C-suite CV Executives Prepare for an Evolving Landscape

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Source: Trimed Media Group

Many challenges confront C-suite hospital executives—from the federal government’s healthcare reform efforts and reimbursement reductions to decreasing hospital revenues and increasing competition—all of which are unlikely to diminish in the near future. Recently, four physician executives sought to elucidate the clinical, economic and practice management considerations impacting the healthcare landscape.

Producing quality in a new era

Changes in the delivery of cardiovascular care are inevitable, but change is not always easy. “We’ve all been very comfortable practicing in the traditional fee-for-service model,” says Bufalino. “Yet, some U.S. providers are beginning to understand how to function in a capitated or shared-risk environment, while still managing to provide high-quality care in a cost-effective manner.”

For this to occur, administrators must convince physicians and staff that changes will not restrict or ration care, but rather improve quality of care while simultaneously paying attention to efficiencies—a value-based model, rather than volume-based.

Intermountain “encourages evidence-based medicine to reduce variation by giving our staff the tools to perform the best care and function as an integrated team,” says Lappé. While physicians and nurses are essential to pull everyone together, senior management also must trust that the department is delivering the highest quality care, he adds.

“The biggest challenge is getting physicians, who are traditionally autonomous, to change their game,” says Knopf. Cajoling physicians within one group to work together is complicated, he says, but when a private practice integrates with a hospital and physicians are part of a larger organization, those challenges become exacerbated, especially because physicians have to interact with the nursing, administration and finance teams.

In this complex milieu, academic medical centers face the additional challenge of fulfilling their unique missions, Yancy says. “Changes in the broader landscape reduce reimbursement, bundle codes and make our operating margins narrower, but by definition, we should be inefficient in clinical practice because we need to parcel out time for education and research. How do we continue to fund those ventures going forward? You cannot practice evidence-based medicine without the laboratories where the evidence is generated.”

Every institution should hold that mission, says Lappé, especially in the rigorous collection of data and collaborative sharing of those data. “In this model, the entire healthcare system becomes the laboratory.”

Evidence-based guidelines in any setting can only be assessed through measuring performance, says Bufalino, whose practice has employed EHRs since the 1990s and can now measure 32 quarters of care with 600,000-plus visits. “While we’re now at 90-plus percent on all consortium measures, we were not there when we started. Providing feedback to physicians is key to achieving quality parameters.”

While the new epoch poses many challenges, Yancy recognizes potential opportunities. “We’re talking about the future of healthcare, which is, in fact, quite exciting rather than the doom and gloom of having to cut and slash. The right answer is we’ve just got to do it better.”

Prioritizing purchasing

Adhering to a strict CV service line budget, Northwestern uses a committee of physicians and administrators to prioritize requests for capital purchases. “Vital equipment that needs replacing or mission-critical items lead the way; equipment that could add value or generate margin is next,” Yancy explains. “Exploratory items end up in a lesser tier. Providers are very reluctant to take on debt right now, as the potential to discharge that debt in the future is uncertain,” he says.

Knopf adds, “Every institution is struggling with how to obtain and dole out capital. Capital is generally derived from the margins, which typically determines the provider’s credit rating.” Piedmont’s method of distributing capital is similar to Northwestern’s when assessing a proposed technology’s ROI over a three- to five-year horizon, as it must show benefit to the healthcare system.

Providers that are seeking to simplify and unify their supply chains may gain new ways to negotiate with industry. For example, 10 cath lab directors decided that they would not buy devices from a particular company, which would not agree to the directors’ pricing model. “I was amazed that the physicians supported this decision