Brightree (Lawrenceville, GA) will be sending two teams of home health and hospice experts to lead a panel examining how to effectively utilize readiness assessment methods and characteristics for when an organization is prepared to implement or replace an electronic medical record (EMR) system. Another session will address how technology impacts professional recruiting. The panel will be featured at the 2017 Rocky Mountain Home Care, Home Health and Hospice’s annual conference in Keystone, Colorado, May 17-19.[More details on the panels to be presented at the 2017 Rocky Mountain Home Care, Home Health and Hospice’s annual conference are provided in this short article including the agency’s particular emphasis on educating hospice workers to use EMRs.]

To better educate hospice providers on how to leverage healthcare technology, Brightree’s upcoming panel, “Hospice Agency EMR Readiness Assessment,” will examine effective assessment methods and key characteristics of organizations ready to embark on an EMR implementation or replacement. Panel attendees will learn how readiness assessments reinforce best practices related to organizational efficiency, staff adoption and the successful utilization of technology.

Panelists include:

  • Tarrah Lowry-Schreiner, CEO of Sangre de Cristo Hospice and Palliative Care;
  • Rachel Taylor, hospice manager of Canyon Home Care and Hospice;
  • Nick Knowlton, Brightree VP of Business Development and CommonWell Health Alliance board member;
  • Kim Weddle,BN, BSN, Brightree clinical specialist; and
  • Melissa Polly, Brightree product marketing director (moderator).

“In order to effectively utilize technology, hospice organizations need to assess their technological needs and willingness to undertake an EMR implementation project,” said Taylor. “Readiness assessments are essential in providing agency leaders with an overview of the resources available to them and what steps they need to take in order to successfully adopt and implement an EMR system.”

“The benefits of electronic medical records go beyond the simple ability to access and coordinate patient care, but rather all activities completed through EMRs are aimed at improving quality of care for patients,” said Knowlton. “To move forward with an EMR system, hospice agencies must understand the key characteristics for project readiness and how to identify areas of improvement. This is a vital step in any EMR implementation.”

“Clinician Recruitment, Retention & Satisfaction: Does Technology Help or Hinder?” is the second panel discussion scheduled for this week’s Colorado meeting. Panelists announced will be:

• Kim Weddle, RN, BSN, Brightree clinical product specialist
• Tarrah Lowry-Schreiner, president & CEO, Sangre de Cristo Hospice & Palliative Care
• Rachel Taylor,  administrator, Canyon Home Care & Hospice
• Melissa Polly, moderator, Brightree product marketing director

The session will analyze what changes in the post-acute environment, from regulatory drivers to value-based care initiatives, are spurring technology adoption and how agencies can engage clinicians, including:

• Best practices to identify which technological tools will provide the most value to an agency and their clinicians;
• How to leverage technology to enhance nurse satisfaction, operational efficiencies and clinical documentation; and
• Making sure clinicians can effectively utilize technology to improve quality of care and improve the patient experience.

About Brightree

Brightree is a leading provider of cloud-based software to improve clinical and business performance of post-acute care companies. Ranked one of the top 100 health care IT companies in the U.S., Brightree serves more than 2,200 organizations in the HME, home health, hospice, orthotic and prosthetic, HME pharmacy, home infusion and rehabilitation home care segments.
brightree.com

©2017 by Rowan Consulting Associates, Inc., Colorado Springs, CO. All rights reserved. This article originally appeared in Tim Rowan’s Home Care Technology Report. homecaretechreport.com One copy may be printed for personal use; further reproduction by permission only. editor@homecaretechreport.com

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By Tim Rowan, Editor & Publisher, of Home Care Technology Report

Ross Huddleson can no longer drive. He lives in a small, rural town where there is no bus service. Until recently, he lived in that awkward no-man’s-land between being technically homebound, which does not make him eligible for the Medicare home health benefit, but not physically homebound, which would have given him eligibility.

With advanced Parkinson’s Disease, he should be trapped in his home. He is not. A client of The Independence Center in Colorado Springs, Ross had accepted his limitations, which meant walking through the hilly, rough roads and sidewalks on the plains east of Pikes Peak. [Rowan provides details in this short article about a staffperson’s at The Independence Center in Colorado Springs role in connecting  client, Ross Huddleson. living with Parkinson’s disease, with a Colorado company, Biketricity, which is in the business of converting manual bicycles to electric. bicycles.  Excellent results in improved balance and nobility achieved by Huddleson are described.]

Enter a Colorado company, Biketricity, which is in the business of converting manual bicycles to electric. Ross and his independent living coach, Fran Dorrance, ran across a few articles that mentioned the healing benefits of bicycling for people with Parkinson’s. Intrigued, they decided to pursue obtaining a bicycle for Ross. The benefit of a bicycle would be two-fold: to help combat the degeneration of Parkinson’s and to help Ross with his transportation needs.

Fran set up Ross with Paul Spotts, Independent Living Specialist (Assistive Technology Emphasis) at The Independence Center, to help obtain funding for an adaptive bicycle and helmet. Funding was granted and Ross was fitted by Biketricity for a brand new adaptive trike with motor. The trike helps Ross maintain stability despite balance issues, while the motor is available for use when Ross tires.

Ross’ new mobility has freed him. “When he first got on it, we had to get in a car and chase him down,” Fran recalls with a laugh. “When I go someplace not, it doesn’t take me a half hour to get there,” Ross adds. Both mentioned that Ross’ coordination of movements has improved after riding.

“We’ve all noticed a huge difference. We really have. The therapy part of the trike has been very beneficial,” Fran says as she smiles at Ross.

©2017 by Rowan Consulting Associates, Inc., Colorado Springs, CO. All rights reserved. This article originally appeared in Tim Rowan’s Home Care Technology Report. homecaretechreport.com One copy may be printed for personal use; further reproduction by permission only. editor@homecaretechreport.com

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By Michael McGowan, former OASIS coordinator for CMS Region 9, and currently  CEO of OperaCare, a software/consulting company

If you are a Medicare-certified home health agency either responding to a bottomless pile of ADR requests, entering into the second round of Probe and Educate, or maybe even enduring a ZPIC pre-payment review, I suggest you take a step back and ask yourself one important question: “How are my clinicians doing their charting?”

Do they chart by checking boxes? Or are the records my agency submits for review filled with robust, data-rich, longitudinal charting? Are they charts that speak to each patient’s unique individual story in direct correlation to the severity of the illness or injury being treated? [McGowan provides need-to-know details about CMS’s expectations of healthcare at home agencies’ longitudinal patient charting with many examples of  acceptable charted submissions–and, it’s noted, failure to meet CMS’s expectations may well lead to payment denials.]

 

If you answered ‘yes’ to the first question and ‘no’ to the rest, you need to know about CMS’s not-so-well-kept secret: CMS expects longitudinal charting. It has for many years now. However, like many CMS rules, it has been lying dormant, on the books but not enforced. This is changing, sooner than many will be ready for.

CMS has published a blueprint to aid in the development of longitudinal charting. I have shown it to hundreds of agencies over the past few years a the typical response has been, “CMS expects too much.” Worse, the most common response is, “My EMR does not support that.”

Way back in the MBPM 5-11-2015 update, CMS clearly communicated what longitudinal charting is, through the use of examples. Let’s look at what follow-up notes should and should not say.

First, the should not’s:

“Vague or subjective descriptions of the patient’s care should not be used. For example, terminology such as the following would not adequately describe the need for skilled care:

  • ‘Patient tolerated treatment well’
  • ‘Caregiver instructed in medication management’
  • ‘Continue with POC’

These warnings tell us they really have been reading your charts. They are familiar with your practices and want to educate you with feedback from their medical review teams. If that doesn’t work, they will use payment denials as an educational opportunity.

Now the should’s:

“Clinical notes should be written such that they adequately describe the reaction of a patient to his/her skilled care. Clinical notes should also provide a clear picture of the treatment, as well as ‘next steps’ to be taken. (Longitudinal Charting)”

Thus, the clinical notes are expected to tell the story of the patient’s achievement towards his/her goals as outlined in the Plan of Care. In this way, the notes will serve to demonstrate why a skilled service is needed. Therefore, the home health clinical notes must document as appropriate:

  • The history and physical exam pertinent to the day’s visit, (including the response or changes in behavior to previously administered skilled services) and
  • The skilled services applied on the current visit, and
  • The patient/caregiver’s immediate response to the skilled services provided, and
  • The plan for the next visit based on the rationale of prior results.

Following these bullet points in the order presented creates a longitudinal chart with each note building on the last, developing a clear demonstration of medical necessity for the services provided and outcomes obtained. On the other hand, tolerating clinical documentation laxity drastically increases the likelihood that a ZPIC letter will soon arrive on your desk. It could be the most expensive letter you ever open.

 

Michael McGowan is a former OASIS coordinator for CMS Region 9. He has been a Medicare payment denial appeals consultant and now is the CEO of OperaCare, a software/consulting company that helps home health agencies avoid payment denials, payment takebacks, ADRs and ZPIC audits.

 

©2017 by Rowan Consulting Associates, Inc., Colorado Springs, CO. All rights reserved. This article originally appeared in Tim Rowan’s Home Care Technology Report. homecaretechreport.com One copy may be printed for personal use; further reproduction by permission only. editor@homecaretechreport.com

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Boston, MA – May 3, 2017 – FHS SeniorCare Payment Solutions® and Ankota® announced today their partnership that will integrate FHS’ third party billing solutions with Ankota’s home care agency management Software-as-a-Service platform. The integration will deliver a complete, end-to-end solution for agency management, billing and revenue cycle to the private duty home care market.[Distinctive features of both companies’  product lines are described in this article, along with details on the value this partnership may bring to the healthcare at home industry.]

 

Ankota—an innovative home care management software solution provider—and FHS—an industry-leading revenue cycle management company— believe that home care providers are better served when their needs for agency management, billing and revenue cycle solutions are seamlessly integrated. FHS’ and Ankota’s missions are aligned with the common goal of simplifying front and back office processes so that home care agencies can be more efficient and profitable.

Ankota enables Next Generation Home Care Management and enables agencies to delivery care efficiently but also with the compliance and transparency that is being mandated throughout the industry. The solution delivers robust functionality including: online client intake, scheduling, care plans, caregiver tracking via telephony and mobile/GPS, point-of-care documentation, a family mobile application, care transitions and remote patient monitoring.

The integration gives agencies access to FHS’ network of more than 300 third party payers and to FHS’ billing expertise. This tightly integrated solution will help agencies to streamline billing with long-term care insurance, Veterans Administration, workers’ compensation and additional payers, as well as to increase cash collection rates and reduce accounts receivable days outstanding.

“We are excited to partner with FHS and incorporate their robust revenue cycle management capabilities with our next generation home care management platform.  This is another example of how Ankota seeks to open new opportunities for our customers to attract new referral sources, enhance their revenue stream and increase their efficiency,” said Ken Accardi, CEO, Ankota.

With the influx of clients with third party benefits entering the home care market, agencies need a trusted partner that can help manage the complex revenue cycle. FHS delivers third party billing solutions to help agencies add new revenue streams, diversify their payer mix and decrease their time to collect cash. FHS is the only company with 30 years’ experience billing more than 300 non-medical third party payers including: long-term care insurance, the Veterans Administration, Medicaid Waiver programs, workers’ compensation, non-profit organizations and more.

“Private duty home care has expanded beyond just a private pay business, which has increased the administrative complexity for agencies trying to manage billing rules and accounts receivable with multiple entities,” says Matt Capell, chief executive officer of FHS. “Our partnership with Ankota provides an end-to-end solution that enables agencies to operate more efficiently, optimize revenue and focus on delivering quality care.”

About FHS
FHS SeniorCare Payment Solutions® provides revenue cycle management solutions to the non-medical, long-term care industry. FHS offers a robust portfolio of services that streamline revenue collection and simplify financial operations including: third party eligibility, claims processing, payment processing and collections. FHS provides financial advocacy to care recipients, helps them understand third party benefits and other payment options, collects from responsible parties and remits cash to long-term care providers.
fhsbillings.com

 

About Ankota
Ankota™ enables the next generation of home care, understanding the rapid growth of the elderly population and the shifts to managed care and population health. The highly customizable software offers full home care agency and Electronic Visit Verification (EVV) management including telephony, GPS, fixed number generator fobs, biometric authentication and verification schema. It manages people, payers and programs via configurable business rule sets and supports optimized delivery of care in homes, readmission reduction, individualized plans of care and cost controls. Sophisticated scheduling algorithms support managing non-skilled and professional workers in post-acute markets that include AAA’s, Medicaid, DME, therapy staffing, infusion and phlebotomy.  Foresight Care™, an innovative remote patient monitoring service and patient engagement platform, helps avoid hospital readmissions at the lowest possible cost.
ankota.com

©2017 by Rowan Consulting Associates, Inc., Colorado Springs, CO. All rights reserved. This article originally appeared in Tim Rowan’s Home Care Technology Report. homecaretechreport.com One copy may be printed for personal use; further reproduction by permission only. editor@homecaretechreport.com

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By Tim Rowan, Editor & Publisher of the Home Care Technology Report

There are many opinions circulating this week about the alternative to the Affordable Care Act that the Republican-controlled House of Representatives passed on a 217-213 vote. Rather than hastily cobble together an analysis of our own, we have gathered the official statements of several national organizations that will be most affected in the unlikely event the House bill passes unchanged through the Senate. [Rowan compiles the views on the American Health Care Act of representatives of many national healthcare organizations, including the National Association for Home Care and Hospice; the Visiting Nurse Associations of America; AARP; America’s Essential Hospitals; American Medical Association; American Nurses Association; and Joe Baker, President of the Medicare Rights Center.

 


National Association for Home Care and Hospice

March 8, 2017

The Republican majority in the U.S. House of Representatives released their official Affordable Care Act (ACA) repeal and replace legislation, the American Health Care Act (AHCA) and on first glance it appears to be a mixed bag for home health and hospice.

The new legislation will be marked up by two different committees — Ways and Means and Energy and Commerce on Wednesday morning. Controversially, the AHCA has not been scored by the Congressional Budget Office (CBO) yet, meaning legislators do not know how many people this measure will cover, how much it will cost, or the impact it will have on the Medicare Hospital Insurance Trust Fund, better known as Medicare Part A. Below we outline, the good, the bad, and the yet-to-be determined pieces of the American Health Care Act.

Of immediate concern to the Home Care and Hospice community is the repeal of a six percent incentive payment for Home and Community Based Services (HCBS) under the Medicaid program. Simply put, this rebalances the ratio of federal to state responsibility for Medicaid HCBS with the federal government picking up an additional 6%. The intent of this bonus was to drive states to encourage rebalancing of care from institutional settings to home and community environments. This incentive was made available under the ACA. Since its enactment eight states have taken advantage; California, Connecticut, Maryland, Montana, New York, Oregon, Texas, and Washington. An additional five states, Alaska, Arkansas, Colorado, Minnesota, and Wisconsin have applied or are considering accepting the bonus payment.

Of benefit to home health agencies (HHAs) is the repeal of the employer mandate to provide health insurance to employees. This will be accomplished by reducing the penalty for non-compliance to zero. The legislative language is written so as to provide retroactive effect from the mandate. The entirety of calendar year 2016 will be exempted from the mandate. The National Association for Home Care and Hospice (NAHC) has long disagreed with the employer mandate as the added expense to HHAs goes uncompensated by Medicare and Medicaid payments. In private pay situations, the added expense can make home care unaffordable in some cases, pushing patients towards Medicaid institutional care settings instead.

As expected, House Republican leadership included a provision to cap the federal share of Medicaid. They seek to achieve this through “Per Capita Caps.” As we’ve written before, this model provides a predetermined amount of funding allowable to each individual eligible for Medicaid in a given state. The amount will be based on 2016 figures and will be adjusted yearly according to the Consumer Price Index for Medical costs (CPI-Medical). This is expected to result in reduced federal share of Medicaid funding. In turn, states will take on the additional responsibility, and will then be forced to either find alternative revenue sources or limit benefits made available. NAHC is concerned that home care and hospice services as a benefit could be lost in this model.

Due to the added flexibility Per Capita Caps entail, states may favor or disfavor home care services. Each state would have the freedom to define what is and is not covered under Medicaid, and the parameters around program operations. This would potentially include beneficiary cost-sharing responsibility. Further, states could be handicapped in expanding home care options, as rates are tied to 2016 funding figures. However, with the caps, states may find a need to be more efficient in their spending. This could lead to support for home care as a more cost effective solution to nursing home care and as a way to transition patients out of inpatient care with reduced risk on re-admission.

Other notable changes include:

  • Increased age-rating ratio. Under the ACA, insurance plans could not charge older persons more than 3 times that of a younger person. A 3:1 ratio. The AHCA would increase that to a 5:1 ratio.
  • Repeals the individual mandate under the ACA. In place of this, Insurance companies will be allowed to charge an additional 30% to beneficiaries that had a lapse in coverage greater than 63 days. This extra 30% would be allowable for up to one year.
  • In place of subsidies, the AHCA will provide refundable tax credits based on age and income to those who do not receive insurance coverage from their employer.
  • Under this legislation, Medicaid Expansion will be rolled back by 2020.

This is only an early look at a large piece of legislation that will affect millions of Americans nationwide. NAHC will continue to review, study, and analyze the impact the AHCA could have on the home care and hospice industry. As always we will keep you up to date with notable events and developments related to health care reform.


 

Visiting Nurse Associations of America

The U.S. House of Representatives approved the American Health Care Act (AHCA) today by a vote of 217 to 213. Last minute amendments to the bill persuaded enough members of the House Freedom Caucus (a collective of conservative members of the Republican Party) and House Tuesday Group (a collective of more moderate Republicans) to vote in favor of the legislation.

These passed amendments that are now part of the AHCA are:

The McSally Amendment:
Representative Martha McSally (R-AZ) introduced an amendment that would eliminate the exemption from Congressional members and their staffs from provisions within the American Health Care Act.

The Upton Amendment:
Representative Fred Upton (R-MI) introduced an amendment targeting $8 billion from 2018-2023 to help subsidize the insurance costs of individuals with pre-existing conditions. Organizations such as Consumers Union, the Kaiser Family Foundation, and the American Medical Association all agree that $8 billion is insufficient to cover this need.

In late April, the MacArthur Amendment was released to update parts of the AHCA and bridge the gap between conservative and moderate Republicans.

The MacArthur Amendment:
reinstates essential health benefits (EHBs) as the federal standard;

  • maintains the prohibition on denying coverage due to preexisting medical conditions and discrimination based on gender;
  • guarantees the issue of coverage to all applicants and renewability of coverage;
  • allows for coverage of dependents on parents’ plan up to age 26; and
  • maintains Community Rating Rules,
  • provides an optional waiver for states to bypass the EHB standard and certain Community Rating Rules.

 

As VNAA previously alerted members, the AHCA would repeal key portions of the Affordable Care Act and make dramatic changes to the Medicaid program. Please note, the legislation does not repeal either the home health payment rate rebasing or the face to face certification requirement. VNAA has carefully monitored this debate to ensure continued accessibility and affordability of home-based care. VNAA remains concerned that AHCA takes a step backwards for vulnerable and home-based care patients. VNAA opposes further passage of the AHCA.

 

VNAA will continue to monitor and engage in this debate. This House-approved legislation faces considerable challenges in the Senate, setting up negotiations to develop a compromise bill to pass both chambers. As always, VNAA’s goal is to ensure access and affordability to high-quality home care.


 

AARP

The American Health Care Act (AHCA) would permit discrimination against people with preexisting health conditions, substantially increase insurance premiums for older adults, result in millions of people losing coverage, and worsen the fiscal health of Medicare.

The bill would also cut Medicaid funding, which millions of low-income seniors as well as children and adults with disabilities rely on, by more than $800 billion over 10 years.

The AHCA has been condemned by leading consumer and health groups, including AARP and physician and hospital organizations.

“AARP is deeply disappointed in today’s vote by the House to pass this deeply flawed health bill,” said AARP Executive Vice President Nancy LeaMond. “The bill will put an age tax on us, harming millions of American families with health insurance, forcing many to lose coverage or pay thousands of dollars more for health care. In addition, the bill now puts at risk the 25 million older adults with preexisting conditions, such as cancer and diabetes, who would likely find health care unaffordable or unavailable to them.”

Pulled from House consideration in March when it lacked sufficient votes for passage, the legislation found new life through an amendment permitting states to request waivers that would allow insurers to charge higher premiums to people with preexisting conditions. That would be a dramatic departure from the protections of current law. Twenty-five million people ages 50-64 have a preexisting condition and would face much higher premiums — thousands of dollars a year — that in many cases would be unaffordable.

While supporters of the bill maintained that people with preexisting conditions could be cared for through high-risk pools, an analysis by AARP’s Public Policy Institute found that premiums in such pools could reach unaffordable levels — as much as $25,700 a year in 2019. In the past, high-risk pools have put such an onerous financial burden on states that insurance benefits were scaled back and enrollment in them was capped.

To win over holdouts on the bill, the House leadership included an amendment adding $8 billion over five years for high-risk pools, an amount representing a very small fraction of what would be required.

Under the bill, states could also obtain waivers allowing insurers to sidestep coverage for critical benefits such as emergency services, hospitalization, prescription drug coverage, mental health services, chronic disease management and preventive care.

The controversy over how to treat people with preexisting conditions was only one objection raised by consumer groups about the AHCA. The bill would impose an “age tax” through the combined effect of allowing insurers to charge older adults five times what other consumers pay for the same insurance and reducing tax credits that help older adults pay for their insurance coverage. The result of these two big changes would be an increase in annual premiums of up to $13,000, according to the Congressional Budget Office (CBO).

Compounding this problem, insurers in states receiving a federal waiver would be allowed to charge older adults even more than five times what others pay for coverage. Current law limits the premiums for older consumers to three times what younger adults are charged.

The CBO found in March that the legislation would lead to a loss of coverage for 24 million Americans over the next decade. The House leadership plunged ahead with Thursday’s vote even though the CBO has yet to analyze the recent changes. The result was that members of Congress voted on legislation without knowing how many people would be affected and how much their premiums would be.

The AHCA wouldn’t affect only people 50 to 64 years old. The bill would also worsen the fiscal outlook for Medicare by reducing the program’s revenue. It would hasten Medicare’s insolvency by several years and weaken its ability to pay for future services for those who rely on the program to help cover their health care costs.AARP vowed to hold every member of Congress who voted for the bill accountable by letting its nearly 38 million members know how their elected representatives voted.


 

America’s Essential Hospitals
Statement on House Passage of the American Health Care Act

Statement attributable to:
Bruce Siegel, MD, MPH
President and CEO

WASHINGTON – The House voted today to take health care coverage away from tens of millions of Americans, reduce benefits and increase costs for millions more – including the sick – and gut a program that has been a lifeline for vulnerable people for more than 50 years.

This is not reform. This is legislation that will take us back to a time when working individuals and families were forced to choose between health care coverage and life’s other necessities. In fact, it will leave us in a worse place than before the law it seeks to replace, the Affordable Care Act.

The hospitals and health systems that care for disadvantaged Americans, essential hospitals, meet their mission across all states and localities – blue and red, urban and rural. But the draconian cuts to Medicaid and soaring levels of uncompensated care this bill would create put that mission in jeopardy. If this bill becomes law, it will put all communities at risk of losing access to basic care and vital services, including trauma care and disaster response.

It is particularly telling that an overwhelming majority of Americans oppose this legislation and no major stakeholder group supports it. The Senate must heed those warning signs and stop this damaging legislation. The solutions we need to fix the shortcomings of the ACA demand a more deliberative process that brings all stakeholders, including our hospitals, to the table.

With a measured approach, we can preserve access to affordable health care and protect struggling Americans from the massive loss of coverage that almost certainly will occur under the AHCA. We offer our members’ experience and expertise to achieve those goals.

About America’s Essential Hospitals
America’s Essential Hospitals is the leading association and champion for hospitals and health systems dedicated to high-quality care for all, including the most vulnerable. Since 1981, America’s Essential Hospitals has initiated, advanced, and preserved programs and policies that help these hospitals ensure access to care. We support members with advocacy, policy development, research, and education.

Our nearly 300 members are vital to their communities, providing primary care through trauma care, disaster response, health professional training, research, public health programs, and other services. They innovate and adapt to lead the broader health care community toward more effective and efficient care.


 

American Medical Association
President Andrew W. Gurman, M.D., released the following statement today after the U.S. House of Representatives passed the American Health Care Act:

“The bill passed by the House today will result in millions of Americans losing access to quality, affordable health insurance and those with pre-existing health conditions face the possibility of going back to the time when insurers could charge them premiums that made access to coverage out of the question. Action is needed, however, to improve the current health care insurance system. The AMA urges the Senate and the Administration to work with physician, patient, hospital and other provider groups to craft bipartisan solutions so all American families can access affordable and meaningful coverage, while preserving the safety net for vulnerable populations.”


 

American Nurses Association
“In its current form, the bill changes Medicaid to a per capita cap funding model, eliminates the Prevention and Public Health Fund, restricts millions of women from access to critical health services, and repeals income based subsidies that millions of people rely on. These changes in no way will improve care for the American people,” the organization wrote in a letter March letter.

The group’s president tweeted on Thursday, calling the bill “worse than before.”


 

Joe Baker, President of the Medicare Rights Center

New York, NY—The American Health Care Act (AHCA) undercuts our core mission and violates our driving principles — to ensure older adults and people with disabilities are assured access to affordable, high-quality health care. This bill was written in the dark of night and rushed to the floor for a vote without anyone knowing how much it will cost or how many people it will affect.

The American people deserve better than Congress playing fast and loose with their health care, but it’s the substance of the AHCA that alarms us most of all. The AHCA would yank coverage out from under 24 million Americans, end Medicaid as we know it, weaken protections for people with pre-existing conditions, impose an unaffordable “age tax” on older Americans, and undermine the Medicare guarantee. The AHCA puts access to affordable health care at risk for every older adult, person with a disability, and American family, especially as our society ages and becomes increasingly reliant on Medicare and Medicaid.

We are undaunted by today’s vote, and we will continue to fight the AHCA’s passage. We ask the U.S. Senate to start from scratch and to seek consensus on health care reforms that protect and strengthen affordable access to care for American families, and we urge President Trump keep his campaign promise not to cut Medicare and Medicaid.

For more information on the Medicare program and proposals under consideration by Congress to change it, visit the Medicare Rights Center’s “Protect and Strengthen” webpage at medicarerights.org/protect.

 

 

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By Tim Rowan, editor & publisher of Home Care Technology Report

On your last visit to a restaurant on a busy Saturday night, did the hostess hand you one of those pagers that lights up like a tiny UFO to let you know your table is ready? Or did she ask for your cell number?

Restaurants are one of the last businesses where pager companies have been able to sell their 20th-Century technology but even that market is drying up as texting becomes ubiquitous. Healthcare, however, has just leapfrogged the pager era and gone straight to replacing waiting rooms with smart phone apps and texts. Meet Jellyfish Health, headquartered in Panama City, Florida and led by serial entrepreneur Dave Dyell.

Possibly the worst experience in all of healthcare is the Emergency Department waiting room. In many cities, if you are not delivered by ambulance with a life-threatening injury, you may spend six hours or more surrounded by people with every category of contagious disease. Worse than the risk to your health is the realization that the only reason you need to wait there is so that you are within earshot when your name is called. Why is there not an app for that?

“Why are hospitals not as enlightened as restaurants?” Dyell wondered two years ago. “What if patients could sign in virtually and wait at home until a text notified them their turn was imminent?” Of that wondering was born a scheduling optimization and communication system Dyell describes as “the ability to remotely get in line.”

Jellyfish Health is in Florida, where demographics are futuristic, graying is ahead of the U.S. average, and healthcare costs are higher. The company started testing its system locally before marketing it to other population centers. During those tests, Dyell reports, patient satisfaction rose as wait times shrank. Today, it is in use at major medical centers from coast to coast.

“Not only can people wait at home when they need to use the ED instead of a family physician, for whatever reason, but the app also gives them better options,” Dyell said. “They can see on the app that the wait time at an Urgent Care center, which might be closer to them, is one hour while the ED wait time is four or five hours. When they choose the better alternative, they are better off and their insurer, whether public or private, pays a lot less for the same care.” The app even works for regularly scheduled primary care physician appointments, Dyell added.

Additional information and an online demo are available at jellyfishhealth.com
©2017 by Rowan Consulting Associates, Inc., Colorado Springs, CO. All rights reserved. This article originally appeared in Tim Rowan’s Home Care Technology Report. homecaretechreport.com One copy may be printed for personal use; further reproduction by permission only. editor@homecaretechreport.com

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SAN DIEGOApril 25, 2017ResMed (NYSE: RMD) today unveiled its AirMini™, the world’s smallest CPAP machine – a game-changer for people with sleep apnea.

Designed for travel, AirMini packs ResMed’s clinically proven CPAP (continuous positive airway pressure) technology along with its comfort and ease-of-use features into a sleek, portable, pocket-sized device ideal for traveling. The AirMini is available with ResMed’s proprietary AutoSet™ functionality as well as an innovative, built-in humidification system for patient comfort.

AirMini weighs a mere 0.66 pounds (300 grams) and measures just 5.4 x 3.3 x 2 in (13.6 x 8.4 x 5.2 cm). “The ResMed AirMini has redefined CPAP therapy – providing patients with peace of mind, knowing they can easily get ResMed-quality therapy wherever they are,” said Mick Farrell, ResMed CEO. “CPAP is now more portable and accessible than ever before. I have been traveling all over the world with a prototype of the AirMini system, using AutoSet, humidification, and an AirFit™ P10 pillows mask, and it has changed my travel life. I am so excited to see that this technology is now available to many millions of sleep apnea patients.” [Details are provided about results of a CPAP technology’s  users’ use (or not) of CPAP technology when traveling. Features of the AirMini™ product are noted in the closing paragraphs of this short article, followed by details on the new product’s worldwide availability.]

In a recent survey, 65% of CPAP users said device size is the #1 reason they don’t take their CPAP every time
they travel, breaking the cycle of adherence and exposing themselves to sleep apnea’s chronic effects: they
stop breathing repeatedly throughout the night, unconsciously transitioning between moments of sleep,
suffocation, and jolts of awakening to resume breathing. This may cause dangerous levels of daytime fatigue
and raise the risk of developing other fatal conditions like type 2 diabetes and heart failure.

AirMini’s comfort and ease-of-use features are ideal for patients and for home medical equipment providers
who will benefit from the device as a growth driver for their business:

  • A phone app (iOS and Android) for patients to change comfort settings and track their own nightly
    usage data, a practice that’s shown to increase compliance and health outcomes
  • Portable and convenient waterless humidification to maximize comfort, capturing a patient’s exhaled
    heat and moisture with a HumidX™ humidifier in the mask tube and redelivering it to them
  • Compatibility with ResMed’s AirFit N20 nasal and F20 full face masks, easy for home medical
    equipment providers to fit on a wide range of patients (an unprecedented 99 and 97 percent of patients, respectively) as well as a special AirMini version of the award-winning AirFit P10 nasal pillows mask.

Availability
CPAP users in the United States can contact their home medical equipment provider to place an order for the
AirMini. ResMed will begin taking preorders on May 3, 2017, and AirMini will begin shipping by May 31. The
technology will also be available in Australia, Canada, Denmark, Finland, Germany, New Zealand, Spain and
the United Kingdom.

©2017 by Rowan Consulting Associates, Inc., Colorado Springs, CO. All rights reserved. This article originally appeared in Tim Rowan’s Home Care Technology Report. homecaretechreport.com One copy may be printed for personal use; further reproduction by permission only. editor@homecaretechreport.com

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By Tim Rowan, Editor & Publisher of Home Care Technology Report

For a Medicare-certified home health agency, falling out of regulatory compliance regarding timeliness of claim submission is a constant threat. When the agency is at fault, remedies might be available through improved operational procedures. When the cause of the delay is completely out of agency control, there is no remedy, only frustration. [Various means of addressing delays in submitting HHA documents to CMS are noted–e.g., via US mail and fax. Rowan introduces the “Client Sidekick” — the newest entry in the growing field of electronic physician portals.  He also provides details on its developer Ziad Kassaband on 2 HHAs in which it was beta tested,  Some of its capabilities are noted as are payment options by HHA and hospice providers.] (more…)

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By Tim Rowan, Editor & Publisher of Home Care Technology Report

In the middle of a busy 3-day conference, VNAA CEO Tracey Moorhead took time to speak with Home Care Technology Report editor Tim Rowan for a few minutes to unpack the meaning of her April 19 announcement of the formation of “ElevatingHOME,” a member-driven national association, which she will serve as President and CEO. Her answer to our first question cannot be expressed in writing as emphatically as it was stated.

Tracey Moorhead

HCTR: Now that your nearly two-year planning has come to fruition and Elevating Home has been introduced, the first question on everyone’s mind has to be what your vision is. You put attendees at today’s National Leadership Conference through an exercise to brainstorm their own vision but certainly you must have one of your own for what ElevatingHOME should become and what its initial activities should be.

Moorhead: “No, I don’t! It’s not about me. It’s about having a member-driven organization. From the first day the VNAA board talked about this in June, 2015, they talked about the term “member-value organization,” an organization that provides value to the members and is responsive to their needs, and that has been at the core of their mission to develop this organization. The way we are thinking of it now is that not only will it be member-driven, with all of the decisions coming from the members, but that it will be board-managed. The board will be the true leaders. The board will be making decisions.

It was the board that made a conscious decision that we did not want to launch ElevatingHOME with a fully formed strategic plan. If we had done that, it would have been complete anathema to what we were saying about being member-driven and board-managed. We want to engage people, to hear what potential members want to focus on. The first thing we want to do is listen to the industry, engage people, have them decide what to do first. [More details are provided in this article about the board of directors’-led strategic planning initiatives of Elevating Home, which Moorhead notes is exactly how initiatives at VNAA have been followed through with. She explains: “For the VNAA board, it was critical to have them driving this, to have them making those decisions, to have them in charge of every aspect of creating ElevatingHOME, and that is exactly the way we did it. We won’t be successful unless it is a collaborative effort.” She noes, too, that ElevatingHOME’s first member organization is the Council of State Association, which, she notes, ElevatingHOME will work closely with as allies.  She says: “The board and I will continue to speak at their state meetings to get the word out and engage them in the process.”  The prominence of the home as the center of healthcare is the position envisioned for ElevatingHOME.]

HCTR: So, you will be a coordinator as much as a CEO, implementing what they tell you to do.

Moorhead: Absolutely, and frankly that’s the way it has worked at VNAA. Our strategic planning initiatives, the management of our strategic plan, the management of our initiatives, have always been led by our board of directors. I think that, in order to ensure that your board is engaged, your board is supportive and that they are telling their colleagues about the value they find in this new organization, you have to understand why you’re doing something. For the VNAA board, it was critical to have them driving this, to have them making those decisions, to have them in charge of every aspect of creating ElevatingHOME, and that is exactly the way we did it. We won’t be successful unless it is a collaborative effort.

HCTR: How will you get started? You will have to build a membership base first.

Moorhead: Our first member organization is already with us. Having the Council of State Associations as our first member was critical to the board, so we were thrilled that they voted unanimously to join ElevatingHOMEand we will work closely with them as allies. The board and I will continue to speak at their state meetings to get the word out and engage them in the process.

HCTR: And that message is?

Moorhead: For me, the most important message is that we are taking an entirely different approach. We do not want to be a reactive industry organization; we want to be an industry organization that is envisioning a better position for Healthcare at Home. We want to talk about and develop a model for the home as the center of healthcare; the home in support of primary care; the home in support of the patient managing chronic illness; the home in coordination with the hospital.

We want to underscore the value of the home to all provider partners who diagnose and treat patients. We are not looking to usurp physicians or hospitals in any way; we are looking to demonstrate our value as a critical partner as opposed to an afterthought. We want to change the way they think about home-based care, and the services home health, hospice, palliative care can provide.

HCTR: How will you execute?

Moorhead: Following the messaging is the engagement part, which is deeply important and complementary. It starts with the development of a model through engagement with members in all 50 states. Bob Fazzi and the rest of the board have put together a Strategic Action Initiative, an engagement process over the next three months to invite leaders from agencies in all 50 states to provide input to us about how this model will look and work. We want to hear about case studies from innovative programs, pilots, other agency self-funded initiatives that have allowed them to change the way care is delivered in the home.

We are very excited about this. We strongly believe that engaging agencies in this way, working through state associations, will help demonstrate to them the value proposition. If we can take their small pilots that have proven value and blow them up into a bigger program and incorporate them into a broader model, they are going to see value; they are going to feel heard; they are going to be involved in the direction of a new organization.

HCTR: This is starting right away?

Moorhead: The goal is to have the strategic plan completed through that process by the beginning of October.

HCTR: Actually, the Council of States is the second member of ElevatingHOME, correct? The VNAA is the first member, with a few of its board members also serving on the new board. Are VNAA member agencies asking what their status will be under ElevatingHOME?

Moorhead: There will be a two-part strategic planning effort. Now that we have created ElevatingHOME to lead the industry, services such as education, advocacy and quality improvement training, which are applicable to both for-profit and non-profit agencies, hospices and palliative care providers, will move up to be services from ElevatingHOME. The VNAA, as a subsidiary, will provide services that are specific to the unique needs of non-profits. We have broadly defined those as training, leadership skills, and fundraising. During the startup, I will continue to hold the title of president and CEO of the VNAA for now.

HCTR: When you sketched out this idea at the Homecare 100 meeting in February, before the name “ElevatingHOME” was chosen, you said your research had turned up as many as 14 different national associations for home-based care providers. There are going to be questions about how you will relate to other organizations.

Moorhead: While 14 is certainly too many, there is no one organization that could serve every need. Many of these organization were formed out of agency frustration that their needs were not being met by any other national association. If ElevatingHOMEbecomes what we know it can become and meets those missing needs, perhaps not all 14 need to continue to exist. The ones that do continue, the ones with unique services for the needs of their unique members, we want to partner with them.

I know there are questions. “It’s another new organization. What does that mean? How is it going to impact me?” The only way to answer those questions is for ElevatingHOME to be a consistent, transparent leader for this industry, and by having folks on the founding board be the key messengers of that. Those are the folks who are going to be leading the charge to engage their colleagues in other organizations.

We will focus on individual agency membership and let agencies decide what associations to join. I believe every agency should join any state or national association that provides value. If that is one or three or seven, then they should be members of those organizations because every organization is not going to offer the same suite of services. For example, we are not going to be involved with private duty; we are not going to do state level services. We will help coordinate services, we will help states with advocacy but we will not try to provide every possible service. So I can see value in agencies wanting to be members of ElevatingHOME and another association but it is entirely up to them. We will endeavor to be the best value add for these agencies.

We have spoken with many other organizations, all that are willing to speak with us, about becoming part of ElevatingHOME. We are willing to talk with all of them about this. I have briefed all of them. We have been very transparent about what we are going to offer, our status, our purpose. I’m on some of their boards. As we understand some of the challenges these organizations have, we might be working closely together in both the short and long term. At the end of the day are we not stronger together?

©2017 by Rowan Consulting Associates, Inc., Colorado Springs, CO. All rights reserved. This article originally appeared in Tim Rowan’s Home Care Technology Report. homecaretechreport.com One copy may be printed for personal use; further reproduction by permission only. editor@homecaretechreport.com

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