The role of the modern Hospital & Health System CFO: 3 things to know

https://www.beckershospitalreview.com/finance/the-role-of-the-modern-cfo-3-things-to-know.html?utm_medium=email

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The role of hospital and health system CFO has changed in recent years. CFOs are now change agents within their organizations and are deeply embedded in the day-to-day operations of the business.

Speaking on a panel called “The Evolving Role of the CFO” at the Becker’s Hospital Review 8th Annual CEO + CFO Roundtable in November, a panel of health system CFOs and finance leaders from across the country discussed how the finance chief role has changed and expanded.

The five panelists were:

  • Jeanette Wojtalewicz, senior vice president of Omaha, Neb.-based CHI Health
  • Nicholas Mendyka, vice president of system finance operations at Minneapolis-based Allina Health
  • Doug Welday, CFO of Evanston, Ill.-based NorthShore University HealthSystem
  • Kris Zimmer, CFO of St. Louis-based SSM Health
  • Mike Browning, CFO of Columbus-based OhioHealth

Here are three takeaways from the discussion:

1. CFOs are strategic leaders. The panelists noted that younger CFOs — those in their early 30s — come to the role with a fresh viewpoint. They are strategic and drive performance across the organization. Though CFOs who have been in the role for a decade or two may have a more traditional viewpoint, they’re adapting to the role of the modern CFO and embracing their more strategic position.

2. CFOs need different skills than in the past. The CFO role has expanded beyond traditional finance and accounting, and the skills CFOs need have changed too. When recruiting new members to their teams, the CFOs on the panel said they look for candidates with natural curiosity, data visualization skills and natural leadership abilities.

3. Clinician-finance partnerships are important. New payment models link quality of care to reimbursement, making it vital for CFOs and their teams to develop an understanding of the clinical side of the business. This has caused some health system CFOs to change their approach to training. The panelists said they try to help their teams develop an understanding of each department and learn how clinical and finance are connected.

 

Ochsner to pay tuition for future physicians, nurses who pledge to 5 years with system

https://www.beckershospitalreview.com/hospital-physician-relationships/ochsner-to-pay-tuition-for-future-physicians-nurses-who-pledge-to-5-years-with-system.html%20?utm_medium=email

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New Orleans-based Ochsner Health System created a $10 million tuition fund to grow its own workforce amid current labor market challenges, according to The Advocate, a Louisiana news outlet.

The system will begin by paying tuition for a cohort of 30 primary care physicians and psychiatrists. The physicians must commit to working in Louisiana with the health system for at least five years to receive the funding.

Ochsner has plans to offer similar scholarship opportunities for employees who want to become licensed practical nurses or registered nurses. It plans to ultimately cover tuition for about 1,000 employees, according to the report.

Read the full story here.

 

 

Trinity Health to end inpatient services at Philadelphia hospital

https://www.beckershospitalreview.com/patient-flow/trinity-health-to-end-inpatient-services-at-philadelphia-hospital.html?utm_medium=email

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Livonia, Mich.-based Trinity Health is shutting down inpatient services at Mercy Philadelphia Hospital in Philadelphia.

“After careful consideration, we have come to the financial realization that our Mercy Philadelphia campus simply cannot continue operating in an acute-care capacity over the long term,” a spokesperson for Trinity Health Mid-Atlantic said Feb. 12, according to The Philadelphia Inquirer.

Officials did not provide a specific timeline for the closure.

“In the coming months, we will begin the slow, deliberate and informed process of transforming our campus away from an inpatient hospital, shifting toward a model that can better and more sustainably serve the West Philadelphia community in the future,” the spokesperson said, according to The Philadelphia Inquirer. “While we do not yet have all the answers, we promise to keep our patients, physicians and colleagues informed throughout every step of this process.”

Mercy Philadelphia Hospital is a 157-bed teaching hospital that was founded in 1918.

 

 

 

EHR giant Cerner loses major health system client AdventHealth to Epic

https://www.fiercehealthcare.com/tech/large-ehr-client-adventhealth-plans-to-replace-cerner-epic?mkt_tok=eyJpIjoiT1dWa1lqWTRZalUxTkRNNCIsInQiOiJvajlDUUZMVVFZK3pwcThnQnhrbVZJRkc5Vm4wT2doXC9hOG5zN25VcDl0Z2Y5eFYwcFpMRTg2eEZjU3NSMlQ0Q3Q0Wm9sVTNIdWlzRlU2dlVhMFFNV3JkYTh1VU5vUkRTNnBXXC9NaFIrbnQyc0J1ZTV2Z0IwTXhua2FXWGtnUVdlIn0%3D&mrkid=959610

Cerner's headquarters are in Kansas City, Missouri

Florida-based AdventHealth plans to replace its Cerner electronic health record (EHR) system with rival Epic’s.

One of the largest faith-based health systems in the country, AdventHealth operates 50 hospital campuses across a dozen states. The health system employs more than 80,000 people who serve more than 5 million patients annually and reports nearly $20 billion in annual revenue.

The health system first signed a deal with Cerner in 2002 when it was known as Adventist Health System.

AdventHealth will begin the transition in March and will eventually roll Epic’s EHR out to 1,200 care sites. The work is expected to be completed in about three years, the health system said.

In a press release issued Tuesday, AdventHealth said it plans to install a single, integrated Epic EHR and revenue cycle management system across all of its acute care, physician practice, ambulatory, urgent care, home health and hospice facilities.

Epic’s Community Connect program will also allow AdventHealth to extend its EHR system to affiliated providers as part of the integrated platform, according to AdventHealth.

“Our journey to become a consumer-focused clinical company requires a fully connected network throughout our entire enterprise,” Terry Shaw, president and CEO for AdventHealth, said in a statement. “Connecting our network with a robust, integrated health record platform will give our caregivers access to the clinical information they need at the point of care and ultimately advance our consumer promises through a more seamless experience for those we serve.”

In an emailed statement, Cerner confirmed the changeover. “AdventHealth has made the business decision to transition over the next few years management of its EHR and revenue cycle management system to another supplier. The shift is expected to take up to five years and Cerner is committed to working closely with AdventHealth to continue delivering superior health care technology solutions throughout the transition,” the company said.

Anonymous Reddit posters predicted the change months ago, saying that the health system was frustrated with integration issues with Cerner’s ambulatory solution and revenue cycle functionalities. HIStalk first reported the Reddit posts regarding Cerner and AdventHealth.

One Reddit user said AdventHealth staff felt the health system was on the “back burner” since Cerner signed massive projects with the departments of Defense and Veterans Affairs.

It’s unclear what the loss of a big EHR client will mean for health IT company Cerner’s annual revenue or earnings.

The company continues efforts to turn its financial picture around and improve its operating performance.

Almost a year ago, activist investor Starboard Value stepped in, and Cerner reached a settlement with the hedge fund to add new directors to its board and buy back more of its shares. Cerner also agreed to take steps to improve operations and committed to hitting certain operating targets.

The new agreement between Cerner and Starboard Value, which has a 1.2% stake in the company, was seen as welcome news by many financial analysts as a plan to increase the company’s profitability.

Cerner’s full-year 2019 bookings were down 11% compared to 2018 bookings, from $6.72 billion to $5.99 billion. Company executives said during their full-year and fourth-quarter earnings call that the decline in bookings was primarily driven by the company being more selective in the types of contracts it pursues, which led to fewer large, long-term outsourcing contracts.

 

 

 

 

Google Health, the company’s newest product area, has ballooned to more than 500 employees

https://www.cnbc.com/2020/02/11/google-health-has-more-than-500-employees.html?utm_source=Sailthru&utm_medium=email&utm_campaign=Issue:%202020-02-12%20Healthcare%20Dive%20%5Bissue:25642%5D&utm_term=Healthcare%20Dive

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KEY POINTS
  • More than 500 people now work at Google Health, mostly out of the Palo Alto offices formerly occupied by smart home group Nest.
  • It’s led by former Geisinger CEO David Feinberg, who reports to Google AI chief Jeff Dean, and key players include Google veteran Paul Muret, who runs product, and Chief Health Officer Karen DeSalvo.
  • Former Nest CTO Yoky Matsuoka, who oversaw a small team under Feinberg looking at home-health monitoring, has left the company.

Google’s health care projects, which were once scattered across the company, are now starting to come together under one team now working out of the Palo Alto offices formerly occupied by Nest, Google’s smart home group, according to several current and former employees.

Google Health, which represents the first major new product area at Google since hardware, began to organize in 2018, and now numbers more than 500 people working under David Feinberg, who joined the company in early 2019. Most of these people were reassigned from other groups within Google, although the company has been hiring and currently has over a dozen open roles.

Google and its parent company, Alphabet, are counting on new businesses as growth slows in its core digital advertising business. Alphabet CEO Sundar Pichai, who was recently promoted from Google’s CEO to run the whole conglomerate, has said health care offers the biggest potential for Alphabet to use artificial intelligence to improve outcomes over the next 5 to ten years.

Google’s health efforts date back more than a decade to 2006, when it attempted to create a repository of health records and data. Back then, it aimed to connect doctors and hospitals and help consumers aggregate their medical data. However, those early attempts failed in market and the company terminated this first “Google Health” product in 2012. Google then spent several years developing artificial intelligence to analyze imaging scans and other patient documents and identify diseases with the intent of predicting outcomes and reducing costs. It also experimented with other ideas, like adding an option for people searching for medical information to talk to a doctor.

The new Google Health unit is exploring some new ideas, such as helping doctors search medical records and improving health-related Google search results for consumers, but primarily consolidates existing teams that have been working in health for a while.

Google’s not the only tech giant working on new efforts centered around the health industry. Amazon, Apple, Facebook and Microsoft have all ramped up efforts in recent years, and have been building out their own teams.

Who’s important at Google Health?

In just over a year under Feinberg’s leadership, Google Health has grown to more than 500 employees, according to the company’s internal directory and people familiar with the company. These people asked for anonymity as they’re not authorized to comment publicly about the company’s plans.

Many of these Google Health employees have come over from other groups, including Medical Brain, which involves using voice recognition software to help doctors take notes; and Deep Mind’s health division, which was folded into Google Health back in November of 2018 and has worked with the U.K.’s National Health System to alert doctors when patients are experiencing acute kidney injury.

The business model for Google Health is still a work in progress, but its leadership and organizational structure provided some clues as to the company’s areas of interest.

Feinberg is high up in Google’s internal org chart and has the ear of the top Google execs including Pichai. He reports to Jeff Dean, the company’s AI lead and one of its earliest employees.

Dean co-founded Google Brain in 2010, which catapulted the company’s deep learning technology into medical analysis. Some of the first health-related projects out of Google Brain included a new computer-based model to screen for signs of diabetic retinopathy in eye scans, and an algorithm to detect breast cancer in X-rays. In 2019, Dean took the helm of the company’s AI unit, reporting to Pichai.

Feinberg stood out in interviews for the job because he helped motivate Geisinger to start thinking more deeply about preventative health and not just treating the sick, according to people familiar with the hiring process. During his tenure at Geisinger, the hospital experimented with giving away healthy food to people with chronic conditions, including diabetes. It also pushed for more patients to have genetic tests to screen for diseases before it grew too late to treat them.

Feinberg works closely with Google Cloud CEO Thomas Kurian, who has named healthcare as one of biggest industry verticals for the business as it attempts to catch up with cloud front-runners Amazon and Microsoft.

Another key player at Google Health is Paul Muret, who had been an internal advocate for forming Google Health before Feinberg was hired, say two people who worked there. Muret is a veteran of the company who worked as a vice president of engineering for analytics, followed by video and apps. He’s now listed on LinkedIn as a product leader for “AI and Health,” and people in the organization say he’s in charge on the product side.

The company is now staffing up its team with health industry execs to show that it’s not just a group of Silicon Valley techies tinkering with artificial intelligence.

For instance, Feinberg helped recruit Karen DeSalvo as Google’s chief health officer. DeSalvo, who was the health commissioner of New Orleans, played a major role in rebuilding the city’s health systems in the wake of Hurricane Katrina. Like Feinberg, she’s been a big advocate of the idea that there’s more to health than just health care. She’s pushed for hospitals to consider whether patients have access to transportation services, healthy food and a support system before sending them home.

Google Health has also absorbed a small group from Nest that was looking into home-health monitoring, which would be particularly beneficial for seniors who are hoping to live independently. That group was led by former Nest CTO Yoky Matsuoka, sources say, but she recently left Alphabet, and has reportedly been working as a fellow at Panasonic. Matsuoka co-founded Google’s R&D arm, now called X, in 2011, and worked at Apple in between her stints at Google.

She’s not the only high-profile departure. A top business development leader, Virginia McFerran, who came from insurance giant UnitedHealth Group, has also left the company. To replace her, the team brought over Matt Klainer, a vice president from the consumer communications products group as its business development lead for Google Health.

Some health-related ‘Other Bets’ will remain separate

Google’s parent company, Alphabet, has a number of health-related “Other Bet” businesses that will remain independent from Google Health, including Verily, the life sciences group, and Calico, which is focused on aging.

Recently promoted Alphabet CEO Sundar Pichai stressed that the setup was intentional during the company’s most recent earnings call with investors, implying that Alphabet was not planning to consolidate all of its health efforts under one leader anytime soon.

“Our thesis has always been to apply these deep computer science capabilities across Google and our Other Bets to grow and develop into new areas,” noted Pichai, when describing the company’s work in health.

“The Alphabet structure allows us to have a portfolio of different businesses with different time horizons, without trying to stretch a single management team across different areas,” he continued.

 

President Trump’s budget cuts target Medicaid, Medicare

https://www.healthcarefinancenews.com/news/president-trumps-budget-cuts-target-medicaid-medicare?mkt_tok=eyJpIjoiWVRnM01UZzNaR0V6TTJFNSIsInQiOiJ6aXpsQnNCRjhHdCs4SnN0UytlZnJVUlZUeFdreEZyQ2V6RWE0YklvYmFMOGJnbWpXT3ZHeG0rOHMwNkJPcE9rMUlGb3NzVkpId3NrZHNkZmR2VlZISXZCVGgrbU94cFV3aVlNR1NYamlhazF1R1kzaXd3RXVISm9OSGJoYmVrVCJ9

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Blueprint includes cuts for care in hospital outpatient departments, teaching hospitals and post-acute care providers, AHA says.

President Trump’s proposed $4.8 trillion budget slashes billions of dollars from Medicaid, food stamps and other safety net programs in an attempt to shrink the federal deficit.

Medicaid and the Affordable Care Act see about $1 trillion in cuts over the next decade, according to The Hill. The budget eliminates the enhanced federal match for Medicaid expansion enrollees. An additional $150 billion is expected to be shaved off of Medicaid from the implementation of work requirements, which is expected to result in people losing their healthcare coverage.

The “President’s health reform vision” to ax the Affordable Care Act takes $844 billion over 10 years from the ACA, the report said.

The decrease in federal spending on Medicare would total about $750 billion over 10 years, but that includes shifting two programs out of the budget. After accounting for those changes, the reduction is just over $500 billion, according to CNN. Much of that cut comes from reducing payments to providers.

The budget needs Congressional approval and is not expected to get past a Democratic-controlled House without changes.

House Speaker Nancy Pelosi tweeted: “The budget is a statement of values. Once again, the #TrumpBudget makes it painfully clear how little the President values the good health, financial security and well-being of America’s hard-working families.”

Ways and Means Committee Chairman Richard E. Neal, D-MA, said, “When I saw the President’s proposed budget today, I felt an immense sense of relief – relief that there is absolutely no chance of his ruthless cuts to critical programs ever becoming law. Slashing billions from Medicare and Medicaid will only make it harder for Americans to access the healthcare they need.

Cutting nutrition assistance and Social Security benefits for the disabled won’t enable people to get back on their feet financially.”

Senator Lamar Alexander, R-Tenn said, “Under the Constitution, it is Congress’ job to set spending priorities and pass appropriations bills, and as a member of the Senate Appropriations Committee, my priorities will continue to be making sure our national defense, national laboratories, the National Institutes of Health and national parks have the resources they need. I am encouraged to see the president is calling to end surprise medical billing.”

The budget adds money to the National Institutes of Health. The NIH will invest $50 million for new research on chronic diseases, using AI and related approaches, according to the White House briefing. It adds $7 billion over 10 years to fight opioid abuse and for mental health in the Medicaid program.

WHY THIS MATTERS

Cuts to Medicare and Medicaid mean uncompensated care to providers, or a reduction in the government payments.

The American Hospital Association said, “The budget request, which is not binding, proposes hundreds of billions of dollars in reductions to Medicare and Medicaid over 10 years.”

AHA President and CEO Rick Pollack said, “Every year, we adapt to a constantly changing environment, but every year, the Administration aims to gut our nation’s healthcare infrastructure. The proposals in this budget would result in hundreds of billions of dollars in cuts that sacrifice the health of seniors, the uninsured and low-income individuals. This includes the one in five Americans who depend on Medicaid, of which 43% of enrollees are children.

“In addition to the hundreds of billions in proposed reductions to Medicare, the blueprint includes cuts we strongly oppose for care in hospital outpatient departments, teaching hospitals and post-acute care providers. These cuts fail to recognize the crucial role hospitals serve for their communities, such as providing 24/7 emergency services. Post-acute cuts threaten care for patients with the most medically complex conditions.”