Partnering for Fruitful Growth

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As the healthcare industry shifts and puts more importance on value-based care, population health and greater transparency, partnering with an industry leader like Physicians Endoscopy (PE) provides hospitals with multiple benefits. When a hospital needs an ambulatory surgery center (ASC), PE offers the expertise and strategies to build a successful venture. 

Three hospital leaders-President and CEO of Peninsula Regional Medical Center Steven Leonard, President of Abington Jefferson Health Meg McGoldrick, and Director of University Hospitals Digestive Health Institute John Dumot, DO-spoke to PE Senior Vice President of Business Development and Marketing Carol Stopa. They shared how their organizations are preparing for the changes in healthcare and how they are benefiting from partnerships with PE. 

Carol Stopa (CS): How has your hospital been preparing for healthcare's transformation?

Steven Leonard (SL): The healthcare industry is undergoing a major transition based on how care is delivered. Maryland is at the forefront of this change. Under the new all-payer model, Maryland hospitals are responsible for controlling the total cost of care. Peninsula Regional is well positioned to succeed under these new paradigms of value-based care and population health. 

This new era of healthcare is a journey. We must continue to maintain the best hospital care and partner with our communities to help citizens understand how to best manage their pre-existing conditions, improve their overall health and bend the cost curve. We must coach people on how to stay healthy, provide the appropriate care in the appropriate setting and connect them to the services and information they need to get healthier. 

Our journey started in 2010 with an intentional focus on ambulatory services, including clinical and professional services delivered in a more cost-effective location. Our ambulatory pavilions in Maryland and Delaware are a step toward this transformation, and we are excited to partner with PE to bring quality healthcare to our breach communities. 

Meg McGoldrick (MM): Abington Hospital began a journey to scale in 2007. We determined that as a standalone hospital, we would not be able to remain competitive given all of the market forces. We acquired a local community hospital and then acquired a second hospital in 2008. We decided to pivot strategically and merge with a large academically based hospital health system to continue to scale and first pageimprove our negotiating position in a very competitive market. 

Dr. John Dumot (JD): University Hospitals is doubling down on our value assessments. We have reduced the cost of care by looking into our utilization of staffing and are working with multiple vendors to find the best prices for disposables and implantable devices. The competition among vendors is healthy.  

CS: Does your hospital have a formal strategy for your GI service line, and have reimbursement trends toward value-cased care and pricing transparency impacted this strategy?

MM: Our goal is to achieve an 80 percent colorectal screening rate across the system, and we currently are developing that strategy. To that end, it is imperative that we have properly situated endoscopic facilities in close proximity, so that patients can access these vital services as conveniently as possible.  

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