Founder Alan B. Miller will be succeeded by current UHS President Marc D. Miller.
Alan B. Miller, the founder and CEO of Universal Health Services, Inc. (UHS) will step down as CEO in January 2021, according to a press release Tuesday. This announcement is "consistent with [UHS'] longstanding succession plan," according to the release.
Current UHS President Marc D. Miller will serve as UHS CEO effective January 2021. He currently serves on the UHS board of directors and serves on the executive and finance committees.
Alan B. Miller will continue to serve as executive chairman of the board of directors, according to the release. He will also continue to serve as president and CEO of Universal Health Realty Income Trust, another entity he helped found.
Miller founded UHS in 1979 and oversaw the growth of the organization from six employees to 90,000 employees. The healthcare organization currently serves 37 states; Washington, D.C.; Puerto Rico; and the United Kingdom through 26 acute care hospitals; and numerous behavioral health, outpatient, and ambulatory care facilities; a physician network; and insurance company.
In 2020, he was recognized by Fox Business as the second longest-serving CEO in the U.S.
"Over the past four decades, we have worked hard to deliver upon our mission, care for patients in the most effective manner, grow strategically and seek opportunities," Alan B. Miller said in a statement. "I am personally quite proud of the care we have delivered to millions of individuals, and I am grateful for the team of dedicated professionals at UHS who have given so much to so many. I look forward with great optimism and am confident UHS will continue to thrive and grow."
"UHS' reputation as a financially stable, innovative and award-winning healthcare company will continue," said incoming CEO Marc D. Miller. "Our leadership team is fully engaged and well-positioned to continue to deliver solid performance, achieve strategic growth and expansion, and deliver superior care to patients. We will uphold the admirable reputation of UHS in the future as we continuously evolve and continue to earn the confidence of the communities we serve as a trusted healthcare partner."
The health system, formerly known as Peninsula Regional Health System, acquired two health organizations this year.
Maryland-based health system TidalHealthannounced its new name and branding on Tuesday.
TidalHealth President and CEO Steve Leonard told HealthLeaders that the health system's new brand is about connecting with and sharing roots with the community.
"We're proud of what we were able to come up with to reflect who we are and who we serve," Leonard said.
Formerly known as Peninsula Regional Health System (PRHS), TidalHealth includes the "Peninsula Regional and Nanticoke hospitals; the McCready, Ocean Pines and Millsboro Health Pavilion," according to a press release. The organization also includes the newly announced TidalHealth Medical Partners physician group, composed of the Peninsula Regional Medical Group and the Nanticoke Physician Network.
During the brand selection process, the health system conducted focus groups, interviews, and surveys with patients and the organization's staff.
"It's hard coming up with a good name these days," Leonard said. "But it is defining the brand and that connection we're trying to create with the consumers in our region. We went through a process to understand who we are, and then from a community perspective who we serve, and attempting to identify a brand that was reflective of both."
This year is about change for TidalHealth, Leonard explained. "We've been in this move for about a year and a half, and we had multiple affiliations occur. As a part of that, our intent was to ask the question, 'Who are we together?' from a system perspective," Leonard said.
Nanticoke Health Services signed a definitive agreement with PRHS in July 2019 and officially joined the health system in January.
McCready Health signed a definitive agreement in July 2019 and officially joined PRHS in March.
Photo credit: Penny Short, President, TidalHealth Nanticoke; Steve Leonard, President/CEO, TidalHealth; Dr. Karin DiBari, President, TidalHealth Medical Partners; Debbie Abbott, Chairperson, TidalHealth Board of Directors and Dr. Memo Diriker, Chairperson, TidalHealth Peninsula Regional Board of Directors pose with the healthsystem's new name and logo after its unveiling. Courtesy of TidalHealth.
Don't miss these interviews with CEOs who share valuable insights on how they lead their health organizations in collaboration, anti-racism action, innovative care delivery, and more.
HealthLeaders interviewed five CEOs about their strategies during the pandemic, the unique ways they serve their communities, and the accomplishments their organizations have achieved despite this year's challenges.
John Couris, president and CEO, Tampa General Hospital
Tampa General Hospital President and CEO John Couris shares strategic and collaborative approaches the health system has taken to ensure the care of its communities during the COVID-19 pandemic, including teaming up with competing health systems to share data and resources.
Dr. Roxanna Gapstur, president and CEO, WellSpan Health
WellSpan Health President and CEO Roxanna Gapstur shares the health system's strategies on caring for rural and underserved populations in Pennsylvania during the coronavirus pandemic. The health system implemented strategies to reach each of the diverse populations they serve, including community outreach and grants.
Alonzo Lewis, president, St. Joseph Mercy Ann Arbor Hospital, St. Joseph Mercy Livingston Hospital
Alonzo Lewis shares how the organization's culture and hard work of the medical and support staff has enabled St. Joseph Mercy Ann Arbor Hospital to be named the #1 Major Teaching Hospital in America. Through organizing teams and data, the hospital has been able to drive improvement of outcomes.
Dr. Harold Paz, CEO, The Ohio State University Wexner Medical Center
The Ohio State University Wexner Medical Center CEO Dr. Harold Paz shares the healthcare organization's strategy to addresses social determinants of health in its communities. Its focus on racism as a social determinant of health has led to internal committees and robust health programs in the community to address health and racial inequities.
Geisinger CEO Dr. Jaewon Ryu details how the health system's targeted primary care program for older adults addresses the social and medical needs of patients over 65. According to Geisinger, this innovative program has a 98% patient satisfaction rate.
Dr. Hossain Marandi will replace interim president Dr. Dom Sanfilippo.
Last week, Spectrum Health announced the appointment of Dr. Hossain Marandi, MD, MBA, FACHE, as the new president of Helen DeVos Children's Hospital in Grand Rapids, Michigan. He will start at the beginning of September.
Spectrum Health System is a nonprofit, integrated health system with 14 hospitals, including the Helen DeVos Children's Hospital. The Helen DeVos Children's Hospital is a 234-bed teaching hospital with more than 300 pediatric physicians.
Marandi will replace Dom Sanfilippo, MD, who has served as interim president since January. Sanfilippo will now serve as the associate department chief/pediatrician-in-chief for the hospital.
Marandi has over 18 years of experience in leading in a children's hospital setting. Recently, he served as president of Peyton Manning Children's Hospital in Indianapolis. Prior to that, he served as vice president of physician services and executive medical director at St. Joseph's Children's Hospital in Tampa, Florida.
"We were looking for a visionary leader who will engage the talents of Helen DeVos Children’s Hospital clinicians and team members, and connect with the community," said President of Spectrum Health West Michigan Darryl Elmouchi, MD, MBA, in a statement. "Dr. Marandi has dedicated his career to caring for children and has a passion for excellence and innovation. We look forward to his leadership and guidance at Helen DeVos Children’s Hospital for years to come."
"I am honored to have been selected to lead the nationally recognized Helen DeVos Children’s Hospital," Dr. Marandi said in a statement. "I look forward to bringing my collective experiences to Grand Rapids and collaborating with other clinical leaders with the goal of continuing to provide exceptional care to families from across the region."
Howard Kern details the strategies and shared vision of the Sentara Healthcare and Cone Health merger.
On August 12, Virginia-based Sentara Healthcare and North Carolina–based Cone Healthannounced that they had signed a letter of intent to combine the two health systems. Subject to state and federal review, the merger is planned to be formalized by mid-2021, with an additional two years to fully integrate.
Sentara Healthcare CEO Howard Kern spoke with HealthLeaders about the strategies behind the merger and what the integrated health system will look like once the merger between Sentara Healthcare and Cone Health is complete.
Howard Kern, Sentara Healthcare CEO (Photo courtesy of Sentara Healthcare)
This transcript has been edited for clarity and brevity.
HealthLeaders: How did the Sentara Healthcare and Cone Health merger come about?
Howard Kern: The merger came about going back as much as 18 months ago. Terry Akin, the CEO of Cone, and I have known each other for some time. I attended and spoke at one of his board retreats and in doing that, we shared a lot of ideas. It became clear that we had a lot of mutual ideas and we're aligned in our sense of vision, strategy, and direction, and began to talk about the potential for the organizations [to work] together. One thing led to another, and about a year ago [we] began formal discussions about putting together the merger.
HL: What are some of your shared visions for this merger?
Kern: A shared vision that we both are excited about is the notion of value-based care. What that means to both of us is that we're committed to enhancing the quality of care to the communities and to the patients we serve, while at the same time, enhancing the affordability and access to care for these patients and focusing on the services that we're providing. That level of population health and outcomes, access, and quality all blend into this notion of value-based care.
Both of us are in the health plan business. Sentara has been in business since the early 1980s. Cone has been in the health plan business with managed Medicare for several years, and aspires to broaden their health plan experience, which is one of their motivations for partnering and merging with Sentara. They want to take advantage of the strength of Sentara's health plan, and the health plan strength is a way to create that value-based care model on a large scale.
HL: How will this merger benefit consumers?
Kern: The benefit to consumers is going to be felt in a number of ways. Both of these organizations are starting off very healthy. Neither one of us need to do this merger because there is a weakness; both are starting the position with strengths. We're looking to strengthen our organizations. We're going to add services, and we're going to grow and broaden available access to services and enhance our offerings in the community. We should also see that both organizations will learn from each other in terms of opportunities to enhance quality.
Cone is also a high-quality health system. They have excellent care; their flagship hospital is among the best in the country. They have excellent quality in a number of areas. Sentara is interested in learning from some of their excellent care. Both of our regions and the patients served by both health systems will be experiencing better quality as a result of the merger.
Lastly, both organizations have a shared value in serving the underserved population in our communities. We both have strong foundations that invest in food banks and free clinics, and providing services to focus on health equity, and looking at ways to better serve populations that need services. We think that will be enhanced through this merger.
HL: What is the next step in the integration process?
Kern: The next steps, first and foremost, will be to move ahead with the due diligence process, which is a standard next step. And we think that will take us into the first quarter of 2021. We don't have an overlap in our markets at all, so we expect that the end of the first quarter, or maybe early in the second quarter, we should be able to complete the merger.
HL:How will you and Mr. Aiken each serve the combined health system once everything is integrated?
Kern: The way the organization is anticipated to be structured is as a traditional merger. I would be the CEO of the combined organization. Terry Akin will be the president of the Cone region, which is now in Greensboro. He will play a significant leadership role in broadening our view of how our new organization looks at North Carolina. He will be a key player in helping the new organization evaluate the access to the North Carolina market for the new organization. We'll be working together in that context.
The governing board will have representation from both organizations. The new chair, at least for the first rotation, will be Sentara's current chair. And then there will be rotations as we go through the different tenures of the board chairs.
A new report from McKinsey & Company found that while women's representation in the C-suite has increased in recent years, women of color representation in the C-suite is only 5%.
A McKinsey & Company report released this week found that women represent less than one-third of the healthcare C-suite.
The analysis, produced in conjunction with LeanIn.org, found that women, "account for 66% of all entry-level healthcare employees," but only make up 30% of the healthcare C-suite.
According to the findings from the all-female authors, the percentage of women in leadership roles goes down while moving up the pipeline.
59% of women are in managerial roles
49% of women are in senior management
41% of women serve as vice presidents
34% of women serve as senior vice presidents
While the study indicated that healthcare "continues to outperform other industries in female representation," with external hiring of women into the healthcare C-suite rising from 33% in 2017 to 42% in 2018, there is still a lack of representation of women of color in healthcare.
The analysis found that white women make up 46% of entry level healthcare positions and 25% of the C-suite, however, women of color only make up 20% of entry level healthcare positions and 5% of C-suite positions.
Other findings of note:
18% of women say gender may have been a factor in "missing out on promotions, raises, or chances to get ahead," while 68% did not; 14% of women say they are unsure if it played a role.
While 69% of men report being happy in their healthcare careers, 75% of women report being happy in their healthcare careers "despite the obstacles to advancement."
New research suggests the COVID-19 pandemic put 20 hours of additional work on women.
CEO Dr. Jeffrey Le Benger shares the accomplishments of the merger between Summit Medical Group and CityMD after its first year.
It's been one year since physician-owned Summit Medical Group and urgent care provider CityMD merged into Summit CityMD to offer an integrated delivery model to patients in New York and New Jersey.
The organization's combined primary care and urgent care model has aimed to enable seamless care for patients with lower costs and greater outcomes, according to Summit CityMD leadership. CEO Dr. Jeffrey Le Benger, MD, tells HealthLeaders what he's most proud of about merging the organizations is that the union made it possible "to create that healthcare model and that drive for all patients, from the millennial to the senior."
"For us, it's keeping the patient within the ambulatory sector," Le Benger says. "We have found … that even if you increase ambulatory care, you lower the inpatient side of it. Overall, you do lower the cost of care immensely."
Through the COVID-19 pandemic, Summit CityMD has been able to care for patients in the New York metropolitan area through widespread COVID-19 testing and it "cared for hundreds of thousands more patients over the past five months," a press release said.
"Our urgent care line of business was totally inundated with COVID patients. We took care of the cluster in Corona, Queens that went to Elmhurst hospital," Le Benger says. "We were [testing] almost 17,000 patients a day just in our urgent care market."
Through the pandemic, Summit CityMD continues "to have [an] 89 Net Promoter Score," Le Benger says. The high customer experience rating "means my doctors were apathetic, altruistic, and they gave the care that they needed, no matter what, to these patients, as well as all providers and staff."
According to the press release, Summit CityMD hopes to continue to grow its hubs and expand locations through New Jersey and the New York metropolitan area to "continue its mission to build healthier, kinder communities." Patient benefits from the first year have included co-located physicians and specialists in New Jersey, the growth of primary care providers in the New York market, and expansion of urgent care.
Dr. Jaewon Ryu details how the health system's program for older adults includes at-home models.
In an article published earlier this month titled: "What Seniors Can Expect as Their New Normal in a Post-Vaccine World," scenarios of how life will potentially be different for people over age 60 in the post-COVID vaccine world are explained. It suggests a higher utilization of telemedicine, a team of doctors to treat a single patient, and technology at home that may help older patients avoid going to the doctor's office.
Pennsylvania-based Geisinger has already made steps to change the way in which senior patients interact with its health system.
According to Geisinger, patients aged 65 or older make up approximately one-third of the total patient population at the health system. Through a program called 65 Forward, Geisinger aims to improve primary care for senior patients. The program has a 98% patient satisfaction rating.
"If you look at the demographic trends, we're going to have to figure out a way to take better care of those as they age," Geisinger CEO Dr. Jaewon Ryu says. "How do you keep them healthy? … How do you keep them closer to home and in the communities?"
Ryu spoke with HealthLeaders about how the health system has innovated and created new programs to care for their senior patients and the strategy behind them.
This transcript has been edited for clarity and brevity.
HealthLeaders: Can you explain how the 65 Forward program works?
Jaewon Ryu: If you look at primary care across this country, it's always been a little bit of one-size-fits- all. If you look at the care model and the care needs of different segments of the population, the reality is that one size does not always fit all. Trying to juggle all these different scenarios within a single practice becomes difficult.
It's also a good illustration of what can be done when you partner between a health insurance function, and a clinical enterprise function. If you're solely on the clinical enterprise side, you have to worry about what is or is not reimbursable. When you have a health insurance company—and, in our case, it happens to be our own—married up with a clinical enterprise, then you can develop these differentiated services.
If you had to worry about, "Can I bill for yoga?" well, you can't really bill for yoga; that's not what is traditionally allowed in healthcare. Within a health insurance company, if yoga is going to keep people healthier and make them feel better about their health, it's absolutely worth it. And that's been the beauty of the model, is what can happen when you do those things. That's why we've been able to bring the senior focus model [to] primary care.
A big feature of [the program] is we limit the patient panels. The typical primary care panel in this country has about 2,000–3,000 people in it. At Geisinger, we try to keep it on the low end around 2,000 [people per doctor]. But, in this model, we cap it at 450. That means more frequent visits, longer visits, and we can connect with you over the phone or virtually with however you want to stay engaged and healthy.
We have a lot of services that prevent the need for people to go to urgent care, the ER, and the hospital. That's been tremendously well received. The patient satisfaction score is in the 98th percentile and that has held steady. It just goes to show what can happen when you bring something that meets the needs of the populations that you're serving.
We thought there's a better way to do primary care, especially for those 65 and older. Our primary care model was good, but we saw an opportunity to go from good to great. We saw an opportunity to take it to the next level with multidisciplinary teams. It wasn't just the physician or the advanced practitioner, but also having consistent social workers, consistent community health assistance care coordinators, and clinical pharmacists to help navigate all the different medications and having that be more consistent across the entire primary care enterprise. We did that starting in 2017.
We also doubled the appointment time for everybody above the age of 65. We were seeing about one- to-two fewer patients per provider per day in primary care across our system. In other words, we slowed our providers down so that they had a little more time to spend with patients and had a team supporting them to help offload some of the administrative work. As a result of that, we saw access numbers improve. We saw patient satisfaction in the primary care centers improve.
And that's how we rolled out 65 Forward. It marries up the clinical component of the clinic with activities and wellness; sort of like a community center in the front, where they can come and hang out and participate in these activities. Then on the back half of the clinic, it's more their primary care provider, the team, and so forth.
It's really a combination of all of those factors, and that's what led to the strategy. If patient satisfaction goes up, if access goes up in availability, and we see that the rate at which patients need hospitalization goes down, and the rate at which they're going to the ED goes down, then that's a tremendous service for our patients. And it pairs nicely with our health insurance members, which is why it's been launched as a collaborative effort between our health plan and our clinical enterprise.
HL: What are the social needs that this program addresses for patients aged 65 and over?
Ryu: There's a need out there to provide regular social outlets. It's a testament to the fact that there may not be a whole lot of those options out there in the community, where folks who are 65 and older can come and interact with each other. A lot of the activities are focused around wellness, whether it's physical activity wellness, or even just having them work with their hands.
There's some art [programs], whether it's pottery or drawing. There's book club. Yoga is one of the more popular ones. There's a handful, but it addresses those social needs. We have other programs throughout the system like our Fresh Food Farmacy program that addresses social determinants of health. Those programs are around our system as well. One of those sites just happens to be co-located in the same building as one of our 65 Forward sites. Those are the kinds of programs that we're trying to pull together, to tackle people's health in the community and make health easier.
HL: What were the steps in rolling this program out, such as ensuring proper training and positive patient experience? What investments were made?
Ryu: All the investments were related to the buildings, much like any clinic that we would build from scratch. But you hit a key point. It was a lot of training and education, even of our own staff to understand what are the needs of that 65 and older population.
[It was] making sure that we had people who were passionate about [serving this population], because we're firm believers that when you do what you love, it shows. It's going to relate to a better experience for our patients. It was a lot of educating and making sure we're getting people who are similarly and like-minded along those lines.
A lot of that prep work was in areas like identifying the right staff, educating, and training them to make sure they were equipped, and then getting the word out in the community. We needed to make sure that people understood that it was a different model, so as part of that go-live last year, we had open houses where we wanted people to walk through the clinic. They walk into this clinic and they see yoga, exercise balls, dumbbells, a rowing machine, and a treadmill, and they're like, "Wait, did I land at the right place?"
That open house was important to introduce people to the model. We had tremendous uptake, and we continue to see uptake. Initially, we started with a single provider physician at the first site, then a single provider physician at the second site, and now we're up to five total providers across the two sites, and that's been in less than a year.
HL: How has the pandemic affected the 65 Forward program?
Ryu: Believe it or not, in these models, it's been less of an impact. It's because these clinics aren't as crowded.
The biggest place where there's been an impact is related to wellness classes and activities. The team was able to adapt quickly on that by moving certain classes outside, creating distancing, masking where appropriate and wherever possible. And then at the same time, [patients] were still able to get their care with their physician and provider with the right distancing and with the right precautions. It was a huge benefit. Those patients in those models missed less of a beat than in other environments.
HL: What's your long-term strategy for post-acute care and hospital-at-home?
Ryu: Moving things into the home is a big part of our strategy. The Geisinger at Home model is a big component that focuses on the sickest 3%–4% of our patient population. Many of those do tend to be 65 and older, although not all. That model was another one that even through COVID we were able to maintain more because these folks were getting care into the home.
Moving those care programs out into the home has been huge. We've seen tremendous impact from that, even dating prior to COVID.
Within the next coming months, we want to launch something called the "hospital-in-the-home model." It's been done at a couple other places across the country. We think we can integrate it even better. But essentially, the idea being Geisinger at Home may identify a population and follow them in the home. But what happens if someone comes to our emergency room? You can't send them home as you might, currently. But if you could bring some services into their home, there may not be a need to admit them to the hospital. An ER physician would admit them to the home, as opposed to admitting them [to the ER].
Lyft Vice President of Healthcare Megan Callahan shares insights about a NEMT case study on Medicaid members from AmeriHealth, Centene, and Amerigroup.
In a new case study, "the impact of rideshare on healthcare access and quality for Medicaid recipients" is reviewed based on results from Lyft's healthcare partners AmeriHealth, Centene, and Amerigroup.
AmeriHealth Caritas DC, a Medicaid plan that serves over 100,000 residents in the District of Columbia. evaluated the overall impact of Lyft transportation from April 2018 to April 2019 on 11,400 Medicaid members. The partnership between AmeriHealth began in 2017, and it works with Lyft "through a transportation manager called Access2Care," said Lyft Vice President of Healthcare Megan Callahan.
The analysis found Lyft users had positive health impacts, including:
A 40% decrease in emergency room (ER) utilization
A 15% decrease in low acuity non-emergent (LANE) ER utilization
A 12% decrease in ambulance utilization
A 45% increase in compliance with Healthcare Effectiveness Data and Information Set (HEDIS) measures
"To me, this is really impactful because it shows the correlation between Lyft and improvements in appropriate healthcare utilization," Callahan said. "That HEDIS measure improvement really jumped off the page for AmeriHealth."
Centene, which serves underserved populations, partnered with transportation managers to utilize Lyft at Buckeye Health Plan in Ohio, Sunshine Health Plan in Florida, Peach State Health Plan in Georgia, and Superior Health Plan in Texas. "We did several different pilot programs for Centene health plans across four different states," Callahan said. "I think the headline there was around decreased wait time."
An analysis found improved positive member experiences, including:
A 66% decrease in member-rider complaints
A 99% on-time arrival rate
5-star ratings for 85% of rides
1-star ratings dropping from 10% to 1%
The average wait time for a ride decreased from 28 minutes for a traditional NEMT to just seven minutes for a Lyft ride
"That 66% decrease in grievances is really a big driver and indicator of an overall better healthcare experience for Centene," Callahan said. "Because of that stat, Centene is now implementing Lyft in every Medicaid market that allows for rideshares. They're going with what we call a Lyft-First Model, because of the success."
Amerigroup Tennessee has worked with Lyft since 2019. "They're a forward-looking health plan; passionate about looking for ways to address social determinants of health," Callahan said. "They partnered with Lyft to start a 12-month pilot in Memphis, and based on the success that they saw, they quickly moved to scale the service statewide."
An analysis found an increase in primary care access, including:
A 50% decrease in primary care gaps
A 44% increase in primary care physician (PCP) visits
A 90% decrease in transportation-related grievances
5-star ratings for 92% of rides
"This access to primary care through Amerigroup was a huge boon to see how we can impact primary care utilization," Callahan said.
Lyft currently works with "nine out of the top 10 health systems, nine out of top 10 transportation managers in the United States, as well as [all 10] of the top 10 payers or insurers," Callahan said. "… We are able to provide rides in 14 states and D.C., and that has the potential to impact and give 29 million people access to healthcare. That's really important to us. I think you will continue to see us push to add additional states to that statistic and continue to drive value for Medicaid members and vulnerable populations."
Editor’s note: This article was updated August 20, 2020.
The roundtable panelists detail their organizations' COVID-19 surge experiences, and share their thoughts about reimbursement models moving forward, and the future relationship between payers and providers.
The COVID-19 pandemic has created obstacles that have shifted the industry's focus to what a better healthcare system could look like and what leaders should resolve to do differently.
"As a result of our COVID experience, we are thinking differently about how we value and leverage system infrastructure," said Marna Borgstrom, MPH, CEO of Yale New Haven Health System in New Haven, Connecticut. "We learned, in crisis mode, that the individuality of local delivery networks was secondary to doing what we needed to do consistently and efficiently using system resources."
For healthcare organizations, finding solutions for margin pressures and declining reimbursement means keeping a careful eye on the short term while planning for the future and seeking sources of capital for growth. The push for value-based care contracts will increase in the future.
"I see five years from now a larger proportion of our reimbursement coming from value reimbursement," said Scott Hayworth, MD, FACOG, president and CEO of CareMount Medical in Chappaqua, New York. "The physician group or the health system that is not investing heavily in preparing for value is going to have a challenge in the future as the reimbursement landscape changes."
"Each of us are at a different phase of getting there," said Sunny Bhatia, MD, CEO of Region I and corporate CMO of Prime Healthcare in Ontario, California. "Adoption of a value-based model in healthcare requires alignment and engagement from all stakeholders, providers, payers, industry, and patients. To get there, we all must come to the table and have those challenging discussions."
Proactive dialogue among stakeholders will be necessary to navigate the relationship between payers and providers.
"The hopeful and optimistic side of me wants to say that five years from now there's going to be this more magical Shangri-La relationship, but the reality is … there are going to be points of major tension, and unfortunately, some of those points could increase in the future," said Pat Basu, MD, MBA, president and CEO of Cancer Treatment Centers of America in Boca Raton, Florida.
There will be greater focus on supply chain efficiencies, telehealth utilization, resource management, infrastructure planning, and partnership models.
"How do we want to reinvent healthcare that focuses our resources, our talent, and what we can do from a future technological standpoint to ensure that we have the right outcomes at the right time at the right location?" said David Parker, president of ProMedica Senior Care in Toledo, Ohio. "…We've got to be willing to do things differently and not always do things because that's the way we've always done them."