Executive Summary

  • Consider creating a visual that can be used by the entire industry i.e. Timeline of adoption in LTPAC, Tipping Point of Adoption, ROI comparisons
What’s new since the last version?
  • Aligns with ONC Federal Health IT Strategic Plan (2011-2015)
  • Update from the 2010-2012 Priorities:
    • Advocating for full participation, consideration, and benefits for LTPAC providers in national, state, and regional HIT incentives, investments and initiatives
    • Promoting effective demonstration and adoption of HIT by the LTPAC sector
    • Promotion of a person-centered vision of health and wellness across the total spectrum of healthcare
    • Successes/Areas of Advancements
    • 2012-2014 Immediate Next Steps (Narrow down to top 3-5)
      • Pledge?
      • Health IT Widget on our website
      • Consumer Pledge – how does the collaborative want to support
      • How do we organize to monitor/participate in the breadth of meetings – can we appoint a representative and have a way to bring back information from the meeting
      • Investigate the status of CARE and its future use
      • We need to have a more responsive way to get the LTPAC position – Roadmap may be out too late; should we do white papers
      • Define the 3 – 5 meaningful use measures to be advanced to ONC and then to HIT policy committee
      • Behavioral health workgroup worked through some measures and then advanced through Betsy at ONC to move to the HIT policy
      • How to engage physicians into the HIT initiatives and priority
      • Define the measures applicable to the populations and communicating to physicians (supports physicians who work in this space – identifies the measures for the specialty area)
      • Look at the number of LTPAC systems that are becoming certified (module or comprehensive) (AOD – module; HealthMedX – Comprehensive); look at how
      • Do an exercise that identifies the stops on the road down the way and put some specifics laid out on the roadmap (where are we – here is where the world is going) and how we get there
      • Need to get the executives and decision-makers to the table
      • No one knows the level of risk to caring for patients in this space; need better cost accounting processes to fully understand
      • Defining the LTPAC Story
        • Stories are being used in policy setting
        • Emerging use of stories to define priorities
        • Is there a process to follow?
        • Lack of awareness of the LTPAC stories may be why this sector hasn’t been included
        • What are the LTPAC stories to tell?
          • Need for collaborative communication and care (HomeCare POC example)
Napkin Sketch
After decades of anticipation, we have clearly entered the crucible in which the future of the nation’s (and the world’s) health experience and enterprise is being forged. The impacts of demographic (and personal) aging is being experienced in a context already roiling in economic, policy, and institutional crisis. Interestingly, demographic and technological disruption both intensify the crisis yet represent the key opportunities for new solutions.

Add demographics to force readers to put a face on those receiving LTPAC services. Add CALL TO ACTION to 1.) government/legislators/regulators 2.)LTPAC to become more involved and demonstrate their roll in the healthcare process 3.) healthcare community to work with the LTPAC sector for complete coordination of care/overall improved quality of care 4.) vendors to step up to the plate and adopt standards/certification that support care coordination.
The Long Term and Post Acute Care (LTPAC) sector, the essential third pillar in the American health enterprise, has unique opportunity to use emerging cloud/social/local/mobile technologies to leverage and accelerate its unique person centered competencies and mission to play an even more important role in our nation’s health and wellness. This emerging role requires proactive innovation and engagement by the LTPAC sector in the new healthcare and consumer realities. No longer can the sector be reactive, simply following government payment streams and compliance regulations. Rather the sector will need to experiment with business and service models and partnerships that allow it to thrive as traditional healthcare revenues are disrupted at large.

Three activities

  • Business partner helping hospital attain incentives
  • Value Added partner in emerging bundled payment/ACO models
  • Innovative health and wellness delivery in emerging consumer choice models

Primary Focus

  • Person centered (monitoring, coordination, services, and empowerment)
  • Workforce (technical, analytics aware management, connected frontline)
  • Care Coordination
  • Business Case (Increasingly driven by need for transparent, consistent delivery of value added quality at effective costs)
  • Quality increasingly driven by consumer and business outcomes rather than compliance
  • Advocacy & PR -- consumer, partner (business) focused, policy