Podcasts about leapfrog group

A former Frederick County man has been sentenced to 25 years in federal prison for sexually exploiting a child over an 18-month period. Hospitals in several Maryland counties are being recognized for their commitment to patient safety. In the latest Hospital Safety Grades from The Leapfrog Group, Frederick Health Hospital earned an A grade for its strong performance in preventing medical errors and infections. A vigil to remember those who lost their lives to overdoses is scheduled for Wednesday, August 27th at the Frederick Community College J-B-K See omnystudio.com/listener for privacy information.

In this episode of Relentless Health Value, host Stacey Richter sits down with Peter Hayes to discuss the major forces driving change in the healthcare industry. Hayes outlines three critical factors: changing public opinion, heightened transparency, and new regulations such as the Consolidated Appropriations Act.  He emphasizes the unprecedented convergence of these elements, creating a pivotal moment for healthcare transformation. The discussion delves into the erosion of trust within the healthcare system and the growing public unrest over high costs and inefficiencies.  Hayes also highlights the role of state-level initiatives as experimental laboratories for potential national solutions. The episode concludes with a call to focus on root causes and collaborative approaches to restore trust and improve healthcare affordability and quality. === LINKS ===

In today's news: A murder suspect out of Kansas City, Missouri is in custody in Van Buren County following a break in and struggle with police on Saturday. National hospital watchdog The Leapfrog Group has released a new report on maternity care in hospitals around the country, and found many of them too often rely on C-sections for births. That includes Corewell Health Lakeland in St. Joseph. The United Way of Southwest Michigan is now taking registrations for this summer's Rock the Boat cardboard boat races.See omnystudio.com/listener for privacy information.

In today's news: A murder suspect out of Kansas City, Missouri is in custody in Van Buren County following a break in and struggle with police on Saturday. National hospital watchdog The Leapfrog Group has released a new report on maternity care in hospitals around the country, and found many of them too often rely on C-sections for births. That includes Corewell Health Lakeland in St. Joseph. The United Way of Southwest Michigan is now taking registrations for this summer's Rock the Boat cardboard boat races.See omnystudio.com/listener for privacy information.

In today's news: A murder suspect out of Kansas City, Missouri is in custody in Van Buren County following a break in and struggle with police on Saturday. National hospital watchdog The Leapfrog Group has released a new report on maternity care in hospitals around the country, and found many of them too often rely on C-sections for births. That includes Corewell Health Lakeland in St. Joseph. The United Way of Southwest Michigan is now taking registrations for this summer's Rock the Boat cardboard boat races.See omnystudio.com/listener for privacy information.

In today's news: A murder suspect out of Kansas City, Missouri is in custody in Van Buren County following a break in and struggle with police on Saturday. National hospital watchdog The Leapfrog Group has released a new report on maternity care in hospitals around the country, and found many of them too often rely on C-sections for births. That includes Corewell Health Lakeland in St. Joseph. The United Way of Southwest Michigan is now taking registrations for this summer's Rock the Boat cardboard boat races.See omnystudio.com/listener for privacy information.

This episode's Community Champion Sponsor is Ossur. To learn more about their ‘Responsible for Tomorrow' Sustainability Campaign, and how you can get involved: CLICK HERE---Episode Overview: How can healthcare systems leverage innovation to provide equitable access to high-quality care across diverse communities? Our next guest, Dr. JP Valin, is spearheading this mission as Chief Clinical Officer of Intermountain Health. With deep clinical experience and a passion for connecting fragmented healthcare, Dr. Valin brings a unique perspective to addressing industry-wide challenges. As the leader of clinical operations for one of the nation's top healthcare enterprises, he's driving initiatives to combat workforce shortages, harness AI's potential, and activate patients in their health journeys. While together, Dr. Valin and I explore how Intermountain Health is reimagining care delivery across urban and rural settings, embracing technology to enhance clinician efficiency, and pioneering innovative solutions to create healthier communities. Join us as Dr. Valin shares his vision for a future where personalized, accessible care is the norm. Let's go!Episode Highlights:Addressing the critical healthcare workforce shortage and revealing that a third of Intermountain Health's physicians and APPs will retire by the end of the decadeEmphasizing the importance of leveraging technology to expand care delivery beyond traditional one-on-one doctor-patient relationshipsImplementing innovative tools like ambient listening and AI to increase clinician efficiency and reduce non-value-added workThe potential of Large Language Models (LLMs) to personalize patient care by synthesizing vast amounts of medical research and dataActivating patients as key partners in their own healthcare journey, focusing on healthy behaviors between clinical visitsAbout our Guest: Dr. JP Valin was named Intermountain Health's Chief Clinical Officer (CCO) in 2022 immediately following the organization's merger with SCL Health. As CCO, he is responsible for leading clinical operations across the enterprise to improve equitable access to the highest quality care for patients and communities.Dr. Valin graduated from Georgetown University and New York Medical College, and he holds a master's in healthcare administration from the Health Management Academy/University of Providence.In addition to serving in various leadership positions, Dr. Valin also practiced clinically for 15years as both a full scope general internist and a full-time hospitalist.Dr. Valin received the Clinician Experience Project's CEO Award of Excellence in December 2020 as well as a special recognition from the Leapfrog Group for Pandemic Heroism. In August 2021 he received Huron's What's Right in Health Care® Hero Award. And most recently, Dr. Valin was named as one of Becker's Healthcare's 2023 Chief Medical Officers to Know.Links Supporting This Episode:Intermountain Health Website: CLICK HEREDr. JP Valin LinkedIn page: CLICK HEREIntermountain Health LinkedIn page: CLICK HERE Mike Biselli LinkedIn page: CLICK HEREMike Biselli Twitter page:

Rosemary Bartel had no idea her life was going to take a turn when she went to a hospital near her home in Chilton, Wisconsin in the United States for standard knee replacement surgery – her second such operation. She was ready to work hard to recover and return to her busy job at her Roman Catholic diocese. But Rosie developed an all-too-common infection known as MRSA—methicillin-resistant Staphylococcus aureus. It's one of the best-known examples of antimicrobial-resistant microbes, often called superbugs. The United Nations is devoting a high-level meeting to the problem in September 2024 in the hopes of getting nations to do more to fight antimicrobial resistance or AMR.Now, 15 years later, Rosie has had her leg and hip amputated because the infection got into her bones. She has suffered numerous other infections, been in comas, lost her job, lost her health insurance, and lost most of the life she had loved.“I will probably be paying hospital bills for the rest of my life,” Rosie tells One World, One Health. Rosie is one of the luckier victims of AMR. She's still alive. Five million people a year die from complications caused by these drug-resistant germs. Now, Rosie shares her story as widely as she can as part of the Patient Family Partners Network, a group of patient advocates working to improve healthcare in the United States, and the Leapfrog Group, a nonprofit patient safety advocacy organization. She's also written a book, “Rosie's Story,” about her experience with this devastating and unending infection. Listen as Rosie describes what happened to her and what she hopes to do to help stop it from happening to others

Recognizing that preventable medical errors, infections, and injuries are estimated to account for the deaths of 250,000 people annually, the Centers for Medicare & Medicaid Services (CMS) has expanded public reporting by hospitals on rates of patient safety events. Furthermore, CMS recently introduced the Patient Safety Structural Measure, effective 2025.Reporting on the details of this new initiative during the next edition of Talk Ten Tuesdays will be Leah Binder, president and CEO for The Leapfrog Group. Binder, long considered one of the more influential people in healthcare, is scheduled to be the special guest during the next live edition of the long-running and popular Internet broadcast, produced by ICD10monitor.Also during the broadcast, these instantly recognizable panelists will report more news:• The Coding Report: Laurie Johnson, senior healthcare consultant with Revenue Cycle Solutions, LLC, will report on the latest coding news.• Social Determinants of Health: Tiffany Ferguson, CEO for Phoenix Medical Management, Inc., will report on the news that is happening at the intersection of medical record auditing and the SDoH.• News Desk: Timothy Powell, ICD10monitor national correspondent and regulatory expert, will anchor the Talk Ten Tuesdays News Desk.• TalkBack: Erica Remer, MD, founder and president of Erica Remer, MD, Inc., and Talk Ten Tuesdays co-host, will report on a subject that has caught her attention during her popular segment.

For a full transcript of this episode, click here. Unintended consequences is a thing. ERCowboy wrote on Twitter a while back, “In any complex system, the likelihood of unintended consequences vastly outweighs the predictability of intended ones.” In this healthcare podcast, we're talking about two state laws where this is apropos: CON (Certificates of Need) laws and then COPA (Certificates of Public Advantage). Turns out, states actually have pretty much power to impact the competitive landscape in their state. They have a lot of levers they can pull. States really can make a difference in terms of improving real competition on value and on cost and quality. So, these two laws are, in a way, their attempt to do so. Before we kick into what's going on here, I think it is important to point out that these laws on their face aren't an obviously and overtly terrible mistake. This isn't like equivalent to accidentally putting ChapStick in the dryer. There were good people who spied a problem and had an idea for how to fix it. I'm reminded of something I read by Nicholas Kristof on a totally different topic, but he wrote, “The central problem is not so much that the effort was unserious as it's more focused on intentions than on oversight and outcomes.” And that pretty much sums up, I think, the gist of what's going on here. And I can say that because here we are in a position to Monday morning quarterback. So, I've invited Ann Kempski on the pod to point out what hindsight may reveal about these well-intentioned efforts, the CON and COPA laws. First up, let's talk about Certificate of Need laws, or the CONs. Currently, we have 35 states and Washington, DC, that operate CON programs with wide variations by state. The National Conference of State Legislatures has a good overview of each state's laws. Why did these laws originally get put into effect? They got put into effect to cut down on supply-driven demand that was considered to potentially raise total cost of care—because in healthcare, unlike Econ 101, more supply doesn't mean lower prices. In the real world, if you have more supply, volume goes up and total cost of care goes up, too. So, it could be considered good thinking to limit the amount of supply. Except there's four problems that wind up happening often enough, which is why some states are busy repealing these CON laws. We cover these four problems in the show that follows. Spoiler alert: What happens a lot of times is that the big get bigger. Consolidated entities have an upper hand, and we all know consolidated entities are generally not known for their competitive prices or their desire to rationalize volume. So, yeah … we dig into this and parse it out into, as I said, four main problems; but this is most commonly where it all winds up (ie, total cost of care does not go down). I have included links that Ann Kempski shared with me, including a statement from the Federal Trade Commission (FTC) and Department of Justice detailing the anticompetitive effects of state CON laws. There's also a document written by a former FTC commissioner that highlights how state CON laws can inhibit competition. And then lastly, a systemic review of 90 studies that find the costs of CON laws exceed their benefits. Okay, so let's move on to our number two state law that often does not go as planned; and this is the Certificate of Public Advantage, or the COPA, laws. Approximately 19 states have them, and these laws attempt to immunize hospital mergers from antitrust laws by replacing competition with state oversight. The idea here is that a state tells the FTC to stand down and gives their seal of approval to a merger to stop it from getting scrutinized for antitrust violations. So, like, a big dominant health system gets an okay to buy a rural hospital. Meanwhile, everybody realizes this will lead to a situation where there is a dominant health system and that dominant health system will reduce competition. But the state may choose to do this because … public advantage, as in the “PA” in COPA, Certificate of Public Advantage. But they'll do this because the state has decided that the public advantage of allowing the possibly problematic anticompetitive merger to move forward, the public advantage is a bigger advantage than having competition. Hmmm … what could go wrong here? Well, several things that Ann Kempski discusses in the show that follows. The Federal Trade Commission strongly advised the states against enacting these laws. Here is a link to this article that was on the FTC Web site. I was so thrilled to get the chance to chat with Ann Kempski, who knows so much about these topics. Ann Kempski is an independent healthcare consultant with a background in the labor movement, advocating for healthcare workers and purchasers for many years. Ann Kempski collaborates with clients to strengthen primary care, enhance union health funds, and reduce commercial prices. She often partners with academics from Johns Hopkins to analyze hospital transparency data for insights into market trends. Before we jump into the episode, we've had a loss in our community. We've had actually several, one of them being Marshall Allen, another one being Suzanne Delbanco. I know our guest today worked alongside of and really admired Suzanne. Ann Kempski says: “Suzanne was a kindred spirit and a real inspiration for me and many others. She founded two very influential nonprofit organizations: first, The Leapfrog Group and then, second, Catalyst for Payment Reform, which is dedicated to empowering purchasers to be more effective purchasers in the healthcare marketplace.” Additional Resources on State Laws and Policies That Promote Hospital Consolidation, Inhibit Competition Certificate of Public Advantage (COPA) Laws A recent story from Tennessee highlights the weak oversight and observed in COPA-related hospital mergers. Competition and Antitrust in Healthcare “Is There Too Little Antitrust Enforcement in the US Hospital Sector?” by Zarek Brot-Goldberg, Zack Cooper, Stuart Craig, and Lev Klarnet, April 2024 Catalyst for Payment Reform publications and white papers The Great Reversal: How America Gave Up on Free Markets, by Thomas Philippon, 2019   Also mentioned in this episode are Nicholas Kristof; Marshall Allen; Suzanne Delbanco; Brian Klepper, PhD; and Gloria Sachdev, PharmD.   You can learn more by following Ann on LinkedIn.   Ann Kempski is an independent health policy consultant with 30 years of experience as an analyst, advocate, and strategist advancing health reforms related to coverage, quality, and payment in public programs and commercial insurance. She has served in leadership roles in several organizations, including Kaiser Permanente, SEIU (Service Employees International Union), and the State of Delaware. Ann currently supports organizations and efforts to strengthen primary care payment and transition away from fee for service, promote competition in commercial healthcare prices and coverage, and expand access to evidence-based behavioral health services. Ann is especially grateful to collaborate with and learn from talented graduate students and faculty at Johns Hopkins Bloomberg School of Public Health on research and policy analysis to understand commercial market and price dynamics and provider behavior. She has an undergraduate degree in economics from the College of William & Mary and a master's degree in industrial and labor relations from Cornell University.   06:20 Ann remembers Suzanne Delbanco. 06:55 EP224 with Suzanne Delbanco. 07:40 What are state Certificate of Need laws? 08:44 Why are states getting rid of these CON laws? 13:26 Why CON laws are created. 15:43 EP437 with Brian Klepper, PhD. 16:09 What are the conflicts of interest and problems that arise when CON laws are created? 20:55 What happens when states get rid of these CON laws? 24:10 How are Certificate of Public Advantage laws different from CON laws? 27:58 Why does the research show that COPAs don't usually accomplish their goals? 31:34 What encouraging current events are happening in the realm of COPA laws? 32:08 Gloria Sachdev, PharmD, of Employers' Forum of Indiana.   You can learn more by following Ann on LinkedIn.   @kempann discusses #COPA and #CON state #healthcarelaws on our #healthcarepodcast. #healthcare #podcast #financialhealth #primarycare #patientoutcomes #healthcareinnovation   Recent past interviews: Click a guest's name for their latest RHV episode! Marshall Allen (tribute), Andreas Mang, Abby Burns and Stacey Richter, David Muhlestein, Luke Slindee, Dr John Lee, Brian Klepper, Elizabeth Mitchell, David Scheinker (Encore! EP363), Dan Mendelson    

We lead this week's Access Louisville podcast with a conversation about West Coast hamburger chain Jack in the Box and its journey from San Diego to the Midwest.Louisville Business First Senior Reporter Joel Stinnett is on the show to talk about where the chain is heading next. He recently spoke to Franchisee Shane Paul about the company's plans to open in Westport Plaza in real estate that was formerly home to Chase Bank. In total, Paul said he is planning to open six new Jack in the Boxes in the Louisville area over the next three years. We have full details on the expansion plans here. We also talk about the cost of opening a Jack in the Box, usually around $2 million and that's not including the franchise fees.After that, we chat about things we noticed this year at the 150th running of the Kentucky Derby. The whole Access Louisville/LBF crew was at the Derby, as usual, and you can find our coverage of the event here. And finally, we wrap up the show with talk about the latest hospital safety ratings from Leapfrog Group. There was a surprising trend this year in which all Norton Healthcare Inc.'s hospitals saw a slip in their grades and only one area hospital got an 'A' grade for safety.Access Louisville is a weekly podcast from Louisville Business First. 

Virginia has been ranked the second-best state in the nation for patient safety in hospitals, according to the latest Leapfrog Group Hospital Safety Grade. The Leapfrog state rankings are based on the share of hospitals in each state that earn “A” grades. In all, 40 of 72 (56.3 percent) of the Virginia-based hospitals (including Henrico Doctors' and Parham Doctors' hospitals in Henrico) graded earned top marks in the 2024 Spring evaluation period. “Delivering high-quality, safe, and compassionate care is a top priority for Virginia hospitals,” said VCU Health Chief Operating Officer and Senior Vice President Michael Elliott, chair of the...Article LinkSupport the Show.

Ascension Sacred Heart earned an ‘A' spring 2024 Hospital Safety Grade from The Leapfrog Group, an independent national watchdog organization that grades almost 3,000 general hospitals throughout the United States. This is the seventh consecutive ‘A' for the hospital, spread out over the last three and a half years. Studer Family Children's Hospital president Dr. Jason Foland discusses the award..

This week is Patient Safety Awareness Week and we wanted to tackle the importance of patient safety at hospitals in Connecticut. How do we know a facility prioritizes patient safety and how do we recognize good patient care, especially if you've never had a procedure done before? In a 2023 report from The Leapfrog Group, a handful of Connecticut hospitals scored an A in patient safety. Stamford Health landed on that list! We got perspective from Director of Quality, Eileen Benoit, about patient safety and what's working at Stamford Health. Image Credit: Getty Images

On this week's episode of Clean Talk Podcast, Part Two of: Leaps Towards Improving Patient Care with Leapfrog, Paul Alper, CEO of Next Level Strategies and Senior Advisor to The Leapfrog Group, joins us to further discuss technologies disrupting the future standards of healthcare and Leapfrog's mission.Tune in to the full conversation to learn more about topics, including:- Innovators and disruptive technologies that may become the future standard of care- About SureWash technologies for healthcare workers' hand hygiene techniques- About SplashBlocker's study and solution for preventing the spread of harmful toilet plume in healthcare- The dangers of toilet plume in public areas- The importance of standards for expected behaviors to mitigate HAIs and improve hand hygiene- Securing the right standard in environments of care- The Leapfrog workgroup on improving healthcare environments and patient safety- What is to come in the future- And More! Featured Resources:- Paul's Contact Information: https://blinq.me/Wq3GFdfv1Gtv6RfZi2Ln- Leapfrog Website: https://www.leapfroggroup.org/- SureWash Email: info@splashblocker.com- Splash Blocker Website: https://splashblocker.com/Join our community of Infection Control thought leaders to stay up to date on the latest and upcoming Clean Talk Podcast episodes: https://www.linkedin.com/groups/9094477/Or stay up to date by visiting: https://cleantalk.tv/

A couple of recent restaurant stories lead this week's Access Louisville podcast. LBF Reporter Michael L. Jones is on the show to talk about a few stories he's authored lately, including the recent closure of Manhattan Grill in Downtown Louisville,  a new Oxmoor Center location for The Eagle, a fried chicken restaurant that's also in the Highlands, and a new location in Old Louisville for Fleur de Tea.After that LBF Senior Reporter Joel Stinnett is on the program to talk about safety grades for Louisville hospitals coming from The Leapfrog Group. We go over which hospitals got which grades and what those could mean. In other health care news, we also discuss the recent acquisition of SentryHealth and the story behind that Fast 50 company.Access Louisville is a weekly podcast from Louisville Business First. It's available on popular podcast services including Apple Podcasts, Spotify and Google Podcasts. 

On this week's very special episode of Clean Talk Podcast, Part One of: Leaps Towards Improving Patient Care with Leapfrog, Paul Alper, CEO of Next Level Strategies and Senior Advisor to The Leapfrog Group, joins us in light of the recent release of the Leapfrog Patient Safety Ratings!Tune in to learn about a range of patient safety topics, including:- Paul's Background and what brought him to where he is today- About next level strategies and what they do for healthcare and patient safety- Evidence-based technologies to solve problems and drive adoption- About the Leapfrog Group and what inspires their mission- About Leapfrog's evidence-based Safety Grades for healthcare organizations- Why Leapfrog Grade data and ratings make a difference- Why healthcare organizations volunteer to be a part of Leapfrog grading- What healthcare organization's do to improve their Safety Grade- Leapfrog's role in encouraging positive infection control and psychological safety- How often Leapfrog conducts their surveys and releases hospital grades- Exciting Leapfrog programs and what's to come in the near futureJoin our community of Infection Control thought leaders to stay up to date on the latest and upcoming Clean Talk Podcast episodes: https://www.linkedin.com/groups/9094477/Or stay up to date by visiting: https://cleantalk.tv/

Yeah, it's a fact that the vast majority of past and present provider and payer relationships are not exactly collaborative. They may better be described as fairly adversarial, actually—especially when viewed through the lens of provider organizations trying really hard to find a payment model that will enable them to do better by their patients and deliver better outcomes. We've had Justina Lehman (EP414), Ali Ucar (EP362), Dan O'Neill (EP359) talking about this from the provider organization standpoint. We also had Dan Serrano (EP410) and Will Shrank, MD (EP413) corroborating here. But after each of these earlier episodes, many comments and conversations ensued about said potential (or not) payer/provider collaborations. And there was a theme of many of these online exchanges. The theme was wondering if we'd all get laughed at for even talking about these rare and elusive Shangri-la scenarios. Like expending words and energy thinking about payers and providers working together was as crazy as being seen earnestly discussing, I don't know, whether mermaids know about pants or something. And that's why I wanted to get Josh Berlin on the podcast today: to talk about the why, the what, and the how of collaboration. I wanted to know if there really is a solid why here for the why collaborate, especially from a payer point of view. And when I say payer, I mean a payer kind of payer like a Blue Cross, United, Cigna, Aetna plan kind of payer. And I'm calling that out because payers are intermediaries in all cases except for their fully insured members. Except for that one book of business, entities actually taking the risk are taxpayers or self-insured employers. So, saving money on its face is not a super compelling value proposition. Listen to the show with David Contorno (EP339) for the why there. As we talk about in the interview that follows, though, what might be compelling is predictable spend, possibly—or even more compelling could be a competitive differentiation for that payer that leads to higher market share. Payer/provider collaborations can also lead to a more resilient market foothold that can stand up to threats from upstart competitors or big tech and big retail swooping in looking for a tasty slice of this $3 trillion industry. There's also the potential for a higher profit margin. And, oh, one additional reason to collaborate if you're a payer that we don't get into super heavily but I'd be remiss to not mention is the whole Star Ratings thing for Medicare Advantage plans, because stars equal big money. But a payer is not gonna get that Star Rating shekel if providers aren't delivering high enough quality care. Also, of course, we have HEDIS (Healthcare Effectiveness Data and Information Set) and other quality measures that have financial value ascribed to them. In the conversation that follows, Josh talks about different types of collaborations. Collaboration is a really very vague term, so what exactly is this collaboration, what does it entail, and how do you do it? Josh told me that there are five kinds of collaboration, and here they are in order of their depth of entanglement, I guess you could call it. 1. Sharing data back and forth 2. Use that data to identify areas of need and then do something programmatic together, like create clinical pathways or work on one very specific type of quality program. 3. A joint venture (JV)—you JV and work together on some sort of narrow network kind of product 4. Become capital partners in some way. 5. Having a risk-bearing kind of relationship—the provider gets a piece of the premium dollar So, that's the five types of collaboration. But here's the things you've got to tick through, that you have to really go through and make sure you've got all these things before you start. Otherwise, it'll be a monumental waste of time. 1. Complementary capabilities that enable scalability 2. A desire for sustainability in a market, and both have common goals and objectives and an agreed-upon time horizon 3. Both parties need to be pretty flexible. Rigid products have a shelf life. You've got to be willing to advance with market dynamics flexibly—know how to iterate around whatever it is you're doing. 4. Excel at collaboration. If you're going to collaborate, you have to know how to collaborate. And that's a cultural thing. 5. Compatible risk profiles—this means not just “taking risk” but knowing how to do it in a way that will work and navigating around things that could cause trouble when moving from fee for service to a more capitated way of going about things. Josh talks about some of them. Just to loop back around on #4 there, because … yeah, to collaborate, you need to collaborate. I call Josh out on this one, and he reiterates that … yeah, nothing to take for granted here. It might seem obvious, but it's so frequently an internal unknown unknown—at a lot of payers especially. I mean, if I'm a provider organization and you force me to only communicate with you through snail mail (ie, postage stamp, letter box, the whole nine), I don't know, I'd kind of get the vibe that I'm being enthusiastically ignored, which I just cannot square with a collaborative spirit of any kind. Josh Berlin is a founding partner of Rule of Three, which is a consulting firm. Rule of Three has clients that are physician practices, hospitals, health systems on the traditional side; and they also work with nontraditional organizations like Walmart Health and Wellness. They also work with payers, like regional blues and employer plans.   You can learn more at Rule of Three and by connecting with them on LinkedIn.   Josh M. Berlin, JD, is CEO of Rule of Three, LLC, with more than 25 years of experience, most of which has been in healthcare advisory in service to his clients. Most recently, he has served as principal and co-practice leader of Citrin Cooperman's Healthcare Practice and managing partner for IBM Watson Health's Strategic Advisory Practice, leading a unique group of consultants in each instance to serve clients across the full healthcare ecosystem (providers, payers, employers, governments, advocacy, etc). Prior to those roles, Josh served as a principal in the healthcare consulting practice at Dixon Hughes Goodman (now FORVIS), helping to lead their strategy consulting business, and served as a leader in all versions of KPMG (KPMG Consulting/BearingPoint and KPMG). Currently, he serves on the Boards of the Validation Institute, Population Health Management journal, and HealthTrackRx. Josh's expertise spans both the consulting and healthcare industries. Some of his clients have included the Hospital Corporation of America, the Department of Health and Human Services (including the Centers for Disease Control and Prevention and the Centers for Medicare & Medicaid Services), various pediatric health systems, the National Association for Healthcare Quality, Nebraska Medicine, Penn Medicine, the Ochsner Health System/Network, the BJC Collaborative, and The Leapfrog Group, as well as a variety of other healthcare organizations. Josh has developed long-standing client relationships at all levels of organizations, notably including some of the most prestigious C-suite executives in healthcare today.   06:06 Why should payers want to collaborate with providers? 09:46 “Collaboration … is bilateral. … Both sides, plan and provider, should be equally as interactive with the individual populations they work with.” 12:37 What are the must-haves for collaboration between providers and payers? 13:10 What are the five different types of collaboration? 16:03 What are the five characteristics you want to be focused on in partnership? 21:35 EP359 with Dan O'Neill. 22:16 In order to collaborate, do you have to be collaborative? 26:11 Ochsner as a great example of collaboration. 27:46 Episodes with David Carmouche, MD, and Eric Gallagher. 28:51 A collaboration failure in Haven.   You can learn more at Rule of Three and by connecting with them on LinkedIn.   Josh M. Berlin of Rule of Three, LLC, discusses #payer and #provider #collaboration on our #healthcarepodcast. #podcast #digitalhealth #valuebasedcare #healthcare   Recent past interviews: Click a guest's name for their latest RHV episode! Dr Adam Brown, Rob Andrews, Justina Lehman, Dr Will Shrank, Dr Carly Eckert (Encore! EP361), Dr Robert Pearl, Larry Bauer (Summer Shorts 8), Secretary Dr David Shulkin and Erin Mistry, Keith Passwater and JR Clark (Summer Shorts 7), Lauren Vela (Summer Shorts 6)  

On the latest episode of The Health Literacy 2.0 Podcast, Seth Serxner is joined by Peter Hayes, President and CEO at Healthcare Purchaser Alliance of Maine, to talk about addressing access barriers to healthcare and finding innovative solutions to reducing healthcare costs and ensuring fair pricing.Peter is an esteemed professional with a wealth of experience in the healthcare industry. Currently serving as the President & CEO of the Healthcare Purchaser Alliance of Maine, Peter has demonstrated his expertise in this field throughout his career. Previously, he held prominent positions as a principal of Healthcare Solutions and as the Director of Associate Health and Wellness at Hannaford Supermarkets.Over the past 25+ years, Peter Hayes has established himself as a recognized thought leader in innovative and strategic benefit design. His unwavering commitment to improving healthcare outcomes has earned him numerous national awards. Peter is widely acknowledged for his collaborative approach in working with healthcare providers and vendors, aiming to deliver high-quality and efficient care that emphasizes value.In his pursuit of transformative solutions, Peter has spearheaded initiatives related to patient advocacy, chronic disease management, and health promotion programs. Moreover, he has made significant contributions to healthcare reform efforts on both national and regional levels. Notable organizations such as the Center for Health Innovation, Care Focused Purchasing, and The Leapfrog Group have benefited from his leadership and expertise. Peter is also a co-founder of the Maine Health Management Coalition and has been appointed by two Maine Governors to serve on Health Care Reform Commissions. These roles have allowed him to contribute to the development of public policies aimed at enhancing access to and affordability of healthcare for the citizens of Maine.In a wide-ranging conversation, Seth and Peter discuss:☑️ What can be done to ensure healthcare is accessible and affordable for everyone?☑️ How can technology be leveraged to improve health literacy and healthcare access?☑️ What incentives can be used to encourage healthy behaviors among employees?☑️ How can healthcare providers work with employers to promote better health and wellness outcomes?☑️ What are some common misconceptions around virtual healthcare and how has COVID-19 changed perceptions of it?For show notes and resources, visit www.edlogics.com/podcast.About The Health Literacy 2.0 PodcastWelcome to The Health Literacy 2.0 Podcast from EdLogics.Improving health literacy — the ability to understand and act on health information — is key to improving health outcomes and lowering costs.Together with business and community leaders, we'll explore effective, behavior-changing solutions that can improve health literacy — and drive engagement in corporate and public health and wellness programs.Join us! Visit EdLogics.com/Podcast.Learn About EdLogicsWant to see how EdLogics' gamified platform can boost health literacy, drive engagement in health and wellness programs, and help people live happier, healthier lives? Visit EdLogics.com.

On episode 77 of PSQH: The Podcast, Leah Binder, president and CEO of The Leapfrog Group, talks about the new Innovators for Leapfrog program.

This episode features Erica Carbajal, Editor at Becker's Healthcare. Here, she discusses the challenges hospitals & health systems are facing due to the current RSV, flu, and Covid outbreaks, and Leapfrog Group's Hospital Safety Grade ratings.

The healthcare industry continues to become more and more tech savvy. Technologies like Machine Learning and Artificial Intelligence can help drive significant improvements in healthcare and with organizations like Leapfrog Group weighing in on hospital standards and ratings with a variety of scoring metrics, healthcare facilities continue to innovate. Perhaps one of the most important details, often overlooked in the face of shiny new tools, is the need for facilities to continue to improve upon their clinical documentation and improve patient outcome. But should specialists query if there is no direct impact?On this episode of Iodine Intelligence -Empowering Intelligent Care, host Lauren Hickey chats with Chief Clinical Strategist at Iodine, Fran Jurcak, about the importance of queries for improving patient outcomes and expectations. Hickey and Jurcak discuss... 1)Calculating impacts to queries 2)How to accurately represent every patient 3)Why it is important to identify risks and outcomes“I think the challenge is, as we figure out ways to better automate and create efficiency, it isn't so much about the volume of queries or the actual number of queries but maybe more about the process by which they have to answer them, that maybe we could potentially address so that it is easier,” said Jurcak.Jurcak has been with Iodine for over six years, and has held numerous Director positions in the healthcare environment and was the Assistant Professor in the nursing program at Madonna University for more than 14 years. She holds her BSN in Nursing from the University of Michigan and her MSN in Nursing from Wayne State University. Jurcak also holds a post-master certificate from Madonna University in Health Education and the Certificate in Health Care Finance for Nurse Executives.

How has our fragmented approach to safety in health care hindered real progress on medical error? Can we reshape the healthcare landscape through directed collaboration? Join host Karen Wolk Feinstein and guests Leah Binder, president & CEO of The Leapfrog Group; former NTSB chair Christopher Hart, founder of Hart Solutions; Dr. Najmedin Meshkati, professor of Civil/Environmental Engineering, Industrial & Systems Engineering, and International Relations at the University of Southern California; and healthcare executive and patient safety leader Julie Morath, member of the IHI Lucian Leape Institute and PCAST Patient Safety Work Group, for a deep dive into the potential to create meaningful partnerships among patient safety related organizations and finally make substantial progress on preventing harms before they occur.  Read the show notes here: npsb.org/podcast/episode-15-proposing-new-partnerships/

How has our fragmented approach to safety in health care hindered real progress on medical error? Can we reshape the healthcare landscape through directed collaboration? Join host Karen Wolk Feinstein and guests Leah Binder, president & CEO of The Leapfrog Group; former NTSB chair Christopher Hart, founder of Hart Solutions; Dr. Najmedin Meshkati, professor of Civil/Environmental Engineering, Industrial & Systems Engineering, and International Relations at the University of Southern California; and healthcare executive and patient safety leader Julie Morath, member of the IHI Lucian Leape Institute and PCAST Patient Safety Work Group, for a deep dive into the potential to create meaningful partnerships among patient safety related organizations and finally make substantial progress on preventing harms before they occur.  Read the show notes here: npsb.org/podcast/episode-15-proposing-new-partnerships/

Episode page with video clip, transcript, and more Welcome to Episode #71 of Habitual Excellence, presented by Value Capture. Joining us today as our guests are Leah Binder and Dr. Richard Shannon. Leah Binder is President & CEO of The Leapfrog Group, representing employers and other purchasers of health care calling for improved safety and quality in hospitals. Under her leadership, The Leapfrog Group launched the Leapfrog Hospital Safety Grade, which assigns letter grades assessing the safety of general hospitals across the country. Richard P. Shannon, MD serves as the Chief Quality Officer for Duke Health. He is responsible for the overall direction, leadership and operational management of the quality and safety programs of Duke Health, and provides leadership in strengthening a quality culture where everyone is engaged and respected. Leah and Rick are both amongst the great lineup of presenters at an executive seminar that's being hosted by Duke Health in Durham, NC — on September 15th and 16th — titled “Leading with Safety.” Today we're going to be talking about the urgent need to improve safety and quality in healthcare — and what leading organizations are doing to make progress toward ideal care and zero harm. In today's episode, Leah and Rick talk with host Mark Graban, about topics and questions including: How would you describe the landscape of patient safety today? 20 years since the IOM Report - accelerating in the past decade? Getting worse during the pandemic? Headline: “U.S. Hospitals Are Getting Safer for Patients, Study Finds” - Certain adverse events down from about 20% of patients to 10%… thoughts? What's the difference between the Leapfrog Hospital Safety Grade and the Leapfrog Hospital Survey / ASC Survey? Beyond the grades, what do you see happening in the A hospitals vs. the others with lower grades?? Rick — Tell us about Duke Health's language around having a “commitment to zero harm” and how that's not just a slogan? How do you make practical and meaningful progress toward zero harm? Leah — How do employers look at the issue and what are they asking for or demanding now? Why are we doing this seminar for CEOs and the C-suite instead of quality leaders?? Rick, why host the seminar at Duke Health? The Consolidated Appropriations Act of 2020

Francois de Brantes is a pioneer in measuring and improving healthcare outcomes. Francois began his career at GE Healthcare which provided him with a solid background in measuring what matters. While at GE, Francois helped create The Leapfrog Group focused on improving quality and safety. From there, Francois spent almost 11 years as the Executive Director of the Healthcare Incentives Improvement Institute before moving to Altarum and now Signify where he continues his focus on payment innovation. On this episode you'll hear Francois' perspective on value-based payment models and what we might expect to see moving forward.  Show notes: To Err is Human: Building A Safer Health System by Institute of Medicine and Committee on Quality of Health Care in America and Crossing The Quality Chasm: A New Health System For The 21st Century by Institute of Medicine and Committee On Quality of Health Care in America

On this episode of InsideOut, Leah Binder, CEO of The Leapfrog Group, joins to discuss how newly passed legislation could have a significant impact on employers and why data will help deliver transparency and better care throughout our healthcare system.

This episode's Community Champion Sponsor is Catalyst. To virtually tour Catalyst and claim your space on campus, or host an upcoming event: https://www.catalysthealthtech.com/ (CLICK HERE) --- After personally experiencing the brokenness of the American healthcare industry with the death of his father, our next guest has become a national-leading advocate of market-based reform and is building healthcare's superstore that delivers convenient, high-quality, full-scope medical care at affordable prices. David Goldhill, CEO of Sesame, joins us to discuss his team's strategy of bringing healthcare services into the 21st century by removing the complexities and commitments that burden its consumers for a meaningfully better experience. Join us to learn why and how David and the Sesame team are on a mission to deliver radically normal healthcare for our nation as we continue to work together to move our industry forward. Let's go! Episode Highlights: David's critique of the lack of democratization of healthcare services Sesame's direct-pay platform for patients and providers to sell and buy healthcare services in a normal way Sesame's innovations before and during the pandemic that ensures patients receive great value from their services Why hasn't a healthcare marketplace such as Sesame's been able to previously exist? About Our Guest:  David Goldhill is the founder and CEO of Sesame, which operates an innovative direct pay marketplace for the full range of health care services.  Sesame (https://sesamecare.com/) launched its service in Kansas City in 2019.  Goldhill has been a leading voice of market-based health care reform since publication of 
“How American Health Care Killed My Father” as the cover story of the September 2009 issue of The Atlantic. Goldhill is the author of “Catastrophic Care: Why Everything We Think We Know about Health Care is Wrong” (Knopf, January 2013) and of “The Real Costs of American Health Care” (Vintage 2016).  He is co-editor of New York's Next Health Care Revolution (Manhattan Institute, 2015).  Goldhill is chair of the Board of Directors of the Leapfrog Group, an employer-sponsored organization dedicated to hospital safety and transparency. In his business career, Goldhill was president and CEO of GSN, which operates a US cable television network seen in 80 million homes and one of the world's largest digital games companies.  He previously served as president and COO of Universal Television Group, the largest division of Universal Studios.  In this capacity, he oversaw all operations at the company's domestic and international cable television networks, cable and network television studios, first-run syndication business and worldwide television distribution. Goldhill was also chairman and CEO of Independent Network Holdings, Ltd. (INTH), which created and operated the TV3 television network in Russia.  Prior, Goldhill was the CFO of Act III Communications, a privately-owned holding company with interests in television stations, movie theaters, magazines, and film/television production.  He has served as Director of Commerce Hub (CHUBA), Expedia (EXPE), eLong (LONG), and numerous private companies. Goldhill graduated from Harvard University with a B.A. degree in history and holds an M.A. degree in history from New York University.  Links Supporting This Episode: Sesame website: https://sesamecare.com/ (CLICK HERE) David Goldhill LinkedIn page: https://www.linkedin.com/in/david-goldhill-5bb1a238/ (CLICK HERE) Sesame Twitter page: https://twitter.com/Sesamecare (CLICK HERE) Clubhouse handle: @mikebiselli Mike Biselli LinkedIn page: https://www.linkedin.com/in/mikebiselli (CLICK HERE) Mike Biselli Twitter page: https://twitter.com/mikebiselli (CLICK HERE) Visit our website: https://www.passionatepioneers.com/ (CLICK HERE) Subscribe to newsletter: https://forms.gle/PLdcj7ujAGEtunsj6 (CLICK HERE) Guest nomination... Support this podcast

Based on Joe Public 2030 book, there are five key ways consumer health engagement may change over the coming decade, covering everything from AI and personal monitoring to consumerism, new competition, the politicization of healthcare, and growing health disparities. The book makes five bold predictions about that future, which range from exciting and promising to ominous and discouraging. Based on insights developed by a team of researchers, strategists, and futurists at Revive, the five core predictions are supported by more than 250 resource citations and input from 22 industry experts who were interviewed for the book, including health system CEOs, venture capitalists, entrepreneurs, and physicians. For example, contributors include the CEOs of Geisinger and Henry Ford Health System, the head of the healthcare sector at Bain Capital, the founder of Sesame Health (and current board chair for the Leapfrog Group), the head of brand at CVS Health, and the CMOs at Cleveland Clinic, Mercy Bon Secours, Johns Hopkins, Cincinnati Children's and Intermountain. The purpose of the book is to spark conversation about how the future of health and healthcare in the U.S. might emerge, and how individuals and organizations might want to prepare for – or even change – that future.

In this 3-part podcast series, AORN CEO, Linda Groah, MSN RN CNOR NEA-BC FAAN, and Leah Binder, president and CEO of The Leapfrog Group discuss surgical trends, nurse leadership, and the value of quality data in today's ASCs. Complete the free annual Leapfrog ASC Survey before November 30 to highlight the safety and quality of your ASC based on national, evidence-based measures that are of specific interest to employers, health care purchasers, and consumers. Survey Results are publicly reported, and provide ASCs with information to benchmark their progress, educate patients about their facility and galvanize change. Get started here.Support the show (https://www.aorn.org/join?utm_source=podcast&utm_medium=promotional&utm_campaign=periop_talk&utm_content=support_podcast )

In this 3-part podcast series, AORN CEO, Linda Groah, MSN RN CNOR NEA-BC FAAN, and Leah Binder, president and CEO of The Leapfrog Group discuss surgical trends, nurse leadership, and the value of quality data in today's ASCs. Complete the free annual Leapfrog ASC Survey before November 30 to highlight the safety and quality of your ASC based on national, evidence-based measures that are of specific interest to employers, health care purchasers, and consumers. Survey Results are publicly reported, and provide ASCs with information to benchmark their progress, educate patients about their facility and galvanize change. Get started here.Support the show (https://www.aorn.org/join?utm_source=podcast&utm_medium=promotional&utm_campaign=periop_talk&utm_content=support_podcast )

In this 3-part podcast series, AORN CEO, Linda Groah, MSN RN CNOR NEA-BC FAAN, and Leah Binder, president and CEO of The Leapfrog Group discuss surgical trends, nurse leadership, and the value of quality data in today's ASCs. Complete the free annual Leapfrog ASC Survey before November 30 to highlight the safety and quality of your ASC based on national, evidence-based measures that are of specific interest to employers, health care purchasers, and consumers. Survey Results are publicly reported, and provide ASCs with information to benchmark their progress, educate patients about their facility and galvanize change. Get started here.Support the show (https://www.aorn.org/join?utm_source=podcast&utm_medium=promotional&utm_campaign=periop_talk&utm_content=support_podcast )

Recently I was talking to someone, a civilian not in health care, and I mentioned something about how patients don't always get a treatment plan (a care plan) based on the best evidence or sometimes even any evidence. Here's how I explained it to him—what this looks like in the real world: Let's say two patients, patient 1 and patient 2, with the exact same clinical needs and zip code … both these two patients see the exact same doctor. The only difference between these two patients is that they're two different colors. And let's add a third patient into this mix: say, ME. Let's say I have the exact same profile and zip code as those first two patients. I see a different clinician in the same exact practice, though. In all these circumstances, evidence is evidence, right? There should be one care plan that all three of us get when we show up at that same care setting. Until the evidence changes, that is, right? But the reality is that it's just as likely that those other two patients and I, we all get various shades of different care plans. The civilian I was having the original conversation with about evidence-based medicine and this care planning? He literally recoiled in surprise. He was shocked. He said he thought medicine was more science than that. I'm going to take that anecdote as a data point to suggest that there is a disconnect between what patients think is going on and what is actually going on relative to how care plans tend to happen in health care. Alex Akers from Health Catalyst in episode 176 and Clint Phillips from Medici in episode 201 get into this in detail. You can listen to full episodes and learn more about this week's guests at relentlesshealthvalue.com.  Jeffrey Hogan is the northeast regional manager for Rogers Benefit Group, a national benefits marketing and consulting firm. Jeff has been with Rogers Benefit Group for 30 years. Additionally, Jeff operates a consulting firm, Upside Health Advisors, where he provides expert witness services on health care–related litigation, is a consultant to payers and large provider groups for product development and launch, and is a resource to employers desirous of implementing strategies to manage their health spend. Jeff is focused on health care payment reform, health policy, care coordination, value-based health care, health care quality, and precision medicine. Jeff regularly appears on national forums focused on moving to value-based health care and is actively working to promote health care–related transparency measures in the market. He serves as the group's liaison to the National Alliance of Healthcare Purchaser Coalitions. Jeff is the regional leader for The Leapfrog Group. He is also one of the coordinators of Connecticut's Moving to Value Alliance. Darrell Moon founded Orriant in 1996 to change the dynamics of health care and give employers some control over the ever-increasing costs of the health care benefits they offer their employees. Darrell believed that engaging individuals in the management of their own health was a key that had to be inserted back into the economic equation of health care. Darrell received both his bachelor's degree in finance and his master's degree in healthcare administration from Brigham Young University. As the CEO, COO, or CFO, Darrell managed medical and psychiatric hospitals throughout the country for over 10 years prior to creating Orriant. He also has more than a decade of experience managing insurance and managed care products. Darrell is a Forbes leadership contributor. Grace E. Terrell, MD, MMM, is CEO of Eventus WholeHealth, a company focused on integrated value-based behavioral medicine and primary care in the long-term care space. She is a national thought leader in health care innovation and delivery system reform and a serial entrepreneur in population health outcomes driven through patient care model design, clinical and information integration, and value-based payment models. She is the former CEO of Cornerstone Health Care, one of the first medical groups to make the “move to value” by lowering the cost of care and improving its quality for the sickest, most vulnerable patients; the founding CEO of CHESS, a population health management company; and the former CEO of Envision Genomics, a company focused on the integration of precision medicine technology into population health frameworks for patients with rare and undiagnosed diseases. Dr. Terrell currently serves on the US Department of Health and Human Services Physician-Focused Payment Model Technical Advisory Committee and the board of the AMGA (American Medical Group Association), is a founding member of the Oliver Wyman Health Innovation Center, and is the coauthor of Value-Based Healthcare and Payment Models. Rich Klasco, MD, FACEP, has focused throughout his career on rendering evidence-based medicine operational—that is, making the right thing the easy thing to do. He has pursued this goal in academia, in industry, in policy, and in the press. In addition to publishing extensively in both peer-reviewed journals such as JAMA and lay publications such as The New York Times, Dr. Klasco has taught at leading academic medical centers, including Harvard, Stanford, Mayo, and the University of California, San Francisco; served on the executive committee of Brigham and Women's Hospital Center for Patient Safety Research and Practice; testified before the United States Congress on evidence-based practices; and won CMS (Centers for Medicare & Medicaid Services) approval for an officially designated compendium of evidence-based oncologic drug information. Dr. Klasco previously served as chief medical officer and editor-in-chief for the Thomson Reuters group of health care companies, where he had editorial responsibility for companies including Micromedex, the Physicians' Desk Reference (PDR), and the United States Pharmacopoeia (USP) Drug Information. For the past 15 years, Dr. Klasco has served as chief medical officer for Motive Medical Intelligence, where he provides clinical leadership for the development and deployment of solutions that quantitative assess physician performance for payers, providers, and patients, and integrate scientific knowledge into workflow systems where it can be accessed and applied in real-time. Dr. Klasco received his medical degree from Harvard Medical School. He completed his internship and residency in internal medicine at Brigham and Women's Hospital, and he completed his residency in emergency medicine at the Denver Health Residency in Emergency Medicine, where he served as chief resident. Nicole Bradberry is the founder and chief of growth and innovation officer for MIND 24-7. MIND 24-7 runs mental health crisis centers with a focus on immediate access, quality care, and the understanding that mental health and substance abuse drive significant health cost. She is also the founder of ValueH Network, which aggregates high-performing value-based care network providers in order to enable the best performance in new innovate contracts. In addition, she is currently the chief executive officer and chairman of the board of the Florida Association of ACOs (FLAACOs). FLAACOs is the premier professional organization for accountable care organizations (ACOs) throughout Florida which provides education and collaboration in the fee for value health care space. Nicole spent 16 years leading operations and information technology programs for UnitedHealth Group and Cigna HealthCare. While there, she served as business lead for the technology transformation of the country's largest dental and vision services company, led the national deployment of health care quality and affordability programs, and was responsible for the successful integration of many major health plans. Nicole holds a bachelor's degree in statistics from the University of Florida. She has been recognized for her personal and professional achievements many times, recently as the nation's Outstanding Midmarket IT Leader of the Year and one of the Business Journal's “Women of Influence.” She is often found on the speaker faculty for health care conferences focused on ACOs, population health, and value-based care. She is passionate about changing health care and enabling physicians to provide high-quality, cost-effective, and consumer-focused care. Kelly A. Conroy is director of Pinnacle Healthcare Consulting and brings more than 30 years of health care finance, management, and leadership experience with significant experience in value-based care. As a leader in the field, she'd contributed through multiple start-up health care companies with a leading-edge focus on advancements in care delivery and alignment. Kelly started the first Medicare ACO in the country, which delivered nearly $40 million in savings in its first year and has gone on to manage some of the most profitable ACOs in the country. She is now sought after as a senior advisor and consultant, having developed a reputation as one of the most experienced and effective ACO professionals in the country. As a true catalyst driving the shift in health care culture toward physician leadership, her understanding and strategic vision are unmatched, along with her comprehension of the latest government-proposed valued-based agreements. From starting health care organizations to serving in multiple senior executive leadership roles, Kelly is a seasoned executive with a career record of negotiating and increasing revenues through new product offerings while optimizing efficiency and productivity in the medical field. 02:10 Jeff Hogan (EP309) talks about the consequences of when there's a disconnect between what the patient thinks is happening and what is actually happening in a care plan.03:48 EP315 with Bob Matthews. 03:58 Merrill Goozner's perspective on successful population health.04:55 Why did Darrell Moon (EP305) give up being a hospital administrator because of care plans? 08:02 “It's a myth that population medicine … and precision medicine are incompatible or opposites.”—Dr. Grace Terrell (EP319) 11:28 Dr. Rich Klasco (EP321) explains “noncognitive” medicine and why it bogs physicians down.14:45 What is at the core of appropriateness for care? 16:33 “You start to bring that data to the physician, and it really does open their eyes.”—Nicole Bradberry (EP324) 16:51 Nicole Bradberry and Kelly Conroy (EP324) discuss how to really change the way physicians work. You can listen to full episodes and learn more about this week's guests at relentlesshealthvalue.com.  Jeff Hogan, Darrell Moon, @gracet22, Dr. Rich Klasco, Nicole Bradberry, and Kelly Conroy discuss #careplans in our #healthcarepodcast. #healthcare #podcast #digitalhealth What are the consequences when there's a disconnect between what the patient thinks is happening, and what is actually happening in a care plan? Jeff Hogan, Darrell Moon, @gracet22, Dr. Rich Klasco, Nicole Bradberry, and Kelly Conroy discuss #careplans in our #healthcarepodcast. #healthcare #podcast #digitalhealth Why did Darrell Moon give up being a hospital administrator because of care plans? Jeff Hogan, Darrell Moon, @gracet22, Dr. Rich Klasco, Nicole Bradberry, and Kelly Conroy discuss #careplans in our #healthcarepodcast. #healthcare #podcast #digitalhealth “It's a myth that population medicine … and precision medicine are incompatible or opposites.” Jeff Hogan, Darrell Moon, @gracet22, Dr. Rich Klasco, Nicole Bradberry, and Kelly Conroy discuss #careplans in our #healthcarepodcast. #healthcare #podcast #digitalhealth What is “noncognitive” medicine, and why does it bog physicians down? Jeff Hogan, Darrell Moon, @gracet22, Dr. Rich Klasco, Nicole Bradberry, and Kelly Conroy discuss #careplans in our #healthcarepodcast. #healthcare #podcast #digitalhealth What is at the core of appropriateness for care? Jeff Hogan, Darrell Moon, @gracet22, Dr. Rich Klasco, Nicole Bradberry, and Kelly Conroy discuss #careplans in our #healthcarepodcast. #healthcare #podcast #digitalhealth “You start to bring that data to the physician, and it really does open their eyes.” Jeff Hogan, Darrell Moon, @gracet22, Dr. Rich Klasco, Nicole Bradberry, and Kelly Conroy discuss #careplans in our #healthcarepodcast. #healthcare #podcast #digitalhealth How do you really change the way physicians work? Jeff Hogan, Darrell Moon, @gracet22, Dr. Rich Klasco, Nicole Bradberry, and Kelly Conroy discuss #careplans in our #healthcarepodcast. #healthcare #podcast #digitalhealth   Recent past interviews: Click a guest's name for their latest RHV episode! Dr Tony DiGioia, Al Lewis, John Marchica, Joe Connolly, Marshall Allen, Andrew Eye, Naomi Fried, Dr Rishi Wadhera, Dr Mai Pham, Nicole Bradberry and Kelly Conroy, Lee Lewis, Dr Arshad Rahim, Dr Monica Lypson, Dr Rich Klasco, Dr David Carmouche (AEE15), Christian Milaster, Dr Grace Terrell, Troy Larsgard, Josh LaRosa, Dr David Carmouche (EP316), Bob Matthews, Dr Douglas Eby (AEE14), Dr Sheldon Weiss, Dan Strause and Drew Leatherberry, Dr Douglas Eby (EP312), Ge Bai, Sumit Nagpal, Dr Vikas Saini and Shannon Brownlee

In this episode of the Advancing Surgical Care Podcast, ASCA Chief Executive Officer Bill Prentice sits down for a conversation with Kathy Wilson, executive director of the ASC Quality Collaboration (ASC QC), to discuss the ASC QC's current initiatives, long-range goals and recent engagement with The Leapfrog Group's independent quality reporting efforts.

View the video recording Please listen to Ken Segel, Value Capture CEO, and Michael Bundy, Chief Executive Officer of Prisma Health Baptist Hospital and Prisma Health Baptist Parkridge Hospital, as they explore how leading with the goal of perfect safety for all propelled Prisma Health Baptist Parkridge Hospital to achieve status as a Leapfrog Top General Hospital in just two years. Also joining the discussion is Missy Danforth, Vice President of Health Care Ratings for The Leapfrog Group. She will provide an overview of the Leapfrog Hospital Survey and the Leapfrog Hospital Safety Grade. Long an advocate of Paul O'Neill's standard of perfect safety, Bundy incorporated the following premises as the foundation for leading his hospitals toward habitual excellence, aligned with Prisma Health's impressive journey to transform the healthcare experience for our patients and their families: Safety, for your teams as well as your patients, is the best leading indicator for your business; and, Safety has to be a PRECONDITION to all other work, not a “priority” to trade-off for other priorities, including, and perhaps especially, in crisis. While the external recognition of being named a Top General Hospital is important and serves to validate the work so far, the Prisma Health vision for Bundy's hospitals and others is to go far deeper and broader – they will become a national model of excellence in patient care, workforce performance and engagement, and community service. In this 60-minute webinar, you will learn: How and why perfect safety/zero harm for all is a powerful aligning force to energize leaders and staff toward habitual excellence; How the changes in daily work, structures, and mindset lead to a culture of learning, continual aspiration, and innovation; and, How the focus and work toward perfect safety pre-COVID helped guide thinking and problem solving during COVID, and guide learning for post-COVID This webinar took place on May 27, 2021. Mark Graban, Value Capture Senior Advisor, served as the host and Ken Segel served as the moderator. Missy Danforth briefly discussed the Leapfrog Hospital Survey, which focuses on quality and patient safety measures that are of utmost importance to purchasers and patients, and the Leapfrog Hospital Safety Grade, which is a composite made up of 27 publicly reported measures of patient safety, and answer related questions.

CEO of Prisma Health Baptist Hospital and Prisma Health Baptist Parkridge Hospital Mike Bundy gives a preview of the webinar he'll be part of on May 27th. Register here (or view the recording after 5/27). About the webinar: Please join Ken Segel, Value Capture CEO, and Michael Bundy, Chief Executive Officer of Prisma Health Baptist Hospital and Prisma Health Baptist Parkridge Hospital, as they explore how leading with the goal of perfect safety for all propelled Prisma Health Baptist Parkridge Hospital to achieve status as a Leapfrog Top General Hospital in just two years. Also joining the discussion is Missy Danforth, Vice President of Health Care Ratings for The Leapfrog Group. She will provide an overview of the Leapfrog Hospital Survey and the Leapfrog Hospital Safety Grade. Long an advocate of Paul O'Neill's standard of perfect safety, Bundy incorporated the following premises as the foundation for leading his hospitals toward habitual excellence, aligned with Prisma Health's impressive journey to transform the healthcare experience for our patients and their families: Safety, for your teams as well as your patients, is the best leading indicator for your business; and, Safety has to be a PRECONDITION to all other work, not a “priority” to trade-off for other priorities, including, and perhaps especially, in crisis. While the external recognition of being named a Top General Hospital is important and serves to validate the work so far, the Prisma Health vision for Bundy's hospitals and others is to go far deeper and broader – they will become a national model of excellence in patient care, workforce performance and engagement, and community service. In this 60-minute webinar, you will learn: How and why perfect safety/zero harm for all is a powerful aligning force to energize leaders and staff toward habitual excellence; How the changes in daily work, structures, and mindset lead to a culture of learning, continual aspiration, and innovation; and, How the focus and work toward perfect safety pre-COVID helped guide thinking and problem solving during COVID, and guide learning for post-COVID Value Capture is honored to partner with The Leapfrog Group to share the insights and experiences of Mike Bundy representing Prisma Health in this vital work toward sustainable excellence.

CEO of Value Capture Links and notes: https://www.valuecapturellc.com/he42 Welcome to Episode #42 of Habitual Excellence, presented by Value Capture. Our guest is Ken Segel, CEO of Value Capture. In this episode, Ken is interviewed by Mark Graban and they talk about: Ken's recent blog post: Hospital Command Centers: Keep What's Best and Improve the Rest An upcoming webinar: Habitual Excellence Starts with Safety — Before, During, and After a Crisis In the webinar, Ken will be moderating a conversation with Michael Bundy, Chief Executive Officer of Prisma Health Baptist Hospital and Prisma Health Baptist Parkridge Hospital, and Missy Danforth, Vice President of Health Care Ratings for The Leapfrog Group. If you miss the live webinar on May 27th, you'll be able to get the recording via our YouTube channel.

Todd Kennedy President/CEO Ascension Providence A faith based hospital and the only hospital in Mobile to receive an “A” from The Leapfrog Group's Hospital Safety Grade for the Spring 2021. The national designation recognizes the hospital's efforts in protecting patients from harm and meeting the highest safety standards. The hospital has money set aside to help patients who can't afford medical appointments, cancer treatments, MRIs, etc… With more than 400+ years of taking care of the community, they encourage you to do your research, know your medical professionals and learn more about “transparency care" and how their entire team makes the difference in your care. --- Support this podcast: https://anchor.fm/david-schultz/support

Todd Kennedy President/CEO Ascension Providence A faith based hospital and the only hospital in Mobile to receive an “A” from The Leapfrog Group's Hospital Safety Grade for the Spring 2021. The national designation recognizes the hospital's efforts in protecting patients from harm and meeting the highest safety standards. The hospital has money set aside to help patients who can't afford medical appointments, cancer treatments, MRIs, etc… With more than 400+ years of taking care of the community, they encourage you to do your research, know your medical professionals and learn more about “transparency care" and how their entire team makes the difference in your care. --- Support this podcast: https://anchor.fm/david-schultz/support

HCA Virginia Health System’s Parham Doctors’ Hospital and Henrico Doctors’ Hospital recently were awarded an “A” from The Leapfrog Group’s spring 2021 Leapfrog Hospital Safety Grade. The Safety Grade assigns a letter grade to hospitals across the country based on their performance in preventing medical errors, injuries, accidents, infections and other harms to patients in their care. *** Cushman & Wakefield | Thalhimer recently announced the following lease transactions in Henrico County: Arco DB Companies, Inc. – leased 4,348 SF of office space at Scott’s View, 1400 Roseneath Road (Amy J. Broderick and L. Birck Turnbull represented the landlord); AES...Article LinkSupport the show (http://henricocitizen.com/contribute)

Modern Healthcare Operations Reporter Alex Kacik and Safety and Quality Reporter Lisa GIllespie discuss the latest batch of the Leapfrog Group's hospital safety ratings. -One-third of participating hospitals score 'A' in Leafrog's new hospital safety scores -From 4s to 1s: critical-access hospitals grapple with new star methodology Subscribe to Modern Healthcare Follow us on Twitter: -Modern Healthcare (@modrnhealthcr)  -Alex Kacik (@alex_kacik)  -Lisa Gillespie (@LVGillespie) Music Credit: Coffee by Cambo

Richard Stone is a nationally recognized speaker on the power of storytelling and its applications in business, healthcare, and education. He got his start 25+ years ago developing story-based training programs for team building and leadership development and has been a leader in work on narrative reminiscence. He has worked with diverse organizations and Fortune 500 companies. Richard has authored: The Healing Art of Storytelling, Stories: The Family Legacy, The Kingdom of Nowt, and co-wrote The Patient Survival Handbook with Synensis’s CEO Stephen Powell. Previously he was the Chief Innovation Officer for Synensys, and prior to that the StoryAnalytics Master for the IDEAS Innovation team (a former division of the Walt Disney Company) where he was on the team that created StoryCare, an innovative program for driving behavioral change among healthcare staff to improve patient safety and satisfaction. Richard also co-created the award-winning board game Pitch-A-Story and is an accomplished artist and photographer. Richard is also on the board of PCI Media, an international organization located in New York City committed to improving health, environmental, and social justice outcomes around the world using the power of story. Richard was the recipient of the 2015 Patient Voice Impact Award co-sponsored by the Leapfrog Group and the Patient Voice Institute. The video he created for the award describes his experience caring for his ailing father. Richard lives in Decatur, GA with his wife, Elizabeth Cohen.Story Intelligence—SQ—assists you to become a master of your story, a pursuit indispensable to personal and professional success. By developing your SQ you’ll amplify and unleash every aspect of your intelligence, including your IQ and EQ. In this book you’ll also learn how you’re wired for story and the ways it can set a positive trajectory for every facet of your life journey. Developing this level of mastery is imperative today because four in ten Americans have not discovered a satisfying life purpose and nearly a quarter of us—about one hundred million people—do not have a strong sense of what makes their lives meaningful. We need more than ever ritual fires where we can gather to create new stories that transcend the old metanarratives that no longer enrich and satisfy the yearnings of our hearts and souls. Story is a potent medicine that can re-enchant our lives. By re-storying ourselves, consciously building it into everyday living, we can make space to better hear ourselves, to listen more deeply to each other, as well as discern the tales the earth is quietly whispering in our ears. Hopefully, Story Intelligence will help you stoke a new kind of fire, assisting you to illuminate what the Japanese call “ikigai”—translated loosely as “that which most makes one’s life seem worth living.” Through mastering story, we believe you can build a more durable source of meaning and personal fulfillment, as well as have a wider impact for the good in your community and the world. In this book you’ll also learn how to: · Harness the power of story to live with greater efficacy.· Become a more powerful communicator.· Solve difficult challenges using story-based solutions.· Transform your workplace and community.· Heal old wounds, change dysfunctional beliefs, and bridge differences by resolving deeply seated conflicts. · Acquire the narrative tools to craft a more desirable future.Story Intelligence by Richard Stone and Scott Livengoodhttps://storyintelligence.com/

This episode is a tale of what happens when some employers decide to open up a few virtual front doors and when these virtual front doors lead only to referrals to providers who are willing to be accountable and offer financial predictability. That’s what these employers want, after all. They want accountability and financial predictability. Many employers now have access to all claims databases and other data like the RAND 3.0 report. Therefore, employers can and are using this information in a big way to steer their plan member populations. Given these goings-on, some slower-moving providers could easily find themselves on the outside looking in. So, who are those providers who are or will be getting shut out of referral flows? They’re definitely FFS-centric, but they could be a large health system, an urgent care center, or a hospital-owned PCP. In this health care podcast, I speak with Jeff Hogan, the northeast regional manager for Rogers Benefit Group and also president of Upside Health Advisors. We talk in this episode not about what might be theoretically possible but about what is happening right now. You can learn more at jhogan@rogersbenefit.com and connect with Jeff on LinkedIn. Jeffrey Hogan is the northeast regional manager for Rogers Benefit Group, a national benefits marketing and consulting firm. Jeff has been with Rogers Benefit Group for 30 years. Additionally, Jeff operates a consulting firm, Upside Health Advisors, where he provides expert witness services on health care–related litigation, is a consultant to payers and large provider groups for product development and launch, and is a resource to employers desirous of implementing strategies to manage their health spend. Jeff is focused on health care payment reform, health policy, care coordination, value-based health care, health care quality, and precision medicine. Jeff regularly appears on national forums focused on moving to value-based health care and is actively working to promote health care–related transparency measures in the market. He serves as the group’s liaison to the National Alliance of Healthcare Purchaser Coalitions. Jeff is the regional leader for The Leapfrog Group. He is also one of the coordinators of Connecticut’s Moving to Value Alliance. 01:43 What are self-insured employers doing right now to impact referral flows? 03:29 Are any virtual tech companies moving in on the local provider space? 07:46 “What we’re trying to do … is to help the member have the best outcome.” 10:32 “It’s a continuum, if you will.” 10:44 “There is a fairly significant gulf between providers … and, say, a COE [Center of Excellence].” 11:13 “What is value for employers coming out of COVID? Accountability and predictability.” 13:40 What are second-order effects? 14:29 “People like and want better access.” 14:46 “Fee-for-service providers fear the informed health care consumer.” 22:19 “Many of the brick-and-mortar providers are realizing that they have to up their game.” 24:52 “Things will change.” 25:07 “People not only want convenience, but they want safety, they want data.” 26:11 “We are at an inflection point … After 35 years in the business, I really finally feel like we’ve broken through.” 27:31 “This requires people to really think; it requires employers to actually know what their biggest problems are.” 29:53 “We can’t go back to the fragmentation of fee for service.” 30:25 “Data is critical.” You can learn more at jhogan@rogersbenefit.com and connect with Jeff on LinkedIn. Jeff Hogan of #UpsideHealthAdvisors and #RogersBenefitGroup discusses #FFS providers in our #healthcarepodcast. #healthcare #podcast #digitalhealth What are self-insured employers doing right now to impact referral flows? Jeff Hogan of #UpsideHealthAdvisors and #RogersBenefitGroup discusses #FFS providers in our #healthcarepodcast. #healthcare #podcast #digitalhealth Are any virtual tech companies moving in on the local provider space? Jeff Hogan of #UpsideHealthAdvisors and #RogersBenefitGroup discusses #FFS providers in our #healthcarepodcast. #healthcare #podcast #digitalhealth “What we’re trying to do … is to help the member have the best outcome.” Jeff Hogan of #UpsideHealthAdvisors and #RogersBenefitGroup discusses #FFS providers in our #healthcarepodcast. #healthcare #podcast #digitalhealth “There is a fairly significant gulf between providers … and, say, a COE [Center of Excellence]” Jeff Hogan of #UpsideHealthAdvisors and #RogersBenefitGroup discusses #FFS providers in our #healthcarepodcast. #healthcare #podcast #digitalhealth “What is value for employers coming out of COVID? Accountability and predictability.” Jeff Hogan of #UpsideHealthAdvisors and #RogersBenefitGroup discusses #FFS providers in our #healthcarepodcast. #healthcare #podcast #digitalhealth “People like and want better access.” Jeff Hogan of #UpsideHealthAdvisors and #RogersBenefitGroup discusses #FFS providers in our #healthcarepodcast. #healthcare #podcast #digitalhealth “Fee-for-service providers fear the informed health care consumer.” Jeff Hogan of #UpsideHealthAdvisors and #RogersBenefitGroup discusses #FFS providers in our #healthcarepodcast. #healthcare #podcast #digitalhealth “People not only want convenience, but they want safety, they want data.” Jeff Hogan of #UpsideHealthAdvisors and #RogersBenefitGroup discusses #FFS providers in our #healthcarepodcast. #healthcare #podcast #digitalhealth “We are at an inflection point … After 35 years in the business, I really finally feel like we’ve broken through.” Jeff Hogan of #UpsideHealthAdvisors and #RogersBenefitGroup discusses #FFS providers in our #healthcarepodcast. #healthcare #podcast #digitalhealth “This requires people to really think; it requires employers to actually know what their biggest problems are.” Jeff Hogan of #UpsideHealthAdvisors and #RogersBenefitGroup discusses #FFS providers in our #healthcarepodcast. #healthcare #podcast #digitalhealth “We can’t go back to the fragmentation of fee for service.” Jeff Hogan of #UpsideHealthAdvisors and #RogersBenefitGroup discusses #FFS providers in our #healthcarepodcast. #healthcare #podcast #digitalhealth “Data is critical.” Jeff Hogan of #UpsideHealthAdvisors and #RogersBenefitGroup discusses #FFS providers in our #healthcarepodcast. #healthcare #podcast #digitalhealth

Show notes: http://valuecapturellc.com/he35 Welcome to Episode #35 of Habitual Excellence, presented by Value Capture. Our guest is Leah Binder. She is President & CEO of The Leapfrog Group, representing employers and other purchasers of health care calling for improved safety and quality in hospitals. She has been named on Becker's list of the 50 most powerful people in healthcare, and consistently cited by Modern Healthcare among the 100 most influential people and top 25 women in healthcare. Under her leadership, The Leapfrog Group launched the Leapfrog Hospital Safety Grade, which assigns letter grades assessing the safety of general hospitals across the country. She has also fostered groundbreaking innovations in the annual Leapfrog Hospital Survey, including partnerships to eliminate early elective deliveries, central line-associated bloodstream infections and safe use of health technology. Leah has a bachelor's degree from Brandeis University and two master's degrees from the University of Pennsylvania, one from the Annenberg School of Communication and the other from the Fels Institute of Government. In this episode, host Mark Graban asks Leah to talk about Leapfrog Group and their approach to making information about cost and quality — and hospital ratings — available to the public. She also talks about the need for a mandatory reporting system for infections. Leah shares some memories of the late Paul O'Neill speaking at a Leapfrog Group annual gala, an event Mark attended that year. She also talks about the need to focus now on nursing home ratings, an important initiative for Leapfrog Group. This podcast is part of the Lean Communicators network.

As the health care industry continues to combat health and cost-related issues exacerbated by the COVID-19 pandemic, employers remain a key figure in the pursuit for higher value care. Recently, the Leapfrog Group partnered with the Health Transformation Alliance, or HTA, to help delineate high-value health care services with a particular focus on transparency and payment reform. On this episode of Managed Care Cast, we speak with Leah Binder, president and chief executive officer of the Leapfrog Group, about her organization’s partnership with the HTA, the significance of their 25th anniversary this year, and how transparency and employer leverage may shape the transition toward value-based health care.

In our ongoing series around the COVID-19 crisis, we plan each episode with the specific aim of delivering you, the listener, actionable items you can do right now. To ensure that during this crisis you can solidify and strengthen your business while continuing to serve your patients at the highest level, we're bringing you two of our favorite people in healthcare. Joining us today is David Goldhill, CEO of Sesame and Dr. Allison Edwards who runs a direct primary care facility, to talk about how you can adopt the right strategies for doctors to overcome this crisis. Highlights How a personal tragedy and a timely New Yorker article set David Goldhill on the path from being a top media exec to one of our leading voices in healthcare. Why incentives and priorities are a huge motivation and focus of David's research. What we saw was an opportunity to create something of an alternative health economy outside of third party reimbursement. David Goldhill The Direct Primary Care Marketplace: A guide for practices and patients. The solution for high deductible patients you can't collect from. We elected to not bill insurance in our clinic simply because we wanted to make sure that we were actually working for our patients as our customers. Dr. Allison Edwards Insurance made it difficult to treat patients: How helping under-served populations in an FQHC drove Dr. Edwards to DPC. The DPC Speed Advantage: How Dr. Edwards was able to adapt and pivot without having to convince government or insurers, she just had to convince her patients. The NEW Channels, Formats, and Expectations for the doctor-patient relationship. An overview of the video platform, payment, and scheduling with Sesame. What you can and can't do through Telemedince in Primary Care. A rundown of the Virtual Check-in Don't let perfect be the enemy of good. David Goldhill, President and Chief Executive Officer David Goldhill is the founder and CEO of Sesame, which operates an innovative direct pay marketplace for the full range of health care services.  Sesame launched its service in Kansas City in 2019.  Goldhill has been a leading voice of market-based health care reform since publication of “How American Health Care Killed My Father” as the cover story of the September 2009 issue of The Atlantic. Goldhill is the author of “Catastrophic Care: Why Everything We Think We Know about Health Care is Wrong” (Knopf, January 2013) and of “The Real Costs of American Health Care” (Vintage 2016).  He is co-editor of New York's Next Health Care Revolution (Manhattan Institute, 2015).  Goldhill is chair of the Board of Directors of the Leapfrog Group, an employer-sponsored organization dedicated to hospital safety and transparency. In his business career, Goldhill was president and CEO of GSN, which operates a US cable television network seen in 80 million homes and one of the world's largest digital games companies.  He previously served as president and COO of Universal Television Group, the largest division of Universal Studios.  In this capacity, he oversaw all operations at the company's domestic and international cable television networks, cable and network television studios, first-run syndication business and worldwide television distribution. Goldhill was also chairman and CEO of Independent Network Holdings, Ltd. (INTH), which created and operated the TV3 television network in Russia.  Prior, Goldhill was the CFO of Act III Communications, a privately-owned holding company with interests in television stations, movie theaters, magazines, and film/television production.  He has served as Director of Commerce Hub (CHUBA), Expedia (EXPE), eLong (LONG), and numerous private companies. Goldhill graduated from Harvard University with a B.A. degree in history and holds a M.A. degree in history from New York University.  Sesame Sesame is a marketplace for health services where customers pay upfront for care. Sesame connects patients and providers directly, making quality health care more accessible, affordable, and transparent. No surprise bills, no hidden costs. Just great doctors offering their services at fair, transparent prices. Sesame offers an end-to-end HIPAA-compliant telemedicine solution with a key distinction.  Sesame virtual appointment includes our direct-pay payment and billing functionality.  At a moment of uncertain reimbursement policies around telemedicine – and with telemedicine appointments carrying fees meaningfully less than in-office visits, Sesame allows practices to recoup revenue with little administrative cost. Our platform is a fully HIPAA compliant, easy to use service that enables any licensed medical provider in the US - in any specialty - to immediately list their services using our convenient, self-onboarding tool. The platform also works with other video services, which allows physicians to utilize Sesame for its upfront payment functionality alongside an existing video conference solution. We're offering the service free to all providers for the next three months as a way to introduce the concept of direct-pay services to a broader range of providers. Patients can use Sesame to find the telemedicine care they need, with a wide range of specialties and providers—from general consultations, to dermatology, physical therapy and beyond, all available with clear, affordable pricing and a straightforward booking platform. Links, Resources and Related Episodes Sesamecare.com Catastrophic Care: Why Everything We Think We Know about Health Care Is Wrong Catastrophic Care Book Review by Don Lee DPCFrontier.com Direct primary care alliance university EHRs for DPC – Elation, Hint, Atlas (in the order they were mentioned) Twitter @SesameCare @Dr_A_Edwards @David_Goldhill Linkedin: Sesame David Goldhill Dr. Allison Edwards More on Direct Primary Care (DPC) from The #HCBiz Show

 http://www.leanblog.org/360Returning for Episode #360 of the podcast is Leah Binder, the president and CEO of Leapfrog Group. We last talked four years ago in Episode #240 about the patient safety crisis and efforts to improve. Today, we'll talk about hospitals' preparation for the Covid-19 / Coronavirus threat. Read her statement on this topic and stay tuned for announcements about free webinars and resources that Leapfrog Group will be providing.We'll also discuss safety (and the lack of reporting and data) in the outpatient (ambulatory) surgery setting -- where 60% of procedures are done today in the U.S. We'll also talk about the progress that's been made in the last four years on the patient safety front, in general. Please check out Leapfrog Group and their Hospital Safety Score website. How does your hospital measure up? How do the hospitals in your community compare? What can hospitals be doing to close their gaps so they get an "A"? How can large businesses who pay for healthcare and have their employees' interest in mind, like manufacturers, help put positive pressure on healthcare to improve? 

Empowering clients to find the highest-value care by helping customers make informed decisions through collecting and reporting transparent hospital performance For the show notes, full transcript, links, and resources please visit us at show link: https://outcomesrocket.health/leapfrog/

In this health care podcast, seven thought leaders talk about the areas of promise they see in health care in 2020. Seven thought leaders include: Kimberly Noel, MD, from Stony Brook Medicine Eric Weaver, from Innovista Health Solutions Suzanne Delbanco, from Catalyst for Payment Reform Sue Schade, from StarBridge Advisors Naomi Fried, from Health Innovation Strategies Joe Grundy, from Grundy Consulting Adrian Rubstein, from Merck Just a couple of comments up front here. I don’t want to further my reputation for dropping major spoilers, however, so I’ll keep this short. Many of the thought leaders today talk about AI in various contexts. Are you rolling your eyes right now? If so, let me remind everyone about the Gartner Hype Cycle. The first step is wild-eyed enthusiasm. The next step in the hype cycle is anger, the old trough of disillusionment. I’d suggest that as far as AI is concerned, we are coming out of that trough and AI—be it artificial intelligence or augmented intelligence or machine learning or deep learning or whatever you choose to call it—it is being used, for reals, for various applications. Other corroborations among our thought leaders include the importance of exalting primary care, in the form of what some may call direct primary care and Zeev Neuwirth calls complex-condition care or condition-specific care—a relationship model, if you will. Another idea that comes up in various ways is the idea of breaking down silos and getting everyone with a stake in patient health to the table and focused on achieving better patient outcomes using all the technology and wherewithal available to us in 2020. By all the stakeholders, I mean going beyond the usual suspects of providers and insurance carriers—meaning employers. Also meaning Pharma, in the sense of Pharma taking the opportunity to collaborate more deeply toward outcomes their medications can potentially confer … IRL with RWE. Today’s episode features the following guests: Kimberly Noel, MD, MPH, is a board-certified, preventive medicine physician. She serves as the telehealth director and deputy chief medical information officer of Stony Brook Medicine, where she provides leadership to all telehealth activities of the health system. Dr. Noel is also the chief quality officer of the patient-centered medical home (PCMH) for the family medicine department, working on quality improvement and population health management for National Committee for Quality Assurance (NCQA) designation. She practices occupational medicine clinically and provides digital solutions for employee wellness programs. She is an appointee the New York State Department of Health Regulatory Modernization Initiative Telehealth Advisory Committee and has won many service and innovation awards for health care. In academia, her research areas are in machine learning, risk models, and remote patient monitoring. Dr. Noel has developed several educational curriculums, including a 40-hour telehealth curriculum for the School of Medicine, as well as interprofessional educational curriculums with the School of Health Technology and Management, Nursing, Dentistry, and Social Work. Dr. Noel is a graduate of Duke, George Washington, and Johns Hopkins Universities. She is a proud graduate of the Stony Brook Preventive Medicine program, whereby she is now working collaboratively with the residency program leadership on development of a telehealth preventive medicine service. Eric Weaver, DHA, MHA, is nationally recognized for his work in primary care transformation and value-based care. As a corporate vice president for Innovista Health Solutions, he oversees enterprise strategy and technology adoption for a fast-growing population health management services organization. Dr. Weaver has been recognized for his contribution to the health care industry by receiving the ACHE Robert S. Hudgens Award for Young Healthcare Executive of the Year and the Modern Healthcare “Up & Comers” Award in 2016. Prior to joining the Innovista leadership team in 2015, he was the president and CEO of Austin, Texas–based Integrated ACO—one of the more successful physician-led accountable care organizations in the country. Suzanne Delbanco, PhD, is the executive director of Catalyst for Payment Reform (CPR), an independent, nonprofit corporation working to catalyze employers, public purchasers, and others to implement strategies that produce higher-value health care and improve the functioning of the health care marketplace. In addition to her duties at CPR, Suzanne serves on the advisory board of The Source on Healthcare Price & Competition at the University of California–Hastings and the Blue Cross Blue Shield Institute. Previously, she was the founding CEO of The Leapfrog Group. Suzanne holds a PhD in public policy from the Goldman School of Public Policy and an MPH from the School of Public Health at the University of California–Berkeley. Sue Schade, MBA, is a nationally recognized health IT leader and Principal at StarBridge Advisors providing consulting, coaching, and interim management services. She recently served as the interim chief information officer (CIO) at Stony Brook Medicine in New York. She was a founding advisor at Next Wave Health Advisors and in 2016 served as the interim CIO at University Hospitals in Cleveland, Ohio. Sue previously served as CIO for the University of Michigan Hospitals and Health Centers and, prior to that, as CIO for Brigham and Women’s Hospital in Boston. Her previous experience includes leadership roles at Advocate Health Care in Chicago, Ernst & Young, and a software/outsourcing vendor. Naomi Fried, PhD, is an innovative and digital health thought leader and founder and CEO of the boutique advisory firm, Health Innovation Strategies, which focuses on innovation program design and digital health strategy. Naomi was the first vice president of innovation and external partnerships at Biogen, the first chief innovation officer at Boston Children’s Hospital, and vice president of innovation and advanced technology at Kaiser Permanente. She served on the board of directors of the American Telemedicine Association and the Governor of Massachusetts’ Innovation Council. Joe Grundy has firsthand experience with nearly every aspect of primary care transformation. He has led policy and product development for the American Academy of Family Physicians, led in-the-trenches transformation of a primary care group, and served as national faculty for Medicare’s Comprehensive Primary Care Plus transformation project. He cofounded Grundy Consulting to work with stakeholders across the industry in order to accelerate the rate of effective transformation in primary care. Adrian Rubstein is a medical adviser and innovation manager at Merck KGaA, where he works to bring cutting-edge technologies to improve patients’ lives. He also helps new biotech companies in strategy development, investment, and business analysis.   02:41 Dr. Kimberly Noel and her thoughts on areas of promise. 02:53 Advocacy for inclusive innovation. 04:01 Why inclusive innovation is an area of promise in the advent of artificial intelligence (AI). 04:52 “Who is most likely to be disadvantaged?” 05:27 Eric Weaver’s thoughts on areas of promise. 05:42 Relationship-driven, team-based primary care. 07:14 What investors are focused on right now. 07:34 Where the tipping point is in value-based care. 08:03 AI as another trend that will help improve health care. 08:48 Incorporating social determinants into primary care and the transformative potential of AI. 11:07 Suzanne Delbanco of Catalyst for Payment Reform and her thoughts on areas of promise. 11:26 Employers making the health care space work better for them as an area of promise. 11:52 Employers seeking out high-value health care in nontraditional ways. 13:10 Where to look to seek high-value health care. 14:37 Employers bringing in really good data. 16:15 Sue Schade’s thoughts on areas of promise. 16:32 How leveraging electronic health records is an area of promise. 16:58 Why eliminating clinician burnout is also part of this area of promise. 17:26 Patient engagement and the patient journey as another area of promise. 18:08 “You have to approach all of these from a partnership between digital, IT, and operations.” 18:30 Enterprise resource planning (ERP) as a third area of focus/promise. 19:01 AI as an area of promise and an area of hype. 19:48 Naomi Fried’s thoughts on areas of promise in health care. 20:02 Digital health developments from the pharma perspective. 22:15 The digital health start-up world as another area of interest and promise. 22:37 The importance of data and the importance of validating those data for digital health solutions. 23:02 Personalized medicine and digital health. 24:32 More jobs in digital health within clinical-grade solutions. 25:01 Joe Grundy’s thoughts on areas of promise in health care. 25:06 The direct primary care model as an area of promise. 26:08 “Questioning the very validity of our understanding of ‘quality’ in health care.” 28:01 Adrian Rubstein’s thoughts on areas of promise in health care. 28:08 AI in emergency medicine as an area of promise. 28:53 CRISPR gene editing as an area of promise. 29:59 Virtual reality/augmented reality as another area of promise in health care. Check out our newest #healthcarepodcast where @SuzanneDelbanco of @CPR4healthcare, @adrianrubstein, @DrKimNoel, @NaomiFried, @Eric_S_Weaver, and @sgschade of @StarBridgeHIT give their thoughts on #areasofpromise in #healthcare. #podcast #digitalhealth #healthtech #healthIT #AI Why #inclusiveinnovation is an #areaofpromise in the advent of #artificialintelligence? @DrKimNoel explains on our #healthcarepodcast this week. #healthcare #podcast #digitalhealth #healthtech #AI “Who is most likely to be disadvantaged?” @DrKimNoel discusses on our #healthcarepodcast this week. #healthcare #podcast #digitalhealth #healthtech #AI #inclusiveinnovation Why does @Eric_S_Weaver believe relationship-driven, team-based #primarycare is an upcoming #areaofpromise in #healthcare? Listen to our #healthcarepodcast to find out! #podcast #digitalhealth #healthtech #AI Where’s the tipping point in #valuebasedcare? @Eric_S_Weaver discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #healthtech #AI What’s the transformative potential of #AI in #healthcare? @Eric_S_Weaver discusses on our #healthcarepodcast. #podcast #digitalhealth #healthtech #AI Why is #employers seeking out #highvaluehealthcare in nontraditional ways an #areaofpromise in #healthcare to @SuzanneDelbanco of @CPR4healthcare? Find out on our #healthcarepodcast. #digitalhealth #healthtech #AI Where should #employers be looking to seek out #highvaluehealthcare? @SuzanneDelbanco of @CPR4healthcare discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #healthtech How can leveraging #EHRs be an #areaofpromise? @sgschade of @StarBridgeHIT discusses on our #healthcarepodcast. #healthcare #digitalhealth #healthtech #AI How does eliminating #clinicianburnout also play into #areasofpromise in #healthcare? @sgschade of @StarBridgeHIT discusses on our #healthcarepodcast. #healthtech #digitalhealth #AI #podcast “You have to approach all of these from a partnership between digital, IT, and operations.” @sgschade of @StarBridgeHIT discusses on our #healthcarepodcast. #healthcare #podcast #healthtech #digitalhealth #AI Where do #areasofpromise in #healthcare play into #digitalhealth developments from the #pharma perspective? @NaomiFried explains on our #healthcarepodcast. #podcast #healthtech #AI Why is the #digitalhealth start-up world an #areaofpromise in #healthcare? @NaomiFried explains on our #healthcarepodcast. #podcast #healthtech #AI “Questioning the very validity of our understanding of ‘quality’ in health care.” Joe Grundy discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #healthtech #AI Why is #AI in #emergencymedicine an #areaofpromise in #healthcare to @adrianrubstein? Find out on our #healthcarepodcast. #healthcare #podcast #digitalhealth #healthtech #GeneEditing and #VR/#AR as #areasofpromise in #healthcare. @adrianrubstein discusses on our #healthcarepodcast. #podcast #digitalhealth #healthtech #AI

Chief safety, quality and epidemiology officer David Priest, MD, discusses different safety and quality rating programs. In this episode he covers Leapfrog Group safety grades, the Centers for Medicare and Medicaid Services five-star quality rating system and more.

Lori Woehrle (WORL-ee), managing partner at Leapfrog Group, provides strategy, voice and vision to help nonprofits advance their missions. She works to uncover and articulate their inherent strengths—their brand promise—both clearly and authentically. Having worked both on staff and as a consultant to nonprofits, Lori creates big visions that are practical in application. Website: www.thinkleapfrog.com Twitter: @LoriWoehrle

This podcast discusses the work of Sheetz and colleagues describing the impact of centralization of high-risk cancer surgery within health care systems and networks in the United States. TRANSCRIPT This JCO Podcast provides observations and commentary on the JCO article “Centralization of High-Risk Cancer Surgery Within Existing Hospital Systems” by Sheetz et al. My name is Stephen Edge, and I am Vice President of Healthcare Outcomes and Policy and Professor of Surgery and Oncology at the Roswell Park Comprehensive Cancer Center and the University at Buffalo in Buffalo, NY. My oncologic specialty is surgical oncology. Recent years have seen substantial consolidation of hospitals and practices into networked care systems. The benefits of health networks may include efficiencies of scale, better ability to thrive in the shifting health care economy, and enhanced quality. In the article that accompanies this podcast, Dr. Sheetz and colleagues at the University of Michigan studied the impact of health care networks on the outcome of high-risk cancer surgeries for pancreas, esophagus, lung, colon and rectal cancer. They examined the distribution of these surgeries in health care networks, and the relationship between outcomes and the degree of centralization of surgeries to a high-volume network hospital. There is a well-established relationship between hospital case volume and operative mortality for complex cancer surgery, most pronounced for pancreas and esophagus cancer. Some countries now mandate regionalization of these procedures to high volume centers. Most, but not all, studies show that regionalization improves outcomes for these procedures. Organized regionalization of cancer surgery in the United States has been limited though market forces have led to some consolidation of high-risk surgeries. This has been encouraged through recommendations of the Leapfrog Group that for the last 25 years has set minimum hospital volume standards for high risk surgeries. Sheetz and colleagues used the Medicare Provider Analysis and Review (MedPAR) files that include all beneficiaries of Medicare Part A to identify persons age 65 and older undergoing pancreatectomy, esophagectomy, lung resection, colectomy and proctectomy for the years 2005 – 2014. They used American Hospital Association data to identify hospital characteristics such as size, teaching status and which hospitals are in the same health system if any. They combined these data with information from the National Inpatient Sample to derive estimates of the total number of cases of each type beyond Medicare beneficiaries. They defined a “high volume hospital” and “high volume system” as one that met the Leapfrog Group volume criteria; and centralization of surgery as the proportion of surgeries of each type performed at the highest volume hospital in a given health network. Outcomes assessed were 30-day mortality after surgery, major complications, and hospital readmission. The procedures most centralized in networks were pancreatectomy and esophagectomy with a mean of 71% and 51%, respectively. However, for pancreas surgery 74% and for esophagus surgery 84% of systems did not meet or have a hospital that met the Leapfrog Group volume recommendations for pancreatectomy. Complications were about 20% lower for pancreas and esophagus surgery at health systems with the highest surgery centralization. The impact on complications of lung and colorectal surgery was less. More important was the reduction in risk-adjusted 30-day mortality. For pancreas and esophagus surgery the mortality at the most centralized systems mortality was 60% and 53% lower, respectively, then the least centralized systems. The absolute rates dropped from 8.9% to 3.7% for pancreas and 10.3% to 4.8% for esophagus surgery. The reduction for lung resection was less and there was no significant mortality difference for colorectal surgery. Importantly, the team observed the same level of reduction associated with system surgery centralization for low volume and high-volume systems, and those with and without a high-volume hospital. Certainly, this study is not without its limitations. Because the MedPAR files include primarily fee-for-service Medicare, they had to estimate the total number of cases. They did not have specific information on the health systems or the distance of patients from a high-volume center. They did not know the systems’ governance relationships or the degree of coordination between system hospitals, services and providers. However, the study reinforces the well-established volume-outcome relationships in the context of hospitals with common governance. While individual surgeons may be excellent at low volume hospitals the finding of a greater relative impact on mortality than complications suggest that it not just the surgeon, but that high-volume hospitals with their larger teams and resources are less likely to “fail to rescue” a patient with a major complication. This was realized within these health systems. Networks with a common governance and shared financial and reputation risk should be motivated to assure best outcomes and limit inefficiency. Networks have central program oversight and should pay more heed to factors that impact quality and have the ability to foster providing the right care at the right place. They also should be more attuned to the needs of their customers and their unique geographic and economic situations and can meet the needs of people in dense metropolitan areas and the vast expanses of rural America. However, referral to the network flagship cannot be a one-way street. Health systems should establish programs that address these cancers across the continuum of the disease. Evidence shows that some of those who might benefit from these high-risk surgeries never see a team to help determine this. Conversely, many or people with pancreas, esophageal and lung cancer present with disease not amenable to surgery. It makes sense for a health system to assure that all patients with these cancers get a full, multidisciplinary evaluation and that those who cannot have resection receive appropriate referral or return to providers close to home who can provide the necessary care, clinical trials, and supportive services. When the volume/outcome associations were first described, organized medicine was slow to address the issue and instead tried to fathom what factors led to better outcome with volume. In the absence of policy and professional leadership, market forces slowly changed practices so that now many or most of the very high-risk procedures are done at high volume centers. But this has taken 30 – 40 years and likely impacted many lives. Conversely, surgeons and policy makers have led the charge to regionalize other high-risk services such as trauma care, cardiac surgery, and pediatric surgery. The findings of Sheetz et al. support renewal of efforts in policy and practice to assure cancer patients receive the best options. Sheetz and colleagues are to be congratulated for their insightful work. Despite its inherent limitations, they have shed light on a key area needing attention of health systems, professional societies and policy makers. This concludes this JCO Podcast. Thank you for listening.

On this very special episode of the ASC Podcast with John Goehle we have an interview with Bill Prentice, Chief Executive Officer for the ASC Association. John and Bill talk about the issues facing the ASC industry at the national level and the impact of the proposed 2020 payment rules. We also interview Missy Danforth from the Leapfrog Group about ASC Benchmarking.   Visit the ASC Podcast with John Goehle Website Support the ASC Podcast with John Goehle by becoming a patron member. Get AEU Credits for Listening to the Podcast! Purchase John’s Books Go to the ASC Podcast Store

Listen NowLargely with the exception of the 2010 passage of the ACA, federal legislative (and regulatory) efforts to reform health care over the past few decades has lagged.   This is the result of an increasingly dysfunctional Congress.  For example, Congressional productivity, measured by the number of enacted laws, has decreased every decade since 1990 by over 20 percent.  For this reason and because states are required to balance their annual budgets (with the exception of Vermont and possibly North Dakota and Wyoming as well), health care policy innovation has shifted substantially to the states.  For example, the 2019 legislative session resulted in 29 states passing Medicaid-related legislation, 13 states passing health insurance legislation and 10 states passing health care assignment and billing legislation. During this 24 minute conversation, Dr. Delbanco begins by briefly explaining the Catalyst for Payment Reform's mission and members.  She moreover discusses state policy reforms related to data (i.e., All Payer Claims Databases) and price transparency, efforts to improve state market competition, delivery and payment reforms, for example, reference pricing or benchmarking to Medicare reimbursement and she identifies states that are particularly noteworthy in their efforts to improve care delivery and lower spending growth.Dr. Suzanne F. Delbanco is the Executive Director of Catalyst for Payment Reform (CPR), an independent, non-profit corporation working to catalyze employers, public purchasers and others to implement strategies that produce higher-value health care and improve the functioning of the health care marketplace.  In addition to her duties at CPR, Suzanne serves on the advisory board of the Blue Cross Blue Shield Institute.  Previously, Suzanne was the founding CEO of The Leapfrog Group.  Suzanne holds a Ph.D. in Public Policy from the Goldman School of Public Policy and a M.P.H. from the School of Public Health at the University of California, Berkeley. For information on CPR go to: https://www.catalyze.org/. Dr. Delbanco (and colleagues') recently published article, "The State of State Legislation Addressing Health Care Costs and Quality," is at: https://www.healthaffairs.org/do/10.1377/hblog20190820.483741/full/.Per Dr. Delbanco's reference to The Source, U. of CA Hastings College of Law's recently posted online database of state laws impacting health care cost and quality, go to: https://sourceonhealthcare.org/legislation/.  This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.thehealthcarepolicypodcast.com

“If operating on the wrong leg is called a ‘medical error,’ what do we call operating on someone who doesn’t need surgery?” That is a quote I have heard attributed to Jack Wennberg. It also crystalizes a theme I have been hearing a lot lately—the idea that quality metrics in this country today assess care from basically a patient safety standpoint but they don’t consider whether the patient actually needed the surgery or whatever in the first place. Or whether the outcome of the treatment matched an outcome the patient understood and had hoped for. I get into this in depth, by the way, with Dr. Suzanne Clough (EP235); and I’m going to get into it again in my upcoming interview with Dr. Marty Makary (EP242). In this health care podcast, I speak with Olivia Ross. Olivia has a reputation as a “rock star in the employer coalition world,” and I say this because it was a direct quote from an email I received after I mentioned that she was coming on the show. Olivia earned her rock star chops at the Pacific Business Group on Health (PBGH). Olivia is the associate director of the Employers Centers of Excellence Network, otherwise known as ECEN. What Olivia has worked on at ECEN is to put together a network of centers of excellence (COEs), meaning provider organizations that have committed to prospective bundled care payments for services like orthopedic surgeries, oncology, and bariatric surgery. Not only do these organizations … well, not only have they demonstrated excellence, but they also have demonstrated that they only treat patients who are appropriate to treat. Employers including Walmart, Lowes, and McKesson use this network. In my interview with her, Olivia discusses how the COEs are selected and exactly how employers intercept employees at the right waypoint along their patient journey, fly them or get them to travel to the COE, and then repatriate them back home with their local PCP (primary care provider) for follow-up care. I’m not sure if repatriate is the right word to use there, but I’m going to go with it. You can learn more at Pacific Business Group on Health.  Olivia Ross, MBA, MPH, is associate director of the Employers Centers of Excellence Network (ECEN) at the Pacific Business Group on Health (PBGH). Olivia oversees the ECEN program, a national, multi-employer initiative developed as part of PBGH’s commitment to value-based purchasing. Olivia leads center assessment, selection, and ongoing evaluation; facilitates employer collaboration; and directs network-wide quality improvement efforts for the ECEN joint replacement, spine, bariatric, and oncology programs. Prior to joining PBGH in 2012, Olivia managed several foundation and National Institutes of Health–supported research projects at the Northwestern University Feinberg School of Medicine focused on patient safety, risk assessment, improving clinician communication, and provider teamwork. 03:05 Medical travel: what’s the benefit to the employer? 04:26 Prospective bundles and the cost of care. 05:09 How the largest cost savings come from the improvements in quality. 06:43 What Olivia looks for in choosing centers of excellence. 07:28 How pervasive is medical travel? 08:52 Creating market pressure and avoiding consolidation. 09:33 Creating positive disruption in the health care system. 09:56 How Olivia chooses the centers and providers she works with in the Pacific Business Group on Health. 10:52 The quality metrics Pacific Business Group on Health looks at when assessing providers and centers. 11:44 What a team assessment is, and why it’s important. 12:49 How local PCPs have to factor into this health care model. 15:45 How Pacific Business Group on Health intervenes in the patient journey to ensure that the patient and the employer are getting the best quality care for the best price. 17:29 Olivia’s suggestions on how to have an intervening conversation with a patient who has already been told he or she needs surgery. 22:58 “Even at a more competitive price point, there’s still an upside to them getting this new business.” 23:23 How choosing specific physicians is part of the COE designation process. 24:38 How COEs and their physicians are also involved in continuous quality improvement. 28:03 Employers Centers of Excellence Network collaboration with The Leapfrog Group. 29:32 How the Employers Centers of Excellence Network program is open to any employer, no matter the size. 30:03 What it takes to join the Employers Centers of Excellence Network. You can learn more at Pacific Business Group on Health.  Medical travel: what’s the benefit to the employer? Olivia Ross of @PBGH_updates discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #medicaltravel #centersofexcellence #ECEN #PBGH #Prospectivebundles and the #costofcare. Olivia Ross of @PBGH_updates discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #medicaltravel #centersofexcellence #ECEN #PBGH Where do the largest #costsavings in health care come from? Olivia Ross of @PBGH_updates discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #medicaltravel #centersofexcellence #ECEN #PBGH Why do #qualityimprovements actually save the most money in #healthcarecosts? Olivia Ross of @PBGH_updates discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #medicaltravel #centersofexcellence #ECEN #PBGH What does it take to become a #centerofexcellence? Olivia Ross of @PBGH_updates discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #medicaltravel #centersofexcellence #ECEN #PBGH How fast is the trend of medical travel growing? Olivia Ross of @PBGH_updates discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #medicaltravel #centersofexcellence #ECEN #PBGH How can #employers create market pressure despite consolidation and monopoly? Olivia Ross of @PBGH_updates discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #medicaltravel #centersofexcellence #ECEN #PBGH How does a #centerofexcellence create #positivedisruption within the #healthcarespace? Olivia Ross of @PBGH_updates discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #medicaltravel #centersofexcellence #ECEN #PBGH Why it’s not just the #COE but the #providers within the #COEs that matter. Olivia Ross of @PBGH_updates discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #medicaltravel #centersofexcellence #ECEN #PBGH What #qualitymetrics matter when identifying a #COE? Olivia Ross of @PBGH_updates discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #medicaltravel #centersofexcellence #ECEN #PBGH Why are team assessments important? Olivia Ross of @PBGH_updates discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #medicaltravel #centersofexcellence #ECEN #PBGH How do local #PCPs factor into the #COE equation? Olivia Ross of @PBGH_updates discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #medicaltravel #centersofexcellence #ECEN #PBGH Why it’s important to intervene in the #patientjourney. Olivia Ross of @PBGH_updates discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #medicaltravel #centersofexcellence #ECEN #PBGH Olivia Ross of @PBGH_updates discusses on our #healthcarepodcast. #healthcare #podcast #digitalhealth #medicaltravel #centersofexcellence #ECEN #PBGH

This week, hosts Mark Masselli and Margaret Flinter speak with Leah Binder, CEO of the Leapfrog Group, which is dedicated promoting patient safety through better transparency in hospital errors leading to avoidable deaths. She discusses the 161 thousand error-related hospital deaths last year, and the latest Hospital Safety Grade, which scores hospitals on their safety measure performance. The post Patients At Risk: Leapfrog Group CEO Leah Binder on High Rate of Avoidbable Deaths in America’s Hospitals appeared first on Healthy Communities Online.

“Those who say it cannot be done are usually interrupted by others doing it.” That’s a James Baldwin quote to keep in mind while considering employers ginning up real change in the health care industry. Generally speaking, employers who still don’t believe they could have an impact helping their employees get better health care at lower prices, don’t listen to this podcast. But if they did, I’d suggest this James Baldwin quote is apropos. It’s probably also apropos for providers, carriers, Pharma … anyone who isn’t paying a whole lot of attention to the success of organizations like Catalyst for Payment Reform. Americans, meaning employees, can no longer afford their health care. Deductibles are higher than savings, basically meaning that employees have health plans they can’t even afford to use; and it costs as much as a midsize sedan—a new one every single year. Furthermore, we have employer health care spend chewing up raises. Employers and their CFOs are increasingly in a position where they have to act. It’s no longer an option. I speak today with Suzanne Delbanco, PhD, executive director of Catalyst for Payment Reform. In one of her past lives, Suzanne was the founding CEO of The Leapfrog Group. You can learn more at catalyze.org. In addition, for a curriculum of podcasts to get you up to speed on what’s happening in the employer space, check out this blog post. Suzanne Delbanco, PhD, is the executive director of Catalyst for Payment Reform (CPR), an independent, nonprofit corporation working to catalyze employers, public purchasers, and others to implement strategies that produce higher-value health care and improve the functioning of the health care marketplace. In addition to her duties at CPR, Suzanne serves on the advisory board of The Source on Healthcare Price & Competition at the University of California–Hastings and the Blue Cross Blue Shield Institute. Previously, she was the founding CEO of The Leapfrog Group. Suzanne holds a PhD in public policy from the Goldman School of Public Policy and an MPH from the School of Public Health at the University of California–Berkeley.   02:25 The moment when Suzanne’s colleagues realized Leapfrog was needed. 03:58 Suzanne’s work at Catalyst for Payment Reform vs Leapfrog. 06:48 EP217 with Steve Watson—price points of hospitals and how the data evade us. 08:11 “At the end of the day, it’s very difficult to know if you’re getting good value if you don’t know what you’re paying.” 09:48 “The balance of power varies from market to market and has been changing over time.” 12:00 How employers can ban together to reduce their health care costs. 13:33 Price transparency. 16:04 Elevating the best practice. 16:51 A surprising contract point that everyone needs. 17:30 Getting rid of gag clauses. 19:26 “There’s never going to be 1 solution.” 19:38 Payment reform and what we mean by that. 20:42 Shared savings, shared risk, and bundled payments. 23:06 Today’s tipping point. 24:29 Trading choice for affordability. 26:43 Controlling costs 2 ways. 26:59 “Even if employers were … to … create a narrower network, not necessarily narrow, there’d be huge savings to be had.” 27:16 The limited sight of narrow networks. 27:36 Getting to a narrow network of high-quality, low-cost providers. 30:30 Suzanne’s advice for health care executives. 31:55 “Be prepared to demonstrate value, because employers [will] be asking.”

Today we’re talking episodes of care payment models, otherwise known as bundled payments. Just to catch you up if you’re unfamiliar, this type of payment model means that a health care provider packaging together all the services needed during an episode and charges a guaranteed price for guaranteed quality of care. If we’re talking about government payments, about 50% of, for example, knee surgeries are paid for right now in an episode of care fashion. In the private pay landscape, that number is lower but growing. Bundles have advantages to purchasers (ie, employers or taxpayers who are the ultimate payers) because it’s possible to predict and compare the target price they’ll pay. But it’s also important for consumers who are partial payers in most cases. Bundles make health care prices transparent in a way that fee for service (FFS) can never manage. Today I speak with François de Brantes, senior vice president at Remedy Partners and a noted expert in episodes of care and bundled payment initiatives. François also actively supported the launch of the Leapfrog Group, created Bridges to Excellence, and led the development and implementation of PROMETHEUS Payment. You can learn more at remedypartners.com. François de Brantes is senior vice president of commercial business development at Remedy Partners. He has spent nearly 20 years advocating for, and working to transform, the US health care system by improving incentives for providers and consumers to encourage value-based decisions. Prior to joining Remedy Partners, he was executive director of the Health Care Incentives Improvement Institute (HCI3), a not-for-profit company that designed programs to motivate physicians and hospitals to improve the quality and affordability of health care delivery. Early in his career at General Electric, he was involved in many strategic programs that rewarded providers for better performance. He has written extensively about the topic, including his 2013 book, The Incentive Cure: The Real Relief for Health Care. 02:04 The new Medicare Shared Savings Program (MSSP) and how it intersects in this conversation. 03:02 Why physicians need an advanced alternative payment model. 04:01 Why episode of care makes sense. 04:40 Why upside-only deals are not financially sustainable. 06:16 A manageable financial risk. 07:34 Taking on total cost of care and the small percentage of significant potential variability. 08:37 “The only way to avoid the almost-certain variability that is going to accrue on that half of 1% is if you have a lot of patients.” 09:12 The “danger zone” of Medicare beneficiaries. 11:55 “Either you’re in total cost of care, or it’s episodes.” 13:59 Quality of care vs bundled payments. 18:20 “Let’s not forget … that the reason why we’re doing … this … is because consumers, directly and indirectly, are paying the price.” 19:00 Dave Chase’s books and health care in the middle class. 19:42 The wealth of savings in post-acute care. 21:19 How to demonstrate the value you’re bringing to that episode of care. 21:47 Broad strokes of integrated delivery systems that provide value. 22:08 The next logical solution in integrated delivery systems and episode of care payment programs. 22:28 “They’re going to take on much more of the role of the care coordinator.” 23:43 “It’s not just the integrated systems; it’s really the physicians who … are taking responsibility for what happens.” 24:00 Michael Hunt and formalized, evidenced-based ways to evaluate post-acute facilities. 24:22 Remedy Partners and François’s role in episodes of care. You can learn more at remedypartners.com.

Join us with our guests, Katie Stewart, Director of Health Care Ratings and Lauren Bailey, Communications Manager Manager at The Leapfrog Group. Katie and Lauren will be discussing the available resources that patients, families and caregivers can access for free to make informed decisions about their care. The discussion will also introduce the Leapfrog Group and the powerful insight it offers. At least 200,000 people die from preventable medical errors every year. Founded in 2000 by large employers and other purchasers, The Leapfrog Group is a national nonprofit organization driving a movement for giant leaps forward in the quality and safety of American health care. Working with the nation's best patient safety experts, The Leapfrog Group provides an opportunity for hospitals to measure the results of their efforts to improve patient care.

Susan Rose talks with Kevin O’Connell about The Leapfrog Group.  A big data company designed to help consumers make better health care choices and their high ratings for the five Catholic Health Family of Hospitals.     

Leapfrog Group president and CEO Leah Binder talks with Harry about data transparency and how it helps inform healthcare decisions by putting the right information in the hands of patients and employers. How to rate MoneyBall Medicine on iTunes with an iPhone, iPad, or iPod touch: Launch the "Podcasts" app on your device. If you can't find this app, swipe all the way to the left on your home screen until you're on the Search page. Tap the search field at th top and type in "Podcasts." Apple's Podcasts app should show up in the search results. Tap the Podcasts app icon, and after it opens, tap the Search field at the top, or the little magnifying glass icon in the lower right corner. Type MoneyBall Medicine into the search field and press the Search button. In the search results, click on the MoneyBall Medicine logo. On the next page, scroll down until you see the Ratings & Reviews section. Below that you'll see five purple stars. Tap the stars to rate the show. Scroll down a little farther. You'll see a purple link saying "Write a Review." On the next screen, you'll see the stars again. You can tap them to leave a rating, if you haven't already. In the Title field, type a summary for your review. In the Review field, type your review. When you're finished, click Send. That's it, you're done. Thanks!

Improving healthcare outcomes by empowering purchasers to find the highest-value care and giving consumers the lifesaving information they need to make informed decisions through collecting and reporting transparent hospital performance

Watch the video here. In conversation with John Timpane Elizabeth LaBan is the author of The Restaurant Critic's Wife, The Tragedy Paper, and The Grandparents Handbook. She teaches fiction writing at the University of Pennsylvania and her work has appeared in The Philadelphia Inquirer, New York Newsday, and The Times-Picayune, among other publications. A former high school English teacher in Camden, New Jersey, Melissa DePino is the founder and editorial director of Leapfrog Group, a branding and marketing firm for nonprofits. Pretty Little World tells the story of three families who tear down the walls between each other's Philadelphia row homes and are forced to reimagine their relationships.  (recorded 2/27/2017)

When I mention an organization that walks tall and carries a big stick – you’d best be thinking of The LeapFrog Group. It has become one of the more powerful patient safety organizations in grading hospitals, through its mission of providing public transparency. Ultimately, it seeks to improve safety, quality, and affordability of U.S. health care. Estimates today finger medical errors as causing upwards of 400,000 deaths in the U.S. each year. Additionally, employers and individual coverage purchasers are the unwitting recipients of long-term purposeful cost hyperinflation from drug companies, healthcare providers, and health payers. Founded in 2000, the LeapFrog Group came about from large employers and care coverage purchasers who recognized the poor returns on their healthcare spend. Never has that need been more true than today - as hyperinflated costs can no longer be justified will business and individual consumers supporting the system and its pricing. In 2017, nearly 1,800 hospitals have already completed LeapFrog's quality, safety, and resource survey. It is increasingly being considered a standard for evaluating hospital performance - specific to quality, safe, and resource use. Leapfrog already gives its own safety ratings on all U.S. hospitals; and this data is being increasingly used by individual and business healthcare consumers - especially as we see free-market forces entering into the system.   Recently, Dr. Steve Ambrose - the Founder & Host of the RED HOT HEALTHCARE Podcast, had an opportunity to engage in a riveting back-and-forth audio interview with Leah Binder, the outspoken CEO and President of The LeapFrog Group. She was named on Becker’s list of the 50 most powerful people in healthcare, and consistently cited by Modern Healthcare among the 100 most influential people and top 25 women in healthcare. In the complete audio listen, Dr. Steve Ambrose and Leah Binder dive deep into topics including: Her history of working on New York City Mayor Rudy Giuliani's team How the LeapFrog Group grew its influence with thousands of hospitals The REAL TRUTH on who pays the most healthcare costs What facets make up LeapFrog's grades & reported data The importance of PUBLIC transparency and accountability for all hospitals Extending transparency to payers and pharma companies (Dr. Steve thoughts)

Let’s get the bad news over with first. The number of people who die from hospital mistakes could be as high as 400,000 per year. On today’s episode of Healthcare Simplified, Tyler Willse interviews Leah Binder, President and CEO of the Leapfrog Group. She specializes in helping employers use their leverage to get safer and higher quality care for their employees. “When they looked at their own covered lives, they were stunned to realize that they were potentially losing an employee every other day,” Binder said.

Let’s get the bad news over with first. The number of people who die from hospital mistakes could be as high as 400,000 per year. On today’s episode of Healthcare Simplified, Tyler Willse interviews Leah Binder, President and CEO of the Leapfrog Group. She specializes in helping employers use their leverage to get safer and higher quality care for their employees. “When they looked at their own covered lives, they were stunned to realize that they were potentially losing an employee every other day,” Binder said.

Stewart Gandolf interviews Leah Binder, CEO The LeapFrog Group. Stewart and Leah discuss comparing performance on the national standards of safety, quality, and efficiency, and more. Read our blog on this podcast here: https://healthcaresuccess.com/blog/podcast-interview/new-era-healthcare.html

In fall 2015, The American Journal of Managed Care convened a panel of experts to discuss healthcare reform in the United States. In these segments, panelists Leah Binder, president and CEO of The Leapfrog Group; Austin Frakt, PhD, an associate professor at the Boston University School of Public Health and School of Medicine and a health economist at the Department of Veterans Affairs; Margaret E. O'Kane, MHA, president of the National Committee for Quality Assurance; and Matt Salo, executive director of the National Association of Medicaid Directors, discussed a number of topics, including Medicaid expansion, drug prices, managing specialty populations, and more. Watch the video series here: http://www.ajmc.com/peer-exchange/healthcare-reform-stakeholders-summit-fall-2015

My guest for episode #240 is somebody I've wanted to interview for a long time, Leah Binder, the president and CEO of Leapfrog Group, "a voluntary program aimed at mobilizing employer purchasing power to alert America's health industry that big leaps in health care safety, quality and customer value will be recognized and rewarded." In this episode, Leah talks about the story behind Leapfrog Group, the scale of the patient safety problem in America, some efforts of Leapfrog Group to grade hospitals, the connections between Lean and patient safety, and other topics. Please check out Leapfrog Group and their Hospital Safety Score website. How does your hospital measure up? How do the hospitals in your community compare? What can hospitals be doing to close their gaps so they get an "A"? How can large businesses who pay for healthcare and have their employees' interest in mind, like manufacturers, help put positive pressure on healthcare to improve?

Pat blows the whistle on secondary infections and undecipherable hospital safety scores. Guest - Leah Binder from The Leapfrog Group shares more about hospital scores and how to use them. Ewww... What's On Your Lipstick? Pat digs into the cosmetic bag to discover germy products.This show is broadcast live on W4CY Radio (www.w4cy.com) part of Talk 4 Radio (http://www.talk4radio.com/) on the Talk 4 Media Network (http://www.talk4media.com/).

All hospitals are not the same! Many hospitals have much worse rates of infections and medical errors that have a serious effect on employers and their employees, both in terms of financial cost as well as human lives. You probably know about this unfortunate fact of life in health care, but do your employees? How […]

Joining me today for Episode #204 is Paul Plsek (@PaulPlsek) and we're talking about his excellent book (a Shingo Research Award recipient this year) titled Accelerating Health Care Transformation with Lean and Innovation: The Virginia Mason Experience. Virginia Mason, of course, is Virginia Mason Medical Center, the outstanding Lean organization that was named "Hospital of the Decade" by Leapfrog Group. In our discussion, we touch on topics including how you can be Lean AND innovative, how an organization and people can LEARN to be innovative, and what is the health system board's role in this innovation and improvement strategy? I think you'll enjoy the discussion (and the book!). You can learn more about Paul, his book, and his work at his website: www.directedcreativity.com. For a link to this episode, refer people to www.leanblog.org/204. For earlier episodes of the Lean Blog Podcast, visit the main Podcast page at www.leanpodcast.org, which includes information on how to subscribe via RSS or via Apple iTunes. Podcasts are sponsored by KaiNexus and their continuous improvement software platform -- www.KaiNexus.com

Many would agree that healthcare delivery today is inefficient, ineffective, and segmented. In this panel discussion, experts talk about how they have persisted in delivering high-quality treatment. They discuss innovations in redesigning and scaling operations for wider benefit, the realities of implementation, and the need to train clinical workers in delivering compassionate care. The discussion was part of the 2011 Healthcare Summit, held at the Stanford Graduate School of Business. Gerald (Jerry) Coil is special assistant to the CMO, AltaMed Health Services. He has served as an internal consultant at AltaMed; senior consultant at Cattaneo & Stroud, Inc.; executive vice president and COO at HealthSpring; president and CEO at MHN; senior vice president at Health Net; senior vice president, benefit administration, at Kaiser Permanente; partner at NorthShore LLC; and regional vice president, Pacific Rim at North American Medical Management/Phycor. Thomas Lee is an MD with One Medical Group. He specializes in primary care internal medicine with an emphasis on preventive health, complex cases and quality improvement. Lee graduated from Yale University and the University of Washington School of Medicine, and completed his residency at Harvard’s Brigham and Women’s Hospital before serving as editor-in-chief for the widely used drug reference application Epocrates. He then founded One Medical Group as a step toward improving primary care delivery. Paul Wallace is director of the Lewin Center for Comparative Effectiveness Research. A board certified physician in internal medicine and hematology, he is a renowned lecturer on topics including evidence-based medicine practice and policy; performance improvement and measurement; clinical practice guideline development; population-based care and disease management; new technology assessment; and comparative assessment. He serves on advisory committees at the Institute of Medicine (IOM), and is a member of a number of healthcare-related boards. Arnold Milstein is professor of medicine and leader of Stanford University’s Clinical Excellence Research Center. His career and ongoing research are focused on acceleration of clinical service innovations that improve the societal value of health care. He serves as the medical director of the Pacific Business Group on Health, the largest regional health care improvement coalition in the U.S. He also guides employer-sponsored clinically-based innovation development for Mercer Health and Benefits. Previously he co-founded the Leapfrog Group and Consumer-Purchaser Disclosure Project, and served as a Congressionally-appointed MedPAC Commissioner. https://ssir.org/podcasts/entry/service_innovation

Guest: Leah Binder Host: Bruce Japsen Rating hospitals has become the hallmark for the Leapfrog Group. Leah Binder, the Chief Executive Officer of The Leapfrog Group, tells the Chicago Tribune's Bruce Japsen about new quality ratings in this year's Leapfrog Hospital Survey.

Guest: Leah Binder Host: Bruce Japsen Prescribing errors continue to be a major problem. But Leah Binder, chief executive officer of The Leapfrog Group, tells the Chicago Tribune's Bruce Japsen about a computerized physician order entry evaluation tool developed by the business community that enables medical providers to determine how well their system alerts users to common but serious prescribing errors.