Posts Tagged ‘acute care’

Infographic: An Assessment of Acute Unscheduled Healthcare

September 20th, 2017 by Melanie Matthews

A healthcare model providing care at a high cost and with high rates of emergency department utilization, no matter the level of quality, is not sustainable, according to a new infographic by Phillips.

The infographic provides an assessment of acute unscheduled care, the demands on acute care providers, and use of the emergency department across 7 countries: Australia, Canada, Germany, the Netherlands, Switzerland, the United States, and the United Kingdom.

In the sphere of value-based healthcare, chronic care management (CCM) is a critical component of primary care and population health management. Targeting the Triple Aim goals of better health and care for individuals while reducing spending, CCM is viewed as a stepping-stone to success under Medicare’s Quality Payment Program that launched January 1, 2017.

2017 Healthcare Benchmarks: Chronic Care captures tools, practices and lessons learned by the healthcare industry related to the management of chronic disease.

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7 Provider Predictions for 2014: Larger Players Will Exert Presence

March 4th, 2014 by Patricia Donovan

Assessing the industry landscape for healthcare providers, Steven T. Valentine, president of The Camden Group, predicts that the big will get bigger in the year to come in healthcare.

providers 2014

In evaluating the environment around us, what do we look for in 2014? We’re looking at continued consolidation with hospitals. Second, we fully expect to see that some hospitals are going to be repurposed and will move from acute-care into post-acute. They might do it a floor at a time, two floors at a time—an abandoned smaller hospital that they can convert to ambulatory, rehab, or skilled nursing facility (SNF).

Moving forward, we fully expect inpatient utilization to continue the trend of being flat to down. Fourth, we would fully expect bigger providers to get bigger, and the smaller facilities in the suburban areas to struggle more on the volume side. The bigger are going to exert their market presence and try to continue to grow with the critical mass that they have.

Next, we do not expect reimbursement will keep up with the cost that the hospitals and health systems are experiencing. With organized labor, the heavy regulation, the rich paying benefits, the hospital employees greater than outside the hospital, these are some tough areas that the COO’s of many hospitals and health systems are dealing with.

Sixth, hospitals will continue to be capital intensive; everybody wants more money for their IT, as well as for facilities. We fully expect hospitals to continue with physician employment, doing the plan-to-plan so that health systems would pursue plan-to-plan contracting. Lastly, we see geographic concentration; where geography doesn’t really fit, you would let that go.

Excerpted from: Healthcare Trends & Forecasts in 2014: Performance Expectations for the Healthcare Industry

5 Barriers to Optimal Care in the Post-Acute Setting

January 22nd, 2014 by Jessica Fornarotto

Summa Health System’s care coordination network of skilled nursing facilities (SNFs) is working to decrease fragmentation, length of stay and unnecessary readmissions while improving outcomes of care. Mike Demagall, administrator of Bath Manor & Windsong Care Center, a participant in this network, identified five barriers to patient care that originated in the acute care setting.

First, we found a lack of quality information received upon transfer from an acute care to a nursing facility and the lag time in identification of post-acute bed availability. The social worker was calling or faxing information to a facility, and the facility took up to 24 hours to respond as to whether a bed was available. That person may have been ready that day; instead it postponed that discharge another day.

We also had barriers to the patient’s acceptance of the need for post-acute care. Social workers and care coordinators at the bedside tell them when it is time for rehabilitation.

The next barrier was family expectations. Does the family feel that they need to go to the nursing home? The hospital staff and the insurers had to spot the appropriate levels of care. One of the concerns we had was, ‘Is this going to send a lot of our patients — our referrals — to home healthcare and decrease our referrals by participating in this?’ That happened to not be the case at all.

There was still a lack of knowledge and respect toward long-term care (LTC). All the discharge planning individuals, which were the case manager nurses and social workers, were able to tour the facility. Each facility had the opportunity to present their services and what they do. That helped with the overall cohesion of the group, and it moved this project forward.

There was also a lack of quality information received from the nursing facilities on the transfer to an emergency department (ED). That was information that we needed to get back, just as we were asking for information as those residents were coming in.

Excerpted from: 7 Patient-Centered Strategies to Generate Value-Based Reimbursement