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The afternoon session was kicked off by Thomas A. Atchison, president and founder of Atchison Consulting, Fendi Handbag Saks

Focusing on positive patient experience was identified.

A summary of health care reform was provided.

Atchison also listed the dynamic differences between physicians and executives.

A staggering statistic Dr. Atchison offered the crowd was that it will take 64,000 years to pay for one year in the United Fendi Handbag New Collection

A metaphor used to describe control is the idea of building Fendi Crossbody Bag Ebay

Change will include improved patient care as defined by six adjectives: safe, effective, patient focused, timely, efficient and equitable in addition to improved community health, lower cost per outcome and a move from volume or input to outcome or quality metrics and payment.

"You've got to have powerful tangibles but it's got to be in balance with the intangibles," he said. "You've got to focus on both sides."

Physicians write orders and live in the world of now, whereas executives have a lot of influence on the decision process, contain a long range of perception of time and their first loyalty is to the corporation, rather than the patient like a physician, he said. "You don't have to like the differences. You just have to know how to use them." The second speaker, Paul Kellogg, MHSA, Banner Health Director of Managed Care in Greeley provided information on the "Accountable Care Organization, A Rural Perspective Update."

The program will begin Jan. 1, 2012.

"We will be very different in the next decade," he said. "One doctor to one patient can't work anymore you can't do this anymore. There's going to be all kinds of (changes)."

"It's very expensive in health care," he said. "There's just got to be creative ways (to do things). It's going to be very tricky."

LLC, who gave a presentation on, "The Reform Imperative of Physician/Hospital Integration."

Atchison felt health care was confused years ago, so he decided to put together a chart that depicted six areas of focus from organizational tangibles, persona tangibles and organizational intangibles.

"By figuring out where you want to be in 1 , 3 , and 5 years," he said, "magic will happen."

"We feel health care is going to change," said Banner Health Western Region President Jim Ferando. "Are we going to see that overnight? No. We feel that providing the highest quality with the lowest cost that's our strategy and we're working on it everyday."

Highlights include that ACO's can only be formed by healthcare providers and the program must serve a minimum of 5,000 Medicare beneficiaries for at least three years.

Atchison explained that means that from the moment patients arrive in the parking lot of a Banner Health facility to the time they leave, has it been an optimal experience for the individual?

States health care system at $1 per second or 11 days for $1 million at $1 per second.

"Physician alignment is the key," Atchison said. "Physicians rule. (Given the) opportunity, physician alienation will destroy your hospital."

Atchison explained that one cannot predict the direction of the wind, nor the height of the sea but what can be controlled are the rudder and sails to reach one's destination.

Items that can be controlled, according to Atchison, are talent, structure, policies and human capital. An area that cannot be controlled is money or financial capital.

A summary of Medicare proposed rules involving ACO was discussed.

ACO is a Medicare Shared Savings program that contains 'important healthcare status, efficiency and experience of care.'

As part of the healthcare reform law, Accountable Care Organizations will enable Medicare to provide incentives for healthcare providers to lower costs, raise the Fendi Bag Expensive quality of care and improve efficiency at their organizations.

Industry experts foresee change in health care

"There's hundreds of little bits that make up optimal patient experience," he said. "Patient experience is a very big deal. You want them to say, 'I had just a great experience going there.' It's never what you do, it's how you do it."

The cost, quality and patient satisfaction is also shifting, Kellogg said.

a strong sailboat.

Controlling aspects of healthcare was visited.