GE Healthcare Camden Group Insights Blog

Cardiac Care Bundles and the Need for Post-Acute Partnerships

Posted by Matthew Smith on Sep 26, 2016 2:21:31 PM

By Erin Byrne, Consultant, GE Healthcare Camden Group

partnership-definition-1.jpgPost-acute care continues to be an increasingly important component of the care continuum, as evidenced by the recently proposed expansion of CMS’s Episode Payment Models (“EPM”) focused on 90-day cardiac care episodes. More than ever, post-acute care providers are playing a crucial role in the care of patients across care settings, which is especially relevant to the current 90-day mandate for Medicare patients undergoing hip and knee replacements, as well as the newly proposed 90-day mandate for cardiac episodes, such as AMI and CABG.

Under this new value-based paradigm, successful management of risk and increased accountability for patient outcomes requires healthcare organizations to expand their focus beyond their individual care settings. This is especially true as it relates to post-acute care where a considerable amount of the total 90-day episode cost may be incurred. Through the proposed cardiac mandate, CMS is requiring hospitals to better control costs and decrease variability in service utilization patterns, which often is attributable to the post-acute portion of the episode of care. Acute care providers must prepare for the continued expansion of value-based payment arrangements by actively pursuing purposeful partnerships, strengthening care coordination and communication, and managing patients as they transition across the care continuum during their recovery.

Creating Purposeful Partnerships: Who Is the Right Partner?

Selecting partners is no simple task, and post-acute providers are no longer just referral partners. Hospitals must pursue post-acute care providers whose patient outcomes andclinical service capabilities will support value-based care under CMS’s cardiac EPM. With the clinical and financial responsibility of the patient’s care extending beyond the four walls of the hospital, hospital-based clinicians and their support teams have a heightened accountability for the quality of care being delivered in the post-acute setting. As such, skilled nursing facilities, sub-acute rehab facilities, home health agencies, and outpatient physical therapy providers are being closely evaluated for their ability to collaborate as well as their overall performance, including:

  • Performance on star ratings
  • Geography for convenience of the community or patient population
  • Medical staff that aligns with patient needs, with staffing coverage including physicians and advanced practice clinicians
  • Length-of-stay compared to benchmarks, the largest cost driver of post-acute spend
  • Readmission rates

CMS provides a range of resources and information on nursing homes and home health agencies in the public domain. Hospitals can utilize tools like Nursing Home Compare in their partner selection process, which provides detailed information about every Medicare- and Medicaid-certified nursing home in the country. Throughout the evaluation of post-acute care providers, a hospital self-assessment is also recommended to determine where patients are being referred and discharge to when they leave the hospital. Specifically, this assessment should consider length of stay in various post-acute settings, readmission rates, and how historical performance on these metrics compare to industry benchmarks.

Collaboration Across the Care Continuum

Proactive post-acute care providers will seize this opportunity to seek out partners, present their value proposition to hospital leadership, and collaborate with at-risk hospitals in the new value-based arrangements. Partners must collaborate to devise a cross-continuum strategy and implement new care models to support cardiac episodes from the time of hospital discharge through the patient’s full recovery. Once partnerships and post-acute care relationships are established, data and information will need to be shared and reported by acute and post-acute care partners including:

  • Deployment and adherence to evidence-based clinical pathways
  • Best practice protocols
  • Cost and utilization data
  • Quality measures
  • Patient-reported outcomes

Acute and post-acute partners must create cross-functional work groups to drive accountability and ensure adoption of protocols and best practices. Work group members should seek input from all post-acute partners about how work processes will most appropriately link together across care settings, solve problems, share learnings, and continue to improve collaboration.

Coordinating Care and Communication

Creating new lines of communication between multi-functional cross-organization teams is necessary to coordinate patient care throughout the 90-day cardiac EPM. A methodology and supporting infrastructure for ongoing information flow and problem solving must be developed to foster smooth care transitions and care coordination to deliver patient-centered care. These teams must sort out how each partner will handle patient transfers seamlessly to include all pertinent information, monitor patient adherence to clinical pathways, exchange and report data. Partners must work together to enhance use of care managers, information system integration, handoff protocols, and discharge instructions. The outcomes of this collaboration and planning will help guide care coordination, stratify hospital discharges by risk of readmission, complication or care plan non-compliance.

Hospital and post-acute care partners should assess resource needs to coordinate cardiac patients throughout the continuum, creating a comprehensive view as to how current or additional resources will work together in a revised, multi-partner care pathway to coordinate care incorporating post-acute care managers, SNFists, cardiac rehab clinicians, inpatient case managers, and cardiac services line leaders. Communication is important not only between care teams, but more importantly to the patient. Setting realistic patient expectations on how their episode will progress, while keeping the patient informed and involved in any revisions needed to their care plan establishes the patient at the center of the process, and should help drive better outcomes reported by patients on their actual experience of care.

Start Building Post-Acute Partnerships Now

Full episode and recovery planning must occur early and thoroughly to give patients a complete understanding of expectations of care before their surgery, while they are in the hospital, post-discharge and post-acute. Patient education should focus on self-management and support resources available to the patient and their care-givers. Identifying best practices to monitor patients’ care is crucial to manage risk of patient complications and potential readmission.

In today's value-based world, tracking patients throughout a bundle should be informed by the care management model. Patient outcomes will improve with monitoring and management of patient care throughout the 90-day bundle. Now is the time to begin the pursuit of aligned post-acute care partnerships. Pursing purposeful partnerships with post-acute providers are necessary to improve care coordination and communication to monitor and manage risks of bundle patients through CMS’s expanding Episode Payment Models.

Cardiac Care Bundled Payments

Byrne.jpgMs. Byrne is a consultant with GE Healthcare Camden Group, specializing in planning, strategy, and analytics in the bundled payment practice. She works with organizations to plan and implement bundled payment programs within Medicare, Medicaid, Commercial, and Employer markets. She may be reached at erin.byrne@ge.com 




Topics: Bundled Payments, Post-Acute Care, Cardiac Episode Payment Model, Erin Byrne

Anticipate Cardiac Episode Payment Models and Get a Head Start on Quality

Posted by Matthew Smith on Sep 20, 2016 2:30:16 PM

By Barbara Letts, Senior Manager, GE Healthcare Camden Group

cep.jpgAs we introduced in recent posts, bundled payment programs are not only here to stay but there are more to come. CMS is targeting 90 percent of Medicare payments to be tied to quality or value, and 50 percent of Medicare payments tied to alternative payment models (“APMs”) by 2018. Bundled payments expansion will be a significant contributor.

CMS will likely expand the Comprehensive Care for Joint Replacement (“CJR”), and the recently proposed cardiac bundles called Episode Payment Models (“EPMs”) for heart attacks and bypass surgeries. All mandated and voluntary bundled payments programs are tied to a quality requirement as a condition for payment.

Examples of Programs Tied to Quality or Value

  • Hospital Value-Based Purchasing     
  • Hospital Readmissions Reduction Program
  • Hospital-Acquired Condition Reduction Program       
  • Merit-Based Incentive Payment System

Examples of Programs Tied to APMs

  • Medicare Shared Savings Program   
  • Patient Centered Medical Home
  • Bundled Payments for Care Improvement   
  • Oncology Care Model

Similar to CJR, two factors determine whether your organization will succeed (i.e., receive a reconciliation payment from CMS) under the newly proposed cardiac EPMs.


Quality performance will also be factored into the episode target price calculation. A hospital with “Good” or “Excellent” quality scores would receive a higher target price as a result of reduced discounts and therefore improve their chances to save. The quality scores are composed of the following measures:


  • 30-day, all-cause, risk-standardized mortality post-AMI
  • Excess days in acute care after AMI
  • Voluntary hybrid 30-day, all-cause, risk-standardized mortality eMeasure data submission
Patient Satisfaction
  • Hospital Consumer Assessment of Healthcare Providers and Systems (“HCAHPS”) score
CMS is considering replacing the current 30-day mortality measure with the Hybrid AMI Mortality measure. The hybrid measure includes the same current 30-day mortality measure as one component using claims data but also includess clinical status information composed of five core elements: age, heart rate, systolic blood pressure, troponin, and creatinine. Currently, CMS uses the AMI mortality measures for payment determination in accordance with the Hospital Value-Based Purchasing Program.

  • 30-day, all-cause, risk-standardized mortality post-CABG
Patient Satisfaction
  • HCAHPS score

CMS plans to add the new CABG mortality measure to the Hospital Inpatient Quality Reporting Program in fiscal year 2017. HCAHPS are not specific to DRGs and reflects elements of care such as communication, pain management, discharge/transition information, cleanliness, and quietness. Additionally, there will be two variations for heart attacks: medical treatment (management) and revascularization (PCI) so there would be two different target prices.

Get Ahead of the Curve: Voluntary Reporting

One of the pain points we’ve seen with clients under CJR is the reporting process for voluntary submission of data. For organizations that have not prepared for bundled payments, it can be a sizeable learning curve just to understand the basic elements and concepts. The Medicare acronyms alone could get you in a tizzy. In regard to quality, if your HCAHPS scores are low and your mortality rates are average, you should consider voluntary reporting of clinical data to ensure acceptable quality scores at a minimum or you will be at risk for no payments even if you demonstrate reduced Medicare cost.

If there is one recommendation we would emphasize, it would be to get ahead of the curve with voluntary reporting. First, understand where you are today in regard to these measures (already being reported). Then, if there is risk of receiving a below-acceptable composite score, adopt a best practice process today for reporting and submitting clinical status information to Medicare whether this is something you develop in-house or contract with a vendor.

Other considerations iclude adopting these measures in other agreements or programs that have a quality requirement. For example, you may have a cardiology physician’s professional services agreement or employment agreement with a quality incentive bonus. Start tying them to other measures that you know are coming your way, and are mandated. This allows for consistency and further aligns incentive payments to other initiatives that have a financial impact on your organization.

Additional recommended reading related to cardiac EPMs:

Cardiac Care Bundled Payments

LettsB.jpgMs. Letts is a senior manager with GE Healthcare Camden Group and specializes in financial advisory services for the healthcare industry. She has developed complex financial models for various types of healthcare entities including children’s hospitals, large public hospitals, academic medical centers, community providers, medical foundations, clinically-integrated networks, and hospitals in turnaround situations. She may be reached at barbara.letts@ge.com.



Topics: Bundled Payments, Barbara Letts, CJR, Cardiac Episode Payment Model

Operationalize Population Health With a Focus on Consumer Access

Posted by Matthew Smith on Sep 16, 2016 12:53:53 PM

By Lucy Zielinski, Vice President, GE Healthcare Camden Group, and Fran Horner, Managing Partner, Singola Consulting

population_health-3.jpgHealthcare organizations are faced with the reality of value-based care. Many have formed a clinically integrated network (“CIN”) to manage patient populations while focusing on the Triple Aim (improve patient satisfaction, reduce cost of care, improve quality of care). Forming a CIN and setting a strategy is one thing, operationalizing clinically integrated activities is where the rubber meets the road. To succeed, organizations must bend the cost curve while improving quality performance and outcomes.

While in some areas, the opportunities to provide better care are obvious, other areas prove harder to improve. For example, 60 percent of referrals go unscheduled. This alarming statistic demonstrates how healthcare organizations can do better—namely by implementing operational processes that schedule referrals during the initial patient visit. Other examples include 23 percent of scheduled appointments are missed, and 36 percent of patients do not receive follow-up care. This lack of follow up and care coordination to manage patients may lead to complications resulting in increased healthcare costs, not to mention low patient satisfaction scores. Many payors, including CMS, are publicly reporting quality data and consumers are scrutinizing the scores and making decisions based on the scores. As a result, an organization may be negatively impacted from a reputational perspective, as well as a financial one.

To avoid a negative impact, organizations can focus on five strategic areas improve care, thus having an impact upon the Triple Aim.

1. Know Your Consumers

To gain market advantage, organizations must understand their consumer profile. Market segmentation enables organizations to segment consumers with similar needs and wants in an effort to match their expectations. Questions to ask include:

  • Who are your consumers?
  • What is important to them?
  • What services do they need/seek?
  • What are the socioeconomic profiles and physiographic elements?
  • Are they compliant, tech savvy, cost conscious, do they operate online, etc.?
  • How do they best receive messages?

Taking time to study your consumers is the first step.

2. Engage Patients

Patient engagement starts at registration by identifying the channels of communication—phone, email, web-portal and/or text—that the patient finds most convenient to receive appointment reminders, medical advice, and follow-up care. This is reconfirmed during discharge to streamline care coordination. Knowing how to communicate with the patient is key to truly engaging the patient in his or her care and effectively leveraging contact center technology to support outreach.

Knowing your patient population and how best to communicate with the different patient populations improves engagement. For example, if you are targeting medication adherence for your hypertensive patients, you may consider sending patient reminders for medication refills or educational material via the patient portal. You may also consider calling and reminding patients to schedule and complete routine wellness screenings such as mammograms. If patients fail to complete these screenings, then reminders can be sent via portal or text message. 

3. Focus On Outbound Communications

Outbound communications in healthcare include appointment confirmations, payment reminders, wellness updates, prescription refills, and claim status updates. A contact center can also be an efficient way to support outreach by leveraging omni-channel contact center technologies, including outbound communications, to improve care and engagement by contacting patients at the right time, with the right message, using their preferred channel of communication. Using outbound communications and technology, the contact center can play a vital role in reducing preventable readmissions. Many organizations are consolidating and centralizing contact centers to include the acute, ambulatory and post-acute environments to support care coordination.

4. Leverage Technology

As a result of the Affordable Care Act, many organizations have adopted electronic health records and reports from such systems can be leveraged to support care management. For example, using a targeted population list exported from the EHR, the contact center technology can be effectively deployed in both self-service or assisted care models. Case in point, patients who have scored 1-4 on the LACE Index may receive an automated call, voicemail, or text to reiterate their discharge instructions and remind them to call their primary care physician for a follow up appointment. Whereas patients with a score greater than 10 (indicating a high risk of readmission) would receive a phone call from the contact center nurse or care coordinator to personally follow-up on patient discharge instructions, make a follow up appointment, or coordinate referrals. Organizations, including clinically integrated networks, are focusing on the interoperability of technology to give them a leg up on patient safety, quality and cost. 

5. Optimize Change Management

Many healthcare organizations focus on technical change strategy and change management when executing tactical plans and projects. They are concerned with planning, budgeting, organizing, controlling, measuring, and problem-solving. Change management produces predictability and order in the organization. An essential but often-overlooked aspect of change strategy is change leadership—the human or cultural component that provides the spark needed to activate change. Change leadership aligns employees with a shared vision for the future of the organization, then mobilizes and motivates them to make that vision a reality. Organizations need to train their staff on how to best communicate to consumers so that consumers navigate the system with ease and satisfaction, resulting in positive surveys.

Consumers are making decision on a daily basis. Health systems, by focusing on these five strategies, can help consumers navigate their organization to make sure that the right care is delivered at the right time, at the right place and at the right price. Health systems will then be able to experience better outcomes, while attracting new patients and retain existing patients.

ZielinskiL.jpgMs. Zielinski is a vice president with GE Healthcare Camden Group. With over 25 years of experience in the healthcare industry, she specializes in helping private and hospital-owned medical groups achieve top financial and operational performance. Such optimization is achieved through physician-hospital alignment—including clinically-integrated networks, strategic planning, practice transformation, coding and revenue cycle improvement, physician compensation plan design, and health information technology, and data analytics optimization. She may be reached at Lucia.Zielinski@ge.com.


horner.jpgWith more than 20 years of experience in contact center operations and 11 of those in healthcare, Ms. Horner is a recognized industry leader who has guided numerous healthcare organizations through development of their patient engagement strategies with a focus on top-to-bottom contact center assessments, workforce optimization, outsourcing, referral management, and revenue cycle management. With extensive experience directing large-scale business operations and strategic initiatives, she is skilled at driving change and implementing cost-effective solutions while enhancing the customer experience.

Topics: Population Health, Patient Access, Lucy Zielinski, Access, Fran Horner

Are You Operating Your Hospital With a ‘Hurry-Up’ Offense?

Posted by Matthew Smith on Sep 15, 2016 2:40:26 PM

By Dominic Foscato, Senior Vice President, and Ryan Treml, Manager, GE Healthcare Camden Group

huddle.jpgIn American football, many teams have turned to a "no huddle, hurry-up" offense in order to disrupt their opponent’s ability to make defensive adjustments in scheme or personnel. While effective for sports, operating a hospital or department without formal communication standards or too many well-intended huddles/rounds can be a recipe for inefficient, ineffective care delivery.

Nationwide, hospital systems continue targeting ways to improve care coordination in an effort to reduce cost, improve quality, and increase patient/provider experience. Most end up identifying communication as a major component in limiting unnecessary delays, turning to a variety of meeting formats as a way to implement change.

Examples include:

  • Daily Bed Huddles – house-wide discussions led by Patient Placement and involving department leaders to identify expected discharges, admissions, and transfers
  • Long Length of Stay ("LOS") meetings – led by Case Management to review long-stay patients, assist in removing barriers; ultimately integrating with UM committees
  • Unit Huddles – shift meetings or safety huddles to communicate key priorities
  • Multidisciplinary Rounds – daily meetings led by case management/social work in conjunction with nursing, physical therapy, pharmacy, providers, etc to discuss the daily patient list, the plan of care, potential barriers to discharge, disposition needs, and escalation needs.
  • Discharge Huddles – case manager(s) meet with nurses and providers to identify current or next-day discharges
  • Teaching Rounds – educational rounds in Critical Care or teaching facilities with focus on detailed clinical history and differential diagnosis
  • Patient or Family Centered Rounds - discussions involve the care team and the patient/family to resolve care questions/concerns and education

All of these forums can be effective in improving communication across disciplines and addressing LOS challenges. There are readily available templates and guides that outline best practices--key questions to ask, the appropriate frequency, and suggested attendees. But the list of options is long and coordinating information across multiple meetings becomes increasingly difficult.

Does your organization use some/many of these forums? Are they all well connected and efficient? Are there gaps in communication, attendance, focus, walking/talking points and accountability for action items? 

  1. Do we have all the right members of the team or designees?
  2. Is it an efficient discussion of every patient, every day?
  3. Are we discussing plan for the day as it relates to the stay, progress towards medical milestones, and adherence to evidence-based medicine?
  4. Are we using these forums for other internal initiatives (e.g., new patient scripting, quality initiatives)?
  5. Is it led by a consistent member of the team that has been coached in facilitation?

If you’re like most organizations, you answered “no” or “sometimes” to some of the questions above. Regardless of the number of meetings, the members involved, the format, or the technology utilized, the success of any program is ultimately dictated by the quality, consistency, and timeliness of the information shared. When these initiatives fail, we typically see the following:

  • Programs are routinely initiated with clear objectives, comprehensive designs, and well thought-out tools. But after with an initial wave of positive progress, commitment wanes and results diminish. Staff get frustrated as old problems reappear. Teams begin a daily routine of “going through the motions."
  • There is an organizational mandate to have the huddles, but no accountability to the quality of the discussions. Meetings intended to improve communication and reduce ALOS will actually consume more staff time with no results. Which means the organization will have wasted a lot of time, effort, and money to further frustrate staff and maintain sub-standard performance metrics.

These pitfalls can only be prevented if leadership is fully engaged and supportive of the change. In high-performing hospitals, executives reinforce the importance of these programs by actively participating, gathering data, and reviewing dashboards to understand issues. They reward their staff for identifying opportunities and sustaining improvements. Until it is demonstrated that prompt elimination of barriers is the normal outcome, they know the culture will not change.

Foscato.jpgMr. Foscato serves as a senior vice president with GE HealthcareCamden Group responsible for the overall design andimplementation of solutions, thought leadership and solution development. Mr. Foscato has deep domain expertise in improving clinical operations, implementing enabling technologies, optimizing revenue cycle and patient access functions for healthcare providers to deliver more effective patient care and financial performance. He also assists clients with activating strategy leveraging GE’s world-renowned management and leadership systems. He may be reached at dominic.foscato@ge.com.


treml.jpgMr. Treml is a manager with GE Healthcare Camden Group, with 12 years of management consulting experience. He has led a broad range of engagements including: improving perioperative serviced epartments through scheduling optimization and specific process improvements, developing comprehensive capacity strategy plansfor high occupancy institutions, implementing electronic event reporting tools, streamlining discharge planning processes, and increasing throughput in diagnostic imaging departments. He may be reached at ryan.treml@ge.com.


Topics: Hospital Operations, Dominic Foscato, Hospital Discharge, Inpatient Occupancy Planning, Hospital Occupancy, Huddles, Length of Stay

There Isn’t “A” Cure for Cancer. There Are 7.4 Billion

Posted by Matthew Smith on Sep 12, 2016 10:33:19 AM

By John Flannery, President and CEO, GE Healthcare

This summer, John Flannery started a top ten list on LinkedIn, highlighting his thoughts on how healthcare is transforming around the world. Read his fourth reason, below, and also catch up on the rest of the series here

cancer.jpgI was recently told a story about a young patient in the U.K. He was a teenager when he was diagnosed with malignant melanoma – a teenager with deadly skin cancer. Multiple rounds of chemotherapy followed by targeted drug treatments yielded no results. He developed metastases to his brain and tumors grew in his lung and chest. Breathing was difficult. He was given weeks to live.

We’ve heard the tragic stories too often. Everyone knows someone. We know how it ends.

Or do we?

In a last effort, this patient’s case was sent to Dr. Robert Hawkins, PhD and CEO of an advanced lab in Manchester. There, the patient’s immune cells were genetically modified, incubated for days, while they multiplied in number. Soon these microscopic cells that had been super-programmed to do what they do best – fight disease – were injected back into the patient’s body to find and attack the cancer cells.

Today marks four years since this teenager’s incurable cancer has disappeared completely. This is the promise of cell therapy in action.

Cell therapy, in which immune cells are removed from a patient and reprogrammed specifically to identify and destroy the cancer in the very body from which they came, is part ongoing research and part reality. Institutions like the National Institutes of Health (NIH) are making major investments in its future, while clinicians like Dr. Hawkins are proving its value in real-time.


If this rapidly growing field of personalized medicine continues its current transformation, the long sought after cure for cancer may not be one cure at all. It may be many possible cures in the form of cell therapies customized for each and every human in need. With 7.4 billion people in the world, we can imagine the multitudes and combinations of cures that are out there.

But each individual therapy often needs to be handmade specifically to each patient. And the process required to extract, transfer, grow and reintroduce the cells into the patient involves advanced technology and manual interaction. Because this field is still developing, researchers have traditionally gone about sourcing different pieces of the medical equipment from different places and then bringing them all together to build a homegrown production process.

This isn’t efficient enough to manufacture billions – or even millions or thousands – of therapies at once. Not fast enough to win the war on cancer.

The challenge then is to make the story of the teenager with melanoma the new normal, not one of the few successes.

GE Healthcare plans to answer that challenge. We’re working to build a start-to-finish solution for cell therapy, a single cohesive toolset that hands providers tools to efficiently and more rapidly manufacture these treatments and deliver them to patients. 

Dr. Hawkins' lab, for example, already has installed the first tool in this box, GE’s Xuri™ Cell Expansion System, a bioreactor that serves the step in the manufacturing process of expanding cells, but with a smaller small physical footprint in the lab.

The biggest step perhaps came in July, when GE Healthcare acquired a major innovator and supplier of integrated cell bioprocessing systems, Biosafe Group SA. Together, our Life Sciences business and Biosafe’s applications in cord blood banking, cell therapy and regenerative medicine will bring us closer to building one complete ecosystem of tools for cell therapy.

On top of this, a brainchild of GE Ventures and Mayo Clinic focused on manufacturing services, Vitruvian Networks, is providing cell therapy producers with data and analytics to continue to improve the efficiency and commercial scalability of these therapies.

The field of cell therapy is young and constantly evolving. It will see many changes along the way. But the promise these therapies can bring to patients everywhere persists.

We believe the medical world may finally be able to scale the production of individual, breakthrough cell therapies. It could be the difference between treating a handful of patients, or treating hundreds of thousands.

A new ending to the tragic stories we hear too often. A new normal.

bio_Flannery.jpgJohn Flannery is the President and CEO of GE Healthcare, an $18 billion business unit of General Electric that provides transformational medical technologies and solutions to the global healthcare industry. GE Healthcare supports customers in over 100 countries with a broad range of services and systems, from diagnostic imaging and healthcare IT through to molecular diagnostics and life-sciences. John was appointed to his current role in October 2014.


Topics: Cancer, GE Healthcare, John Flannery, Cell Therapy, Digital Industrialization

Don’t Blow Your Bundle Budget: Establish a Patient Engagement Workgroup

Posted by Matthew Smith on Sep 8, 2016 2:40:08 PM

By Susan Robinson, MS, Consultant, GE Healthcare Camden Group

Bundled Payments, Blow the BudgetAs CMS continues to test various alternative payment models, financial success will come to those hospitals that learn to effectively engage their patients. The recent cardiac Episode Payment Model (“EPM”) is just the second mandated bundled payment arrangement with more anticipated to follow. Whereas the Comprehensive Care for Joint Replacement (“CJR”) model mandated bundling for primarily elective procedures, hospitals will have to modify their engagement strategies as the patient population associated with the medical and surgical cardiac services are fundamentally different. The unique co-morbidities, health outcomes, and lifestyle habits of each person must be accounted for as organizations partner with cardiac patients to improve their health status.

CMS added a twist to this summer’s proposal by introducing incentive payments for cardiac and intensive cardiac rehabilitation (“CR”) services. These medically supervised programs focus on exercise, education for heart-healthy living (e.g., nutrition and smoking cessation), and counseling to reduce stress; all are efforts that have been shown to promote positive patient outcomes.1 CMS will be testing this approach on hospitals in 45 of the 98 mandated geographic areas participating in the cardiac EPM along with another 45 geographic areas outside those markets. The additional payments are intended to support beneficiary adherence to treatment plans, thereby leading to improved patient outcomes. Participant hospitals are wise to take advantage of CR programs to improve adherence and outcomes. A patient engagement workgroup needs to make sure two elements get put in place: ensuring providers refer beneficiaries to CR programs as part of standard discharge protocols; and utilizing care navigators to conduct post-discharge follow-up on participating patients.

If your organization hasn’t already dedicated resources to focus on patient, family, and caregiver engagement, then there’s no better time than….well, yesterday. Regardless of whether your organization’s patient engagement work group is an extension of another initiative or is designed specifically to prepare for cardiac EPM participation consider these 5 elements for success.

1. Involve the Right People

The workgroup should represent the key departments that serve cardiac patients such as the medical and surgical cardiac service lines, cardiac rehab, nursing, care management, nutrition, social work, pharmacy, and primary care. Adding the voice of a patient advocate or a recent patient who experienced cardiac care within your hospital can pinpoint the main determinants critical to actively engage patients in their care. When forming the team, don’t forget to look outside your organization to preferred post-acute and community partners—their involvement can help strengthen relationships and help keep patients accountable. Leverage IT and marketing for support to enhance the team’s ability to tap into other organizational capabilities.

2. Shape the Vision & Define Deliverables

Patient engagement efforts should constantly be evolving based upon feedback loops. Establishing a patient focus group to determine what went well, what didn’t go well, what they’d like to see improved based upon their previous experience is one way an organization can understand the patient’s experience and identify critical points in the episode to enhance patient engagement. With target prices and potential payments set by CMS on a quality first principle, the workgroup must understand the quality measures upon which reimbursement is based: CABG and AMI mortality, readmission rates and patient satisfaction scores. Incorporating other institutional measures of patient engagement, experience, or activation will help the team determine where to spend their time to make the most impact. As the goals and objectives of this workgroup may closely align with other population health strategies, it is important to define the desired deliverables in the context of organization priorities.

3. Focus On the Complex and High Risk

The roles and responsibilities of resources such as care navigators need to be prioritized. They will be accountable for developing and monitoring adherence to patient care plans, including follow-up appointments with cardiologists and primary care, but a significant amount of their attention should be focused on the higher risk patients in order to keep costs of readmissions down. Defining a process to identify high risk patients through risk stratification tools and learning how to best automate it should be a responsibility of this group supported by data and analytics. It will be important to understand the risk factors and reasons for potential noncompliance to treatment plans (e.g., medication, dietary, exercise regimes) specific to this population and how these factors can be mitigated.

4. Use the Patient Incentive Waivers

One hospital’s focus group highlighted how the lack of transportation to CR programs kept patients from participating.2 A hospital who experienced this same problem now provides patients with access to mobile applications to monitor progress after they leave the hospital. 3 Patients are able to log their exercise routines and receive reminders to take medications at prescribed times. The patient’s information is tracked on a clinical dashboard by their care team allowing them to intervene as necessary. Participant hospitals should take advantage of patient incentive waivers under the EMP to provide innovative technological solutions, but be smart and start by exploring the capabilities of current technologies within your organization.

5. Measure

The workgroup must design and deliver the strategy to monitor patient engagement efforts. Hospitals should as themselves the following questions. Are we giving our patients what they need to be successful? Are care plans aligned to patients’ health goals? Have we provided our patients the appropriate tools so they don’t end up back in the hospital? Are hospital staff and their partners effectively tracking the patient and their compliance to treatment, medication, and rehab plans throughout the entire episode of care? Not only should the key measures of success be monitored but they must also be communicated regularly to senior leaders and operational staff to illustrate the impacts of their efforts.

The investment in well-crafted strategies will pay for itself as highly engaged and accountable patients are critical to population health efforts. Patients who have positive experiences with your hospital are more likely to become a partner and loyal to your organization when it comes to receiving care and recommending your services.    

  1. http://www.heart.org/HEARTORG/Conditions/More/CardiacRehab/What-is-Cardiac-Rehabilitation_UCM_307049_Article.jsp#.V8BftvkrLcs
  2. http://www.hfma.org/Leadership/Archives/2016/Summer/Collaborating_Around_Bundled_Payments/
  3. http://www.healthcarefinancenews.com/news/new-technologies-hospital-strategies-promote-patient-engagement

Robinson_Susan.pngMs. Robinson is a consultant with GE Healthcare Camden Group, specializing in bundled payments, process improvement, workflow redesign, value stream mapping, and time efficiency studies. Prior to joining GE Healthcare Camden Group, Ms. Robinson served as an industrial engineer for New England Veterans Engineering Resource Center in Boston, Massachusetts, where she applied systems engineering approaches to a variety of healthcare problems. She may be reached at susan.robinson@ge.com.



Topics: Bundled Payments, Cardiac Care, Episode Payment Models, Susan Robinson

Determining ROI From Your Analytic Technology Investment

Posted by Matthew Smith on Sep 8, 2016 8:49:14 AM

By Mmekom Ekon, PMP, Consultant, GE Healthcare Camden Group

healthcare_analytics.jpgAs the healthcare industry continues to make an accelerated move toward value-based care models, organizations are investing substantial amounts in analytic platforms to deliver insights that will drive  improved quality and reduced costs. Stakeholders also believe that these analytic solutions, with their predictive forecasting and trending capabilities, are key to successful value-based programs where they can help transform clinical and financial initiatives and address various regulatory and financial challenges that lie ahead.

The healthcare analytics market is stimated to reach $18.7 billion by 2020 (from $5.8 billion in 2015) at a combined annual growth rate of 26.5% during this forecast period. This places analytics among the top areas of spending growth for hospitals and health systems during this decade. 1 Given the projected increase in the overall analytics spend paired with low hospital operating margins, executives are faced with tough questions around return on investments on these technologies. Are these suite of business intelligence tools delivering as promised? How do you determine if these analytic platforms are providing value to your organization or if there’s any return on your technology investment?

Here are 3 key categories to consider when determining ROI on your analytics investment:

1. Organizational Penetration

What is the “analytics market share” within your organization? Who’s using it, and what is the percentage of your organization that uses or is aware of the capabilities of the analytic tool? Is there opportunity to “increase analytics market share” within your organization to get the tool to the right folks and get them to use the information from the tool?

The biggest challenges to the penetration of an analytic technology culture is fragmented ownership and limited access to skilled resources (super users) . A quick assessment of the departments and staff that use your current analytics platform will indicate how well your analytics platform is embedded in an organization, department, or individual workflows.

2. Utilization

What types of data and information are frequently produced from these reports? Without access to action-oriented reports with pertinent information, the ability to derive value from your investment is constrained. The true value of an analytic tool is to produce efficient and consistent reports. These reports are used at the executive or board level to make key decisions around hospital operations and allow key patient care staff (such as physicians, nurses, allied health professionals, and ancillary staff) to access key performance indicators and interactive dashboards. Such access allows them to deliver optimum quality of care while adhering to clinical best practices and minimizing costs for their patients.

3. Organizational Goal Alignment

What were your original goals for this investment? Can you tie any recent operational change to your analytic tool? The ability of your technology investment to contribute toward financial, clinical, and operational improvement projects is paramount to achieving value out of your technology.

Analytics has no value unless it is acted upon. Strong linkages to information produced from your analytic platform to cost and quality improvement is the chief value of any technology investment.

The successful use of any analytic tool requires establishing a framework that identifies the value-add of a product and its alignment to your organization’s strategic goals and objectives early on. Monitoring and measuring usability against this framework while adjusting utilization workflows and addressing organizational needs for data literacy and alignment with operational objectives are key factors that quantify ROI against your investment.

  1. http://www.marketsandmarkets.com/PressReleases/healthcare-data-analytics.asp

ekon.jpgMs. Ekon is a consultant with GE Healthcare Camden Group, specializing in the digital health and analytics. Prior to joining GE Healthcare Camden Group, Ms. Ekon served as a technology consultant with Crimson performance software. In this role, she managed several hospitals and health systems through Crimson software implementation to analyze and improve operational, clinical, and financial performance. She has also helped members to identify opportunities to improve operational, clinical, and financial performance as well as implement solutions to improve bottom line. She may be reached at mmekom.ekon@ge.com.


Topics: Value-Based Care, Healthcare Analytics, Digital Health Services and Data Analytics, ROI, Mmekom Ekon

Top 10 Recommendations When Selecting an Analytics Platform For Your Healthcare Organization

Posted by Matthew Smith on Sep 1, 2016 9:03:38 AM

By Shaillee Chopra, PMP, Senior Manager, GE Healthcare Camden Group

website-analytics_1.gifThe transition to value-based care for our healthcare industry is paired with the navigation of challenges related to shrinking margins and changing payment models. Analytics is often touted as the solution that will uncover new insights, drive cost reductions, improve quality, and enable competitive differentiation. Though investment in healthcare analytics technologies has skyrocketed in the past few years (estimated at close to $20 billion), organizations still struggle to realize a tangible return on their investment.

Instead of a singular technology product, analytics should be treated as an integrated approach to create an information architecture that provides meaningful insights that drive actions. Rather than building around fancy dashboards and functionality the product offers, organizations should shift the focus to creating operational capabilities that vendors have to build against. The following are 10 key recommendations to keep in mind when selecting an analytics platform for your healthcare organization.

  1. Outline key operational capabilities that the vendor partner must enable for your organization. As you begin with the end in mind, consider outlining what are the key strategic goals your organization must accomplish within the next 12, 24, and 36 months. What are some of the key operational outcomes that must be achieved to realize these goals? What are key market conditions that would be influencers to the roadmap? A few examples are:  your organization aims to capture market share by offering competitive services and offerings; referral management and managing out of network utilization are areas of concern; or entering into value-based contracts is imminent or has already occurred.
  2. Define key operations focused use case scenarios. Clearly outline the key problems for which you want to solve and/or the new insights/trends you want to gather from the analytics platforms (e.g., trends in referral patterns) and ask the vendor to demonstrate their solutions that are specific to these needs. This allows you to shift away from general “sales demonstrations” to tailored, meaningful discussions on how the technology platform will address your needs and challenges. It also offers insight into what workflows and capabilities for which you have to plan within your organization to effectively realize the value from this investment.
  3. Utilize the information framework as a blueprint to drive the technology selection process. Consider building a data integration roadmap that outlines the data types that would be integrated into the analytics platform and in what sequence and frequency. The framework will identify how your organization can monitor and address variability when the quality of data is in doubt. This framework acts as a blueprint against which existing and new technology vendor partners in your portfolio have to deliver..
  4. Establish a multi-disciplinary selection council that conducts product assessment from varied perspectives (technical, clinical, financial, administrative etc.) Leverage the data governance framework to provide input and oversight for product selection so that there is a clear sense of how it will be operationalized.
  5. Develop a detailed product functionality assessment listing and a weighted scorecard that assist in objective assessment of product functionality. Create a detailed outline of product functionality that is critical to activation of operations use cases. This can include, but is not limited to, a detailed outline of reports, dashboards, work lists, business intelligence logic, need to integrate with other systems that will consume the data, etc. Consider developing a scorecard that will assist the selection team to objectively evaluate each feature.
  6. Collaborate with the vendor partner to develop a future state solution framework.
    Vendor SelectionSuccessful implementation of analytics tools and the ability to generate actionable information are highly dependent on effective integration with the current technology portfolio. Consider creating an architecture notebook outlining the current technology footprint of your organization, where relevant data pools exist, data needs, and limitations. Outline known data integrity concerns that the analytics vendor must respond to during demonstration sessions.
  7. Understand vendor data consumption capabilities and future roadmap. As your operational needs grow so will the need to consume new and varied types of data sources. Evaluate the varied data types (claims, payer, clinical) that the product can ingest today and the format and frequency of it. Does that align with your information architecture? Examine known limitations and mitigation plans. Consider the vendor’s plan for ingestion of additional data types such as patient provided data, device integration, pharmacy, retail etc.
  8. Review the vendor product and services roadmap to assess long term impact against your organization’s strategy. Being an emerging technology area that is constantly evolving, most vendors are still developing various functionalities. As a result, it is not uncommon that vendors end up over promising and under delivering. Carefully assess the vendor product and services roadmap and compare against your organization strategy. Does this offer an opportunity for a development partnership or at risk arrangements for shared commitment and success?
  9. Compare the vendor implementation approach against your operational needs. Most times analytics projects become too complicated too fast. Consider instead an incremental build approach that is problem focused. Evaluate if the products’ implementation approach allows for a phased build and is it focused on providing immediate value. Outline key external dependencies that impact speed to market. Evaluate if the proposed implementation roadmap allows you to position it as a value add service for your members and stakeholders within the first 60 to 90 days.
  10. Develop total cost of ownership ("TCO") model for the product to be implemented, integrated and operationalized within your organization. Additional cost factors can include data sources integration costs, infrastructure maintenance, organizational resource needs for implementation, governance and data integrity oversight etc. Be sure you have a complete picture of short and long-term costs to avoid troubling surprises when it’s too late.

As you approach technology selection with the mindset for creating organizational capabilities (e.g., services, outcomes, and experience) vs. building around functionality that the product offers you will be able to build an analytics framework that can objectively measure the value it provides and achieve progress towards the end goals you want to realize.

Analytics Platform

chopra2-110511-edited-239718-edited.jpgMs. Chopra is a senior manager with GE Healthcare Camden Group and specializes in developing and managing innovative technology portfolios for value-based and clinically integrated healthcare networks. She is highly experienced in leading information technology and consumer experience strategy development, as well as transformations to enable clinical integration, accountable care, and population health management strategies for organizations invested in innovation and transformation of care delivery models. She may be reached at shaillee.chopra@ge.com.


Topics: Healthcare Data, Data Analytics, Shaillee Chopra, Digital Health Services and Data Analytics

GE Healthcare and Mission Health Launch First-of-a-Kind Outcomes-Based Innovation Collaboration

Posted by Matthew Smith on Aug 30, 2016 1:45:57 PM

New Care Process Models to Benefit Health Systems Nationwide

  • Emphasis on driving meaningful, measurable outcomes for the next decade that are scalable nationwide
  • Mission targeting $40 million in direct, operational savings through focus on optimizing radiology, streamlining biomedical services and replacing monitoring and telemetry equipment system-wide

Mission_GE.pngASHEVILLE, NC – August 26, 2016 – Today, Mission Health and GE Healthcare announced a novel, 10-year outcomes-based agreement that will help drive significant value for patients, Mission Health, GE and health systems nationwide. As a non-academic, regional integrated health system that includes a 730 bed, high-volume, high-acuity tertiary-quaternary hospital, Mission is looking to balance clinical quality with significant cost savings and efficiency across their system — the same challenge facing nearly all healthcare systems nationwide. 

“This is an innovative, collaborative, outcomes-driven relationship focused on developing new, transformational ways of caring for patients at Mission Health and nationwide,” said Ronald A. Paulus, MD, President and CEO, Mission Health. “The challenges we face at Mission are like so many health systems across the nation. Our goal is to improve our margin, drive system-wide efficiency and deliver an exceptional, transparent experience for every patient, family and team member. The solutions that we develop and cost savings we achieve with GE will be scalable and applicable to other similar healthcare systems. This is truly exciting for Mission and the industry.”

“To make this level of partnership possible, it takes two organizations to think both differently and collaboratively,” said John Flannery, President and CEO, GE Healthcare. “We are honored to work with Mission Health and strongly believe that this strategic, outcomes-based agreement will ensure alignment and focus on shared priorities. We are passionate about delivering on our commitment while helping to enhance clinical quality, patient experience and operational efficiency.”

Mission Health and GE Healthcare will work in partnership to solve the system’s most complex challenges delivering over $40 million in savings for Mission Health over the course of the relationship:

  • First of a Kind, Co-created Innovation Collaboration: Mission Health and GE Healthcare will co-develop, pilot and deploy transformational healthcare solutions focused initially on two areas: optimizing imaging experience and utilization and smoothing patient care transitions.
    • Imaging: The focus will be on supporting a patient’s ability to make informed choices based upon key variables such as comparative costs and wait times while providing rapid results. From the provider perspective, the focus will be on streamlining the complex process of getting patients to the right imaging modality, at the right time, in the right place across the system while balancing capacity and availability. 
    • Care Transitions: The approach will leverage predictive modelling and other analytics to ensure that the patient receives the right care in the right setting with the right technology to maximize patient outcomes, experience and minimize costs.

By leveraging GE’s deep technology, consulting, software, IT and workflow expertise and Mission’s in-depth clinical experience and “real world learning laboratory”, Mission and GE Healthcare will help shape the next generation of technology, tools, and processes to support healthcare’s transformation. This is less about one product or capability and more broadly aligned around how technology and services can work together to deliver outcomes for patients. Many of the findings and solutions developed through this collaboration can be transferred and used by systems nationwide.[1]

Key areas of operational focus within Mission Health include:

  • Radiology Optimization: Imaging is a core component of many service lines and care plans – yet in most organizations it is optimized or structured to function as a central backbone of care delivery. A systematic focus on imaging/radiology drives system-wide efficiency by improving speed to diagnosis, increasing asset utilization, reducing un-necessary retakes, reducing overall care costs and reducing waiting time for patients and clinicians system-wide. As care shifts to a value-based model, radiology must transform from a simple revenue or cost center to one that actively supports risk-based care models and helps Mission achieve its goal of providing same day, cost-effective care.
  • System-wide Bedside Monitoring Transformation: Mission Health is replacing its bedside monitoring and telemetry at all seven facilities to support rapidly increasing inpatient acuity, reduce internal and cross-facility transfers and provide seamless care regardless of site. The new monitoring platform will ensure that all equipment is interconnected and that data is readily available to the clinician in the moments that matter most. By providing immediate access to critical data, especially in areas like the emergency department, caregivers can improve patient safety and speed to diagnosis and reduce patient wait times, reduce false positive and optimize patient placement keeping patients close to home as much as possible.
  • Radiology and Biomedical Services with Asset Optimization: GE Healthcare will assume responsibility for servicing diagnostic and biomedical equipment at Mission Health. This will drive standardization, consistency and overall increased reliability and quality of care.

This relationship is the culmination of a significant investment by GE Healthcare Partners, the management consulting arm of GE Healthcare. GE Healthcare Partners have built capabilities to advise and execute services that connect GE’s products to clients like Mission Health to improve quality, reduce cost, and increase access. GE Healthcare Partners offers broad advisor services, analytics & predictive modeling capabilities, and has expertise implementing outcomes across the healthcare continuum.

About Mission Health

Mission Health, based in Asheville, North Carolina, is the state’s sixth-largest health system and was recognized as one of the nation’s Top 15 Health Systems from 2012-2015 by Truven Health Analytics, formerly Thomson Reuters, becoming the only health system in North Carolina to achieve this recognition. 

Mission Health operates six hospitals, numerous outpatient and surgery centers, post-acute care provider CarePartners, long-term acute care provider Asheville Specialty Hospital, and the region’s only dedicated Level II trauma center. With approximately 10,700 employees and 2,000 volunteers, Mission Health is dedicated to improving the health and wellness of the people of western North Carolina. For more information, please visit mission-health.org or @MissionHealthNC

About GE Healthcare

GE Healthcare provides transformational medical technologies and services to meet the demand for increased access, enhanced quality and more affordable healthcare around the world. GE Healthcare (GE) works on things that matter - great people and technologies taking on tough challenges. From medical imaging, software & IT, patient monitoring and diagnostics to drug discovery, biopharmaceutical manufacturing technologies and performance improvement solutions GE Healthcare helps medical professionals deliver great healthcare to their patients. http://www.gehealthcare.com

[1] Mission Health is the only tertiary-quaternary healthcare provider in western North Carolina, has been named a Top 15 Health System (Truven Health Analytics) in four of the past five years and recently had the lowest readmission rate of any general acute care hospital in the nation (Modern Healthcare). The health system and its leaders already have developed several solutions that are being used and distributed nationwide.

Topics: GE Healthcare, Mission Health, Radiology Optimization, Outcomes-Based Innovation

Digital Twins Revolutionize Strategic Planning in Healthcare

Posted by Matthew Smith on Aug 29, 2016 1:04:36 PM

By Jeff Terry, MBA, FACHE, Managing Partner, GE Healthcare Partners

Digital_Twin.pngWhat’s a Digital Twin?

A digital twin virtualizes a hospital (or other) system to create a safe environment in which to test the impact of potential change on system performance. In other words, to play “what if?” with system dynamics. This is important because healthcare delivery is massively complex. Common sense, spreadsheets, and statistics just don’t have the horsepower to inform strategic decisions. 

Are Digital Twins New?

Not exactly. Digital twins use discrete-event-simulation techniques which have been around for 30 years and applied successfully in healthcare to model departments like radiology. But modeling a hospital above about 400 beds has proven too difficult for all but the most experienced modelers using the best tools. 

What is New?

What’s new is using digital twins to design efficient new hospitals and to redesign system dynamics in existing large hospitals. "System dynamics" includes bed mix, staffing, model of care, floorplan, bed algorithm, etc. This is becoming more common with better toolkits and more experienced practitioners at companies like GE and EY. For example: GE analytics consultants using our healthcare-specific simulation platform have modeled >1,000 bed academic medical centers 75% faster than teams of PhDs using traditional methods.  

How are Digital Twins Revolutionizing Strategic Planning?

Digial twins enable massively collaborative, data-driven, and scenario-based decision making. Without a digital twin, leaders rely on tribal knowledge and basic analysis to plan new facilities and next year’s budget for existing facilities. This is normal but it leaves much to be desired. With a digital twin, leaders virtually test changes to bed mix, bed algorithm, task assignment, floorplan, equipment, ALOS, model of care, staffing etc.

The traditional answer is to do our best and see what happens.

  • For example: neuro has recruited two new surgeons, medicine is closing a unit, we’re opening a transitional care unit, the State is buying our rehab unit to convert it to psych beds, and we expect to reduce ALOS for knees by .75 days and for general medicine by 0.2 days. What will that do to ED Boarding? What is our maximum volume with different scenarios of growth by cohort? Can we accommodate the neuro volume? What’s the best day to add these cases to the OR schedule?
  • With the Digital Twin, we learn that we can accommodate the volume but only if the ALOS work succeeds. We add the cases Wednesday and shift two orthopods from Thursday to Tuesday. Alternatively, we could upgrade the transitional care unit to an ICU (but that’s expensive). These answers lead to new questions… which are tested in the digital twin.

Digital Twins Revolutionize Planning in Four Ways:

Digital twins close the gap from “requirements” to system dynamics. Today this is a leap of faith. The simulation model closes that gap when we design new facilities, when we redesign existing patient flow, and when we convert service-line volume plans to annual budgets.

  1. Digital twins target process improvement efforts by putting each process improvement project into larger context. This enables us to charter projects with specific goals tied to both local and system performance. 

  2. Digital twins facilitate massively collaborative strategic planning. Health systems are full of super smart leaders with ideas. Those ideas need to be heard and tested. The digital twin gives us the tool do so. In many cases the result is to demonstrate that some ideas are bad. That’s a great result because it allows that leader to move forward and embrace the eventual strategy the Digital Twin helps to clarify.

  3. Digital twins can also power ongoing short-term forecasts. For example, when we build a digital twin in our Hospital of the Future Analytics Platform to redesign a medical center's system dynamics, we use the same simulation model to power predictive decision support apps outside-the- EMR.

In the end, digital twins help leaders design and execute models of care which are good for patients, families and caregivers. Revolutionary.

  Digital Twins, Capacity Management, Hospital Operations

Jeff_Terry.jpgMr. Terry is a Managing Principal of Healthcare Partners, the consulting arm of GE Healthcare that works with healthcare systems to define and achieve transformational outcomes related to quality, access, culture and cost. Partners' capabilities include management consulting, mobilizing change, technology integration and advanced analytics. He has a diverse background in consulting, sales, product development, Lean Six Sigma, business strategy, and services. Areas of focus have included clinical asset management, patient safety, patient flow, hospital operations, radiology and advanced analytics. He may be reached at jeffrey.terry@med.ge.com.


Topics: Hospital Operations, Command Center, Jeff Terry, Hospital Command Center, Capacity Command Center, Capacity Management, Digital Twins, Hospital Occupancy

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