Medicare, commercial payers and employer groups are demanding reduced healthcare costs. Providers must be responsive and proactive to keep them all happy.
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.
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In today’s market, we find that the dean’s tax is often misplaced and outdated, and it can be an impediment to partnerships with health systems and other providers. Reimbursement levels and other market factors call for tight alignment of financial interests between the medical school and affiliated teaching hospital(s), but the legacy dean’s tax does not promote this—in fact, it accomplishes the opposite.
In the final Medicare Physician Fee Schedule rule published in the Federal Register on November 23, 2018, CMS outlined its effort to reduce the documentation burden for evaluation and management (E&M) services. As a result, the care management benefits allow providers more time to see and improve the lives of their patients.
Partnerships with Federally Qualified Health Centers (FQHCs) provide opportunities to reduce costs and/or lower the incremental costs of training more residents while improving the quality of the training.
To be successful under value-based payment, a health system requires collaborative and binding relationships with affiliated physicians; the professional service agreements the organizations enters with the physicians should be designed to firmly establish such relationships.
Over 500 GME leaders gathered in Phoenix recently for the annual Association for Hospital Medical Education Institute. Read some of our major takeaways.
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