Amy McFarland

Walmart Exits Healthcare Market: RPM Steps Up to Fill the Gap... Walmart's departure from the healthcare market, including its virtual health care services, will leave a void in care services for underserved communities. While hospitals and primary care providers (PCPs) remain the backbone of our healthcare ecosystem, their resilience is rooted in the trust relationships they've built with patients. This trust is a cornerstone of effective care, and RPM can help hospitals and PCPs extend their reach. RPM uses digital technologies to monitor patients' vital signs, health data, and other relevant information remotely, enabling healthcare providers to deliver timely interventions and preventive care. By leveraging RPM, we can: - Increase access to care for underserved communities - Detect health issues early, preventing complications - Deliver personalized care plans - Reduce healthcare costs - Empower patients to take a more active role in their healthcare As we move forward, RPM can help address the disparities in healthcare access and ensure that everyone has access to quality care, regardless of their zip code or background. Let's harness the power of RPM to create a more equitable and accessible healthcare ecosystem! #RemotePatientMonitoring #Telehealth #DigitalHealth #HealthcareAccess https://lnkd.in/eD7CcaEm

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Looking to improve patient outcomes and boost revenue? Aylo Health in Metro Atlanta implemented a Chronic Care Management program with ChartSpan, resulting in increased preventative care for Medicare patients, generating new revenue annually, and empowering patients with resources and remote care coordination. If you're interested in learning more about Aylo's success with a CCM partner, check out their free case study here: https://lnkd.in/eE-7wV29 and then lets talk. #healthcare #chroniccaremanagement #ccm #patientcare #casestudy

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Assuming the chart is accurate, or close. Let's realize that insurance provides no treatment and other than paying the bills does exactly nothing for health. They like to call themselves health plans, so we don't call them bill payers. Then there are many other forms of intermediary that also do not provide any care or health. The system has converted from transactions to financially support caregiving, into caregivers and patients supporting profit taking transactions. This is upside down.

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Great article from Katie Adams from MedCity News interviewing Lee Schwamm, MD. These are three great nuggets. I've built for clients the digital front door wrapper he's referencing. Depending on the maturity and budget availability of an organization, I would argue it's possible to do this even without the software development kit. Unfortunately, those can be cost prohibitive and inaccessible for many health system teams with limited expertise and bandwidth. I do wonder about how an LLM could work to overcome both a wide range of ways a patient might describe their condition and looming challenge information asymmetry between clinically trained knowledge and patient knowledge? Would it be trained to be so risk averse to still always default to an overrun primary care system? Would it really enable to bypass to a specialist when there might be access issues or referrals needed for that specialty? I really like the insight from Lee about the "mid-level, consistent, reliable experience." He talked about this at the Reuters Events Healthcare in San Diego a few weeks back and I still like it! Overall - great article Katie and Lee! https://lnkd.in/gyMRaMKh

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🎙 Tune in to our Advancing Precision Oncology Podcast! 🎙 This 3-part series will explore how biomarkers and advanced testing capabilities are expanding patient access to precision oncology and improving health outcomes for cancer patients. Delve into the rapidly evolving landscape of biomarker testing, the benefits of integrating multi-data sources and the challenges and opportunities that lie ahead. 🔬💊 Listen to Part 1 with Dr. Gwyn Bebb and Wyatt Gotbetter: https://lnkd.in/eAuvzhFj #Podcast #Oncology #Biomarkers #NovelInsights

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CFOS ARE SHIFTING ATTENTION TO THESE 4 MAKE-OR-BREAK TRENDS This article from HealthLeaders caught my attention for the following- CFO's take note, if your CDI vendor pitches their software as a tool that enhances CDI efficiency in reviewing records that have the best opportunity for documentation improvement, i.e, securing a CC/MCC and raising the CMI, do not take that sales pitch on face value. If your CDI software vendor sends you reports indicating a jump in CMI and CC/MCC from using their AI software, please validate the data. You must analyze your own financial data and determine if your CDI program and its use of technology are generating net patient revenue. My personal experience time and time again is that CMI is a warm fuzzy feel-good number unless you factor in clinical validation denials and missed CDI opportunities to improve physician documentation and alleviate the steadily increasing costly payer denials and financial takebacks. These add up and impact the bottom line. Watch this short 1-minute video and learn if your CDI program is as successful as your CDI vendor and CDI leadership is leading you to believe. https://lnkd.in/eHGXaYSK Attendees agreed that CFOS must assess the true ROI of their technology solutions and initiatives, especially since many vendors don’t come armed with any data. Implementing technology that streamlines workflows and enhances patient care may lead to shorter LOS, but CFOs must evaluate the financial impact of these efficiencies. “At our hospital, we implemented new technology that reduced our LOS, but I had to add 20 other FTEs to accommodate for the tech,” Wallace said. “So, CFOs need to be aware that a reduced LOS does not always equal an increase in revenue.” By conducting thorough financial analyses and performance evaluations, finance leaders can ensure that their technology investments are generating sustainable revenue growth and improving overall financial performance. #technology, #ROI, #returnoninvestment, #donotbelieveyourCDIvendor, #vendorsstretchthetruth, #validatedenials

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Also don’t outsource your hospital’s core services to a GPO ran by foreign PE… I do find it so odd that Vizient’s own contracts couldn’t stand on their own so they had to create a aggregation group with Mayo Clinic called Capits. (https://lnkd.in/gpiVDKvn) Which by the way Mayo Clinic is being sued because not only does Mayo control pricing on supply chain contracts for Vizient, but guess who controls pricing on their self insured insurance plan. (https://lnkd.in/guvx5mqr) Oh and as of November of last year Mayo Clinic lead their state in adverse healthcare events. (https://lnkd.in/gXsPi2sw) Should I go on or have I made my point clear on why Oklahoma hospitals should not blindly follow Vizient, Captis, and the Mayo Clinic?

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Walmart closing 51 Health Centers over “Lack of Profitability!” Walmart Health Virtual Care (telemedicine) offerings will also end. Article by Daniella Alessandra Genovese Fox Business Network April 30, 2024 MY TAKE: · What does ‘lack of Profitability” really MEAN? o Is it meant that this service line is losing money – financially upside down? o Or does it mean that the line is not producing the “EXCESS PROFITS” that were envisioned - and that corporate leaders and shareholders demand?   ·    Healthcare delivery is NOT a simple business model, though increasingly we see corporate entities entering this arena, often envisioning large profits or - in the case of private equity - valuable ASSETS whose value can be accelerated over short periods - or at least sold off as value-added components.   ·    It has been said that the LURE of ‘excess profit’ invariably leads to GREED, and that in healthcare - greed invariable leads to worsening conditions within healthcare workplaces and worsening outcomes for patients! American Medical Association American Hospital Association American College of Emergency Physicians U.S. Senate Committee on Health, Education, Labor, & Pensions Tennessee Medical Association Jesse Pines Chadd Kraus Lara Vanyo Rita Manfredi TENNESSEE COLLEGE OF EMERGENCY PHYSICIANS Timothy Wilson Ryan Stanton Gabe Kelen, Deidre McPhillips Mollie Pillman Alison Haddock, MD, FACEP Susan Morse mor Chelsea Torres Amy Feldman Jesse Ehrenfeld MD MPH Mel Cortez Larry Bucshon, M.D. Peter Stavros Fox article link - https://lnkd.in/gynsbScT

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Embracing the Future of Telemedicine: The Path Toward Integrated and AI-Enhanced Care I fully concur with Spencer Dorn's recent post with a balanced perspective on the evolution and current limitations of telemedicine. While telemedicine has indeed not lived up to the initial sky-high expectations, its integration into our healthcare system still holds vast potential. Here are some additional points to consider: ·     Care needs to be multimodal: Effective healthcare should seamlessly blend in-person visits, telemedicine, and other forms of digital communication. This integration will cater to different patient needs and scenarios, enhancing accessibility and effectiveness. ·     Technology needs to evolve further to provide better comprehensive solutions: The current telemedicine platforms must evolve to offer more holistic healthcare solutions that are not only technologically advanced but also user-friendly for both patients and healthcare providers. ·     Adoption needs to happen: For telemedicine to truly become an integral part of healthcare, widespread adoption is necessary. This means not only by patients but also by healthcare providers who must embrace these new tools as part of their everyday practice. ·     Reimbursements need to improve: One of the major hurdles to the adoption of telemedicine has been the lack of adequate reimbursement models. As these improve, it will encourage both healthcare providers and patients to utilize telemedicine more extensively. ·     Future generations will likely be more attuned and comfortable receiving digital care: As digital natives age into needing more medical care, their familiarity and comfort with technology will lead to greater adoption of Telehealth services. Conclusion: The evolution of telemedicine is inevitable, though perhaps not immediate. With rapid technological advancements, particularly in AI, the future of integrated telehealth is promising and might arrive sooner than we think. The journey towards a technologically enhanced healthcare system is on its horizon, and it's only a matter of time before it becomes a new standard of care. That's why Idrees Mohammed and I @The Cloud Intelligence Inc are working tirelessly to bring solutions that not only foster change in our current healthcare landscape but will truly revolutionize it. #HealthcareEvolution #Telemedicine #HealthTech #DigitalHealth #AI

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Join me on June 6 for an important webinar on the future of personalized healthcare! 🚀 Hear from leaders Nick W. at Philips, Laura Westercamp at Accenture, and myself (Validic) about leveraging patient-generated health data and hybrid care models to transform patient outcomes. This is a must-attend event discussing practical applications for innovation and advancing healthcare for patients—register at the link below! #healthit #digitalhealth #personalizedcare #telehealth #remotepatientmonitoring #hospitalathome

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Scaling Virtual Cancer Care - Learn how McKesson-US Oncology drastically improved its virtual care operations, reducing patient wait times to less than 1 minute with VSee's flexible no code, low code telehealth platform: https://hubs.ly/Q02tFqWm0

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🔍Is your behavioral health treatment strategy reactive or proactive? Starting May 7th, providers and patients can proactively measure treatment and gain insights into symptom severity with our new Behavioral Vital Signs™ report. As a provider, you'll get a comprehensive PDF report via secure message or right in your EHR. This includes trends for clinically validated surveys, actionable self-report data, and even intelligent passive sensing insights for the last 30 days. As a patient you will receive the same report in the Health Rhythms app, where you can share it with your wider care team and securely review them month over month. It's time to improve our mental health measurement capabilities to enhance treatment strategies and improve outcomes. #DigitalHealth #MentalHealthCare #HealthcareInnovation #PatientCare #healthrhythms #bvs #behavioralvitalsigns

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Here are five strategies for how healthcare providers can use claims, clinical data and benchmarking services to maximize their potential with payers.

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Walmart's exit from Healthcare: A lesson in passion and core business LinkedIn is buzzing with news about Walmart closing its Health Centers and Virtual Care operations. While the parent company boasts impressive revenue and profit figures, it seems those weren't enough to sustain its foray into the healthcare space. This decision highlights a crucial aspect - succeeding in healthcare requires more than just capital; it demands a deep understanding of the industry and unwavering commitment. Walmart is a not alone Walgreens and Amazon have had the same fate. Amazon has swindled down its healthcare manpower within one year of acquiring OneHealth. The healthcare industry is complex and ever-evolving. While Walmart's intentions were noble, their departure serves as a reminder that financial muscle alone can't guarantee success in every sector. Passion, expertise, and a laser focus on the core business are essential for long-term sustainability. #walmart #healthcare #business #pivot #healthcareinnovation https://lnkd.in/dnAHrKck

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So I asked ChatGPT: "what are the three main challenges that payers face when scaling up VBC contracts?" Pretty impressed by the reply! --- Value-based care (VBC) contracts offer potential benefits in improving patient outcomes while controlling costs, but scaling them up presents several challenges for payers: 1. **Data Infrastructure and Analytics**: VBC relies heavily on data analysis to measure outcomes and determine payments. Implementing robust data infrastructure capable of collecting, processing, and analyzing large volumes of clinical and financial data is essential. However, many healthcare organizations struggle with interoperability issues, data silos, and data quality concerns. Scaling VBC requires investments in advanced analytics capabilities and interoperable systems to effectively track patient outcomes and ensure accurate reimbursement. 2. **Provider Engagement and Alignment**: Successful VBC implementation depends on strong collaboration and alignment between payers and providers. However, engaging providers and getting them to buy into new payment models can be challenging. Many providers are accustomed to fee-for-service reimbursement and may be hesitant to adopt new care delivery models that require changes to their workflows and financial practices. Payers must invest in provider education, support, and incentives to encourage participation in VBC programs. Additionally, aligning incentives between payers and providers is crucial to ensure that both parties are working toward the same goals of improving quality and reducing costs. 3. **Risk Management and Financial Sustainability**: Transitioning to VBC involves assuming more financial risk for patient outcomes and healthcare costs. Payers need to carefully assess and manage this risk to avoid financial losses. Balancing the risk-sharing arrangements in VBC contracts, setting appropriate benchmarks, and establishing mechanisms for risk adjustment are critical aspects of managing financial sustainability. Payers also need to develop strategies for monitoring and mitigating risks associated with fluctuations in patient populations, healthcare utilization patterns, and external factors such as regulatory changes and market dynamics. Successfully scaling up VBC contracts requires addressing these challenges through strategic investments in data infrastructure, provider engagement, and risk management strategies. Collaboration among stakeholders, innovation in payment models, and continuous evaluation and adaptation are essential for driving the widespread adoption of value-based care.

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70% of healthcare execs haven’t noticed true cost reductions/ROI when implementing digital health solutions. * * * * Sign up for my free healthcare newsletter at www.HealthcareAndy.com. * * * * These results come from an EY Health Pulse Survey, where 100+ payer and provider execs were asked about the state of digital health. I’m not going to sugarcoat it, these are not great results at face value. In order for digital health to persevere over the long-term, we need bulletproof ROI, net of the digital health fees. Super hard to measure when ROI includes "productivity" or even "ER visit reductions" because there's a million reasons someone goes to the hospital for chronic and acute issues. Now to be clear, I'm not a digital health hater. We’re still “early-ish”. We can’t forever use that excuse, but the industry is objectively young relative to the size and complexity. And like I've said in the past, optimism is the only pathway because pessimism leaves us with the status quo. For me, I continue to believe site of care savings is the most predictable and reliable strategy to focus on. That’s why I believe home-based care for certain services is the correct approach. The problem with home is that unit economics can be challenging, logistics are very complex, and not every patient treatment should be done at home. But others have different opinions (investments or companies they work for). What do you think? - - - - Credit: EY Health Pulse Survey

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