"Improve quality, optimize efficiency and reduce costs" is a mantra that healthcare organizations all over the country repeat as they aim to navigate new payment models on leaner budgets. To turn these goals into reality, forward-thinking hospitals and health systems are bolstering efforts to communicate with post-acute facilities, physician practices and other care locations.
These organizations realize that without strong care coordination between settings, there is greater risk for errors and unfavorable outcomes, in addition to potential increases in length of stay (LOS) or unnecessary readmissions. In the same vein, the Centers for Medicare and Medicaid Services (CMS) has introduced new reimbursement models, such as the Comprehensive Care for Joint Replacement (CJR) model, where effective communication and care coordination between hospitals and other settings aren't just a good idea, they're required to reduce risks and promote quality outcomes.
A key opportunity for elevating cross-continuum communication is the hospital discharge and post-acute placement process. Historically, the process of transitioning patients from one care setting to another has proven fragmented and inadequate. As a means to achieve better outcomes and to mitigate financial risk, organizations are turning to technology to optimize workflows and ultimately improve care quality and satisfaction.
There are many ways that technology can be used to improve post-acute activities and nearly all bring laborious processes, clerical inefficiencies and potential gaps into which care can fall short to the forefront.
Kyle Salem earned his doctorate in biomedical engineering from Case Western Reserve University and has completed the Kellogg Management Institute at the Kellogg School of Management at Northwestern University.
Kyle worked for Siemens Medical Solutions MRI Research & Development division, serving as the primary scientist supporting its second 3 Tesla MRI scanner in the U.S. He also managed U.S. R&D Collaborations for MRI for two years.
In 2005, Kyle joined Cassling Diagnostic Imaging, where he held a number of roles from strategic sales executive through vice president of Corporate Strategy and Development. It was during this time that he learned about the considerable challenges of managing health care, and was able to focus on how industry could strengthen community health care by lowering cost and increasing quality and efficiency.
Kyle is passionate about the future model of care coordination, payment reform and new technologies in health-care delivery.