Mr. Parton will discuss:
- State of Healthcare Today & the Future of Healthcare
- LCMC transition for EJGH
- Leading EJGH through this pandemic
Thu, December 10, 2020 at 11:00am CST
Mr. Parton will discuss:
Thu, December 10, 2020 at 11:00am CST
The Louisiana Healthcare Alliance is teaming up with the Jefferson Parish Medical Society & Orleans Parish Medical Society for a panel discussion on how PPP, Cares Act, & EIDL loans may impact your medical practice. We’ll also cover strategies for employee retention, business pivots, wealth management, and more on Thursday, July 30 from 7:00-8:30 pm.
The Louisiana Healthcare Support Alliance will be at the MGMA Louisiana & MGMA Mississippi 2019 Momentum Annual Conference at the Roosevelt Hotel from August 21-23, 2019 at a sponsor. Come see us at the Expo!
Year in review – expectations of the impact of the 2018 tax reform as well as a look forward to the 2019 year including various planning strategies, incentives, and credits available.
Presented by Louisiana Healthcare Support Alliance members from:
Open networking with beer and wine to follow in the atrium.
Wed, March 27, 2019 from 3:30-5:30 pm at Sizeler Thompson Brown Architects 300 Lafayette Street New Orleans, LA 70130
Join us this month hosted by Louisiana Healthcare Support Alliance at Ruth’s Chris (3633 Veterans Blvd.) to swap business cards, while enjoying complimentary hors d’oeuvres, wine and beer. Admission to attend is $5 with ticket sales benefiting Children’s Bureau of New Orleans. Reservations and payment are required in advance and space is limited.
Thu, July 19, 2018 from 5:30-7:30 pm at Ruth’s Chris Steak House 3633 Veterans Boulevard Metairie, LA 70002
We get this question a lot from provider groups in the middle of a growth phase. Often, they are already using systems for billing and electronic medical record (EMR), and they are not sure what processes could be improved, and if there is a business case to improve them.
Over the years, we’ve identified a number of clear indicators that it’s time to invest in technology. This can be in the form of implementing a pre-existing Software-as-a-Service (SaaS), implementing a platform solution, or developing a custom software solution. We’ll elaborate in an upcoming post on which of the 3 solutions is the right fit for you, but for now let’s focus on the “smell test” of determining if there is a need. Some are oblivious, while others are more subtle.
If your processes involve a lot of data collection via paper, and then workflows on that paper, it’s time to look at a solution to reduce the volume. This is very common with practices where the provider is seeing the patient without access to a computer or tablet.
A company pays field employees, such as nurses doing home health care, to be in the field. If they’re wasting time trudging back to a computer to do double bookkeeping, they’re wasting double money.
One thing we actually like about paper is that at least you know there’s one copy of Order #89348. When everything is ‘electronic’ but sitting on a File Share you have all the problems of paper and even more problems with version control. We see a lot of organizations that have grown up using email to move documents around and rely on convention to know where the right versions are. This works alright for a small team where everybody is on the same page and knows the conventions perfectly, but it doesn’t scale, doesn’t support automatic business logic, and doesn’t support real-time data analysis.
If a department head can’t see the RVUs being produced or the office manager can’t easily see how much of next week is booked up then we have a problem.
Using an EMR for tracking patient records? Great! Have an awesome online appointment request form? Fantastic! Using an accounting system that most CFOs would drool over? Awesome! Are they connected? If not…
Note: Use of MS Access databases tend to result in very siloed systems. When you have a small workforce these databases are invaluable but as the business grows, the Access databases tend to grow very poorly with it.
If a practice has a goal to double revenue, it is reasonable to expect approximately a double in the amount of cost of providers to create that revenue. In addition, in an organization where the processes are manual, also expect to have to double overhead/support labor. It’s this latter cost that can be contained via better technology.
We hope this gives you some things to think about. If there’s anything we can do to help, don’t hesitate to reach us here!
For healthcare services providers, buying an existing facility might be an easy way to expand services and increase market presence, but there are a number of critical questions you should ask before committing to such a purchase. With today’s constantly changing healthcare regulations, some of the biggest issues often encountered when acquiring an existing facility are related to licensing. Under certain conditions, these can end up being deal breakers.
The best way to avoid getting too far into the purchase process before discovering one of these deal breakers is to have a knowledgeable design professional perform a facility evaluation. Although a prepurchase inspection is typically done as a part of the due diligence process when assessing any potential real estate purchase, those types of inspections are not geared toward regulation compliance or suitability issues, they’re generally just an evaluation of the building envelope and infrastructure. When it comes to medical facilities, not only do you need to know the physical condition of the building and its mechanical, electrical, and plumbing systems, but you also need to know whether it can support your mission. That is, can it be used in the way you intend to use it? And if not, can it be modified to meet your needs? If it can, how much will it cost and how long will it take? These are a few of the questions that can help you quickly determine whether or not to pursue the purchase.
Let’s say you’re contemplating the purchase of an Ambulatory Surgical Center that has been unoccupied for some period of time. The facility appears to be in relatively good condition and it certainly meets your needs for expanding your outpatient surgical capacity. You intend to occupy the facility as is, and aside from a fresh coat of paint on the interior walls, you anticipate that it will require little to no work prior to move-in. After all, it was used as an ASC for many years and your plans are to use it the same way. You decide to move forward with the purchase. Later, while preparing to occupy the facility you learn that the change in ownership has triggered a full healthcare facility compliance review by the state. As it turns out, the facility was originally designed and built under regulations that have since been updated. In order to comply with the new requirements you’ll need to undertake a costly renovation to increase some room sizes and replace some of the HVAC equipment. You’ll also need to provide some additional spaces that weren’t required under the old regulations, and these spaces cannot be accommodated within the existing building’s footprint. The only option for providing them is to add on to the building. When you update your pro forma to include these unexpected construction costs along with the delay they’ll cause in occupying the building, the feasibility of the purchase becomes questionable.
So how did a facility purchase that seemed so promising at first go so far off track? Unfortunately, situations similar to this aren’t that uncommon. But, had a facility evaluation been performed prior to proceeding with the purchase, you would have been aware of the challenges involved and the additional costs associated with them. That information would have certainly been of value when you were negotiating the purchase. Because healthcare facilities are some of the most highly regulated building types that exist, and the complex codes and regulations they must comply with are continually changing, it’s difficult to know whether a facility, once it changes hands, can be used in its current configuration or if major revisions will be necessary.
Putting a healthcare property back into commerce can be complicated. Before you make a purchase offer you should always include having a facility assessment performed as part of your decision support process.
These are typically provided by healthcare architects and can usually be combined with a traditional prepurchase building inspection. While the inspection will focus on the condition of the various existing building elements, like the exterior skin, roof system, and mechanical/electrical/plumbing systems, the assessment will address the building’s planned use, even if that use will remain the same. One advantage to having a healthcare architect perform the evaluation is that they’re not only experts in the codes and regulations that apply specifically to healthcare facilities, they’re also well versed when it comes to local zoning requirements, which can be critical when developing options for a potential building expansion or renovation. Zoning requirements can limit building expansion opportunities because of floor area ratios and setback requirements, or because the expansion will reduce the number of parking spaces below a required minimum. These are some of the things your architect will assess and provide guidance on. Should it be necessary to do even minor work to the building, you’ll want to have some idea about the costs and the schedule for completing the work. Your healthcare architect can provide budget and schedule assistance, and can help give you a more complete picture of the overall financial and time investments you should anticipate.
Social media is making a big impact in the healthcare field, but when it comes to hospitals, there’s no one-size-fits-all approach. The techniques that work in other industries don’t always translate to the medical field. Here are some tips on how you can make social media work for your hospital.
Unfortunately, many medical practices proverbially-speaking, shoot themselves in the foot, and create vulnerabilities themselves, which open them up to potential cyber-attacks and HIPAA violations.
Fortunately, most of these vulnerabilities can be prevented with small changes in mindset, culture, and processes.
HIPAA dates back to 1996 and stands for the Health Insurance Portability and Accountability Act. At first HIPAA’s regulations were vague and with little to no enforcement. That changed in 2009 with HITECH Act (Health Information Technology for Economic and Clinical Health), which was part of the 2009 American Recovery and Reinvestment Act. This act charged the Office of Civil Rights (OCR) to enforce HIPAA’s policies with a minimum penalty of $50,000 and the law even states that “a medical entity’s reasonable lack of knowledge of a violation…is no longer accepted.” In 2013, HIPAA’s reach extended to companies working with medical entities, known as Business Associates (BAs).
Any business that creates, stores, edits, or transfers Protected Health Information (PHI) must comply with HIPAA regulations. HIPAA defines PHI as:
ePHI is the electronic version of PHI, known as Electronic Protected Health Information.
HIPAA breaks businesses into two categories:
HIPAA also requires all CEs to have a BA Agreement (called a BAA for short) with each Business Associate they work with directly.