Review current trends in health information exchange (HIE), including regional and national successes that do or could impact CHCs. OCHIN has experience working in multiple states to improve interoperability for the FQHC and safety-net clinics they support. Meaningful Use requirements drive many focuses at the clinic level, but there are HIE opportunities available that can help with care coordination and could produce better patient outcomes.
In August 2017, HRSA issued the final Health Center Program Compliance Manual, providing a streamlined and consolidated resource to assist health centers in understanding and demonstrating compliance with the Program Requirements. The Manual replaces several Policy Information Notices (PINs) and Program Assistance Letters (PALs), consolidating guidance into one document addressing the elements of the Program Requirements, methodology for documenting compliance, and specific areas of flexibility. HRSA also indicated it is "field testing" a new assessment protocol aligned with the Manual, which, once final, will replace the current Health Center Program Site Visit Guide for assessing compliance during Operational Site Visits (OSVs).
Of importance, the Manual was effective immediately upon publication. What does that mean for health centers with upcoming grant applications and OSVs? While the requirements outlined in the Manual continue to reflect the statutory and regulatory mandates, the Manual incorporates a new approach to "everyday "compliance, providing both specific steps to demonstrate compliance and explicit areas where health centers retain discretion to tailor their programs appropriately.
Join FTLF as they explore key differences between the prior guidance, the Manual and implications for health center operations. Participants will discuss "tips" to implement specific compliance steps and utilize the discretion afforded their specific projects.
Provider retention and reduced burnout are concerns for all community health centers. This session will share the experience of one health center and its data surrounding these issues. The Open Door Community Health Centers began implementation of Google Glass technology in Spring 2017 to connect remotely with scribes to improve their providers' work/life balance.
This session will include a demonstration of the devices, and device experts will be on site to answer questions from participants.
Health center leadership must be able to analyze and act upon financial information as part of an overall approach to strategic decision-making. This training will focus on the use of forecasting, budgeting, and scenario planning to support leaders in recognizing the underlying economic logic of programs, and adapting quickly to ensure business model sustainability. The presenter will address current regulations and issues that impact health centers. The development and use of internal and external financial reports will be discussed with an emphasis on using financial information in decision-making. Tools and techniques of financial statement analysis, interpretation, and presentation will also be discussed and practiced during the session.
This training is designed to improve financial fluency across agency leadership, including: the practice of critical and analytical thinking; the ability to synthesize and plan; the knowledge of how to evaluate and respond quickly; and the skills to effectively communicate financial data. We will address the real challenges, problems, and opportunities of health centers dealing with and responding to the current economic environment.
Federally Qualified Health Centers (FQHCs) are uniquely poised to leverage new health care funding to expand their capacity in underserved communities. To access these funds, FQHCs use their expertise and community assessments to determine where health care deserts exists; however just opening a new clinic in an underserved community does not guarantee that it will be highly accessed by the surrounding population. Since 2015, Brightpoint Health has opened six new clinics and increased its patients' visits from 20,000 visits to 180,000 by year's end.
This session will discuss a four-point strategy for building a flourishing clinic. These strategies are: a traditional community-level marketing campaign, targeted outreach to community partners, integration of wrap-around and clinic services, and the incorporation of local private physicians with pre-existing patient panels. This combined strategy is replicable in other communities and states, and offers key lessons learned that can be utilized in a variety of diverse settings.
Studies show that one out of every five Americans will develop skin cancer. Health center patients wait an average 180 days from a provider ordering a referral until a dermatology appointment is scheduled, 75 days from when the dermatology appointment is scheduled until the appointment occurs, and another 44 days from the dermatology appointment until a consult is received back from the dermatologist. This session will discuss how seven community health centers in Massachusetts collaborated on a two-year pilot project to test a triaging system that would reduce the number of unnecessary referrals and the wait time for a dermatological consultation.
This program has already seen some very positive outcomes and very serious and urgent cases are being caught much more quickly due to the triaging system. Successes and challenges related to operations and electronic medical record integration will be presented to participants for consideration as they plan their own implementation initiatives.
Building brand recognition and credibility is usually associated with known organizations like Nike, Google, Apple, etc. Building and protecting a personal brand is no different. Whether you are just getting started in your career, climbing the ladder, or a seasoned C-Suite executive, personal brand is a 24/7 commitment to excellence.
In this session, we discuss what you must do to build and protect your personal brand and the importance of this effort not only to you, but the organization you work for or lead. The presenter will explore what you need to do to assure your brand is aligned with your aspirations while helping you understand the landmines that can derail you along the way. You will leave with tips and tricks to help you build and protect your own brand as you move throughout your career.
Markets report forecasts that the global population health management market will expand significantly during the period of 2016 to 2021. This market is expected to reach USD 42.54 Billion by 2021 from USD 13.85 Billion in 2016, growing at a CAGR of 25.2%.
Analytics are essential today for value-based care and day-to-day operations within a CHC/FQHC or health system. Analytics enable enhanced capabilities that you need to support your success in a transforming market place. EagleDream Health is NextGen's new platform for driving enhanced analytics required for value realization. Join us to learn insights and understand what is going on with the patient across the universe of care, and what actions to take for optimal care management.
In 2016, Sage Growth Partners conducted a groundbreaking survey of community health center CEOs across the country. The 175 respondents provided insights and important baseline metrics on key performance indicators for health centers, including: Leadership, Financial Stability, Competition, Volume to Value, Partnerships, and Marketing. This session will address the key findings of the study.
The survey results demonstrate an opportunity for health center leaders to assess their organizations and become more competitive in the private marketplace while staying focused on their mission of serving underserved populations. Learn about highlighted strategies employed by health center leaders to not just be competitive business operators, but true market leaders. As health centers continue to face unprecedented change in their funding and payment models, the pressure to be innovative and to adapt quickly has never been more important.
This session will cover a high-level, cost-benefit analysis of health centers preparing for pay for performance. The first section will be devoted to identifying potential pay-for-performance revenue, from both process-based and outcomes-based sources. The second section will identify costs associated with organizational improvement, and tracking how these improvements impact outcomes.
The presenter will also analyze health center internal costs versus utilizing network infrastructure.