The State Shifting care organizations to render accounts

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The State Shifting care organizations to render accounts -

The State Shifting care accountable organizations

ACOs consist provider groups -. Large hospital systems to small physician practices - that cooperate to coordinate care and share the costs for a certain population. the COA members use their pooled resources to increase efficiency and quality of care while reducing overhead and redundant costs. To qualify as an ACO, an organization must (a) defining the reporting process quality, cost and coordination of care, (b) have a formal legal structure to distribute bonuses to participating suppliers and (c) have primary care responsibilities for at least 5,000 Medicare beneficiaries. ACOs are encouraged under the Patient Protection and Affordable Care Act (PPACA) and incentives and health insurance premiums Shared Savings Program, based on respect of care quality criteria.

ACOs can take many forms. The rules of Medicare Savings Program ACO Shared deliver results and performance measures for ACOs but little structure regarding leadership and outside what is stated above. COA Administrators have the ability to use different approaches to achieve the right balance between expenditure control and quality care to their suppliers and consumers.

Potential Benefits and Challenges

The ACO movement is growing rapidly as more providers are moving delivery models of care centered on the patient. Many stakeholders are carefully watching how the early adopters of ACOs navigate the challenges and risks of this new structure before entering the scrum

Benefits :.

  • patients and insurers will see the increase in favorable outcomes, lower costs and fewer errors.
  • suppliers will have more leeway in their quest holistic care team for patients.
  • Because payments will be for the results, not by the service, the practice of using team approaches will not see their reimbursements decrease.
  • administrators will be able to justify and information technology on the lever of capital (IT) and infrastructure projects.

challenges

  • physicians should feel the benefits of pooled resources and better outcomes outweigh the legal risks and threats to their traditional independence. They will also have to forge new partnerships and collaborations with other doctors.
  • ACOs must create an infrastructure to manage risks such as electronic health records (EHR) and information systems, medical management protocols and tactics to monitor patient compliance.
  • ACOs face more financial and administrative headaches, such as contracts with health plans and the collection and distribution of payments.
  • The benefits of coordinated care must be sold to consumers. Currently, patients can choose from a COA and still see physicians outside the ACO, as there is no restriction on the choice of supplier, as there are in Health Maintenance Organizations (HMO).

What is a successful ACO?

The jury is still out on whether ACOs are here to stay, and each community and partnership will be different. But experts agree that there are some common factors that are likely to be present in ACOs success:

    • Flexible, effective leadership with the ability to develop strong teams, culture, priorities , innovation and communication
    • Clear governance to execute strategy, management strengths, improve challenges and put profits wisely
    • talented workforce with the ability maximize productivity, control of fixed and variable costs, manage relationships and deliver coordinated care

creating an effective ACO has clear challenges, and effort associated with the configuration is important. No doubt the experience of managers and administrators will be critical to the construction and execution ACOs. These directors will allay the fears of providers regarding changing risk structures, payment patterns and changes in daily activities while creating a culture that promotes better outcomes and patient experiences.


Milken Institute School of Public Health at George Washington University inaugurates

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Milken Institute School of Public Health at George Washington University inaugurates - installing state-of-the-art

Milken Institute School of Public Health at George Washington University opens State-of-the -Art Facility

Milken Public Health May 15 inauguration event puts the spotlight on new -Story building with high-tech classrooms, conference rooms and many features environmentally friendly.

May 15 Milken School of Public Health (SPH Milken Institute) at the George Washington University Institute (GW) celebrated the official opening of a new state-of building -the-art that will, for the first time in history, the school house every seven departments under one roof. The modern facility of 115,000 square feet provides advanced classroom space, laboratories, and gathering space to organize research conferences and host on topics ranging from the epidemiology of HIV / AIDS preventing chronic diseases are on the rise nationwide and around the world.

"This building is a dream come true for many of us," said Lynn R. Goldman, MS, MPH, MD, Michael and Lori Milken dean of public health at the Milken Institute SPH. "We now have a central facility to house our world-class research, teaching, students, faculty and staff. Our location within walking distance of key federal health agencies and the White House to help solidify the school's reputation as a place where students and teachers interact regularly with leaders in the field of public health. "

The nine-storey building, which was designed by Payette Architects based in Boston and that Ayers Saint gross Architects based DC, features a number of environmentally friendly features such as the use of recycled building materials, a system for collecting rainwater, the low plumbing speed, energy saving lighting controls and a green roof. the university is a Platinum rating for the new building under the Leadership in Energy & Environmental Design (LEED), a green building certification program.

In addition, the new facility incorporates a number of healthy design features, including a central staircase that invites people to walk instead of taking elevators, bike racks to encourage transport active, a yoga studio and a permanent office for faculty, staff and students. permanent jobs help reduce the health risks associated with long periods of sitting at a computer

"This building is a dream come true for many of us." -. Dean Lynn R. Goldman

the building of health promotion design is consistent with the targeted objective of the school on the prevention of the disease, which has been greatly strengthened by three great gifts totaling $ 80 million that was announced in March 2014 the gifts of the Milken Institute, the Sumner M. Redstone Charitable Foundation and the Milken family Foundation will be used to advance new research and ongoing support body faculty and provide new scholarships Milken Institute SPH.

on 15 May, the Milken Institute SPH held a ribbon ceremony which featured brief remarks on the new building and its meaning by the President of George Washington University, Steven Knapp, Dean Lynn Goldman and representatives Milken Institute cutter.

more about the event GW building dedication today.


The future of US health spending: what is possible while improving the health

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The future of US health spending: what is possible while improving the health -

The future of US health spending: what is possible while improving health

Brookings Spending as the US economy continues to recover of the recession, the growth of health care spending remains at historically low rates. Recently, the Brookings Institution brought together economic and political health experts to discuss whether this slowdown will persist in the future. The last panel of the conference was "Improving health while reducing cost growth: what is possible"

The panel

Alice Rivlin is the Leonard D. Schaeffer chair in health policy studies, director of the Engelberg Center for healthcare reform and principal investigator in the economic studies program at Brookings. as an expert on fiscal policy and monetary Rivlin was founding director of the Congressional Budget Office (CBO) and recently served on the Commission debt of the President.

Mark McClellan is senior fellow and director of innovation health care and Value Initiative at the Brookings Institution. McClellan instituted important health policy reforms that the former Commissioner of the US Food and Drug Administration, including Medicare drug benefit. He is a physician and economist whose centers on promoting the quality and value in health care focused on patient work.

Joseph Antos is the Wilson H. Taylor scholar in health care and retirement policy at the American Enterprise Institute. His research is mainly related to the economics of health policy, including the Affordable Care Act, Medicare, reform of the health care system and uninsured overall. Previously, he served as deputy director of health and human resources to the CBO.

David Cutler is Professor Otto Echstein of Applied Economics at Harvard University. His health and public economics economy on research work was presented in journals and the popular press. Cutler served as senior advisor in health care for the Obama presidential campaign and was on the Council of Economic Advisers and the National Economic Council in the Clinton administration.

The panel was moderated by Ted Gayer , the Vice-President and Chief Economist, and Joseph A. Pechman, senior fellow at the Brookings Institution. Its economic issues on research focuses on public finance, environmental economics and energy, housing and regulatory policy.

Key Insights

The discussion highlighted the most integrated issues to maintain a reasonable rate of growth in health care spending the future. Three types of political reform have been described:

payment provider Models

  • All discussions payment reforms have stressed the need to move further compensation models services that focus on the volume and intensity of services and move towards models focused on patients who rely on the quality and / or patient outcomes.
  • McClellan discussed the capitation model, which involves the health care delivery system assuming the full financial risk for all services, by fully integrating health insurance within the distribution system and fixed repayment layout to consumers. In this scenario, McClellan said: "Any measure that suppliers can take over their delivery system to reduce costs resulted in net income; it promotes cost reduction. "Kaiser is an example of a full capitation system.
  • McClellan noted many systems are too small and fragmented to employ full capitation, but have set up secondary payment systems alongside service payment systems that allow gradual changes to payment models centered on the patient in the future


consumer choice and market competition

  • Rivlin pointed insurance drawings based on the value as a mechanism "interesting and promising" to introduce more competition and consumer choice informed in the health care system. In this design, copays are lower for high-value treatments, potentially improve health and save money at the same time.
  • Rivlin cited Pitney Bowes company's insurance plan as an example, saying: "[The company] reduced copays for long-acting medications against asthma and got a discount 22 percent in the use of ER by asthma patients and a reduction of 62 percent of avoidable hospitalizations. Here's a small population, but a fairly dramatic illustration that this kind of design can make a difference. "
  • Allow plans compete on regulated markets is another reform that can promote market competition. Transparency on premiums and information on patient outcomes is necessary to allow consumers to choose plans to best meet their needs.

Prevention and Wellness

  • Although the behavior and environmental changes outside the health care system have been noted to help improve the quality of life, McClellan said: "prevention is very useful, but can simply deliver health care to spend a little. that helps us in the short term ... but that does not necessarily mean a clear impact on the cost of health care. "in other words, people can live longer and healthier, but still be susceptible to health risks in the elderly that will result in health care spending.
  • conversely, the obesity prevention was noted as a health problem that could have a significant impact on health expenditure due to the impact of obesity on chronic diseases costly that could manage for a long period of time.

Panelist Antos noted that the most important issue at hand is "the improvement of health ... it is not the improvement of the health system." Professionals public health such as @ GW graduates MHA can help ensure the health of the public is at forefront of any conversation about reforming the health system and the health care spending by working with policy makers, providers health care and consumers in the future.


Spotlight on Student: Antonesia "Toni" Wiley

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Spotlight on Student: Antonesia "Toni" Wiley -

Spotlight student: Antonesia "Toni" Wiley

Antonesia Antonesia Wiley , also known as "Toni", currently working as manager of regulatory compliance to an international humanitarian organization. Wiley decided to get a degree of MHA @ GW because she wanted to develop leadership capacity and expertise to improve health in underserved communities. Read on to learn more about Wiley studying today's projectors.

Tell us a little about yourself.

I am a native of Birmingham, Alabama, and graduated from Georgetown University. I work in the field of public health for over 15 years. My passion to improve access and outcomes of health care has been shaped by various events experienced trainers in my youth. Such event included my trips abroad while in high school. During my travels, I met different cultures, diets and living conditions, and I am able to see the overall impact of health disparities on the local communities and residents' quality of life . I noticed a similar effect in underserved US communities. I became very interested in evaluating the causes, effects and possible solutions to these health disparities ... and I lost that curiosity.

Why did you decide to earn an MHA degree?

Earn a Master of Health Administration was the next logical step in my career progression. I worked in public health management in recent years, and although I had the chance to acquire knowledge by the exceptional experience, I knew I had to complete the experience with a graduate diploma an established public health program.

The [at MHA@GW] teacher-student allows teachers to get to know students on an individual basis; This is something that many traditional graduate programs can not offer.

Why did you choose MHA @ GW?

MHA @ GW had so many features I was looking for in a graduate program: the location and access to health care policy makers in Washington, DC, small classes, renowned professors and accelerated content for experienced public health managers. What really sold me was the approach of blended learning, which coupled current synchronous online sessions with face-to-face on campus.

Do you have any reservations about this degree online?

Initially, yes. I knew Milken Institute School of Public Health had a strong program of study that I needed, but I was worried that an online program would be isolated and would not provide the same level of faculty support and interaction students as a program on campus. Surprisingly, this was not the case - I am able to spend valuable face time with my classmates at least twice a week and have access to my teachers whenever necessary

Qu 'is that excites you most in the program [1945014?]

I think receive education faculty and industry leaders estimated from leading health institutions is extremely exciting. The student-faculty ratio allows teachers to get to know students on an individual basis; This is something that many traditional graduate programs can not offer. The content of the program also allows me to immediately apply classroom concepts to the experience of real life, and even, provide experiences of real life to the learning environment.

What was your favorite part of MHA @ GW?

I really enjoyed the camaraderie that grew among the students of the program. I have great respect for them and their commitment to a positive impact on the field of public health. We are all accomplished in our respective fields and bring such a wealth of knowledge to the program. At the same time, we are always ready to listen and learn from each other.

What do you hope to accomplish on graduation?

I hope to graduate with a solid foundation in health administration concepts and a strong professional network. More importantly, I hope to get the leadership capacity and technical expertise to create improved sustainable health care for people in underserved communities


Workplace health debate: employers should adopt these programs

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Workplace health debate: employers should adopt these programs -

welfare workplace debate: employers should adopt these programs

Image Title: The Workplace Wellness Debate: Should Employers Adopt These Programs?

full-time employees in the US work about 1700 hours per year. With so much time spent in daily routine, healthy habits can often be forgotten. To fight against this, more than 0 percent of large employers and 73 percent of small employers are sponsoring wellness initiatives in the workplace. For many employers, these programs promise economies face rising health care costs, and their employees, the ability to start or maintain healthy behaviors such as the development, obtaining vaccines against influenza and screening of hypertension.

Encourage healthy behaviors while reducing costs sounds like an easy win for all concerned, but not everyone is on board with the idea. Critics say these programs are expensive, put the privacy of employees at risk and discrimination against employees if they can not - or will not - participate. In fact, there have been several high-profile lawsuits accusing wellness programs are not, in practice, voluntary and that the protections outlined in the Affordable Care Act (ACA) are neither clear nor sufficient to ensure that employers comply with the americans with Disabilities Act.

So are wellness programs in the workplace is worth it? We have summarized the main arguments in the table below so you can decide for yourself.

PROS WORK WELLNESS PROGRAMS CONS WORK OF WELFARE PROGRAMS

wellness programs save money in the long run.

A meta-analysis evaluated by peers received (Baicker et al., 2010) of the literature showed an average cost reduction of 3.27 health per $ 1 you spend and reduce costs related to absenteeism $ 2.73 for every $ 1 spent.

Studies also show disability, workers' compensation and recruitment and training costs are reduced through wellness programs in the workplace

welfare programs cost a lot of money to run and do not have enough return on investment.

Recent studies have shown that the return on investment in wellness programs is a ratio of 1 to 1 or less. The results of the research Baicker often cited meta-analysis has not been replicated despite attempts

welfare benefit programs the culture of the company and attract talent.

A Virgin Pulse 2014 Survey on Workplace Health Priorities found 87 percent of respondents agree that wellness programs have a positive impact on the corporate culture. It is believed that morale is improved and inter-employee relations - leading to an overall improvement of working conditions. In addition, 88 percent of respondents cited the wellness programs in the workplace as important in deciding an employer.

welfare programs are not, in practice, voluntary.

The ACA provides that participation in wellness initiatives in the workplace must be voluntary, but does not describe a clear framework on how it should be accomplished. In practice, employees may feel that wellness programs are required because of financial incentives and disincentives related to participation.

wellness programs to improve behavior and health outcomes.

many companies and employees report improvements in health behaviors after participating in wellness programs in the workplace. For example, Johnson & Johnson employees followed 15 years after the start of its welfare programs. They found their initiatives contributed to a 75 percent reduction in the number of employees who smoke and a 50 percent reduction in the number of employees with high blood pressure and sedentary lifestyles.

welfare programs are discriminatory and may discourage people from seeking health care.

A study by Horwitz et al. (2013) showed that it is very difficult for well-being in the workplace programs have significant returns without being discriminatory towards people with disabilities, chronic diseases or low socioeconomic status. This could mean those who benefit most wellness programs are discouraged from participating.

wellness increase productivity and reduce absenteeism and invalidity pension programs.

A fitness program by Pacific Bell telecom giant has reduced employee absences by .8 percent - saving the company $ 2 million per year

A rigorous study of blue-collar workers found that wellness programs complete workplace. reduced disability by 14 percent over two years. The savings from disability benefits alone was sufficient to cover the cost of the program.

The wellness programs are a violation of privacy.

Many employers collecting biometrics by blood tests to gather comprehensive information about the health of their employees in terms of preventable chronic conditions such as diabetes, heart disease and hypertension blood.

many employees believe that the collection of biometric data to be an infringement of their privacy and rejection being "strong armed" in health behaviors by their employer.


There are compelling arguments on both sides of the welfare debate in the workplace. Companies will take a careful look at the advantages and disadvantages of wellness programs in the workplace and consult health administrators to design wellness programs in the workplace or other strategies to control costs of health care. Companies that decide to implement such programs must meet the challenges of creating an effective program while preventing discrimination, ensuring privacy and to keep costs in line.


MHA @ GW Student Spotlight: Brandon Brogan

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MHA @ GW Student Spotlight: Brandon Brogan -

MHA @ GW Student Spotlight: Brandon Brogan

position: Specialist monitoring health system, Line medical Service, Wilkes-Barre VA medical Center

Brandon Brogan as an former sailor, Brandon Brogan is dedicated to make significant changes in the administration of former health Affairs. He decided to earn HA to acquire the skills and knowledge needed to become an effective leader in the field. Brandon is no stranger to higher education, however. He already holds a Master of Science in Accounting and a Master of Quality Management in science, but his educational experience at MHA @ GW really fate. When describing his classes and teachers, Brandon uses adjectives like "amazing", "reenergizing" and "phenomenal". Learn why Brandon is so passionate about his educational experience by studying today's projectors.

Tell us a little about yourself.

I served in the Marine Corps from 01 to 08 as I was finishing my bachelor's degree, I took a position at the University of Michigan Health System as a program manager for funded projects grants to use peer intervention as a method of increasing the use of resources among returning veterans of operation Iraqi Freedom and operation Enduring Freedom.

Why and when did you decide to earn an MHA degree?

After the transition to a more traditional role of health care administration with the Veterans Health Administration, I understood that there was still so much I had to learn. I wanted to go back to school for a MHA, but being located in rural West Virginia left my somewhat limited options.

Why did you choose the MHA @ GW program?

When I accepted a promotion and moved to Wilkes-Barre, Pennsylvania, I decided to take a serious look at some of the MHA program in the region. I had been familiar with MHA @ GW for some time, and after researching and comparing it to other programs, I felt it was best for me.

What excites you most about the program?

the wealth of knowledge and experience that teachers and instructors bring to the program. I am constantly in awe of the amount of experience and knowledge of faculty to share with us in the real world.

Do you have a favorite module and teacher?

The first module, management and strategy, which was taught by Professor Hanna, was phenomenal. His knowledge of the industry and the challenges it faces were amazing. For the first time in my academic career, I'm a little sad that the course was completed.

What was your favorite part of the experience MHA @ GW?

The immersion experiences, by far. I did not know what to expect when I drove for the first, but on return travel home, I could not wait to return. Having such an impressive group of faculty, alumni and fellow students on hand to discuss a common passion was invigorating. Every time I leave a dip, I feel revitalized to return to my job and try to incorporate some of the skills and tools I learned in immersion.

Tell us about your experience during the last immersion.

The second immersion experience was truly phenomenal. Having the opportunity to sit with the CEO and COO of the George Washington University Hospital and ask them to answer our questions was incredible. Speakers old panels, teachers and guests were all really motivating as well. I particularly enjoyed the discussion of Dr. Pierre Vigilance on public health.

What do you hope to accomplish on graduation?

My hope is to continue to advance my career with the Veterans Health Administration. I think now more than ever, the VA needs educated and dedicated leaders who have the knowledge and skills to effect meaningful change.