Hospices need to ensure a strong commitment to quality and foster a positive workplace culture amid increased regulatory oversight, staffing headwinds and a shift to values-based care, hospice leaders say That’s what it means.
Although staffing has improved in many hospices, competition for clinicians remains high and providers are looking for ways to gain an advantage. To stay ahead of this change, have a collaborative organizational culture that attracts and retains a dedicated workforce, says Andrew Morosky, CEO of Florida-based Chapters Health. It is said that it is necessary.
“Companies that show up for their employees and don’t do the opposite have much less staffing problems than other companies. They have better operational efficiency. You have more money to pay them. Sales. “Higher rates will decrease. Reinvestment frequency will need to be reduced. Outcomes of care will improve,” Morosky said during the Hospice News 2024 Outlook Webinar. “There are very practical applications for making employees a top priority.”
Watch (click here): Hospice News 2024 Outlook Webinar
Despite increasing demand for care, the hospice (and larger healthcare) workforce is shrinking. Factors such as retirement and burnout have led some clinicians to leave the field, and the limited number of hospice and palliative care trained providers has made the industry a labor market. ing.
A proven commitment to improving the employee experience will go a long way in helping hospices compete in the labor market. Craig Dresang, his CEO at Yolo Care, told his Hospice News during a webinar that while compensation remains an important factor, salaries and wages are not the final answer.
“Culture is everything. It’s about how do we address talent shortages at the local level. Beyond that, we had to consider other creative ways to incentivize employees. ” said Dresang. “Paying a competitive hourly rate plus bonuses, a company car provided to clinical staff who drive a lot, and his 100% health insurance coverage are all important. But at the end of the day, really It’s the organizational culture that matters.”
Quality of care is closely related to culture. The only thing that’s right for patients is to provide quality services, whether it’s hospice care or other services such as palliative care or PACE, and when working in a value-based reimbursement environment, the key to success is to provide quality services. That will be the key.
Demonstrating both quality outcomes and reduced health care costs will be an important part of a hospice’s competitiveness, regardless of the provider’s size, geographic scope, or tax situation.
Value-based players such as Medicare Advantage plans and accountable care organizations (ACOs) are connecting the dots between quality scores and cost of care delivery. These organizations track how hospices are rated on outcomes such as star ratings in the Centers for Medicare and Medicaid Services’ (CMS) Care Comparison System and the Consumer Assessment of Health Care Providers and Systems (CAHPS) survey. I am evaluating it. Key metrics such as reductions in hospitalizations.
Therefore, these are important data for hospices when it comes to negotiating with payers and securing network access.
“Quality drives the census. I believe that high quality is sustainable. That will be important in the future,” Dresang said. “It’s already important to have contracts with payers who are concerned about quality, but they want quality at the best possible price. So every year, and this year as well, we try to get closer and closer to that goal. It’s undergoing a transformation.”