Cyberattacks targeting the supply chain are an increasingly prevalent threat in the healthcare industry, especially as the modern healthcare supply chain contains significant digital elements, such as the patient engagement vendors that provide public-facing digital tools. These third-party apps and patient-facing tools process sensitive patient data and connect with a healthcare organization’s source systems on the supply chain. As such, they are tempting targets for cybercriminals, who can sell this data on the black market or lock it up with ransomware until they are paid.
Patient education is about more than simply spreading knowledge about the disease. It can also empower patients to better live with their condition and avoid complications–an approach known as therapeutic patient education[¹]
Digital technology can do wonders when it comes to streamlining the work of delivering efficient quality care to patients. The use of patient portals, EHRs, mhealth apps, and wearable tech can all empower patients to be more active in their healthcare, get faster treatment, and access preventative care earlier on. But with all the capabilities of modern technology, we find that many patients are slow to adopt digital tools. If this is the case for your healthcare organization, we recommend the following tips to increase adoption.
Technology has a lot of potential to improve efficiency and health outcomes in the complex practice of healthcare, from time-sensitive interventions in the hospital environment to long-term preventative measures among patient populations. Diagnostics, data management, patient engagement, and personalized medicine all stand to benefit from greater technology integration in a holistic, connected care model. Despite this, there are many hurdles that prevent technology from being adopted as quickly or effectively as it could be. Let’s take a look at the challenges contemporary healthcare organizations face.
Healthcare services are meeting patient demand by becoming increasingly digitized. These digital healthcare services are often developed by third parties and access electronic health records (EHR), revenue cycle management (RCM) systems, and other databases that include sensitive and legally protected information. While these electronic services are beneficial to both patients and providers, they create an increasingly complex software supply chain, with more potential vulnerabilities that are being targeted by hackers[¹]. Healthcare providers can find it difficult to manage effective oversight of these supply chains - including the relationships between different software tools, who has access to what data, and where there might be potential weaknesses.
Here at FQHC.org, we get many inquiries about starting or becoming a Federally Qualified Health Center (FQHC). We hear from a wide range of individuals and organizations, but most inquiries come from existing health care organizations who see the benefits in transitioning to an FQHC model of care, both to the community-at-large and to the organization itself.
The 340B Program has become an important source of revenue for many Federally Qualified Health Centers. Many fear that without 340B, their programs will not survive. With a draft Mega Guidance under consideration by HRSA and new CMS rules governing Medicaid reimbursement, 340B is going to change. The extent to which this will affect FQHCs is currently a matter of speculation. Meanwhile, in order to understand where this crucial program is likely headed, it is important to know where we are now, and how we got here.
Besides not dying young, one of the advantages of being around for a long time is that you gain perspective.
The chronically ill account for a huge percentage of the population. In fact, as of 2012, approximately one half of all adults had one or more chronic health conditions, and one in four adults had two or more chronic health conditions. Additionally, heart disease and cancer—both chronic diseases—together accounted for almost half of all deaths in 2010. Given these facts, is it any surprise that, in 2010, eighty-six percent of all health care spending was for people with one or more chronic medical conditions? (CDC website)
As of January 1st, 2016, Federally Qualified Health Centers (FQHCs) and Rural Health Centers (RHCs) are able to bill for Chronic Care Management (CCM) services provided to Medicare patients using CPT code 99490. CCM refers to the non-face-to-face coordination of care for chronically ill patients.
October 27, 2015 was the last day to submit comments related to the 340B Drug Pricing Program Omnibus Guidance. The proposed changes to the program have the potential to adversely affect health centers and the populations they serve (For a detailed analysis, read our article How the 340B "Mega Guidance" will affect your FQHC or Look-Alike.). Following are our comments:
The Draft 340B Drug Pricing Program “Mega Guidance” is an attempt by HRSA to provide clarification relating to 340B implementation. Our analysis addresses the issues which have the greatest potential to affect FQHC programs. This “Mega Guidance” strongly confirms a number of positive issues relating to the program; however the focus is largely on compliance and abuse prevention. While we support and applaud this effort, in some cases there will likely be potentially detrimental effects to our programs and the patients we serve.
I recently came across this article about Peekskill, NY resident Rev. Jeannette Phillips, who recently had an FQHC site named in her honor. Hudson River Healthcare, one of the largest and most successful FQHCs in the northeast, serves the Hudson River Valley (where I grew up) near New York City.
About ten years ago, Community Health Center owned and operated Medicaid managed care organizations (MCOs) were all the rage. I spent almost five years during that time working to build a plan in Florida. We were successful, but does this strategy still make sense today? The answer is definitely...maybe.
6.4 million people have been enrolled in coverage through the federal insurance marketplace for 2015. Consequently, the nation’s uninsured rate has dropped to historic lows, especially in expansion states and these states are spending less on health care for their uninsured. Many Federally Qualified Health Centers (FQHC), for the first time, are experiencing competition for their patients who were previously uninsured. As they look to gain efficiencies and cut costs, there is no greater cost than labor.
During a recent trip I found myself with a few leisurely moments and fired up the in-flight Wi-Fi and read several exchanges taking place on LinkedIn over a reprint on April 9, 2014 of a Wall Street Journal article titled, “Companies Say No to Having an HR Department.” The crux of the article was to spotlight some larger companies opting to eliminate their Human resources departments making front line managers responsible and accountable for those HR functions specific to their employee group. The article cites the benefits of pushing matters to the heart of the organization and one spotlight company cites that their managers only have to spend about 5% of their time on matters directly related to HR. The article itself was balanced by providing reasons why not having HR might not be such a great idea.
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