Post-acute and non-acute care are changing dramatically with the transition to value-based care. Organizations must ramp up their attention to competency, care quality, and efficiency to establish themselves as the providers of choice to work with acute care hospitals. Employees are key to this change, and HealthStream provides solutions to help organizations invest in creating highly trained and competent staff across the continuum of care.
In this episode of our podcast, we spoke to Vickie Harris, the President and founder of QEC Partners, and the current board chair of the Middle Tennessee Council on Aging, about how post-acute and non-acute providers will need to adapt to survive in the world of value-based care. Listen to hear why Vickie has a reputation as an innovative and strategic thought leader related to care system improvement and integration that supports person-centered services.
We asked Vickie Harris what was the key to future success for non-acute care providers given the vast array of changes that are coming their way. Here was her response:
Collaboration, Even with Competitors
For the non-acute providers, where we know infrastructure requirements are sometimes prohibitive to allow them to stay competitive, they need to collaborate. They need to form networks with their competitors, their counterparts in the marketplace, in order to create the leverage infrastructure that they need, whether that’s around HR competencies or training, instead of each organization having its own training program. Let’s figure out how we can collaborate in order to get more efficient at some of the back office functions that we have that are expense items.
Specialization in Providing Evidence-Based Care
Then, I would strongly suggest specializing in one or more particular areas and build programs, and align your staffing, the customer experience from point A to the end, relative to that program. Not just marketing the program and creating flyers and nice little logos, but evidence-based protocol. Who has oversight over those protocols? So, specializing in a particular area.
Focusing on Care Outcomes and Quality
When I say specialize and have a program that means you’re measuring outcomes, and you’re measuring those processes to make sure they’re working, and you don’t need to change them around that program, so that measuring gets to the quality. Am I truly providing quality? Who am I benchmarking against to know that that’s quality that I’m providing? That would be my message to non-acute providers.
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