The document discusses various perspectives on quality healthcare including those of the government, patients, and healthcare providers. It outlines the government's national strategy for quality improvement and focuses on better care, healthy communities, and affordable costs. The patient perspective values compassionate care, time with physicians, timely appointments, and preventative programs. Providers value proven outcomes and reduced errors. The document also discusses opportunities to lower costs through standardized care and reducing unnecessary variations in treatment and costs. It provides examples of accountable care organizations and bundled payments that aim to improve care coordination and reduce costs.
Healthcare reform has had far reaching effects. This presentation discussed how Medicare was affected by Healthcare reform and how it will impact beneficiaries and the healthcare industry.
www.healthcaremedicalpharmaceuticaldirectory.com
John G. Baresky
https://www.linkedin.com/in/johngbaresky
#baresky
The Top Five Recommendations for Improving the Patient ExperienceHealth Catalyst
Improving patient satisfaction scores and the overall patient experience of care is a top priority for health systems. It’s a key quality domain in the CMS Hospital Value-Based Purchasing (VBP) Program (25 percent) and it’s an integral part of the IHI Triple Aim. But, despite the fact that health systems realize the importance of improving the patient experience of care, they often use patient satisfaction as a driver for outcomes. This article challenges this notion, instead recommending that they use patient satisfaction as a balance measure; one of five key recommendations for improving the patient experience:
Use patient satisfaction as a balance measure—not a driver for outcomes.
Evaluate entire care teams—not individual providers.
Use healthcare analytics to understand and act on data.
Leverage innovative technology.
Improve employee engagement.
This article also explains why patient experience is so closely tied to quality of care, and why it’s a prime indicator of a healthcare organization’s overall health.
For more information contact: Slideshare@marcusevans.com
Presentation delivered by Donna Medina, Regional Director,OSF Hospice and Homecare Foundation at the marcus evans Home Care Leadership Summit held on July 13 & 14 2015 in Palm Beach FL.
Quality Data is Essential for Doctors Concerned with Patient EngagementHealth Catalyst
It might be a bit of a leap to associate quality data with improving the patient experience. But the pathway is apparent when you consider that physicians need data to track patient diagnoses, treatments, progress, and outcomes. The data must be high quality (easily accessible, standardized, comprehensive) so it simplifies, rather than complicates, the physician’s job. This becomes even more important in the pursuit of population health, as care teams need to easily identify at-risk patients in need of preventive or follow-up care. Patients engaged in their own care via portals and personal peripherals contribute to the volume and quality of data and feel empowered in the process. This physician and patient engagement leads to improved care and outcomes, and, ultimately, an improved patient experience.
Healthcare reform has had far reaching effects. This presentation discussed how Medicare was affected by Healthcare reform and how it will impact beneficiaries and the healthcare industry.
www.healthcaremedicalpharmaceuticaldirectory.com
John G. Baresky
https://www.linkedin.com/in/johngbaresky
#baresky
The Top Five Recommendations for Improving the Patient ExperienceHealth Catalyst
Improving patient satisfaction scores and the overall patient experience of care is a top priority for health systems. It’s a key quality domain in the CMS Hospital Value-Based Purchasing (VBP) Program (25 percent) and it’s an integral part of the IHI Triple Aim. But, despite the fact that health systems realize the importance of improving the patient experience of care, they often use patient satisfaction as a driver for outcomes. This article challenges this notion, instead recommending that they use patient satisfaction as a balance measure; one of five key recommendations for improving the patient experience:
Use patient satisfaction as a balance measure—not a driver for outcomes.
Evaluate entire care teams—not individual providers.
Use healthcare analytics to understand and act on data.
Leverage innovative technology.
Improve employee engagement.
This article also explains why patient experience is so closely tied to quality of care, and why it’s a prime indicator of a healthcare organization’s overall health.
For more information contact: Slideshare@marcusevans.com
Presentation delivered by Donna Medina, Regional Director,OSF Hospice and Homecare Foundation at the marcus evans Home Care Leadership Summit held on July 13 & 14 2015 in Palm Beach FL.
Quality Data is Essential for Doctors Concerned with Patient EngagementHealth Catalyst
It might be a bit of a leap to associate quality data with improving the patient experience. But the pathway is apparent when you consider that physicians need data to track patient diagnoses, treatments, progress, and outcomes. The data must be high quality (easily accessible, standardized, comprehensive) so it simplifies, rather than complicates, the physician’s job. This becomes even more important in the pursuit of population health, as care teams need to easily identify at-risk patients in need of preventive or follow-up care. Patients engaged in their own care via portals and personal peripherals contribute to the volume and quality of data and feel empowered in the process. This physician and patient engagement leads to improved care and outcomes, and, ultimately, an improved patient experience.
Building Analytic Acumen with Less Classroom "Training" and More LearningHealth Catalyst
Many healthcare organizations understand the value of improved analytic acumen, but analytics and improvement literacy training can be arduous, time-consuming, and costly. Furthermore, learning science demonstrates that a one-size training approach is ineffective and fails to meet individual learners’ needs.
Sheila Luster-Avant, interim chief data and analytics officer, Froedtert and the Medical College of Wisconsin and Health Catalyst team members Tom Burton, co-founder, and Jill Terry, chief learning officer, share how health systems such as Froedtert and the Medical College of Wisconsin are leveraging the latest learning science to significantly improve the analytics and improvement literacy of leaders, analysts, and improvement teams for less time and money.
What You’ll Learn
- Why Froedtert and the Medical College of Wisconsin needed a new approach to improve their analytic acumen.
- How advances in neuroscience make learning more scalable in healthcare organizations.
- How providing direction and autonomy helps individuals succeed in learning and their roles.
- Best practices from Froedtert and the Medical College of Wisconsin’s experience that you can apply at your organization.
Healthcare Process Improvement: Six Strategies for Organizationwide Transform...Health Catalyst
Healthcare processes drive activities and outcomes across the health system, from emergency department admissions and procedures to billing and discharge. Furthermore, in the COVID-19 era’s uncertainty, process quality is an increasingly important driver in care delivery and organizational success. Given this broad scope of impact, process improvement is intrinsically linked to better outcomes and lower costs. Six strategies for healthcare process improvement illustrate the roles of strategy, skillsets, culture, and advanced analytics in healthcare’s continuing mission of transformation.
Skip Out on the Classroom: How to Transform Learning in the Clinical SettingHealth Catalyst
EHR and data literacy training can be arduous, time-consuming, and costly. Furthermore, learning science demonstrates that a one-size training approach is ineffective and fails to meet individual learners' needs.
Dr. Brent James; Tom Burton, Health Catalyst Co-Founder; Bob Burgin, CEO of Amplifire; and leaders from UCHealth share how they developed an EHR training solution that shortens time to proficiency, significantly reduces costs, and keeps clinicians where they are needed most—on the floor with patients.
During this webinar, you will learn about:
- Advances in learning science that are transforming training and learning in healthcare organizations.
- Evaluating your competency gaps in clinical practices, EHR use, analytics, and improvement literacy.
- Developing a business case for a more effective training approach that could save your organization millions of dollars and deepen analytics, improvement, and clinical learning across your organization.
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.”
Challenges healthcare faces in making patient data actionable:
A. Automating chart review for quality measures, medical necessity review.
B. Categorizing patient risk for appropriate reimbursement in capitated payment models
C. Enhancing diagnostics, enabling differential diagnosis
D. Discovering correlations with predictive analytics
E. Automating administrative functions, such as scheduling, follow-up care
Physician-Hospital Integration Strategies to Maximize the Bottom Line for Ort...Wellbe
Economic pressures on physicians and hospitals have increased attention on integration and collaboration between providers. The passage of the Patient Protection and Affordable Care Act (ACA) has propelled physician-hospital integration onto the national stage, forcing physicians and hospitals to change and accelerate their alignment structures with each other to meet the ACA’s mandates: quality excellence, population health management, efficiency, and cost savings. This presentation provides a detailed overview of strategies for the orthopedic service line that have been successfully implemented in order to achieve the Triple Aim while enhancing alignment with the service line’s physicians.
About the Speaker:
DanielleDanielle L. Sreenivasan, MHA is a senior manager with The Camden Group with more than ten years of healthcare experience. She specializes in strategic and service line business planning, facility planning, financial feasibility analyses, and medical staff planning and alignment on behalf of community hospitals, healthcare systems, academic medical centers, and physician medical groups. Ms. Sreenivasan has worked with clients analyzing current and potential markets and developing population-based healthcare strategies.
Prior to joining The Camden Group, Ms. Sreenivasan directed the Virginia Cardiac Network, LLC for Inova Fairfax Hospital located in Falls Church, Virginia. Her responsibilities included the development of strategic business plans and scorecards for clinical quality and budgeting processes, as well as oversight for the implementation of operational performance improvement plans. Ms. Sreenivasan’s experience also includes departmental and operational audits, and reimbursement analysis.
Ms. Sreenivasan received her master’s degree in health administration from Medical University of South Carolina with Honors, and her bachelor’s degree in accounting, business administration, and finance from the College of Charleston. She is a member of the American College of Healthcare Executives.
Implicit Bias Training Helps Eliminate Healthcare DisparitiesHealth Catalyst
From hospitals and clinics to data warehousing companies, overcoming implicit biases with the help of up-to-date data can improve patient care and team member equity. Allina Health and Health Catalyst used data to discover that implicit biases existed within their companies.
At Allina Health, these implicit biases proved to be a barrier to patient care. They negatively impacted patient access to important resources like hospice care. At Health Catalyst, the leadership team realized there was a lack of women in leadership positions and a general lack of diversity in the technology sector.
Leadership teams at both organizations invested in creating implicit bias trainings to equip team members with tools to overcome their biases.
Leveraging Technology to Increase Patient Satisfaction and Employee EngagementHealth Catalyst
Health systems are challenged by the need to keep patients and employees satisfied and engaged. This can be especially difficult for organizations in flux, growing, merging, and changing. And as leaders of these organizations know, poor patient satisfaction ratings lead to reduced reimbursements, which affect the bottom line.
To meet this challenge and improve patient satisfaction, health system leaders are taking advantage of technology, such as rounding software, that supports effective communication and drives the type of culture change that boosts both caregiver and patient satisfaction and encourages engagement. Embedding rounding technology into current processes makes rounding better and easier. The correlation between effective, efficient rounding and high patient satisfaction scores is clear. Rounding can and does increase engagement and satisfaction, which in turn leads to higher reimbursement potential. Learn how health system leaders can move from talking about rounding technology to incorporating it into daily workflow.
Drive Better Outcomes with Four Data-Informed Patient Engagement TacticsHealth Catalyst
Increased patient engagement leads to better clinical outcomes, but organizations still struggle to engage patients and their families in their care. To start, patients have different levels of interest in their care and competency regarding healthcare, which adds to the challenge of treating each patient like a member of the care team.
However difficult these patient engagement roadblocks are, organizations can use data to overcome them. Access to data allows healthcare leaders and providers to identify opportunities to optimize patient engagement. By implementing four data-informed tactics, systems can increase patient engagement and improve health outcomes:
1. Implement shared decision-making interventions.
2. Advance health equity.
3. Prioritize patient feedback.
4. Provide patient-centered education.
Removing Barriers to Clinician Engagement: Partnerships in Improvement WorkHealth Catalyst
With clinicians driving many of the decisions that affect health system quality and cost, they’re an essential part of successful improvement efforts. Clinicians are, however, notoriously overburdened in today’s healthcare setting, and getting their buy-in for additional projects is often a big challenge. To successfully partner with these professionals in improvement work, health systems must develop engagement strategies that prioritize clinician needs and concerns and leverage data that’s meaningful to clinicians.
Improvement leaders can approach clinician engagement on three levels:
Clinician-led local programs.
Department- or division-level programs.
Leadership-level growth and improvement programs.
Three Key Strategies for Healthcare Financial TransformationHealth Catalyst
To succeed in today’s rapidly evolving business environment, healthcare organizations must have accurate financial data. Approximately 50 percent of CMS payments are now tied to a value component; hospital operating margins are at an all-time low; and consumer demands are rising with their costs. In order to meet these new challenges, health systems must shift their strategy or risk being left behind. This article details the operational, organizational, and financial strategies that drive financial transformation, as well as examples of how to obtain and utilize financial data, find waste reduction opportunities, and much more.
Surviving Value-Based Purchasing in HealthcareHealth Catalyst
How does your health system's quality of care measure up? With the shift toward a value-based purchasing model that rewards value, outcomes, and patient satisfaction instead of merely volume, providers need to be prepared as the country moves to implement value-driven healthcare. In a world of accountable care, quality measures, shared savings, and bundled payments, today's focus must shift to affordability in conjunction with obtaining higher value.
Top 7 Healthcare Trends and Challenges for 2015 - From Our Financial ExpertHealth Catalyst
As the healthcare industry moves closer to value-based care, there are a lot of projections about the changes that will occur in 2015. This article discusses seven of the top trends the industry is focused on: (1) physicians start to feel the financial impact of CMS’s rules; (2) the use of technology in healthcare is exploding; (3) financial viability is a key concern for CEOs; (4) reducing exposure to risk performance is becoming more important; (5) interest in population health management continues to grow; (6) outcomes improvements will continue to increase; and (7) collaboration between providers and payers will increase.
Hospital Readmissions Reduction Program: Keys to SuccessHealth Catalyst
Avoidable readmissions are a major financial major problem for the healthcare industry, especially for government payers. To tackle this problem, CMS launched the Hospital Readmissions Reduction Program (HRRP). While some hospitals may be able to absorb the financial penalties under HRRP, they still need to track increasingly complex reporting metrics. Most tracking solutions are inadequate for today’s complicated reporting needs. A healthcare enterprise data warehouse and analytics applications, however, are designed to solve the numerous reporting burdens. When used together, they also deliver a robust solution that enables hospitals to track and drive real cost and quality improvement initiatives, all without the need for users to be technical experts.
Five Ways For Improving Hospital Revenue Cycle ManagementHealth Catalyst
Besides improving your information systems and educating your staff on the ins and outs of managing revenue, there are many more opportunities for improvement. Here are five suggestions to help health systems improve their revenue cycle management: 1. trend and benchmark your healthcare data; 2. use an enterprise data warehouse to mine your healthcare data; 3. constantly ask frontline staff for suggestions; 4. monitor all payer contracts; and 5. maintain convenient and caring touch points with patients.
Six Need-to-Know Guidelines for Successful Care ManagementHealth Catalyst
In a job that changes every minute, care managers don’t have much time to think as they tackle unpredictable situations. Care managers stay on track amid the distractions by following six key elements of successful care management:
Act as an advocate for the patient.
Practice cultural competence.
Garner support from leaders.
Develop effective communication skills.
Prioritize patients based on up-to-date data.
Don’t ever forget that the patient is a human being first.
As care managers practice these six crucial components for successful care management, the patient’s health and well-being will always be the top priority for everyone involved, which translates to better outcomes and lower costs.
Building Analytic Acumen with Less Classroom "Training" and More LearningHealth Catalyst
Many healthcare organizations understand the value of improved analytic acumen, but analytics and improvement literacy training can be arduous, time-consuming, and costly. Furthermore, learning science demonstrates that a one-size training approach is ineffective and fails to meet individual learners’ needs.
Sheila Luster-Avant, interim chief data and analytics officer, Froedtert and the Medical College of Wisconsin and Health Catalyst team members Tom Burton, co-founder, and Jill Terry, chief learning officer, share how health systems such as Froedtert and the Medical College of Wisconsin are leveraging the latest learning science to significantly improve the analytics and improvement literacy of leaders, analysts, and improvement teams for less time and money.
What You’ll Learn
- Why Froedtert and the Medical College of Wisconsin needed a new approach to improve their analytic acumen.
- How advances in neuroscience make learning more scalable in healthcare organizations.
- How providing direction and autonomy helps individuals succeed in learning and their roles.
- Best practices from Froedtert and the Medical College of Wisconsin’s experience that you can apply at your organization.
Healthcare Process Improvement: Six Strategies for Organizationwide Transform...Health Catalyst
Healthcare processes drive activities and outcomes across the health system, from emergency department admissions and procedures to billing and discharge. Furthermore, in the COVID-19 era’s uncertainty, process quality is an increasingly important driver in care delivery and organizational success. Given this broad scope of impact, process improvement is intrinsically linked to better outcomes and lower costs. Six strategies for healthcare process improvement illustrate the roles of strategy, skillsets, culture, and advanced analytics in healthcare’s continuing mission of transformation.
Skip Out on the Classroom: How to Transform Learning in the Clinical SettingHealth Catalyst
EHR and data literacy training can be arduous, time-consuming, and costly. Furthermore, learning science demonstrates that a one-size training approach is ineffective and fails to meet individual learners' needs.
Dr. Brent James; Tom Burton, Health Catalyst Co-Founder; Bob Burgin, CEO of Amplifire; and leaders from UCHealth share how they developed an EHR training solution that shortens time to proficiency, significantly reduces costs, and keeps clinicians where they are needed most—on the floor with patients.
During this webinar, you will learn about:
- Advances in learning science that are transforming training and learning in healthcare organizations.
- Evaluating your competency gaps in clinical practices, EHR use, analytics, and improvement literacy.
- Developing a business case for a more effective training approach that could save your organization millions of dollars and deepen analytics, improvement, and clinical learning across your organization.
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.”
Challenges healthcare faces in making patient data actionable:
A. Automating chart review for quality measures, medical necessity review.
B. Categorizing patient risk for appropriate reimbursement in capitated payment models
C. Enhancing diagnostics, enabling differential diagnosis
D. Discovering correlations with predictive analytics
E. Automating administrative functions, such as scheduling, follow-up care
Physician-Hospital Integration Strategies to Maximize the Bottom Line for Ort...Wellbe
Economic pressures on physicians and hospitals have increased attention on integration and collaboration between providers. The passage of the Patient Protection and Affordable Care Act (ACA) has propelled physician-hospital integration onto the national stage, forcing physicians and hospitals to change and accelerate their alignment structures with each other to meet the ACA’s mandates: quality excellence, population health management, efficiency, and cost savings. This presentation provides a detailed overview of strategies for the orthopedic service line that have been successfully implemented in order to achieve the Triple Aim while enhancing alignment with the service line’s physicians.
About the Speaker:
DanielleDanielle L. Sreenivasan, MHA is a senior manager with The Camden Group with more than ten years of healthcare experience. She specializes in strategic and service line business planning, facility planning, financial feasibility analyses, and medical staff planning and alignment on behalf of community hospitals, healthcare systems, academic medical centers, and physician medical groups. Ms. Sreenivasan has worked with clients analyzing current and potential markets and developing population-based healthcare strategies.
Prior to joining The Camden Group, Ms. Sreenivasan directed the Virginia Cardiac Network, LLC for Inova Fairfax Hospital located in Falls Church, Virginia. Her responsibilities included the development of strategic business plans and scorecards for clinical quality and budgeting processes, as well as oversight for the implementation of operational performance improvement plans. Ms. Sreenivasan’s experience also includes departmental and operational audits, and reimbursement analysis.
Ms. Sreenivasan received her master’s degree in health administration from Medical University of South Carolina with Honors, and her bachelor’s degree in accounting, business administration, and finance from the College of Charleston. She is a member of the American College of Healthcare Executives.
Implicit Bias Training Helps Eliminate Healthcare DisparitiesHealth Catalyst
From hospitals and clinics to data warehousing companies, overcoming implicit biases with the help of up-to-date data can improve patient care and team member equity. Allina Health and Health Catalyst used data to discover that implicit biases existed within their companies.
At Allina Health, these implicit biases proved to be a barrier to patient care. They negatively impacted patient access to important resources like hospice care. At Health Catalyst, the leadership team realized there was a lack of women in leadership positions and a general lack of diversity in the technology sector.
Leadership teams at both organizations invested in creating implicit bias trainings to equip team members with tools to overcome their biases.
Leveraging Technology to Increase Patient Satisfaction and Employee EngagementHealth Catalyst
Health systems are challenged by the need to keep patients and employees satisfied and engaged. This can be especially difficult for organizations in flux, growing, merging, and changing. And as leaders of these organizations know, poor patient satisfaction ratings lead to reduced reimbursements, which affect the bottom line.
To meet this challenge and improve patient satisfaction, health system leaders are taking advantage of technology, such as rounding software, that supports effective communication and drives the type of culture change that boosts both caregiver and patient satisfaction and encourages engagement. Embedding rounding technology into current processes makes rounding better and easier. The correlation between effective, efficient rounding and high patient satisfaction scores is clear. Rounding can and does increase engagement and satisfaction, which in turn leads to higher reimbursement potential. Learn how health system leaders can move from talking about rounding technology to incorporating it into daily workflow.
Drive Better Outcomes with Four Data-Informed Patient Engagement TacticsHealth Catalyst
Increased patient engagement leads to better clinical outcomes, but organizations still struggle to engage patients and their families in their care. To start, patients have different levels of interest in their care and competency regarding healthcare, which adds to the challenge of treating each patient like a member of the care team.
However difficult these patient engagement roadblocks are, organizations can use data to overcome them. Access to data allows healthcare leaders and providers to identify opportunities to optimize patient engagement. By implementing four data-informed tactics, systems can increase patient engagement and improve health outcomes:
1. Implement shared decision-making interventions.
2. Advance health equity.
3. Prioritize patient feedback.
4. Provide patient-centered education.
Removing Barriers to Clinician Engagement: Partnerships in Improvement WorkHealth Catalyst
With clinicians driving many of the decisions that affect health system quality and cost, they’re an essential part of successful improvement efforts. Clinicians are, however, notoriously overburdened in today’s healthcare setting, and getting their buy-in for additional projects is often a big challenge. To successfully partner with these professionals in improvement work, health systems must develop engagement strategies that prioritize clinician needs and concerns and leverage data that’s meaningful to clinicians.
Improvement leaders can approach clinician engagement on three levels:
Clinician-led local programs.
Department- or division-level programs.
Leadership-level growth and improvement programs.
Three Key Strategies for Healthcare Financial TransformationHealth Catalyst
To succeed in today’s rapidly evolving business environment, healthcare organizations must have accurate financial data. Approximately 50 percent of CMS payments are now tied to a value component; hospital operating margins are at an all-time low; and consumer demands are rising with their costs. In order to meet these new challenges, health systems must shift their strategy or risk being left behind. This article details the operational, organizational, and financial strategies that drive financial transformation, as well as examples of how to obtain and utilize financial data, find waste reduction opportunities, and much more.
Surviving Value-Based Purchasing in HealthcareHealth Catalyst
How does your health system's quality of care measure up? With the shift toward a value-based purchasing model that rewards value, outcomes, and patient satisfaction instead of merely volume, providers need to be prepared as the country moves to implement value-driven healthcare. In a world of accountable care, quality measures, shared savings, and bundled payments, today's focus must shift to affordability in conjunction with obtaining higher value.
Top 7 Healthcare Trends and Challenges for 2015 - From Our Financial ExpertHealth Catalyst
As the healthcare industry moves closer to value-based care, there are a lot of projections about the changes that will occur in 2015. This article discusses seven of the top trends the industry is focused on: (1) physicians start to feel the financial impact of CMS’s rules; (2) the use of technology in healthcare is exploding; (3) financial viability is a key concern for CEOs; (4) reducing exposure to risk performance is becoming more important; (5) interest in population health management continues to grow; (6) outcomes improvements will continue to increase; and (7) collaboration between providers and payers will increase.
Hospital Readmissions Reduction Program: Keys to SuccessHealth Catalyst
Avoidable readmissions are a major financial major problem for the healthcare industry, especially for government payers. To tackle this problem, CMS launched the Hospital Readmissions Reduction Program (HRRP). While some hospitals may be able to absorb the financial penalties under HRRP, they still need to track increasingly complex reporting metrics. Most tracking solutions are inadequate for today’s complicated reporting needs. A healthcare enterprise data warehouse and analytics applications, however, are designed to solve the numerous reporting burdens. When used together, they also deliver a robust solution that enables hospitals to track and drive real cost and quality improvement initiatives, all without the need for users to be technical experts.
Five Ways For Improving Hospital Revenue Cycle ManagementHealth Catalyst
Besides improving your information systems and educating your staff on the ins and outs of managing revenue, there are many more opportunities for improvement. Here are five suggestions to help health systems improve their revenue cycle management: 1. trend and benchmark your healthcare data; 2. use an enterprise data warehouse to mine your healthcare data; 3. constantly ask frontline staff for suggestions; 4. monitor all payer contracts; and 5. maintain convenient and caring touch points with patients.
Six Need-to-Know Guidelines for Successful Care ManagementHealth Catalyst
In a job that changes every minute, care managers don’t have much time to think as they tackle unpredictable situations. Care managers stay on track amid the distractions by following six key elements of successful care management:
Act as an advocate for the patient.
Practice cultural competence.
Garner support from leaders.
Develop effective communication skills.
Prioritize patients based on up-to-date data.
Don’t ever forget that the patient is a human being first.
As care managers practice these six crucial components for successful care management, the patient’s health and well-being will always be the top priority for everyone involved, which translates to better outcomes and lower costs.
Employee Engagement: Your Tool for Tackling Heath Care CostsDigital Measures
Everyone is concerned about increasing health care costs. This interactive session will review the various triggers that drive health care and insurance costs and cover the major communication and engagement strategies that companies use to reduce their trend. Case studies to be discussed include wellness, employee engagement and communication, benefit plan design and consumerism. Successful benefit incentive programs that support communication programs and have a quantifiable return on investment will also be discussed.
Patient Centered Medical home talk at WVUPaul Grundy
To employers the cost of healthcare is now a business issue and this talk is about what one large buyer IBM did to drive transformation via broad coalition with other large employers to form the Patient Centered Medical Home movement and the covenant between buyer and provider away from the garbage we now buy episodic uncoordinated disintegrated care. In the change of convenient conversation we have worked with the Primary care providers to give us coordinated, integrated, accessible and compressive care with a set of principles know as the Patient centered medical home.
A Patient Centered Medical Home (PCMH) happens when primary care healers keeping that core healing relationship with their patients step up to become specialists in Family and Community Medicine. The move is to the discipline of leading a team that delivers population health management, patent centered prevention, care that is coordination, comprehensive accessible 24/7 and integrated across a deliver system. PCMH happens when the specialists in Family and Community Medicine wake up every morning and ask the question how will my team improve the health of my community today?
All over the world three huge factors are in play that is driving the concept of Patient Centered Medical Home. They are:
1) Cost and demography
2) Information technology and data (information that is actionable will equal a demand for accountability by the payer or buyer of the care)
3) Consumer demand to engage healthcare differently (at least as well as they can their bank- on line) have a question about lab results why not e-mail?
But at its core it is a move toward integration of a healing relationship in primary care and population management all at the point of care with the tools to do just that.
Cypress Benefit Administrators is a full service Third Party Administration (TPA) company. We specialize in helping companies outsource Flexible Spending Accounts (Section 125), HRA, HSA, and COBRA. Additionally, we provide expertise in self-funded medical plan administration.
Edwina Rogers, executive director of Patient-Centered Primary Care Collaborative, began her presentation by highlighting the movement to advance medical homes.
With the U.S. being the number one in the world for the cost of healthcare and ranked number 37 in the quality category, something needs to change. Rogers discussed the broad stakeholder support and participation for the movement, as well as the incredible volunteer involvement. The four ‘centers’ include: the Center to Promote Public-Payer Implementation, the Center for Multi-Stakeholder Demonstration, the Center for eHealth Information Adoption and Exchange and the Center for Health Benefit Redesign and Implementation. Medical Homes will provide superb access to care, patient engagament in care, clinical information systems, care coordination, team care, patient feedback and publically available information.
Edwards explained that the Obama administration believes the medical homes concept is the best way to approach healthcare reform. The U.S. House of Representatives has showed great support for the movement and is helping develop and allocate funds for a five-year pilot program. She expressed her enthusiasm for the movement and her prediction that the medical home model is certainly the future of health care.
A complete version of Rogers’ presentation on the Patient-Centered Primary Care Collaborative is available online.
Imagine a healthcare system where people live long, healthy lives, receiving quality, affordable care, with clinicians nationwide collaborating to improve outcomes. That's Accountable Care! Learn the benefits of becoming an ACO in this insightful eBook.
Accountable Care Organizations and Physician Joint Ventures .docxAMMY30
Accountable Care Organizations and Physician Joint Ventures
Jeffrey P. Harrison
Chapter 9
“I will continue with diligence to keep abreast of advances in medicine. I will treat without exception all who seek my ministrations, so long as the treatment of others is not compromised thereby, and I will seek the counsel of particularly skilled physicians where indicated for the benefit of my patient.”
—from The Hippocratic Oath (modern version)
Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale.
1
Learning Objectives
Demonstrate an understanding of the interparty relationships associated with healthcare joint ventures and accountable care organizations.
Understand some of the dynamics and controversies surrounding the concept of accountable care organizations as an alternative approach to the current marketplace.
Demonstrate a basic understanding of the patient-centered medical home with attention to how it supports network-based delivery systems.
Master the concept of physician–hospital alignment and health system integration including consumer, provider, and regulatory developments.
Assess the emerging role of medical groups and hospital-owned group practices across the continuum of healthcare services.
Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale.
2
Key Terms and Concepts
Accountable care organization (ACO)
Clinical integration
Equity-based joint venture
Hospitalist model
Integrated physician model
Medical foundation
Patient-centered medical home (PCMH)
Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale.
3
Introduction
A positive relationship between hospitals and physicians is important to the success of the US healthcare system, because hospitals and physicians can be both collaborators and competitors.
Many hospitals and healthcare systems have moved to various models of physician integration through which hospitals hope to capture market share and physicians seek financial security.
After the Affordable Care Act (ACA) was passed in 2010, physician–hospital alignment became driven by another factor: cost control and quality outcomes in the accountable care era (Reiboldt 2013).
Physicians work in a wide range of settings and serve in leadership positions that have significant responsibility for quality of care.
Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale.
4
Clinical Integration
What Is It?
Coordination of patient care between hospitals and physicians across the healthcare continuum— e.g., an accountable care organization (ACO).
Provides an opportunity to coordinate services through centralized scheduling, electronic health records, clinical pathways, management of chronic diseases, and innovative quality improvement programs.
Clinical integration is necessary to delivering high-quality, affordable care in the current environment (Jacquin 2014).
Clinical.
Disaster Contact a disaster preparedness person at either a loca.docxlynettearnold46882
Disaster
Contact a disaster preparedness person at either a local hospital, or local city or county emergency services agency. NORTHEAST OHIO
1. Blackout 2003
2. Chardon Highschool shooting 2012
3. Great blizzard 1978
Interview your contact, asking the following questions:
1) "What do you consider to be the top three disasters for which you prepare?"
2) "What would you say are your top three lessons learned about managing a disaster?"
What Would the Best Future for Health Care Look Like?
Introduction
The one thing the debate over reforming health care taught us all is that there are as many opinions as there are interested groups, and all of them differ in meaningful ways. To look at the views on improving the systems of care delivery, it is important to note where they have points of agreement and where they differ. They are all driven by the values and principles of the constituencies and what they hope to achieve from changes in the delivery system. This module will explore points of agreement and differences between important groups that will influence the direction health care will go in the next decade.
Patients
It is an interesting point that all constituencies, in their public statements, emphasize that a strong health care system should focus on getting the best outcomes for patients. What would that be, from the perspective of patients? Typically, patients relate that they want top quality in their care and the latest technology, along with immediate and unrestricted access to care, at the lowest possible cost. This triad has become the stumbling block of change initiatives, since to date, no one has figured out how to deliver all three. However, when patients' views are explored and probed, some interesting facts emerge. When patients say they want top quality care, in general, they tend to define that as achieving a cure or return to health. They certainly do not want to leave the system feeling worse than when they came in. Patients have been heavily lobbied in the media by pharmaceutical and medical technology companies to convince them that the latest (and most expensive) technology will deliver the desired outcomes. However, very little real research on the true effectiveness of treatments and technology makes its way to most patients, and patients in general do not shop for their medical care as carefully as they would if they were purchasing new cars, for example. The language of research and medicine is difficult for patients to understand and is frequently not well-explained by providers.
So, the nuances of top quality care in terms of being able to deliver a cure or return to health are not well understood by the constituency with the most at risk. What patients do understand is whether they feel better or see improvement in their health and whether care was rendered without errors and in a compassionate way. The best health care system, from a patient's point of view, is one that can consistently deliver the good.
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From Patients to ePatients Driving a new paradigm for online clinical collaboration and health management
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Anthony Chipelo, Director, Portal Strategies
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Aligning Incentives for Patient Engagement: Enabling Widespread Implementation of Shared Decision Making
May 24, 2013
Jeff Thompson, Washington State Health Care Authority
David Downs, Engaged Public
David Swieskowski, Mercy ACO Mercy Clinics, Inc.
Lisa Weiss, High Value Healthcare Collaborative
Kate Chenok, Pacific Business Group on Health
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Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
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Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
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Prix Galien International 2024 Forum ProgramLevi Shapiro
June 20, 2024, Prix Galien International and Jerusalem Ethics Forum in ROME. Detailed agenda including panels:
- ADVANCES IN CARDIOLOGY: A NEW PARADIGM IS COMING
- WOMEN’S HEALTH: FERTILITY PRESERVATION
- WHAT’S NEW IN THE TREATMENT OF INFECTIOUS,
ONCOLOGICAL AND INFLAMMATORY SKIN DISEASES?
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- GENE THERAPY
- BEYOND BORDERS: GLOBAL INITIATIVES FOR DEMOCRATIZING LIFE SCIENCE TECHNOLOGIES AND PROMOTING ACCESS TO HEALTHCARE
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- Prix Galien International Awards Ceremony
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i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
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STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
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3. What Does Quality Care Really
Mean?
Government’s Perspective:
National Strategy for Quality Improvement in
Healthcare
Better Care: Reliable, accessible, and safe care.
Healthy People/Healthy Communities: Improve the health of
the U.S. population through an emphasis on prevention.
Affordable Care: Develop cost effective care by spreading new
health care delivery models.
4. What Does Quality Care Really Mean?
Patient’s Perspective
Encountering a kind, compassionate medical staff
Having more face-time with your physician
Receiving timely appointments
Program that emphasizing preventative care and
screening
Dartmouth study suggests exceedingly high utilization
of care increases patient satisfaction.
5. What Does Quality Care Really Mean?
Healthcare Provider’s Perspective
Proven care that provides a good clinic outcome or
result.
Reduce medical errors.
Reduce hospital acquired infections.
Meeting outcomes benchmarks.
6. Many Opportunities to Deliver Care at a
Lower Cost
Some hospitals paid 10x as much for CHF admits as others.
9. Culprit Behind the Exponential HealthCare Cost Growth: Fee-for-Service
A patient who enters the facility is a revenuegenerating event for the medical enterprise.
The higher the intensity and frequency of care,
the greater the financial reward.
10. The Health Care Cost Equation
MEDICARE SPENDING =
# of Seniors Eligible X
# of Covered Services X
Rate of Service Utilization X
Provider Payment Per Service X
% Paid by Seniors
11. Medicare Cost Containment:
Federal Policy Choices
MEDICARE SPENDING =
# of Seniors Eligible X
# of Covered Services X
Raise the Eligibility Age for
Medicare
Cut Benefits for Seniors
Rate of Service Utilization X
Provider Payment Per Service X
% Paid by Seniors
Make Seniors Pay More
12. Medicare Cost Containment:
Federal Policy Choices
MEDICARE SPENDING =
# of Seniors Eligible X
# of Covered Services X
Rate of Service Utilization X
Provider Payment Per Service X
% Paid by Seniors
Increase Utilization Review/
Approval
Cut Payment to Providers
13. Medicare Cost Containment: Better
Policy Choices
MEDICARE SPENDING =
# of Seniors Eligible X
# of Covered Services X
Rate of Service Utilization X
Redesign Care for Lower
Costs
Provider Payment Per Service X
Create Better Payment
Systems
% Paid by Seniors
14. Big Win-Win for Both Physicians and
Payers By Eliminating Waste
15. Instead of Starting With How to Limit
Care for Patients…
Contributors to Healthcare Costs
How Do We Limit:
>New Technologies
>Higher-Cost Drugs
>Potentially Life- Saving
Treatment
16. We Should Focus First on How to
Improve Patient Care
Contributors to Healthcare Costs
How Do We Help:
>Patients Stay Well
>Avoid Unnecessary Surgery
and Other Hospitalizations
>Eliminate Errors and Safety Problems
>Reduce Costs of Procedures
>Reduce Readmissions
How Do We Limit:
>New Technologies
>Higher-Cost Drugs
>Potentially Life- Saving
Treatment
17. Government has Identified Areas of
Improvement
Problem: Waste in duplication of services,
coordination of care and accountability of outcomes
Solution: Accountable Care Organization
Problem: Better management of patients with
chronic disease and wellness care
Solution: Patient Centered Medical Home
Problem: Variance in treatment patterns for
procedures and surgeries
Solution: Bundled Payments
18. Accountable Care Organization
The ACO is an organization comprised of primary
care providers, some specialist and a hospital that are
accountable to patients and payors for the quality,
appropriateness, and efficiency of healthcare
provided.
Establish appropriate use and evidence-based
treatment protocols and measure the performance.
ACOs are responsible for distributing bonuses when
targets are met and levy penalties when targets are
missed.
Primary payment methodology is episode-of-care.
19. ACO Requirements Under the Bill
Define processes to promote care quality, report on costs and
coordinate care.
Develop a management and leadership structure for decision
making.
Develop a formal legal structure that allows the organization
to receive/distribute bonuses to participating providers.
ACO must manage at least 5,000 Medicare beneficiaries.
Provide CMS with a list of participating PCPs and specialists.
Have contracts in place with a core group of specialist
physicians.
Participate for a minimum of three years.
20. Metric Examples
Be uniformed in ordering medical devices: group
selects one prosthesis brand of knee replacement to
reduce hospital inventory.
Establish metric as to when patient should be
rounded on to reduce inpatient stays. Evaluation daily
before 8:30 a.m.
Establish clinic pathways and education for patient
discharge to reduce unnecessary readmission for
Congestive Heart Failure. < 50% of National Average.
Reduce ER visits to 25% of baseline.
21. Case Study 1. Virginia Mason
Hospital was on the verge of losing an Aetna contract
due to high utilization.
Hospital met with Aetna’s largest client, Starbucks,
and learned about its employee’s common medical
complaint: Back Injuries.
Applied Toyota Lean Manufacturing Principles: cut
waste and optimize efficiency to create value for the
customer.
22. Current Workflow for Back Injury Care
Patient calls for appointment with
orthopedic surgeon: 1-2 week wait time.
Every patient, no matter the acuity of the back injury,
would undergo an MRI.
After work-up, patient underwent surgery or sent for
conservative treatment: physical therapy.
23. Conducted a Benefit Analysis of the
Current Treatment Workflow
85% of patients suffered form uncomplicated back
pain.
90% of the resources provided in the current model
provided little value.
Evidence showed these patients required physical
therapy early on to relieve the back pain.
24. Reengineered Workflow
Every patient is seen by Physical Therapist/Medicine
Physician team during initial visit.
Patient receives some physical therapy for pain relief.
The team determines if patient requires an
Orthopedic consultation.
Utilized other imaging services and established
evidence based criteria as to when to order an MRI.
Prescription medication was reduced by 32%.
25. Virginia Mason Production System
Reduced initial weight times from 31 days to same day
access.
Reduced medical waste by 50%
Cutting expensive MRIs
Cutting need to see specialist.
Patient received relief within 48 hours of visit. 94%
were returned to work by the next day.
Hospital was able to align a delivery system to market
place needs instead of the needs of the hospital.
Hospital’s department was now overstaffed.
26. Patient- Centered Medical Home
Primary care office financially incentivized to manage
a population’s health beyond the traditional office
examination.
Screening
Case Management of the overall health
Steering patients to cost effective health
Patient entry point into an ACO
27. Cigna’s Medical Home Program
Cigna Insurance has been promoting this model in the
metroplex. They recently signed with their third primary
care group called Village Health. Cigna’s Medical home
model was able to reduce healthcare expenditures by
almost 5% with other primary care groups.
Financial bonuses to manage the health of the patients.
Incentive to not communicate only with the patient when
they are sick, but to manage their overall health.
Coordinating care with other providers beyond
traditional face time with the physician.
Case managers employed to communicate with patients
regarding screening and preventative care.
28. Case Study 2. Arizona Primary Care
Associates
Group established a medical home model-
responsible for the health of 15,000 lives.
Risk contract that paid bonuses on healthcare costs.
Group began to track and manage its chronic patient
population to assess why this group’s health was not
improving.
Group’s goal was to eliminate barriers to care beyond
what they could control in the office. Focus was to do
whatever it took to become more engaged with
their patients.
29. Bundled Payments-Medical Tourism
Medical tourism is choosing to travel outside of your
local area for medical services.
Interstate and international tourism being utilized by
large self -funded groups.
ACOs and groups will utilize bundled pricing to
attract exclusive contracts from other payors around
the country. Bundled payment is a single episode-ofcare payment that covers the hospital and physician
services. Payments may also come with a postoperative guarantee period.
30. Case Study 3. Scott and White
Hospital
Interstate Medical Tourism
Wal-Mart established a Center of Excellence program
to direct its employees to 6 leading hospitals around
the country.
Contract is for heart, spine and transplant services.
Wal-Mart provides travel and housing assistance for
employees.
Patients will be traveling from New Mexico, Kansas.
Oklahoma, Louisiana, Alabama and Florida.
31. Incentives to Access Interstate Care
Financial incentives for employee to choose this
treatment option.
No out of pocket costs for employee and caregiver.
Items covered
Co-insurance
Travel
Lodging
Food
Hospital is paid on each episode of care.
32. Dallas Healthcare Market
Patients have become precious commodities.
Alliances and delivery systems are morphing.
Major hospital systems are building empires across
the entire care continuum while being cloaked under
Federal Healthcare Reform.
More and more new entrants appearing in the
marketplace.
34. Non Providers Entering the Dallas Market to Gain Share
Health &
Well-Being
ACO
Primary
Care
Providers
Acute Care
Transitional
Care
35. Channel Administrators
ACAP Health represents 80,ooo members of various
self-funded employers.
Developing bundled payment contracts with
providers and hospitals for key high–end procedures.
Compass Health steers patients to cost- effective
entities and providers due to price variances.
37. Dallas Healthcare Bubble
Acute Care Hospitals
Inpatient volume has been flat for over five years.
American Hospital Association’s 2010 survey: national
average is 2.6 beds per 1,000. Dallas is at 4.4 beds.
Bed census is at 59%. < 60% is difficult to sustain.
In the next two years, the number of beds will increase
by 11%.
Dallas hospital catchment areas are declining.
If hospitals are operating at full capacity, why are there
so many hospital billboard ads around the city?
38. Dallas Healthcare Bubble
Physicians
Many specialties are experiencing surpluses; not
shortages.
Cardiology: 137 physicians, market can support 78.
Other areas: General Surgery and Urgent Care Centers
Hospitals continue to saturate markets by recruiting
more physicians based on flawed manpower
assumptions and the need to control referrals to the
hospitals.
Current physicians are skill mismatched. Physicians not
seeing enough patients in their area of expertise.
39. Current Results of the Market Being
Overbuilt
Increase in the frequency and intensity of care
Increase in unnecessary care
Hospitals employing physician practices are
increasing medical costs.
Employed physician FFS contracts are 10- 30% higher
than independent physician contracts.
Provider-based billing for imaging is two to three times
higher than independent physician contracts
Health plans will take advantage of the situation and
try to slash FFS fee schedules.
40. Tipping Point
Uninsured patients coming on the Federal Exchange
may not be financially viable for providers.
Patients ability to pay out-of-pocket expenses
Exchange health plans will demand price concessions
from providers
663,878 are uninsured: Of the 2,139,366 people under age 65 in
Dallas County, 31 percent are uninsured. The county is ranked the 72
311,893 women are uninsured : In Dallas County, 29.1 percent of
women under age 65 are uninsured
354,433 young people are uninsured: In Dallas County, 44.9 percent
of young people ages 18 to 39 lack health insurance, placing it in the
worst four percent among all counties
311,288 uninsured are eligible for subsidies or tax credits:
In Dallas County, 34.6 percent.
41. Tipping Point
Annual decreases in FFS and Risk fees. In order to
remain viable, the medical enterprise will have to
process even more patients.
Conversely, the focus of Federal Healthcare reform is
to reduce wasteful care.
Health Plans and ACOs steering patients into narrow
networks, which will eliminate competition.
Medical enterprises’ roles will change under
Healthcare Reform.