Showing posts with label business process modeling. Show all posts
Showing posts with label business process modeling. Show all posts

Thursday, August 13, 2009

Weekly Health care Reform Developments at the Federal and State level

With Congress now recessed for the summer, much attention has shifted to the home front where many Senators and Representatives are conducting town hall meetings to gauge public opinion toward health care reform. It has been widely reported that tempers have sometimes flared at these events.

Federal

  • Senate Finance Committee continued its health reform negotiations last week in what is the last hope for a bipartisan bill from Congress. Senators left Washington late last week to start their August recess, but Finance Committee members have vowed to continue negotiations throughout the month.
  • A bipartisan group of six Senators on the Committee, led by Chairman Max Baucus, briefed President Obama on their work Thursday, and they also conducted a conference call with a dozen governors. The emerging legislation would expand Medicaid coverage to millions of additional people, and the governors are concerned about the impact on state budgets. No details of the still-developing proposal have been officially released, but participants have indicated the package could shave $100 billion off the cost of the legislation over the next decade, providing coverage to 94 percent of the nation, expanding Medicaid, abandoning the government-insurance option and possibly replacing it with a state-based co-op plan, and taxing insurance companies that offer health care benefits under the richest plans. Baucus has set a Sept. 15 deadline for a bipartisan deal.

States

ARIZONA: The State Senate last week postponed a vote on a plan to close the state's estimated a $3.2 billion budget deficit using spending cuts, funding delays, borrowing, and federal stimulus funds. Approved by the House on July 31, the plan's health-related provisions include: eliminating the KidsCare Parents Program; reducing AHCCCS (Medicaid) reimbursement rates to non-institutional providers by 5 percent but not reducing AHCCCS reimbursement rates to institutional providers; delaying one month's capitation payment to AHCCCS contracted health plans; and requiring AHCCCS to comply with the federal False Claims Act.

NORTH CAROLINA: In a very positive development, a new budget was issued by the legislature last week that includes no premium tax increases. Previous budget proposals included increases from 1.9 to 2.25 percent, effective January 2011. Several carriers and trade associations, worked to educate legislators and oppose a premium tax increase. A final vote on the budget is expected soon.

OREGON: Governor Ted Kulongoski has signed legislation enacting a 1 percent premium tax that will be used to expand access to affordable health care for children. The premium tax will be assessed beginning October 1, 2009 through September 30, 2013. Rate filings submitted for approval may include the premium assessment as a valid administrative expense or retention element. The law also establishes the Health Care for Oregon Children program, which includes an expansion of SCHIP and a premium assistance program administered by the Office of Private Health Partnerships (OPHP). Under the premium assistance program: Children in families with incomes at or below 200 percent of the federal poverty level (FPL) and who have access to employer-sponsored coverage will receive a subsidy equal to the full cost of the premium; children in families with incomes above 200 percent but at or below 300 percent of FPL will receive assistance on a sliding-scale basis as determined by the OPHP; and children in families with incomes exceeding 300 percent of the FPL will not receive premium assistance but will have the opportunity to purchase coverage through the new OPHP private health option.

TEXAS: With Dallas saddled by the most expensive health care in the state, Mayor Tom Leppert and a local health insurer last week took a step toward changing the city's direction. They are working on scheduling a North Texas health care summit on Sept. 30 at which company and government executives hope to agree on payment, practice and transparency fixes leading to greater competition based on quality and cost efficiency. In its national quality-to-cost ranking, Texas is rated third worst, behind Mississippi and Louisiana. Dartmouth Institute for Health Policy data indicates that on average Dallas health care providers submit $10,100 in Medicare claims for every enrollee, the highest among Texas cities with more than 50,000 residents. Dartmouth's data shows that higher health care spending is not associated with better quality outcomes.

No World Borders observation:
  • Health care providers and payors (insurance) firms: The requirements to move to new electronic health care records including the electronic transfer of claims data (HIPAA EDI 5010) and the new medical coding standard (ICD-10) will require all the time health care companies can get. Don't wait while the legislators debate the issues. Process impacts as well as data and electronic transfer issues have been under-estimated by may companies. Move ahead now. We can help. See our capabiliites brief and brochure. Business process models of the "as is" and "to be" will be important items to share among business stakeholders.
  • Individual consumers & employers: Respectful participation in the Democratic process is important, and no one should be discouraged from an important opportunity to be heard on health care reform. If you would like to attend a future town hall meeting or express your views, your Senator can be found online as well as your Representative.

Wednesday, April 15, 2009

Business Process Management Helps Companies Work Smart and Fast

BALTIMORE – The economic decline is continuing to pummel hospitals in the form of reduction of reimbursements, rise of uninsured patients and decrease in number of elective procedures for insured patients.

In this environment of balancing shrinking budgets, staff reductions and patient safety, hospitals are more open to generating efficiencies using IT. Process improvement is a good investment in times when companies need to improve efficiency.

According to an article in Heath Care IT News, "Streamlining administrative processes while continuing to invest in patient care is not mutually exclusive. Business process management, or BPM, can provide a clear view of processes across all systems, including billing, accounting and other legacy systems. "The end goal is to improve business processes running on software, doing things in the smartest and fastest ways, which automates processes, reduces resources and increases accuracy.

An additional benefit of implementing BPM is being able to document and track data in real time, which improves the process for compliance certification and audits."

By using IT to help their businesses fix process issues, C-level hospital executives can "step up and be the champions," especially in this economic environment.

No World Borders' team of BPM experts have cross-industry and cross-technology experience to help your company improve operating efficiencies, reduce cost, and improve process.

http://tinyurl.com/ceehq7

Wednesday, April 1, 2009

Process Excellence - Cost Savings and ROI in Health Care

According to a new Association for Information and Image Management (“AIIM”) of Silver Spring, MD study, the enterprise is not taking maximum advantage of business process management concepts.

Surprisingly, only 3% of companies felt that they had achieved "process excellence." AIIM Vice President and report co-author, Carl Frappaolo states: “This is disappointing ... Despite decades of market attention on process excellence—from the manufacturing industry, into the world of “knowledge workers”, and across all industries—it’s been a long, slow journey, and many have yet to embark on the journey. The damage lies in the fact that processes are the core of any functioning organization.”


Some of the benefits of process excellence initiatives include:


  • Customer retention and satisfaction, as well as better competitive advantage are directly linked to use of business-process management practices.
  • ROI via change. According to Tower Group, business that make changes based on Business Process Modeling (BPM), will see visible ROI from improved and faster operations, better employee productivity, and the ability to reach strategic objectives.
  • Efficiency gains by mapping and gapping. Simply mapping and closing the process gaps between current practices and those desired can provide 30% of the operational efficiency that a company gains through the BPM initiative.

Important ingredients for operational efficiency include:

  • Business and IT Alignment – Business, technology, strategies, and resources must be aligned to achieve results.
  • Best-Practices Measurement – Metrics, methods, and frameworks to help you know that change management is helping to achieve business goals.
  • Process Change and Innovation – Enabling the transition up the ladder of competency to CMM, ITIL or other measures fundamentally means working with people and helping them see a better way to work..
  • Extending Intellectual Capital – Intellectual capital is the real wealth of organizations and this is the bottom line with Business Process Modeling (BPM) - managing people more effectively for Organizational Excellence.
  • Management's commitment and leadership are key drivers for successful BPM. Technology can't replace this.
Is your company taking advantage of business process management concepts and reaching toward excellence?

Resources:

Tuesday, January 27, 2009

Integrated Healthcare Creates Efficiencies

Barak Obama's administration is expected to spend $50 billion to modernize the health care system, focusing in part on upgrading information technology for "EHR" for electronic health record, and "PHR" for personal [electronic] health record.  


Business process engineering will be a critical component.  Before IT can change, a clear understanding of existing or "As Is" process modeling and a new "To Be" or future state vision must be determined.  As you can imagine, if health care claims are currently being processed via paper, and in the future you expect to process them electronically, the workflow of health insurance company staff, as well as health providers and patients will have to change.  The ability to facilitate meetings with key stakeholders and produce Process Models that enable simulation and what if scenarios are key competencies to help health insurers meet this challenge.


Emergence of a Retail Market in Healthcare


A retail market is rapidly emerging in healthcare as consumers pay a greater share of total costs.

Per-person health spending in the United States has reached $7,110 in 2006 and is expected to climb to $12,320 in 2015.  More than 46 million Americans are uninsured and growing numbers of employers are dropping coverage or thinning benefits.


With healthcare spending rapidly approaching 20 percent of the U.S. Gross National Product, healthcare has reached a crossroads. Either free-market forces will solve the current affordability crisis or the federal government may impose a solution. If the industry hopes to solve the affordability crisis, healthcare payer organizations will have to rethink their roles and fundamentally change the way they provide value in the supply chain. To sustain their role at the center of the healthcare supply chain, payers must lead the industry’s transformation by deploying solutions that enhance their revenue growth and improve the customer experience.


The Need for Innovation in Health Care


The emergence of a retail market necessitates that companies currently offering healthcare solutions undertake innovative integration with new entrants to the value chain (such as financial institutions and payment processors) in order to offer viable, enabling solutions. If payers fail to keep pace with the changing market, they risk losing business to market leaders. Or worse, as healthcare and financial services converge, payers eventually could find themselves replaced. If payers do remain at the center of the supply chain, they can ensure that all stakeholders work in an efficient, streamlined fashion to not only administer claims, but also to facilitate transactions, reduce costs, pay providers and ultimately enhance the health of plan members. 

Integrated Healthcare Management (see IHA) is the systematic application of processes and shared information to optimize the coordination of benefits and care for the healthcare consumer.  No World Borders applies our talent and process knowledge to help improve the flow of information from doctors to payers and funds from payers to doctors, in partnership with leading health care solutions firms.

U.S. healthcare includes significant variability in how healthcare is delivered and in the results it achieves, largely due to divisions among the constituents in the healthcare supply chain: the consumers who use the system, the providers who give care, the employers and consumers who purchase healthcare, and the health plans that pay for services.

Integrated Healthcare Management is a framework that connects all of the healthcare supply chain constituents so that they can collaborate on and coordinate benefits and care.  No World Borders is partnering with companies to provide its consulting services to  give payers the software, services, and blueprint required to power Integrated Healthcare Management, and lead the transformation of healthcare.