There’s no question that therapy today in skilled nursing facilities looks vastly different than it did several months ago — and for many years before that. What is yet to be determined is whether these changes can result in positive outcomes for all parties involved: patients, therapists and skilled nursing facilities.
Dr. Jonathan Gruber is the Ford Professor of Economics at the Massachusetts Institute of Technology and the Director of the Healthcare Program at the National Bureau of Economic Research. Highly involved in healthcare public policy, he was a key architect of Massachusetts’ health reform efforts, “Romneycare” from 2003 to 2006. As a technical consultant to the Obama Administration from 2009 to 2010, he helped develop the Patient Protection and Affordable Care Act.
Dr. Gruber discusses his healthcare reform experiences and shares his predictions for the future of healthcare with American Healthcare Journal staff writer, Caroline Miller.
We may not be at the point where you overhear your surgeon saying, “Hey, Google, pass the scalpel,” but artificial intelligence (AI) is gradually making its way into the healthcare industry and, by extension, dermatology and plastic surgery practices. Even in its limited use, AI is already helping providers offer their patients better care, whether it’s preop, in the OR or during the recovery process.
In recent days and weeks, you likely have heard or used the phrase, “We are all in this together.” This lovely sentiment of solidarity in the face of uncertainty is one way to give ourselves something to hang onto — a bonding of our human tribe during a profound moment in human history; a moment when we face the reality that yes, we really are all in this together.
The recent coronavirus outbreak has millions of Americans thinking carefully about their health and wellness. For the 37 million of our friends and neighbors battling chronic kidney disease, however, healthcare risks that the rest of us often take for granted are never far from their minds.
Since 1969, America has designated February as “Heart Month” — a distinction that’s personal for me. Eleven years ago, shortly after I was sworn in to Congress, I was taken to the hospital after fainting during a workout. The good doctors at The George Washington University Hospital diagnosed me with bradycardia (a slow heartbeat) and outfitted me with a dual-chamber pacemaker. I flew home the next day and have been healthy ever since. Others are not as lucky.
Today, 67 percent of Americans are worried about unexpected medical bills and 37 percent are very worried. What some people may not know is that surprise billing is usually the result of a breakdown in negotiations between providers and insurers on how much to pay for these services.
Healthcare is changing dramatically, and not just for patients. The nature of physician employment, too, is undergoing disruption. More and more, physicians who remain independent are banding together under a management services organization (MSO), a legal entity that allows physician practices to share resources, limit risk and gain the necessary efficiencies to compete in a consolidating market.
In 2009 I wrote about my first-hand frustrations as a physician with Press Ganey patient satisfaction surveys. A decade on, has my hell gotten worse?