Breakfast will be served in the exhibit area so make sure to stop by the sponsor tables.
Harvard health economist Katherine Baicker is no stranger to the impact of politics on health care policy. She's a leader of the Oregon Health Insurance Experiment, a groundbreaking study that examines the effects of expanding Medicaid coverage. The experiment found that covering the uninsured increased the use of health care, including primary care, hospitalizations, and emergency room visits; diminished financial strain on patients; and reduced depression. However, it produced no statistically significant impact on physical health measures (blood pressure, for example), employment, or earnings.
The study's findings have been interpreted in wildly different ways. Proponents of the Affordable Care Act say it proves that Medicaid expansion generates valuable improvements in Americans' health. Opponents argue that it proves that the cost of expanding Medicaid far outweight the benefits.
In her timely opening keynote, delivered against the backdrop of President Trump’s promise to repeal and replace the ACA, Professor Baicker examines where the ACA succeeded and failed, what we can learn from the Oregon Experiment, and what she considers key to delivering better health for the money we spend.
If there’s one thing we’ve learned about healthcare, it’s that we can always expect change. And the past few months have been no different. What will happen with the Affordable Care Act? What changes will come with the new administration? Is the shift to value-based care ever going to happen? How can we streamline our data and make it actionable?
In this session, you will hear and see what your industry peers think about value-based care, emerging technologies and more. There are a lot of opinions out there about what will happen in healthcare, but what do other health system executives think about it? Recent research sheds some interesting light on this topic.
With newly elected President Donald Trump pushing an agenda to repeal and replace the ACA, healthcare organizations find themselves in a world of uncertainty. What does this uncertainty mean for population health management? How does it affect strategy, purchasing, and implementation? Do you stay the course? Put the brakes on? Or some of both?
Our panel of experts will address this head on. Likewise, in keeping with the panel’s state-of-the-industry format, they’ll also address topics key to pop health success, such as clinical workflow improvement, decreasing utilization, data visualization, choosing vendors, measuring results, and more.
This session will provide attendees with a great overview and set the stage for the sessions to follow.
Take this opportunity to mingle with your peers in a relaxed setting to build relationships and establish future partnerships. Coffee will be served in the exhibit area so make sure to stop by our sponsor tables.
UMass Memorial Health Care is the clinical partner of UMass Medical School and the largest health system in Central Massachusetts with 1,125 beds, 1,600 physicians, 3,000 registered nurses, and 12,000 total employees. At UMass Memorial, the Office of Clinical Integration has evolved into the tip of the spear for system’s population health efforts.
In this session, two organizational leaders will show how pop health success depends on physician engagement and leadership development, an organizational framework that puts the patient at the center as the consumer, and a technology infrastructure that allows an organization to be nimble, strategic and forward thinking in the ever-changing reimbursement environment.
This session will provide an overview of a mature and scalable pop health program in action.
Key discussion points:
Using Massachusetts Medicaid Payment and Care Delivery System reforms as a model, this presentation will highlight the process and value of stakeholder engagement in delivery system restructuring. MassHealth covers almost 2 million people throughout the commonwealth, and the department has recently undertaken the effort to restructure the current MassHealth delivery system "in a manner that promotes integrated, coordinated care and holds providers accountable for quality and total cost of care of its member." This presentation will highlight some of the findings in a state-study looking at the diverse needs of the state.
Key takeaways
Take this opportunity to mingle with your peers in a relaxed setting to build relationships and establish future partnerships. Coffee will be served in the exhibit area so make sure to stop by our sponsor tables.
Using data from a national sample of ACOs studied across a three-year period from 2013 to 2015, Professor of Information Systems at The University of Texas at Dallas, Indranil Bardhan and his team developed a model to measure the relative performance of ACOs with respect to achievement of cost savings and quality benchmarks. We develop an efficiency score for each ACO based on their relative benchmarking across the sample, after accounting for differences in geographic location, patient mix and ACO track. The results suggest that health IT can improve patient-provider care coordination and better health outcomes in a more efficient manner. This presentation will provide specific example of ACOs that have used health IT to reduce the costs of care coordination and achieve costs savings and better quality.
Key takeaways
Partners HealthCare, one of the nation’s leading biomedical research organizations and a principal teaching affiliate of Harvard Medical School, has targeted patients considered to be in the mid-level of the acuity pyramid – as these patients accounted for 57 percent of total healthcare related costs in FY 2015. In the first stage of this study, findings demonstrated that these patients have the highest potential for cost increase and confirmed the efficiency of using prevention as a strategy to avoid hospital admissions. The study is aimed to validate and measure the usefulness of Philip’s predictive analytics engine (CareSage) with interventions, provided by the Partners homecare team, in order to prevent avoidable hospital and ER visits for seniors.
Key takeaways
Care Managers at Northwell Health, New York State’s largest healthcare provider and private employer, with 21 hospitals and over 550 outpatient facilities, are constantly in motion, tasked with digging into EHRs, compiling data while also talking to patients and coordinating discharges. Northwell will present the day-to-day view of a care manager as if from a Go-Cam, to show how information is used to engage patients effectively and how complex this management really is. The presentation will help you envision how coordination is needed to truly manage health of patients across the care continuum. See how integration of individual factors with community and environmental factors are key to chronic disease management and population health initiatives. By the end of the virtual day in the life of care managers and patients, you will be able to envision how all of the population health management components fit together for the care manager<—>patient interaction, and how this all impacts outcomes.
Key takeaways:
Northwestern Medical Center, in St. Albans, Vt., which provides over $129 million in patient care annually, believes the foundation of an effective population health program must be built on collaboration. A few years ago they took the initiative to connect local primary care physicians, skilled nursing facilities, home health agencies, their state HIE, and three different ACOs to establish a Regional Clinical Performance Counsel. This group reviews performance indicators and trends (by ACO, payor, clinic, chronic condition, and other measures) and develops targeted treatment strategies for at-risk populations. They have also played a leadership role in Rise Vermont, a collaborative that promotes primary prevention, healthier lifestyles and lower healthcare costs. The rural healthcare provider is exploring new technologies to manage distinct patient populations, including patient registries, clinical surveillance and longitudinal care plans. These tools allow them to more precisely target their programming for maximum effectiveness, leveraging the partnerships and programs they’ve developed to better manage their patient populations inside the organization and out in their communities of care.
Key takeaways
As healthcare organizations include population health management in the forefront of their strategic goals, they realize the value of data analytics in moving forward. Healthcare operates in a world where electronic data is widely available. The challenge now becomes how to best use this data to deliver the biggest benefit. A combination of population identification, risk stratification, and point of care intervention will bring the greatest results. During this presentation, attendees will learn how Lehigh Valley Health Network has addressed the challenges of integrating data analytics and accessibility into population health management.
Key takeaways
While creating a telehealth business plan and strategy for Palmetto Health, the largest healthcare system in the midlands of South Carolina, the telehealth team discovered challenges that were determined to be from both internal and external sources. The team soon discovered there were three very different paths being established for the telehealth strategy: Corporate Goals, Telehealth Initiatives and Community Needs. The team knew that in order to build a solid telehealth strategy there would need to be synchronicity between the internal priorities and the external needs. This presentation will discuss the tools and processes put in place to assess and address existing disparities, the additional barriers discovered, and the details of their analysis and solution development. By the end of the process the solutions implemented led to the organization being able to better support their existing telehealth program, appropriately integrate the pipeline initiatives into their budget process and strategically plan for future initiatives while continuing to focus on the needs of the organization and the community.
Key takeaways
Baystate Health is a not-for-profit, integrated health care system serving over 800,000 people throughout western New England. The organization has implemented a preferred post-acute provider network, which is core to its care coordination program. Baystate will share lessons learned in supporting a preferred network as part of the discharge process, measuring patient progress and outcomes in real-time and actively managing and reducing hospital readmissions and patient length of stay.
Key takeaways
Value-based payment models, leveraging population health management to proactively identify gaps in care as a way to improve quality while reducing costs are important for self-insured systems. But knowing where to start is half the battle. Covenant Health Systems, a self-insured not-for-profit health system based in New England, adopted a population health management program to track and manage the health of their employees across three hospitals and affiliated facilities. The health system leveraged data and analytics to strategically identify at-risk patients and proactively manage their care. Covenant Health Systems will discuss the implementation of their employee population health program as a building block for a larger population health program and share results and surprising findings.
Key takeaways
Care management and team-based care delivery transformation are key factors for any population health strategy. This session explores how an independent physician group, Compass Medical, used data-driven insights and dedicated care management teams to transform its regional ecosystem. By leveraging big data and patient engagement, Compass developed a strong care management team and created a 360-degree view of patient care across healthcare domains. Team-based care has paved the way both for an improved patient experience and a reduction in provider burnout.
The population health management program for Kaiser Permanente Colorado, serving over 600,000 patients, has evolved through many iterations over a period of nearly 20 years. The program is moving from "Population Health Management" to "Personalized Health Management," considering the whole patient. The initial implementation of prevention and chronic disease management has developed into a coordinated team based care ecosystem enabled by technology that meets information needs and has an individual's care needs identified to all treating clinicians; clinical governance ensures best practices are implemented in systems and the data used in clinical informatics have greatly expanded beyond the EMR. As well, patients have online access to their "Personalized Health Management" status.
Key takeaways
Critical to both healthcare providers and payers is the ability to effectively manage the risk of patients andshare risk in value-based payment models. Through analyzing patient records, financial data and socio-economic data, machine intelligence empowers healthcare organizations to manage population health proactively and continuously. Intelligent applications can automatically discover nuanced sub-populations, predict future risk trajectories and drivers of risk, and inform the most effective interventions for delivering the best outcomes– all while understanding patients’ multi-faceted characteristics.
As the healthcare adopts new business models and responds to new competitive and market forces, technology leaders must adapt by developing a set of powerful new skills, mindsets and work styles that help both themselves and their organizations nurture a more digital sensibility.
In this presentation, David Chou, VP, CIO and chief data officer (CDO) at Children’s Mercy Hospital, one of the leading children's hospitals in the nation, will discuss the technology requirements to support a digital future and fundamental principles required for a consumer driven healthcare.
Takeaways
