Published By: McKesson
Published Date: Mar 09, 2016
The ripple effect of healthcare reform is beginning to impact care delivery strategies as care management now falls increasingly to providers.
According to a recent HealthLeaders Intelligence survey, hospital leaders are making progress with care management efforts, but more robust tools will be needed if hospitals want to scale up. The October 2014 survey polled 134 senior, clinical, operations, finance, marketing, and information leaders across the healthcare spectrum. The majority of respondents were from nonprofit organizations (63%), while the remainder (37%) came from for-profit settings.
This report reveals how a growing number of patient experience programs have moved beyond focusing primarily on training nurses to also include physicians and a host of nonclinical staff. Another sign of the degree to which organizations are embracing patient experience is the increasing number which feature a chief patient experience officer (or individual with similar responsibilities) on the senior leadership team. Complete this short form to download your FREE copy of PATIENT EXPERIENCE: Cultural Transformation to Move Beyond HCAHPS
Nearly six years after passage of the Patient Protection and Affordable Care Act, the healthcare industry is in the midst of a massive retooling that is dramatically altering the way we think about cost management, strategic partnerships, and customer service.
Fee-for-service reimbursement is giving way to new models of care delivery and payment to support a system based on pay-for-value. With financial risk or payments tied to value measures (such as patient satisfaction, clinical performance, and population health), compensation and reimbursement will increasingly be tied to value-based incentives.
Workforce management and the pursuit of productivity have formed a consistent pain point for hospitals for several years. The Affordable Care Act has only exacerbated the problem, increasing the demand on providers as the number of insured grows and the bar continues to rise on quality of care. According to a recent HealthLeaders Media Council survey, workforce productivity and acuity-based staffing will continue to be top priorities this year. Karlene Kerfoot, PhD, chief clinical integration officer at API Healthcare, says the survey results indicate a shift taking place as workforce management initiatives are expected to deliver more than reduced labor costs.
Healthcare reform regulations, increasing costs, and more competition are driving employers and their health plans to focus more than ever on opportunities to reduce cost trends. For example, the country experienced a 3.0% growth in per capita gross (allowed) medical and pharmacy costs from 2012 to 2013. Truven Health Analytics anticipates those costs in 2014 and 2015 will increase by 4% to 5% or more. By taking a data-driven approach, payers can manage costs and, ultimately, make their benefit programs sustainable in the context of healthcare reform. They can also maximize opportunities to improve population health and productivity and optimize the delivery of care.
Truven Health Analytics™ evaluated the extent to which community need— a measure of the underlying economic and social factors that affect the overall health of a community, including income, cultural/language barriers, education, insurance and housing—is associated with elevated rates of preventable hospitalizations or an increased risk of hospitalization believed to be preventable with quality ambulatory care. The results of this investigation reveal a modest but statistically significant association between community need and an increased risk of hospitalizations that are believed to be preventable with good-quality ambulatory care.
The shift from inpatient to outpatient care is increasing as hospitals transition from volume to value. A specific shift is seen in interventional cardiology treatment (cardiac catheterization, intracoronary stents, and percutaneous transluminal coronary angioplasties [PTCA]), which is moving from an inpatient hospital to outpatient hospital setting. Preliminary data show that most interventional cardiology procedures will soon be performed in the hospital outpatient setting. It will be important for hospitals to consider future demand and volume for interventional cardiology services; capacity for an increase in hospital outpatient volume; and staffing and operational implications.
Download the free, on-demand version of this webcast that took place on December 8, 2015.
Leaders from Beaufort Memorial Hospital and Influence Health discuss the challenges providers face and the skills they must acquire to increase patient engagement. In the coming era of accountable care, providers will finally have something to gain by actively engaging patients in taking care of their health—and a lot to lose by not doing so. Increasingly, providers will receive a fixed sum to care for each patient attributed to them by payers, and they will be able to make an overall profit only by keeping those patients as healthy as possible.
Providers are increasingly making the leap and investing in their organizations in preparation for value-based care. However, while no one wants to be behind the competency curve when it arrives, it can be expensive to build competency for a new model before it is financially viable, causing providers to remain cautious.
Published By: Zix corp
Published Date: May 11, 2016
Email is the most used communication tool in business and IT security and compliance professionals cannot ignore the sheer volume of unsecured PHI exchanged regularly in email. Read why email security is critical to your organization.
Published By: Zix corp
Published Date: May 11, 2016
Email is the most used communication tool in business. It's so easy to click that seemingly innocent 'Send' button that you may not realize the risk. Find out your next steps to an implementing an effective secure email strategy.
We know that primary care is challenging today, but these challenges don’t have to derail your practice’s success. This resource from Greenway takes the top three challenges in primary care and explains how specialty-specific tools can help you meet them by achieving better clinical outcomes, improving population health, lowering costs and increasing practice profitability, while still providing compassionate care to patients.
Healthcare billing and claims handling has become increasingly complex. With the transition to Version 5010 of the HIPAA electronic transaction standards, the expansion of billing codes under ICD-10, and the ever-changing requirements of insurance companies and the Centers for Medicare and Medicaid Services (CMS), it can be nearly impossible for providers to keep up.
HealthLeaders' survey on workforce management queried leaders from a cross-section of U.S. healthcare organizations, including hospitals, health systems, physician organizations, and long-term care/skilled nursing facilities. The 150 respondents represent executives across all disciplines — administration, clinical, operations, finance, marketing, and information. In the next three to five years, hospitals, health systems, and other patient service providers expect to augment their time-and-attendance and payroll systems with integrated applications that enable more sophisticated data crunching around labor analytics, acuity management, and staffing assignments. The goal? To convert the workforce from overhead to asset — a flexible, agile asset that will help organizations succeed in an increasingly demanding regulatory and competitive environment.
How can providers and insurers reduce costs and increase patient satisfaction? In the evolving value-based care (VBC) model, better healthcare IT is a must have. L.E.K.'s Joseph Johnson and Harsha Madannavar identify key success strategies in our latest Executive Insights.
Download this whitepaper to learn the following:
1. Background and basis of decreasing payments and increasing risks
2. Challenges and opportunities associated with the trend
3. How to thrive versus simply survive in this new healthcare environment
In October 2013, S&P Dow Jones Indices (S&P DJI) launched the S&P Healthcare Claims Indices (the indices). This new index series is designed to provide an independent, timely measure of the changes in healthcare expenditures and utilization for individuals enrolled in commercial health insurance plans in the United States.
S&P DJI developed these new indices in conjunction with healthcare professionals at Health Index Advisors (HIA), a joint venture between the premier actuarial and consulting firms Aon Inc. and Milliman Inc. S&P DJI combined its knowledge and experience in developing leading indices with HIA’s experience in the healthcare market to develop the first index series of its kind, based on actual healthcare claims data. These indices seek to increase transparency in the healthcare market and enable the analysis and tracking of changes in healthcare expenditures.
A decade ago, hospital leaders viewed cost containment as a distant option to that of building topline revenue through increased volumes and rates. But with the road to profitability choked off by a recession, the ACA, and double-digit increases in healthcare inflation, most have been left pursuing a flurry of initiatives to cut operational costs and maintain positive margins.
Published By: McKesson
Published Date: May 27, 2015
The shift to value-based care creates a sharp increase in healthcare organizations and networks’ need for data collection, aggregation and analysis. This white paper outlines the challenges involved with performing population-level analyses, developing cost accounting and profitability analyses across care settings, evaluating care episodes and integrating quality data. It explores the limitations of targeted software solutions to provide cross-enterprise insights. Finally, it provides advice for healthcare executives regarding how to approach gathering quality and cost-related data and how to leverage technology and analytical expertise to drive risk-based contract success.
Despite retention’s critical importance to a health plan’s success, many health plans treat the issue superficially. Health plans have not drilled down into the complex issues that cause disenrollment, nor have they implemented comprehensive strategies to improve retention. In this Executive Insights, L.E.K. Consulting focuses on implementation, identifying the most effective initiatives for increasing retention, and laying out how these initiatives should be coordinated and prioritized.
Learn how a medical center improved their HCAHPS scores by streamlining the delivery and documentation of medication teaching at the patient bedside with an Interactive Patient Care system that’s integrated into the clinician's workflow and EMR system.
Today’s CIOs no longer just oversee technology. They are now
key strategists who guide their organizations and give them
the tools they need to stay competitive. A study by Forbes
Research stated that five years ago, a CIO’s most critical
skill was deploying technology. Now, the #1 way that CIOs
provide value is by contributing to the corporate strategy, so
they can advance business objectives and drive revenue.1
In particular, CEOs rely on the CIO for guidance around
digital transformation. Organizations must transform how
they operate and take advantage of new technologies to
better engage customers and employees.
Digital transformation falls squarely on the shoulders of IT
leaders. CIOs are under pressure to drive transformation –
overcoming barriers such as cultures that are resistant to
change, employees who want to upload files anywhere,
and increased concerns about data security.
CEOs also expect CIOs to achieve results now. The
longer you wait, the more likely you will fall beh