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Describe the changing landscape of healthcare

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Big Data The rapid adoption of technology by consumers and business operations has created an ever-increasing flood of interaction and transaction data. The four Vs of big data—volume, velocity, variety, and veracity—present additional challenges to the technology infrastructure and the analytics talent of healthcare organizations.

Most importantly, data is only useful if it generates insights that enable better decision making. New tools, including predictive models and artificial intelligence, allow regular users to connect and visualize large volumes of data from multiple sources in ways that generate actionable insights. This presents a significant conflict in the current state.

Gaining traction for emerging outcomes-based strategies like population health is particularly difficult when economic incentives and specific bottom-line impacts of emerging models are difficult to quantify.

Additionally, as employers and consumers raise concerns about affordability, appropriateness, and quality, players in the healthcare marketplace will compete on the total value proposition, transparently explaining their complex cost and quality data.

National health systems are moving into regional and local markets through mergers, acquisitions, and partnerships. Competition for consumers can emerge from anywhere, from startups to freestanding urgent care to retail chains. Venture investment dollars are flooding into the healthcare market to fund new entrants, which focus on profitable aspects of healthcare, offering consumers convenience, integrated technology, ease of use, and a close fit with their daily routines.

New players offer highly consumer-oriented and designed services that elevate the healthcare experience. Healthcare organizations must determine where they will openly compete, collaborate, or innovate to maintain their position and optimally determine new market opportunities. Partners and Collaborators Healthcare is both labor and capital intensive. Healthcare organizations must explore all possible avenues to not only reduce operating costs, but also lower their overall cost structure.

To compete in value-based reimbursement environments, organizations must leverage economies of scale achieved through a combination of creative partnerships, including mergers, acquisitions, clinical integration efforts, operating efficiencies, and new models of collaboration. The demand for cost-neutral or even cost-saving solutions that still demonstrate a solid return on investment is growing.

This may include divesting unprofitable areas of business and executing these services through outsourcing or partnerships.

Many healthcare providers are working with local government agencies, social services, and faith-based organizations toward a common goal of population health.

Each partner organization executes their core competency in coordination with other partners to achieve a greater collective impact. Consumers are increasingly able to direct how their healthcare dollar is spent. More importantly, expectations of service and quality garnered from experience with other industries influence their expectations. Consumers now expect this from healthcare. The incursion of traditional retail providers—like CVS Health, Walmart, and Walgreens—into the healthcare delivery space has called attention to this trend, but other more subtle forces are shaping retail health models as well.

The move toward price transparency associated with insurance exchanges is one such force. Telehealth models that offer customers a choice between accessing a physician by phone or video chat—priced using an upfront flat rate—are another.

As retail thinking continues to permeate the healthcare landscape, consumers will increasingly expect advanced, personalized, and self-directed care options executed through an array of websites, apps, and wearable devices, which may or may not be connected to their physician or health system.

Engagement and Behavior Change General societal trends like globalization, cultural diversification, the aging of the baby boomers, and the millennial generation influence both consumer expectations and service delivery models. The MVP identifies a predetermined set of measures specific to the disease state, simplifying the choice for eligible clinicians. In addition, the MVPs will improve performance comparability for all eligible clinicians.

Under the MVP concept, specialists who focus on a particular disease state will be reporting the same quality measures as all other eligible clinicians treating the same disease state. For example, if diabetes is the primary disease state focus for a particular clinician, that clinician will report on the same set of measures as every other clinician who selects the diabetes MVP.

This creates a much more meaningful performance benchmark for every MIPs-eligible clinician. Many specialties lack electronic clinical quality measures to populate MVPs. Increased requirements around data completeness for the samples submitted to CMS to populate quality measures—coupled with the continuing requirement for multispecialty organizations to capture and report data through multiple reporting mechanisms—could potentially increase the existing administrative burden associated with quality reporting.

HIMSS has strongly advocated for the measurement tools for all value-based care programs around the globe to:. While the deadline for implementation set by CMS will allow very little time for a thoughtful consideration of which evidence-based model practices and improvement activities best support MVPs, HIMSS and other stakeholders will actively develop guidance to drive the development of MVPs to meet these criteria before being adopted as part of the MIPS program.

The challenges are not unique to the United States. Defining the appropriate processes for improving patient outcomes, making data actionable to drive process improvement and reimbursing based on accurate measurement of care quality are pain points globally regardless of payment model.

If you have recommendations on how best to address the challenges associated with MVP adoption highlighted above, please let us know. Resource Center Latest Resources. Quality Care. The new approach to quality measures in healthcare focus on: Making performance requirements less confusing Reducing complexity when selecting and reporting measures Improving performance comparability for all clinicians Quality Measures in Healthcare Value Pathways MVPs are disease-state or specialty-specific measurement subsets for activities that integrate quality improvement performance, enhance care and reduce costs.

HIMSS has strongly advocated for the measurement tools for all value-based care programs around the globe to: Accurately reflect the quality of care being delivered Minimize the burdensome data collection on clinicians Provide real-time access to performance data on meaningful measurements of quality Drive improvements in patient care delivery and outcomes While the deadline for implementation set by CMS will allow very little time for a thoughtful consideration of which evidence-based model practices and improvement activities best support MVPs, HIMSS and other stakeholders will actively develop guidance to drive the development of MVPs to meet these criteria before being adopted as part of the MIPS program.

Healthcare changing landscape of describe the cigna health forms

The Changing Landscape of Health Care: Revisited

WebMay 7,  · As healthcare transforms, we have to continue to build the infrastructure, systems, and capabilities to thrive in a risk-based environment. Patients and their payors . WebEvolving Healthcare Landscape Driven by payer reform, technology, scientific advances, and consumer demands (among others), the healthcare field is undergoing . WebThe Changing Landscape of Healthcare April 25, The digitization of healthcare data governed most of the last decade, but now the industry has reached a turning point. In .