Vanessa Villaverde

Wellness Wednesday – Data Exchange RheoMed MSO is proud to be one of greater than 100 health care entities participating in the California Data Exchange Framework through LANES in Los Angeles County. We join medical groups, hospitals, clinics, health plans, MSO’s, health departments, mental health facilities, post-acute facilities, and social service organizations that want to coordinate and improve care by exchanging data for patient care in real time. However, not all health care entities participate in data exchange. Sometimes this is due to relatively challenging situations such as cost, personnel, expertise, priorities, etc. The state of CA has provided financial and technical support to help overcome some of these barriers. In other cases, companies, while publicly supportive of data exchange, choose not to participate due to reasons such as competitive advantage, “proprietary information”, or simply control. This behavior is inexcusable, if not scandalous, because it interferes with optimal patient care. Let’s commit as a medical community to work together to improve patient care. Let’s all “do well by doing good”. RheoMed MSO, Inc. #wellnesswednesday #valuebasedcare #renalcare

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Fabulous webinar and conversation yesterday about AI in Healthcare cross-country from Mid-Atlantic Permanente Medical Group | Kaiser Permanente with my colleague from SOUTHERN CALIFORNIA PERMANENTE MEDICAL GROUP Dr. John Rott, thank you Chris Corriveau and the entire team who helped organize. Sharing these apropos tips from our most recent Forbes Technology Council article on "19 Ways To Manage Different Stakeholders 😍" https://lnkd.in/eWymqdkg Top 19! 1. Strive For Collaboration 2. Prioritize Investments Based On Results 3. Communicate Openly 4. Embrace A Long-Term Portfolio Strategy 5. Prioritize With A Strategic Framework 6. Assess Dependencies 7. Develop A Transparent, Systematic Framework 8. Determine Needs And Wants 9. Use Outcome-Oriented Metrics 10. Consider The Value 11. Help Stakeholders Find Common Ground 12. Establish And Follow A Principle-Driven Approach 13. Let Data Drive Your Decision-Making 14. Implement Teams To Focus On Stakeholder Engagement 15. Prioritize Streamlining Workflows And Processes 16. Understand Your Customers’ Needs 17. Hold Stakeholder Meetings Regularly 18. Put A Governance Mechanism In Place 19. Encourage Empathy

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CMS’ “Year 2” IRA Guidance Concedes Agency Patient Engagement Has Been a Bust A number of patient groups have quietly expressed frustration with #CMS’ “listening sessions” on the #InflationReductionAct “fair price” negotiations. If you read CMS’ “year 2” guidance carefully, it effectively admits the patient complaints are real and legitimate. The Complaints: Patient groups sat on the sidelines in the litigation challenging the constitutionality of the IRA, at least in part, because they believed that they could shape IRA implementation through agency engagement. But some groups are now expressing frustration. They expected CMS to explain how it was approaching negotiation and the underlying evaluation of the selected drugs. With that context, they expected to be able to provide meaningful feedback to CMS’ plans and preliminary assessments. According to the groups I have spoken to, that is not how things have gone. CMS is tight-lipped—in “listen only” mode. Unclear what CMS is considering and how it sees the “value” question, “patient interaction” on the IRA has devolved into CMS and patient groups staring at each other blankly. Confirmation: When you read the “year 2” guidance, it confirms the patient complaints. Deploying diplomatic “regulatory speak”, CMS says it “intends to improve upon the design of the patient-focused listening sessions”. Note the reference to “listening sessions”—confirming the agency has been in “listen only” mode. CMS admits the need for change, saying it “is soliciting comments from interested parties on event format, scope, and logistics”; it then indicates it “is considering events where there is discussion among speakers and in which CMS may ask clarifying questions”. But even this proposal isn’t getting to the core of the problem—patient groups shouldn’t have to be expert mind readers regarding CMS’ intent based on a few interspersed “clarifying questions”. CMS offers some other alternatives, too: “CMS is also weighing different event formats, such as round table sessions on broader topics with a mix of speaker types (e.g., patients, providers, and health data experts) or focus groups on targeted topics with one speaker type (e.g., patients or caregivers)”. But all that doesn’t commit CMS to doing any speaking. Just that others—patients, providers, and “experts” will be asked to speak. Patient groups can’t react in, or to, a vacuum. No Time: The guidance concedes that they can’t fix the problem for “year 1”. After all, July 31, 2024 is the deadline for manufacturers of selected drug to accept or reject CMS's final MFP offer. Indeed, CMS acknowledges that its proposed changes in patient engagement will be effective only “for…price…year 2027”. So, in another words, at least for “year 1”, we are going to get “fair prices” that don’t reflect meaningful patient input. #drugdevelopment #drugpricing #Medicare #managedcare #rarediseases #patientsfirst #lifesciences

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😳Humana faces a significant challenge following the release of preliminary 2025 Medicare Advantage (MA) Star Ratings data from CMS. Only 25% of its MA members are now enrolled in plans rated 4 stars or higher, a steep decline from 94% in 2024. 👉🏻The drop was driven primarily by the performance of contract H5216, which covers nearly half of Humana’s MA members, including over 90% of its Group MA plans, and saw its rating fall from 4.5 to 3.5 stars. 💴This will impact quality bonus payments in 2026. Humana is actively appealing some results and working to improve operating discipline to regain its industry-leading position. 🧘Key initiatives will focus on member engagement, customer experience, and technology enhancements to drive long-term value. Medicare Advantage open enrollment kicks off 10/15 and goes until 12/7. STAR ratings expected to be released to the public around 10/10! 📉Down 22% in premarket! https://lnkd.in/gUTT84tR

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Walmart closing 51 Health Centers over “Lack of Profitability!” Walmart Health Virtual Care (telemedicine) offerings will also end. Article by Daniella Alessandra Genovese Fox Business Network April 30, 2024 MY TAKE: · What does ‘lack of Profitability” really MEAN? o Is it meant that this service line is losing money – financially upside down? o Or does it mean that the line is not producing the “EXCESS PROFITS” that were envisioned - and that corporate leaders and shareholders demand?   ·    Healthcare delivery is NOT a simple business model, though increasingly we see corporate entities entering this arena, often envisioning large profits or - in the case of private equity - valuable ASSETS whose value can be accelerated over short periods - or at least sold off as value-added components.   ·    It has been said that the LURE of ‘excess profit’ invariably leads to GREED, and that in healthcare - greed invariable leads to worsening conditions within healthcare workplaces and worsening outcomes for patients! American Medical Association American Hospital Association American College of Emergency Physicians U.S. Senate Committee on Health, Education, Labor, & Pensions Tennessee Medical Association Jesse Pines Chadd Kraus Lara Vanyo Rita Manfredi TENNESSEE COLLEGE OF EMERGENCY PHYSICIANS Timothy Wilson Ryan Stanton Gabe Kelen, Deidre McPhillips Mollie Pillman Alison Haddock, MD, FACEP Susan Morse mor Chelsea Torres Amy Feldman Jesse Ehrenfeld MD MPH Mel Cortez Larry Bucshon, M.D. Peter Stavros Fox article link - https://lnkd.in/gynsbScT

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This is the way: #Oregon #Medicaid is addressing #climatechange and #sdoh for #dualeligibles. Kaiser Permanente found a 10X ROI from this initiative. Oregon is shipping air conditioners, air purifiers, and power banks to some of its most vulnerable residents, a first-in-the-nation experiment to use Medicaid money to prevent the potentially deadly health effects of extreme heat, wildfire smoke, and other climate-related disasters. At least 20 states, including California, Massachusetts, and Washington, already direct billions of Medicaid dollars into programs such as helping homeless people get housing and preparing healthy meals for people with diabetes, according to KFF. Oregon is the first to use Medicaid money explicitly for climate-related costs, part of its five-year, $1.1 billion effort to address social needs, which also includes housing and nutrition benefits. Most of the 102 Oregonians who died during the deadly heat dome that settled over the Pacific Northwest in 2021 “were elderly, isolated and living with low incomes,” according to a report by the Oregon Health Authority, which administers the state’s Medicaid program, with about 1.4 million enrollees. The OHA’s analysis of urgent care and emergency room use from May through September of 2021 and 2022 found that 60% of heat-related illness visits were from residents of areas with a median household income below $50,000. The cost savings are clear to Kaiser Permanente. After the 2021 heat wave, it sent air conditioners to 81 patients in Oregon and southwest Washington whose health conditions might get worse in extreme heat, said Catherine Potter, community health consultant at the health system. The following year, Kaiser Permanente estimated it had prevented $42,000 in heat-related ER visits and $400,000 in hospital admissions, she said. That’s a 10X return on investment! #Socialdeterminantsofhealth interventions driven by data will almost always pay for themselves and then some. This is the way.

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Why It’s Time to Redefine the Patient Bill of Rights for #Dialysis Care The Centers for Medicare & Medicaid Services Patient Bill of Rights, while foundational, no longer reflects the realities and evolving needs of today’s dialysis communities. Patients, care partners, and providers face challenges that go beyond what current #CMS standards address. It's time for an upgrade. Dialysis is not just a medical procedure—it’s a way of life for millions. From financial transparency to access to cutting-edge technology, patients deserve more than what the CMS framework offers. That's why I’ve developed a reimagined Dialysis Patients Bill of Rights, a forward-thinking framework tailored for the modern world. 🛠️ What’s Outdated About CMS’s Current Standards? The CMS framework prioritizes basic compliance, but it neglects: 🌐 Technological advancements like telemedicine 💼 Financial equity for underserved patients 💔 Mental health and emotional support ⚡ Emergency readiness for home patients 🤝 Inclusive roles for care partners These gaps leave patients and care teams vulnerable in areas that matter most. 🎯 Why My Proposed Version is the Future of Dialysis Care Let’s embrace a more patient-centered, inclusive, and innovative vision for dialysis care. Here’s how my proposed Bill of Rights surpasses CMS’s outdated approach: ✨ Core Innovations 📊 Financial clarity & equity 🚀 Advanced treatment access 📱 Seamless virtual consultations 🧘 Holistic Care 🫂 Mental health focus ❤️‍🔥 Support for care partners 🌍 Cultural & linguistic inclusion ⚖️ Patient Empowerment 📝 Timely transplant referrals 👩‍⚕️ Shared decision-making 🔑 Personalized care plans 🏠 Home Dialysis Revolution 📦 Timely supply deliveries 🛠️ 24/7 technical support 🌐 Emergency preparation resources 🛡️ Proactive Measures ⚡ Emergency planning 🏥 Palliative care options 📡 Community advocacy This is not just about improving healthcare delivery—it’s about empowering dialysis patients to live with dignity, equity, and hope. 🌟 💬 Now, It’s Your Turn What do you think? Is it time for CMS to modernize the Patient Bill of Rights for dialysis care? How would you improve patient experiences in today’s complex healthcare landscape? Let’s spark a conversation. Share your thoughts below or message me to collaborate on shaping a future where every dialysis patient thrives. 💭 My email to CMS is attached (do not steal) #DialysisCare #HealthcareInnovation #PatientRights #Advocacy Chiquita Brooks-LaSure Jean Moody-Williams Meena Seshamani, MD, PhD John McClellan, MD Cheri Rice

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🚨 The clock is ticking, and the future of telehealth hangs in the balance. As David Smith, CEO and Founder of Third Horizon Strategies, highlights, the potential expiration of Medicare telehealth flexibilities could have devastating consequences for millions of beneficiaries who rely on remote care. The urgency of this issue cannot be overstated—losses in mental health services, increased in-person visit requirements, and the risk of reverting to outdated healthcare systems are all on the line. Proud to have shared insights on this critical topic. We at the American Telemedicine Association and ATA Action are tirelessly advocating for Congress to take decisive action before it's too late. The future of accessible and inclusive healthcare depends on it. 👉 Check out the full discussion and join us in pushing for the preservation of telehealth flexibilities. #Telehealth #HealthCare #Medicare #Policy #HealthAccess #PatientCare #HealthcareReform

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The greatest challenges facing California’s health ecosystem are ensuring a robust and diverse health workforce to meet community needs and creating sustainable models of care delivery that advance health equity. How do we address these challenges? At a recent partner meeting that included Libby Abbott, Deputy Director at California Department of Health Care Access and Information we were able to engage in future thinking about three strategies to address these challenges: 1️⃣ Long-term planning 2️⃣ Realizing the potential of CalAIM 3️⃣ Improving data access Read more below. 👇

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My Friday good news celebrates the heroes of value-based care: primary care physicians and teams. The most successful #Medicare ACOs, those delivering value for Medicare and Medicare beneficiaries and sharing in that value, are primary care-centric #ACOs. We know how they do it; the playbook often includes support from enablers like Aledade, Inc.. Dr. Menard and his colleagues didn't give up when success wasn't immediate. How do we grow more primary care-centric ACOs and generate more value for Medicare and more access and quality care for beneficiaries? There are some health system ACOs investing in primary care and integrated teams. But it might take more forceful nudges from Medicare to get big health systems participating in total cost-of-care risk models. Or, we might need payment policies to give primary care more independence to practice comprehensive care. Congress could also consider restructuring the APM bonus to reward primary care "centricity". #primarycare #valuebasedcare Primary Care Collaborative David Raths David Muhlestein AAFP Foundation Thomas Culhane, MD, MMM, MS Darrin Menard, M.D. Stacey Richter https://lnkd.in/dThMvJrQ

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What does calling my cable company have to do with Medicaid? I had to call a certain notorious cable/internet provider recently. The one with customer service so bad that it was skewered in a classic South Park episode. I blocked out an hour and braced for my inevitable PCOM aneurysm rupture. Shockingly, it was a breeze. The rep was friendly, and my issue vanished in minutes—a far cry from their usual 'dial-one-to-scream-into-the-void' reputation. So, what changed? Competition happened. A decade ago, our choices for cable and internet were as limited as the soda options in a health spa. Now, thanks to a buffet of streaming services—even including live local TV—the old cable giants had to step up their game or step aside. Turns out, competition is more effective than caffeine at improving service quality. Why can't Medicaid beneficiaries get the same treatment? Currently, most Medicaid coverage is through Managed Care Organizations (MCOs), where the state pays a fixed monthly rate per patient. This model should spur cost-efficiency, but it often just limits the scope of care. Low payments to doctors, restricted access to necessary services—who does that help? Could strict government regulations guarantee better service? Maybe, but FA Hayek (and a basic reading of history) prove that bureaucracy alone can't engineer excellence. And choice for Medicaid patients? Virtually non-existent. Many areas offer just one MCO. If you're dissatisfied, too bad—there's no alternative. It's like being stuck with dial-up in the era of fiber optics. Long wait times for basic procedures, no freedom to seek better coverage... It's eerily reminiscent of the old cable monopoly days. In the private sector, at least there's a semblance of choice: HMOs, PPOs, HSAs... But for Medicaid recipients? Sorry, the state chooses for you. Hope you like it. Our Medicaid system desperately needs a dose of competition. Isn't it time we offer Medicaid patients the luxury of choice that drives quality up and costs down? https://t.co/C7XE6CpIIP Joe Grogan Lisa Grabert Joanne Spetz Cheerag Upadhyaya, MD, MBA, MSc, FAANS, FACS Brian R. Gantwerker, MD, FAANS, FACS Sanjay Dhall Larry Bucshon, M.D.

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The numbers are linked - value add: here are my humble thoughts on headwinds and tailwinds reading between the lines: Headwinds and Tailwinds for NeueHealth within the Value-Based Care (VBC) Industry: Tailwinds: Consumer Growth and Market Expansion: Strong quarterly growth across Medicaid, Medicare, and ACA markets indicates demand for value-based models. Additionally, partnerships with federally qualified health centers provide a competitive edge in expanding accessible care. Provider and Payer Relationships: The expansion in Central Florida showcases NeueHealth’s ability to grow via payer partnerships and reflects the industry’s shift towards coordinated, quality-driven care. Capital-Efficient Growth: The company aims to leverage existing relationships and a scalable model to drive growth without extensive capital outlays, which is well-aligned with VBC trends. Headwinds: Financial Losses and EPS Decline: Despite positive EBITDA, the EPS miss and revenue decline underscore challenges in achieving profitability and scaling revenue growth sustainably in the VBC industry. Costs in Provider Enablement: The NeueSolutions segment reported a $5.8 million loss in Q3 due to internal payments related to ACO Reach. Managing these costs while expanding partnerships may affect near-term profitability. Regulatory and Market Risks: Shifts in CMS policies or state-level Medicaid funding could impact future growth potential, especially as NeueHealth grows its Medicaid service footprint. In summary, while NeueHealth faces near-term financial challenges, its solid consumer growth, payer partnerships, and alignment with VBC demand trends position it for potential long-term gains in the value-driven healthcare market.

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I believe it is important we pay attention to what is happening here. In Arizona, American Indian health insurance primarily operates through the "American Indian Health Program" (AIHP) within the Arizona Health Care Cost Containment System (AHCCCS), which is the state's Medicaid program; this system is rooted in the federal Indian Health Service (IHS), providing healthcare to Native Americans through a government-to-government relationship with federally recognized tribes, with historical roots dating back to the establishment of the United States, where the federal government has a responsibility to provide healthcare to Native Americans. Key points about American Indian health insurance in Arizona: AHCCCS and AIHP: The primary access point for American Indian health insurance in Arizona is through the AIHP program within AHCCCS, which offers comprehensive healthcare coverage to eligible Native Americans. Indian Health Service (IHS): The IHS, a federal agency under the Department of Health and Human Services, is the primary provider of healthcare for American Indians and Alaska Natives, including those in Arizona. Historical Context: The federal government's responsibility to provide healthcare for Native Americans stems from treaties and the special government-to-government relationship established with tribes. Current Challenges: Issues with fraud, mismanagement, and misappropriation of funding has led to a crisis in Arizona. AHCCCS has responded by suspending or revoking the licenses of suspected bad actors who preyed upon the Native community. The companies cost the state over $2B in mostly fraudulent billing. Additionally AHCCCS has suspended or significantly delayed payment for claims under AHS insurance plan. Unfortunately, AHCCCS seemed to underestimate the actual need for services and forced mass homelessness of vulnerable Native community members. Non native people who were victimized by these centers had few problems finding alternate care because AHCCCS continued to pay for other Medicaid plans claims in the state. AIHS payment suspensions have resulted in the closure of agencies who provided culturally specific care. Now, Native people are being told to change to another plan so they can get to a provider. Possible catastrophic result: AIHS may cease to exist because services have become inaccessible. Federal funding intended for Native care will be dumped in the pot with standard Medicaid services and the resources for Native communities healthcare severely diluted.

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S&P: Medicare Advantage's growth a bad omen for hospitals - n8: and Many Health Systems Continue to Participate Under the Terms Dictated by the MA plans, Enabling this Abuse “Even beyond rates, MA adds more administrative and liquidity hurdles for providers. S&P pointed to MA plans’ “key strategy” of prior authorization requirements, which force providers to absorb associated refiling costs and sometimes keep patients locked in a longer hospital stay. That burden is exacerbated by insurers’ generally “high” denial rates, S&P wrote, which have led to instances where smaller providers without the resources to fight claim denials terminate their MA plan contracts and become more vulnerable to closure…. The report also notes that many MA plans have longer pay cycles than traditional Medicare. Combined with claims denials and payment uncertainty, the delayed reimbursement “can hurt cash flow and liquidity,” according to the report.” https://lnkd.in/g3-drT-S So it goes n8 #healthsystems #hospitals #valuebasedcare #medicareadvantage #valuebasedscam

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🩺💻 The Achilles Heel of Telehealth: Why Walmart and Village MD Stumbled 🩺💻 Walmart’s recent decision to shutter its entire healthcare division, including 51 physical clinics and its virtual care platform, sent shockwaves through the industry. This news, following the closure of Village MD clinics by Walgreens, begs the question: what went wrong with these seemingly promising ventures? 🤔 The Walmart Case: Walmart cited “a challenging reimbursement environment and escalating operating costs” as the reason for its exit. While convenient and affordable, their model struggled to compete with established healthcare providers and navigate the complex insurance landscape. 🏥💰 What Didn’t Work: Lack of Integration: The clinics operated independently, lacking deep integration with existing healthcare systems, which made patient data sharing and continuity of care difficult. 🔄📊 Focus on Price Over Value: While offering low costs, Walmart may have prioritized affordability over building strong patient relationships and personalized care. 💲🤝 Limited Scope of Services: The clinics primarily offered basic primary care, potentially failing to attract patients needing more specialized services. 🏥🔍 Models that Work: While Walmart’s venture faltered, other telehealth models are showing promise: Value-Based Care: Providers focus on preventative care and managing chronic conditions, potentially lowering overall healthcare costs and improving patient outcomes. 🌿🏥 Integrated Telehealth: Seamless integration with existing healthcare systems ensures smooth patient data sharing and a more holistic care experience. 🔄🔗 Specialized Services: Telehealth platforms that connect patients with specialists in specific fields, like mental health or dermatology, are proving successful. 🌟👩‍⚕️👨‍⚕️ Village MD Closure: Walgreens’ closure of 160 Village MD clinics highlights another challenge: ensuring the financial viability of these ventures. While Village MD focused on primary care, the high cost of acquiring and operating clinics might have outweighed the revenue generated. 💼💔 The Takeaway: Telehealth holds immense potential, but its success hinges on overcoming these critical hurdles. Building a sustainable model requires: Strong partnerships with established healthcare providers. 🤝🏥 Focus on value-based care and patient outcomes. 🌟📈 Integration with existing healthcare systems. 🔄🔗 Offering specialized services alongside primary care. 👩‍⚕️🔍 The recent closures serve as a cautionary tale, but they shouldn’t overshadow the potential of telehealth to revolutionize healthcare access and delivery. By learning from these missteps and focusing on sustainable, patient-centered models, the future of telehealth remains bright. 🌐🏥🌟 What are your thoughts? #telehealth #healthcare #technology #medicine #futureofhealthcare

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Big Win for Telehealth Providers! I’m thrilled to share a significant victory for Medicare providers delivering telehealth care, thanks to the latest CY 2025 CMS Physician Fee Schedule (PFS) proposal. The Centers for Medicare & Medicaid Services (CMS) has proposed to extend the flexibility allowing distant site practitioners to use their currently enrolled practice location instead of their home address through 2025. The American Telemedicine Association and ATA Action have been at the forefront of this important issue, urging for this crucial reprieve to support Medicare providers. This provision addresses critical compliance and security concerns associated with divulging home addresses. This step forward not only ensures the safety and privacy of healthcare providers but also reinforces our commitment to advancing telehealth services for Medicare beneficiaries. Here's to hoping this flexibility becomes a permanent fixture, safeguarding our dedicated practitioners and enhancing patient care. #Telehealth #Medicare #HealthcareInnovation #CMS #ATAAction #ProviderPrivacy #HealthcareCompliance Find out more:

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"As medical innovation continues to open doors to improving and extending life, it’s important that government programs that pay for care keep pace. CMMI was created over a decade ago and provided billions in funding and broad authority to find ways to save taxpayer dollars and improve health outcomes for patients. However, to date, it has little to show in demonstrated successful outcomes,” said Chairs Rodgers and Guthrie. “This hearing will give Members a chance to hear from the head of CMMI about the challenges to achieving their intended mission and consider whether Congress needs to step in to provide clearer direction or take other steps to ensure beneficiaries are best served.” Chairs Rodgers and Guthrie Announce Health Subcommittee Hearing on CMS Innovation Subcommittee on Health hearing titled “Checking-In on CMMI: Assessing the Transition to Value-Based Care.”  WHAT: A hearing to discuss the state of CMS Centers for Medicare and Medicaid Innovation.  DATE: Thursday, June 13, 2024       TIME: 10:00 AM ET   LOCATION: 2123 Rayburn House Office Building       WITNESS: Elizabeth Fowler, Ph.D, J.D., Deputy Administrator and Director, Center for Medicare and Medicaid Innovation, Centers for Medicare and Medicaid Services The hearing will be open to the public and press and will be live streamed online at https://lnkd.in/ewvQxgYm. If you have any questions concerning the hearing, please contact Emma Schultheis with the Committee staff at [email protected]. If you have any press-related questions, please contact Christopher Krepich at [email protected]. #CMS #ValuebasedCare #CMMI #healthcare #policy #VBC #healthcareleadership

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DaVita Kidney Care and Fresenius Medical Care continue to disappoint patients by focusing on profits over genuine healthcare solutions. Their push for Value-Based Care is presented as “patient-centered,” yet it’s a hollow attempt to cut costs and increase revenue at the expense of those they claim to help. While they boast about “momentum” and “transformation,” their actions show little commitment to improving patient health or transparency in care VBC may sound promising, but it’s still in its infancy, lacking adequate data to prove its effectiveness for complex, chronic conditions like ESRD. DaVita and Fresenius use VBC as a tool to reward insurance companies, physicians, and themselves. The reality? VBC keeps patients on a cycle of #dialysis, endless doctor visits, and medications without pushing for what truly matters—transplant referrals and preventive care. These companies claim to prioritize patients, yet their emphasis on “value” and efficiency pushes critical preventive measures, like transplant education and early intervention, to the side. Instead, they have patients locked in a treadmill of costly treatments, minimizing genuine pathways to independence and health Both companies promote dialysis as the core solution, while remaining shockingly silent on transplants. DaVita and Fresenius fail to educate patients on the long-term benefits of kidney transplants, nor do they invest in campaigns to increase awareness around prevention. The few, carefully crafted narratives they release are more about optics than patient health. It’s evident these companies care more about keeping patients dependent on in-center or home dialysis, which generates ongoing revenue, rather than empowering them to seek alternatives that could improve their quality of life If DaVita and Fresenius were truly committed to “patient-centered care,” they would be transparent with patients about the risks of long-term dialysis and actively promote transplant options. Yet, they cling to VBC as a financial strategy, using it as an excuse to cut services, limit patient-provider interactions, and reduce the scope of treatments available. Patients are reduced to data points, with their worth measured not by their health outcomes but by the revenue they generate DaVita’s leaders pose for photos and push VBC as if it’s a groundbreaking approach, but the reality is that patients can see through this façade. Patients are becoming more informed about VBC, and they’re realizing that it prioritizes profits, not health. While these executives pat themselves on the back for “improving” healthcare, they’re really pushing patients deeper into dependence, keeping them from accessing real preventive care What’s even more disturbing is the lack of transparency and accountability from DaVita’s leadership. Patients, families, and advocates have raised legitimate concerns— Yet DaVita routinely ignores or censors these criticisms Misha Palecek Javier Rodriguez Andy Pate #NoMorePhotoOps

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