Podcasts about quadruple aim

STFM Academic Medicine Leadership Lessons

Play Episode Listen Later Aug 1, 2024 34:37

This show is about getting or not getting patient outcomes and getting them in an efficient or not efficient way that is in alignment or not in alignment with the values of clinicians trying to care for their patients in the best way that they can. And I'm beginning this conversation with this preface, lest anyone lose track of the ends which we seek, which are Quadruple Aim–type goals. For a full transcript of this episode, click here. If you enjoy this podcast, be sure to subscribe to the free weekly newsletter to be a member of the Relentless Tribe. I'm starting here so that we don't get confused between what is a goal and what is a means to achieve a goal because today we're sort of gonna talk about technology, but we're really not gonna talk about technology. And if we're not gonna talk about technology, then, of course—because go big or go home on this show—we're not gonna talk about the mother of all healthcare technology: EHR systems (electronic health records). Ah, so cryptic, but let's proceed. I want to dig in here because this is really important, actually, to everybody, including (and especially) anyone buying healthcare services such as employers. It's also a level set for anyone involved in or about the purveyance of said healthcare services. Here's my first point. Conversations about technology may be unduly focused on technology, and this includes EHRs. I saw a Tweet recently by Joshua Liu that struck me because it really mirrors my own experience working with clinical teams. Joshua wrote, “Let me show you … why studies evaluating the same tech can have very different outcomes. Why the very same tech implemented with different workflows and people can lead to wildly different results.” See the great (and pretty funny, actually) visual that Joshua Liu made about this, but the point is this: Technology is not a thing unto itself. It is not a magic pill like those gelatin caps that you can buy at toy stores and when you toss them in the bathtub, they expand into surprisingly large foam dinosaurs. I mean, you can buy any given healthcare, digital technology, anything … and what doesn't pop out of the box along with purchase are any sort of “why” for an end user to actually use the thing, or implementation plans, processes, change management, empowered people who are bought in, adequate training, adequate staffing levels, and ongoing communication. So, look … here's the point. Unlike the bass, it's not all about the tech. There are people; there are processes. I say all this to say, it's weird to me; and Spencer Dorn, MD, MPH, MHA, my guest today, said pretty much the same thing. It's weird to me how we evaluate technology, and this includes EHRs and patient portals, which we talk about today, and even AI, which we will talk about in a shorter episode that will air in September. But it is so very, very common to talk about tech like it exists in a vacuum and is an end unto itself. For example, you hear often enough people talking about optimizing the EHR. Maybe instead, the title of the conversation should be “Optimizing the Patient-Doctor Encounter” or “Optimizing Patient Health” or “Optimizing the Ability of Clinicians to Work Together as a Team.” Tech is certainly a vehicle to achieve these goals. But whether said tech is a force of good or bad or something in the middle, or succeeds or fails, isn't inherent in the tech itself. As Dr. Dorn says, there is no intrinsic property of the technology that determines the outcome. It's how we use it, how we implement it, how we put it into daily practice, is really, ultimately, the arbiter of what happens and how it impacts lives. I'd also add, just to be a bull in the china shop, even if the tech itself has some glitches, someone decided to make everyone use it in its current form. So … yeah. Therefore, first takeaway from this show is going to be don't ascribe any given technology a label of good or bad or even neutral. This, by the way, is Kranzberg's First Law of Technology, which, of course, comes up because you know me … I cannot miss any opportunity to nerd out over something like Kranzberg's First Law of Technology. And that wraps up takeaway one: Technology by itself is not good or bad or even neutral. Reference Kranzberg's First Law of Technology. Thank you, Melvin Kranzberg. Second major takeaway is that if you're thinking about the ultimate impact of people and processes that have some technology in their midst, technology such as an EHR system, the ultimate impact will not be a black or white binary. Let's just acknowledge that we as humans love binaries, especially polarized binaries, because it's very tidy. Putting things in clear boxes removes ambiguousness that our lizard brains just do not like. But I'm keeping in mind what Tom X. Lee, MD, said on episode 445 last week. Most things in life, IRL, are somewhere in the gray murky middle. And if we understand that, we can make that middle space productive. Dr. Lee called it the productive middle. Here's how I'd put it: Don't be an edgelord. It's generally not a fact-based place to be, but also, it's not productive. Dr. Spencer Dorn and I discuss all of the above, and he makes some great points and he's very articulate. Here's the three dimensions (lots of nuances). Listen to the show for a ton of nuances, but just top-line: 1. EHR-embedded operations have the capacity to empower clinicians with information and/or overwhelm clinicians with information. Most likely what's going on will be somewhere in the middle of these two poles. 2. Impact, which is so often stated as a binary that is actually not a binary but, again, a continuum. An EHR deployment may extend or diminish human connections between docs and patients and between clinicians working together. 3. Not a binary but a continuum is whether operations with EHRs (or any tech really) make clinicians more effective and efficient or less effective and efficient from a clinician standpoint. Dr. Spencer Dorn, my guest today, is a gastroenterologist practicing in North Carolina. He spends his time doing a few different things. That includes taking care of patients. He also helps lead a large academic practice. And lastly, Dr. Dorn works in healthcare IT and clinical informatics. So, therefore, the perfect guest to talk about this whole topic with today. This is a really interesting conversation, so I hope you listen to it. Also mentioned in this episode are UNC Department of Medicine; Joshua Liu, MD; Tom X. Lee, MD; Robert Wachter, MD; and Shawn Gremminger. You can learn more at the UNC Department of Medicine Web site and by following Dr. Dorn on LinkedIn. Spencer Dorn, MD, MPH, MHA, is vice chair and professor of medicine at the University of North Carolina (UNC), where he works to develop care models that best support clinicians and meet patients' needs, serves as a UNC lead informatics physician, conducts clinical trials, and examines the broad forces shaping healthcare. Clinically, he works with adults experiencing disorders of gut-brain interaction and GI motility. 06:15 Breaking down Kranzberg's Laws of Technology. 08:16 How do EHRs go right? 12:49 “EHRs empower us with information, yet they also overwhelm us with information.” 16:00 How do EHRs bring healthcare workers closer together? 19:35 The Digital Doctor by Robert Wachter. 21:33 “The whole point of healthcare is to help people live healthier, happier lives.” 22:41 How the same EHR deployed in different places can be more or less efficient. 25:51 Why the problem is not necessarily the EHR but actually operational. 28:51 How technology has also changed our expectations on timing and value. You can learn more at the UNC Department of Medicine Web site and by following Dr. Dorn on LinkedIn. Spencer Dorn, MD, of @UNC_SOM discusses #patientoutcomes using #healthtech on our #healthcarepodcast. #healthcare #podcast #financialhealth #primarycare #patientoutcomes #healthcareinnovation Recent past interviews: Click a guest's name for their latest RHV episode! Dr Tom Lee, Paul Holmes (Encore! EP397), Ann Kempski, Marshall Allen (tribute), Andreas Mang, Abby Burns and Stacey Richter, David Muhlestein, Luke Slindee, Dr John Lee, Brian Klepper

The Future of CBME in Academic Family Medicine with Linda Montgomery, MD, MA, FAAFP

Play Episode Listen Later Mar 26, 2024 34:10

The shift to Competency-Based Medical Education (CBME) is changing the way resident education is delivered and assessed in family medicine. Linda Montgomery, MD, MA, FAAFP, is here to remind us that residency programs do not need to navigate these changes alone. Dr Montgomery not only highlights the current work of STFM's CBME Task Force in creating a toolkit for residency programs, but she also discusses the next steps to be taken in the CBME shift. Hosted by Saria Saccocio, MD, MHA, FAAFPCopyright © Society of Teachers of Family Medicine, 2024Resources:Competency-Based Medical Education Toolkit for Residency ProgramsCBME Webinars hosted by STFM/AFMRDIndividualized Learning Plan Template for Family Medicine ResidentsCore Outcomes of Residency Learning 2022 (Provisional) - Ann Fam MedImplementing Competency Based ABFM Board Eligibility - JABFMCompetency-Based Medical Education: Theory to Practice - Med TeachGuest Bio:Linda Montgomery has been in academic Family Medicine for over twenty years, was the program director for the University of Colorado Family Medicine Residency for eleven years, and currently is the Vice Chair of Education for her Department of Family Medicine overseeing all undergraduate and graduate level training. She is serving as the leader of the Society of Teachers of Family Medicine's Competency-Based Medical Education Task Force that is working to promote the transition of Family Medicine to this educational framework. She sits on the board for the Family Physicians Inquiries Network and serves on the AAMC's Council of Faculty and Academic Societies. Her professional passion is figuring out models of teaching that promote the Quadruple Aim for Family Medicine. She lives in Denver with her husband, three young adult children, and much-loved mutt with whom she enjoys taking long walks with views of the Rockies.Link:stfm.org/stfmpodcast042024

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Live at ViVE: Revolutionizing Healthcare at Home with Daniel Graf

HLTH Matters

Play Episode Listen Later Jul 19, 2023 31:34

Topics CoveredDaniel shares why companies like Uber are getting involved in the future of healthcareHow DispatchHealth is using technology to provide safe and efficient home healthcare services and the different ways patients can access itLearn about the Quadruple Aim of healthcare and how DispatchHealth is achieving it through its serviceThe potential benefits of home healthcareHow DispatchHealth is using technology to improve its follow-up process and operationsHow patients' willingness to open their homes provides valuable insights into their social determinants of healthThe benefits of recovering in the comfort of one's own homeDaniel shares the different types of healthcare engagement, including digital-only, telehealth, in-person interaction, and healthcare at home, and the potential for healthcare at home to provide access and equity on a global scaleConnect with Daniel GrafDaniel on LinkedInConnect with Dr. Jessica Shepherd & Dr. Gautam GulatiDr. Shepherd on LinkedInDr. Shepherd on TwitterDr. Gulati on TwitterDr. Gulati on LinkedInResourcesDispatchHealthViVE

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143 Moral Injury and Well-being: Channeling Mr. Rogers

Pediatric Meltdown

Play Episode Listen Later May 24, 2023 55:19

https://302.buzz/PM-WhatAreYourThoughtsPsychological safety is crucial and cannot be undervalued in the continuing and challenging process of addressing physician burnout and prioritizing well-being. Dr. Gaggino's guest, Karen Horneffer-Ginter, PhD, discusses how organizations and institutions can start to acknowledge and deal with the systemic problems causing burnout by creating a space where clinicians can openly express concerns without fear of retaliation or condemnation. Individuals must prioritize their own self-care and wellness in addition to organizational and institutional reforms. Karen Horneffer-Ginter believes It's time to change the way healthcare is perceived and to value the humanity of people who care for others. Yes, burnout is a complex problem that calls for all hands-on deck. And Dr. Lia Gaggino and Karen Horneffer-Ginter will explore the concept of promoting a "safe-place culture" and the concept that clinicians can and should work towards creating an environment where everyone thrives and feels valued. [00:33 -13:55] The Evolving Landscape of Wellness and Well-being in HealthcareRecognizing the Neglected Importance of Mental Health in MedicineWellness vs. Well-Being: Exploring the Nuances and Evolving Definitions in Healthcare Adapting Language for Genuine Conversations: Addressing Burnout, Moral Injury, and BeyondPersonalizing Wellness: Moving Beyond Individual Responsibility and Addressing Organizational Interventions[13:56- 25:06] Challenges in Maintaining Boundaries and Well-being in Healthcare Healthcare professionals find themselves sacrificing their own well-being, time, and personal needs to attend to the needs of others, going above and beyond their duties.A distinction between work and personal life can be facilitated through rituals, similar to Mr. Rogers taking off his jacket and putting on his sweater.healthcare providers MUST regularly check in with themselves, assess their own well-being, and acknowledge their vulnerabilities. Healthcare professionals are often in a mindset of providing help rather than seeking it, which can hinder their own self-assessment and well-being.[25:07 -39:20] Organizational Interventions and Advocacy for Well-beingProfit: The need to ensure financial sustainability and keep the lights on in the business of medicine.Wellness: healthcare professionals taking care of their own well-being and finding a balance between personal and professional life. Organizational interventions: Call centers, hospitalist services, and neonatal nurse practitioners could address workload and provide support.Documentation and electronic health records: Dealing with the challenges and demands associated with electronic records and finding ways to improve efficiency and reduce administrative burdens.[39:21- 49:53] The Importance of Self-Care and Support Prioritizing personal needs and seeking professional help when necessaryOvercoming the stigma of seeking for professional helpTaking intentional breaks from the work-related responsibilities with apps, family time, alone time, etc.Scheduling time for restorative activities and unplugging[49:54 - 54:36] Closing segment TakeawayYou can reach Karen Horneffer-GinterLinked In: @Karen Horneffer-GinterLinks to resources mentioned on the showFrom Triple to Quadruple Aim:

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Ep 162 – Well Beyond Medicine: Value-Based Leadership in Redefining Children's Health, with Karen Wilding

The Race to Value Podcast

Play Episode Listen Later Apr 24, 2023 52:06

In value-based care, we have both an economic and a moral imperative. What's at stake is so much more than saving our healthcare system. It is about ensuring the continued prosperity of our nation to ensure that we leave it better for future generations. The best indicator of whether our country is on the right path is the assurance that healthy mothers can give birth to healthy children. And those children, in turn, must be assured of good care and a sound education that will enable them to face the challenges of a changing world. If we could have but one generation of properly born, educated, and healthy children, many of the insurmountable problems in our country would vanish in our lifetimes. This week on the Race to Value, you are going to hear from a value-based care leader who is boldly moving beyond with a call to action to serve our nation's youth. Karen Wilding, the Chief Value Officer at Nemours, is on a passionate pursuit of the Quadruple Aim, and her health system is redefining children's health in our country. Nemours Children's Health is truly “leaning in” to the promise of population health by transforming the very definition of what it means for children to be healthy. And their value journey reflects a bold vision to create the healthiest generations of children that will take us beyond medicine by ultimately impacting the world. If you are looking for an example of inspirational leadership in value-based care, look no further than Karen Wilding and the Nemours Children's Health System! Episode Bookmarks: 01:30 “If we could have but one generation of properly born, educated, and healthy children, many of the insurmountable problems in our country would vanish in our lifetimes.” 02:30 Introduction to Karen Wilding, the Chief Value Officer at Nemours Children's Health 03:00 Support Race to Value by subscribing to our weekly newsletter and leaving a review/rating on Apple Podcasts. 05:45 Karen describes the whole-person care orientation at Nemours and how the mission of “Well Beyond Medicine” guides their value-based care journey. 06:45 Social Determinants of Health (SDOH) screening in underserved populations to expand care network and create community partnerships. 07:45 Driving “macro-system impact” as an anchor institution (e.g. best practice clinical research, cross-sector partnerships, health equity investments) 08:30 Health Equity opportunities in pediatric whole-person care (e.g. teen birth rates, preventative care access, infant mortality rates…and even household income). 09:00 “Well Beyond Medicine is a commitment to not just care for the medical aspects of children – we also care for the larger health ecosystem to create whole-child health and healthier generations.” 11:45 “Payment transformation is foundational to being able to create sustainability in value-based care.” 12:30 Karen explains how the fee-for-service infrastructure does not align incentives for healthy outcomes (e.g. asthma exacerbations with children in Delaware). 13:30 “Investing in children's health is the single most important thing we can do as a society.” (balancing present-day economics vs. future economics). 14:45 Partnering with payers to pursue health equity transformation and the importance of community-based investments. 16:45 Nemours has been utilizing Community Health Workers to conduct SDOH screenings and individualized interventions through a culturally competent care model. 17:45 Karen explains how the interdisciplinary care team at Nemours works together to capture, assess, and address SDOH barriers. 18:45 The importance of enterprise-level buy-in when launching a SDOH population health strategy. 20:30 Overcoming fears and concerns of families in sharing personal information about their social barriers. 21:00 The creation of a national toolkit on whole-child population health and how Nemours is collaborating with policy stakeholders at the federal level.

EP400: My Manifesto, Part 2: Where the Rubber Hits the Road

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Play Episode Listen Later Apr 13, 2023 21:51

I hope you listened to episode 399, which was Part 1 of this two-part exploration of my manifesto, meaning my aims and my path or framework to achieve those aims. Regarding the first part of my manifesto, episode 399 from two weeks ago, here's the tl;dl (too long, didn't listen) version; but please go back and listen to that show (Part 1) because it's about you—and it's a compliment and a thank you, and you deserve both. Just to quickly recap, Part 1 of my manifesto is that I started this show because I want to, and wanted to, provide information to those in the healthcare industry trying to do the right thing by patients, to get you the insights that you might need to pull that off, to create a Coalition of the Willing, as I've heard it called. When we get reviews like the one from Megan Aldridge, a self-proclaimed Relentless Health Value binge listener, I feel very gratified because it makes me feel like I'm chipping away at this mission and in a non-boring way. Thank you, Megan. Along these lines, there was also a recent review from Mallory Sonagere, who says she listens to learn new things and to be a little sharper at how she approaches her day job. And just one more I'll mention: I loved the review from Mark Nixon calling Relentless Health Value the best healthcare podcast out there. Every review like this I take as validation that maybe I can count some measure of success toward achieving the mission to empower others on their journeys to make it better for patients or to transform the healthcare industry. But this whole endeavor to create a manifesto is also borne out of me struggling personally to figure out what “having personal integrity” in this business actually means when it comes to deciding what to do and what not to do, when it comes to deciding who or what to try to help or support or who or what to step away from either passively or actively. I mean, how this podcast gets funded is my business partner and I pay for it with money from our consulting business and from some tech products that we have on offer. Who do we choose to take on as clients, and what are we willing to do for them or help them with? These are questions that literally keep me up at night. And this is what this episode, Part 2, is all about. It's about my struggle and how I attempt to navigate my own path forward. And holy shnikeys, it's tough to find a path, especially when you have the sort of perspective that I've wound up with over these past however many years. It can feel like no matter what I do, there's negatives as it relates to the Quadruple Aim. You raise one of the quadrants, and something else for somebody else certainly has the potential to be negatively impacted. We cannot forget here in the short term, but, for sure, often in the longer term as well, it's a zero-sum game. Every dollar someone takes in profit under the banner of improving health or even saving money is a dollar that someone else paid for. Is the amount of profit fair? Where'd that money come from? Is there COI (conflict of interest), and if so, what's the impact? I think hard about things like this. An inescapable fact is that there has been a financialization of the healthcare industry, and that includes everybody who also gets sucked into the healthcare industry whether they want to be or not (ie, patients/members and plan sponsors and, oftentimes, physicians and other clinicians, too). But the financialization of healthcare means that most everybody at the healthcare industry party has a self-interest to either make money or save money. And sometimes the saving money means saving money for themselves, not necessarily anything that is ever gonna accrue to patients or members. Now let's say I'm trying to determine if I want to take on a new client or decide if I personally want to promote or do something or other. This self-interest that abounds all around matters here because it means it is often very tough to find some kind of “pure” initiative to hitch your wagon to. The crushing reality that we all face is you gotta earn a living. The other reality is that often the person that benefits from the thing you want to do (ie, the patient) is not gonna pay for it. And frequently, physician organizations won't either. If everybody was lining up to pay to get something fixed, the problem would not be a problem, after all. But the only way your moral compass is the only moral compass in play is if you're doing whatever you're doing for free, really, or by yourself—and thus you are not encumbered by anybody else or any self-interest beyond your own … and your own motives are the only motives that you can control. I hear all the time initiatives and coalitions and advocacy organizations and even research funded by grants … these things also get bashed as suspect because who'd that money come from and whose “side” are the funders on. Nikhil Krishnan wrote on LinkedIn the other day (and I'm gonna do a little bit of editing, but yeah). He wrote: “Patients have low trust in healthcare because they think every stakeholder is incentivized not in their best interest. Many patients think the hospitals want to keep them sick, the [carriers and plan sponsors] don't want to pay their claims, the drug companies want to keep them on their meds, etc. And we can't pretend like that … isn't true.” Every party, every stakeholder has some measure of self-interest. They have to; otherwise, they'd be out of business. It's all a matter of degrees. No big group, no entire category gets to stand on the high ground here when you think like a patient. There's great hospitals and great people who work at hospitals, and then there's people doing things that cause a strikingly large percentage of patients to fear going to the hospital for clinical and/or financial reasons. Pick any other stakeholder and I'd tell you the same thing. Any other stakeholder. It's basically up to us as individuals to do the right thing. In every sector of the healthcare industry, there's good eggs and there's bad eggs and there's eggs in the middle just doing their day jobs as instructed. Personally, I want to be a good egg, and that's what my manifesto is all about. Let me dig into this a bit further for just a sec and then I'll continue with my personal manifesto for how I find my own path of integrity through all of this confusion. Here's another anecdote. Stuff like this I make myself crazy thinking about: I was listening to a podcast, and one of the guests said, “I wanted to get my MPH [Master of Public Health] because I felt a personal calling to be altruistic.” Then, 120 seconds later, he says something like, “So then, when it came time to pick my internship, I hunted around to find the one that paid the most money—and that's how I wound up working for an HMO in the '90s.” Consider how that strikes you. How do you feel about that guy right now, who, by the way, has gone on to support some very interesting and probably impactful initiatives? There's this commonly used phrase, “Let's do well by doing good.” So, back to that HMO intern. Let's just say we all agree that these HMOs were not unconflicted organizations. We all know they had a reputation for putting profits over members, and a reason they went out of business was because they denied care. They refused to pay claims for patients who had AIDS. And it turns out that the friends and families of people with AIDS are incredibly well organized and sued the crap out of the HMOs, which may have expedited their demise. You know what the intern was doing at the HMO? He was helping them with data analytics, and his personal goal was to use that data to improve patient outcomes. So, okay … here's the thought experiment: Do we want this HMO taking money that they're gonna take anyway and then not adding the value that they potentially could add with their data because they don't have any smart, dedicated, highly compensated interns working there to keep the ship pointed in a decent direction? I mean, I guess if I know I'm gonna spend a dollar as a member of that plan, I'd prefer to get as much as possible for my dollar that is already being spent. Maybe from that perspective, this guy is doing well by doing good. You see how this gets messy when you take a theoretical statement and then apply everyone's real-world prejudices and predilections to it. Here's a last point to ponder, and this is another thought experiment … so, just heads up and then I'll get to the point here: Say you are asked to help with a program run by a Medicare Advantage (MA) plan to provide those in need of transportation a ride to their annual wellness exam. Do you help? Those who listen to this show will fully understand there's a lot of self-interest involved in getting patients to the annual wellness exam because … risk adjustment. Also, star ratings. Listen to the show with Betsy Seals (EP375 and EP387) if you need the full story here. Short version is, MA plans can't upcode, either fairly or aggressively (if they are so inclined), if the patients don't show up for their annual physical. So, there's a lot of money for them at stake. But, then again, are physicals important for patients? Do they improve patient care and health? If we think yes, then again, is this doing well by doing good to help patients get to their appointments? After literally years of asking myself questions like this—and most of them were not thought experiments—I came up with my manifesto. And there are three parts to it, and I will go through each of them. But here's my manifesto in full: If the thing results in a net positive for patients, then I will do it. The timeframe is short-term or medium-term. And the assumption is that it will take a village and I am not alone in my efforts to transform healthcare or do right by patients. Here's how I think about the first part of my manifesto: If the thing results in a net positive for patients, then I'll do it. And keep in mind, I could talk about this for seven hours; so everything I'm saying is oversimplified to some degree and has as many nuances as there are stars in the sky. So, to calculate the net-positive impact, I think through what good the thing could do and weigh that against the negatives. And there are always negatives because, most of the time, the work that I do anyway has to get paid for by somebody and that somebody has some self-interest. Self-interest means that they are attaining something that furthers their business goals. Let me list two major upside/downside contemplations: 1. How much good does the thing actually do for patients? I think about this. What's the value here? Is it a little? Is it a lot? Will this thing be a distraction for clinicians, because time is often the most precious currency? If we're talking about some kind of navigation or utilization management, what's the reason someone wants to do this? Is the reason clinically and, for reals, evidence driven? Or are we predominantly doing this to enrich shareholders or save plan sponsors money in ways that are not a win-win for patients in the clinic right now trying to get cancer treatments for their kid? I try to think like a patient and be as impartial as possible. 2. Money. Where's the money for this thing coming from, and who wins in this particular initiative (ie, is it a win-win and patients win something worthwhile)? Now, the company doing the funding has got to win, too; otherwise, they wouldn't fund the thing. That's where it gets subjective, and, as aforementioned, do I care if the company in question wins if the patient wins, too? Or is this company so damn evil at its core that I am willing to sacrifice the opportunity to do a good thing for patients in order to not have anything to do with said possible funding entity. Or am I cutting off my nose to spite my face because this is a really important thing for patients and this particular company is the only one that's gonna fund it? Because tragedy of the commons or whatever else. Again, this gets dicey really fast. Let me poorly paraphrase a little exchange I saw on LinkedIn the other day that had me completely preoccupied during my work-from-home midday walk around the block for at least three days. Somebody wrote (maybe that Master of Public Health intern), “Given how intractable it feels to me to try to reduce healthcare spend, I think I'm going to try to help patients get more value out of the dollars that are currently being spent by them or on their behalf.” Do you think that's a worthy goal? Well, not everyone does. Somebody in T-minus 8 seconds responded, “That's a toxic way of thinking. Everyone who is not actively working to reduce healthcare spend by putting patients in cash-pay models is part of the problem.” This is a good segue into the second part of my manifesto. The first part is: If the thing results in a net positive for patients, then I'll do it. Here's the second part: The timeframe is short-term or medium-term. And here's what I mean by that. My main focus is helping patients right now. This is what this has to do with the aforementioned exchange on LinkedIn wherein someone was trying to figure out how to get more out of the dollars we're currently spending and someone else said that's toxic, because we should rip it all down and build a better model. There's incremental change, and then there's disruptive change. These two things are not mutually exclusive. Apparently, Mr. This Is Toxic doesn't agree with me, but as I said in the last episode, there's that Buckminster Fuller quote: “You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.” And sure, I like to aspire to that as much as the next person. But does aspiring to a big hairy goal mean completely forgoing any incremental ways that patients can be helped immediately, like right now? If you ask me—and you're listening to this, so you de facto asked me—incremental change will probably actually support and beget disruptive change. So, incremental versus disruption is not a battle royale. These things are not diametrically opposed. They're probably actually aligned. I could go on a tangent here to explain why, but I'm not going to … except to say tipping points. But forget about that for a sec. Here's the more basic question: If all parties are interested in transforming healthcare, legit, how does someone trying to do it incrementally, or improve value for patients right now, in any way negatively impact someone trying to be disruptive and/or trying to change financial models? Keep all this in mind and now let me get back to my manifesto. I'm worried about patients, and I'm worried about them largely right now, short term to medium term. So, if I have the opportunity to help a patient—and I think about my two grandmothers (God rest their souls) here, but both of them would have died in the healthcare system multiple times in avoidable ways had my family not been there advocating for them—if I have the opportunity to help a patient, I will do so as long as I believe that the impact is a net positive in the shorter term. Disruption is a longer-term operation. Some have said it's a generational change. When I see stuff like Toxicity Guy wrote on LinkedIn, I really try to understand what his point is, as I always try to understand what people's points are. Could he be arguing that no one should work to improve care right now or try to maximize what we get for the bucks that we've already been shelling out? And, if so, for what reason … so that what happens? So that resentment about poor-quality care builds up to a boiling point such that everybody shuns the status quo and moves to a new care model and financial models faster? Is that the aim of Toxicity Guy? To force a let-them-eat-cake moment for the purposes of triggering a faster revolution? I've probably thought about this guy's motives and his potential impact harder than he has. In my manifesto, in my worldview, I don't let grandmas suffer right now so that someone else has a better narrative, even if I am in full support of what that person is trying to do and the mission that they are on, which, by the way, is a longer-term one. This gets me to the third part of my manifesto: The assumption is that transforming the healthcare industry will take a village and I am not alone. When I state this outright, it's gonna seem self-evident; but sometimes it's hard to not push blame here like Toxicity Guy, so I say this sort of in his defense. Here's the point of contemplation: There's maybe four big parts of the healthcare industry at a minimum. We have those trying to fix SDoH (social determinants [or drivers] of health). We have those trying to fix medical morbidity (ie, are patients on evidence-based pathways and taking meds appropriately, limiting polypharmacy side effects/cascades). Once a patient is in the healthcare system, what happens then? Then we have those working hard to improve behavioral/mental health. And lastly, everything going on with what I'm gonna call FDoH (financial determinants of health)—patients making decisions or having decisions made for them due to financial implications for them or for somebody else. Lots of stuff rolls up under these categories, but even just listing out these four things, we got a hell of a lot of work to do to improve the lot of patients and taxpayers and make it easier to do business in this country. I always try to keep in mind that it will take a village. Just because someone is working on getting patients housing or eating better does not imply that they don't care about employers struggling to curb claims billing waste, fraud, and abuse—and vice versa. It's just not everybody can do everything. For me personally, I tend to focus my attention on helping as many patients as possible get on what would be for them the optimal treatment plan or best care pathway. That does not mean I'm anti-someone working on getting more competition in the payer space. Nor does it mean I'm against trying to curb the price of overpriced (as per ICER [Institute for Clinical and Economic Review]) pharmaceutical products or legislate to rein in hospitals doing stuff that, in my book, they should not be doing. I am all for getting all of these things done. I just do not have the bandwidth or the depth of expertise to do everything myself. I would suspect that no one does. As my grandma used to say (and anyone who attended a slumber party seance in eighth grade might know), many hands make light work. You get 15 girls each holding out but two fingers, and you can lift up your friend, no problem. When I keep in mind that it takes a village, it helps me curtail the tendency to become paralyzed in my quest to help patients because I can see a potential problem it might create somewhere else in the industry or somewhere else down the line. I have to trust that one of my fellow villagers is holding down that end of the fort. Here's a quote from J. Michael Connors, MD, that he wrote in his newsletter: “When you point one finger, three are pointing back at you … It's like everything you learned in kindergarten seems to be so applicable to our approach to healthcare. Sadly, the game of finger pointing and pushing blame on others is killing real innovation in healthcare.” This is so real, which is why inherent in my manifesto here is my efforts to remember we are all on the same team (all the good eggs, anyway). That it takes a village, that there will be some things that some people are doing that I maybe don't fully agree with. There might be groups who don't accomplish much. There are certain people doing well (ie, doing self-interested things) but, at the same time, creating a better place for patients. As long as, in general, we are all following the same North Star, we'll achieve much more spending our time focused on our own missions and not worrying about what other people are doing. And when I say “not worrying about what other people are doing,” I mean people in the “good egg” village. I do not mean I intend to stop calling out conflicted and net-negative self-interested behavior, because this is what some people in the village should hopefully have their eyes on and get busy working against. The village here, it's a Venn diagram. At the point where other people's circles intersect with my mission or what I think would be better for patients, these are the people I can work with and collaborate with. These are the people that I'd take their business or I'd try to help them if I can. My manifesto is to determine when something is a positive for patients and then to find others who will win as a result of that thing happening. Then I can study why this is a win for those others, which is always going to be some self-interested why. And then I can think through what the negatives are if their self-interest comes to fruition. Is it still a net positive? If yes, proceed. Look, this making it better for patients, this transforming healthcare, it is hard, dispiriting work. It's a long slog. I'd like to suggest we encourage each other. Can we be the wind beneath each other's wings when we find a kindred spirit? Can we focus on the points of intersection and spend our energy deepening what's going on there? So again, here's my manifesto: If the thing results in a net positive for patients, then I'll do it. The timeframe I'm concerned about … short-term, medium-term. The assumption is that it will take a village to transform healthcare and I am not alone. I feel kind of exhausted having finished that. But let me ask you this: What is your manifesto? If you have one or if you have thoughts on this, go to our Web site and click on the orange button to leave a voice message. My hope is to do an upcoming show sharing what you think. For more information, go to aventriahealth.com. Each week on Relentless Health Value, Stacey uses her voice and thought leadership to provide insights for healthcare industry decision makers trying to do the right thing. Each show features expert guests who break down the twists and tricks in the medical field to help improve outcomes and lower costs across the care continuum. Relentless Health Value is a top 100 podcast on iTunes in the medicine category and reaches tens of thousands of engaged listeners across the healthcare industry. In addition to hosting Relentless Health Value, Stacey is co-president of QC-Health, a benefit corporation finding cost-effective ways to improve the health of Americans. She is also co-president of Aventria Health Group, a consultancy working with clients who endeavor to form collaborations with payers, providers, Pharma, employer organizations, or patient advocacy groups. 03:16 “It's a zero-sum game.” 03:26 Is the amount of profit fair? 03:37 What is an inescapable fact of the healthcare industry? 03:54 What does the financialization of healthcare mean? 04:19 Why does the self-interest in healthcare matter? 06:18 “It's basically up to us as individuals to do the right thing.” 10:03 What is the first part of Stacey's manifesto? 10:18 How does Stacey calculate the net positive of an impact? 10:41 What are two major upsides/downsides that Stacey contemplates? 13:31 Why are incremental change and disruptive change not mutually exclusive? 17:40 “I always try to keep in mind that it will take a village.” 19:19 Why finger pointing is killing innovation in healthcare. For more information, go to aventriahealth.com. Our host, Stacey Richter, discusses our #healthcarepodcast and where she sees the path moving forward. #healthcare #podcast Recent past interviews: Click a guest's name for their latest RHV episode! Dawn Cornelis (Encore! EP285), Stacey Richter (EP399), Dr Jacob Asher, Paul Holmes, Anna Hyde, Dea Belazi (Encore! EP293), Brennan Bilberry, Dr Vikas Saini and Judith Garber, David Muhlestein, Nikhil Krishnan (Encore! EP355)

A Better Patient Experience in the Management of Incidental Lung Nodules

Cancer Buzz

Play Episode Listen Later Apr 13, 2023 4:04

Recognizing the need for better care coordination and prompted by the experience of a patient partner, WellSpan Health embarked on a multispecialty effort to reimagine how incidental nodules are managed through the lens of the Quadruple Aim: improving the patient and provider experience, lowering per capita cost of care, and optimizing the health of populations. The new care delivery model identifies, implements, and expedites patient lung nodule care in real time and provides consistent follow-up along the continuum of care. The result: patient outcomes are optimized by early intervention of undiagnosed lung cancer. This care delivery model for incidental lung nodule findings can serve as a springboard for other incidental findings and help detect other early carcinomas. Guest: Nikhilesh Korgaonkar, MD, MBA, FACS Thoracic Surgeon Chief Medical Officer Wellspan Health Cancer Institute “One thing I will say is that I cannot understate the importance of marking sure all the stakeholders are on board with a program like this. We have stakeholders in radiology, in primary care, in pulmonology, and, of course, in administration. And this program is the result of making sure everyone was on the same page with the goals and the desired outcomes of this program. And that really set this program for success.” Read more in “Reimagining Healthcare for Incidental Lung Nodules” in Volume 38, Number 2, Oncology Issues. Resources: · Oncology Capture of ED Patients with Incidental Radiologic Findings · Addressing ED Incidental Imaging Findings Through Navigation · A Small, Island Community Hospital Removes Barriers to Lung Cancer Screening and Detection · Engaging Patients & Assisting Primary Care Physicians in Lung Cancer Screening · The Rapid Access Chest and Lung Assessment Program · Development & Evolution of an Incidental Lung Lesion Program

Health Care Reinvented: My Highmark App Is a Digital Front Door to Health

TechVibe Radio

Play Episode Listen Later Mar 9, 2023 37:17

With the My Highmark app, Highmark is building a “digital front door” to a holistic customer experience. The new season of Health Care Reinvented kicks off featuring the key team members that brought My Highmark to life. Hear from: Mick Malec, CEO, enGen and Enterprise Technology and Operations Officer at Highmark Health; Tracy Saula, Senior Vice President of Product & Health Experience for Highmark Health; and Naomi Adams, SVP Customer Strategy & Solution Engineering at League Inc. With one username and password, My Highmark provides seamless care navigation, shared care plans, virtual/digital health and cost transparency. Learn how Highmark is being very intentional integrating solutions to achieve a simpler, smarter, more seamless system of health, coverage and care. Plus, get more insight on how Highmark worked hand-in-hand with League to build and deploy the app with future functions and capabilities planned. Transcription: Welcome to Healthcare reinvented, exploring the intersection of healthcare and technology brought to you by Highmark, here are your hosts, the Pittsburgh technology Council's Audrey Russo and Jonathan Kersting. Audrey, I'm very excited to the new season of healthcare reinvented has begun. Yes, it does. We have a great cast of people here today and I'm gonna be excited to my am excited to dive in and understand all that they're working on. So there's a lot going on. I mean, we're kicking off the new season with this episode, and we're gonna be exploring how Highmark Health is creating a digital front door for a truly holistic experience. And it's all powered by some really cutting edge technology. We got a great set of guests hanging out with us today we have Mick Malec, who's the CEO of ENGN, and he's awesome, the enterprise technology Operations Officer at Highmark Health, and we have Tracy Saula hanging out with us who is senior vice president of product and health experience. And we have Naomi Adams, who's a senior vice president of customer strategy and Solutions Engineering at League, a partner that Highmark Health is working with in this conversation today. So everyone, welcome to the podcast. We're excited to explore this topic, Adrienne, I love it, when technology and healthcare come right at each other and create cool stuff. And that's what it's all about today. Where should we start? Should maybe Mick you want to just set the stage in terms of, you know, why, what, and start to frame it for us? Sure. The Highmark had a very distinct, crisp vision on how we should utilize our provider assets or plan assets to deliver better health care, more assertive health care, more follow up health care, more directed healthcare, using technology and the digital assets. And, you know, using everything that's in the cloud and the right partner, so it is basically saying, how do we scale our patient care using technology. And it's been an exciting ride so far. So in that, you know, like any big company, Highmark was going after the right partners and the right players, to help us get there as fast as possible. And one of our partners, we went from contracting in May, to live in January. So anybody who's used to working with a big company realize that does take changes time space continuum, yes. That so it's a very tight, tight coupling between business that Tracy represents very well technology, which is, of course, as we all know, landed the geeks, which I'm in charge of, and then our partner for league that Naomi represents as the that technology that puts all those pieces together and representing that experience. For our very valuable members. When I tell the story, you have to kind of go back to 2020 when Highmark first introduced its living health strategy, and at the time that we first introduced living health, it was really with our recognition that health care is broken. And you know, the costs continue to increase, the people are not getting healthier, despite the increases in cost. And the two most important people in the health care equation, people who are trying to care for their health, and the clinicians who serve them, are probably the most disenfranchised in the system. So it just fundamentally is broken. And we set out to fix that that was really our ambitious living health strategy. And it really was grounded in our version of the Quadruple Aim, which is really starting with a better experience for both people and the clinicians, leading to a higher level of engagement, which leads to better outcome health outcomes, which then leads to sustainable cost, right. So it was that that equation. And within experience, it really is three things simple, personalized, and proactive. And like that was sort of the backdrop for our digital strategy. And then the timing of it's kind of interesting, because remember, 2020 here, we were, right in the middle of COVID. And all of a sudden, we got a little bit of help from a crisis, right? Because people that weren't using virtual care, people that maybe weren't engaging digitally, all of a sudden the world had a real curve, right of where both healthcare and just people in general created much more reliance on digital interactions, and at the same time, became much more astute at what they expect from digital experiences. And I would argue that the work that we're intending to do with with our partner League and and Google Cloud as well, is really riding that wave and saying, if we are going to create a better experience more simple Personalized and proactive. It's really through how do we extend the traditional legacy way that we all engage in health where everything's fragmented. You have different payers, providers, vendors, nobody talks to each other data's in all these silos everywhere, to bring it together in a way that, you know, the same way that we all do shopping digitally, we do banking digitally. And it was designed in a way that we like it, and it works for us. How do we bring that same spirit to healthcare, and Naomi can certainly tell this story is that league always says it's a perfect marriage of care, cloud and CX customer experience, and bring that together in the service of better health. And that's really the partnership that we have with like, yeah, Naomi,talk about how that integrated this is fast and furious, right? Yeah. It's fast and furious. And we like fast and furious. I mean, fundamentally, maybe, maybe I can just paint a little bit of a picture of who league is for folks who don't know, yeah, give us the background, the league we need to do. Yeah, so we're an eight year old company. Seriously, we've raised around $200 million. So well, well funded organization, really with a mission to empower people with their health, we've been always focused on that consumer experience in health care. And really what we spend time on these days is building technology that we can partner with major healthcare organizations like Highmark Health, to power experiences for their end users. And we really come at it from the lens of the consumer, our founders come from a sort of consumer background, they previously launched, companies in the ebooks space. So they used to, you know, launching products and technologies for for millions and even billions of individuals actually. So that's really the ethos, we think about the member every single day and the individual every single day, and in the experience that we want them to have that is consumer grade that is like, you know, watching Netflix or banking or whatever else, that you know, healthcare has been a little bit behind the curve. So it's actually fantastic to be able to partner with Highmark bring our technology to bear to what they're trying to accomplish. And the living health model, you know, and see that that vision come come to life is, is really exciting. So yeah, hopefully that helps explain a little bit about it's wonderful to think, and this is to any of you, do you think that COVID just exacerbated this, the need for this. Do you think that that was was the impetus for this change, Naomi, from your perspective on League, as well, as as from Highmark? I think, you know, I think the change was probably coming. But it definitely accelerated it. There's always that inflection point, my actually prior to working in, in health technology, I worked in financial services, and, you know, kind of came into some of that during the financial crisis and 2000 2008. And, you know, that also kind of pushed, you know, financial services into where it is today. And so, yeah, from my vantage point, absolutely, I think people really understood that there's other ways to manage their health. And actually, that kind of omni channel experience that you can enable, is also really powerful digital has a super important role to play. But it needs to be useful for the individual, you know, there has been a lot of proliferation of point solutions in the market, to help individuals manage their health, but it's always a little bit more siloed in terms of a particular condition area, or solving a particular problem. And, you know, I think what high marks vision, which we've helped to bring to life is, you know, kind of taking that more holistic approach to making sure that, you know, it's easy for an individual to navigate and manage their health digitally. And you know, how that touches into the real world as well. I don't know, Tracy, and Mick, how are you? I mean, I can add, and then Mickey can certainly give your point of view, if you look at the trends, digital and virtual health existed, you know, not many years before the pandemic. But it really wasn't until the pandemic that you saw this surge in usage, right, it was it was, you know, when people's clinicians said, Hey, trust me, we can care for you virtually. And we can, you know, we can do this, it'll work. And, you know, in many ways, even with seniors, you know, when you think about seniors, and digital, you know, seniors actually have more time to engage digitally through the pandemic, you know, many seniors didn't want to leave their houses. So they became much, much more savvy. So it really did take something that was a crisis. And as it relates to digital health allowed us to really accelerate progress in a way that I don't know that we would have been able to accelerate progress. Otherwise, I know that's Mick to weigh in on this because he thinks about it more from the vendor perspective. But because people expect more from their digital experiences, they expect it to be easy. See, they expect it to be something that doesn't make their life harder, if you will, pre pandemic, all these vendors that were providing digital health point solutions, you know, I only care for diabetes, I only care for weight management. If you're trying to manage your health digitally, you might have been talking to 12 different apps, 12 different companies. And they were able to, I don't want to say get away with that. But in a post pandemic, world, people aren't having that. Right. And I think, you know, MIT, the thing that I find interesting is, that means those vendors have to engage with us and transact with us digitally differently so that we can create a consistent experience. And we've seen a shift in how they're willing to work with us, and their enablement of those experiences. So I think maybe you can probably speak to that more than anybody. Yeah, I can say we have made up for lost time. We, you know, the COVID was a catalyst for us to have to deliver differently, communicate differently, as an organization, like any big, long standing health plan, a lot of legacy systems, a lot of legacy data. And it's not an easy path to digitize all that enabled another way. So the best I can say it in supporting the organization, we have quickly become very data oriented in the cloud, very data oriented digitally. Also, there's been some tough lessons with some vendors. You know, as I always say, there's these wonderful brochures that we all get about very handsome men and women with best scopes, and, you know, beautiful little lab coats. And when you start to talk to them, they're like, rubbing two sticks together to make technology fire. So we've gotten a lot of that to that, you know, the vetting process is critical. Because, you know, we all know this, everybody stuff works great in PowerPoint. Oh, it's his executing just fine. And when he get here, it's like, well, I didn't mean right now, right now, like the guy that comes to paint your house. A lot of lessons on solid criteria, solid vendors. And, you know, one thing about high mark is, once we have a good idea, we stick to it. Now, we might have bumps in the road, but sticking to it. If you don't, you'll never have anything in the end. So we stuck to it, and we're better for it. So, you know, to me, it's we've made up for lost time. And we are much more astute on the pieces and parts that make up the cloud. Mick, I love your your brutal honesty on that, because I'm glad you brought that up because it because it goes to show these are not easy things to do that, yes, the surfaces seem like it's, you know, PowerPoint works seamlessly when you see it. But of course, in real life, it takes a lot more to make it happen. I'm just I think Audrey and I have always admired how Highmark has really engaged with technology and use an outside vendors like League and like Google, as you mentioned, just curious more about your thoughts on working with with with League and what's made them such a good partner, in order to get this my Highmark app, you know, I'll take a crack at it and turn it to say, Tracy, that's a great question. That's the best question I've had all day. All right, I'm hitting it now I'm feeling good, that the word I'm going to use is seamless. They are as committed to customer success as Highmark is. So when you're in the thick of battle, and you're putting up two new digital properties from scratch, you know, it's gonna have its moments and so no one cared about the badge, what company do you have a chart center or the dog ate my homework when most of us don't even have a dog. So it was all one team pulling together. So in the middle of it, all we cared about was giving value to the company, and getting that stuff out there for the member. So it was seamless from a delivery standpoint, a business standpoint, and IT support standpoint. And once again, it got down to we as a collective team needed to deliver. That being said, I'll turn it over to my most awesome business partner, Tracy. So clearly, you know, cultural alignment between partners. And I would argue, just we had such we had and have such an aligned point of view of what a good digital experience and health needs to be. And we aren't willing to waver from that. And I think that you know, and I'm very culturally aligned on what that vision is that we're striving for. And what that honestly means is that there are many, many, many players in the healthcare ecosystem. But there's a small group of players who are like minded, like us who want to be part of the kind of thing that we're doing, right? Because it's very integrated. It isn't about any one vendor, it's about the customer. And it's about how all of that how all of that comes together and service of the customer. And I think you know, how we work together. And the fact that we have the shared vision is what enabled us to go very quickly. Together as we've kind of moved towards delivery of our first product. We obviously have a I got more to do on that product as we advanced the ball going forward. But it is a shared commitment to, we aren't willing to settle for something less, because the people that engage in health are only ever going to engage the way that will benefit them in the way that we hope they will if we put them at the center and design around them, not around us and our business interests, or the interests around every partner. And when it comes to when it comes to administrative parts of health, like finding a doctor, or paying a bill, or what does something cost, you know, those are some of the just basic problems, we're trying to solve the plague all of us and health. But when you go to how we deliver health, and you think about this model, that kind of interplays between, I engage sometimes in person and I engage sometimes virtually and digitally. It's really about trying to think about and leveraging all of our clinician advisors and partners in this work, when you go in to see your doctor, and he's your primary care doc, or He's a specialist or she's a specialist, they look at you as the whole person, they don't look at you and say, I'm just looking at your ear because you have an earache, or I'm just looking at your knee because you're you have knee pain, they have your whole health picture. The only way that digital health succeeds, is if we look at a purse at person digitally the same way that we would, which means it isn't just you in the moment that you're a diabetic or you in the moment that you have knee pain, you have all of those things as a human. So digital health done, right starts to think about the person the same way that their clinician does when they're sitting in front of them office. And that's kind of a guiding principle for that the clinical part of what we're working. So Mick in terms of the technology piece, just at the high level, are you leveraging machine learning and artificial intelligence in terms of cumulatively working towards individualizing this experience for each person? I would say yes, you know, as we all know, very soon, data will be the currency of the realm. So yes, we have some study, there are tools from our partners, things called next best action, which is simulate saying, you know, if you cut yourself or you sliced off your foot, we should probably deal with your foot first. So we should probably take care of that. So there, that's one of the engines that we're using along a many others. But to keep that nuclear reactor going, it's going to be data, data data. So there's the excitement about standing up something new in it, but frankly, it is exciting. But to keep it going is more and more data for more and more use cases to do more and more diagnostics. And that's where rom were on the quest for data like that movie back quest for fire. So, you know, it's all about the data and how we can use it in much different ways. So hey, man, can I so one of the things I want to add, so even going live with our very first iteration, and what seven months of this product, it was super important that we bring a level of personalization. So you know, Mick talked about the cloud data, and the advanced analytics, you know, the artificial intelligence and machine learning being more predictive. Even when we went live, we had about 20 different use cases where we were personalizing nudges for people based on their health needs. So you know, kind of understanding that as you're in this digital experience, we understand a health need that you might have, and how do we provide personalized nudges, information, things that, you know, we might want to point you to? Or how do we get you engaged in a certain thing that you don't typically see in a health plan member portal like that is that is kind of novel for a health plan member portal. And I would argue, with a lot of the work we're doing to continue to improve our analytic capabilities. In the future, it won't just be We understand your health needs, your existing and emerging health needs, but we also understand your preferences. And how do we bring together your preferences and your needs to really curate kind of recommendations for you, or journeys for you or suggestions for you that that work? Good for you. So that's a lot of the work that we're doing leveraging our data with advanced analytics. So do you imagine that at some point, I'm just taking it out all the way to the to beyond what you're doing now? Do you imagine that biometric real time information about Jonathan is going to be available in this? Is that part of future? Yeah, already from the lens of like, wearable devices? That's, that's already part of what we're working on. And you know, all of the data that we collect from a member as they interact with the experience is mapped to a fire data record. So that's kind of have aligned to, you know, interoperable healthcare standards. And, you know, can be combined with all of the data that Highmark obviously has already on a member in terms of the claims that they have, which is really where a lot of that kind of ml comes in to have that entire picture of an individual to drive those personalizations and recommendations that then, you know, show up in the experience for an individual. But yeah, you know, devices absolutely important. Already, we have wearables, I think, I'm not sure exactly where, you know, Tracy in the future, but there's, you know, there's the possibility, add in, or to consume that data in real time, and then play back to the individual in real time as well, you know, nudges are important in the moment, right? It's not so you know, it's it's not important if you get it kind of later, and you know, by the time you get a nudge about something to do with your health that that thing has passed, especially if you're thinking about it, like an acute situation, for example. So I don't know, Tracy, I'll make if you'd add anything on there, I'll just add an example of a use case that we would have right now is, so if somebody has a wearable, and it's tied to a health solution that, you know, we're offering, you know, not only do are we able to say to the person, hey, you're eligible for this digital health solution based on information we know about you. And let's enroll you into that health solution, let's create a single sign on experience. So you can engage in that health solution right through my hierarchy, instead of having to go somewhere else. And then we get the data feedback, right? We can even say, hey, you've got this wearable device, and you haven't paired it for two weeks, we're going to remind you that you should pair the wearable device. So even out of the gate, we're starting to do more of that kind of connecting you see the data kind of going back and forth between the experiences in a way that even our early use cases are leveraging. And I think that timing is interesting, particularly for those people that have adopted biometrics early as early adopters, that that there. Were waiting for that, right? I mean, we don't know it, but as I listened to you, I say, Oh, I'm really wait, I'm ready for that. Right. That's both predictive and preventative, and infrastructure. Yeah, for sure. And preventative is like a really important word there, right, you know, knowing and anticipating what does someone need to do to manage their health and kind of getting that in front of them before? You know, it kind of turns into a chronic condition down the line is like, it's just so important. For all of us, you know, when I think it's Yeah, and data's data is extremely helpful to, you know, to support and making sure people understand, you know, what are the things I can be doing for myself, you know, my age, in my situation with my family health, with my specific, you know, biometric data, you know, to prevent, you know, future health issues down the line. As Mick said, it's all about the data and more data and more data, keep feeding that machine. Are there any customers that are they get worried about the amount of data that's being collected? And obviously, you know, there's such care that's put around maintaining the integrity of the data and keeping it, you know, completely confidential? Can we talk about some of those issues, that'd be I think, kind of fascinating to explore. So data, so this, this is kind of like Fight Club. The first rule of security is you don't talk about security. That's the way I can put it. So I would say that Highmark, like any responsible organization is very, very attuned to all the compliance. Our major partners are also tuned to itself things like high trust and a sock verifications, we take very seriously. So if anything, Highmark will always err on the side of extreme caution. So you know, we have sandbox environments that don't have any data. We have other environments that have de identified data, then we have the sacrosanct, None shall pass picture of Monty Python, Holy Grail, None shall pass that lockstep production data. So you know, we have all these different areas, and we in all sincerity, no kidding, we obsess around all that. So yeah, there is I would say, there is an acknowledgement from our partners that we have it and they validate that we have the right controls for it, and we do the right things with it. Yeah, and I would say as a as, you know, a smaller company, but you know, growing quickly in the space, we take it extremely seriously as league as well, because it is like, you know, it could be company ending if there was a, you know, a security incident. It's just like, it is so important. And it's important to ensure that, you know, we're working with, you know, amazing organizations like Highmark Health who do have really high standards. We love that. We love that because it pushes us to make sure that we're you know, operating With the highest level of standards as well, from a security perspective, I mean, there is nothing more important than making sure someone's personal health information is secure. I think it's like critical to, you know, to being in this space, because no one else makes me excited, my mind is just spinning because I'm thinking of all the applications here. And we talked about preventative, predictive, etc. But I think about all the social determinants, right of health and maternal health, and, you know, all the things that really came to light during COVID, you know, in terms of successful interventions and access, etc. That piece is exciting to me as well, because I would imagine that you could really harness some of your tools in a preventative mode, as well as tracking in tandem, to help and understand what those interventions are. part of your strategy. Yes, it most definitely is, you know, one of the things that we're doing, you know, out of the gate is we have a, an a social determinant assessment that Highmark has developed that, you know, obviously, the, the world through looking at zip codes and demographics can infer social determinant needs of a population. But if you want a more precise level of social determinant needs Highmark, a number of years ago developed an assessment, where you know, if a person is engaging with a clinician, or there's a variety of channels through which we can collect this data, and then leverage it to help connect people to the right kinds of support services, solutions, interventions that they may need or find benefit for. And one of the ways that we are using our new, you know, app and web experience, my high mark is as a collection mechanism for that data. So for example, we have a diabetes solution, I was talking about that earlier, as part of that Diabetes Solution, we are running that assessment and collecting that information on the people who are engaging. So it allows us to take that data and use it to help connect those people to the right, the right solutions, the right places, so very much. So that is part of our because we our strategy is very much so that health is physical, and mental and social. And you can't care for a person's physical health without thinking of their mental and their social health. So all of that is very balanced in our model that we continue to evolve. So this will be push as what as well as pull, right? Okay. And so and this will be MC, this will be on my iPhone, it will be on my Android. It'll be, you know, ubiquitous that way. Yeah, Tracy and Naomi can speak volumes of, you know, understanding what a patient care what it would take care of a patient needs. And having him go do that care is critically different. So, you know, this is all about, hey, we have determined this or you went and got an appointment. And this has been determined. Now we need to guide you, where do you go? What do you ask for? What do you do when he come back? So we got to get you from where you're at back to healthy? And so this is that full engagement model? If you have multiple conditions? Well, let's manage that for you. Let's make sure that you understand. So it really is exciting as heck. I mean, we're all humans. And, you know, unless something really starts to get hurting or bad, we're like, oh, I'll just rub some dirt on it. It'll be fine tomorrow, you know, that doesn't really work with kidney diseases I found out so you know, there's a limit here on how much dirt you can rub. So this is really saying, we're not just here to you know, watch things, we're here to help things and that's a fundamental difference. On the on the on the data part of this show, if you think about health, right, digital health, and we're spending a lot of time talking about that digital engagement vehicle, but we still have very traditional care management, you know, programs that tend to be very telephonic, you know, programs, who also have people engaging with their clinicians, a lot of the data that we are ingesting and collecting through the My Highmark experience, we are looking at sharing with providers, we are looking at sharing with our care management and our customer service teams so that no matter how a person engages, even if they're not engaging digitally, when they go to their provider, our hope is that we've taken data that was previously siloed we've ingested it through a better mousetrap, generated insights out of it and provided it to people's clinician so that when they show up there, they have a better picture of the person whose health they are trying to care for because people care for their health through a variety of channels. And all of that data, historically wasn't always available to the clinician who was caring for them at the time, as well as care managers. You know that at Highmark or other customer service reps, so there's a lot of work that MC and team are doing on the back end as they if we collect all of this data into the centralized store, and we create insights from it, how does it go to all of these different places, whether it is epic, whether it is our care management platform, you know, and then that's a lot of the back end, Mickey, you certainly can talk about the technical complexities of doing that. But that is also a big part of the work that we're doing. Yeah, that's, that's a great point. And since we have such a heavy partnership with Allegheny, of course, you know, it's a matter of, you have to be able to place information in the EMR that is useful to the physician, not a distraction, not a commercial. And it because they can get overwhelmed with it, and every physician will tell you, you know, gosh, I'm more time on epic than I am doing what I went to school for. So we have to be very careful that while we are excited, and we talk about data, we have to be very careful in how to orchestrate that data and tour. It's useful. And so Tracy brings a good point, as much it is about digital. Eventually, it all gets to the doctor and the patient having a conversation. So how do we empower that physician to have the best information? They can make sense of it? And so that is an art form? That's not a science yet. Would you not agree Naomi? And Tracy, that's kind of an art. I agree. Yeah, same thing, in terms of the patient, right? Because you're educating me as a patient, to start to think about things very differently so that when I come in, or I have a telehealth appointment, I'm armed better, right I have, I have a better understanding. And if you keep reinforcing that with me, that'll be part of my persona, in terms of how I interact. And let me give you a great example of how this all connects. I'm going to use diabetes. Again, just because I've been on a roll of diabetes, it's easy to stick with the same example. If you would go back two years, and you would say there's a digital Diabetes Solution that a person is engaging in, chances are it's a standalone app, it might be something that's covered by their plan, but it's a standalone app, the doctor that they might see their primary care physician wouldn't have no idea that that that that person was eligible for that solution, it was part of their insurance benefits, they certainly didn't know how to sign them up for it. And they got no but data back. So you know, what we're doing now. And some of this is still being introduced throughout this calendar year is, you know, for Diabetes Solution, not only do we have that available through our my Highmark experience where the person has a single sign on, but we have built a smart on fire app that goes right into the clinicians workflow in epic, that was designed by clinicians, for clinicians, that at the point of care, says, hey, this person sitting in front of you is eligible for this Diabetes Solution, hit this button, and you have an easy button to enroll them right in their workflow. So they don't have to leave their workflow. They don't have to go somewhere else. It isn't hard from before them, they can hit that. But they hit that button, it all comes back and the person gets enrolled. And then guess what else we do on the back end? Once the person is engaging, we are now building the data feedback loop to those clinicians. So not only did I as a clinician hit that button and enroll my patient, I'm also getting data feedback to say, hey, they're using this solution, here's what they're doing. Here's how their a one C levels look. So creating that closed loop. So in all, it's the heart, it's the my Highmark experience, it's the data. It's the analytics, it's sharing the data back to the clinicians and building those interoperable tools that enable us to do that. So it's, it's a variety of things that all kind of culminate with that experience. But it's all of that technology coming together in a pretty cool way. That breaks down the barriers and the silos. You guys have to be having just a ton of fun. And I mean to simplify, but the idea that you're working on these things that are so powerful, and can do so possibly impact someone's care and their quality of life. And you're using some bleeding edge technology with companies like weed out there to make this happen. It kind of It blows my mind a little bit. I'm just thinking you gotta be having a good time. Am I right? When I say that? Well, I'll start. Yes, we are because up until a couple of weeks ago, I thought smart on fire was a heavy metal band. So I'm learning very quickly here. We're adapting we're growing as individuals. I tried to look it up online and couldn't find it to go take more more technology. We are having fun. I mean, honest to goodness, because this is just so different than anything else we've done culturally for high markets embracing a new way. We're working in Sprint's working very rapidly where a lot of the the paperwork and bureaucracy has been knocked out of the way so it's a difference in how we go We're about delivering these things we're doing that's as exciting as anything else you know any big company of course will have its processes and you know much like some movies badges Jonathan We don't need no stinking badges!

Taking Care of Our Own: Creating a Culture that Promotes Mental Health Support with Linda Myerholtz, PhD

STFM Academic Medicine Leadership Lessons

Play Episode Play 15 sec Highlight Listen Later Mar 1, 2023 38:06

Linda Myerholtz, PhD, current STFM President, speaks about the mental health needs of physicians, residents, and students, and covers relevant topics including needed changes to the licensure process and to the interview questions that are asked during residency recruitment. She discusses a variety of ways that physicians can advocate for change within their states and health systems to the licensure process for medical practitioners. Dr Myerholtz also addresses mental health needs for those in medical education, offering resources and tips for all those who need help right now.Hosted by Saria Carter Saccocio, MD.Copyright © Society of Teachers of Family Medicine, 2023Resources:Physician Support Line: 1(888)409-0141The Emotional PPE ProjectResources for Reducing Mental Health Stigma for Faculty, Residents, and Students Dr Lorna Breen Foundation Toolkit: Remove Intrusive Mental Health Questions From Licensure and Credentialing ApplicationsNational Physician Suicide Awareness Day ResourcesAMA Advocates for Support of Physician Mental Health NeedsGuest Bio:Linda Myerholtz, PhD, completed her training as a psychologist at Bowling Green State University, Bowling Green, Ohio and began her career in community mental health, serving individuals with severe and persistent mental illness. In those early years, she developed a practicum program for graduate level psychology interns, cultivating a passion for investing in the training of others. She then transitioned to graduate medical education in 2007 as the Director of Behavioral Science for Mercy Family Residency in Toledo, Ohio. She joined the faculty at the University of North Carolina, Chapel Hill in 2014 and is presently an associate professor in the Department of Family Medicine. She facilitates the behavioral health curriculum for residents and has a strong interest in health care professional wellbeing. The primary focus of her work has been to 1) develop and implement integrated behavioral health services in primary care and 2) develop interdisciplinary training programs that foster collaborative learning and build a workforce that can meet the Quadruple Aim. She is committed to advancing innovative, high quality, and cost-effective models for behavioral health within primary care to promote whole being health in our communities and reduce health care inequities. Dr. Myerholtz also presently serves as the President for the Society of Teachers of Family Medicine and Chair of the Council of Academic Family Medicine.Link: https://stfm.org/stfmpodcast032023

Everything you need to know about the Quintuple Aim

HIMSSCast

Play Episode Listen Later Feb 10, 2023 11:30

Dr. Kedar Mate, president and CEO of the Institute for Healthcare Improvement, explains why adding health equity to the Quadruple Aim is so important, and how it affects provider CIOs.

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Ep 141 – Cultivation of Physician Wellbeing in the Value Journey, with Dr. Dike Drummond, Dr. Moshe Cohn, Dr. Amadeo Cabral

The Race to Value Podcast

Play Episode Listen Later Dec 26, 2022 58:07

The Quadruple Aim of physician satisfaction is such an important aspect of value-based care. In the predominant world of fee-for-service reimbursement, physicians are struggling and burned out. Consequently, over half of all doctors won't even recommend medicine as a career. This negative shift in wellbeing is important to understand because the attitudes and feelings of doctors bear directly on the way they treat patients. A recent Harvard report calls physician burnout "a public health crisis that urgently demands action." Some physicians are even going as far as to say the profession is dealing with moral injury because the word “burnout” is insulting and insufficient in describing the pain they feel when the fee-for-service system prevents doctors from doing what's right, thereby forcing them to inflict harm on patients - where physicians themselves experience a form of injury. The business of fee-for-service medicine continues to get in the way of physicians healing patients. It breaks the spirit and the heart of our physician workforce, and it is imperative that physicians become empowered to lead a system transformation. Value-based care will be a losing effort if we do now cultivate physician wellbeing in the value journey. In this podcast, you will hear from three physician thought leaders about the plight of physician burnout and its impact in advancing the aims of the value-based care movement. Most importantly, you will learn the tools necessary to transform organizational culture to ameliorate this important workforce challenge. Speakers: - Dike Drummond, M.D., CEO, Physician Coach & Speaker, TheHappyMD.com - Moshe Cohn, M.D., Associate and Advisor, Moral Injury of Healthcare - Amadeo Cabral, M.D., President, Turning Point Healthcare Consultants Sponsored by: VBCExhibitHall.com (VBCEH) Episode Bookmarks: 01:30 The differentiation between physician burnout and moral injury. 02:15 “Physicians need to heal in order to provide their best care for patients.” 03:00 Moral injury is a symptom of something larger – our broken health care system. 04:00 Introduction to Drs. Drummond, Cohn, and Cabral 05:45 Physician burnout and moral injury is a leadership failure. 06:30 Dr. Drummond provides context for why the physician workforce is suffering. 07:30 “The business of fee-for-service medicine gets in the way of physicians healing patients. It breaks our spirit and breaks our heart.” 07:45 “Burnout is a symptom of overwhelm in a physician that cares about what they do, when their purest expression of healer, helper, and light worker is blocked.” 08:15 Burnout is a physician impairment when it comes to ensuring quality and patient satisfaction. 08:45 Dr. Cohn explains the concept of why “language really matters” in communicating the public health crisis of physician burnout. 10:00 How physician moral injury is related to a clinical diagnosis of PTSD. 11:00 The leadership need for healthcare executives to address the repeated moral injury of their physician workforce. 12:30 How physician burnout differs from burnout we observe in other facets of the non-healthcare workforce. 13:15 The repeated barriers imposed by a system that prevents physicians in getting patients what they need to get better. 14:00 Dr. Cabral explains how the “slow boiling” public health emergency of physician burnout differs from more explosive public health emergencies like COVID-19. 15:00 Referencing confirmatory research (e.g. New York Times, Advisory Board) on the incongruence between the business of medicine and relationship-based care. 15:30 “Healthcare is not a broken “business” model -- it is a broken “health care” model. It is imperative that physicians are at the table to lead a transformation.” 16:00 How do we get the incentives of business and medicine to merge into a congruent state? 17:30 The “canary in the coalmine” – physician suicides are signaling that something is wrong with the overall healthcare system.

How Modern Data Platforms are Enhancing the Healthcare Experience

This Week in Health IT

Play Episode Listen Later Nov 22, 2022 11:34 Transcription Available

The future of healthcare is going to require better access to data than it has needed in the past. What is the foundation for a modern data platform? How do you ensure that it's achieving the Quadruple Aim in healthcare, which is better care, lower cost, better patient experience and better clinician experience? Every project in every health system is going to need data that will map back to one of those elements. Do you have confidence in the quality of the data you use for decision-making? Do your users receive a seamless, relevant and personalized data experience? Is your data stored securely and managed through well defined procedures? Are your analytics applications, data platforms and data pipelines built with agility? How can you continue to optimize provider and payer aligned, cost-effective data services?Sign up for our webinar: How to Modernize Your Data Platform in Healthcare: The Right Fit for Every Unique Health System - Wednesday December 7 2022: 1pm ET / 10am PT.

data modern healthcare platforms enhancing quadruple aim

Cranking the Opportunity Engine

MedAxiom HeartTalk: Transforming Cardiovascular Care Together

Play Episode Listen Later Jun 30, 2022 31:41

Patients with more advanced disease are returning to hospitals in pre-pandemic volumes and the cost of treating them is now higher. On MedAxiom HeartTalk, host Melanie Lawson speaks with Stuart Jacobson, Founder & CEO of Biome Analytics, Amber Pawlikowski, MSN, RN, CPHQ, Director of Client Services & Quality Improvement Analytics at Biome Analytics, and Bradley Hubbard, MD, Cardiologist at Trinity Health Michigan Heart to discuss the struggles of quality performance improvement during a time of massive resource shortages and some of the major barriers that clinicians face. We're also joined by Joel Sauer, MBA, Executive Vice President, Consulting and Denise Busman, MSN, Vice President, Care Transformation at MedAxiom who share insights on how organizations can use analytics to better achieve the “Quadruple Aim” of healthcare. Guest Bios Bradley Hubbard, MD, Cardiologist, Trinity Health Michigan Heart - Dr. Hubbard has more than 20 years of experience practicing in the area. His clinical interests include cardiac MRI, critical care, and monitoring quality outcomes. Dr. Hubbard also has additional training in adult comprehensive echocardiography and nuclear cardiology. He is the director of the coronary care unit and section head of cardiology at St. Joseph Mercy Ann Arbor, as well as a clinical instructor in internal medicine at the University of Michigan Medical School. Amber Pawlikowski, MSN, RN, CPHQ, Director of Client Services & Quality Improvement Analytics, Biome Analytics - Amber is a passionate and driven healthcare leader with over a decade of experience in healthcare delivery and services. She is considered a young, rising figure and prominent voice in the areas of data analytics and quality improvement methodologies. As a healthcare leader, Amber has created, directed, implemented, and continuously monitored quality strategic plans and outcomes for the nation's largest CVSLs with specific focus on cardiothoracic surgery, vascular surgery, cardiology (medical, interventional and electrophysiology) and interventional radiology. Amber currently serves as Director of Client Services and Quality Improvement Analytics at Biome, a leading provider of performance solutions for enterprise cardiovascular centers Stuart Jacobson, Founder & CEO, Biome Analytics – An entrepreneur, Stuart Jacobson co-founded Biome Analytics in 2013. Denise Busman, MSN, VP, Care Transformation at MedAxiom - Denise brings more than 30 years of experience as a cardiovascular clinician and leader to MedAxiom. Her clinical expertise is complemented by a passion for engaging multi-disciplinary teams to transform care delivery and enhance clinical quality. Known for her work in program development and change management, Denise is skilled in the implementation of new programs and clinical initiatives. Denise joins MedAxiom from Spectrum Health, a multi-hospital system in Michigan, where she held a variety of positions including critical care educator and cardiology clinical nurse specialist. Most recently, her focus was directed toward clinical improvement and quality for the cardiovascular service line, where she implemented innovative approaches to care and served as a trusted advisor to cardiovascular physicians and team members. Denise holds a bachelor's degree in nursing from Michigan State University and master's degree in nursing from Grand Valley State University. She has been active with the American College of Cardiology for many years as a Michigan Chapter board member and cardiovascular team liaison, ACC Scientific Program Committee member, and reviewer of scientific abstracts. Joel Sauer, MBA, EVP - Consulting, MedAxiom - Since 2010 Joel Sauer has been providing consultative services around the country to accelerate the value transition in health care, particularly within the cardiovascular realm. A significant area of concentration has been creating contemporary and effective physician/hospital partnership structures, utilizing employment and other contractual arrangements (such as professional services agreements) and joint ventures. His work includes full-service line advancement, including governance and leadership development, and the creation of targeted co-management programs. Joel is an expert in vision and strategy setting, cultural and operational integration, and physician compensation plan design that promotes the vision and objectives of the organization. Prior to consulting, Joel spent 14 years as Chief Executive Officer of a large Midwestern multi-specialty physician group that included 23 cardiologists. In 2008 Joel led his group through acquisition by a major health system and then took over as CEO of its entire physician enterprise, which eventually included nearly 500 providers. A recognized national resource in cardiovascular physician compensation, Joel is author of the annual MedAxiom Provider Compensation & Production Survey and has expertise in provider workforce planning and development. Along with the entire MedAxiom Consulting team, he is a resource in new federal payment models such as the Quality Payment Program and the Bundled Payments for Care Improvement Advanced (BPCI Advanced), and other episode payment-based arrangements. Joel is often published in health care magazines, blogs and trade journals and is a regular speaker at national health care meetings. Bonus Links:https://biome.io/

The Quadruple Aim & the Built Environment, Part 5: Improving provider satisfaction

chicago hospitals improving satisfaction enhancing provider doran built environment data driven decisions phoenix children quadruple aim

Play Episode Listen Later Jun 10, 2022 18:47 Very Popular

Improving provider satisfaction is examined in the final episode in a series of podcasts based on the IMEG executive guide, “Enhancing the Quadruple Aim through Data-Driven Decisions in the Built Environment.” This episode features two healthcare providers—Dr. Anne Doran, a pediatric hospitalist at Advocate Children's Hospital, Chicago, and Dr. Megan Morgan, a registered nurse and pediatric nurse educator at Phoenix Children's Hospital. Both share their experiences as healthcare providers who have worked in a variety of settings. “The caregiver experience has evolved over time as we've become more patient- and family-centered and try to deliver care in a way where we partner with not only the entire healthcare team but have the family be part of it as well,” says Dr. Doran. “It's a lot more collaborative with families and the entire caregiver team —including nurses, therapists, social workers, case managers. The evolution has been great for families and a lot more collaborative for the team.” The two caregivers also offer input on how to address staff burnout through such things as employee assistance programs and caregiver-only respite spaces. “A chapel, rooftop garden, or areas that families use for respite aren't always ideal locations for caregivers to seek respite,” says Dr. Morgan, whose facility has “tranquility rooms” for staff to utilize. “Having a space that is dedicated to each floor or unit for employees to go and just seek five minutes of respite—maybe that's all the time they have in their day besides a lunch break—is so important.”

Dr. Imelda Dacones, President of Washington Optum Care: The 3 “Rs” of Improving the Patient and Provider Experience in Healthcare

WorkforceRx with Futuro Health

Play Episode Listen Later May 4, 2022 36:56

What do all of the changes in healthcare wrought by the pandemic mean for the future healthcare workforce? On today's episode of WorkforceRx, Futuro Health CEO Van Ton-Quinlivan draws out thoughtful answers from someone with a broad and deep view of the healthcare system. Dr. Imelda Dacones has been confronted with all of these changes -- many of which were brewing before the pandemic -- over decades as a physician and senior leader at large healthcare organizations in Oregon and Washington. She's also a nationally recognized leader in healthcare delivery innovation, addressing social determinants of health, and the health impacts of climate change, among other issues. Her prescription for change? Reimagine the healthcare team, reengineer the patient visit, and reinvigorate providers. “We need to reinvent care altogether for the patients we serve but also for ourselves as providers, because there just are not going to be enough nurses, doctors and medical assistants coming into the future.” Don't miss this comprehensive look at the challenges and opportunities in healthcare from integrating with community organizations to leveraging home care to keeping up with shifting skillsets. Find out, too, about the Quadruple Aim and how the healthcare industry can work to reduce its waste footprint in light of climate change.

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Dr. Imelda Dacones, President of Washington Optum Care: The 3 “Rs” of Improving the Patient and Provider Experience in Healthcare

WorkforceRx with Futuro Health

Play Episode Listen Later May 4, 2022 36:56

The Quadruple Aim & the Built Environment, Part 4: Enhancing Joe's experience

hospitals enhancing built environment data driven decisions joe payne quadruple aim

Play Episode Listen Later Apr 14, 2022 18:26

Podcast co-host Joe Payne recently spent a fitful night in the hospital. How his experience—and that of all patients—could be improved is examined in the fourth of a series of episodes based on the IMEG executive guide, “Enhancing the Quadruple Aim through Data-Driven Decisions in the Built Environment,” Guest Corey Gaarde, a biomedical engineer and healthcare information technology specialist at IMEG, discusses how the built environment can help healthcare organizations improve the Quadruple Aim's third goal, enhancing the patient experience. “The patient journey starts at home and ends at home,” he says. “If there are ways that we can bring home-level types of experiences into the healthcare environment, why not? Things like an Alexa-based device in the patient room to play music, to change the television, to control the lights, all hands-free. Things like this are very easy to do in a hotel setting, so why not do them in a patient care environment? ‘Hospital' is part of the word ‘hospitality, right? We need to push architects and engineers to think this way, IT to think this way, push the design space, and really consider what the overall future vision of a smart patient room or experience looks like.”

#142: Key Elements of Humanized Health Care With Dr. Summer Knight

Health Care Rounds

Play Episode Listen Later Apr 8, 2022 31:57

Summer Knight, MD, MBA, a former firefighter/paramedic-turned primary care and emergency room doctor, is a Managing Director in Deloitte Consulting's Life Sciences & Health Care practice. She is a passionate advocate for humanizing healthcare, an innovative leader in digital and virtual health, and a pragmatic futurist who helps clients act upon today's rapid changes in healthcare.Dr. Knight maintains an active physician license, is board certified in family medicine and was Chief of Staff of a 4-hospital healthcare system and Emergency and Urgent Care Department Chair. She is an accomplished leader having held key executive positions in F100 Plan, Digital Health, Provider, Government and Private Equity. She also has academic credentials having been an adjunct Professor and Executive-in-Residence for Healthcare at the Fox School of Business at Temple University. Her perspective on healthcare is informed not only by her professional experience, but also by her role as a patient and sandwich generation caregiver. John Marchica, CEO, Darwin Research GroupJohn Marchica is a veteran health care strategist and CEO of Darwin Research Group. He is leading ongoing, in-depth research initiatives on integrated health systems, accountable care organizations, and value-based care models. He is a faculty associate in the W.P. Carey School of Business and the graduate College of Health Solutions at Arizona State University.John did his undergraduate work in economics at Knox College, has an MBA and M.A. in public policy from the University of Chicago, and completed his Ph.D. coursework at The Dartmouth Institute. He is an active member of the American College of Healthcare Executives and is pursuing certification as a Fellow. About Darwin Research GroupDarwin Research Group Inc. provides advanced market intelligence and in-depth customer insights to health care executives, with a strategic focus on health care delivery systems and the global shift toward value-based care. Darwin's client list includes forward-thinking biopharmaceutical and medical device companies, as well as health care providers, private equity, and venture capital firms. The company was founded in 2010 as Darwin Advisory Partners, LLC and is headquartered in Scottsdale, Ariz. with a satellite office in Princeton, N.J.

The Quadruple Aim & the Built Environment, Part 3: Reducing the Cost of Care

reducing enhancing built environment data driven decisions cost of care quadruple aim

Play Episode Listen Later Mar 29, 2022 16:57

In the third of a series of episodes based on the executive guide, “Enhancing the Quadruple Aim through Data-Driven Decisions in the Built Environment,” Joel Yow, co-founder of linear A, discusses how the built environment can help healthcare organizations achieve the Quadruple Aim's second goal, reducing the cost of care. “You don't want to make an investment in a new building that's meant to reduce the cost of care, and then misplace it or mistime it and then just generally increase the cost of care by not really thinking through the data enough,” he says. “When looking at patient origin, for example, we've provided reports and data to clients that show them where their patient populations are coming from in relation to where they are currently located. It always surprises me how often there are two or three people out of 10 in a room who say, ‘I had no idea this high of a percentage is coming from out of state,' or that ‘this many people are in a service area in which we don't have any facilities or assets.' There is this lightbulb that goes off where they realize they really need to understand their patients better in order to better serve them.”

The Quadruple Aim & the Built Environment, Part 2: Improving Population Health

Play Episode Listen Later Mar 3, 2022 14:43

Numerous healthcare organizations have adopted the guiding principles of the Quadruple Aim—a framework for healthcare excellence, the goals of which can be greatly supported through an intentionally designed built environment. In the second of a series of episodes based on the executive guide, “Enhancing the Quadruple Aim through Data-Driven Decisions in the Built Environment,” IMEG Director of Sustainability Adam McMillen discusses how the built environment can help healthcare organizations achieve the first goal, improving population health.

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The Quadruple Aim & the Built Environment, Part 1: Healthcare's Dynamic Duo

healthcare enhancing numerous dynamic duos built environment data driven decisions quadruple aim

Play Episode Listen Later Feb 16, 2022 14:25

Numerous healthcare organizations have adopted the guiding principles of the Quadruple Aim, a framework for healthcare excellence that focuses on improving population health, reducing the cost of care, enhancing the patient experience, and improving provider satisfaction. Many of these organizations, however, are missing out on opportunities to support these desired outcomes through an intentionally designed built environment. In the first of a series of episodes based on the executive guide, “Enhancing the Quadruple Aim through Data-Driven Decisions in the Built Environment,”IMEG Director of Healthcare Mike Zorich provides a high-level explanation of the Quadruple Aim and offers examples of various design strategies and elements that can enhance it—and ultimately help the healthcare industry deliver better outcomes for patients, caregivers, communities, and the world.

Turning "Sick Care" into "Healthy Care"

Clinical Conversations in Continuous Monitoring

Play Episode Listen Later Jan 11, 2022 27:55

With the passing of the Affordable Care Act years ago, one of biggest changes was the shift from fee-for-service care to value-based care. And underpinning that shift was a concept called the Quadruple Aim, or the drive to 1) improve the patient care experience, 2) improve the health of a population, 3) reduce per capita health care costs and 4) improve the clinical experience. Mike Braham joins this episode of Vital Insights to delve into the often-discussed Quadruple Aim and how technology is helping to turn "sick care" into "healthy care" for patients.

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Better Data for Better Medical Device Utilization & Management

healthsystemCIO.com

Play Episode Listen Later Nov 18, 2021 54:00

With COVID (hopefully) in retreat, healthcare delivery organizations (HDOs) can renew their focus on the Quadruple Aim of healthcare. Every HDO has thousands of medical devices used by thousands of nurses, and each costs thousands of dollars. By improving the utilization and management of these devices, HDOs can significantly lower the per capita cost of delivering care and enhance the quality of the work-life for their front-line care teams. Source: Better Data for Better Medical Device Utilization & Management on healthsystemcio.com - healthsystemCIO.com is the sole online-only publication dedicated to exclusively and comprehensively serving the information needs of healthcare CIOs.

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Improving delivery of care with the Quadruple Aim

Modern Healthcareâ€™s Healthcare Insider Podcast

Play Episode Listen Later Sep 22, 2021 15:25

The Quadruple Aim is a widely accepted approach by industry leaders to improve health system performance and quality of care, but it has become more difficult to achieve throughout the COVID-19 pandemic as providers deal with unprecedented new stressors. Even so, following the four principles of the Quadruple Aim — enhancing patient experience, improving population health, reducing costs and improving the work-life of healthcare providers and staff — is more vital than ever for healthcare leaders to successfully navigate current and future challenges. In this episode of Healthcare Insider, we're talking with Trisha Coady, the Senior Vice President and General Manager of Workforce Development Solutions at HealthStream, about how healthcare leaders can continue to live the Quadruple Aim and sustain it moving forward.

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Podcast — Technological innovation meets reality

The No Normal Show by ReviveHealth

Play Episode Listen Later Sep 10, 2021 29:37

TakeawaysTechnological Innovation Meets Reality Patient volume has increased exponentially since the 80s, making time the most significant commodity for health systems and physicians.With narrow margins, health systems cannot sacrifice patient volume and therefore must find ways to operate more efficiently.Technology is often developed independently from the clinical user experience, resulting in inefficiencies that defeat the purpose of the technology.Electronic medical records (EMRs) can add value to health systems. However, if developed without the patient and clinician experience in mind, EMRs can become too cumbersome for patient and clinician needs.Tales from the "dark side" Examples of what goes wrong when innovators don't understand clinical needs: Carolyn gave the example of EMR prescription entries. With a pen and paper, it would typically take 30 seconds. But with numerous fields and seemingly infinite options, writing scripts has become time-consuming.More input options are not necessarily better, as too many choices can become overwhelming. A clinical perspective could help developers prioritize EMR fields.The patient's user experience is often missed in technology development because their convenience isn't always factored into development decisions.For example, Chris worked with a health system that was implementing a new EMR. The marketing team was brought into the project after the developers had created multiple logins for patients across different units (hospital, urgent care, primary care clinics). Had the patient experience been considered, only one login would be necessary.Technology done right Before EMRs, patients communicated with providers via fax and received responses through the mail. This process didn't allow clinicians to confirm that patients had received their messages.New EMR technology allowed Carolyn to close the communication loop by notifying her when the patient had received her communications.Machine learning for prescriptions is another example of a positive technology-to-clinical experience in which the technology made recommendations based on past prescriptions.Improving the patient experienceClinicians know that listening is crucial, but listening becomes challenging with limited time due to significant data entry requirements.Facilitating clinician workflows results in more time with patients to listen and understand their problems. More time with the patient leads to better connections, better diagnoses, and more referrals.Historically health systems have focused on the "Triple Aim" – population health, patient experience, and resource stewardship. Now, Carolyn believes it should be the "Quadruple Aim," adding clinician experience as a pillar of focus.

PART 3 - Oncology Thought Leaders Meeting Debrief

TKG's Healthcare Insights - Exploring Healthcare's Critical Issues

Play Episode Listen Later Aug 19, 2021 12:01

Oncology Thought Leaders Meeting Debrief – PART 3A few weeks ago, we hosted our quarterly meeting of the Oncology Thought Leaders network, a part of TKG's Networks of Excellence, where we discussed three critical issues in cancer center administration and care delivery. This is part 3 of a 3 Part discussion with our good friend, colleague, and Thought Leaders panel member, Ellen Feinstein. The Kinetix Group is dedicated to advancing the Quadruple Aim and to that end, we have organized several strategic, Networks of Excellence, to provide our team with insights, directional focus, and opportunities to collaborate on specific research and operational work projects. The Oncology Thought Leaders Network is a group of 16 senior level oncology executives from across the country, who bring a multidisciplinary perspective to the critical issues facing the delivery of high quality cancer care. This group meets virtually each quarter, as well as provides ad hoc input and support for various client projects, grant funded research, informational podcasts, and answering TKGOncology.com

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PART 2 - Oncology Thought Leaders Meeting Debrief

TKG's Healthcare Insights - Exploring Healthcare's Critical Issues

Play Episode Listen Later Aug 16, 2021 19:52

Oncology Thought Leaders Meeting Debrief – PART 2A few weeks ago, we hosted our quarterly meeting of the Oncology Thought Leaders network, a part of TKG's Networks of Excellence, where we discussed three critical issues in cancer center administration and care delivery. This is part 2 of a 3 Part discussion with our good friend, colleague, and Thought Leaders panel member, Ellen Feinstein. The Kinetix Group is dedicated to advancing the Quadruple Aim and to that end, we have organized several strategic, Networks of Excellence, to provide our team with insights, directional focus, and opportunities to collaborate on specific research and operational work projects. The Oncology Thought Leaders Network is a group of 16 senior level oncology executives from across the country, who bring a multidisciplinary perspective to the critical issues facing the delivery of high quality cancer care. This group meets virtually each quarter, as well as provides ad hoc input and support for various client projects, grant funded research, informational podcasts, and answering TKGOncology.com

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PART 1 - Oncology Thought Leaders Meeting Debrief

TKG's Healthcare Insights - Exploring Healthcare's Critical Issues

Play Episode Listen Later Aug 11, 2021 22:55

Oncology Thought Leaders Meeting Debrief – PART 1A few weeks ago, we hosted our quarterly meeting of the Oncology Thought Leaders network, a part of TKG's Networks of Excellence, where we discussed three critical issues in cancer center administration and care delivery. In this episode of TKG's Healthcare Insights, we highlight the findings from our meeting and exploring some of the issues in a little more detail. Today's special guest is a great friend, colleague, and Thought Leader panel member, Ellen Feinstein. Ellen is a longtime oncology and healthcare executive, and we highly value Ellen's expertise in oncology administration, service line management, and healthcare leadership. The Kinetix Group is dedicated to advancing the Quadruple Aim and to that end, we have organized several strategic, Networks of Excellence, to provide our team with insights, directional focus, and opportunities to collaborate on specific research and operational work projects. The Oncology Thought Leaders Network is a group of 16 senior level oncology executives from across the country, who bring a multidisciplinary perspective to the critical issues facing the delivery of high quality cancer care. This group meets virtually each quarter, as well as provides ad hoc input and support for various client projects, grant funded research, informational podcasts, and answering TKGOncology.com

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Preventing Burnout and Achieving the Quadruple Aim with Dike Drummond, CEO and Founder of TheHappyMD

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Play Episode Listen Later Jul 13, 2021 21:33

In this episode, we are privileged to host Dr. Dike Drummond, a Mayo-trained Family Practice Physician and CEO and Founder of TheHappyMD. Dike shares his personal experience of dealing with burnout and what he has learned from that experience. He also discusses how he has developed a course and discovered tools that can help physicians struggling with burnout to overcome the challenge and live a more balanced lifestyle. He talks about the impact of doctor's training in burnout and how he teaches people to recognize burnout symptoms and direct them to use their ideal practice, one that they have created on their terms and that matches that ideal practice description. Aside from working with clinicians, TheHappyMD team also works with leadership teams inside organizations so that both the doctors and the organizations are happy which then propagates a healthier environment for everybody. Dike also shared great insights, anecdotes, the right attitude, perspective, and more so please tune in! Click this link to the show notes, resources, and transcript: outcomesrocket.health

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How the Pandemic Shifted Care Models to Advance the Quadruple Aim

miniVHAN

Play Episode Listen Later Jul 6, 2021 24:35

Join Dr. Michelle Griffith, Endocrinologist at Vanderbilt Health and Erin Neal, Director of Population Health Pharmacy Services, as they discuss innovations in care models as a result of rapid cycle development during the pandemic. They share how these models are advancing the quadruple aim of healthcare by meeting patients where they are, improving joy in work and enhancing peer relationships – and how many changes that took place during COVID are here to stay.

Building a Population Health Utility to Serve the Greater Good, with Jaime Bland, Larra Petersen-Lukenda, and Joy Doll

The Race to Value Podcast

Play Episode Listen Later Jul 6, 2021 66:26

Health information exchange (HIE) is the mobilization of health care information electronically across organizations within a region or community. In 2009, Congress attempted to modernize HIE processes by passing the HITECH Act, offering grants and incentives to states and municipalities for developing regional HIE initiatives. Although there has been some progress toward effective mechanisms for data exchange, in many regions of the country it is no easier to share medical information than it was over a decade ago. That is not the case in the State of Nebraska and neighboring states where CyncHealth has achieved health care transformation through data democratization and community betterment collaboration. They have done this by becoming more than a HIE; instead they have become a true “population health utility” by building the roads and the infrastructure for better workflows and better patient care (not just improved data exchange). This week, we are pleased to welcome three important guests from CyncHealth, Dr. Jaime Bland, President and CEO , Dr. Larra Petersen-Lukenda, Vice President of Population Health, and Dr. Joy Doll, Vice President of Community and Academic Programs. Their vision for a ‘population health utility' builds upon the ONC's vision for interoperability through data democratization and cross-sector collaboration. In this episode, we interview these leaders to better understand how to leverage data to create the greater good in societal health outcomes. You will hear from them how health care transformation can be realized through community partnerships and data sharing across the continuum of care, collaborative research in population health, and an empowered “health data competent workforce” to meet clinical and social needs in a more holistic way. Episode Bookmarks: 03:45The purpose of a ‘population health utility' is to create better workflows and improved patient care, not just improved data exchange 04:45 Fewer than half of office-based physicians can exchange patient health information outside their organization electronically 05:30 The HIE market is projected to double from $1 billion in 2020 to $2 billion in only 5 years 06:00 Jaime discusses how CyncHealth's 15-year journey to build a HIE infrastructure to support population health in Nebraska 07:20 Jaime and Larra's vision for leveraging a HIE as the basis for a clinically integrated network/ACO 08:00 Improving upon the cumbersome query-based exchange model to deliver better patient outcomes in complex care scenarios 09:00 Jaime explains how they have reframed the HIE into a “population health utility” 09:40 Joy describes the application of the population health utility to address the Quadruple Aim and improve patient outcomes 10:25 Larra on reaching the ONC's 10-year vision for interoperability can improve clinical decision support and patient engagement 11:55 Larra on how “The ability to influence the future of healthcare through data is an amazing responsibility to benefit the greater good of the community.” 12:30 Jaime on the Nebraska Prescription Drug Monitoring Program (PDMP) -- a stand-alone medication query platform integrated into the CyncHealth HIE 16:15 Larra on the benefits of the PDMP in improving completeness of the overall medical record, with impact on patient safety and care interventions 18:30 The Opioid Crisis and SUD (23.4 million have SUD causing 81,000 drug overdose deathsannually -- two-thirds of which are related to opioids) 20:00 Jaime on how CyncHealth has responded to the Support for Patients and Communities Actin order to address the Opioid Crisis 21:15 Larra emphasizes the importance of the Support Act as a way to leverage technology in response to the national opioid epidemic 24:30 Joy on the opportunities for health policy and public sector funding to address disparities in care 27:30 Jaime on how transforming an HIE into a “Population Health Utility...

EP323: A Short Take on Digital Tools Purporting to Maximize Throughput, With Arshad Rahim, MD, MBA, FACP, of Mount Sinai Health System

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Play Episode Listen Later May 20, 2021 18:02

One way to spot a flash point is to notice when people are using different words to describe the same concept. Throughput is one example of this. On one side of the table, you have those who grasp that if a provider organization is concerned about patient outcomes, with few exceptions, building relationships with said patients is essential. It’s not entirely clear to anyone anywhere how you manage to build relationships and trust without spending a certain amount of time with patients. These “we need time with patients” people will bring up the Quadruple Aim issues that arise from rigid 7-minute appointments or even 50-minute appointments really. On the other side of the table, you have those who have built practice fiscal models on the backbone of however-many-minute appointments. They use different terminology for this whole concept, however. They call it throughput. How many patients can a physician manage to squeeze into a day? Some of these folks will tell you that throughput success is “more is more.” In other words, throughput is one of those things that you can never have too much of. Let me back up for a sec and mention the mission of this show. It is to connect health care leaders together by helping everyone understand each other well enough to communicate effectively, which is rate critical numero uno for any collaboration. You can’t collaborate if parties don’t really grasp what anyone else is actually saying when they communicate their WIIFMs (their “what’s in it for me?”) or their organizational imperatives. If we consider that the health care industry can only transform when multiple stakeholders collaborate, these little “language discrepancies” actually can have macro implications. In this respect, this throughput example—not in all cases but at a minimum—it’s an exemplar illustration and certainly something to contemplate. Consider people arguing against 7-minute appointments without mentioning the word throughput. They’re probably not going to even reach the headspace of those who just spent the past two decades in meetings to increase throughput. It’s like two ships passing in the night. You could be sitting there right now pooh-poohing what I’m saying, but I’ve sat in enough meetings where people talk around each other using different terminology, think they’ve agreed on some collaboration or compromise or solution, except nothing happens because everyone got to walk out without addressing the elephant in the room. It sounds something like this: DOCTOR OR NURSE: We need you to enable patients to have quality time with their doctors and the rest of the care team. SOMEBODY ELSE: We need to get rid of inefficiencies, which means driving maximum throughput. ANOTHER PERSON: OK, let’s compromise. Doctors should have quality time while maximizing throughput. Don’t laugh. I’ve heard “action items” like this often enough, and so have you if you think about it. That’s why I originally started this podcast—because I can also guarantee you if this is the action item, no action will actually take place. The only way this conversation is going to net any change is if people around that table head-on confront that quality time with patients means less throughput. And how much less are we going to agree on and/or how are we going to creatively change the practice model so throughput is an archaic term (ie, asynchronous stuff, etc)? I say all this to say that this throughput business also leaks into the technology space in ways that we should probably think about. Increasing throughput, after all, is one of the key ways to increase FFS (fee-for-service) revenue. FFS is all about the need for speed. The faster you can smack a billing code on a patient visit, the more patient visits you can pack into a day, the more billing revenue you can rack up. To some extent, throughput is code word for an addiction to FFS. You can always tell a tech vendor who is used to selling in an FFS environment because the second slide of their pitch deck is always one of two things: either how much faster the tool will get patients in and out of a doctor’s line of sight or what the billing code is for the tool (but that’s a whole different topic). I just described the second slide in an FFS-centric technology vendor deck. The first slide in those “use our AI thingamajig to revolutionize your throughput” decks is always some mission statement about improving patient care. And this is where not everybody using the same language creates immense wiggle room for profit over patients under cover of mismatched terminology. To add one point of context, when I say throughput here or increasing throughput, nobody is talking about making the front desk more efficient, minimizing faxing things around, or streamlining prior auths or duplications in the workflow (ie, fixing things that are in desperate need of a fix). What we’re talking about in this health care podcast are tools like the one I saw the other day. This biz dev person of this company was up and about early promoting some AI diagnostic tool. With this tool, so their slide deck promised, a physician could see 50 patients a day. Even for this particular vendor, I guess a full-throated “Hey, let’s burn out all your doctors and make patients wonder if they imagined their doctor visit would happen so fast”—a blunt message like that—presumed a little too much avariciousness on the part of the practice. So, they tempered their message by stating the inarguable fact that there is a physician shortage in rural America and that this tool will help resolve that. OK … that’s a worthy thing to fix. But, seriously, is the goal to get rural patients an automagical visit with a doctor that, in hindsight, they wonder if they hallucinated it was so fleeting? Or is it to actually help patients get better health? Also inarguably, health care that leads to better health requires less than pedal-to-the-metal throughput. If you think differently and want to change my mind, feel free but show me the study. I say all this to say that I called up Arshad Rahim, MD, MBA, FACP, a little bit ago to see what he thought of my aforementioned burning premises (aka rants) about throughput; and he kindly agreed to come on the show again. Dr. Rahim is senior medical director of population health at Mount Sinai. He was last on Relentless Health Value on EP219 talking about population health for reals in the real world. Go back and listen to that show after this one if you want to hear more of Dr. Rahim’s sage advice. One more recommendation: For more insights into the impact of maximum throughput, read the awesome op-ed in MedPage Today by Brian Klepper, PhD, and Jeff Hogan. You can connect with Dr. Rahim on LinkedIn. Arshad Rahim, MD, MBA, FACP, is a practicing physician and a health economist at his core. He enjoys a track record of building innovative health care businesses, including Mount Sinai Population Health, Healthgrades, and Sg2. As the vice president, clinical integration and population health, at Mount Sinai Health System, Dr. Rahim is responsible for the 4500-provider Mount Sinai Clinically Integrated Network (CIN) and has built a team-driven practice focusing on key value-based care metrics of utilization, cost, access, and quality. He is also leading a team driving ambulatory care standardization for six key chronic conditions across Mount Sinai Health System. Dr. Rahim has a bachelor’s degree in economics from Duke University, an MD from the University of North Carolina, and an MBA from Emory University. He completed his internal medicine residency at Yale University and Northwestern University and is an actively practicing hospitalist at the Mount Sinai Hospital. 07:37 When does throughput negatively affect patient care? 08:55 Why does diagnostic inaccuracy become a problem with throughput? 09:27 Do population health outcomes decline with less throughput? 10:20 “The way you can also be most financially successful is by taking care of sicker patients.” 10:53 What do patients actually want and need? 11:55 “The emotionality in a health care interaction is always there … [when] you’re focused on throughput, you can definitely lose the healing and calming presence.” 14:18 What do doctors need from their organizations to sustain a high level of care? 15:59 “The actions vary across the spectrum from very supportive to not very supportive at all.” 17:02 “There definitely is a challenge of competitive pay.” You can connect with Dr. Rahim on LinkedIn. Arshad Rahim, MD, MBA, FACP, of @MountSinaiNYC discusses #digitaltools and #throughput on our #healthcarepodcast. #healthcare #podcast #digitalhealth #digitalhealthtools When does throughput negatively affect patient care? Arshad Rahim, MD, MBA, FACP, of @MountSinaiNYC discusses #digitaltools on our #healthcarepodcast. #healthcare #podcast #digitalhealth #digitalhealthtools Why does diagnostic inaccuracy become a problem with throughput? Arshad Rahim, MD, MBA, FACP, of @MountSinaiNYC discusses #digitaltools on our #healthcarepodcast. #healthcare #podcast #digitalhealth #digitalhealthtools Do population health outcomes decline with less throughput? Arshad Rahim, MD, MBA, FACP, of @MountSinaiNYC discusses #digitaltools on our #healthcarepodcast. #healthcare #podcast #digitalhealth #digitalhealthtools “The way you can also be most financially successful is by taking care of sicker patients.” Arshad Rahim, MD, MBA, FACP, of @MountSinaiNYC discusses #digitaltools on our #healthcarepodcast. #healthcare #podcast #digitalhealth #digitalhealthtools What do patients actually want and need? Arshad Rahim, MD, MBA, FACP, of @MountSinaiNYC discusses #digitaltools on our #healthcarepodcast. #healthcare #podcast #digitalhealth #digitalhealthtools “The emotionality in a health care interaction is always there … [when] you’re focused on throughput, you can definitely lose the healing and calming presence.” Arshad Rahim, MD, MBA, FACP, of @MountSinaiNYC discusses #digitaltools on our #healthcarepodcast. #healthcare #podcast #digitalhealth #digitalhealthtools What do doctors need from their organizations to sustain a high level of care? Arshad Rahim, MD, MBA, FACP, of @MountSinaiNYC discusses #digitaltools on our #healthcarepodcast. #healthcare #podcast #digitalhealth #digitalhealthtools “The actions vary across the spectrum from very supportive to not very supportive at all.” Arshad Rahim, MD, MBA, FACP, of @MountSinaiNYC discusses #digitaltools on our #healthcarepodcast. #healthcare #podcast #digitalhealth #digitalhealthtools “There definitely is a challenge of competitive pay.” Arshad Rahim, MD, MBA, FACP, of @MountSinaiNYC discusses #digitaltools on our #healthcarepodcast. #healthcare #podcast #digitalhealth #digitalhealthtools

Recap: A Nursing Home Medical Director’s Perspective on COVID

Elevate Eldercare

Play Episode Listen Later May 7, 2021 28:27

On his LinkedIn profile, Michael Wasserman, MD, describes himself as a “Grampa, Father, Husband, Ironman, and Geriatrician.” He is also someone with strong opinions about COVID and nursing homes. In our recap of the Episode 81, in which Susan Ryan sits down with Dr. Wasserman, we take a deeper dive into the “Quadruple Aim” and the four areas it covers in light of the pandemic. Dr. Wasserman calls himself a pragmatic idealist, a term that Marla examines the origin of, while Mary explores the difference between stakeholders and subject-matter experts. He offered that insight in light of the work he has done in California and at the federal level. We also discuss a Health Affairs blog in which Wasserman talks about the money behind nursing homes and his thoughts on moving forward. Read the Health Affairs blog here: https://www.healthaffairs.org/do/10.1377/hblog20210208.597573/full/ McKnight’s Long-Term Care News article on Infection Preventionists: https://www.mcknights.com/news/long-term-care-remains-in-the-dark-about-infection-preventionist-requirements/ The Quadruple Aim for COVID-19 response: https://files.constantcontact.com/e3eea0f5101/9c1b03fa-99bd-49df-a087-963ae70e7544.pdf

Spotlight Trends: Care Model Innovation

Hi 5

Play Episode Listen Later Apr 15, 2021 24:46

The episode opens with a discussion of what’s spurring these changes (00:50), including the importance of the establishment of the Center for Medicare and Medicaid Innovation (05:11) and the Quadruple Aim (06:45). Over the last decade, ACO models have been a huge source of savings and learnings for CMS (07:13), and even commercial markets (10:05). Reimbursement truly sets the tone and shape for care model innovation (13:17), whether we’re talking about Next Generation ACOs, Direct Contracting (14:28), or even Direct-to-Employer Contracting (18:00). As care model innovation continues, healthcare leaders should be thinking beyond the technical aspects (20:48), not overlooking the importance of change management, capability building, and culture development. Podcast Tags: healthcare, care models, innovation, ACO, direct contracting, quadruple aim Source Links - Below, we've listed links to some of the stories and resources discussed on this show. · https://innovation.cms.gov/innovation-models#views=models · https://www.cms.gov/Medicare/Quality-Initiatives-Patient-Assessment-Instruments/Value-Based-Programs/MACRA-MIPS-and-APMs/MACRA-MIPS-and-APMs#:~:text=The%20Medicare%20Access%20and%20CHIP,the%20Quality%20Payment%20Program%20that%3A&text=Streamlines%20multiple%20quality%20programs%20under,Based%20Incentive%20Payments%20System%20(MIPS) · https://robertpearlmd.com/lessons-macra/ · https://www.fiercehealthcare.com/payer/naacos-calls-for-becerra-to-stem-losses-aco-participation-calls-for-increase-to-aco-savings?mkt_tok=Mjk0LU1RRi0wNTYAAAF7_ioIe6hTHSK2F64EV9LUrhxTPE2HHobV27D-br6GMS2McZnhTwnbCbARn-XYqXeQZKR0hxDk7zwo3jCO_HGwDI9r6-bt8PjKqfYW_ahOZHX3S5Iu_eA&mrkid=152778267 · https://innovation.cms.gov/innovation-models/gpdc-model · https://www.fiercehealthcare.com/payer/industry-voices-direct-contracting-providers-opportunity-for-forward-thinking-employers?mkt_tok=Mjk0LU1RRi0wNTYAAAF8HRFPlmGwEzapC2b0t14Ks8pYOt74YCWHjBNyzp6ltMGGTkhsg1WzuO7GYD5Jfufw6ninujRfZX6Px4mZyy4tXYxDnoIQ54Zl-ViUHmz8XNLJPnb9xYY&mrkid=152778267 For additional discussion, please contact us at TrendingHealth.com or share a voicemail at 1-888-VYNAMIC. Mindy McGrath, Healthcare Industry Learning Lead mmcgrath@vynamic.com Ryan Hummel, Head of Provider Sector rhummel@vynamic.com Jen Burke, Healthcare Industry Strategist jburke@vynamic.com

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#129: Successfully Growing an Independent Physician Practice, with Dr. Kyle Guyton

Health Care Rounds

Play Episode Listen Later Apr 2, 2021 30:09

Dr. Kyle Guyton is a pediatrician, CFO and co-founder of SouthernMED Pediatrics, a multi-site pediatric and counseling practice with 10 locations throughout South Carolina. In addition to caring for his patients, he serves his local community as a member of the Lexington County School District One School Board. Dr. Guyton attended the Medical University of South Carolina, where he earned his medical degree, and furthered his training at the University of South Carolina in pediatric residency. Dr. Guyton has a passion to see that regions with a need for accessible, exceptional pediatric care are provided for. John Marchica, CEO, Darwin Research GroupJohn Marchica is a veteran health care strategist and CEO of Darwin Research Group, a health care market intelligence firm specializing in health care delivery systems. He’s a two-time health care entrepreneur, and his first company, FaxWatch, was listed twice on the Inc. 500 list of fastest-growing American companies. John is the author of The Accountable Organization and has advised senior management on strategy and organizational change for more than a decade. John did his undergraduate work in economics at Knox College, has an MBA and M.A. in public policy from the University of Chicago, and completed his Ph.D. coursework at The Dartmouth Institute. He is a faculty associate in the W.P. Carey School of Business and the College of Health Solutions at Arizona State University, and is an active member of the American College of Healthcare Executives. About Darwin Research GroupDarwin Research Group Inc. provides advanced market intelligence and in-depth customer insights to health care executives, with a strategic focus on health care delivery systems and the global shift toward value-based care. Darwin’s client list includes forward-thinking biopharmaceutical and medical device companies, as well as health care providers, private equity, and venture capital firms. The company was founded in 2010 as Darwin Advisory Partners, LLC and is headquartered in Scottsdale, Ariz., with a satellite office in Princeton, N.J.

Growth of Technology and its Impact on the Cost of Business - Key Findings

TKG's Healthcare Insights - Exploring Healthcare's Critical Issues

Play Episode Listen Later Jan 23, 2021 30:23

Growth of Technology and its Impact on the Cost of Business - Key FindingsCohosts Warren Smedley, Neal Peyser, and Sarah Pugh review and discuss key findings from TKG's December 8, 2020 Health System Executive Advisory Board on Health System Performance. The highest priority issue identified by our panel was the explosive growth of technology within the patient care setting, and how health systems have addressed the high cost of this technology. This episode focuses on the key insights discussed by our panel on this important topic.TKG's Healthcare Insights: The purpose of this podcast series is to provide up-to-date healthcare insights from leading experts on healthcare operations, leadership, clinical protocols, and policies. We will be exploring the critical issues, challenges, and trends in healthcare, with a focus on achieving the Quadruple Aim to enhance patient experience, improve population health, reduce cost, and improve the work life of health care providers and staff.

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Focus Forward Business Podcast Episode 16 With Dave Chase

Focus Forward Podcast for Business Owners

Play Episode Listen Later Nov 27, 2020 51:48

In Episode 16, I welcome Dave Chase to the Focus Forward Business Podcast. Chase was named one of the most influential people in Digital Health due to his entrepreneurial success & writing along with luminaries such as Eric Topol, Patrick Soon-Shiong, & Vinod Khosla. He speaks to & consults with new ventures inside of established companies & high growth startups. Chase is widely published. The book Chase co-authored won the healthcare Book of the Year in 2014. Chase has a penchant for making connections between previously disconnected trends and making them understandable and actionable. Chase is in the development stage of a documentary that seeks to make the indecipherable understandable and demonstrate that there is reason for great optimism that a partnership between doc-entrepreneurs and forward-looking clinicians with individuals (fka “patients”) can dramatically out-perform against Quadruple Aim* objectives compared to traditional healthcare orgs. Two great books of Dave Chase: Engage! Transforming Healthcare Through Digital Patient Engagement by Dave Chase http://www.amazon.com/dp/0999234366/ref=nosim?tag=sturdycoachin-20 CEO's Guide to Restoring the American Dream: How to Deliver World Class Healthcare to Your Employees at Half the Cost, Dave Chase I hope you will enjoy my conversation with Dave.

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#121: Value Creation in Health Care with Dr. Bill Weeks

Health Care Rounds

Play Episode Listen Later Oct 23, 2020 33:27

William B. Weeks, MD, PhD, MBA, is a Principal Researcher at Microsoft Healthcare NExT. Dr. Weeks has published a book and over 200 peer-reviewed manuscripts examining economic and business aspects of health care services utilization and delivery, physicians’ return on educational investment, health care delivery science, and healthcare value. Dr. Weeks has been honored with the 2009 National Rural Health Association Outstanding Researcher Award, the 2016 Jerome F McAndrews award for excellence in research from the National Chiropractic Medical Insurance Corporation Group, and the 2016 Fulbright-Tocqueville Distinguished Chair at Aix-Marseille University.Dr. Weeks’ research that has been funded by CMMI, NIH, the Commonwealth Fund, the National Chiropractic Medical Insurance Corporation Group, the VA, AHRQ, and Bupa. John Marchica, CEO, Darwin Research GroupJohn Marchica is a veteran health care strategist and CEO of Darwin Research Group, a health care market intelligence firm specializing in health care delivery systems. He’s a two-time health care entrepreneur, and his first company, FaxWatch, was listed twice on the Inc. 500 list of fastest-growing American companies. John is the author of The Accountable Organization and has advised senior management on strategy and organizational change for more than a decade.John did his undergraduate work in economics at Knox College, has an MBA and M.A. in public policy from the University of Chicago, and completed his Ph.D. coursework at The Dartmouth Institute. He is a faculty associate in the W.P. Carey School of Business and the College of Health Solutions at Arizona State University and is an active member of the American College of Healthcare Executives.About Darwin Research GroupDarwin Research Group Inc. provides advanced market intelligence and in-depth customer insights to health care executives, with a strategic focus on health care delivery systems and the global shift toward value-based care. Darwin’s client list includes forward-thinking biopharmaceutical and medical device companies, as well as health care providers, private equity, and venture capital firms. The company was founded in 2010 as Darwin Advisory Partners, LLC and is headquartered in Scottsdale, Ariz. with a satellite office in Princeton, N.J.

Preventing Burnout and Achieving the Quadruple Aim with Dike Drummond, CEO and Founder of TheHappyMD

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Play Episode Listen Later Oct 14, 2020 21:33

In this episode, we are privileged to host Dr. Dike Drummond, a Mayo trained Family Practice Physician and CEO and Founder of TheHappyMD. Dike shares his personal experience of dealing with burnout and what he has learned from that experience. He also discusses how he has developed a course and discovered tools that can help physicians struggling with burnout to overcome the challenge and live a more balanced lifestyle. He talks about the impact of doctor's training in burnout and how he teaches people to recognize burnout symptoms and direct them to use their ideal practice, one that they have created on their terms and that matches that ideal practice description. Aside from working with clinicians, TheHappyMD team also works with leadership teams inside organizations so that both the doctors and the organizations are happy which then propagates a healthier environment for everybody. Dike also shared great insights, anecdotes, the right attitude, perspective, and more so please tune in! https://outcomesrocket.health/thehappymd/2020/10/

Leveraging the Quadruple Aim in Healthcare Innovation with Jeroen Tas, Chief Innovation & Strategy Officer at Philips

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Play Episode Listen Later Jun 26, 2020 42:51

In this episode, we interview Jeroen Tas, the Chief Innovation and Strategy Officer of Royal Philips. Jeroen is a great conversationalist and you'll enjoy hearing him share his thoughts. He shares a personal anecdote and how that has motivated his desire to stay in healthcare. Jeroen also talks about the need for human-centered care. He shares how his company leverages technology to create better outcomes for patients and providing more efficient systems for healthcare workers. Tune in to listen to my full conversation with Jeroen Tas!

Interview with Dr. Joshua Tepper

Leading the Way

Play Episode Listen Later Apr 23, 2020 11:07

Dr. Joshua Tepper, president and CEO of North York General Hospital discusses provider well-being, health equity and quality care in the face of the COVID-19 pandemic

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#23 Dike Drummond - The HappyMD and Burnout

Morethandentistry's podcast

Play Episode Listen Later Mar 14, 2020 23:04

Dr. What an amazing guy. Someone who has been through the dilemma( as he calls it ) of being burnt out. I hope you find this helpfull, make sure to head off to his website for any more info, if you are struggling with any sort of these feelings please you are more than welcome to get in touch with us @morethandentistry. Below a CV from his website. Dike Drummond MD is a Mayo trained Family Practice Physician and the leading coach, trainer and consultant on ... - The prevention of burnout in individual physicians - The realization of the Quadruple Aim in healthcare organizations Dr. Drummond is the CEO and Founder of TheHappyMD.com where the website receives 25,000 website visitors a month and hosts an online community of over 18,000 physicians from 63 countries around the world. Dr. Drummond has over 3000 hours of one-on-one physician coaching experience and has trained over 40,000 doctors on behalf of 175 corporate clients to date. His comprehensive experience with individual doctors in all specialties and healthcare organizations of all sizes has lead him to create the ground breaking resources listed below. ============ QUICK LINKS: - Dr. Drummond’s full Bio - His personal journey from career ending burnout to TheHappyMD.com - TheHappyMD.com Mission / Vision / Values - Client Testimonials for Dr. Drummond's Coaching and Discovery Sessions

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Épisode 3 : Quality Improvement? How to not gag when you hear “QI” (février 2020)

Baladodiffusion du Réseau-1 Québec

Play Episode Listen Later Feb 15, 2020 22:33

Invité : Dr Neb Kovacina, directeur en amélioration de la qualité, Département de médecine de famille, Université McGill Objectifs de l'épisode :Aborder l'amélioration de la qualité (QI) d'une manière concrète qui peut s'appliquer à la vie quotidienne des cliniciens-nes.Explorer la pertinence de l'amélioration de la qualité pour les activités professionnelles des médecins de famille et des résidents.es. Messages clés :N'ayez pas peur de faire de l'amélioration de la qualité! Les cliniciens-nes peuvent changer le cours des choses.Durant leurs cinq premières années d'exercice, les résidents.es et les médecins de famille ont un rôle essentiel à jouer en tant que responsables de l'amélioration de la qualité.L'amélioration de la qualité nous aide à changer le cours des choses de façon systématique; elle peut avoir un effet positif sur l'expérience des patients.es, les résultats cliniques, l'expérience des prestataires des soins de santé et le rapport coût-efficacité (le Quadruple Aim).

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Episode 12: A Refreshing Look at Pharmacy Benefits (Part 1)

Healthcare Solutions

Play Episode Listen Later Dec 30, 2019 29:39

00:00 Intro00:40 In today's episode00:58 Vinay Patel of Self Insured Pharmacy Networks02:16 What is a PBM?02:32 PBM = claim processor just like a TPA on the medical side03:15 but also rebate management, clinical management, etc.04:17 what about the cost?04:42 episode 8, "transparency" 05:08 Tim Thomas, quote on transparency05:50 There's money in here, if you can find it--it's yours06:02 Do we just need transparency? Or do we need a fiduciary?08:00 It all depends on what's in the contract08:56 Fiduciary principles mean I'm acting in the best interests of my client09:57 NADAC = National Average Drug Acquisition Cost11:09 University of Lynchburg Master's Program in Health Benefits Design12:06 All things being the same, the price fluctuates by hundreds of dollars13:00 Supply & Demand still exists but Rx prices can still be normalized13:13 Manufacturers adjust brand names twice per year14:17 Average Wholesale Price (AWP) means wholesalers are setting the prices14:55 A little disruption might be in order here15:25 We should have a buyer's market, not a seller's market15:50 Direct Primary Care doctors are also dispensing Rx onsite16:40 Let's step back and highlight DPC17:20 Patients want a relationship with their providers, Providers want that too18:12 Now that DPC has primary care handled, let's give them better access to Rx18:57 A subscription model for Rx also20:00 How many pharmacies are locally owned?20:39 Answer = one third, about 22,000 pharmacies21:47 A superior customer experience with care catered to the patient23:40 Pharmacists in big box stores want to cater to patients but can't because of the system25:30 A "concierge" pharmacist? Yes, it's possible26:39 Local care team like Carl Schuessler says in the "Marcus Welby days"28:12 Quadruple Aim means the physician/provider experience is important too29:01 Cliffhanger--What's a day in the life of a community pharmacists?29:08 That's all for today29:16 Thank you, visit us at www.custombenefits.work, #letsfixhealthcare

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43: Collaborative general practice: The Quadruple Aim

RCGP Podcast

Play Episode Listen Later Oct 31, 2019 16:16

RCGP Vice Chair for Membership, Professor Mike Holmes talks to RCGP Clinical Support Fellow for Collaborative General Practice, Dr Alka Patel about motivations in general practice, Don Berwick’s Triple Aim (https://www.healthaffairs.org/doi/full/10.1377/hlthaff.27.3.759) , which includes, improving the experience of care for patients, improve healthcare outcomes and reducing costs. They also support the need for a fourth aim, the Quadruple Aim, which focuses on improving the experience of delivery of care.

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Using A.I. to Achieve the Quadruple Aim with Alan Pitt, CMO at CloudMedx

achieve pitt quadruple aim

Play Episode Listen Later Aug 22, 2019 24:38

https://outcomesrocket.health/alanpitt/2019/08/

Tom Bodenheimer – Building Blocks of High-Performing Primary Care and the Quadruple Aim

RoS: Review of Systems

Play Episode Listen Later May 24, 2019 27:09

Dr. Tom Bodenheimer is one of the world’s foremost experts in primary care re-design, having recently written about high-performing primary care clinics and the Quadruple Aim, which are articles consistently in the most-read list for the Annals of Family Medicine and among his most cited work. We focused much of our conversation on his work visiting 23 high-performing primary care practices, what he and co-authors learned, how resident teaching sites can also be high-performing, and why we should be seeking a fourth aim in addition to IHI’s famed Triple Aim. A general internist who received his medical degree at Harvard and completed his residency at the University of California-San Francisco, Dr. Tom Bodenheimer spent 32 years in primary care practice in San Francisco’s Mission District, a primarily low-income, Latino community—ten years in community health centers and 22 years in private practice. He is currently Professor of Family and Community Medicine at UCSF and Founder and Co-Director of the Center for Excellence in Primary Care. He has written extensively in journals such as the New England Journal of Medicine, JAMA, Annals of Family Medicine, and Health Affairs, on health policy and health care delivery for chronic disease management, including patient self-management, health coaching, and team-based care. He is also co-author of the books Improving Primary Care: Strategies and Tools for a Better Practice, and the health policy text book Understanding Health Policy. Listen at the end of the episode for a promo code to receive 15% off registration fees for an upcoming conference from the Harvard Center for Primary Care: Primary Care in 2020 – Future Challenges, Tips for Today.

#71: Why Physician Burnout Is NOT A Problem | Dike Drummond From thehappymd.com

The Happy Doc

Play Episode Listen Later Sep 2, 2018 45:14

We recognize Dr. Dike Drummond as this week's Happy Doc. Dr. Drummond is a Mayo trained family physician, professional coach, author, speaker, and trainer. He is also the CEO and founder of thehappymd.com, an online community with a focus on prevention of physician burnout and achieving the Quadruple Aim in Healthcare Organization. He has created multiple avenues to prevent burnout including written documents, a retreat, and coaching services from a multi-level perspective: -The Burnout Prevention Matrix Report - contains over 235 ways to prevent physician burnout -The Book Stop Physician Burnout - what to do when working harder isn't working -The Heart of the Healer Physician Wellness Retreat -The Quadruple Aim Physician Leadership Retreat -Physician Coaching Services -Burnout Proof - a burnout prevention smartphone application Please listen to our episode to learn more from this week's Happy Doc! In this Conversation We Learn About: Why Dr. Drummond built ThehappyMD Why burnout isn't a problem The importance of having a set of strategies to handle burnout The concept of the "Energy Bank Account" What a negative physical, emotional, and spiritual energy balance looks like What a positive physical, emotional, and spiritual energy balance looks like The experience of a burnt-out system/culture Example strategies to reduce burnout on a daily basis Using The Reverse Differential Diagnosis A Tip For The Listeners It's okay to be human. It's okay to cry. To be in pain, to ache, to love, to pray, to fail, to miss a diagnosis, to sit with a dying patient. In most cases people are asking you to ignore this. You can't NOT do it... otherwise you are a robot. You can't have a healing encounter with a robot. Be human, honor your humanity. Take care of your physiology. Even though most programs have tried to beat that out of you, believe that this is the only way to be a functional doctor. -Dike Drummond MD Achieving The Quadruple Aim There has been a focus on better outcomes for patients, lowering costs in the health care system, and improving the patient experience. We are severely lacking on the fourth aim, to improve clinician experience. Please support physicians and groups such as Dike Drummond from thehappymd.com, The Happy Doc, and many others to improve the very important clinician experience, an integral part of the healthcare experience! Who We Are: The Happy Doc is a podcast, website, and movement with a mission to create thriving physicians. Our podcast is a space where we learn from happy doctors such as our latest guest. When we learn from inspiration individuals we see that it is possible to make your dream a reality. Our vision is to help physicians live their healthcare dreams. Please connect with us at any of our social media handles (@happydocpodcast). We will continue to create content that will inspire you on your journey! If you want to collaborate and aid in our mission, please reach out to our e-mail: thehappydoc1@gmail.com. Please Support The Happy Doc Please SUBSCRIBE to our podcast on iTunes by searching “The Happy Doc.” Please leave us a review on iTunes. Don't forget to SHARE this with your friends on social media. TAG (@happydocpodcast) and we will give you a shout out! We Ask You, Please Give Us A 5-Star Review On iTunes It's the #1 Way You Can Help Us! We Appreciate you! Thanks for listening and don't forget to smile

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Achieving the Quadruple Aim - Dr. Edward Fry

MedAxiom HeartTalk: Transforming Cardiovascular Care Together

Play Episode Listen Later Aug 29, 2018 9:52

How do St. Vincent Health and Ascension Health approach the Quadruple Aim within their cardiovascular service lines, improve provider engagement, increase patient satisfaction and patient access, and measure success? Edward T.A. Fry, MD, FACC, FSCAI, is Chair of the Cardiology Division and Physician Dyad Leader of the St. Vincent Health Cardiovascular Service Line, and Chair of the Ascension Health National Cardiovascular Service Line. Joel Sauer is Vice President of MedAxiom Consulting.Contact: HeartTalk@medaxiom.com For more information: https://www.medaxiom.com

What to Expect from this Podcast

MedAxiom HeartTalk: Transforming Cardiovascular Care Together

Play Episode Listen Later Jul 28, 2018 6:32

Cardiovascular thought leaders join to continually advance healthcare for all. What is MedAxiom? Who should listen? Who will be hosts/guests? What topics will be covered? Episode types and lengths? How to contact us?Episode Notes:What is MedAxiom?A powerful community of cardiovascular healthcare leaders dedicated to advancing healthcare through innovation, peer learning, expertise and data. The MedAxiom community includes more than one third of all cardiovascular programs in the U.S. Who should listen?Providers, administrators, care coordinators, industry partners, billers, coders, service line leader, and anyone in between. Anyone who cares about advancing cardiovascular healthcare, maybe even patients. Who will be hosts and guests? MedAxiom HeartTalk will have lots of different hosts, including MedAxiom's team of consultants, who have worked in the trenches of healthcare for years - some have led hospital operations; others have served as providers. Guests will be pulled from MedAxiom's national network of cardiovascular professionals—both providers and industry innovators. What topics will be covered?The Quadruple Aim, patient access, MIPS, MACRA, financial management, business development, risk assessment, electronic medical record, strategic planning, physician engagement, telemedicine, population health, care delivery, APP utilization, cardiology compensation models, legislative changes, revenue cycle management, medical coding, Centers for Medicare and Medicaid Services (CMS) and more. Episode types and lengths?Weekly blog posts, by a different MedAxiom consultant (5-10 minutes). Longer heart-to-heart discussions of personal stories, best-in-class practices and valuable lessons learned. Shorter QuickTips from consultants or industry experts (1-2 minutes).Contact: HeartTalk@medaxiom.comFor more information: https://www.medaxiom.com

Ep. 80: Memorial Hermann's Angie Massey & Paul Lampi on the Quadruple Aim

Perspectives on Health and Tech

Play Episode Listen Later Jun 19, 2018 10:05

Most of us are familiar with the “Triple Aim,” where health care providers hope to improve the patient experience, create better health outcomes and lower health care cost. Recently, the industry has added a fourth aim to this list: to improve the work life of our providers, including clinicians, nurses and other care team members. Catering to this “Quadruple Aim” requires a complex process for data mining and data management. This calls for a cross-functional team that can drive these processes to meet the needs of health care leaders and administrators. Ultimately, an accessible and longitudinal view of personal medical records can lead to better and more cost-effective care. In recent years, Memorial Hermann Health System has built a population health strategy that aims to improve physician and patient experience while reducing costs. Memorial Hermann is comprised of 16 hospitals throughout Southeast Texas and is the largest not-for-profit health care system in the state. In this episode of The Cerner Podcast, we’re joined by two members of the Memorial Hermann Health Care System who have worked diligently to advance the health of the system’s patients and members. Angie Massey is the director of strategic analytics for the population health services organization, and Paul Lampi is the director of enterprise analytics and reporting.

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050 - A Blueprint for the Next Generation Health Ecosystem | Dave Chase | The Health Rosetta

The #HCBiz Show!

Play Episode Listen Later Apr 26, 2018 50:00

We're celebrating our 50th episode by interviewing one of my favorite healthcare thinkers, Dave Chase. Dave shares his vision for the next generation health ecosystem, and talks about the many ways the Health Rosetta is driving that change, including their involvement in the upcoming Health Value Awards. We cover a lot of ground, including: Why we need to rethink business models that have been in place since World War II Why you should never automate a broken process Aligning what's right for the business of healthcare with what's right for the patient How healthcare leaders can learn from what happened to the newspaper industry What are the major push backs against the Health Rosetta concepts and are they being relaxed? Why the employer healthcare market is the key to scaling fixes in the healthcare system Why the health plan industry's worst nightmare is employers realizing they are actually the insurance company How do we get employers to demand innovation in healthcare? Why is selling into hospitals deadly for startups? Why he tells CEOs they're running a healthcare business whether they like it or not. How employers are unwittingly the biggest enabler of the opioid crisis What are the Health Value Awards? What's different about how the categories are being judged? Dave's generated loads of great content on all of this. I highly recommend you checkout his work by clicking the links throughout. Dave's ask to listeners: Download his book at www.healthrosetta.org/friends for free. Once you've read it, whether you like it or not, please write a review on Amazon. About the Health Value Awards The Health Value Awards are a joint effort of the World Congress, The Health Rosetta Institute and The Validation Institute with the goal of shining a bright light on health care organizations, purchasers and individuals that consistently deliver significant value, relative to their peers, within health care niches and that promote essential price and outcomes transparency. On April 29th, the winners will be announced at the World Health Care Congress conference in Washington DC. About Dave Chase and Health Rosetta Dave Chase is the Health Rosetta co-founder focused on the problem that healthcare has become an extractive industry taking resources from what drives 80% of outcomes (education, economic opportunity, public health, healthy behaviors, public safety, clean air and clean water). Recognizing we didn't get better lighting in homes and cities by optimizing oil lamp technology, the Health Rosetta is an open source blueprint for the next generation health ecosystem. The LEED-like Health Rosetta Institute is focused on replacing the extractive sick care system. Health Rosetta Media highlights the collateral damage from the Extractive Era of healthcare and the tremendous successes & opportunities with Health Rosetta-type health plans. The "CEO's Guide to Restoring the American Dream: How to deliver world class healthcare to your employees at half the cost" became a Kindle #1 best seller. Chase is working on his next book -- "The Opioid Crisis Wake-up Call" -- outlining how the opioid crisis isn't an anomaly. Rather, it's a logical (& tragic) byproduct of a catastrophically dysfunctional healthcare system. Health Rosetta replicates health economies that rebuild hope and community by massively replicating already-proven approaches that deliver Quadruple Aim success -- a much better care team experience leading to an improved patient experience which naturally leads to better outcomes and lower costs in high performing models. Chase's TEDx talk "Healthcare Stole the American Dream - Here's How We Take it Back" sums up healthcare's devastation of the middle class & redemption coming via a bottom-up movement. Chase has reached 750,000 people through his writing & speaking. Chase was the Co-founder of Avado, acquired by & integrated into WebMD/Medscape (the most widely used healthcare professional site). Chase founded Microsoft's $2B, 28,000 partner healthcare ecosystem. Chase is a father of two student athletes, husband & oxygen-fueled mountain athlete. He was a former PAC-12 800 Meter competitor. Connect with Dave and learn more: Twitter: @ChaseDave LinkedIn: https://www.linkedin.com/in/chasedave/ Download the book at www.healthrosetta.org/friends for free. Once you've read it, whether you like it or not, please write a review on Amazon. Learn more at Health Rosetta Related Health Benefits as a Strategic Opportunity | Chris Skisak | HBCH Unbreaking Healthcare: The Big Heist Film Project Making the Move to Direct Primary Care Mentioned on the Show Report: Global Digital Health VC Funding Hits Record $2.5B in Q1 2018 Not your usual hospital ad: 'If our beds are filled, it means we've failed' FDA permits marketing of artificial intelligence-based device to detect certain diabetes-related eye problems Telemedicine Regulations with Nathaniel Lacktman Amazon, Berkshire Hathaway, JP Morgan Healthcare Partnership Subscribe to Weekly Updates If you like what we're doing here, then please consider signing up for our weekly newsletter. You'll get one email from me each week detailing: New podcast episodes and blog posts. Content or ideas that I've found valuable in the past week. Insider info about the show like stats, upcoming episodes and future plans that I won't put anywhere else. Plain text and straight from the heart :) No SPAM or fancy graphics and you can unsubscribe with a single click anytime. The #HCBiz Show! is produced by Glide Health IT, LLC in partnership with Netspective Media. Music by StudioEtar

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Nurses Transforming Hospice and Palliative Care -- Diana J. Mason, PhD, RN, FAAN

MJHS Institute for Innovation in Palliative Care

Play Episode Listen Later Feb 14, 2018 60:23

This podcast aims to inspire nurses working in a palliative and hospice care system to take a leadership role in transforming care in the direction of the Quadruple Aim. Triple Aim includes a focus enhancing patient experience, improving population health, and reducing costs and is widely accepted as a compass to optimize health system performance. Yet nurses and physicians and other members of the healthcare workforce report widespread burnout and dissatisfaction, which are associated with lower patient satisfaction, reduced health outcomes, and possible increased costs.

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Dr. Betsy Johnson, president & CEO of MaineHealth Accountable Care Organization

Love Maine Radio with Dr. Lisa Belisle

Play Episode Listen Later Nov 9, 2017

Betsy Johnson is president and CEO of MaineHealth Accountable Care Organization. With over 17 years of experience in healthcare leadership and 20 years of clinical practice experience in internal medicine, Dr. Johnson brings to the MaineHealth Accountable Care Organization (ACO) her passion for building and supporting a community model of health care that is value-based, integrated, and patient-centered. Through teamwork and partnership across the health system, she has helped facilitate the transition of the MMC Physician-Hospital Organization (PHO), Community Physicians of Maine (CPM) into an integrated ACO advocating for a culture of accountable care, provider engagement, transparency, and achievement of the Quadruple Aim for over 1400 providers and 10 acute care hospitals. Before coming to the ACO, she served as chief medical officer at Martin’s Point Health Care where in addition to leading the Quality Division for both the health plans and delivery system, she led the integration of three medical groups into one group-employed model, as well as their transformation toward patient-centered medical homes. She previously served as chief of internal medicine and adult urgent care at the Kenmore Center, part of Harvard Vanguard Medical Associates in Boston. After receiving her BA from Bowdoin College, Betsy obtained an MD from Vanderbilt University School of Medicine and a Master of Health Care Management from Harvard School of Public Health. She currently serves on several boards including Maine Quality Counts and Coverys, and serves as chair of Onpoint Health Data’s board of directors. She sees patients at Maine Medical Partners Falmouth Internal Medicine and serves as faculty on MaineHealth’s Physician Leadership Development Fellowship https://www.themainemag.com/radio/radio-guests/dr-betsy-johnson-president-ceo-mainehealth-accountable-care-organization/

#144: Why This Angel Investor Loves the Quadruple Aim: Joni Kripal, galeforce advisor

StartUp Health NOW Podcast

Play Episode Listen Later Aug 3, 2017 7:32

In this episode of StartUp Health NOW, Kripal discusses her investment strategies, and offers advice to entrepreneurs who are entering the healthcare space. Watch here: https://healthtransformer.co/why-this-angel-investor-loves-the-quadruple-aim-e6ed22829e10 Guest: Joni Kripal, galeforce advisor Host: Unity Stoakes, StartUp Health Location: Prime Health Summit, Denver, Colorado

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WIHI: Moving Upstream to Address the Quadruple Aim

WIHI - A Podcast from the Institute for Healthcare Improvement

Play Episode Listen Later Jun 27, 2017 68:14

Date: December 15, 2016 Featuring: Rishi Manchanda, MD, MPH, Chief Medical Officer, The Wonderful Company; President & Founder, HealthBegins WIHI is pleased to present a Special Edition Podcast, featuring Rishi Manchanda of HealthBegins, discussing why it’s important for health care to “move upstream” to address the social determinants contributing to many patients’ poor health today. Dr. Manchanda also argues that if frontline providers are asked to address upstream factors like poor housing or job insecurity, they need to have the resources and the knowledge and the active partnerships to draw from. Otherwise, they’re at risk for burnout and anything but joy in work. This is why Dr. Manchanda and some others suggest we consider expanding the IHI Triple Aim to the “Quadruple Aim” to include critically important job satisfaction. WIHI recorded Dr. Manchanda’s remarks on December 5, 2016, in Orlando, Florida, at the Scientific Symposium, held in conjunction with the Institute for Healthcare Improvement’s 28th Annual National Forum on Quality Improvement in Health Care. The podcast is over an hour long; we highly recommend that you have the presentation slides (posted on this page) handy for reference as you’re listening. At the conclusion of Dr. Manchanda’s remarks, IHI’s Dr. Don Goldmann moderates a brief Q&A.

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Meet Dave Chase aka @chasedave

PopHealth Week

Play Episode Listen Later Oct 5, 2016 30:00

Wednesday, October 5th 2016 PopHealth Week co-hosts Fred Goldstein and Gregg Masters engage with entrepreneur, author, healthwonk and now 'The Big Heist' documentary film executive producer Dave Chase. The Big Heist 'is a documentary film that seeks to make the indecipherable understandable and demonstrate that there is reason for great optimism that a partnership between doc-entrepreneurs and forward-looking clinicians with individuals (fka “patients”) can dramatically out-perform against Quadruple Aim* objectives compared to traditional healthcare orgs.' Dave is widely published, and co-authored the healthcare Book of the Year in in 2014. He was the CEO and co-founder of Avado which was acquired by and integrated into WebMD and the most widely used healthcare professional site - Medscape. For context see: Have PPO Networks Perpetrated The Greatest Heist In American History? Join us!

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Meet The Big Heist "Mock-umentary" Executive Producer @ChaseDave

This Week in Health Innovation

Play Episode Listen Later Oct 5, 2016 31:00

On PopHealth Week's Wednesday, October 5th 2016 broadcast co-hosts Fred Goldstein and Gregg Masters engage with entrepreneur, author, healthwonk and now 'The Big Heist' documentary film executive producer Dave Chase. The Big Heist 'is a documentary film that seeks to make the indecipherable understandable and demonstrate that there is reason for great optimism that a partnership between doc-entrepreneurs and forward-looking clinicians with individuals (fka “patients”) can dramatically out-perform against Quadruple Aim* objectives compared to traditional healthcare orgs.' Dave is widely published, and co-authored the healthcare Book of the Year in in 2014. He was the CEO and co-founder of Avado which was acquired by and integrated into WebMD and the most widely used healthcare professional site - Medscape. For context see: Have PPO Networks Perpetrated The Greatest Heist In American History? Join us!

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#361: Three Keys To Healthcare Investing For Impact

#plugintodevin - Your Mark on the World with Devin Thorpe

Play Episode Listen Later Feb 11, 2016 20:17

Read the full GoodCrowdinfo article and watch the interview here: http://bit.ly/1KZ0wna. Subscribe to this podcast on iTunes by clicking here: http://bit.ly/ymotwitunes or on Stitcher by clicking here: http://bit.ly/ymotwstitcher. Dave Chase, Managing Partner of Healthfundr, an investment crowdfunding site for healthcare companies is well positioned to offer insights for investing in the industry for impact. He’s provided three keys for investors, employers and the healthcare companies and their patients: Problems breed opportunity: As Peter Diamandis famously said, “the world’s greatest problems are also the world’s greatest business opportunities.” Studying the ongoing collateral damage from wasting over $1 trillion every year (just in the U.S) makes it clear that healthcare’s status quo is the greatest immediate threat to the American Dream. The great news is that the solutions to fix the mess have all been created, proven and modestly scaled, they just haven’t all been brought together. The companies driving that transformation represent a tremendous investing opportunity. Thus, we believe it’s a false choice to think that the proper investing strategy in healthcare requires a trade-off between impact and financial returns. We can radically reduce costs: I’ve studied the leading employers and unions that recognize that employers are pouring more than enough money to fund a great benefits package and a comfortable require. Unfortunately, accepting the status quo of how we purchase healthcare ensures we get neither. There is now a blueprint for how to do it in a way that thrills both employers and employees/union members. While delivering great benefits, organizations are spending 30-50% less per capita on health benefits. The dollars that would have otherwise been squandered on healthcare are funding great (non-healthcare) benefits, company R&D and community benefit. Improving conditions for healthcare providers improves outcomes for patients: I’d encourage you to look at the leaders of the Quadruple Aim movement. Unfortunately, more than half of doctors and nurses are showing signs of burnout and doctors have the highest rate of suicide due to how healthcare is operating. This is bad for the clinicians as well as the patients they treat. Fortunately, the leading organizations recognize that optimizing the care team experience naturally leads to a better patient experience. When that happens, health outcomes follow as the patient and care team truly work as a team to achieve the optimal outcome. That, in turn, leads to lower healthcare costs. It’s happened so frequently and in so many different settings, it’s indisputable that it can be done well. Read the full GoodCrowdinfo article and watch the interview here: http://bit.ly/1KZ0wna. Please consider whether a friend or colleague might benefit from this piece and, if so, share it.

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Episode 74: What Healthcare Organizations Need To Succeed with Dave Chase of Healthfundr and Cascadia Capital