Lee Health’s Post

CMS needs to do their homework. ensure funds and revise reimbursement of acuity and patient care before putting staffing mandates and alongside provide with staffing mandates calculation for acuity in patient care. They need to do studies based on level of care, Section GG what staffing levels need to be at. easy to put policies and mandates without funding. work with us CMS to better patient care

Need any more evidence? Healthcare systems are not looking out for you... They're not looking out for their staff... They're looking out for "numero uno"...themselves. This isn't every hospital But it's a growing trend and further driven by the "business" of healthcare. Should hospitals have non-competes with their staff? #healthcare #business #noncompete #nonprofit #hr

An interesting article by Johannes Kunz et on assessing the quality of US hospitals' public services concluded the following.." s. While the overall association between for‐profit ownership and quality is negative, there is evidence of substantial heterogeneity. The quality of for‐profit relative to non‐profit hospitals declines with increasing market concentration. Moreover, the quality gap is primarily driven by for‐profit chains. " #health #healthcare #healthservices

In 2022, the adjusted expenses per inpatient day in U.S. hospitals varied by type and state, as estimated by the KFF. Nationally, nonprofit hospitals averaged $3,167, for-profit hospitals $2,383, and state/local government hospitals $2,857. State-specific figures highlighted significant differences: for example, nonprofit hospitals in California had the highest expenses at $4,719, while Iowa's nonprofit hospitals were the lowest at $1,847. For-profit hospital expenses peaked in Nebraska at $4,769, and government hospitals in Connecticut were the highest at $5,234. These estimates reflect the costs incurred by hospitals for inpatient care, adjusted to consider outpatient service volumes, but they do not represent actual patient charges or reimbursements. The data highlights significant regional and operational disparities in hospital expenses across the United States. Our care management team assists by coordinating personalized care plans, facilitating communication between patients and healthcare providers, managing follow-ups, and ensuring access to necessary services. We provide support in navigating the healthcare system, enhancing patient outcomes, and reducing overall healthcare costs through efficient and proactive care management. We are the One! #revenuecycle #revenuecyclemanagement #priorauthorization #medicalbilling #medicalcoding #healthcare #healthcaretechnology #accountsreceivables #denialmanagement #consulting #management #implementationpartner Becker's Healthcare

Important read on the impacts the Governor's 2025 budget proposal will have on long-term care in Central New York in passed. Services are at risk and it impacts our entire regional healthcare network if we don't see measurable change here - Medicaid rate increases are critical, not cuts. #nyhealthbudgetgap #ourvoicesmatter #supportourseniors

It's time to rethink how hospice care is funded. I am sharing this article that was written by a Professor from the UK that is spot on and mirrors the situation here in the U.S. Professor Bailey speaks about an aging population that will increase demand for end-of-life care and the consequences of underfunding hospice care. One quote resonated with me: "Such care should not be solely reliant on the goodwill of people running in marathons, baking cakes for community sales, and buying from charity shops". The U.S. Congress can fix the problem by increasing Medicare reimbursement to hospices - and ensure that mandated costs are covered. Research has shown that hospice care saves Medicare approximately $3.5 billion for patients in their last year of life. I'm calling on Congress to take this issue on. Not-for-profit hospices provide quality care - not only to the patient but to their support system as well. #hospice #medicare #endoflife #healthcare

Thanks to McKnight's Long-Term Care News for covering our webinar on the future of non-profit eldercare providers (and for quoting me)! There's broad agreement that there are probably too many nursing homes (15,000+) in the U.S., especially in a post-COVID era where people can and should receive lower-acuity services and supports at home or in the community. But we will always need communal care settings for those with more complex conditions, as well as those without social support networks — the loneliness and isolation of in-home care for "solo agers" can be just as detrimental as physical illness. I encourage providers to look at the Green House and other smaller, person-directed options not as some pie-in-the-sky dream but the natural solution to a world with lower overall demand for institutional nursing home beds — but skyrocketing demand for higher-quality, person-directed, dignified communal care options. It's certainly going to take a shift in reimbursement and regulatory frameworks, but so many creative operators have already proven that it's a successful strategy even under the current restrictions. More providers just need to take that first step.

In today's eldercare market, innovation doesn't necessarily mean flashy tech or AI-generated web copy — it can also mean adapting to big-picture trends by building smaller, more intentional care communities. As my colleague Alex Spanko said on our webinar about the future of non-profit eldercare providers, covered here in McKnight's Long-Term Care News: "There is always going to be a portion of people who require maybe a more intensive level of care and also always a proportion of people who would prefer to receive care in a communal setting. How are you setting yourself up to be that provider of choice in a market where maybe there’s less global demand for nursing home beds, but people want privacy, people want to really know their caregivers?” Thanks to Ziegler's Dan Hermann and Mimi Rossi, and Matthew Trimble of Saint Elizabeth Community for this challenging and ultimately hopeful conversation about adapting to the new normal with person-directed care options!

The insights shared in the article underscore the evolving landscape of skilled nursing care, emphasizing the need for innovative models and strategic planning to navigate financial pressures and changing market demands. The success story of St. Elizabeth Community in Rhode Island illustrates a proactive approach to adapting care models and financial strategies to ensure sustainability and improve care quality. The emphasis on attracting higher-paying patients and adapting to state Medicaid funding models highlights the importance of flexibility and strategic planning in the skilled nursing sector. I suggest further personalizing care environments within these smaller community models in line with these insights. Allowing residents to set up their rooms with familiar items from home and replicating their previous living spaces as closely as possible can provide a sense of continuity and comfort. This approach is particularly beneficial for individuals with dementia, as familiar surroundings can help mitigate the stress associated with transitioning to a new living environment. Implementing this practice before residents move to new homes could significantly ease the initial adjustment period, making it a softer transition for them. Personalizing care settings in this manner not only enhances the quality of life for residents but also aligns with the innovative and strategic thinking needed to navigate the challenges faced by the skilled nursing industry.

I do believe eventually the HOPE tool will be utilized to drive better quality outcomes for patients and families. However, the financial impact hospices will incur due to this regulation could be detrimental, especially for smaller non-profit hospices. #Healthcare #PatientOutcomes #HOPETool #Regulation #Hospices #NHPco #CMS #HealthcareIndustry