bhudson1

Posts Tagged ‘Healthcare Human Capital’

Tampa Bay Business Journal

In Executive Leadership, Financial, Healthcare, Human Capital Trends, Operational Excellence, Personal, Published articles or white papers on January 14, 2015 at 8:00 pm

December 18, 2014

Brian Hudson

Vice President of Sales & Marketing at Pyramid Healthcare Solutions

Hudson has been named vice president of sales & marketing for Clearwater-based Pyramid Healthcare Solutions, a provider of revenue cycle management services for health care organizations nationwide.

http://www.bizjournals.com/tampabay/potmsearch/detail/submission/3401081?surround=etf&ana=e_article

Advertisements

“The Sanity Code” How the New Era in Healthcare Mirrors the NCAA

In Executive Leadership, Financial, Healthcare, Human Capital Trends, Operational Excellence, Published articles or white papers, Revenue Cycle Management on November 12, 2013 at 6:02 pm

As we enter a new era in healthcare, one looks for similar industry’s that have gone through radical transformations.  As we move into a Government run, heavily regulated, Healthcare environment – there are striking similarities between the “new era” in Healthcare and the NCAA.

  1. Regulation and Fear of Sanctions: The American Affordability and Reinvestment Act has created the most complex set of guidelines and regulation ever placed on Healthcare. This has created an incredible amount of uncertainty and confusion. Added with multiple priorities such as Meaningful use, ICD-10 and EHR, there has never been a more tenuous time in Healthcare. Similar to the Post World War II era of the NCAA, where stresses to the systems based on huge student growth from the GI act, television revenue on the rise, and huge financial gains were achieved by the universities. The NCAA created the “Sanity Code” − adopted to establish guidelines for recruiting and financial aid – which ultimately failed to curb abuses.
  2. Violations of the System: The more the regulation, the more there will be gaming of the system. The NCAA was plagued in the 1980’s with unscrupulous agents, greed, and high profile rules violations. Medicare fraud today adds billions of dollars to the total Healthcare spend in the United States. 
  3. Consolidation and Mergers: Just as the NCAA has evolved in the most recent past to SUPER CONFERENCES with no geographical consideration. The sizes of market and revenue opportunity are the key drivers for conference alignment. Similarly, Healthcare is in the process of consolidating in the very same manner creating SUPER SYSTEMS that cross geographical boundaries focused on driving revenue. Small independent and regional entities will struggle to compete in the new era.
  4. Recruitment and the Talent Wars: The key to winning in the NCAA is to recruit the best available talent and win the talent wars. In the same way, the systems and facilities that can attract the best talent are assured of success. In healthcare, the talent pool is dwindling. Nowhere is the ongoing war for talent in the United States more evident than in the critical shortage of Registered Nurses. The looming physician shortage has created aggressive physician recruitment practices, which are similar to star athletes in college football, such as Johnny “Football” Manziel, getting national acclaim for where they choose to attend college.

 The reality is that the NCAA has been a flawed model and has undergone even more expansive regulation that when it was first created. Lawsuits challenging the NCAA continue to press on, many ending up in the Supreme Court. You can be assured that the new era of Healthcare will have many similarities as the The American Affordability and Reinvestment Act is challenged in years to come. The huge expansion of healthcare to an estimated 32 million more users, looming human capital shortages, and the aging baby boomer generation will create stresses never seen before. As the NCAA found out in the Post World War II era – Healthcare in the new era will find there is no such thing as a ‘Sanity Code”.

# # # # # # #
Brian Hudson serves as Director of Business Development for Kforce Healthcare specializing in HIT/HIM consulting, ICD-10 solutions, CDI and EMR support solutions. Previous experience in diverse executive leadership roles including; domestic and international healthcare human capital, entrepreneurial start up experience as Co-founder and President of a small boutique, full cycle, nationally recognized healthcare firm; along with SVP, RVP and Director leadership roles for both private growth and public fortune 100 companies. Hudson is a past and present member of numerous Healthcare Associations & organizations, such as, the American College of Healthcare Executives (ACHE – CFL Board Member & West Florida Chapter 2009 – Present), the Healthcare Financial Management Association (HFMA) and also serves as a member of the Talent Supply & Education Caucus for the State of Florida Chamber Foundation’s Six Pillars Caucus.

ACHE of Central Florida – Talent Management Sept 21, 2010

In Executive Leadership, Healthcare, Human Capital Trends, Personal on August 2, 2010 at 8:36 pm

Please join ACHE of Central Florida for a timely discussion on Talent Management for Bench Strength Development Speakers/Panelists Thad Seymour, Vice President and General Manager Health and Life Sciences at Lake Nona Property Cyril Doucet, Vice President, Administration for Sanford-Burnham Research Institute Dick Finnegan, President of Finnegan Mackenzie, The Retention Firm Moderator Brian Hudson, Senior Vice President, Avant Healthcare

ACHE Central Florida Board Member 6:00pm: Registration/Appetizer Networking 6:45pm: Program & Panel 7:45pm: Q&A-Meet the Panelists >

This panel discussion will focus on the future Healthcare Human Capital needs and Talent Management in Central Florida. Demand for Healthcare services will increase with the aging population as will competition for Healthcare Talent. Talent Management and Succession Planning are important to the success of every Healthcare organization. Our panelists will touch on future Healthcare Human Capital needs, key aspects of attracting & retaining talent, and succession planning. You will also get a glimpse of the Central Florida Medical City as you make your way to our meeting venue: Sanford-Burnham Research Institute. This session is for Senior Executives, Department Heads, Human Resource professionals, or those interested in Healthcare Talent Management.

Healthcare Reform and the “Long Goodbye”; The costs that Healthcare Reform forgot to Calculate

In Executive Leadership, Healthcare, Human Capital Trends, Published articles or white papers on May 20, 2010 at 7:03 pm

Published June 2010, The National Healthcare Reform Magazine:

As the aging of America continues on a trajectory never seen before, led by the Baby Boom phenomenon, there is a cost that Healthcare reform fails to recognize as this enormous shift in US population occurs. A recent report by the Alzheimer’s Association, Changing the Trajectory of Alzheimer’s Disease: A National Imperative, indicates that the cost for caring for Americans with Alzheimer’s disease will increase five fold by 2050 to $1.08 TRILLION per year unless action is taken to prevent the onset of this disease.  This number does not include the costs of care do not include individuals under 65 and does not include the value of unpaid care provided by families and other care givers. Healthcare reform takes on major assumptions built upon “today’s” models and demographics – not calculating the affects of dementia related disease, such as Alzheimer’s disease, often referred to as the “long goodbye”. According to the published study, approximately 5.1 Million Americans 65 and older have Alzheimer’s disease – this number will grow to 13.5 million by 2050, or roughly 16 percent of the 65 and older population.

Healthcare reform is needed in this country on many levels. Costs need to be reduced; access to healthcare made accessible and affordable to those who want it. Healthcare reform should have built in benchmarks for treatment advances that will ultimately drive down cost and impact patient outcomes. According to aforementioned study, about half of all residents in nursing homes are people with Alzheimer’s disease and rely on Medicare to help pay for care, currently estimated at $30B. Without a treatment breakthrough the trajectory of these costs will increase to $150B by 2050. The institute of Medicine (IOM) report on the aging population, Retooling for an Aging America, found that the future healthcare workforce will be “woefully inadequate in its capacity to meet the large demand for healthcare services of older Americans.” This is especially true in our nursing homes that house a disproportionate amount of Alzheimer’s patients. Many of the models used in the current Healthcare reform bill use baseline scenarios that do not build any change in per capita healthcare utilization patterns or human capital productivity requirements. This is understandable as Healthcare reform models would have difficulty making it past the American public with a five fold increase in costs.  Healthcare reform costs in the US should be calculated with models that reflect current population and disease trends. Reform should seek to encourage cost removal, rather than cost shifting, with special emphasis on treatment and patient engagement.

There is hope that treatment breakthroughs that could delay the onset of Alzheimer’s disease would change the trajectory that we are currently on. A treatment that delayed the onset of Alzheimer’s disease would reduce these overall healthcare costs immediately, would save billions over time, and make a positive difference for those that have been affected by this disease, both patients and care givers alike.

Nurses Salaries and Employment will “boom” with the Baby Boomers

In Executive Leadership, Healthcare, Human Capital Trends on April 16, 2010 at 3:23 pm

The March 8, 2010 Edition of Advance for Nurses has as interesting editorial by Adrienne O’Brien in which she lays out several key factors in nurse employment, including the economy and nurses who have put off retirement. Adrienne brings up several key points that indicate we are in the “eye of the storm” with a false sense of security with the impending wave of Baby Boomers, the backlog of new grads, and the eventual retirement of veteran nurses. There is a tremendous chasm in the age of veteran nurses and the future nurse leaders – all one has to do is attend a nurse leadership conference to see this 1st hand.
This reality will become evident as the 1st Baby Boomer turns 65 in 2011 and the tsunami effect of the Baby Boom generation overwhelms the current healthcare workforce. Look for the BOOM in salaries and employment to coincide with the Baby BOOMERS!
For more info on the subject I recommend the book Retooling for an Aging America written by the IOM.