"Sometimes when you remodel a house, there is a point when additional improvements are impossible and you need to start again with a new structure," writes Beth Israel Deaconess Medical Center CIO John Halamka, MD, about a 962-page rule that "no mere human will be able to understand."
Starting in 2019, Centers for Medicare & Medicaid Services, will change how they pay physicians in a profound way. Unfortunately, the details are complicated and confusing, and many of the particulars have yet to be worked out, which has led many healthcare leaders to glaze over the details and focus on more immediate concerns.
If you're anything like most hospital leaders, accountable care and meaningful use initiatives are renting a lot of space in your head these days. But like many of your peers, chances are you face major challenges to meet regulatory requirements and to operate efficiently under evolving care models.
Even though risk-bearing arrangements give rise to the need for efficiency improvements and other cost-saving measures, profitable ACOs understand that prioritizing patient care around outcomes improvement is the overarching strategy that delivers the greatest return.
In part one of this series, we discussed thinking about becoming an ACO and the strategic foundation necessary to accomplish that. In part two, we discussed how patient engagement is another important element of successful ACOs. In this third installment, we'll look at ACOs from a technology perspective.
With the advent of value-driven models, healthcare organizations are shifting to more holistic patient care model in order to achieve consistent quality and reduce costs.
We all know that our healthcare industry is shifting away from paying for volume and towards paying for value. But what exactly does this mean?
While healthcare has made progress in adopting digital age customer service practices, there exists a much larger and more significant opportunity: care and health management.
Here's a hint: MA is the only national program that engages payers, providers and consumers to support all three elements of the Triple Aim.
Creating a sustainable business model in the era of value-based payments depends not only on transforming, but also on growth. To enable it, providers can align the value-based care contract model with their clinical model and state of readiness.