Issue link: https://beckershealthcare.uberflip.com/i/922733
52 THOUGHT LEADERSHIP Given the healthcare provisions in the proposed tax bill and potential future action with the ACA, there are serious implica- tions for states across the country. The confusion surrounding Medicaid and other joint federal-state partnerships has dis- combobulated state budgets, and it is patients who will ulti- mately face the harshest consequences if states are forced to slash funding for healthcare. For the foreseeable future, we're going to continue to see inconsistency in government policies and funding. This is es- pecially dangerous for hospitals in underserved communities that rely almost exclusively on Medicaid and Medicare fund- ing. Unless they are supported in some way, many of these providers will sink deeper into debt. 2. To keep pace with newly formed organizations and part- nerships, hospitals and health systems need to innovate. The CVS-Aetna deal did not come as a surprise to industry leaders who have kept their ears to the ground and paid attention to recent trends. But nevertheless, this merger is a major shake-up that cannot be ignored. Google, Amazon and IBM Watson are all looking to stake out a piece of the healthcare field, and deals such as Optum's purchase of Da- Vita Medical Group underscore the ever-evolving nature of the ways people access and pay for care and services. Pro- viders should not view this movement as a threat that must be stopped. Instead, we should spur innovation on our end. We can't sit still. That's why, in Northwell Health's case, we have been forging new partnerships and pursuing ventures that will enable the organization to compete more effectively in this rapidly changing environment. It will be especially intriguing to see what market segments CVS and Aetna pursue after the merger is finalized. Undoubtedly, they will offer prescriptions, preventive care and other prima- ry services to supplement CVS' "Minute Clinics," but it remains to be seen what other health services will be provided as part of this new collaboration. Regardless of what new competitors enter the healthcare market, the seriously ill, elderly patients with chronic conditions and those who have suffered traumatic injuries will still be relying on hospitals to take care of them. It's highly unlikely any of the new players will be providing inpatient care. As we all know, the bulk of healthcare funding is spent on long-term care for people at the end of life. The Amazons and Googles of the world are not targeting that population. Recognizing that traditional healthcare providers do need to adapt to this era of consumerism, among my strategies are to continue expanding our ambulatory network, facilitating innovative partnerships, enhancing efforts in prevention, max- imizing our use of artificial or augmented intelligence, and im- proving our already robust telemedicine program. In the end, I believe competition is good. Market disruptions give all of us headaches, but they are ultimately beneficial be- cause they force us to do better and be more efficient, pro- ductive and creative. 3. Unless we continue to improve the customer experi- ence, customers will go elsewhere for care. The more competitive the market becomes, the more work we as providers must do to continually improve the patient expe- rience and develop customer loyalty. This can partly be done through improving communication and curating a more re- tail-focused experience. This is unbelievably important, as patients now have more access and choice for their healthcare than ever before. This is not limited to the in-person experience, but also how hos- pitals and health systems communicate with patients to help them get information and make appointments. Online and mobile platforms are already important for engaging cus- tomers, and they will only grow more essential in 2018. Online engagement is not only for younger patients. It's a medium that has become increasingly more effective than print or broadcast advertising for reaching older patients. Equally important is creating an experience that connects families with providers. We deliver more than 40,000 ba- bies every year in our health system. Those are 40,000 fam- ilies with whom we could be creating life-long bonds. Pur- suing initiatives to maintain a connection with mothers and families is essential. Over the past five or six years, we've seen major changes in the way innovative organizations in all industries treat their customers. For far too long in our industry, there was a pervasive attitude of, "We're hospitals, or we're physicians, people will always come because we're here in the com- munity," but those days are over. Consumers don't want to be told when to come or what to do – they want to access care and services on their terms, not ours. We are in the consumer service business, and our patients are educated and knowledgeable. They value easy access, a pleasant ex- perience and quality care, so it's our job to adapt quickly to meet their needs and expectations. 4. Strategies about "healthcare" must now encompass be- havioral and mental health. As social stigmas surrounding mental health begin to break down and more people feel comfortable confronting behav- ioral health issues, it is the responsibility of providers to de- sign their systems in a way that addresses the needs of these individuals. This is especially important at a time when opi- oid abuse has become one of this nation's most-challenging public health crises. The problem goes beyond drug and alcohol abuse. For in- stance, studies have shown that younger generations' in- creased use of technology, particularly mobile devices, can lead to increased rates of anxiety, depression or loneliness. We as providers must consider these trends and tailor services accordingly, as more and more patients turn to us seeking care for issues that are destroying lives and breaking up fami- lies. All of us need to do a better job developing and training staff to meet this demand, especially when it comes to screen- ing those who are trying to hide their addictions to opioids. It entails not only psychiatrists, but also nurses, social workers, case managers and other clinicians. Regardless of the issues we face in this ever-evolving industry, we as providers must not resist change. We must continually adapt — those that don't will get left behind. n