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ACOs Are The Answer | Despite Chorus of Whining in Simi Valley

By Gregg Masters, MPH

As if there wasn’t enough criticism of the ‘Patient Protection and Affordable Care Act’ and it’s provisioning for the logically developed, and sound market tested tenets of ‘accountable care’, and the entities in which both the culture and operational where-with-all can be infused. Now where have whining 2.0, with beauty pageant-esque positioning statements by politicians who ‘know healthcare.’

There will be winners & losers. Smart money is on: ‘Future of Accountable Care, ACOs & Payment Reform http://t.co/usKwXF4 ACO #ACOchat
2healthguru
September 7, 2011
Dan Fogelberg (RIP) nailed the strategic v. tactical planning confusion of most hospitals/system parents. lyrics to follow….
2healthguru
September 7, 2011
‘It’s never easy, and it’s never clear. Who’s to navigate, and who’s to steer….
2healthguru
September 7, 2011
‘…So you flounder drifting ever near the rocks’. (metaphorically speaking).
2healthguru
September 7, 2011
@JimCanto Hi Jim, clearly t’was context & gateway for Fogelberg’s message; though it crystallizes strategic v. tactical plan confusion.
2healthguru
September 7, 2011
At it’s core the governance model is a failed enterprise. Christensen recognized one of its major failures in the Innovator’s Prescription.
2healthguru
September 7, 2011
Yet, none of that has slowed the rate of CEO compensation packages whether proprietary or so called non for profits.
2healthguru
September 7, 2011
@JimCanto then they ‘delay & pray’ the referee (ie, their agent), the CEO, supported by a paramilitary nursing organization can pull it off!
2healthguru
September 7, 2011
@JimCanto typically a lay board of directors, delegate broad clinical (regulatory) authority to a club aka the voluntary medical staff…..
2healthguru
September 7, 2011
There has been, and remains so today, a leadership vacuum. The continued push-back from ‘accountability’ is avoiding the duty of care.
2healthguru
September 7, 2011
@JimCanto 3 legged wobbly stool no longer (if it ever) served general hospital governance.
2healthguru
September 7, 2011
Drill down is ‘cultural, ie., the ops. v. staff silos inherent in the typical general hospital org culture. Ops = power, staff marginalized.
2healthguru
September 7, 2011
Staff includes: marketing, IT, PR, planning, etc., ops = departmental silos mostly driven by comand & control vertical silos.
2healthguru
September 7, 2011
p.s. we need add ‘social media’ departments to the impotent(?) ‘staff’ mix. more marginalization in the making?
2healthguru
September 7, 2011
The few examples of service line or matrix-ed organizations have shown some value adds. Though 3 legged wobbly governance trumps progress.
2healthguru
September 7, 2011
Absent restructuring of the healthcare borg. So called ‘consumer directed health plans’ = ‘the road to serfdom’. Watch what you pray for!
2healthguru
September 7, 2011
Many legitimate ‘tactical’ R issues duly noted re: NPRM; yet, vision is sufficient for strategic direction. So WAYW – why are you waiting?
2healthguru
September 7, 2011
If health plans with hundreds of thousands if not millions of members can’t effectively negotiate or restrain medical CPI, how can patients?
2healthguru
September 7, 2011

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