Surgery. Lorraine has extensive expertise in quality metrics management and reporting as well as Lean and Six Sigma Certification.
Fundamentals of Bundles for Joint Replacement – Creating the Competitive EdgeWellbe
Medicare is expected to issue the final rule for the Comprehensive Care for Joint Replacement (CJR) initiative soon. As proposed, hospitals in chosen MSAs must be ready to take on this new challenge by January 1, 2016.
The Connecticut Joint Replacement Institute (CJRI) at Saint Francis Hospital has performed more than 20,000 procedures since opening in 2007. CJRI has been on the forefront of bundled payments for joint replacements since implementing their first bundle agreement in 2010. CJRI will share the essential elements to developing a bundle program and the challenges of evolving towards a value-driven, risk bearing model in today’s healthcare environment.
Attendee Takeaways:
– Learn the essential ingredients to develop a successful bundle payment program
– Understand the fundamentals of value-based healthcare
– Learn how to create sustainable bundled payments and maintain a competitive edge in the marketplace
About The Speaker:
Maureen Geary is the Program Director at the Connecticut Joint Replacement Institute in Hartford, Connecticut. Maureen been involved with bundle payments since 2009. CJRI signed their first commercial contract in 2010. She leads strategic initiatives and new product development for the company. Maureen also provides consultative services for orthopedic organizations seeking to develop a bundled product or expand their service line.
Prepping for CCJR: Lessons Learned in Physician Alignment and Bundled PaymentsWellbe
With CMS’ recent announcement of its Comprehensive Care for Joint Replacement (CCJR) payment model and its plan to implement in seventy-five geographic areas, hospitals must be prepared to manage the entire episode of care from the time of surgery through ninety days after discharge. CCJR presents both opportunities and challenges for hospitals. In order to achieve success, organizations must manage their system of care delivery, ensure they are aligned with their physicians and post acute providers, and master the analytics necessary for driving high quality, low cost care.
MedAssets has worked with numerous providers to implement alignment models that bring hospitals and their physicians together, evaluate, identify, and implement changes to the care delivery system to improve quality and decrease cost across the continuum, and employ meaningful analytics for managing an episode of care.
Kevin Lieb, Senior Director for MedAssets’ Physician Alignment Solutions division, will share examples demonstrating how organizations have successfully implemented Episodes of Care. Mr. Lieb will also share examples from both hospital led and specialist led programs and provide lessons learned from these experiences.
This webinar will enable attendees to do the following:
• Identify alignment models within bundled payments and understand their applicability to your organization
• Understand the analytic capabilities necessary for success in a bundled payment environment
• Identify opportunities and strategies for cost reduction and quality improvement
About the Speaker:
Mr. Lieb has more than 20 years of healthcare-related experience focusing on quality improvement, market development and cost reduction initiatives for the hospital provider market. Mr. Lieb has worked for a number of well-known healthcare companies including GE Medical Systems, HCIA and LBA in Denver, Colorado. His responsibilities included healthcare consulting with a focus on process improvement and quality initiatives.
Implementation of a Perioperative Surgical Home (PSH)Wellbe
The PSH is a patient-centered, physician-led system of coordinated care that guides patients through the entire surgical experience. From the decision for surgery to 30-90 days post discharge from a medical facility, the PSH model of care is re-engineered to improve patient care and outcomes while decreasing total cost. Learn how your physicians can earn financial incentives from both the PSH and the new CMS requirements for Alternative Payment Models (APMs).
What does SGR Reform and PSH have in common? Dr. Mike Schweitzer, a national leader in PSH, will show you how physicians can leverage a PSH to meet the new APM requirements. The Medicare Access and CHIP Reauthorization Act (MACRA) replaces SGR with a new performance-based payment system and financial incentives for participation in alternative payment models. The law requires that major changes occur by January 1, 2017 – the measurement year for penalties and rewards in 2019. Dr. Schweitzer will describe how to develop a PSH program in your organization. He will share strategies to engage physician leaders to prepare for MACRA or Value Based Payments through PSH.
This webinar will enable you to:
- Identify the burning platform for a PSH
- Define the elements of a PSH
- Outline the infrastructure needed to implement a PSH
- Build and sustain the metrics to support a PSH
- Learn how to engage physician champions
About the Speaker:
Dr. Mike Schweitzer is the Vice President of Healthcare Delivery Transformation at VHA Southeast in Tampa, FL. Mike is also the Medical Director guiding the ASA-sponsored Perioperative Surgical Home Collaborative involving 44 healthcare organizations across the nation. Dr. Schweitzer is a nationally recognized speaker and has published many articles on the Perioperative Surgical Home.
Dr. Schweitzer previously served as the Chief Medical Officer for Northeast Baptist Hospital in San Antonio, TX where he was involved in the CMS Pilot for Acute Care Episodes, ACO development, and co-management programs.
Disease-Specific Care Certification for Hip and Knee Replacement ProgramsWellbe
The Joint Commission Disclaimer: This presentation is current as of June 30, 2015. The Joint Commission reserves the right to change the content of the information as appropriate.
The Joint Commission’s Disease-Specific Care (DSC) certification program is designed to evaluate clinical programs across the continuum of care. Orthopedic joint replacement programs (hip, knee and shoulder) are certified under the standards for DSC programs.
Joint replacement programs seek certification because it:
Demonstrates commitment to a higher standard of service
Provides a framework for organizational structure and management
Provides a competitive edge in the marketplace
Enhances staff recruitment and development
Is recognized by insurers and other third parties
In this webinar, David Eickemeyer, MBA, Associate Director of Certification for The Joint Commission, will:
Define the main components of certification
Provide examples of performance measures
Provide tips on assessing readiness and preparation timelines
Discuss how and when to apply
About the Speaker:
David Eickemeyer is Associate Director for The Joint Commission’s certification programs. In this role, he manages all of the marketing efforts for Disease-Specific Care certification, Palliative Care certification and Health Care Staffing certification.
In his 18 years at The Joint Commission, Eickemeyer has conducted marketing efforts for most of The Joint Commission’s various accreditation programs, as well as marketing for publications and educational offerings from Joint Commission Resources.
Before joining The Joint Commission in 1993, Eickemeyer marketed health care consulting services and third-party administrative services for Price Waterhouse and Unum Insurance Company.
Eickemeyer holds a bachelor’s degree and master’s degree in business administration from the University of Illinois, Urbana, Illinois.
90 Days to Bundled Payments: Roadmap and Methodology for Implementing Your Bu...Wellbe
CMS’ recent announcement to “double down” on value-based models including bundled payments demonstrates their commitment to this paradigm. Providers need to respond in kind and launch their programs ASAP.
The complexities and time associated with changing focus, care design, and operations can be daunting and this has caused many organizations to delay or reject implementation. But it doesn’t have to be this way.
This session will describe a structured approach that was successfully used to launch a BPCI Model 2 program in 90 days. This particular case study involved an organization that needed to change conveners making the challenge even more difficult. Nevertheless, the program moved along on schedule.
Key topics to be addressed include:
Organization, planning, project management, and priorities
Selecting (or changing) the convener
Bundle selection (even in the absence of data)
Expediting the CMS application process
Keys to establishing/launching an effective post-acute care network
Organizational alignment and change management
Performance metrics – another approach
Leveraging success to expand the program
Learning Objectives
Learn how to prioritize objectives to simplify the bundled payment project plan
Understand the key drivers in bundle selection to avoid analysis paralysis
Learn how to measure real-time progress of the plan and the bundle
Develop strategies and tactics to create a post-acute partnership
Understand the role of change management in a complex project
About the Speaker:
Sheldon Hamburger serves as a Principal of The Aristone Group, a healthcare consulting group. With focus on helping healthcare enterprise organizations address emerging trends, Aristone provides expertise in strategy, process, and technology. With over 30 years of experience in developing and marketing healthcare technology products and services, Mr. Hamburger’s career includes various “firsts” in medical and pharmaceutical financial processing systems.
Evaluating the Effectiveness of Current Pain Management StrategiesWellbe
Pain management of orthopedic surgery patients is being impacted by the changes in health care regulation and reimbursement. There is a need for safer, more effective pain management pathways that can provide opportunities for early discharge without increasing the risk of readmissions or compromising outcomes.
Current pain management strategies for joint replacements, spine surgery and outpatient knee and shoulder procedures will be examined from clinical, safety, satisfaction and cost perspectives. The process of implementing and evaluating these pathways will also be discussed.
Nina Whalen will demonstrate how she evaluated, developed and improved pain management pathways for patients. These pathways include:
– Multimodal pain management for total joint and spine
– Peripheral nerve block utilization for inpatients and outpatients
– Customized pain pathways for special populations
– The use of intraoperative tissue infiltration with medications as a primary pain management strategy in joint replacement surgery
About The Speaker:
Nina Whalen, RN, APN-C, has over 30 years of experience as a nurse practitioner in orthopedic medicine. She has been involved in every phase of patient care at both the clinic and tertiary care levels. In the 1990’s she created and worked in a nurse practitioner hospital program at Presbyterian St Luke’s hospital that provided 24 hour coverage for the needs of hospitalized orthopedic surgery patients. She has worked in research and has co-authored publications in the areas of sports medicine and total joint. She is currently the manager of clinical outcomes at OrthoIndy Hospital (formerly Indiana Orthopaedic Hospital) which is a 38 bed, physician owned, orthopedic specialty hospital in Indianapolis.
The external healthcare environment is changing rapidly and providers are under increasing pressure to innovate with increasing speed and efficiency.
Be it experimenting with new care delivery models to improve care coordination, redesigning workflows to enhance efficiency, or developing new products that improve clinical outcomes, hospitals and their service lines are looking for effective ways to harness the creative power of physicians and employees to solve problems that matter. However, few organizations innovate in an orderly, reliable way.
Great ideas remain captive in the heads of physicians and employees and one-off attempts to spur innovation through “hack-a-thons” and “pitch days” prove disappointing. As an academic medical center and a world leader in orthopedics, Hospital for Special Surgery has a long history of results-oriented innovation.
In this webinar, we will share:
– HSS’ systematic approach for driving innovation
– strategies for generating new insights and developing novel solutions
– processes for piloting and testing new ideas
– guiding principles for creating a culture of innovation
– advice on how to build your very own innovation infrastructure
About the Speaker:
Mark Angelo is Vice President, Innovation & Business Development for Hospital for Special Surgery. Mark joined HSS in 2009 and has held various senior management positions at the Hospital across operations, strategy and business development. As Vice President, Innovation & Business Development, Mark is responsible for advancing hospital strategic priorities related to quality and efficiency, innovation, growth and diversification. One of his key responsibilities includes leading the Operational Excellence program, a hospital-wide initiative that leverages industrial engineering principles to maximize quality and efficiency. Mark also leads the HSS Innovation Center whose mission is to support the development and commercialization of early-stage technologies and solutions.
Prior to joining HSS, Mark worked as a management consultant for Monitor Group where he specialized in operations strategy and organizational design. Mark holds a Bachelor of Applied Science in Biomedical Engineering from the University of Toronto and a Master of Business Administration from Harvard Business School.
This particular slides consist of- what is hypotension,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is the summary of hypotension:
Hypotension, or low blood pressure, is when the pressure of blood circulating in the body is lower than normal or expected. It's only a problem if it negatively impacts the body and causes symptoms. Normal blood pressure is usually between 90/60 mmHg and 120/80 mmHg, but pressures below 90/60 are generally considered hypotensive.
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TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - ...rightmanforbloodline
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Emotional and Behavioural Problems in Children - Counselling and Family Thera...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
English Drug and Alcohol Commissioners June 2024.pptxMatSouthwell1
Presentation made by Mat Southwell to the Harm Reduction Working Group of the English Drug and Alcohol Commissioners. Discuss stimulants, OAMT, NSP coverage and community-led approach to DCRs. Focussing on active drug user perspectives and interests
Get Covid Testing at Fit to Fly PCR TestNX Healthcare
A Fit-to-Fly PCR Test is a crucial service for travelers needing to meet the entry requirements of various countries or airlines. This test involves a polymerase chain reaction (PCR) test for COVID-19, which is considered the gold standard for detecting active infections. At our travel clinic in Leeds, we offer fast and reliable Fit to Fly PCR testing, providing you with an official certificate verifying your negative COVID-19 status. Our process is designed for convenience and accuracy, with quick turnaround times to ensure you receive your results and certificate in time for your departure. Trust our professional and experienced medical team to help you travel safely and compliantly, giving you peace of mind for your journey.www.nxhealthcare.co.uk
NURSING MANAGEMENT OF PATIENT WITH EMPHYSEMA .PPTblessyjannu21
Prepared by Prof. BLESSY THOMAS, VICE PRINCIPAL, FNCON, SPN.
Emphysema is a disease condition of respiratory system.
Emphysema is an abnormal permanent enlargement of the air spaces distal to terminal bronchioles, accompanied by destruction of their walls and without obvious fibrosis.
Emphysema of lung is defined as hyper inflation of the lung ais spaces due to obstruction of non respiratory bronchioles as due to loss of elasticity of alveoli.
It is a type of chronic obstructive
pulmonary disease.
It is a progressive disease of lungs.
VEDANTA AIR AMBULANCE SERVICES IN REWA AT A COST-EFFECTIVE PRICE.pdfVedanta A
Air Ambulance Services In Rewa works in close coordination with ground-based emergency services, including local Emergency Medical Services, fire departments, and law enforcement agencies.
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CHAPTER 1 SEMESTER V COMMUNICATION TECHNIQUES FOR CHILDREN.pdfSachin Sharma
Here are some key objectives of communication with children:
Build Trust and Security:
Establish a safe and supportive environment where children feel comfortable expressing themselves.
Encourage Expression:
Enable children to articulate their thoughts, feelings, and experiences.
Promote Emotional Understanding:
Help children identify and understand their own emotions and the emotions of others.
Enhance Listening Skills:
Develop children’s ability to listen attentively and respond appropriately.
Foster Positive Relationships:
Strengthen the bond between children and caregivers, peers, and other adults.
Support Learning and Development:
Aid cognitive and language development through engaging and meaningful conversations.
Teach Social Skills:
Encourage polite, respectful, and empathetic interactions with others.
Resolve Conflicts:
Provide tools and guidance for children to handle disagreements constructively.
Encourage Independence:
Support children in making decisions and solving problems on their own.
Provide Reassurance and Comfort:
Offer comfort and understanding during times of distress or uncertainty.
Reinforce Positive Behavior:
Acknowledge and encourage positive actions and behaviors.
Guide and Educate:
Offer clear instructions and explanations to help children understand expectations and learn new concepts.
By focusing on these objectives, communication with children can be both effective and nurturing, supporting their overall growth and well-being.
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This particular slides consist of- what is Pneumothorax,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is a summary of Pneumothorax:
Pneumothorax, also known as a collapsed lung, is a condition that occurs when air leaks into the space between the lung and chest wall. This air buildup puts pressure on the lung, preventing it from expanding fully when you breathe. A pneumothorax can cause a complete or partial collapse of the lung.
4. Background
• Value-based models
– ACO (MSSP), BP (CJR), “risk-based”
• “Fixed-fee” care
• Part of a broader industry move
– Shifting risk to provider (=payer)
• CMS rapid move to alternative models
• CJR model
5. “…HHS goal of 30 percent
traditional FFS Medicare payment
through alternative payment
models by the end of 2016… 50
percent by the end of 2018”
HHS Press Office 1-26-15
Background
6. “The long-term impact of BPCI
will depend on CMMI’s ability to
persuade interested but non-risk-
bearing participants to bear risk.”
AJMC, November, 2015
..if by persuade you mean require
Background
7. Agenda
• Post-acute in “value-based” programs
• Identifying post-acute opportunity
• Designing a post-acute network
• Developing your network
• Operational issues
• Monitoring performance
8. Agenda
• Post-acute in “value-based” programs
• Identifying post-acute opportunity
• Designing a post-acute network
• Developing your network
• Operational issues
• Monitoring performance
9. Total Program 100% $113,000,000
Anchor Stay 48% $54,000,000
Post-Acute 52% $59,000,000
Ambulatory 4% $5,000,000
HHA 5% $6,000,000
Readmissions 13% $15,000,000
IRF 4% $5,000,000
LTAC 1% $1,000,000
Other 2% $2,000,000
SNF 22% $25,000,000
Post-Acute Care in VBP
11. Post-Acute Care in VBP
$-
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
$2,000
Hospital LTAC IRF SNF HHA
Average Daily Rates for Medicare
12. Post-Acute Care in VBP
• What is the partner’s role?
• When/where/how are they used?
• When/where/how should they be used?
• Questions lead to…..
• How can we optimize utilization?
• Can we shift to lower “cost” settings?
• Do we need these partners at all?
13. Post-Acute Care in VBP
Fighting the status-quo
• Hospitals incentives - discharge
• No incentives post-discharge
• Post-acute providers incentives - maintain
• No incentives to release
Value-based programs
• Hospitals own the spend
• Creates the missing incentives
14. Post-Acute Care in VBP
• Key post-acute players (vary by VBP)
– Direct: SNF, HHA, IRF, LTAC
– Indirect: Readmissions
19. Post-Acute Care in VBP
Trade SNF for “hotel”
(Trade $450/day for $???/day)
20. Post-Acute Care in VBP
Eliminate “classic” post-acute
(self-directed PT)
21. Agenda
• Post-acute in “value-based” programs
• Identifying post-acute opportunity
• Designing a post-acute network
• Developing your network
• Operational issues
• Monitoring performance
22. Agenda
• Post-acute in “value-based” programs
• Identifying post-acute opportunity
• Designing a post-acute network
• Developing your network
• Operational issues
• Monitoring performance
23. Identifying Opportunity
• Opportunity vs. risk
• Not all spend is opportunity
• Use historical data
• Can you effect change?
• If so, at what cost (to you)?
• Care process reengineering
36. Agenda
• Post-acute in “value-based” programs
• Identifying post-acute opportunity
• Designing a post-acute network
• Developing your network
• Operational issues
• Monitoring performance
37. Agenda
• Post-acute in “value-based” programs
• Identifying post-acute opportunity
• Designing a post-acute network
• Developing your network
• Operational issues
• Monitoring performance
38. Designing A Post-Acute Network
• Why a post-acute network?
– Ensures best quality/performance
– Easier to manage
– Creates standardized/compliant care
– Develops competition toward improvement
39. Designing A Post-Acute Network
• Strategy
– Use “top-shelf” partners
– Limit the network
– Create leverage
– Move care to lower-acuity (=spend) settings
– Initiate innovation (e.g., telehealth, retail)
40. Designing A Post-Acute Network
• Focus areas
– Partnerships
– Care reengineering
– Education
– Technology
– Performance
– Patient satisfaction
41. • Successful partnerships
– Set proper expectations (contracts)
– Communication
– Responsiveness
– Inclusion, sharing, learning together
• What about community partners?
– Parish nurses, pharmacists, geriatricians,
etc.
Designing A Post-Acute Network
42. Designing A Post-Acute Network
• Care reengineering
– Shouldn’t increase workload
– Should adapt to “normal” workflow
– Support by real-time access to data
– Provides guidance subject to judgement
– Iterative process
• For improvement
• Review of relevance and effectiveness
43. Designing A Post-Acute Network
• Care engineering
– Episode/disease specific
– Risk stratified
– End-to-end review
– Promote evidenced-based
– Focus on transition points (“handovers”)
– ID your quick wins with high ROI
• e.g. Med-Rec
44. Designing A Post-Acute Network
• Education
– Must have a comprehensive plan
– Initial and ongoing training
– Include everyone (internal & external)
– Based on lessons-learned
45. Designing A Post-Acute Network
Do
Use what you
have
"Manual"
processes
"Quasi"-tech
Don’t
IT department
Interfaces
Total solutions
Technology
46. Designing A Post-Acute Network
• Performance metrics/KPIs
– Understood/accepted metrics
– Ability to easily measure, capture, report
– What is it now, where does it need to be
– How will we get there together?
– What is the change rate/timing?
– Who gets these and when?
47. Designing A Post-Acute Network
• Patient satisfaction
– HCAPHS, Press Ganey, etc.
– Not DRG specific / post-acute
– Design/develop your own
– Purchase a tool
– Patient is a partner – need their buy-in
48. Agenda
• Post-acute in “value-based” programs
• Identifying post-acute opportunity
• Designing a post-acute network
• Developing your network
• Operational issues
• Monitoring performance
49. Agenda
• Post-acute in “value-based” programs
• Identifying post-acute opportunity
• Designing a post-acute network
• Developing your network
• Operational issues
• Monitoring performance
50. Developing Your Network
• Themes
– Mutual partnership
– Understanding of PAC complexity
– Partners have limitations
– Turnover rates, limited clinical expertise
– General lack of physician support
– Your need to support – not as a “vendor”
51. • Focus areas
– Selection
– Contracting
– Integration
– Complexities
Developing Your Network
52. Developing Your Network
• Selecting partners
– Overall strategy to create credibility
– Regimented methodology
– RFP from the C-suite
– Open to “everyone”
• Establish trust, fairness
• Accept questions/changes
– Must result in “the best”
– Basis for your recommendations
55. Developing Your Network
• Identify specific performance criteria
– Star-rating
• 5 Star overall CMS rating
• 4 Star CMS quality rating
• 3 Star staffing
• 4 Star CMS RN staff rating
– Readmission rates
– Technological capabilities
– Process/data sharing
– Adherence to new care pathways
56. Developing Your Network
• Sample requirements list
– Referral responsiveness
– Medication availability
– QI program
– Commitment to collaboration
– Patient & family centeredness
– Performance reporting
– Resident & family satisfaction
57. Developing Your Network
• Contracting
– Formal, letter, verbal
– Specify requirements, terms, RFP
– Mutual performance standards
– Remediation process
– Safe harbor
– Preference in future business
– Adherence to care pathways, t-health, etc.
– Gainsharing
58. Developing Your Network
SNF
• Collaborate
• Monthly metrics
report
• Monthly meetings
with hospital
• Accommodate
increased patient
volume
ACO
• Collaborate
• Refer patients
• Promote quality
• Data transparency
• Support services
59. Developing Your Network
• Integrating partners into your program
– Rejected players are future partners
– Multi-tiered: “preferred” and “aligned”
– Formal integration plan/process
– Ongoing interaction/exchange of info
– Continuous improvement culture
60. Developing Your Network
• Aligning partner performance
– Set expectations at start
– Contract, kickoff
– Regular meetings: group and 1on1
– Continuous review, critique, improvement
– Initial progress is easy, tougher later
61. Developing Your Network
• Complexities
– High-risk ($) patient
– Comorbidities
– Behavioral health factors
– Socioeconomic factors
– You’ll need new competencies
62. Agenda
• Post-acute in “value-based” programs
• Identifying post-acute opportunity
• Designing a post-acute network
• Developing your network
• Operational issues
• Monitoring performance
63. Agenda
• Post-acute in “value-based” programs
• Identifying post-acute opportunity
• Designing a post-acute network
• Developing your network
• Operational issues
• Monitoring performance
65. Operational Issues
• Driving patients to your network
– Biggest issue
– This is a sales job
– That’s why selection process is key
– Education of entire staff
– Evaluate every non-preferred transition
– Elective vs ED
66. Operational Issues
• Maintaining performance
– Regular meetings to review metrics
– Regular review of exceptions
– Group and 1on1
– Joint development/improvement
– Is it improvement or new waste?
– Are changes pervasive and scaling?
– Linking to MSSP, PCMH, ACO, etc.
67. Operational Issues
• Follow patients thru post-acute care
– Patient experience
– Transitions
– Behavioral health
– Connectivity
– What’s being shared (or not)?
– Inbound (off-hours) calls
• Navigator? Call center?
• If center what protocols to respond and log?
68. Operational Issues
• Patient-focused transitions of care
– Risk stratification
– Standardized discharge summary
– Medication reconciliation
– Post-discharge follow up (patients/drs)
– Dedicated phone/email contact (navigator)
– Consultation (palliative care, complexities,
etc.)
69. Operational Issues
• Considerations
– How to provide discharge notifications?
– How/who will contact patients within 2
days of discharge?
– How do you ensure that primary
physicians will follow up?
– How will you measure/track success of
your TOC program?
70. Operational Issues
• Risk factors for readmission (8Ps)
– Problems with meds
– Psychological
– Principal diagnosis
– Physical limitations
– Poor health literacy
– Poor social support
– Prior hospitalization
– Palliative care Source: Society of Hospital Medicine
71. Operational Issues
Behavioral health issues
– Screen, assess, diagnose, treat
– Therapy and medicine
– Depression, suicide, danger risks
– Cognitive screening
– Education and support of the veteran,
spouse, family members/caregivers
72. Operational Issues
• Education
– The network
– How they were chosen
– Why it’s better
– Answering questions/objections
– Collateral (brochures, video, internet)
– Across the continuum
73. Operational Issues
• Education
– Ongoing process, 3rd party tools
– Regular meetings to review metrics
– Regular review of exceptions
– Rapid feedback to everyone
– Complexity of (re)training across settings
– Varied audience (clinical, financial,
competitive)
– Refresh, new hires
74. Operational Issues
• Transparency leads to improvement
– Want to see how they compare (not “blind”)
– Natural competition lead to improvements
– Example: compete on readmission rates
– Refinement of pathways/protocols
75. Operational Issues
• Remediating underperforming partners
– Established process in contract
– No surprises – regular updates
– Bigger issue with a preferred than aligned
– Delivering bad news
– Helping them improve
76. Operational Issues
• Staffing
– Care navigator
– Interdisciplinary team
– Clinical/quality review
– Compliance review (less often)
– Financial review
– Patient satisfaction
– Site/setting level champions
77. Agenda
• Post-acute in “value-based” programs
• Identifying post-acute opportunity
• Designing a post-acute network
• Developing your network
• Operational issues
• Monitoring performance
78. Agenda
• Post-acute in “value-based” programs
• Identifying post-acute opportunity
• Designing a post-acute network
• Developing your network
• Operational issues
• Monitoring performance
80. Monitoring Performance
• Measuring and use of KPIs
– Can’t improve what you can’t measure
– Measure twice, cut once
– Must align with project goals
– Don’t do too much at once/from the outset
– “Dashboard” comes later
81. Monitoring Performance
• Measuring and use of KPIs
– Financial, clinical, patient satisfaction
– What do you have today?
– Pick a limited set of new key drivers
– Questions to ask:
• Do we have it today? Where do we get it?
• Priority for launch? Who is the user?
• How often would the user need to see updates?
• How is it deployed to the user?
82. Monitoring Performance
• Easy! examples:
– Readmission rates – by setting
– Length of stay (LOS) – by setting
– Referral rates – by setting
• Preferred, aligned, other, total
– DVT, infection control
– Where are patients coming from (in ED)
– Analysis of inbound calls to ID unmet
needs and readmissions issues
83. Monitoring Performance
• Easy? examples:
– Monthly occupancy/census
– CMS inspection deficiencies
– DPH complaints
– Patient/family satisfaction
– Time to return to work
84. Monitoring Performance
• Issues in data collection
– Data Capture
• Fit in existing workflow/system
• Must measure what you want
• Requires cross functional teams
– Data Integration
• Key identifiers (unique)
• Disparate systems
85. Monitoring Performance
• Presentation in real time
– Right data, right place, right time
– Integration into existing systems (IT)
– Complex, expensive, impossible?
– Often a “phase 2” item
– Accomplished via “external” systems
86. Monitoring Performance
• If not real-time….
– Frequency (daily, weekly, monthly, ….)
– Blind reporting vs. identified
– Delivery modes: email, portal, meetings
– Start early and often (even w/o data)
– Initial data sets are small but easy to use
– Use to improve
• Readmission causes, out-of-network
• Falling off protocol, extended LOS
87. Monitoring Performance
Example Scorecard Outline
Number of ACO Sub-acute Patient Admissions
Sub-acute Patient Readmission Rates for ACO patients
Overall facility LOS
Average ACO Sub-acute LOS
Average Patient Pain Scores
Infection rates
Average Sub-acute reimbursement per episode
Monthly Occupancy (total)
-Sub-acute
-Long Term
Deficiencies from CMS inspections
DPH Complaints
Patient & Family Satisfaction
88. In total, by SNF, by bundle
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
# Referrals 10 12 13 8 15 11 4 7 12 12 7 9
Referral rate 43% 48% 41% 30% 52% 35% 13% 24% 38% 31% 18% 22%
Avg. LOS 9.2 8.1 11.2 15.1 10.1 11 10.4 11.2 14.1 9.4 9.2 10.1
Readmission
rate
30% 33% 46% 25% 7% 45% 25% 29% 8% 42% 29% 56%
Monitoring Performance
89. Process Metrics
Hospital Quality
Measure
Hospital Performance
Measure
Program Goal
Measurement
Standard
Current
Measure
Where was Measure
Published
Association
that
compiled the
measure
How to Measure
(Numerator/
Denominator)
Medication
Management
Percentage of patients in
the hospital that had a an
assessment of medication
intake, patient and family
were counseled about their
medication, and medication
management was a part of
the patients plan of care
Improved transitions
of care and
reduction in hospital
readmissions
100%
National Transitions
of Care Collaborative-
Category 1 of 7
essential Intervention
Categories
Transition Planning
Percentage of patients in
the hospital setting that
used a formal transition
planning tool such as a
standard Transition Form
(AMDA Universal Transfer
Form) or Patient Plan of
Care tool developed in the
hospital and extended to
the SNF facility
Improved transitions
of care and
reduction in hospital
readmissions
100%
National Transitions
of Care Collaborative-
Category 2 of 7
essential Intervention
Categories
Monitoring Performance
90. Monitoring Performance
• Taking action
– Ongoing comparison to targets
– Early ID of failures / change direction
– Escalation of issues (remediation process)
– Lessons learned from success & failure
– Partner replacement
91. Lessons Learned
• From actual providers……
• Selection process critically important
• Articulate clear vision for the network
• Transparency at all steps along the way
• Establish trust in a fair process
• Ensure validity of metrics
• Be flexible in adopting changes
92. Lessons Learned
• Actual reported results……
• Network improved care community-wide
• All PAC providers working to improve
• Better care integration
• SNFs are eager, responsive
• Patients are doing better
93. Lessons Learned
• Still issues………
• Public quality metrics are imperfect
• PAC provider performance consistency
• Harder/longer than we thought
• Excluded providers are not happy
• Wish we had help
94. Recap
Post-acute in “value-based” programs
Identifying post-acute opportunity
Designing a post-acute network
Developing your network
Operational issues
Monitoring performance