Creating a successful patient experience strategy is a long-term investment in planning, surveying, training, and technology. Healthcare organizations hope these efforts will pay off at the very least with a growing base of loyal patients, better care quality, and stable reimbursement. And then there are those organizations that are turning patient experience into a movement. What’s their endgame? They intend to build state-of-the-art service-oriented cultures that rival other industries, and they are doing it through data analytics, unique communication programs, radical cultural shifts, and consumer-centric technologies.
The Centers for Medicare & Medicaid Services, the nation’s largest payer, has set a clear direction with its publication of targets: By 2018, 50% of fee-for-service payments will be through alternative payment models, such as ACOs and bundled payments, and 90% of FFS payments will be tied to quality or value. And CMS has begun to introduce mandatory bundles. This suggests that all providers will
need to develop population health competencies, including the ability to manage risk for both cost and quality.
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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.
With the inception of Value-Based Purchasing, the measurement of successful patient care delivery has been redefined. The move from fee-for-service to pay-for-performance means that reimbursements are tied to the quality of care that is delivered.
Discover how the Saint Joseph Mercy Health System used the ReptraxTM vendor credentialing service to improve the compliance of commercial visitors, resulting in a safer and more secure environment for patients.
Spending on supplies and pharmaceutical services varies among U.S. hospitals. It is not uncommon for hospitals with similar types of patients, including case mix and severity, to have significant differences in purchasing intensity for certain clinical services. Even small changes in efficiency can make a difference for hospitals and health systems, because supply-chain spending typically accounts for hospitals’ biggest spend after labor costs. Costs totaled about $74 billion in 2012, according to the Healthcare Supply Chain Association.
Medicare spend per beneficiary (MSPB) information is a Centers for Medicare & Medicaid Services metric that reflects the average cost of an episode of care for Medicare patients. This measure is important to consider as part of a hospital’s national balanced scorecard, as it reflects executives’ efforts to transform the healthcare delivery system and manage the full continuum of care, including the prominent shift from inpatient to outpatient utilization.
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.
What do standard best practices for radiology look like? Without them, it is impossible for a hospital to identify the strengths and weaknesses of its current radiology services and strive for improvements.
In late August 2014, the Centers for Medicare and Medicaid Services (CMS) announced plans to reinstate the Recovery Audit program on a limited basis. CMS reports the delay in restarting the Recovery Audit program was to enable the various RAC regions to restructure, allowing time for the appeals to catch up. Soon, however, the hiatus will end and RACs in all regions will resume automated reviews; these will be in addition to select complex reviews based on topics chosen by CMS.
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.
The current is changing. And as healthcare organizations switch from fee-for-service to fee-for-value, leaders will face new challenges. This downloadable presentation provides critical information for leaders managing the volume to value transition.
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.
As Managed Service Organizations (MSOs) have grown, so have myths surrounding their methods. Somnia offers a fresh perspective, exposing truths, dispelling myths and helping you objectively evaluate options for improving your anesthesia management.
With culture impacting your talent, products and services, clients and even revenue, it’s important to measure, review and nurture something that is so critical to your company’s success. Learn the 7 ways to help build a strong company culture now.
Rehab programs will experience a major infux of medically complex patients, including those with neurological conditions, in the coming decades. The drastic increase is being spurred by an aging population. For instance, stroke prevalence is expected to rise by 21% by 2030, and more than 1.2 million citizens are projected to have Parkinson’s disease.
This leaves rehab leaders with one signifcant question: What can be done to prepare for the increase of medically complex patients? By evolving to meet the needs of this changing population, rehab programs can successfully meet the challenge, providing patients with the highest level of care while achieving greater performance standards.
In this whitepaper, we’ll examine the three areas that drive the greatest impact on treating medically complex patients: • Clinical staff • Tech innovation • Patient and family member experience
Research has demonstrated enhanced technology can improve communication between patients, families and care providers, improve motivation, and has the potential to effect better outcomes and higher levels of patient satisfaction. Additionally, better technology also makes the workplace more appealing to employees.
With the investment and complexity involved, how can health systems utilize technology in the most efficient and effective ways to drive business results?
Published By: NTT Ltd.
Published Date: Aug 15, 2019
As businesses are driven to digital transformation by changing market forces and customer expectations, many are looking to new technologies, including new infrastructure environments, as enablers. As a result, we are seeing a near-universal appetite for hybrid outcomes as business functions are executed across multiple on-premises and external infrastructure environments in pursuit of agility, cost, performance and other business benefits. Hybrid IT has become a key strategic imperative for a large portion of enterprises, impacting their IT objectives and expectations, and likely leading to new engagements with service provides for help designing, building and operating hybrid environments.
Consumers have become more educated about the value of data and cyber risks associated with it. As consumer awareness increases so does their expectations of trust and digital security. Read now KPMG's report Trust in the time of disruption to understand the cybersecurity gap that exists between consumers and organisations, and what asset management and financial services firms as a whole can do to close the trust gap.
This IDC study represents a vendor assessment of SaaS and cloud-enabledenterprise content application software vendors as of 2019 through the IDC MarketScape methodology at a worldwide level. This assessment presentsboth quantitative and qualitative characteristics of cloud content management applications in the market, as it relates to the planning, budgeting, and forecasting tasks that are typically conducted in support of managing and processing content in a global setting.
The evaluation is based on acomprehensive and rigorous framework that assesses each vendor relative to the criteria and to one another.It was a requirement that the content application not only runsin a cloud setting but also takes advantage of the cloud constructssuch as multiregional data and process orchestration,scale and elasticity of users and data,distributed agility with edge computing,and self-service purchasing and provisioning of modules.
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Aujourd'hui, l'environnement professionnel est plus concurrentiel que jamais : les entreprises doivent innover toujours plus rapidement, fournir un service client irréprochable et répondre aux besoins croissants des équipes de plus en plus mobiles et connectées. Les enjeux de cet environnement concurrentiel sont réels : environ la moitié des entreprises inscrites au S&P 500 aujourd'hui auront cédé leur place à d'autres d'ici 2026. Et les choix technologiques d'une entreprise sont cruciaux pour sa survie : des études montrent que les organisations qui profitent de services cloud améliorant leur productivité connaissent une croissance plus rapide de 19,6%.
Dans tous les secteurs, les entreprises se voient confrontées à une obligation toujours plus pressante d'offrir des produits et services toujours plus performants, dans des délais toujours plus courts. Elles doivent pour cela faire preuve d'une efficacité et d'un esprit collaboratif toujours plus poussés dans l'exploitation de contenus toujours plus volumineux à travers l'ensemble de leur écosystème, notamment avec leurs clients, fournisseurs, équipes internes et partenaires commerciaux.
Ce n'est qu'en s'assurant un accès au contenu à la fois plus global, plus précis et plus rapide qu'elles parviendront à offrir des produits et services adaptés au marché et, ce faisant, à prendre des décisions plus intelligentes et plus faciles à mettre en application.