In our initial blog regarding the health systems of the future, we defined two key drivers for success: patient centricity and value transparency. Achieving these involves daunting transformations across multiple dimensions. So when should we be prepared to focus our efforts to support this transformation?
Neuroscience service lines are among the most complex to define and manage, in part due to their need to be organized around a constellation of clinical conditions, many of which have unique and distinct patient, physician, programmatic, and planning implications. Three industry imperatives consistently surface as prominent topics to understand and emphasize in program planning efforts: prioritized and integrated care, performance improvement, and patient experience and access.
In late June, CMS issued its finalized national coverage determination (NCD) for transcatheter aortic valve replacement. We previously wrote about the first published draft of the NCD, analyzing the expected impact on hospitals and health systems. Learn about the final changes.
Previously, we discussed how to improve underperforming comanagement arrangements. What about those arrangements that are succeeding and enhancing an organization’s quality, patient satisfaction, and costs: what’s next? Here are three possible strategies to help grow volume, improve profitability, and solidify alignment with physicians.
Comanagement arrangements have been with us for a long time, and their popularity as a hospital-physician alignment tactic intensified early this decade. Many organizations saw comanagement as a way to quickly improve the overall performance of certain service lines and be ready to perform better under bundled care and other value-based payment arrangements. For most, mission accomplished; quality has improved, patient satisfaction scores are better, and costs are better managed.
On June 25, the Florida State Legislature passed the healthcare-related House Bill 843, which contained two provisions that will have a direct impact on Ambulatory Surgery Centers (ASCs) in the state. Learn the broader implications for the future of ASCs across the country.
ECG and ORC are committed to providing our colleagues in the oncology community with the highly specialized expertise they require to meet the challenges they face in a dynamically evolving field.
CMS has offered a second application period for organizations considering participation in BPCI Advanced. Many organizations have submitted the nonbinding application to receive detailed claims data that will provide valuable insight into organizational performance across the 37 inpatient and outpatient episodes, as well as post-acute performance.
In a typical ambulatory care setting, the focus is on day-to-day workflow, and clinic teams are often operating under the stress of an ever-changing schedule. By using the three methods of instituting lasting change, process improvement becomes an everyday expectation for clinic staff that is integrated into daily workflows.
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