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Category Archives

The transformation of Ohio’s healthcare


Governing Magazine looks at how a small state office in Ohio has transformed healthcare in that state. The article concludes:

“When he ran for president in 2016,  {Ohio Gov. John} Kasich took heat from his Republican primary opponents for his health-care decisions. He was assailed for expanding Medicaid, which many Republicans see as an unsustainable financial proposition that merely increases the size of government. These days, Kasich says he’s not interested in pleading his case to other Republicans about why he believes expanding and transforming health care works. He says he’s convinced history will show he made the right decision. ‘Tell me how [else] you’re going to go about meeting the needs of people. Tell me what you’re going to do to help the drug addicted and mentally ill. I haven’t heard of a better solution,’ he says. Everything else ‘is all smoke and mirrors.”’

To read the article, please hit this link.


Mount Sinai to provide services to Taikang Healthcare

New York City-based Mount Sinai Health System  has reached an “historic agreement” with Taikang Healthcare, in China, to provide clinical and management knowledge transfer services.

FierceHealthcare reports:

“Under the agreement, Mount Sinai will also provide education and training programs for Taikang’s Xianlin Drum Tower Hospital in Nanjing, the capital of Jiangsu Province in east-central China. Officials said Mount Sinai will also provide guidance in implementing medical care delivery standards, as well as developing clinical centers of excellence and best practices in hospital management.

“‘Our mission is to enable our international partners to raise the standards of healthcare delivery in their communities by leveraging Mount Sinai’s repository of medical knowledge, cutting-edge clinical innovations, and educational resources,”  said Arthur Klein, M.D., president of Mount Sinai Health Network.

To read more, please hit this link.


Using blockchain to speed credentialing


FierceHealthcare reports:

“Two national insurers and a Michigan health system are joining a new pilot project aimed at simplifying physician credentialing with blockchain technology.

“WellCare and Spectrum Health are among the founding participants in a pilot project launched by ProCredEx, a new company backed by Hashed Health, which specializes in blockchain and distributed ledger technologies for healthcare.

“National Government Services, an Anthem-owned federal contractor that processes Medicare claims for the Centers for Medicare & Medicaid Services (CMS), has also joined the pilot program alongside The Hardenberg Group and Accenture.”


To read the whole article, please hit this link.

How established physicians relate to new ones


An article from Medscape looks at how established physicians look at working with new ones. The article starts:

“Younger professionals entering into any workplace have doubts and concerns about how their established peers feel about them. That’s especially true for freshly minted doctors. Having just finished the debt-laden, stressful grind that is medical school, they are eager to be seen as the medical professionals they are. But what do the doctors whose staffs they are joining actually think about them?

“We asked 10 doctors across eight different specialties to share their thoughts on their younger peers. Their candid responses suggest healthy amounts of respect, but also surprising insights that point not only to generational differences but also to potential changes on the horizon for medicine. Here’s what they had to say.”

To read the piece, please hit this link.


The changing role of the CMO


An article in NEJM Catalyst examines the evolving role of the chief medical officer. Among the observations:

“The CMO has been described as the Influencer in Chief, functioning to facilitate change and build resilience. To be effective, the CMO must not only perform as a leader within the hospital C-suite, but must also mentor leadership capacity among the medical staff. CMOs are frequently involved with organizational cultural change, including the transition from volume to value. Focus on value creation may bring about increased scrutiny on CMOs to ensure return on investment.”

To read the whole article, please hit this link.


The distressed hospital sector

FierceHealthcare reports:

“The healthcare industry’s level of ‘distress’ is far higher than in the broader economy, according to a new report.

“The latest Polsinelli-TrBK Distress Indices for healthcare, which uses Chapter 11 bankruptcy filings for entities with $1 million or more in assets to determine ‘distress’ levels, found that 20 hospitals have filed since 2016.

“About 3 out of 4 of hospitals that filed bankruptcy were in rural areas.

“Chapter 11 filings have decreased by 53% nationwide since 2010, according to the report. But in healthcare, its distress scores increased by 305% in that same window.

“‘I think it’s going to be full speed ahead for a while,’ Jeremy Johnson, the report’s editor and a bankruptcy and restructuring attorney at Polsinelli, told FierceHealthcare. ‘The biggest issue is that no problem has been solved—the issues in healthcare we don’t think are cyclical.”’

To read the whole article, please hit this link.


A partnership that raises all ships

From an NEJM Catalyst article:

“What are some healthcare partnerships that went well? John Ayanian, director of the University of Michigan’s Institute for Healthcare Policy and Innovation, asks Joneigh Khaldun, director and health officer for the Detroit Health Department, to describe a public health and health system partnership that tackled a tough problem.”

To see the video and read the text on this, please hit this link.



How to lure and keep Millennials in medicine



In a Med Page Today article, Colin Zhu, D.O., discusses how to lure and keep Millennials in medicine to deal with the oncoming physician shortage.

Among his observations:

“Society associates Millennials with negative connotations like entitlement and selfishness, but I beg to differ. My generation is known for our tech savvy, flexibility, and eagerness to produce results. We crave constant feedback and seek out continuous opportunities to improve. We find culture to be a greater attraction than compensation, look for new experiences in life, and want to pursue passions outside of our chosen fields.

“As more doctors cut back their hours or plan to retire, practices and hospital administrators will need to look in new directions to increase retention among young doctors. Keeping talented people within the practice of medicine will ultimately benefit everyone. Organizations that build strong cultures by providing career opportunities and encouraging people to pursue outside passions will be more likely to attract and keep Millennial physicians. ”

Dr Zhu is the creator of TheChefDoc and author of Thrive Medicine: How to Cultivate Your Desires and Elevate Your Life.


To read the article, please hit this link.

The value of multidisciplinary teams in cancer treatment


An article in NEJM Catalyst touts the value of multidisciplinary teams in cancer treatment. The group of authors conclude:

“The long-term cost of care needs to be further investigated, but the treatment changes based on multidisciplinary team recommendations likely led to improved outcomes or reduced cost, including lower downstream costs from complications or poor disease outcomes, based on studies in other institutions. True cost of treatment is difficult to quantify in a retrospective fashion in our study and would require further prospective study. Though the precise value of multidisciplinary team discussions may be difficult to quantify, multidisciplinary team discussions result in improved disease outcomes and better coordination of care, and may decrease cost of cancer treatment.”

To read the article, please hit this link.


Providers warn Feds about proposed changes to MSSP



FierceHealthcare reports:

“Provider groups had plenty to say about the proposed changes to the Medicare Shared Savings Program (MSSP) that are likely to drive out a portion of Accountable Care Organizations (ACOs) if finalized.

A new survey by the National Association of ACOs (NAACOS) released this week shows that 60% of ACOs currently in the MSSP wouldn’t enter the program under the proposed structure, which includes reducing shared savings from 50% to 25% and shortening the amount of time ACOs can remain in a one-sided risk model from six years to two years.

Nearly half of the ACOs surveyed said they are likely to continue even if those changes take effect. More than one-third (36%) said they were unlikely to continue under the proposed structure, and 16% took a neutral stance.”

To read the whole article, please hit this link.


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