1. EXPAND YOUR THINKING ABOUT POST-ACUTE CARE:
Develop an expansive definition of post-acute care. Look beyond skilled nursing facilities, rehabilitation centers, home care and long-term acute care facilities. Consider the role of ambulance, hospice, sub-acute and mental health providers in bridging acute and post-acute care.
2. INVENTORY CURRENT ASSETS:
Inventory current provider assets falling within the post-acute care continuum. Determine the quality, cost and capacity of each provider.
3. DECIDE WHETHER YOU WILL OWN OR PARTNER:
Evaluate whether each provider in post-acute care should be “owned” or “partnered.” If the system already owns significant post-acute care assets, consider the sale and/or fundamental reorganization if outcomes and efficiencies need to be improved.
4. FIND AND DEVELOP YOUR CHAMPION:
Identify and empower a post-acute care champion to be the architech of a new post-acute care structure and strategy.
5. DEVELOP COMMON GOALS:
Develop common goals among post-acute care providers and align care coordination. Prioritize goals such as acute readmissions, SNF/LTAC/IRF LOS.
6. USE EVIDENCE-BASED PATHWAYS:
Employ evidence-based care pathways for common diagnoses utilizing available technology and analytics.
7. STRIVE FOR SPECIFIC OUTCOME MEASUREMENTS:
Strive to develop outcome measurements that resemble Medicare Advantage results for traditional FFS Medicare patients.
8. DEVELOP OUT OF THE BOX THINKING:
Consider bypassing the hospital for some joint replacement patients who can go to a short-stay SNF following surgery at an ASC.