GE Healthcare Camden Group Insights Blog

Top 10 2019 Trends for Hospital & Health System Boards

Posted by Matthew Smith on Jan 18, 2019 12:23:42 PM

In the January 2019 issue of Trustee magazine, Laura Jacobs, Managing Principal, GE Healthcare Partners, takes a look at the unrelenting forces and dynamic shifts that demand that hospital and health system boards get creative in their thinking and preparation for even more significant changes ahead.

As we head into the last lap of this decade, many trends will feel like a continuation of those we have dealt with throughout the past five to 10 years. Leading health care organizations, though, recognize that the next decade will be characterized by consumerism, personalized medicine, digital technology and artificial intelligence, and are evolving their cultures, business models and operational focus now in order to ensure success in the future.

Here is our list of top 10 trends for 2019 and what trustees should be addressing in the boardroom.

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Topics: Trends

Top Healthcare Trends for the Coming Year: Position for Digitally-Enabled Healthcare in 2019 and Beyond

Posted by Matthew Smith on Dec 14, 2018 10:07:16 AM

The new year brings with it new—and old—opportunities and challenges for the nation’s healthcare providers. Systems will continue to deal with financial constraints amid public policy and a fluid political environment, while continuing to address the rise of consumer choice and personalized care delivery, all with the additional challenges of an aging and evolving workforce.

“As we head into the last lap of this decade, many trends will feel like a continuation of those we have dealt with throughout the past 5 to 10 years,” said Laura P. Jacobs, Managing Principal, GE Healthcare Partners. “Leading industry organizations recognize that the next decade will be characterized by consumerism, personalized medicine, digital technology, and artificial intelligence. They are evolving their cultures, business models, and operational focus now in order to ensure future success.”

Jacobs suggests the following core trends should be on the minds of leaders in the healthcare industry in 2019:

  1. Economic Pressures
  2. Changing Demographics
  3. Service Area Dynamics
  4. Technology and Biotechnology
  5. Public Policy, Politics and Regulations
  6. Human Capital
  7. Consumerism
  8. Artificial Intelligence
  9. New Care Models
  10. System Transformation


“These first six trends are unrelenting challenges, or core trends; Just because they aren’t ‘new’ doesn’t mean they are any easier to address,” Jacobs said. “In many respects, these six may be the most difficult trends to address, since the ‘low hanging fruit’ has already been picked. Hospitals and health systems must continue to address them, and in many cases, new strategies and approaches may be required to address the lingering challenges.”

GE Healthcare Partners’ list of ten new and continuing trends include:

1. Economic Pressures

Financial constraints will continue to be the top concern of CEOs. Wages, benefits, supplies, drugs, information technology (IT), facility costs, and interest rates are rising faster than revenues. Health plans are keeping premiums low with limited or no increases. A rising percentage of revenues are from government payers, such as Medicare and Medicaid, and typically cover less than full costs. Demands for capital continue to be high for new facilities, renovations, and IT.

As a result, hospitals and health systems need to find greater economies through mergers and acquisitions, right-sizing clinical programs and continually applying lean principles to achieve sustainable efficiencies. Cost-cutting approaches must move beyond across-the-board-cuts to sustainable ways of addressing labor, non-labor, and pharmacy expenses, as well as unwarranted clinical variation. Leaders will move toward employing robust analytics, simulation modeling and strategic analyses to identify opportunities to save.

2. Demographics and Health Status

Societal trends continue to point to an older, sicker population in most communities. Some rural populations are shrinking, and many urban areas are growing more complex, with great disparities in health status across the population. Obesity, chronic disease, and opioid dependencies continue to plague most communities and require targeted, coordinated strategies to affect a turnaround.

Unless housing, food and income disparities are also addressed, it will nearly be impossible to make a lasting impact on the general health status of the community.

3. Service Area Dynamics

The forces of disruptive innovation are always evolving, blurring lines between providers, payers, pharma, and retail organizations. Examples include the CVS/Aetna merger, Walmart and Humana and many provider-sponsored health plans and payer-owned provider networks.

Private equity-backed ventures are entering many local communities, providing services such as primary care, virtual care, chronic disease management and population health programs. Employers are also taking a leading role in organizing networks to manage the health of their employees.

4. Technology and Biotechnology

Cybersecurity remains a top priority for all healthcare organizations, which produce extraordinary volumes of data from monitors, sensors, electronic health records and financial and other operating systems. Organizations that diligently protect and optimally utilize the valuable data available to them will have an advantage in delivering high-quality, efficient personalized care to patients.

Digitally-enabled healthcare will provide exciting opportunities to diagnose and treat patients with greater precision while being less invasive. Yet choices will have to be made regarding capital resources and clinical priorities. The expanding capabilities of 3-D printing will create new opportunities for academic medical centers to train physicians, refine pre-surgical planning, and provide new hope for some patients, while also changing the way equipment is repaired and serviced.

5. Public Policy, Politics and Regulations

Governmental decision-making will always be a part of the healthcare equation. At the federal level, the Centers for Medicare & Medicaid Services (CMS) will continue to evolve payment models to shift from pure fee-for-service to greater reliance on value-based payment. Examples of this include accountable care organizations and mandatory bundles.

Any radical changes are unlikely at the federal level but watch for changes at the state level such as Medicaid reform, changes to insurance regulations or transparency requirements

6. Human Capital

Most health systems must grapple with an aging workforce while simultaneously responding to the needs and expectations of a multicultural, multi-generational team. Addressing burnout at all organizational levels will be important, as challenges and pressures to reduce costs and perform at high levels stress organizations and individuals.

Low unemployment and shortages in key jobs such as physicians, nursing and technology will require new strategies for recruitment and retention. Addressing the gap between low reimbursement increases to higher compensation expectations from physicians and staff will require new approaches to compensation and benefit and incentive structures. Leadership requirements will continue to evolve, as population health management, consumer-focused strategies, and larger health systems will require cultural shifts throughout the organization.

These next four trends illustrate the dynamic shifts that are fundamentally changing the way healthcare is purchased, delivered, and organized. These will demand creative thinking and preparation for even more significant changes ahead.

7. Consumerism

Informed and connected consumers will have higher expectations for Uber-like responsiveness and accessibility. This is not particularly new, nor unexpected. The stakes are much higher for the competition for consumer loyalty.

Companies like Amazon, Apple, CVS, and other consumer-oriented organizations are playing bigger healthcare roles, with watches and other wearables tracking many aspects of individual health, and a physician visit just a click away via a virtual tele-visit. Patients will have no patience for 2-3 week waits for office visits or results reporting.

Additionally, the healthcare marketplace shopping via Amazon-like platforms will increase the demand for real price transparency and rational fee structures.

8. Artificial Intelligence

The time is now to plan for a digitally-enabled workforce. Artificial intelligence (AI) is expanding across many healthcare applications and digital tools are facilitating better information-sharing across multiple platforms. The impact on the roles, responsibilities, and expectations of individuals across the workforce will be profound. Some roles could be eliminated, but others may be created, which will require new training or skill development.

AI won’t take the place of humans, but it can eliminate repetitive tasks and allow clinicians and other care team members to maximize their skills. For example, predictive analytics can facilitate the ability to ensure the right care at the right time, if there is clarity regarding which actions must be taken and who will take the action, based on the data presented.

9. New Care Models 

The evolution of the care delivery model to incorporate family or other caregivers, community resources and other nontraditional approaches will be necessary to be responsive to the demographic changes, complex disease states and consideration of social determinants of health.

Care that has traditionally been provided in the hospital is continuing to shift to the home or outpatient setting. Advanced practice providers, such as nurse practitioners and physician assistants will play an increasingly visible role in care delivery.

Widespread availability of genomic testing will create the need for physicians and other clinicians to be prepared to respond to new questions from patients armed with detailed information about their bodies. Care protocols will be personalized to address specific genomic characteristics.

10. System Transformation

With all the aforementioned changes, the core care delivery model of healthcare organizations must also adjust. These many changes will cause hospitals and health systems to question traditional ways of financial forecasting, strategic planning and even the option of outsourcing key functions. As payment models shift to risk for the total cost of care, traditional metrics of success such as emergency department visits or inpatient days will have to change.

Some organizations will outsource back-office functions such as revenue cycle, IT support and population health management rather than build the infrastructure themselves. Health systems will continue to expand payer strategies and retail and consumer strategies through partnerships or other means, resulting in increasingly complex organizations.

As in past years, financial concerns—expenses, capital improvements, ensuring consumers a competent workforce, patients’, and insurance companies’ ability to pay—are at the top of the list. Healthcare in the United States continues to evolve: Healthcare providers, systems and organizations must also evolve.

“The drivers of change are many and are originating from multiple fronts,” Jacobs said. “While challenging on a day-to-day basis, there is also the opportunity to harness these changes into opportunities for improving the health of the community, all while creating optimal experiences for patients and staff.”

Topics: Trends

Friday Fun Video: The Dream Hospital of Tomorrow (as Imagined in the 1950s)

Posted by Matthew Smith on Jun 1, 2018 10:14:04 AM

This video, circa 1957, showcases a medical dream come true from Henry Kaiser and Dr. Sidney Garfield of the Kaiser Foundation.

While many of these "dream" hospital features are now staples in every modern facility, you can't help but wonder whatever became of the sliding baby drawers (not to mention the waiting room father and unprotected X-Ray technician).

What part of the current hospital patient experience will remain 60 years from now? Our own Dr. David DiLoreto opines that, "Sixty years from now people might be amused that patients had to actually travel to facilities for consultations, physical exams, and lab services."

Topics: Trends

2018 Healthcare Trends: Tough Challenges, Innovative Solutions

Posted by Matthew Smith on Jan 8, 2018 3:27:58 PM

New Opportunities to Control Costs, Improve Care, and Enhance the Patient Experience

By Laura Jacobs, MPH, Managing Principal, GE Healthcare Partners

Another year of unprecedented challenges lies ahead for the healthcare industry. Healthcare systems will grapple with continued financial performance pressures, while addressing an ongoing commitment to consumers and care delivery and experiencing opportunities to retool for the future.

Changing payer and consumer dynamics, along with an uncertain landscape will continue to present unprecedented challenges to the nation’s healthcare organizations. At the same time, innovation and technological advances present new approaches to tackle issues and move forward.

Trends and solutions expected to have greatest impact during 2018 include:

Financial Performance Pressures

Continued Payment Challenges. One of the greatest challenges to healthcare systems will continue into 2018: the unpredictability of health insurance and payment models. Uncertainty exists everywhere -- at the federal and state levels and with the Health Insurance Marketplace, as well as ways to fund Medicaid and manage Medicare costs. With rising prices and fewer products on the Exchange, some markets could experience a rise in the number of the uninsured. Additional dynamics, such as the high deductible plans and health savings accounts, mean that organizations need to carefully examine pricing practices and revenue cycle management processes. With 19 million people enrolled in Medicare Advantage programs (33 percent of total Medicare enrollment), the 8 percent growth experienced between 2016 and 2017 is expected to continue.

Evolving Payer Dynamics. Multiple factors will continue to put the squeeze on healthcare systems in the coming year:

  • The movement away from fee-for-service models will continue even though the Centers for Medicare and Medicare Services (CMS) has tapped the brakes on some value-based payment methods.
  • Pressure to reduce base rates on commercial contracts, coupled with success in Medicare’s value-based payment program, will require health systems to continue to find efficiencies through patient care redesign, utilizing high-value supplies and outsourced services, and considering performance-based contracts with vendors.
  • At the same time, many physicians will seek to participate in CMS alternative payment models, including ACOs, bundled payment and CPC+ that provide preferred treatment under the Medicare Access & CHIP Reauthorization Act of 2015 (“MACRA”).
  • The trend for health plans to utilize tiered provider networks will steer members to more cost-effective physician groups and hospitals.
  • Due to start-up costs and financial challenges, providers will be more cautious about starting their own health plans. Instead, they will seek co-branded health plan partnerships on insurance products to create greater consumer loyalty and market growth, and leverage the population health infrastructure of larger insurance companies.
  • As utilization is reduced, another consideration will move to the forefront: health systems can expect top-line revenue to decline unless a concerted effort is made to expand outpatient services and geographic presence.

Optimizing Capital Resources. Volume and price pressures will continue to strain operating margins and outstrip available resources due to organizations’ demands for capital to fund information and clinical technology, as well as expansion of outpatient facilities and replacement of aging facilities. Creative asset management could include evaluating leasing options, utilizing development partners and optimizing existing facilities. Additional solutions to explore:

  • Repurposing underutilized or older facilities to meet demand for post-acute, rehabilitation or behavioral health services.
  • Creating capacity command centers to leverage data and analytics to assure that health systems are effectively utilizing inpatient and outpatient facilities are becoming more common.
  • Using philanthropy to support capital needs for programs and facilities that may have minimal or no immediate financial returns, but are critical to improve health outcomes or provide a more patient-friendly environment.

Commitment to Consumers and Care Delivery

Focus on Seamless Patient Care. Managing transitions of care will continue to be a top priority for healthcare organizations in 2018. Rather than reviewing retrospective trends, there will be a move toward advanced analytics that predict potential disruptions in care delivery -- a journey that requires re-engineering and recalibrating the care team and the underlying support structure. Teams will be able to take real-time action to prevent issues and streamline the patient care experience. When properly executed, this results in a single care plan that follows the patient from ambulatory to inpatient setting; integrated care management systems to facilitate smooth transitions from the hospital to home or a post-acute venue; and next generation contact centers that assure that intra-health system referrals and transfers are efficient and user-friendly. In the end, patients truly become the focus of the healthcare delivery system.

Expanding Access through Technology. With companies like Apple, Google, and Amazon, as well as thousands of start-ups focused on innovative disruption, technology will continue to change the delivery of healthcare services and the way providers interact with patients. Virtual technology and telemedicine have made inroads, reducing the need for patients to be seen in a facility. Healthcare can now be provided at home, at work, across long distances and in traditional settings. These developments dovetail with consumer trends focused on mobile solutions, convenience, and on-demand services. To position organizations for future success and compete with emerging players, healthcare systems need to embrace innovation and consumer-centric service delivery and explore alliances with non-traditional partners.

Adopting the Next Wave of Technology. With robots, precision medicine, and 3-D printing coming of age, the future has arrived as these technologies leap from the academic environment into community healthcare settings. Robot-guided surgical procedures and bedside robots are no longer in the realm of science fiction. In addition, genetic advances are leading to precision or personalized medicine, based on an individual’s genetic profile. Targeted cancer therapy based on a tumor’s genetic make-up is increasingly available, and systems are expanding genetic profiling to provide early preventive treatment in a population health environment. An innovation in the manufacturing world, 3-D printing, is making headway into the healthcare arena through prosthetics and implants. While this innovation holds promise in the area of organ replacement, implementation is still remote.

Enhancing Community Connections. To produce better patient outcomes and gain greater control of utilization, health systems will look beyond the walls of their facilities into the communities they serve. There is increasing recognition that social determinants of health, such as socio-economic status, housing and nutrition, impact health status as much as or more than medical care for the general population. Behavioral health initiatives and forging relationships with community resources to help manage critical needs is becoming mandatory, particularly for organizations with high Medicaid and other underserved populations.

Opportunities to Retool for the Future

Continued Growth and Integration. With ongoing merger and acquisition activity expected through 2018, health systems will continue seeking ways to create greater efficiencies and demonstrate value to consumers. Solutions involve simplifying decision-making and governance, developing system-wide clinical operating structures, streamlining operations, and leveraging assets and information technology investments. Leaders will put mechanisms in place to instill best practices across the organization and management accountabilities will shift to emphasize system-wide performance. Many health systems will continue to coalesce the cultures, governance, and management of employed physician practices to create a more unified physician enterprise.

Optimizing Delivery through Digital Technology. Tremendous potential exists to optimize investments in digital technology. Organizations can leverage their digital ecosystem through advanced analytics and applications that can pull relevant, real-time, actionable data from all sources, leveraging it to make smart decisions about patient care and operational improvements. In addition, artificial intelligence and machine learning will provides ways to improve the productivity and focus of care teams. Continual innovation means that healthcare systems must determine where and how much to invest while maximizing applications across the enterprise.

Protecting People; Focusing on Joy. Unrelenting change creates stress for employees. To combat burnout and enhance recruitment and retention, organizations will focus on initiatives to provide support and demonstrate value to their most precious resource: the people who work for the system. Besides an integrated approach to recruitment, training/development, performance and productivity management, and cultural development, many organizations will redesign the roles of care teams to put “joy” back into the profession. Leadership development also will be crucial, particularly for clinical leaders to accelerate change and support succession planning.

2018 Healthcare Trends

Jacobs.jpgMs. Jacobs is managing principal at GE Healthcare Partners. She has more than 30 years of experience in the areas of integrated delivery system development, payer strategy, population health management, healthcare strategic and financial planning, transactions, and governance/ management systems. She is a noted speaker and industry resource on the impact of healthcare trends, most notably the requirements for success in value-based payment models, clinical integration, and creating successful integrated delivery systems. She may be reached at

Topics: Trends, Laura Jacobs

Trends for Physician Practices in 2018

Posted by Matthew Smith on Jan 2, 2018 11:20:59 AM

By Marc Mertz, MHA, FACMPE, Vice President, GE Healthcare Partners

In last year's trends article for Physician's Practice, we highlighted several trends for 2017, including: payers will change the way that physicians are paid, patient expectations will reach an all-time high, hospitals will seek new ways to align, and physicians will face competition from new types of providers. Not only do each of these trends remain true as we approach 2018, but their impact is increasing in magnitude and pace. Two fundamental issues are driving these changes:

  • Healthcare remains too expensive.
  • Physician practices don't work nearly as well as they should.

To read this article in its entirety on the Physicians Practice site, please visit the following link: 

The following login details may be used to access the site:


Password:  physicianspractice2018


Topics: Trends, Marc Mertz

Is Your Board Prepared for These 10 Trends?

Posted by Matthew Smith on Feb 6, 2017 12:53:13 PM

By Laura P. Jacobs, MPH, President, GE Healthcare Camden Group

Boards need to focus on healthcare delivery transformation — and keep their eyes peeled for changes in federal law

The past few years have been tumultuous for most health care organizations as payment models, competition, regulatory changes, clinical advances, digital and information technology, and workforce trends have created the need for rapid transformation in just about every area of healthcare delivery and management. Layer on top of that uncertainty about the future of the Affordable Care Act, and 2017 should be another watershed year for healthcare.

So, has your organization discussed and developed responses to these 10 trends?

1. An uncertain reimbursement landscape

The degree to which reimbursement models will change in 2017 remains uncertain. Given the recent double-digit rise in premiums on the ACA's Health Insurance Marketplace, or exchanges, and calls for the redesign of Medicaid and Medicare, as well as commercial insurance regulation, we should expect an active year of debate in the federal and state ranks. The move to fee for value and expectations for efficiency and data-driven outcomes are not likely to abate. Also likely to be encouraged is consumerism, with a greater focus on health savings accounts and health reimbursement accounts, high deductibles and price transparency.

What trustees should keep their eyes on: federal and state legislative and regulatory changes. Financial plans for 2018 and beyond must consider the impact of higher deductibles, possible increases in bad debt, and even greater transparency on price and outcomes. Expect payer-mix shifts as the health insurance landscape responds to federal (and state) legislative changes.

2. Payment models continue to shift to value

With Medicare as a bellwether, payment models are increasingly reliant on measures of performance (e.g., hospital-acquired conditions, readmissions, patient experience and quality scores). There is no indication that this movement will stop. Medicare Advantage plans are likely to continue to see double-digit growth in enrollment, and, in some cases, health plans may seek risk-based arrangements with providers for these products.

The Medicare Access and CHIP Reauthorization Act of 2015 will have significant effects on the physicians in your market. While the Centers for Medicare & Medicaid Services is allowing different paces of entry, the bottom line is that physician payment will increasingly be dependent upon quality, patient experience, use of electronic health records and resource utilization. This may be the last straw for some smaller practices that don’t have the infrastructure to report the required metrics. Even if your market hasn’t yet experienced risk-based (e.g., downside risk, capitation or percentage of premium) models, private commercial carriers are emulating many of the CMS models, including accountable care organizations, pay for performance and bundled payment.

The lines between payer and provider will continue to blur, as payers acquire or provide services to providers and providers become payers. In some markets, regional health systems have moved into the payer marketplace — often as a Medicare Advantage plan or a plan to cover the health system’s own employees — to create competition and affordable options for their consumer base. Some payers will be increasingly open to partnerships with providers in launching new health plan products or delivery models. We will also likely see more large, self-insured employers reach out to providers as employers seek performance-based payment models to drive lower total health costs and better outcomes.

Overall, one of the most difficult challenges for healthcare organizations in 2017 will be harmonizing population health strategies with the market’s movement to value-based payment; moving too fast or too slowly in this area will challenge financial performance. This, along with a general uncertainty in the health care marketplace, will require astute and nimble financial planning.

What trustees should keep their eyes on: payer trends and the organization’s payer mix; the health system’s payer strategy and readiness for (and results with) performance-based payment; initiatives to help physicians respond to MACRA requirements; potential partnerships with payers or large employers to offer new products.

3. Pressure to reduce costs

Hospitals in general have experienced relatively stable financial performance over the past year or two — for some, even better than expected. In many cases, this has been a function of fairly strong volume, particularly in outpatient services. But the marketplace is putting pressure on payers — and thereby providers — to further reduce costs.

With higher employment rates, coupled with expanded coverage for individuals through the ACA, yet continued primary care shortages, emergency department volume is high. This can put pressure on inpatient capacity, operating room schedules and care management resources.

Pressure to reduce costs because of lower rate increases from payers means that managing patient flow efficiently, and reducing variation through defined workflows and clinical protocols are both critically important for a health system if it wants to achieve or maintain financial sustainability. Ensuring that precious resources like hospital beds and operating rooms are optimally utilized is also important to avoid making potentially unnecessary capital outlays for new bed towers or surgery centers. Some leading hospitals are exploring capacity-command centers that combine systems-engineering principles, commonly seen in complex industries such as aviation and power, with predictive analytics to manage and optimize patient flow, safety and experience.

It also is critical that the health system physician enterprise, which in most cases operates at a loss, optimizes physician time and aligns compensation models with goals and population health strategies, as well as engages in rigorous clinical performance management.

What trustees should keep their eyes on: changes in volume; hospital costs (labor and nonlabor) compared with industry benchmarks; length of stay; episode of care (diagnosis-related group) costs compared with Medicare rates; performance benchmarks of employed-physician practices.

4. Creating 'systemness'  

Many health systems have grown in recent years — vertically, horizontally and geographically. The opportunities to create a seamless patient experience, achieve efficiencies, enhance access to capital, promote innovation and optimize population health management are among many of the reasons for this growth. To realize these goals requires the harmonization of multiple cultures, operating mechanisms, IT and approaches to governance. To accelerate “systemness,” some systems will move from a “holding company” model to a greater degree of integration — across governance, management and clinical systems. Creating a single brand experience for consumers and employees will require a systemwide articulation of and focus on every aspect of care delivery across the continuum, including clinical and administrative functions.  

What trustees should keep their eyes on: a well-defined health system vision and strategy that guide decision-making on growth and system development; a system integration plan that establishes a governance and management structure to reinforce the desired goals, culture and brand; a disciplined and focused approach to achieve desired efficiencies and clinical integration.

5. The consumer is king

Health care has traditionally not been very consumer-friendly. But with deductibles set to increase again in 2017, as well as new disrupters in both the digital and care delivery spaces, providers will have to pay closer attention to the consumer experience (beyond the “patient” experience). This means price transparency; access where, when and how the patient desires; quality reporting; a social media strategy; and digital outreach to create consumer awareness and loyalty. All these will be increasingly important in 2017 and beyond.

Patient-focused care must be more than a stated value. It must be actualized through physical space, logistics, communication and approach to care.

What trustees should keep their eyes on: market share measured by share of the population, not by use of inpatient beds; the health system’s branding and consumer strategy, including dealing with price and quality transparency and a consistent consumer experience across the continuum and locations.

6. Care everywhere

With the explosion of mobile technology, and applications for home and self-monitoring, not to mention the expansion of urgent care and retail care centers, 2017 will be another year of evolving care models. Private equity–backed as well as employer-backed new models for primary care and complex care, and digital tools will continue to proliferate. Health systems will have to decide whether to partner, adopt or compete with these new entities and models.

Telemedicine will be used increasingly not only for remote rural areas but for the convenience of consumers who would prefer not to leave their home or office for care. This means competition could come from anywhere accessible by smartphone. Home and self-monitoring will be used to help make care for the elderly and other patients with complex conditions more responsive, as well as avoid costly hospitalizations.

What trustees should keep their eyes on: your organization’s strategy for accessible care delivery, including the use of urgent care centers, retail clinics, employer-based clinics, mobile technology, telemedicine and home monitoring. Consider partnerships to accelerate market entry and success in new areas.

7. Analytic tools and digital medicine

Most health systems have implemented at least one electronic health record (some are on their second or third implementation) and also have invested in a plethora of other IT tools for finance, data warehousing, care management, predictive analytics, disease management, scheduling and so forth. The key in 2017 will not necessarily be what the next IT purchase should be (although there will be many of those still) but how these systems work together to optimize decision-making and forward-looking actions.

Having a clear data governance structure and system architecture focused on what operational and clinical outcomes are required will be essential. Furthermore, emerging artificial intelligence (e.g., IBM Watson) and the “internet of things” (digital equipment communicating with other equipment) will begin to change the roles and responsibilities of health care providers and team members as well as care pathways.

What trustees should keep their eyes on: creating a digital and analytics road map that optimizes systems and IT platforms already in place and identifies gaps to guide future purchases; understanding the role of artificial intelligence and digital equipment as health care delivery evolves.

8. Health care cost drivers

While inpatient and physician care still account for the majority of health care costs, pharmacy costs have been increasing at a faster pace than they have and will likely continue to do so in 2017.

Behavioral health will also come into increasing focus, because individuals with mental health disorders often have higher medical costs and greater use of emergency departments. Yet, reimbursement for behavioral health is generally poor, and access to providers is often lacking. This is a particular concern with the Medicaid and Medicaid/Medicare dual population, for whom behavioral health problems often are untreated and socioeconomic conditions such as lack of housing or nutrition can exacerbate health risks. The social determinants of health will be raised more frequently as factors to be considered in population health programs, requiring health systems to connect with community service organizations to drive better outcomes and better health for at-risk individuals.

What trustees should keep their eyes on: your organization’s strategy for behavioral health; creating partnerships or relationships with community service providers as a means of improving the health status of the population.

9. Clinical advances will march forward

Precision medicine based on the genetic profile of an individual will be more accessible to more people but will still be used in only a minority of cases. Cancer care is the early adopter. But watch this trend — it could accelerate fast.

New 3D printers will enhance the ability to replace organs and tissues but will still largely be tested in research labs — for now.

Robotics will continue to be used in operating rooms but will also find a place at the bedside — for lifting or moving, or even interacting with, patients.

Mobile technology, as already noted, will continue to explode, enhancing the ease with which diagnosing, monitoring and treating patients occurs.

All this will require astute assessment by medical staff for the adoption of new approaches, and academic medical centers may find expanded opportunities to partner with community providers in the research and deployment of new clinical treatment options.

What trustees should keep their eyes on: medical staff policies and approaches to reviewing biotechnology and clinical protocols; understanding the role of emerging medical trends in key service lines.

10. Human capital needs are changing

In an industry in which labor costs still comprise the lion’s share of operating expenses, workforce management has always been paramount. Today, with the role of the health system changing as population health and value-based care models take center stage, the roles and responsibilities of clinicians and nonclinicians are also changing.

Generational differences demand different approaches and even policies in human resource management.

Health care workers, including clinicians and nonclinicians as well as the management team, are increasingly facing burnout due to constant change and ever-rising expectations.

New approaches to recruitment, talent development and training, workforce management, and engagement will be required to optimize your most valuable resource — your people.

What trustees should keep their eyes on: potential workforce shortages as unemployment rates continue to drop; understanding the organization’s workforce development and management plan and ensuring it is responsive to changing roles, responsibilities and expectations.

Strategic Planning in Uncertain Times

Jacobs.jpgMs. Jacobs is president at GE Healthcare Camden Group and has been with the firm since 1990. She has more than 30 years of experience in the areas of integrated delivery system development, payer strategy, population health management, healthcare strategic and financial planning, transactions, and governance/ management systems. She is a noted speaker and industry resource on the impact of healthcare trends, most notably the requirements for success in value-based payment models, clinical integration, and creating successful integrated delivery systems. She may be reached at 

Topics: Trends, Laura Jacobs

Five Focus Areas for Medical Groups in 2017

Posted by Matthew Smith on Jan 26, 2017 12:59:09 PM

For medical groups, the last few years have been tumultuous with the shift to value-based care. In 2017, medical groups will continue to experience change on all fronts, including payment, care delivery, and interaction and communication with patients. Medical groups must contend with new payment models, fierce competition in their markets, increased regulatory requirements, clinical advances, digital and information technology changes, and population health management implementation.

In response to these shifts, medical groups should focus on five key areas to position themselves for the future. As Socrates said, “The secret of change is to focus all of your energy not on fighting the old but on building the new.” And that is what medical groups need to do in 2017: build the new by transforming the old ways of practice management.

To read this article in its entirely, please click the button below to be taken directly to the HFMA website.

Medical Groups, 2017 Trends

Topics: Population Health, Medical Groups, Patient Access, Trends, Medical Group Transformation

Top 10 Trends for 2017: Twists and Turns Ahead!

Posted by Matthew Smith on Jan 19, 2017 1:31:54 PM

By Laura P. Jacobs, MPH, President, GE Healthcare Camden Group

No one can say that the healthcare landscape is boring – and 2017 may be an especially interesting ride. Repeal/Replace? New transactions? Impact of digital? How will consumers behave? Who will the new disrupters be? How will population health models evolve? Who will merge with whom? The year will bring incremental changes in a variety of arenas, and it could deliver monumental shifts in other ways. Here’s how we size up the top trends and the related management imperatives to succeed:

1. Repeal, Replace, or Revise

The fate of the Affordable Care Act (ACA) is still uncertain, but regardless there will be changes to which healthcare organizations must respond. Major changes to Medicare, Medicaid, and individual coverage may not take effect in 2017, but financial planning will take heightened importance to identify potential scenarios for ensuing years. High deductible health plans and HSAs, price transparency, and continued focus on affordability will put pressure on providers to deliver value in order to win.

2. The March to Value Continues

Regardless of the specific changes that may come with changes to the ACA, payers (Medicare, Medicaid, employers, and commercial insurance carriers) will continue to seek ways to lower costs and improve the experience for patients. The Centers for Medicare & Medicaid Services (CMS) will continue to link payments to performance on a variety of outcomes (e.g. hospital-acquired conditions, readmits, value-based measures). The Medicare Access & CHIP Reauthorization Act of 2015 (MACRA) will have significant impact on physician reimbursement, and as a result will galvanize integrated delivery systems, physician networks, and medical groups to implement efficient ways to demonstrate quality, patient experience, effective use of electronic medical records, and overall efficient resource utilization. Medicaid is moving to managed care in many markets, and commercial carriers and employers will continue to emulate many of the CMS payment models: ACOs, bundled payment, pay-for-performance.

The lines between payer and provider will continue to blur, as payers acquire or provide services to providers (note Optum’s [United Health Group] recent announcement of its purchase of Surgical Care Affiliates [SCA], a leading ambulatory surgery center and surgical hospital provider). With the expected growth of the Medicare Advantage market, providers will evaluate their role as partners or competitors with payers in this space. We expect to see more joint venture or partnership arrangements between payers and providers to launch new health plan products or delivery models. We will also likely see more large, self-insured employers reaching out to providers seeking performance-based payment models to drive lower overall health costs and better outcomes.

Harmonizing your population health strategies with your market’s pace of movement to value-based payment may be one of the most important strategies for your organization: moving too fast or too slowly could challenge both market position and financial performance.

3. The Cost Imperative

While value-based payment models require healthcare organizations to demonstrate quality and patient experience outcomes, the predominant focus is still on cost. With governmental budget pressure, employer pressure on commercial premiums, and in some markets highly consolidated payer dynamics, providers will continue to be challenged to reduce costs and find new efficiencies in the delivery of care. The focus for providers will be to redesign patient throughput, reduce variation through defined work flows and clinical protocols, and optimize use of existing facilities. Capital preservation will be as important as operating expense management to sustain or improve financial performance. Some leading hospitals are developing capacity command centers that combine systems engineering principles, commonly seen in industries such as aviation and power, with predictive analytics to manage and optimize patient flow, safety, and experience – and avoid costly outlays for new bed towers or surgery centers. Bottom line for healthcare leaders is that traditional ways of reducing costs (across the board spending cuts or layoffs) will not create the sustainable cost or quality advantages that will be necessary to succeed either in the short- or long-term. This means re-engineering the process of care across the continuum, engaging clinicians in every aspect of redesign, and imbedding a culture that supports effective change management become increasingly critical.

4. Let’s Make a Deal

Consolidation will continue across the industry. Payers will continue to consolidate as a result of continued premium pressures and the need to defray infrastructure costs. Provider transactions in every form will continue to be active in the year ahead: hospitals, surgery centers, physician groups, post-acute providers, population health “enablement” companies, technology companies , and others will come together in a variety of combinations. Organizations will seek partnerships to serve larger populations, acquire business expertise in a new area, and find efficiencies. With some organizations at a peak in their expansion or acquisition activity, 2017 will also be a critical time to focus on integrating the components that have been acquired or merged. Unless a concerted effort is put in place to identify, structure, and activate an integration plan that is designed to realize the intended goals, many organizations may find they have over-reached or cannot achieve the expected benefits of the expansion.

5. Consumerism Continues to Strengthen

Healthcare has traditionally not been very consumer-friendly (arcane billing practices and charges, hard to make appointments, fragmented care, access on the provider’s terms and so forth). But with deductibles that will increase again in 2017, as well as new disrupters in both the digital and care delivery space, providers must pay closer attention to the consumer experience – whether or not they have actually been a “patient” yet. This means price transparency, access where, when, and how the patient desires, quality reporting, a social media strategy, and digital outreach to create consumer awareness and loyalty will be increasingly important. Determining the definition and attributes (not just the logo) of the health system’s “brand” must carry through all venues of care, whether the consumer uses an app, a website, a phone, or an in-person visit to interact with the organization.

6. Care Everywhere

Care models will continue to evolve in 2017 thanks to the explosion of mobile technology, applications for home and self-monitoring, and the expansion of urgent care facilities and retail care centers. Private equity-backed as well as employer-backed new models for primary care, complex care, and digital tools will continue to proliferate. Telemedicine and “video-visits” will become more widely used – to improve access to complex care for remote areas as well as to provide greater convenience for consumers who would prefer not to leave their home or office for care. As an example, more than half of Kaiser Permanente’s patient visits are done virtually. Competitors will not be limited to those physically located near or in your service area; the new competitive dynamic will include those that can reach your population by cell phone or the internet. It will be imperative that management establish its access strategy and consider all of the tools available as care is being redesigned.

7. Capitalizing on Digital

After making significant investments in electronic medical records and a plethora of other information technology tools – financial systems, data warehousing, care management, predictive analytics, disease management, scheduling, and reporting among them – there’s a rallying cry to convert this mass of data points into actionable information. The call to action now is not necessarily what the next IT purchase will be, but how will the systems that have been purchased co-exist and even work with one another to optimize decision-making and forward-looking actions. The hospital, filled with “smart” equipment and systems, can be characterized now as a complex data “organism.” True transformation will come when organizations utilize artificial intelligence (AI) and the “internet of things” (digital systems “talking” to each other) to optimize patient flow, productivity, clinical decision-making, and the role of clinicians and other care team members.

8. “Outside the Box” Healthcare Cost Drivers

While inpatient and physician care still account for the majority of healthcare costs, pharmacy costs have been increasing at a faster pace, and will likely to continue to do so into 2017 and beyond. There is a rising focus on behavioral health, as individuals with mental health disorders often generate higher medical costs and greater use of emergency departments. With reimbursement for behavioral health still lagging, providers in this space will see increased demand, but will likely struggle financially unless avenues for reducing costs through care redesign or changes in reimbursement are effected. Population health programs will increase their focus on impacting the social determinants of health, as the impact that areas outside of healthcare (housing, nutrition, transportation) have on health status gains greater awareness. This will require health systems to determine how to optimize relationships with community service organizations to drive better outcomes and better health for at-risk individuals.

9. Clinical Advances Continue

Health systems such as Geisinger Health System are making headlines with their use of DNA sequencing on patients to help refine care protocols and interventions. We will see other examples of the expansion of precision medicine, using an individual’s genetic profile, although it will remain fairly limited in the near term. The Cancer Moonshot and other initiatives funded by the 21st Century Cures Act will provide an impetus for speeding up clinical advances and the introduction of new drugs in the years ahead. Watch for the use of robotics in situations both inside the operating room and at the bedside: lifting, moving, and even interacting with patients. Watch for 3D printing to augment the availability of organs for organ replacement. Academic medical centers and research institutes will have opportunities to partner with technology companies as well as community providers to explore and evaluate medical advances. Venture funding for monetizing intellectual property will continue to flow to those initiatives that make healthcare more cost effective and produce reliable outcomes.

10. Managing the Most Precious Resource

Human capital needs are changing. Workforce management is and will remain of paramount importance as the healthcare world evolves. With labor costs comprising the lion’s share of expenses, it makes sense from a purely financial perspective. But with today’s lower unemployment rate, and demand for many key roles in healthcare outstripping supply, healthcare organizations must prioritize workforce management as a cornerstone to change management and operational excellence. Generational differences demand different approaches and even policies in human resource management. Healthcare workers, including clinicians, non-clinicians, as well as the management team are increasingly facing burn-out due to constant change and ever-rising expectations. New approaches for recruitment, talent development and training, leadership coaching, and workforce management must be embraced as roles, responsibilities, and expectations evolve.

Managing an organization through these changes will not be any easier in 2017 than it was in the past years. Keeping an eye on the horizon, while staying attentive to the buffeting winds on all sides will allow healthcare leaders to maintain perspective and stay focused on making the tough decisions necessary to remain aloft. 

Strategic Planning in Uncertain Times

Jacobs.jpgMs. Jacobs is president at GE Healthcare Camden Group and has been with the firm since 1990. She has more than 30 years of experience in the areas of integrated delivery system development, payer strategy, population health management, healthcare strategic and financial planning, transactions, and governance/ management systems. She is a noted speaker and industry resource on the impact of healthcare trends, most notably the requirements for success in value-based payment models, clinical integration, and creating successful integrated delivery systems. She may be reached at


Topics: Affordable Care Act, Obamacare, Trends, Mergers & Acquisitions, Laura Jacobs, Healthcare Data Analytics, Healthcare Consumerism

7 Managed Care Trends to Watch in 2016

Posted by Matthew Smith on Feb 5, 2016 11:13:56 AM

One month into 2016, it’s clear that this will be a year of massive change for the managed care industry. Here are seven predictions for some of the key issues that will emerge, intensify, or be resolved by the end of this year.

1. The impact of recent health plan mergers will come into focus

It is likely that the major payer consolidations will get sorted out this year. The big mergers are already starting to impact contract negotiations between the health plans and providers. As the larger health plan organizations continue to cut operating costs and slow the growth in reimbursement rates, providers will respond by consolidating to form larger and more integrated health systems. Expect the Federal Trade Commission to expand its examination of provider consolidations. Organizations that are consolidating must demonstrate both pre- and post-merger consumer benefit as a result of these affiliations or acquisitions. 

2. Value-based arrangements will gain more momentum

The industry is still waiting to see if the federal government will make a move on the “Cadillac” Tax, which Congress delayed for two years at the end of 2015. The question is, will Congress eliminate it all together? If they do not eliminate it, we can expect to see further benefit reductions and higher deductibles and coinsurances as employers focus on meeting the cost limits prescribed. The government and employers will continue to develop and implement new ways to bend the cost-curve. Health plans will double their efforts to create “value” or “high performing” networks that will offer narrower networks in exchange for lower premium and out-of-pocket costs to consumers. This will accelerate provider consolidation, either through mergers, affiliations, or clinically integrated networks as they attempt to offer a broader, yet differentiated, “high performing” network to the market. Once formed, these newly established networks will have to demonstrate value to attract employers and effectively move market share. Positioning your organization as the lowest cost leader in your market will not be enough; quality and patient experience and satisfaction must be met simultaneously.

3. Provider-owned health plans will gain more interest from health systems

Health systems that are continuing their transformation to clinically integrated networks will face more pressure to have more control of their reimbursement streams and incentive systems. As such, expect more providers to become interested in owning a health plan or collaborating with other providers who already own a health plan. In addition, there will likely be a shift in strategy from competing directly with large health plans to a “plan-to-plan” strategy, which will allow the integrated delivery networks (IDNs), clinically integrated networks, and health plans to collaborate more easily. Finally, some recently established provider-owned health plans have struggled, so new entrants will be more selective and cautious as they refine their market and product approach to this strategy. 

4. It will be an important year for health insurance exchange products

With the Affordable Care Act (ACA) insurance exchange products continuing to grow as we move into 2016, eclipsing the 8.8 million subscriber mark, a critical success factor of this ACA provision relies on insurers continuing to offer these products, despite incurring losses in the initial years. For instance, UnitedHealthcare Group’s 2015 annual earnings report showed that the insurer lost $720 million from exchange products, but will continue to offer and closely monitor the performance of those products throughout 2016. As a result, health systems should expect a continued increases in high-deductible plans (more bad debt on exchange accounts and a need for ever increasing focus on revenue management), and increased pressure on reimbursement rates as health plans continue to adjust these products to the newly insured’s needs and their own need for profits.

5. Consumer Operated and Oriented Plans (“CO-OPs”) will continue to lose momentum

An alarming 12 of the 23 health insurance CO-OPs have failed in roughly three years of existence, and the trend is expected to continue into 2016, as the 11 CO-OPs that remain operational—are all operating in financial stress. The ACA-led program, which was funded with $2.5 billion of taxpayer dollars, has shown an inability to compete on the exchanges with the large commercial health plans. The original intent of these plans was to increase competition on the exchanges, and lower premiums for consumers purchasing individual exchange products, but without sufficient capital in reserves, state insurance commissions have forced many to shut due to lack of solvency. In all, closures of CO-OPs have resulted in over 700,000 Americans losing coverage, and over $1 billion of taxpayer dollars lost to-date. With the CO-OP program deemed largely as a failure, the result is fewer options for health insurance coverage to individuals and businesses. Expect to see further CO-OPs failures in 2016, and ultimately, movement toward exiting the market.

6. Compliance will become an important issue in the coming years

Federal and State actions and fines will highlight the new oversight and conduct expected of health plans and providers. Physicians and networks who are working to take on greater risk and seek rewards by lowering or limiting the number of providers in networks will come under greater examination by the regulators and by health plans. Building compliance in early to every policy and action, and then monitoring any delegated service providers, and any activities with potential member harm, requires focus and action at every level of management and governance. Do not be surprised if compliance actions become ever more common.

7. Is capitation making a comeback?

Expect to hear more about capitation this year, thanks to the implementation of the Centers for Medicare & Medicaid Services’ (CMS) Next Generation ACO (NGA) program. Most of the provider participants in this program are organized, sophisticated and have significant experience in managing financial risk. In addition, many of the participants are already at risk for managing Medicare Advantage populations through capitation or other fixed payment methodologies. Although performance year 1 (calendar year 2016) in NGA is still a fee-for-service platform, some participants may be willing to learn from their experiences and take the plunge in later years and go at-risk through capitation. Expect CMS to highlight and regularly announce the efforts for these participants. NGA could be the program that begins to further shape the health plans thinking and approach to providers taking more financial risk.

In coming months, the greatest challenge for most healthcare organizations will be finding the right pace for adapting to or embracing new payment models. Most organizations are now seeing the direction, but will have to find the right pace and organizational commitment to continue through this industry-wide transformation.

Originally published by Managed Healthcare Executive, 1/31/2016. This article is reproduced in its entirety.  

Topics: Managed Care, Trends, Matt Briskin, Adam Medlin

Top Predicted Healthcare Trends of 2016

Posted by Matthew Smith on Jan 20, 2016 10:48:00 AM

The nation's healthcare system will undergo tremendous changes in 2016. While macro factors are at play, some of the greatest challenges will be finding ways to respond to new payment models, consumer expectations, as well as changing organizational operations, facilities, and culture to respond to population health strategies. Here's a look at the trends and factors that will have the greatest impact during 2016:

Macro Issues: A Changing Industry

  • The World is Shrinking. Consolidation is one of the biggest phenomena occurring in every arena of healthcare. While we can expect the regulatory approvals for the major payer transactions to be resolved during 2016, keep an ear to the ground for additional mergers. As the number of players shrinks, this will impact both payer and provider strategies, particularly in markets where the payer mix is already highly concentrated. In the provider realm, there will be additional eyes focused on these actions as the Federal Trade Commission will continue scrutiny of provider consolidations, including hospital and medical group acquisitions. "It will be essential to demonstrate direct consumer benefit related to efficiency, access and quality, both pre- and post-merger," said Laura Jacobs, president, GE Healthcare Camden Group. Watch for consolidation to take many forms -- not just asset mergers but many other types of affiliations and integrated relationships.
  • Innovation Will Rock the Boat. From technology, to new models of care, to new approaches to patient experiences, innovation will cause ongoing marketplace disruption. Private equity dollars will continue to flow into mobile technology, while new primary care delivery models and telehealth will offer different ways to engage consumers. In addition, retail giants like CVS and Walgreens/Rite-Aid will push further into care delivery, pressuring traditional providers to enhance access, change delivery models, and/ or forge partnerships to address this issue. At the same time, healthcare organizations will be required to enhance efforts to improve the patient experience far beyond measuring patient satisfaction -- the experience must be exceptional at every encounter -- from electronic to face-to-face visits.
  • Expansion and Redefinition of Health Systems. Health systems will continue to expand their physician enterprise, although many will be challenged by the financial strain of operating large employed models. Compensation redesign to move away from strictly productivity-driven models will be a priority. Expansion and merging of clinically integrated networks will continue, as a vehicle to align incentives in population health and value-based payment models, as well as minimize the need for "owning and controlling" the continuum. Expect ongoing development or expansion of provider-owned health plans as either a counterweight to the highly concentrated payer market or a means of taking global risk with payers or employers. Meanwhile, payers will extend their reach into the care delivery space, acquiring physician practices and clinical networks.

Follow the Money

  • Transparency and the Pocketbook. Pressures related to price and cost -- along with the adjacent need for transparency -- will drive more transformation. Consumer scrutiny will play an increasing role in this dynamic as high deductible plans force them to pay closer attention to price. As a result, lower-cost alternatives will have a competitive advantage. Because payer rate increases will be in the low single digits (if at all), any upside will require participation in some value-based payment, such as shared savings or pay-for-performance. In addition, thanks to the new budget bill, new provider-based clinics will not be reimbursed any more than physician practices. These pressures will continue to force more efficiencies across the continuum related to patient throughput and require operating cost reductions, moving from cost-per-unit to cost-per-episode basis.
  • The Variety Show: Value-Based Payments. Value-based initiatives may radically change referral patterns and the need for effective population health management. For an example, consider the 2015 introduction of the Comprehensive Care for Joint Replacement (CJR) model for Medicare -- with a roll-out in 2016. There is no way to predict how quickly new similar initiatives could strike your market. In addition, as employers introduce narrow networks to better control costs, some markets will experience acceleration of employer direct contracting. Further, the "foot in two canoes" analogy will have to change to recognize the proliferation of payment models beyond a strict definition of fee-for-service vs. fee-for-value. The cacophony of models ranging from strictly fee-for-service to pay-for-performance, care management/patient-centered medical home, bundled payment, shared savings/ACO, full or partial risk/capitation, and beyond will continue to add administrative, strategic, operational, and financial complexity to most organizations. Trying to make sense of this blend of payment structures from both a financial and care model perspective will cause more confusion before the fog clears.
  • Increased Focus on Post-Acute Care. The spotlight will shine on post-acute care, thanks to population health management models and bundled payment. We'll see the emergence of "preferred" networks of providers providing these services, as well as repurposing acute care facilities to meet the needs of post-acute patients. More transactions involving post-acute providers -- home health, skilled nursing, rehabilitation, hospice ­-- will create increased upheaval in this realm of healthcare.

Inside the Walls

  • Patient Volume: The Seesaw Effect. Changing dynamics in the healthcare system will have a give-and-take impact on patient volume. While new payment models will decrease acute hospital utilization, the continued expansion of Medicaid and the insured population through the public exchanges will push additional patients through the doors. Additional factors feeding demand across the spectrum include an aging population and the ongoing rise of obesity and chronic disease. Although urgent care, better care management and redesigned primary care models will eventually deflect patients from the emergency department, the ultimate impact of these initiatives will take a while, requiring these areas of hospital to operate at (or over) capacity.
  • The People Factor. Change cannot occur without effective leadership, leading to an increased demand for clinical leaders who can help drive transformation. Participation in population health management will increase competition, as well as cost, for these capabilities. At the same time, there will be leadership turnover as mergers/consolidations occur and as systems evolve from "holding company" to "operating company" models (and sometimes back again). Finally, be on the lookout for union activity, which may be sparked in some regions due to cost pressures and reductions in force.
  • The Makeover. As administrators "rationalize" clinical service lines, they will strive to reduce variation in quality and cost across health systems. Physician alignment with these moves will be crucial. Simultaneously, consolidations and mergers will spawn a new wave of facility planning to repurpose or enhance the efficiency of existing structures.
  • The Rise of IT and Turf Wars. One area where capital will continue to flow: IT tools and resources. The need for new structures for data governance within health systems will be driven by the proliferation of population health tools and analytical systems. And in a related development, watch for a tug-of-war between CIOs and business unit leaders. Turf battles may ensue on selection of systems and data management.

Topics: Trends, Post-Acute Care, Value-Based Payments

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