Adapting to the New Healthcare Market - Part 1

As I mentioned in my blog last week, I would review with you this week and next the content of a recent presentation I gave as the keynote speaker at the recent MGMA 2011 Financial Management and Payer Contracting Conference.
I began by indentifying the four market drivers of heathcare reform:
       1. High Costs
              >Prices have no relationship to costs
              >Vendor margins
              >Duplication of Services
              >Some people can not or will not pay for services
    
       2. Poor Quality
             >Lack of Consistency
             > Lack of coordination
             >Assuming excellence is a luxury and not a necessity

       3.Physician Dissatisfaction
              >Declining reimbursement
              >Polarization with hospitals
              >Strong supplier relationships
              > No "common voice" among physicians
              >High medical liability costs in most States

        4. Maligned Vision
                >Focus on illness and not wellness
                >Focus on volumes, not values

After reviewing these first four slides, I indicated, as I have in past blogs, that the only surviving healthsystem or free standing hospital in the future will be one that can delivery high quality, low cost addordable care as consistently as possible. However, inspite of these challenges, I stressed that we must always remember that the healthcare industry and healthcare professions have in the past, and always will provide rich opportunities for personal and professional growth, Hence it lead me to the most important question facing that  audience and all of us who serve in the health care ministry........
     How do re reignite the enthusiam and create not only a sustaining, but thriving healthcare industry and
     enviroment?
In next week's blg I will articulate the six ways that we can address that questions successfully. Implementing these strategies will require us to be highly competent leaders and team players in our healthcare roles. A competency can best be defined as the observable and measurable characteristics of a person that include using KNOWLEDGE and demonstarting SKILLS, BEHAVIORS, ABILITIES, and ATTITUDES that contribute to performing well. Next week I will also identify the most critical competency, and also the major contraints that will prevent many leaders from being successful during these challenging and complex times. Until then, have a great week!