Lessons from cardiovascular leaders: Tackling key patient and provider challenges
- Featuring |
- Featuring |
- October 30 2024
- 5 min read
Health systems face the complex task of balancing patient care, supporting physicians, and streamlining business requirements. It is crucial to address these challenges in order to improve patient outcomes, lower readmission rates, and achieve cost efficiency. Philips had the opportunity to hear from two industry experts, Tim Henry and Tim Attebery. In this post, we will explore their perspectives on the current state of cardiovascular care, major trends and challenges in the industry, and strategies to tackle these issues head-on.
At-a-glance:
- Discuss the current state of cardiovascular care from growing demand and staff shortages to rising costs and shifts in care delivery.
- Learn from experts how addressing growing patient challenges, streamlining processes, and promoting a positive organizational culture, cardiology departments can improve patient outcomes, enhance cost efficiency, and drive transformation.
What is the current state of cardiovascular care?
Cardiovascular care is a critical area of healthcare, with cardiovascular disease being the leading cause of death worldwide [1]. In the United States, cardiovascular services account for a significant portion of national healthcare spending. Importantly, Attebery highlights several challenges and trends in cardiovascular care that need to be addressed:
Growing demand and shrinking supply of physicians and staff: One of the major challenges in cardiology is the growing demand for cardiovascular specialists and physicians, coupled with a shrinking supply. This trend puts additional pressure on the existing workforce and requires innovative strategies to meet the demand for cardiovascular care.
Rising costs: Cardiovascular services come at a high cost, with an estimated $407.3 billion spent in 2019, according to the American Heart Association [2]. It is important for health systems to find ways to achieve cost efficiency without compromising patient care.
Payers moving into care delivery: Another trend to consider is the increasing involvement of payers in care delivery. Health systems are partnering with payers, leading to a realignment of the healthcare landscape. This shift requires cardiology departments to navigate new relationships and ensure that patient care remains the top priority while addressing the business requirements of these partnerships.
Risk and reward: In many cases, the cost of care is directly linked to the reimbursement received by physicians and healthcare providers. This creates a challenge in balancing patient care with financial incentives. Physicians who take risks in providing high-quality care may face financial consequences if the cost of care exceeds the reimbursement. Finding the right balance between patient care and financial incentives is crucial to ensure the sustainability of cardiovascular services.
Avoidable costs in cardiovascular services: A substantial portion of cardiovascular spending can be classified as avoidable costs. These avoidable costs can be attributed to factors such as inefficient care delivery, lack of preventive measures, and suboptimal management of chronic conditions. By identifying and addressing these avoidable costs, health systems can achieve cost savings and improve patient outcomes.
Addressing patient and provider challenges in cardiology
1. Tackle the growing diabetes and obesity epidemic
Diabetes and obesity are major contributors to cardiovascular disease that demand more attention, Henry says. To tackle this challenge, health systems should prioritize preventive measures and patient education. Implementing lifestyle interventions, such as dietary changes and exercise programs, can help patients manage their weight and reduce the risk of cardiovascular complications. Additionally, collaborating with primary care providers and community organizations can enhance the effectiveness of these actions.
2. Streamline health insurance processes
The complexity and cost of health insurance can be a significant burden for patients and healthcare providers. Health systems should work towards streamlining preauthorization processes and ensuring timely access to necessary tests and treatments. Collaborating with insurance providers to develop more efficient and patient-centered processes can improve patient satisfaction and reduce administrative burdens for healthcare providers.
3. Promote work-life balance
Work-life balance is crucial for both patients and healthcare providers. Cardiology departments should prioritize strategies that reduce physician burnout and improve job satisfaction. Implementing measures such as flexible scheduling, workload management, and wellness programs can help promote work-life balance among healthcare providers. This, in turn, leads to better patient care and increased productivity.
4. Enhance patient access to quality care
Patients want timely access to high-quality healthcare services. Health systems should focus on reducing wait times for appointments, diagnostic tests, and procedures. Implementing efficient patient flow processes, leveraging technology for remote monitoring and virtual consultations, and ensuring effective communication with patients can help improve access to care and enhance patient satisfaction.
5. Improve decision-making processes and governance
Having clear decision-making processes and effective governance structures is crucial for efficient and effective healthcare delivery. Henry advises health systems to establish transparent decision-making frameworks and clearly define roles and responsibilities. Involving physicians in decision-making processes and providing them with authority can enhance engagement and improve the overall functioning of the department.
6. Address internal bureaucracy
Attebery suggests that internal bureaucracy can greatly hinder productivity and impact the overall functioning of cardiology departments. Identifying and addressing bureaucratic processes and inefficiencies is essential for improving workflows and reducing administrative burdens. Streamlining electronic health record systems, optimizing documentation processes, and providing training and support to healthcare providers can help alleviate the impact of internal bureaucracy.
7. Foster a positive organizational culture
A positive organizational culture is essential for maintaining physician engagement and preventing burnout. Health systems should prioritize creating a supportive and collaborative work environment. This can be achieved through leadership development programs, fostering open communication channels, recognizing and rewarding achievements, and promoting a culture of continuous learning and improvement.
Developing a more sustainable cardiology care landscape
As Attebery and Henry observe, tackling current and future challenges in cardiology requires a multifaceted approach and innovative thinking. By addressing growing patient challenges, streamlining processes, and promoting a positive organizational culture, cardiology departments can improve patient outcomes, enhance cost efficiency, and drive transformation. It is crucial for cardiology leaders to embrace these challenges and work towards creating a sustainable healthcare system.
The journey to overcoming challenges in cardiology starts with proactive leadership, a commitment to continuous improvement, and a patient-centered approach. Together, we can transform cardiovascular care and make a positive impact on the lives of patients everywhere.
If you're a cardiology leader looking for a partner in tackling key challenges in the field, we're here to help.
Featuring
Dr. Tim Attebery
CEO
Cardiovascular Associates of America, Waltham, MA
Dr. Tim Henry
MD
Medical Director at Lindner Center Christ Hospital
The Carl and Edyth Lindner Center For Research and Education, America
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Footnotes
- https://www.who.int/health-topics/cardiovascular-diseases
- https://www.ahajournals.org/doi/10.1161/CIR.0000000000001123
Disclaimer
Results are specific to the institution where they were obtained and may not reflect the results achievable at other institutions. Results in other cases may vary.