A "HealthTweep" Pulse Check

Exploring transformational potential of social media

Posts Tagged ‘Transformation

HealthCamp San Diego 2011

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Hot of the press! HealthCamp San Diego will be held in conjunction with the Health 2.0 Spring Fling on March 20th, 2011. Sponsored by Kaiser Permanente and the Rady School of Management.

For details, click here.

 

MIA? Not Really…

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There is much happening in the whirlwind of health reform, and the granular transformation enabled by the passage of the Patient Protection and Affordable Care Act (PPACA). The theater in Washington notwithstanding and well as the growing storm of legal challenges to the insurance mandate leave much of the implementation path somewhat clouded.

Yet the ‘roll up your sleeves and make a difference’ crowd rather than whine and obstruct, are rather busy and focused on the granular transformational opportunites written into PPACA.

You will find some of the more interesting posts and updates from the proactive players at ACO Watch, and well as it’s sister podcast via ACO Watch: A Mid-Week Revew.

Three recent posts are well worth singling out, they include:

Jaan Didorov, MD, and publisher of the Disease Management Blog, on ‘No Faux ACO’s Here!’ A play witty on CMS Administrator Don Berwick’s earlier industry admonition, as well as ‘How To Get Independent Physicians Into an Accountable Care Organization‘, offers select insights and commentary of a mature IDN, absent the staff (or employed group)  model DNA typically associated with Mayo, and Kaiser Permanente ACO strains, but more of a private/voluntary medical staff model culture, over at Advocate Health Partners.

Also, check out ACOs and the Shared Savings Program; Some Common Misconceptions, by Reed Tinsley, CPA.

We welcome your comments and engagement!

Workshop Examines Effects of Waiver Authority on Development of ACOs

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J. Peter Rich

J. Peter Rich is a partner in the law firm of McDermott Will & Emery LLP and is based in the Firm’s Los Angeles office.   He co-chairs the Firm’s Insurance / Payors Affinity Group.

The FTC, CMS and OIG hosted a public workshop on October 5, 2010, featuring panel and listening discussions on regulatory issues surrounding how the development and operation of accountable care organizations would be affected by the use of waivers, safe harbors and other exceptions to various fraud and abuse laws.


The U.S. Federal Trade Commission, the Centers for Medicare & Medicaid Services (CMS) and the Office of the Inspector General (OIG) hosted a public workshop October 5, 2010.  A previous newsletter summarized the morning sessions of the workshop, which concerned antitrust issues. This newsletter focuses on the afternoon sessions of the workshop, which featured a panel discussion and listening session regarding how the secretary of the U.S. Department of Health and Human Services (HHS) may encourage the creation and development of accountable care organizations (ACOs) by using the position’s waiver authority or creating new exceptions and safe harbors related to the Anti-Kickback Law, the Stark Law and the Civil Monetary Penalty Law.

Summary

Workshop participants shared a range of viewpoints concerning how the formation and operation of ACOs would be affected by the use of waivers, safe harbors and other exceptions to various fraud and abuse laws.   The OIG and HHS did not provide any details as to precisely what forms such waivers, safe harbors and exceptions might take, instead, they merely received input from participant-stakeholders regarding the range of views and possible approaches that should be considered when structuring the ACO model.

For complete blog post, click here.

 

Written by 2healthguru

October 15, 2010 at 1:21 PM

A Strategic Medical Group Algorithm To Assess ‘Social Media Readiness’

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So what is social media really all about in terms of its relevance and application to medical groups, whether single or multi-specialty? Is it really about a better way to push an often boring, ‘look what I/we can do’ PR messaging? Or is it a genuine offer of a transformational opportunity to re-engineer health care operations and practices in service of quality, access, cost transparency and patient engagement? I say one way to get closer to an answer is to walk through this initial set of questioning recently developed for a client.

ACO Medical Group (ACOMG) Strategic Questions

Is there a perceived need among the partners for a formal planned marketing and communications function at the Group level? Yes/No?

If no, end of conversation and on to the ‘next prospect’.

If yes,

Is the web viewed as a material source (actual or potential) for patient acquisition, business development, and connectivity with key ACOMG constituents? Yes/no?

If no, end.

If yes, should ACOMG invest in a coordinated and comprehensive ‘web presence’ that builds, positions and maintains real-time, interactive capabilities via a coordinated yet distributed set of both ‘push’ and digital interactive properties.

If no, end.

If yes, is ACOMG presently enabled to perform as a content development, publishing and management company that feeds and curates these content, keyword, market and niche rich community management properties?

If yes, end.

If no, are these core skill sets presently domiciled at ACOMG staff (whether via professional or administrative staff, consultants, etc.)?

If yes, end.

If no, how will ACOMG acquire, develop or otherwise embed the needed skill sets and core competencies?

Build, buy or do nothing?

If build, or buy is there a budget benchmarked to a formal marketing and communications program consistent with published management company guidelines as a percent of revenue or expenses? If yes, game on. If no, end of conversation or need for additional education (good luck!).

And while you consider this ‘social media readiness assessment’ do bear in mind that the world continues to spin and has minimally surfaced the following things to consider:

Additional strategic considerations to throw into the mix as market conditions and environmental context:

On the future of community medicine in general, or your version of community medicine via your specific specialty:

1. What alliances and/or networking arrangements should your group be considering?

2. What vehicles (legal entities or other forms of organizations) should your group be considering, e.g., single specialty IPA, or ‘super IPA’ (re-purposed specialty GPO), MSO, super MSO, associating with a 3rd party PPMC (i.e., US Oncology), linking with an hospital system (which one, might there be more, or even a multi-hospital vehicle to be created?)

3. What formal strategic positioning thought is underway given the relatively short horizon for ACO participation? Have you evaluated the range and wisdom of various participation options, i.e., as single sites; as an integrated group; with hospital participation or not ( a very key question)?

Basically [medical group leadership], do you have previous experience in dealing with these strategic issues (many of which seem to be re-cycling prior themes albeit with ‘new and improved’ acronyms)? Is there ‘institutional memory’ from the HMO, IPA, MSO, or PHO days? Is the ‘wisdom’ of the senior members of the group being shared with the younger generation, who carry the longitudinal stake in the practice’s sustainability? Or is the default position just to do nothing and see what happens?

Bottom line is it’s all about choice… and there is no ‘good’ or ‘bad’ here, only informed/uninformed choices and consequences; and inaction, denial or minimization is a firm choice, no doubt with inevitable consequences! Cheers!