Median monthly costs were 9% lower for dually eligible patients who received care in new pilot sites vs.Implementation of a patient centered medical home in association with safety net clinics improved continuity of care and led to a 7% increase in patients with controlled blood pressure and diabetes.CareSupport yielded savings of $5,000 per member per year for high risk patients through better care coordination.The industry is massive, and regulations are complex, but the smartest organizations have a great understanding of the shifts being made in healthcare, and create innovative pilot projects to explore options to achieve the triple aim of healthcare. The answer lies in a paradigmatic shift in how care is provided, marketed, and reimbursed for. Again, creative tweaks to an existing broken system will not work. Waiting for new regulations, payment models, or standards to be released……and then seeing what they need to quickly tweak to bring the care at their facility up to speed. Unfortunately many organization continue to remain on the reactive hamster wheel. ![]() While those who are willing to apply creative disruption – completely rethinking models of care, access, and utilization of technological advancements – are beginning to see great rewards in the form of achieving improvement across multiple elements of the triple aim in healthcare. Organizations who continue to remain reactive, rather than proactive, are quickly falling behind when it comes to both financial viability as well as consumer satisfaction. This is completely understandable considering the number of compliance and regulatory issues, but a reactionary implementation of change needed in healthcare is not what is going to get large organizations to the finish line.Ī proactive examination of healthcare and all of its nuances is called for, and a general embracing of patient segment population health management across all aspects of healthcare organizations is one of the only solutions which will offer a chance of success in a market which continues to demand more….more care for more patient….more preventative care…better population health management…higher quality of outcomes- in an atmosphere of less…less reimbursement…less available providers…less resources. Though some changes have been made, there is a resilient trend that remains in healthcare, which is for the most part a reactive, rather than proactive industry, and this can cause a major barrier to achieving the triple aim of healthcare. Efforts to respond to this change have included more transparency in pricing, an increased emphasis on customer service, and a whole new push toward patient/consumer centered marketing and follow up. Efforts to improve patient experience have given rise to the healthcare “consumer.” A way in which healthcare is being prodded to think of those it serves as consumers of healthcare products, and an important movement as healthcare utilization is on the rise, and a growing number of insured individuals now have access to a greater source of providers. While the goal of the triple aim of healthcare is a lofty one, it is certainly achievable.
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