1. We need to continue to drive our organizations to
value-based reimbursement models, where our financial
success is dependent on the care we deliver and the clinical outcomes we achieve for our patients. We need to build
systems that encourage patients to be engaged in their care
and reward providers who are able to reduce the cost of the
care they deliver while increasing the quality outcomes for
those they care for. This is not an unreasonable goal. We
already see the success many of our members have had
with Medicare Advantage and Next Generation ACOs.
2. We need to figure out how we can effectively utilize technology to create a better healthcare system for our providers
and our patients. Health care has to be the only industry I am
aware of that, when we implemented technology and software
solutions, we became less efficient
instead of more efficient. Instead
of form following function, function
followed form, and we allowed
the technology to drive our process, not the reverse. We need to
collaborate with our vendors and
suppliers to enhance the products they deliver to us to make
them more user-friendly for both
our providers and our patients.
Each of us is being inundated
every day with new technologies
and advancements, and we need
to develop a process whereby we
can assess the opportunities and
then develop an integration model
to assimilate the best alternative
into our practices. Many believe
that the advent of technology in health care was the beginning of the physician burnout syndrome. We need to make
technology work for us and not against us. My friend, Theresa
Frei from Sutter, put it best: We need to reframe the dialogue
around physician resiliency and give providers the tools they
need to put the joy back into the practice of medicine.
3. We need to develop a healthcare system that is
consumer-centric. Our patients look at us as a service provider
and are judging and benchmarking us against all aspects
of their service experiences (not just clinical). Look at these
examples, where companies in other industries lost focus
of the consumer needs, and it created an opportunity for
new innovative technology driven entities to succeed and thrive
(see “Focus on the Customer”). Service expectations have been
well established by many industries that have competed in
the open market for their customers. When the financial ser-
vices industry revolutionized their approach to consumer-based
services, customers were selecting their provider because
of the completeness of the overall experience, not exclusively
because of financial results. Patients want us to deliver a
system of care that is equally convenient and complete.
At CareMount, we are pursuing one such initiative, which is
challenging the intersection of care, technology, and consumerism. We are currently in the early stages of implementing
Salesforce, a consumer relationship management software
application that will enable us to revolutionize the paradigm
of delivering healthcare services. Our current system requires
patients to contact us when they need care, and once we
fulfill that request, we rarely close the loop or follow up or
assist them with information to manage their health.
Using this new type of software, we will change the
X Netflix did not kill Blockbuster. Ridiculous
paradigm by leveraging our understanding of our patients
to influence their experiences and behaviors. This will be
done by sharing information, which
will drive our understanding of the
need for preventive care services;
disease- or age-specific services;
clinical follow-up services; payer- or
plan-specific services; and more.
At each patient interaction, we will
provide each member of our care
team with patient-specific insights
and care requirements. Our team
will include contact center agents,
front-desk staff, nursing, providers,
and most importantly, the patients,
themselves, via next-generation
interactions and notifications.
Our goal is to deliver a succinct
and consistent message at the
proper time and at the proper
cadence. CareMount believes that
if our patient applications, patient notifications, and care
teams all reinforce the same message, we will have the
tools and influence to provoke positive patient behaviors.
The great news for everyone at this conference is that AMGA
has the resources and tools to help all of us achieve these
goals and aspirations. On Thursday, more than 150 AMGA
member representatives were on Capitol Hill advocating for
issues, such as the pathway to value, MACRA, and Medicare
Advantage—all of which are important to our members.
Our IQL conference will be held in the fall this year. We will be
in Las Vegas the last week in September, focusing on providing
our members with tools and guidance for moving on the path
from fee-for-service to value. Our AMGA Foundation—and
for those you are not familiar with the Foundation, I highly
encourage you to research them—is AMGA’s engine to drive
our quality initiatives. Just to give a few highlights of some of
their successes: Their first national initiative was the Measure
Up/Pressure Down® campaign, which improved high blood
pressure detection and control for more than 540,000 patients.
Focus on the
late fees did.
X Uber did not kill the taxi business. Limited
access and fare control did.
X Apple did not kill the music industry. Being
forced to buy full-length albums did.
X Amazon did not kill other retailers. Poor cus-
tomer service and experience did.
X Airbnb isn’t killing the hotel industry. Limited
availability and pricing options are.
X Technology by itself is not the disruptor. Not
being customer-centric is the biggest threat
to any business.