On Oct. 19, at the StuderGroup’s “What’s Right in Health Care” conference, five healthcare experts shared key takeaways for healthcare leaders in a session titled, “10 Minutes That Count.”
In the session, each speaker was given just 10 minutes to get across an important message that could be taken back to the healthcare leaders’ organizations and have a real impact.
First to take the stage was Bob Murphy, RN, Esq., FACHE, and international speaker and executive coach with StuderGroup. He shared lessons on “how to get people to do what you want them to do.” He left the audience with three key ways to achieve this
Written by Molly Gamble
A surplus of pilot programs paired with uncertainty over which models will actually stick is leaving many hospitals overwhelmed and feeling as though they can’t participate in more than one, according to a Politico report.
Detroit-based Henry Ford Health System withdrew its application last month to participate in CMS’ Pioneer ACO program. The move was partially due to its participation in a 2010 pilot called the Michigan Primary Care Transformation Project, which involves Medicare, Medicaid and Blue Cross Blue Shield and the creation of medical homes.
“We have no issue with what [CMS is] trying to do,” Henry Ford Executive Vice President Mark Kelley said in the report. Mr. Kelley said “another layer over the top” of the system’s current participation in a pilot program would be distracting given the amount of work the system has underway.
An official from Charlotte, N.C.-based Premier said the sporadic roll out of CMS initiatives and uncertainty surrounding ACOs is leaving many people “just overwhelmed,” according to the report.
Other experts say the pilots and programs don’t share the same template and have different performance standards and participation requirements. This makes it difficult for hospitals to sort through them or engage in multiple opportunities simultaneously, according to the report.
Hospitals have long provided services aimed at improving the health of their communities, usually as part of their community benefit programs. It’s hard to find a hospital that doesn’t offer educational sessions, free screenings and other preventive health services, and many hospitals go beyond that. For example, hospitals are increasingly using nurse managers to coordinate care for specific patient populations, particularly those with chronic diseases, and oversee care for a variety of patients outside the traditional walls of a hospital. In the past, care coordination and population health management was relegated to the most sophisticated integrated delivery health networks with significant managed-care contracts or safety-net and other hospitals in low-income communities whose missions are deeply guided by community health improvement. However, healthcare reform legislation and other catalysts are beginning to pressure hospitals to take a broader view toward their role in community health. Systems and facilities of all sizes that have long been focused on providing high quality care in the hospital must now turn toward keeping patients out of the hospital, and the transition won’t be an easy one for many