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Data & Intelligence

Healthcare Delivery: A Need for Change


It is no secret that the healthcare industry is in a state of transformation and for good reason. In a recent international study that compared 11 nations on healthcare quality, access, efficiency, and equity, the United States was ranked last among wealthy countries.

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In other words, in the United States healthcare outcomes do not align with the expense. To address the healthcare crisis in the U.S., the federal government created value-based programs that reward healthcare providers with incentive payments for the quality of care they give to people, rather than the quantity of care. These value-based programs are part of the larger quality strategy to reform how healthcare is delivered and paid for. Value-based programs also support the Triple Aim:

  • Better care for individuals
  • Better health for populations
  • Lower cost

vbc vs traditionalThe transition from the traditional fee-for-service model to the new value-based care model has been a challenge for many healthcare organizations. Those that continue to struggle to evolve their delivery models will see their margins continue to erode. According to a report from Studer Group, the average hospital has a 2.2% operating margin. If hospitals continue to operate the way they are now, by 2021 the 2.2% operating margin will be a -16.8%. Bottom line is healthcare organizations need to transform the way they operate and slow down their eroding margins.

In our new guide, we take a look at six performance management trends healthcare executives need to be thinking about in 2016 and beyond. We’ll identify technology strategies and solutions that will help healthcare organizations succeed in a data-driven, cost-management culture.

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Kate Tuttle

Kate Tuttle is a senior marketing professional with more than 13 years of marketing experience in both B2B and B2C environments. She has more than 7 years of healthcare industry experience and is passionate about technology and its impact on consumer experience.

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