Insights Magazine Volume IX - Page 15

• Quality metrics (measures and reliability of data) • Bed capacity • Geographic coverage (to support patient preference) • Skill set (services, staffing, equipment and clinical capability) • Like-minded, flexible leadership operating a stable provider Benefits and Challenges of a Narrow Network When successfully created and implemented, the contracted Narrow Network will, by design, reduce the number of SNFs the hospital will be working with and increase the number of referrals to those providers. A successful Post- Acute Narrow Network should reduce the instability of a fragmented post-acute market, reduce cost through lowering lengths of stay and re-admissions, enhance operational efficiencies and quality, and provide a better patient experience, including better outcomes. However, even though a Post-Acute Narrow Network is a strong strategic option, many Post-Acute Narrow Networks fail. That is because the acute providers and payors have really only reduced the number of providers they work with, while doing little to connect the Narrow Network providers to enable the continual monitoring and improvement of care and implementation of best practices throughout the Narrow Network. Additionally, the acute providers and payors typically are contracting with and managing all of the providers within the Narrow Network separately, which is inefficient and, many times, ineffective. By the time quality metrics and other data requirements are made available from the individual Narrow Network participants to the acute providers Learn about Value Network Solutions© at valuenetworksolutions.com and payors, the information is often old and cannot be used for truly effective real-time management. The Optimal Solution – Evolve into a Post-Acute Value Network © To be truly optimal, a Narrow Network must evolve into a Post-Acute Value Network©. A successful Value Network organizes the post-acute providers through an innovative, standardized IT-based solution that is designed specifically for the operations of post-acute providers and, in particular, SNFs. This IT solution should be mandated for use by all the SNFs within the Value Network, creating a common platform of monitoring, quality improvement and enhanced care. It should not replace a SNF’s medical record system, but instead be an overlay, so as to not interfere with a SNF’s operating platform and related operations and be able to work with a multitude of providers that may have disparate systems. Measuring Four Key Functions of a Patient’s Stay The IT solution should, at a minimum, focus on four key functions of a patient’s stay: 1. Admission: The hospital discharge and SNF admission process is one of the most inefficient and manual components of a patient’s care and experience. From the SNF selection Ron Present CNHA, CALA, FACHCA Partner, Health Care Industry Group Leader Brown Smith Wallace 314.983.1358 rpresent@bswllc.com (continues on page 14) 13