IBM Watson Health ranks top 15 hospitals

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Truven Health Analytics research initiative found that the highest performers achieved better care consistency and alignment across facilities.

BM Watson Health has revealed its 15 Top Health Systems based on overall organizational performance. Formerly known as the Truven Health Analytics 15 Top Health Systems, the rankings have been conducted annually since 2008 and reflect operational and clinical excellence, IBM Watson Health said.

Top systems earned the ranking at least in part through more consistent care across member hospitals, finding a “small but discernable difference” in the level of individual hospital alignment within the top-performing health systems as well as 1.9 percent lower volatility, the group said.

Demonstrating what separates the best from the rest, top hospitals achieved several benchmarks over their peers including: 14.6 percent fewer in-hospital deaths, 17.3 percent fewer complications and 16.2 percent fewer healthcare-associated infections. They also had a median severity-adjusted length of stay roughly one half-day shorter than peers and median ED wait times 40 minutes shorter per patient as well as 5.6 percent lower per episode combined in-hospital and post-discharge costs. HCAHPS scores for overall hospital experience were also 2.3 percent higher.

Using the study’s findings, IBM Watson health said that if all Medicare inpatients received the same level of care as delivered by the top 15 systems, more than 60,000 lives could have been saved, more than 31,000 more patients could have a complication-free care episode, HAI’s would drop 16 percent and ER wait times would be reduced to 40 minutes or less.

Researchers evaluated 338 health systems and 2,422 member hospitals on nine clinical and operational performance benchmarks to formulate the rankings. Those benchmarks included risk-adjusted inpatient mortality index, risk-adjusted complications index, mean healthcare-associated infection index, mean 30-day risk-adjusted mortality rate, mean 30-day risk-adjusted readmission rate, severity-adjusted length of stay, mean emergency department throughput, Medicare spend per beneficiary index and HCAHPS score.

The research was based on public data including Medicare cost reports, Medicare Provider Analysis and Review data, Healthcare Associated Infections and patient satisfaction data from the CMS Hospital Compare website.

HEALTH SYSTEM City State
Mayo Foundation Rochester Minnesota
Mercy Chesterfield Missouri
Sentara Healthcare Norfolk Virginia
St. Luke’s Health System Boise Idaho
UCHealth Aurora Colorado
Aspirus Network Wausau Wisconsin
HealthPartners Bloomington Minnesota
Mercy Health, Cincinnati Cincinnati Ohio
Mission Health Ashville North Carolina
TriHealth Cincinnati Ohio
Asante Medford Oregon
CHI St. Joseph Health Bryan Texas
Maury Regional Health Columbia Tennessee
Roper St. Francis Healthcare Charleston South Carolina
UPMC Susquehanna Health System Williamsport Pennsylvania

 

St. Joseph Health hit with anti-trust lawsuit for allegedly stifling competition: 5 things to know

https://www.beckershospitalreview.com/legal-regulatory-issues/st-joseph-health-hit-with-anti-trust-lawsuit-for-allegedly-stifling-competition-5-things-to-know.html

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Wahidullah Medical Corp., which owns Eureka, Calif.-based Redwood Urgent Care and its outpatient medical testing laboratory, filed an anti-trust lawsuit against Eureka-based St. Joseph Hospital claiming the hospital used unfair business tactics and stifled competition to protect 10-fold price markups, according to The North Coast Journal.

Here are five things to know.

1. Wahidullah Medical Corp. filed the lawsuit in early April seeking a preliminary injection to bar St. Joseph from attempting to monopolize the outpatient laboratory testing industry. In addition, the medical company is seeking a jury trial, legal fees and damages.

2. The lawsuit claims St. Joseph Hospital, which is owned by Irvine, Calif.-based St. Joseph Health, illegally conspired to stifle competition for medical lab testing in the Eureka market by actively tarnishing its competition’s reputation, misleading consumers and implementing an EMR that was incompatible with Redwood Urgent Care.

3. The suit claims lab tests at St. Joseph’s medical lab were nearly 10 times more expensive than the Redwood outpatient testing lab, citing an instance where St. Joseph charged a patient without insurance $327 for a vitamin D test — a test that would cost $36 at Redwood for an uninsured patient. Specifically, the suit alleges St. Joseph’s failed to inform patients that there was another medical testing facility that could save them money.

4. “St. Joseph Health … decided to protect its lab-testing business from fair competition by resorting to tortuous and anticompetitive behavior designed to put Redwood Lab out of business and thereby leave consumers of out-patient medical laboratory testing services in Eureka with no option but St. Joseph Health,” the lawsuit reads, according to The North Coast Journal.

5. In total, the suit accuses St. Joseph’s of seven specific violations of state and federal anti-trust laws.

 

Moody’s: Preliminary nonprofit healthcare profitability margins at 10-year low

https://www.beckershospitalreview.com/finance/moody-s-preliminary-nonprofit-healthcare-profitability-margins-at-10-year-low.html

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The nonprofit hospital median operating cash flow margin decreased to 8.1 percent in fiscal year 2017, marking the lowest level seen since the 2008-09 recession, according to preliminary financial data from Moody’s Investors Service.

The revenue decline comes amid expense growth and pinched revenue growth.

Here are five report insights to know.

1. The nonprofit hospital median operating cash flow margin was 8.1 percent in fiscal year 2017 compared to 9.5 percent the year prior.

2. The nonprofit hospital annual median revenue growth rate decreased by 2.2 percent in fiscal year 2017 compared to the year prior, while the median expense growth rate fell by 1.7 percent. Pinched revenue growth was attributed to factors such as declining reimbursement from payers, as well as median growth in outpatient visits (2.2 percent) outpacing median growth in inpatient hospitalizations (1.2 percent). Moody’s expects nonprofit hospitals’ credits to continue to be stressed by the aging population and declining reimbursement.

3. Nonprofit hospital’s median absolute unrestricted cash and investments increased by 8.2 percent in fiscal year 2017, partially due to strong market returns, according to Moody’s. This compares to 3.8 percent in fiscal year 2016. But the agency reported this growth was offset by median days cash on hand, which only increased 1.5 percent as organizations were pressured by labor, technology and supply costs. Moving forward, Moody’s expects limited liquidity improvement as expenses grow and capital spending needs increase.

4. Due to weaker operating performance, nonprofit hospitals generally saw tempered leverage ratios. This is despite the fact median total absolute debt decreased 1.7 percent in fiscal year 2017, according to Moody’s. “Operating challenges and increased debt issuance in the fourth quarter of calendar year 2017 will keep debt service coverage measures subdued,” the agency wrote.

5. The fiscal year 2017 preliminary financial data from Moody’s is in line with the agency’s negative outlook on the nonprofit healthcare and hospital sector. The data was based on audited fiscal year 2017 financial statements for 160 nonprofit healthcare organizations, including freestanding hospitals as well as single- and multi-state health systems.

Access the full data here.

Healthcare megadeals may have major long-term impact, Moody’s says

https://www.healthcaredive.com/news/healthcare-megadeals-may-have-major-long-term-impact-moodys-says/521578/

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Dive Brief:

  • CVS Health’s plan to buy Aetna could have a significant impact on hospitals, health insurers and pharmacy benefit managers (PBMs), according to Moody’s Investors Service’s Healthcare Quarterly.
  • Payers’ vertical integration strategies are credit negative for hospitals, but hospitals’ plans to make generic drugs and other new strategies are positives, Moody’s said.
  • On the payer side, Moody’s said mergers between health insurers and PBMs are credit negative in the short-term because of increased debt and risk associated with integration. However, in the long run, these deals may lower costs.

Moody’s said hospitals may feel the impact of UnitedHealth’s Optum buying DaVita Medical and Humana investing in Kindred Healthcare. However, Cigna’s purchase of Express Scripts won’t have much of an effect on hospitals.

Payers’ vertical integration strategies, such as buying physician groups and non-acute care providers, are credit negative for nonprofit and for-profit hospitals and put more pressure on hospital volumes and margins, Moody’s said.

The issue comes from payer vertical integration being able to offer preventive, outpatient and post-acute care for lower costs than acute care hospitals. These initiatives will have an increasingly disruptive impact to hospitals’ credit quality, according to the report.

“These strategies would place insurers in direct competition with hospitals, which offer the same services and are also seeking to align with physician groups,” Moody’s said.

On the payer side, two recently announced megadeals, CVS-Aetna and Cigna-Express Scripts, are both designed to control rising medical costs and target drug prescriptions, which now account for nearly one-fifth of total health spending. While payers have been able to limit growth in utilization, medical inflation and sources of medical care, prescription drug costs continue to rise, Moody’s said.

Though Moody’s expects both deals to be credit negative in the short-term, they have the potential to turn credit positive in the long run, especially CVS-Aetna. “The combined company has the potential to lower medical costs as Aetna will be better able to engage with its members as they purchase drugs at CVS retail pharmacies or through its prescription drug programs,” Moody’s said.

These deals will result in most payers having to contract with a PBM owned by a competitor. Moody’s expects PBM competition to remain high. Payer-owned PBMs must still offer the same cost savings to competitors to keep customers.

Out of the recent megadeals, only CVS buying Aetna is expected to have “more significant impact” for payers. The other announced transactions aren’t expected to cause many problems for insurance companies, Moody’s said.

Looking at initiatives that are in development, Moody’s said none of the big-name plans are expected to have much of an impact on the healthcare segments. These include the Amazon, Berkshire Hathaway and J.P. Morgan Chase’s partnership, Apple opening medical clinics and entering the medical record business or nonprofit hospitals forming a generics company.

 

Congress Urged To Cut Medicare Payments To Many Stand-Alone ERs

https://khn.org/news/congressional-advisers-urge-medicare-payments-to-many-stand-alone-ers-be-cut/

The woman arrived at the emergency department gasping for air, her severe emphysema causing such shortness of breath that the physician who examined her put her on a ventilator immediately to help her breathe.

The patient lived across the street from the emergency department in suburban Denver, said Dr. David Friedenson, who cared for her that day a few years ago. The facility wasn’t physically located at a hospital but was affiliated with North Suburban Medical Center several miles away.

Free-standing emergency departments have been cropping up in recent years and now number more than 500, according to the Medicare Payment Advisory Commission (MedPAC), which reports to Congress. Often touted as more convenient, less crowded alternatives to hospitals, they often attract suburban walk-in patients with good insurance whose medical problems are less acute than those who visit an emergency room located in a hospital.

If a recent MedPAC proposal is adopted, however, some providers predict that these free-standing facilities could become scarcer. Propelling the effort are concerns that MedPAC’s payment for services at these facilities is higher than it should be since the patients who visit them are sometimes not as severely injured or ill as those at on-campus facilities.

The proposal would reduce Medicare payment rates by 30 percent for some services at hospital-affiliated free-standing emergency departments that are located within 6 miles of an on-campus hospital emergency department.

“There has been a growth in free-standing emergency departments in urban areas that does not seem to be addressing any particular access need for emergency care,” said James Mathews, executive director of MedPAC. The convenience of a neighborhood emergency department may even induce demand, he said, calling it an “if you build it, they will come” effect.

Emergency care is more expensive than a visit to a primary care doctor or urgent care center, in part because emergency departments have to be on standby 24/7, with expensive equipment and personnel ready to handle serious car accidents, gunshot wounds and other trauma cases. Even though free-standing emergency departments have lower standby costs than hospital-based facilities, they typically receive the same Medicare rate for emergency services. The Medicare “facility fee” payments, which include some ancillary lab and imaging services but not reimbursement to physicians, are designed to help defray hospitals’ overhead costs.

The proposal would affect only payments for Medicare beneficiaries. But private insurers often consider Medicare payment policies when setting their rules.

According to a MedPAC analysis of five markets — Charlotte, N.C.; Cincinnati; Dallas; Denver; and Jacksonville, Fla. — 75 percent of the free-standing facilities were located within 6 miles of a hospital with an emergency department. The average drive time to the nearest hospital was 10 minutes.

Overall, the number of outpatient emergency department visits by Medicare beneficiaries increased 13.6 percent per capita from 2010 to 2015, compared with a 3.5 percent growth in physician visits, according to MedPAC. (The reported data doesn’t distinguish between conventional and free-standing emergency facility visits.)

“I think [the MedPAC proposal] is a move in the right direction,” said Dr. Renee Hsia, a professor of emergency medicine and health policy at the University of California-San Francisco who has written about free-standing emergency departments. “We have to understand there are limited resources, and the fixed costs for stand-alone EDs are lower.”

Hospital representatives say the proposal could cause some free-standing emergency departments to close their doors.

“We are deeply concerned that MedPAC’s recommendation has the potential to reduce patient access to care, particularly in vulnerable communities, following a year in which hospital EDs responded to record-setting natural disasters and flu infections,” Joanna Hiatt Kim, vice president for payment policy at the American Hospital Association, said in a statement.

Independent free-standing emergency departments that are not affiliated with a hospital would not be affected by the MedPAC proposal. These facilities,which make up about a third of all free-standing emergency facilities, aren’t clinically integrated with a hospital and can’t participate in the Medicare program.

The MedPAC proposal will be included in the group’s report to Congress in June.

Even though stand-alone emergency facilities might not routinely treat patients with serious trauma, they can provide lifesaving care, proponents say.

Friedenson said that for his emphysema patient, avoiding the 15- to 20-minute drive to the main hospital made a critical difference.

“By stopping at our emergency department, I truly think her life was saved,” he said.

 

 

Ascension’s decision to cut back services stirs debate among Milwaukee officials

https://www.beckershospitalreview.com/hospital-management-administration/ascension-s-decision-to-cut-back-services-stirs-debate-among-milwaukee-officials.html

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Milwaukee officials are urging Ascension Wisconsin to postpone its controversial scale back of services at Milwaukee-based Wheaton Franciscan-St. Joseph Hospital, which primarily serves a low-income neighborhood, according to Wisconsin Public Radio.

St. Joseph Hospital, which primarily serves patients covered by Medicare and Medicaid, plans to shutter its surgical and medical units, slowly sifting out inpatient care by July 1. Roughly 51 percent of the hospital’s patients are covered by Medicaid, 5 percent are uninsured and about 20 percent are covered by commercial health plans.

The closure of the surgical and medical units would leave no general acute care hospital north of downtown Milwaukee, an area plagued with widespread health disparities. Ascension, however, emphasized it is not leaving the city. Another Ascension hospital, Milwaukee-based Columbia St. Mary’s, is located 5.6 miles southeast of St. Joseph’s.

“We aren’t abandoning where low-income [patients] live, we are actually strengthening our ability to serve the people that live in the city of Milwaukee by combining the efforts of Columbia St. Mary’s and St. Joe’s,” Bernie Sherry, senior vice president who oversees the Wisconsin market of St. Louis-based Ascension Health, told Becker’s Hospital Review.

Since Ascension disclosed it would stop providing surgical and inpatient care at St. Joseph Hospital April 5, the health system has received criticism from multiple city officials and residents.

“We have an economic model now where if you have money, you’re going to get the best healthcare in the world, but if you’re poor, guess what? Get on a bus, hopefully you can get to a hospital five miles away and maybe you’ll get healthcare,” Milwaukee Alderman Michael Murphy told WPR. Mr. Murphy also emphasized that the implications of reducing services at St. Joseph go beyond the individual hospital.

Milwaukee Alderman Bob Donovan is asking Ascension to delay the closure of these units by one year to collect community feedback and find ways to mitigate the loss of services prior to phasing them out.

“If this request is rejected, I have already contacted the Office of the City Attorney and have asked them to watch carefully the process followed by Ascension to ensure that at a minimum, the corporation is in full and exact compliance with applicable state and federal laws and regulations,” said Mr. Donovan, according to WPR.

St. Joseph is part of Milwaukee-based Wheaton Franciscan Healthcare, which merged with St. Louis-based Ascension in 2016.

Indiana University Health prepares for $1B transformation

https://www.beckershospitalreview.com/facilities-management/indiana-university-health-prepares-for-1b-transformation.html

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Indianapolis-based Indiana University Health is preparing for a major consolidation project, which is expected to cost $1 billion, according to the Indianapolis Business Journal.

The project will include a major overhaul and expansion at IU Health’s 589-bed Methodist Hospital and Riley Hospital for Children, both located in Indianapolis. In addition, the project calls for closing University Hospital, which is located about 2 miles from Methodist, and consolidating clinical operations into the two expanded facilities.

Currently, health system officials are looking at which buildings on the Methodist campus should be renovated and which should be demolished. According to the report, the Methodist campus consists of a hodgepodge of buildings that were constructed decades apart. Some of these facilities even have mismatched plates and uneven ceilings.

While hospital officials have yet to publicize which buildings will be saved, the ages of the various buildings provide some clues. For example, the newest buildings, including a 10-story patient tower constructed in the 1990s, are likely to remain because they are in good shape mechanically and architecturally.

“It’s very complicated to renovate an old hospital, and often not worth the effort,” Timothy Frank, a partner at Artekna, an Indianapolis-based design and architecture firm specializing in healthcare, told the Indianapolis Business Journal. “Just fighting with the infrastructure is always a challenge. Trying to accommodate new technology, new equipment, new code requirements into a building of any significant age is tough. You’re trying to shoehorn operations and utilities. … It becomes a spaghetti bowl.”

IU officials expect to fully unveil its plan for the transformation project by the end of 2018.

 

 

Banner Health settles whistleblower case for $18 million

https://www.azcentral.com/story/money/business/health/2018/04/12/banner-health-settles-whistleblower-case-18-million/511848002/

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Banner Health has agreed to pay more than $18 million to settle whistleblower claims that the Phoenix-based health system admitted patients who could have been treated less expensively at outpatient facilities.

The settlement resolves a whistleblower case brought by a former Banner Health employee who claimed one dozen hospitals in Arizona and Colorado overcharged Medicare for brief, inpatient procedures that should have been billed on a less costly outpatient basis, the U.S. Attorney’s Office in Arizona said.

The settlement resolves allegations that Arizona’s largest health provider “inflated in reports to Medicare the number of hours for which patients received outpatient observation care during this time period,” according to a statement from the federal prosecutors.

The settlement involved Medicare billing at one dozen hospitals from November 2007 through December 2016.

The case was brought by former Banner Health employee Cecilia Guardiola under the federal False Claims Act, which allows individuals to bring lawsuits on behalf of the government and collect a portion of any settlement. Under terms of the settlement, Guardiola will be paid $3.3 million.

Banner Health said in a statement that the settlement does not include any findings of wrongdoing and allows the system to avoid the costs and disruption of ongoing litigation.

“Banner Health is fully committed to adhering to all legal and regulatory requirements and providing patients with the highest quality of care,” the statement read. “Although the rules that dictate when a hospital can accommodate a physician’s request to admit a Medicare patient are complex and evolving, our policy has always been to make those decisions in accordance with government guidelines.”

Guardiola, a registered nurse and a law school graduate, was hired by Banner Health in October 2012 as a director overseeing clinical documentation. She resigned three months later after she determined her efforts to bring “ethical compliance” would be ineffective, according to a statement issued by Kreindler & Associates, a law firm representing Guardiola.

During her brief stint at Banner, Guardiola evaluated Banner’s clinical documentation as well as short-stay inpatient claims.

She discovered that Banner hospitals billed an “inordinate and improper number of short-stay claims, particularly those for expensive cardiac procedures,” according to the statement.

In all, she discovered more than 650 examples of Banner billing Medicare for an inpatient claim even though the patient was admitted and discharged the same day, the statement said.

She also discovered that two hospitals, Banner Boswell and Banner Del Webb, identified some cardiac procedures as urgent rather than elective to prevent claims from being denied, the statement said.

What value-based care really needs: change management

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The transition is one careers will be built on, if health executives align their delivery systems properly, deploy analytics, and maintain focus.

Hospital executives have a tough balancing act regarding the transition to value-based payment models. While the industry is steadily moving toward this new framework, many providers and services still operate on the old fee-for-service model, which is becoming more and more obsolete. That means C-suite leadership has to make the switch to value a high priority for their organizations.

They’re under tremendous pressure these days. There’s been a significant market shift. Providers and their associated patient panels — a list of patients assigned to each care team in the practice — are shifting toward government business, and government business has a more pronounced focus on value-based care.

According to Jeff Smith, senior vice president of U.S. markets at Lumeris, the move to value has been accelerated by a shift in payer mix away from commercial and more toward Medicare, which yields lower margins. And the commercial rates providers have been receiving are on the downswing.

“Underlying their business model today, health systems have to profitably manage their fee-for-service business while making this transition to value,” Smith said. “It’s like having one foot on the dock and one in the canoe. They often don’t have the understanding or expertise to make that strategic shift and successfully move toward value. It’s a new frontier for many of these providers.”

What providers need, said Smith, is more robust alignment with their delivery system around the new model. It’s about having an engaged, aligned network that focuses not just on the patient in front of them, but on an entire population.

“It really is an enterprise-wide change management initiative. This the kind of transition that careers are built on,” Smith said. “Some of the things they need to avoid are embarking on this journey with a lack of, I would say, panel density, and aligned incentives with their physician network. It’s problematic if this is nothing more than a nuisance. It really has to be a strategic focus.”

An organization also has to have the right governance and leadership in place, he said. Even though something worked under the old model, it’s a mistake to assume that it will naturally evolve and adapt to the new. A successful transition requires significant practice transformation.

All that, and an organization still has to maintain a high standard of care. That’s where advanced analytics come in.

“It really requires an understanding of where the opportunities are,” Smith said, “and that’s driven by advanced analytics and practical insights, and where to apply their investments to get the maximum return. They also need to have a really strong plan in governance, and this really requires support from the C-suite. It has to start with the CEO.”

Because every hospital, health system and physician practice is different, a good place to begin is with a market assessment of provider and business opportunity, which can show how to align strategies around a blueprint for successful profitability. Alignment truly is a key component of success, as everyone needs to be on the same page, from the CEO down to the physicians delivering care.

And time is of the essence. Smith expects the journey to value to be near-complete within about three years.

“The transition has been remarkable to me,” he said. “The amount of change we’re seeing year over year is remarkable. It was primarily led by these government programs, but the private payers have really adopted a lot of these changes. There are significant changes in the payer community in general, and more to come.”

 

Healthcare Still Driving Jobs Growth

http://www.healthleadersmedia.com/hr/healthcare-still-driving-jobs-growth?utm_source=edit&utm_medium=ENL&utm_campaign=HLM-Daily-SilverPop_04092018&spMailingID=13278339&spUserID=MTY3ODg4NTg1MzQ4S0&spJobID=1380763774&spReportId=MTM4MDc2Mzc3NAS2

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Ambulatory healthcare and hospitals saw biggest March gains in within the sector.

The latest employment numbers released by the federal government indicate that healthcare remains among the major industry sectors driving jobs growth.

More than 22,000 healthcare jobs were added in March, keeping roughly in line with the average number of healthcare jobs added for each of the past 12 months, according to data released Friday by the Bureau of Labor Statistics (BLS).

 


Within healthcare, the largest gains were among ambulatory healthcare services (16,000 jobs) and hospitals (10,000 jobs). Nursing and residential care facilities, meanwhile, lost nearly 4,000 jobs in March.

These overall numbers are not surprising. Healthcare occupations were projected to grow by 18%, or 2.4 million jobs, from 2016 to 2026, according to BLS analysis. The strength of the healthcare sector is attributed largely to the aging U.S. population, which drives demand for services.

But this rising demand coincides also with rising healthcare spending, which is projected to grow by 5.5% each year through 2026, outpacing American spending in other sectors.