September 24, 2024 • 21 mins
Unlock the strategies that can transform your approach to healthcare communication! Join Jennifer Kennedy, CHAP's lead for compliance and quality, and Pat Driscoll, a professor in healthcare administration and chair of CHAP's board, as they reveal how to effectively communicate value and quality in today's fiercely competitive healthcare landscape. This episode is packed with actionable insights on overcoming the challenges faced by post-acute care providers, ensuring continuity of care, and fostering proactive collaboration between hospital systems and community-based providers.
Discover how to elevate your post-acute care value by engaging with key decision-makers early and designing robust programs for managing chronic diseases and high-acuity patients. Pat Driscoll offers expert advice on becoming indispensable partners in the continuum of care, emphasizing the importance of delivering on promises and embracing value-based care models. The episode concludes with a compelling discussion on fostering dynamic partnerships and integrating learnings back into your organization for continuous quality improvement. Don't miss this opportunity to elevate your healthcare practice and improve patient outcomes through effective communication and collaboration.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Greetings.
I'm Jennifer Kennedy, the leadfor compliance and quality at
CHAP, and welcome to anotherspecial edition of CHAPcast.
This is the series where weharness the knowledge and
experience of our board ofdirectors to help you jumpstart
insightful and meaningfuldiscussions within your
organization.
So the goal of the specialpodcast is to give you the tools
(00:36):
that you need to give you theinsight and guidance to excel
and push your boundaries ofquality in a positive direction.
Today I'm really excited aboutthis conversation.
We're going to be talking aboutcommunicating your value and
quality in today's reallycompetitive healthcare
environment, and we have awonderful guest today that's
going to give us some greatinsight about doing that.
(00:56):
There is a lot of competition onmany levels.
You know you're out there,you're in the home care space
and there's a lot of otherpeople and competitors in that
space.
So you're competing forpartners.
You're competing for patientsand when you're in the home and
(01:17):
servicing your patient, you'recompeting for satisfaction on
the quality of care and theother processes that you bring
to that patient and that family.
Also, I feel like you'recompeting for your reputation in
the community as well, becauseif you don't have a good
reputation in the community, Idon't know that you're going to
(01:39):
be surviving in the next year.
So, without further ado, I wantto introduce our guest today,
(02:17):
pat Driscoll.
She is a professor inhealthcare administration at the
Texas Women's University and,even more important, she's
CHAP's board of directors chair.
So welcome, pat, and is thereanything else you'd like to tell
us about your experience?
Speaker 2 (02:35):
Well, thank you.
It's hard to talk about myexperience because, as a person
that's been around the blockmore times than I can imagine, I
have had the opportunity toactually involve myself in many,
many aspects of healthcare,originally in the acute care
space, as a hospital manager,then as a lawyer, a practicing
(02:57):
attorney, then as a consultantto Fortune 500 companies about
their wellness and healthservices, and then not finally
but very importantly as the CEOof a home health organization.
So I believe I've sort of seenit from various and sundry
(03:18):
aspects.
Speaker 1 (03:19):
You are.
You're like a powerhouse.
I've never met anyone who hasall of the goods, if you will.
You know, you've got theclinical background as a
master's prepared nurse.
You've got the legal backgroundas a lawyer.
You've really you've got it alland you've had such a plethora
(03:41):
of experience in different ways.
I think you're the right personto have this conversation with
today about how to communicateyour value as an organization in
this really tumultuoushealthcare continuum that we
have in the US, and particularlyin the post-acute space.
(04:01):
Particularly in the post-acutespace, I think it's important
that we do a better job than wehave been doing about
communicating our value.
So maybe that's the firstdiving board jump off topic here
for us today, pat.
Speaker 2 (04:21):
Well, one of the things that was really brought
home to me this past year I hadthe opportunity to attend the
ACHE Congress, which is really ameeting of predominantly
hospital affiliated andassociated leaders on everyone's
mind today.
One thing that kept coming upwas the importance of continuity
(04:46):
, the fact that our populationsare wanting to remain in their
homes, be part of the community,and the importance, from a cost
containment and patientsatisfaction standpoint, how
important it is for hospitalsystems to be able to have that
transition into the communitymanagement of their populations.
So of course, I immediatelypopped up and said, oh my gosh,
(05:09):
the solution is right in frontof us.
We've got these phenomenalservices available through home
health and hospice in ourcommunity that we are not
leveraging.
And to my overwhelming distress, the response was that we don't
see them as a solution, thatwhen we call they want to cherry
pick patients, they don't getout there in time.
(05:31):
In other words, they werevoicing a lot of the perceptions
fair or not that have revolvedaround post-acute for a long
time.
Speaker 1 (05:43):
So that's interesting that you, you know that they
view us, as you know, not beingresponsive and I think you know,
having been in thecommunity-based, home-based care
space for a long time.
I think there are a lot ofvariables when you're talking
about responsiveness.
(06:03):
And can we take a patient,particularly in the hospice
space?
I know hospitals right now.
They have patients that are onthe brink of death.
They want them out, they wantthem off their mortality stats.
They call hospice in.
This patient is going to die inan ambulance if we try to take
them home, and they're notnecessarily in an acute state
(06:27):
where we can justify a higherlevel of care.
It's these kinds of situations,you know that I think not to get
us off the topic of value, butthese things are happening in
the healthcare continuum andit's really regulatory Right,
driven right.
(06:47):
But I think a value for ahospice in that situation is
okay.
Well, what can we do to helpthis patient in the family?
You know, can we negotiate adifferent type of contractual
agreement you know that isn't ahigher level of care so that we
can take care of this patient.
Speaker 2 (07:06):
So what do you think about distinguishing yourselves
from other competitors in thespace of post-acute Well, I
think you're very, very ontarget, jennifer, because I
think one of the problems isthat we have, in the post-acute
space, been reactive rather thanproactive.
In other words, are we havingthose conversations early with
(07:29):
the appropriate decision makerswhere we can essentially come up
with shared solutions toproblems such as the one you
described of hospitals?
Not, and I think a part of itis, they're not recognizing the
value they don't think ofgoodness.
If we transition and work withthe care of this patient at a
(07:50):
much earlier stage, it's betterfor us, it frees up the beds,
it's so much better for thepatient and then, as us, as
community providers, it ofcourse doesn't put us in that
position where, one, we can'tdeliver because it's too late,
or two.
That then tarnishes ourreputation as a meaningful
(08:11):
partner.
So I think it's so importantthat, basically, we are thinking
about what value proposition dowe bring and then being able to
communicate that effectively.
Speaker 1 (08:25):
So you use the word deliver.
You know and I think that's animportant word when you're
partnering with various referralsources, talking about what you
can deliver, how you do it,timeframes and all that, can we
talk a little bit about that?
Speaker 2 (08:44):
Well, it doesn't do any good to say we're of great
value if we actually don'tdeliver when we get the
opportunity.
So I think that it's very, veryimportant to design programs
that are workable for us.
And gosh, there is so much thatwe can do in order to manage
chronic diseases in thecommunity, for example, so that
(09:05):
we can manage that transitionfrom acute to home.
But we one have to be able todo it, so we have to be part of
the process.
We can't be sitting there, youknow, waiting by the phone for
that referral at the last minute.
We have to be part of theentire enterprise, and so that's
why I think it's so importantnumber one to get in front of
(09:28):
and sit down and have thoseconversations with the actual
decision makers.
I think for a long time and I'mguilty of this myself as a
post-acute provider and that wasbeing so focused on the
referral source at theorganization.
And, yes, those case managersare stressed.
Those case managers are tryingto just their mission is get
(09:51):
that patient onto the next rightstep, and they're being
inundated by all of us saying,oh, pick me, pick me, but oh,
excuse me, only pick me for thepatients that I want to take.
So, for a lot of reasons, I'mnot sure that that's the
appropriate place to begin tosolidify the relationships that
(10:14):
make up the necessarypartnerships for us to be part
of this whole continuum.
I think one of the other thingsthat we don't do a really great
job of is when we are havingthese important conversations
that we are essentiallyattributing and communicating.
Excuse me, I need to start overthat.
(10:37):
When we're having theseimportant conversations with
decision makers that number onewe know and I've identified what
their pain points are and howwe can contribute to solving
them.
More and more, as we see, acosbecome a part of and bundle
payments and value-based carebecome part of the fabric of
(11:00):
healthcare and particularlyacute care.
We have to be that importantpiece that helps to essentially
make them successful, toessentially make them successful
.
I think the other thing that wesometimes overlook is that we
have other potential clients andthat is in the area of managed
care and pay biters I guess isthe appropriate term who are
(11:23):
very, very focused on trying toaffect the overall cost of care,
and so we have enormous abilityto contribute to making those
things more workable.
We can provide great ROI to allof those groups in terms of
meaningful programs to managethose natty, challenging chronic
(11:48):
diseases, because those are thefrequent flyers that drive the
cost of care, both for systemsand for managed care.
We are in a unique position asa provider.
I can remember making a hugedifference in becoming a partner
with our local ACO simply bysaying give me your biggest
(12:10):
problems, those frequent flyersthat nobody wants and nobody
could deal with, and if I canbasically show you that I can
manage those effectively, thenthis is what I want in return.
I want a contract that carvesout, you know, and then we could
start talking about right howwe can enhance and change that
(12:30):
relationship.
It was interesting to mebecause all of a sudden I got a
call one day and said whathappened to Mr Jones?
Did he expire?
And I said what do you mean?
Did he expire?
We haven't seen him in sixmonths in the ER.
He was coming in as much asthree times a week.
And I said absolutely not, he'spart of our project and
(12:51):
basically he hasn't needed to goin because we have managed him
so effectively in his homeenvironment.
So it's not just communicatingbut showing by what we can do
that we build a relationship,that we change the perception
and that basically, we become apartner in what what's
(13:13):
meaningful for all of us in theprovider space, as well as, most
importantly, we make it betterfor patients who really want to
be at home.
Speaker 1 (13:21):
Yeah, I agree with you.
But how would you, how wouldyou talk to the home based
providers that say you know wedon't want the problems we want.
You know we want patients thatwe can take care of, we can bill
for, we can collect for and getthem on their way?
And how do you talk to thatprovider set where you know
(13:47):
they're needing to keep theirorganization running and they
don't necessarily maybe have thestaffing or the skill set of
the staff to take on patientswho are a little more
complicated or have a higheracuity?
How do you approach thoseorganizations?
Speaker 2 (14:07):
Well, my approach essentially is this and that is,
as we're seeing the dynamicchanges in the healthcare
environment, as we're seeingthis huge shift to value-based
care, to capitation, to otherpayment models, that we in
post-acute have to be part ofthe solution Agreed.
And if we continue to rely ongosh, I want that Medicare joint
(14:33):
, I want to be able to do my Xnumber of therapy, enhance, know
, enhance my therapy visits,enhance my payment for Medicare
and move on.
We're not going to be part ofanything, basically Because, in
fact, very often, that's whywe're not viewed as a solution.
(14:53):
That's why it seemed thatsolution, that's why it seemed
that, essentially, we just wantthat easy patient and we're not
going to get that easy patientas others are going to be able
to craft more dynamic andcreative partnerships with both
(15:13):
payers and providers.
I think that one of the thingsthat we miss is we're what
passive in our approach.
Oh, my gosh, we need a Medicarepatient because they pay more.
Oh, I don't want that darnUnited patient because they
don't pay much.
Well, I think we need to turnthat paradigm on its head.
(15:35):
I think we need to sit down andsay if, in fact, you want to
solve your issue, which includeboth satisfaction and some
quality outcomes, many of whichwe can have a huge hand in.
We can turn the table onpatient satisfaction by being
(16:11):
that meaningful transition andthat partnership for the patient
in the community once they'reout of the acute care setting,
and those are valuable.
I will say, as a board memberon a large integrated system, we
lost in our health plan a halfa star.
A half a star that meant for us$30 million a year.
(16:34):
For us, $30 million a yearReally.
Speaker 1 (16:37):
Yes.
Speaker 2 (16:38):
And people don't understand that this is big time
stuff and therefore a healthplan might be more than willing
to sit down and say I'm willingto negotiate something with you.
(17:02):
If, in fact, you can reallyprovide these things for me,
they can help me keep that halfa star, and goodness help them.
If it's a full star, thenthat's huge losses.
We can step in and really makea difference in those kinds of
situations, but we have to beable to craft those kinds of
solutions.
We have to be able to, as yousay, deliver that we can be
(17:23):
there, that we can partner, thatwe can manage that patient,
that we have disease programsthat we can deal with that
congestive heart failure andchronic lung disease and
diabetes and all the things thatold people are afflicted with
trying to live their lives inthe community and we can
(17:44):
actually show specific ROI andwhat the next step is.
It's only appropriate then thatwe have an arrangement that
reimburses us for our value, tosave you right All of this
reimbursement that you need inorder to be successful.
Speaker 1 (18:04):
Right, I agree with that.
We have to show our value firstin order to talk reimbursement.
So this has been greatconversation, pat.
If you could think of a call toaction to our listeners today,
what would that be?
Speaker 2 (18:21):
Well, my first call to action is start thinking in
non-traditional ways about howwe as part of post-acute
community can change theperception, how we can begin
talking metrics, how we canbegin talking value and
(18:43):
substantively providing thatkind of information and creating
the relationships at variouspoints within the system, past
the referral person, tocommunicate that and to begin
moving forward Now.
In order to do that, obviouslythen we have to be able to put
(19:03):
together that story, thosemetrics, that data, and so the
second thing I would say to youis we at CHAP are a resource.
Speaker 1 (19:14):
We are.
Speaker 2 (19:16):
One of the things that we are absolutely focused
on is being able to compilegreater data for our clients and
for others.
We also have an array ofservices and folks that are
focused on helping ourorganizations and post-acute to
identify and to define our valueas partners.
Speaker 1 (19:40):
That, I think, epitomizes the partner in CHAP
right.
Speaker 2 (19:44):
Absolutely, and I am absolutely sold on that
important aspect, because we, asyour partner at CHAP, we as
your partner at Shab, hopefullywill reflect your partnership
then, secondly, with the otherexternal partners that you
relate to.
(20:04):
But we can all work together tobegin articulating what are
those points that, mostimportantly, we can emphasize
and communicate more effectively.
Speaker 1 (20:17):
I agree wholeheartedly, and this has
been a great conversation withyou today, pat.
I always love talking with youand I always learn something new
when I talk with you, sohopefully, all of you will be
able to take something away fromthis rich conversation and
bring back the points to yourorganization in order for you to
(20:37):
push your value proposition andyour quality forward.
So, without further ado,actually, thanks to all of you
for taking time out of your dayto plug into this special
podcast with our guest, patDriscoll, and from me and the
entire CHAP staff, keep yourquality needle surging forward,
(20:59):
stay safe and well, and thanksfor all you do, thank you.
Greetings.
I'm Jennifer Kennedy, the leadfor compliance and quality at
CHAP, and welcome to anotherspecial edition of CHAPcast.
This is the series where weharness the knowledge and
experience of our board ofdirectors to help you jumpstart
insightful and meaningfuldiscussions within your
organization.
So the goal of the specialpodcast is to give you the tools
(00:36):
that you need to give you theinsight and guidance to excel
and push your boundaries ofquality in a positive direction.
Today I'm really excited aboutthis conversation.
We're going to be talking aboutcommunicating your value and
quality in today's reallycompetitive healthcare
environment, and we have awonderful guest today that's
going to give us some greatinsight about doing that.
(00:56):
There is a lot of competition onmany levels.
You know you're out there,you're in the home care space
and there's a lot of otherpeople and competitors in that
space.
So you're competing forpartners.
You're competing for patientsand when you're in the home and
(01:17):
servicing your patient, you'recompeting for satisfaction on
the quality of care and theother processes that you bring
to that patient and that family.
Also, I feel like you'recompeting for your reputation in
the community as well, becauseif you don't have a good
reputation in the community, Idon't know that you're going to
(01:39):
be surviving in the next year.
So, without further ado, I wantto introduce our guest today,
(02:17):
pat Driscoll.
She is a professor inhealthcare administration at the
Texas Women's University and,even more important, she's
CHAP's board of directors chair.
So welcome, pat, and is thereanything else you'd like to tell
us about your experience?
Speaker 2 (02:35):
Well, thank you.
It's hard to talk about myexperience because, as a person
that's been around the blockmore times than I can imagine, I
have had the opportunity toactually involve myself in many,
many aspects of healthcare,originally in the acute care
space, as a hospital manager,then as a lawyer, a practicing
(02:57):
attorney, then as a consultantto Fortune 500 companies about
their wellness and healthservices, and then not finally
but very importantly as the CEOof a home health organization.
So I believe I've sort of seenit from various and sundry
(03:18):
aspects.
Speaker 1 (03:19):
You are.
You're like a powerhouse.
I've never met anyone who hasall of the goods, if you will.
You know, you've got theclinical background as a
master's prepared nurse.
You've got the legal backgroundas a lawyer.
You've really you've got it alland you've had such a plethora
(03:41):
of experience in different ways.
I think you're the right personto have this conversation with
today about how to communicateyour value as an organization in
this really tumultuoushealthcare continuum that we
have in the US, and particularlyin the post-acute space.
(04:01):
Particularly in the post-acutespace, I think it's important
that we do a better job than wehave been doing about
communicating our value.
So maybe that's the firstdiving board jump off topic here
for us today, pat.
Speaker 2 (04:21):
Well, one of the things that was really brought
home to me this past year I hadthe opportunity to attend the
ACHE Congress, which is really ameeting of predominantly
hospital affiliated andassociated leaders on everyone's
mind today.
One thing that kept coming upwas the importance of continuity
(04:46):
, the fact that our populationsare wanting to remain in their
homes, be part of the community,and the importance, from a cost
containment and patientsatisfaction standpoint, how
important it is for hospitalsystems to be able to have that
transition into the communitymanagement of their populations.
So of course, I immediatelypopped up and said, oh my gosh,
(05:09):
the solution is right in frontof us.
We've got these phenomenalservices available through home
health and hospice in ourcommunity that we are not
leveraging.
And to my overwhelming distress, the response was that we don't
see them as a solution, thatwhen we call they want to cherry
pick patients, they don't getout there in time.
(05:31):
In other words, they werevoicing a lot of the perceptions
fair or not that have revolvedaround post-acute for a long
time.
Speaker 1 (05:43):
So that's interesting that you, you know that they
view us, as you know, not beingresponsive and I think you know,
having been in thecommunity-based, home-based care
space for a long time.
I think there are a lot ofvariables when you're talking
about responsiveness.
(06:03):
And can we take a patient,particularly in the hospice
space?
I know hospitals right now.
They have patients that are onthe brink of death.
They want them out, they wantthem off their mortality stats.
They call hospice in.
This patient is going to die inan ambulance if we try to take
them home, and they're notnecessarily in an acute state
(06:27):
where we can justify a higherlevel of care.
It's these kinds of situations,you know that I think not to get
us off the topic of value, butthese things are happening in
the healthcare continuum andit's really regulatory Right,
driven right.
(06:47):
But I think a value for ahospice in that situation is
okay.
Well, what can we do to helpthis patient in the family?
You know, can we negotiate adifferent type of contractual
agreement you know that isn't ahigher level of care so that we
can take care of this patient.
Speaker 2 (07:06):
So what do you think about distinguishing yourselves
from other competitors in thespace of post-acute Well, I
think you're very, very ontarget, jennifer, because I
think one of the problems isthat we have, in the post-acute
space, been reactive rather thanproactive.
In other words, are we havingthose conversations early with
(07:29):
the appropriate decision makerswhere we can essentially come up
with shared solutions toproblems such as the one you
described of hospitals?
Not, and I think a part of itis, they're not recognizing the
value they don't think ofgoodness.
If we transition and work withthe care of this patient at a
(07:50):
much earlier stage, it's betterfor us, it frees up the beds,
it's so much better for thepatient and then, as us, as
community providers, it ofcourse doesn't put us in that
position where, one, we can'tdeliver because it's too late,
or two.
That then tarnishes ourreputation as a meaningful
(08:11):
partner.
So I think it's so importantthat, basically, we are thinking
about what value proposition dowe bring and then being able to
communicate that effectively.
Speaker 1 (08:25):
So you use the word deliver.
You know and I think that's animportant word when you're
partnering with various referralsources, talking about what you
can deliver, how you do it,timeframes and all that, can we
talk a little bit about that?
Speaker 2 (08:44):
Well, it doesn't do any good to say we're of great
value if we actually don'tdeliver when we get the
opportunity.
So I think that it's very, veryimportant to design programs
that are workable for us.
And gosh, there is so much thatwe can do in order to manage
chronic diseases in thecommunity, for example, so that
(09:05):
we can manage that transitionfrom acute to home.
But we one have to be able todo it, so we have to be part of
the process.
We can't be sitting there, youknow, waiting by the phone for
that referral at the last minute.
We have to be part of theentire enterprise, and so that's
why I think it's so importantnumber one to get in front of
(09:28):
and sit down and have thoseconversations with the actual
decision makers.
I think for a long time and I'mguilty of this myself as a
post-acute provider and that wasbeing so focused on the
referral source at theorganization.
And, yes, those case managersare stressed.
Those case managers are tryingto just their mission is get
(09:51):
that patient onto the next rightstep, and they're being
inundated by all of us saying,oh, pick me, pick me, but oh,
excuse me, only pick me for thepatients that I want to take.
So, for a lot of reasons, I'mnot sure that that's the
appropriate place to begin tosolidify the relationships that
(10:14):
make up the necessarypartnerships for us to be part
of this whole continuum.
I think one of the other thingsthat we don't do a really great
job of is when we are havingthese important conversations
that we are essentiallyattributing and communicating.
Excuse me, I need to start overthat.
(10:37):
When we're having theseimportant conversations with
decision makers that number onewe know and I've identified what
their pain points are and howwe can contribute to solving
them.
More and more, as we see, acosbecome a part of and bundle
payments and value-based carebecome part of the fabric of
(11:00):
healthcare and particularlyacute care.
We have to be that importantpiece that helps to essentially
make them successful, toessentially make them successful
.
I think the other thing that wesometimes overlook is that we
have other potential clients andthat is in the area of managed
care and pay biters I guess isthe appropriate term who are
(11:23):
very, very focused on trying toaffect the overall cost of care,
and so we have enormous abilityto contribute to making those
things more workable.
We can provide great ROI to allof those groups in terms of
meaningful programs to managethose natty, challenging chronic
(11:48):
diseases, because those are thefrequent flyers that drive the
cost of care, both for systemsand for managed care.
We are in a unique position asa provider.
I can remember making a hugedifference in becoming a partner
with our local ACO simply bysaying give me your biggest
(12:10):
problems, those frequent flyersthat nobody wants and nobody
could deal with, and if I canbasically show you that I can
manage those effectively, thenthis is what I want in return.
I want a contract that carvesout, you know, and then we could
start talking about right howwe can enhance and change that
(12:30):
relationship.
It was interesting to mebecause all of a sudden I got a
call one day and said whathappened to Mr Jones?
Did he expire?
And I said what do you mean?
Did he expire?
We haven't seen him in sixmonths in the ER.
He was coming in as much asthree times a week.
And I said absolutely not, he'spart of our project and
(12:51):
basically he hasn't needed to goin because we have managed him
so effectively in his homeenvironment.
So it's not just communicatingbut showing by what we can do
that we build a relationship,that we change the perception
and that basically, we become apartner in what what's
(13:13):
meaningful for all of us in theprovider space, as well as, most
importantly, we make it betterfor patients who really want to
be at home.
Speaker 1 (13:21):
Yeah, I agree with you.
But how would you, how wouldyou talk to the home based
providers that say you know wedon't want the problems we want.
You know we want patients thatwe can take care of, we can bill
for, we can collect for and getthem on their way?
And how do you talk to thatprovider set where you know
(13:47):
they're needing to keep theirorganization running and they
don't necessarily maybe have thestaffing or the skill set of
the staff to take on patientswho are a little more
complicated or have a higheracuity?
How do you approach thoseorganizations?
Speaker 2 (14:07):
Well, my approach essentially is this and that is,
as we're seeing the dynamicchanges in the healthcare
environment, as we're seeingthis huge shift to value-based
care, to capitation, to otherpayment models, that we in
post-acute have to be part ofthe solution Agreed.
And if we continue to rely ongosh, I want that Medicare joint
(14:33):
, I want to be able to do my Xnumber of therapy, enhance, know
, enhance my therapy visits,enhance my payment for Medicare
and move on.
We're not going to be part ofanything, basically Because, in
fact, very often, that's whywe're not viewed as a solution.
(14:53):
That's why it seemed thatsolution, that's why it seemed
that, essentially, we just wantthat easy patient and we're not
going to get that easy patientas others are going to be able
to craft more dynamic andcreative partnerships with both
(15:13):
payers and providers.
I think that one of the thingsthat we miss is we're what
passive in our approach.
Oh, my gosh, we need a Medicarepatient because they pay more.
Oh, I don't want that darnUnited patient because they
don't pay much.
Well, I think we need to turnthat paradigm on its head.
(15:35):
I think we need to sit down andsay if, in fact, you want to
solve your issue, which includeboth satisfaction and some
quality outcomes, many of whichwe can have a huge hand in.
We can turn the table onpatient satisfaction by being
(16:11):
that meaningful transition andthat partnership for the patient
in the community once they'reout of the acute care setting,
and those are valuable.
I will say, as a board memberon a large integrated system, we
lost in our health plan a halfa star.
A half a star that meant for us$30 million a year.
(16:34):
For us, $30 million a yearReally.
Speaker 1 (16:37):
Yes.
Speaker 2 (16:38):
And people don't understand that this is big time
stuff and therefore a healthplan might be more than willing
to sit down and say I'm willingto negotiate something with you.
(17:02):
If, in fact, you can reallyprovide these things for me,
they can help me keep that halfa star, and goodness help them.
If it's a full star, thenthat's huge losses.
We can step in and really makea difference in those kinds of
situations, but we have to beable to craft those kinds of
solutions.
We have to be able to, as yousay, deliver that we can be
(17:23):
there, that we can partner, thatwe can manage that patient,
that we have disease programsthat we can deal with that
congestive heart failure andchronic lung disease and
diabetes and all the things thatold people are afflicted with
trying to live their lives inthe community and we can
(17:44):
actually show specific ROI andwhat the next step is.
It's only appropriate then thatwe have an arrangement that
reimburses us for our value, tosave you right All of this
reimbursement that you need inorder to be successful.
Speaker 1 (18:04):
Right, I agree with that.
We have to show our value firstin order to talk reimbursement.
So this has been greatconversation, pat.
If you could think of a call toaction to our listeners today,
what would that be?
Speaker 2 (18:21):
Well, my first call to action is start thinking in
non-traditional ways about howwe as part of post-acute
community can change theperception, how we can begin
talking metrics, how we canbegin talking value and
(18:43):
substantively providing thatkind of information and creating
the relationships at variouspoints within the system, past
the referral person, tocommunicate that and to begin
moving forward Now.
In order to do that, obviouslythen we have to be able to put
(19:03):
together that story, thosemetrics, that data, and so the
second thing I would say to youis we at CHAP are a resource.
Speaker 1 (19:14):
We are.
Speaker 2 (19:16):
One of the things that we are absolutely focused
on is being able to compilegreater data for our clients and
for others.
We also have an array ofservices and folks that are
focused on helping ourorganizations and post-acute to
identify and to define our valueas partners.
Speaker 1 (19:40):
That, I think, epitomizes the partner in CHAP
right.
Speaker 2 (19:44):
Absolutely, and I am absolutely sold on that
important aspect, because we, asyour partner at CHAP, we as
your partner at Shab, hopefullywill reflect your partnership
then, secondly, with the otherexternal partners that you
relate to.
(20:04):
But we can all work together tobegin articulating what are
those points that, mostimportantly, we can emphasize
and communicate more effectively.
Speaker 1 (20:17):
I agree wholeheartedly, and this has
been a great conversation withyou today, pat.
I always love talking with youand I always learn something new
when I talk with you, sohopefully, all of you will be
able to take something away fromthis rich conversation and
bring back the points to yourorganization in order for you to
(20:37):
push your value proposition andyour quality forward.
So, without further ado,actually, thanks to all of you
for taking time out of your dayto plug into this special
podcast with our guest, patDriscoll, and from me and the
entire CHAP staff, keep yourquality needle surging forward,
(20:59):
stay safe and well, and thanksfor all you do, thank you.
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