CFO Exchange participants cite concerns about reimbursement declines, but also expect positive outcomes from consolidation and commercial payer collaboration.
Texas healthcare providers are testing innovative ways to ease patients from one care setting to another—from hospital to home or rehab or long-term care—and give them the best chance of maintaining their health and not returning to the hospital. Providers are teaming up to prepare for a new era of healthcare reform and accountable care, where they're paid for keeping patients as healthy as possible.
In November 2011, a three-question survey on Reform Challenges was sent to members of the HealthLeaders Media Council. The Council comprises executives from healthcare provider organizations who collectively deliver the most unbiased industry intelligence available. Qualified respondents were screened to ensure that they work in a hospital, health system, or physician organization.
Intensivist Jay Cowen, MD saw a new care model that transformed his thinking during a fellowship in surgical critical care in Australia in 1990. At the time, even the word "intensivist" was rare in the United States. But in Australia, critical care was recognized as a unique medical discipline, and each intensive care unit was headed by an intensivist who provided a single point of leadership and set standards for quality of care. When Dr. Cowen returned to work in U.S. ICUs, he saw much less focus on coordination, standardization, and accountability.
Mercy Hospital Fairfield demonstrates how a successful third-party partnership can lead to improved clinical and operational performance.
Today's hospitals are saddled with a host of issues that were not on the radar even a few years ago. Among them, a changing payer mix—identified by more uninsured patients as well as those who are fully insured but have greater out-of-pocket expense—is driving up uncompensated care rates.
Add to that the challenges hospitals face in finding and retaining qualified clinicians and the prospect of tens of millions of lives entering the healthcare system via healthcare reform, and it's not difficult to see how important it is for healthcare organizations to identify ways to be more efficient and contain costs, while also continuing to improve the quality of care they deliver.
In July 2011, a three-question survey on Reform Challenges was sent to members of the HealthLeaders Media Council. The Council comprises executives from healthcare provider organizations who collectively deliver the most unbiased industry intelligence available. Qualified respondents were screened to ensure that they work in a hospital, health system, or physician organization.
Private practice acquisition and integration have become vital to the growth strategy for today's medical groups. With integration as a driving force in many organizations' physician model, it is critical to find the right fit. This 2011 HealthLeaders Buzz Survey and Case Study reveals how leading medical groups effectively implement the art and science of practice integration.
BJC Medical Group and NorthShore University HealthSystem Medical Group share best practices for effective outreach and finding the right fit. A checklist provides five critical success factors to driving growth through acquisition.
The smoke is finally clearing in healthcare. Uncertainties of the past couple of years—healthcare reform regulations, a languishing economy, and tight credit markets, to name a few—are slowly diminishing. In their place is a sense of optimism that we have weathered the worst. Now it's time to focus on what's ahead.
This sentiment is echoed by Standard and Poor's (S&P) most recent financial analysis of nonprofit healthcare providers. "The economy's gradual recovery and providers' cost containment and significant efforts to improve economies of scale, product and process standardization, and quality of care, have supported their credit quality," the credit rating agency stated in its February 2011 report.
A healthcare employee's card credential not only unlocks doors, but also applications; however, most facilities manage critical databases by e-mailing spreadsheets and making manual changes. ADT Healthcare Solutions' Identity Management Automation Process (IMAP) arms system administrators with tools to eliminate these points of failure and replace them with operational efficiency, data integrity, and risk mitigation.
"There are multiple stakeholders on a card credential," says Shane Meenan, Director of Sales for ADT Healthcare Solutions. "Right now, there are different people and departments sharing lists. We alleviate all that effort by automating the process."
Healthcare reform. Meaningful use of information technology. Pay for performance. RAC audits. HCAHPS. Revenue cycle optimization. The list goes on. While it appears that hospital leaders have plenty on their plates, they'd better make room for more.
"2011 is the year of the hospitalist and the emergency department," says healthcare quality improvement expert Quint Studer, recalling a keynote speech he delivered at a major healthcare conference last year. "Hospital executives are realizing they must get both of these facets running better if they are to achieve meaningful enhancements."
In April, 2011 a three-question survey on Healthcare Mergers & Acquisitions was sent to members of the HealthLeaders Media Council. The HealthLeaders Media Council comprises executives from healthcare provider organizations who collectively deliver the most unbiased industry intelligence available. Qualified respondents were screened to ensure that they work in a hospital or health system setting.
In April 2011, a three-question survey on Physician Growth Strategy was sent to members of the HealthLeaders Media Council.The HealthLeaders Media Council comprises executives from healthcare provider organizations who collectively deliver the most unbiased industry intelligence available. Qualified respondents were screened to ensure that they work in a hospital, health system or physician organization.
For both hospital executives and the patients they serve, the future of the healthcare system is clouded with uncertainty. The two groups agree the economy is the biggest issue facing the country and the impact of healthcare reform is likely to be mixed at best. They also agree changes need to be made and information technology (IT) will play a key role in making those changes. Dell conducted a survey in the fall of 2010 among 150 hospital executives and 309 recent hospital patients to explore their attitudes toward various issues facing the future of the healthcare industry.
The hospital executives were asked how their institutions were gearing up to cope with changes contained in both the 2010 Healthcare Reform act and the 2009 Stimulus Act. Patients were asked what changes they expect the Affordable Care Act would have on their healthcare and how their own involvement would change. They were also asked to rate their recent experiences with their healthcare providers and improvements they would like to see.
Analysis and highlights of The Dell Executive and Patient Survey report were originally published as a special report in the October 2010 issue of HealthLeaders Magazine.