Yasmin Kazzaz

This is a problem.... a job ad - "...is seeking a Vice President of Human Resources. XX is a growing health solutions company in the Commercial Health Insurance and Government Contracting space seeking an HR leader to work side-by-side with the Executive Leadership Team to advance existing HR functions into a change agent for the company. Reporting to the CFO,..." HR should never report to finance. HR should report to the top executive in the company. If the top executive doesn't see it that way they are saying HR isn't important. And if the argument in favor of this arrangement claims HR lacks the skills, etc. to function at a level needed then hire someone with those skills; problem solved.

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#Data is a powerful tool in making informed #healthcare decisions, but it needs to be inclusive, standardized and widely shared to have a true impact. Earlier this year, the Federal Office of Management and Budget updated their Social Determinants of Health (SDOH) standards for the collection and categorization of race and ethnicity data for the first time since 1997, informed by direct input from stakeholders across diverse populations. Now, federal agencies are tasked with creating action plans to implement these new standards within 18 months. As we continue to work towards #HealthEquity, developments like these data standards will help address disparities across populations and better inform community outreach and patient engagement efforts. I encourage you to dive deeper into this topic discussed in a recent TechTarget article from Hannah Nelson. BCBSA’s Keysha Brooks-Coley, who’s quoted in the article, says it best: “We cannot manage what we cannot measure.” Check it out here 👉 https://lnkd.in/gx7EFYdb

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As a consultant I have the opportunity to observe team dynamics from the "inside." In the last six months I've observed a critical distinction between criticism-focused and solution-oriented workplaces. Environments steeped in criticism often breed tension, leading to fragmented teams and decreased productivity. In contrast, solution-focused teams thrive by collaboratively addressing challenges and emphasizing problem-solving over blame. Notably, solution-oriented teams demonstrate greater innovation, resilience, and success. This success is attributed to a culture of seeking solutions rather than assigning blame. By fostering creativity and value among team members, these leaders propel their organizations towards enhanced productivity, morale, and overall success. The transformative shift towards a solution-seeking culture isn't just about outcomes; it revolutionizes the entire work experience. So, don't just find the problem - be part of the solution. #TeamDynamics #ProblemSolving #Leadership #Productivity

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The layoffs at #texaschildrenshospital this week have reminded me of two key things: 1) Large healthcare institutions are great for their in-house resources and sheer scale of services they provide. They exist for a reason and are very needed in so many ways. The impact they have is profound! 2) Large healthcare institutions are notorious for their smoke and mirrors "we value you!" rhetoric and destructive practices that destroy culture & morale. Layoffs are inevitable. The impact they have is profound. The fact is, at any big business, you are totally replaceable. Period. Heck, I was the executive director in a prior role and was let go *during maternity leave* by the larger firm that had recently acquired our company. It was devastating beyond belief. Still not over it. These layoffs - especially when they affect the quality care of children who are now waitlisted - are heartbreaking and hit so close to home. So whether you're a new grad just starting your search or a seasoned clinician affected by the recent layoffs, PLEASE consider small business as your next choice! There are so many incredible clinician-owned & managed private practices across multiple settings who will truly value you. They'll make time for you. They'll listen to your suggestions and actually implement them. They'll appreciate you for the diversity you bring to their team and not just your billables. I don't know who will end up reading to the end of this post, but please know that your career doesn't define you, but the impact you have on your community - big or small - does. Sending so many of you my love! And if you're looking for a pediatric therapy position within a private practice setting, I'd love to meet you 💓

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Interesting... think of social capital as how folks work together in an organization. It's the trust, care, communication and respect stuff. It's a culture of "yes" when a colleague asks for your help. Unlike financial or human capital, it's value is not diminished by using it. Social capital drives success. The authors of this study used Press Ganey engagement surveys for their analysis, but any engagement survey will include similar social capital questions. How is your organization doing? As a leader, how are you driving a culture that supports social capital? Pretty interesting stuff.

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Here's another insightful blog post from my StarBridge Advisors colleague, David Muntz, entitled “Is HIT Strategic Planning Still Relevant for Providers?”. David writes about how adapting to a new approach to HIT strategic planning can bring many benefits to organizations. Great blog! https://lnkd.in/gNW7mZTM #HIT #CIO #Healthcare #StrategicPlanning

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Key Strategic Insights = A Successful OP CDI Program The challenge of value-based care starts with a collaborative approach, when launching an Outpatient Clinical Documentation Integrity (OP CDI) program. Here are some key strategic insights to success: 1. Engage with Population Health Understand Pain Points: Begin by understanding the specific challenges faced. This fosters collaboration. Tailored Questions: Use customized questions to facilitate productive discussions and ensure alignment with needs. 2. Effective Software Implementation Manage Patient (Pt.) Volumes: Implement software solutions to efficiently handle pt. volumes. OP CDI Calculator: Utilize a calculator to determine Full-Time Equivalent (FTE) needs. Data Analytics and Reporting: Emphasize the importance of continuous improvement via data analytics. 3. Workflow Creation Establish Robust Workflows: Create strong workflows before integrating reviewers. 4. Collaboration & Communication Promote Strong Collaboration: Encourage robust communication between key stakeholders. Leverage Software: Use technology to reduce physician burnout & streamline communication. 5. Patient-Centered Approach Address social determinants of health (SDOH) & ensure accurate documentation of conditions and care plans. Patient Outcomes: Keep patient care at the center of all doc. & workflow processes. 6. Regulatory Compliance Adhere to Guidelines: Follow regulatory requirements such as CMS guidelines on Hierarchical Condition Categories (HCC) coding to avoid penalties and enhance credibility. 7. Measurable Outcomes Set Clear Goals: Aim for measurable outcomes like improved HCC recapture rates, enhanced RAF scores, better HEDIS measures, and addressing SDOH needs. 8. Stakeholder Engagement Involve All Stakeholders: Ensure that executives, clinicians, and other relevant parties are involved in planning and implementation process. Success Stories Recently, I helped several CDI directors validate their cases for OP CDI programs within Accountable Care Organizations (ACOs). By engaging with population health leadership, we identified key issues such as RAF gaps and HEDIS measures, and tailored processes to address them. For instance, a CDI director I guided successfully identified HCC and HEDIS recapture as their biggest pain points. With strategic solutions in place, they are now ready to implement the project for the 2025 budget yr., aiming to improve their HCC recapture rate by 20%, leveraging data analytics for outcomes and improvement needs. Benefits of Implementing These Strategies Align Risk Stratification: Properly align risk stratification with chronic conditions and healthcare needs. Quality Measures: Improve quality measures and address SDOH. Collaborative Team: Ensure success with a collaborative team supported by technology. Overall, these strategic actions will enhance patient care and operational efficiency. #Healthcare #Leadership #CDI #PatientCare #ValueBasedCare #HealthcareInnovation

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SNEAK PEAK(!) NEW #LEADERSHIP WEBSITE: Aligning Purpose with Service HUMBLED SERVANT: Next Summit has served clients since 2003, but I am no marketer (can you tell?!!). As a Consultant and Executive Coach, the process has to reflect the way I coach others. So…this is not about tactically “carving out a niche,” as much as it is a deeper discernment about finding where your gifts play and your passion is nurtured in service to others. THAT’s how I get to this point, announcing a website of all things—bear with me! REFLECTIVE INSIGHT: Folklore tells us that world-changing ideas can come from an apple dropping from the tree onto one’s noggin’…or, that you have to be kicked off the Freshman basketball team to build the internal fire that will someday make you the pro basketball G.O.A.T! How my own journey, being tested in the fires of organization transformation and change, should shape the messaging of the gifts and passion we share with our Next Summit clients…and seek to share with you. INTENTIONAL LEADERSHIP: I seek to foster a self-selected, self-managing community of growth leaders to see through the volumes of trends and studies, as well as beyond the postings here of leadership slogans and promoted “best practices”…To see beyond these things and find something which speaks to them individually, sparks a renewal of energy for driving change, and activates pathways to being the best leader they can be. Grab and go, take it or leave it, but when you take something, take it because it speaks to your own purpose in serving others, adopting a new mindset, or helping make new practices stick. Of course, sharing it with a peer or leader-friend who is struggling or seeking to grow would also be a great way to serve. Watch for FULL DETAILS here tomorrow (confession: I love Fridays)! In the meantime, you can look for the new form of my weekly posting of (FREE) Practical Leadership Guidance here, https://lnkd.in/gaYKA5RR  no subscription required! Stay Well, Be Great! TODD

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Give a listen! 🎙️ National Standards Group (NSG) Director, Michael Cimmino, talks on how HIPAA relates to Administrative Simplification and how NSG is addressing administrative burdens in the healthcare system. #HIPAA #HIM #Healthcare #HealthIT #HealthInformation #HealthInformatics #NSG #CMS

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HCA, Tenet profits spike in Q2: 10 things to know: HCA Healthcare and Tenet Healthcare, two of the largest for-profit health systems in the U.S., reported higher net incomes in the second quarter of this year than in the same period of 2023.  http://dlvr.it/TB3gTQ

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Coming Soon: New IDR Resubmission Process The Departments of Health and Human Services, Labor, and the Treasury (collectively, the Departments) are announcing a new process by which the Federal IDR portal will send disputing parties a unique webform to resubmit disputes that were originally improperly submitted, instead of receiving a request from your certified IDR entity. OVERVIEW OF THE NEW PROCESS Parties will have a new way to resubmit disputes that were originally improperly submitted. The new resubmission process will be automated in the Federal IDR portal and will streamline Federal IDR operations. Resubmission requests will come from the Federal IDR portal instead of from your certified IDR entity, and initiating parties will now have a unique web form they can access via a link in their resubmission email notification to complete the resubmission process. If a dispute you are a party to is eligible to be resubmitted to the IDR process, you will receive an email notification from [email protected]. If you initiated the dispute, the email notification will contain a unique link to a new form called the Notice of IDR Initiation – Resubmission web form and instructions on the next steps. Once this change is implemented, initiating parties will continue to have 4 business days from the date of the resubmission email notification to initiate the resubmitted dispute. As we get closer to launching this new process, the Departments will provide educational materials on how to complete the web form. QUESTIONS? Questions can be directed to the Federal IDR Questions mailbox at [email protected]

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#Resilience is not just bouncing back, but bouncing forward, stronger and wiser than before. In this TED Conferences discussion, resilience researcher Lucy Hone shares strategies to brave adversity and overcome life’s most challenging obstacles.

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A new toolkit from Essential Hospitals Institute, produced with support from The Robert Wood Johnson Foundation, spotlights essential hospitals’ efforts to plan for and build workforce equity through organizational change, align workforce equity with patient care, and measure progress toward equity goals. It includes tools, tips, and resources for hospitals at all stages of their equity journey to work toward system-level change and health justice.    Learn more about concepts for mitigating the critical hospital labor workforce shortage while building workforce equity and resilience. https://lnkd.in/gCaTCeya

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If you build it, will they come? I’ve heard countless organizations - #MA plans, #Medicaid plans, risk-bearing providers, vendors, PBMs, and retail players - say “we need to build the capabilities to XX”. Many are looking to vendors for solutions, but few vendors are ready to invest in new capabilities without contracts.  Anyone else sensing this (problematic) new conundrum? Here’s my quick take and a few ideas to break through this barrier. Many sales meetings are often held with functional departments, and often do not include the #MedicareAdvantage #StarRatings, #RiskAdjustment, #HEDIS, IT or P&L owners. We must collaborate to get those departments’ urgent needs integrated into new vendor purchases in order for new activities to meet new and emerging needs, remembering that: 🌟 Vendors are vital to your success.  🌟 Vendors operate in a more volatile environment than plans. 🌟 Vendors have smaller budgets than plans. 🌟 Vendors need signed contracts to make significant investments.   🌟 Vague RFPs waste vendors’ time and resources. Collaboration creates win-win contracts which expand capabilities of both parties. I encourage plans to: ✅ Ask vendors about their roadmap; including timing and certainty of planned enhancements. ✅ Include the #Stars, Risk Adjustment and #PartD teams in new vendor discussions. ✅ Consider adding a vendor's roadmap capabilities to contracts. ✅ Co-create with trustworthy vendors. I encourage vendors to: ✔ Ask about the customer’s unmet needs. ✔ Offer to co-create solutions to new and emerging needs with willing customers. ✔ Offer to accelerate roadmap capabilities with willing customers.   ✔ Articulate the things you would be willing to do if a customer would be willing to contract for it. This is a #MarketMakingMoment as #CMS has thrown down the gauntlet with #NewNeedsOfStars and #NewNeedsOfMA. This is a stellar time for vendors to review current and planned capabilities with a broader lens on new and emerging MA, #Compliance, Stars, #ECDS, #Interoperability, #HealthEquity, Medicaid & #SNP Aligment, and Risk Adjustment needs. If you need help, reach out to us.  #WhatGotYouHereWontGetYouThere  ⭐ ⭐ ⭐ ⭐ ⭐

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Could long-term leadership actually hinder an organization? I encountered this question while working at a rate-setting agency. During a meeting, a hospital CFO argued for a significant rate increase, pointing to their CEO's 40-year tenure as evidence of stable leadership. However, this prompted me to suggest that perhaps their organization had experienced 40 years of stagnant management instead. This moment highlights a crucial insight: ↳ Leadership longevity isn't inherently beneficial; it must be accompanied by continuous growth and adaptation. Always assess whether your leadership is driving change or merely maintaining the status quo. #OrganizationalGrowth #LeadershipMatters #ChangeManagement #InnovationInLeadership

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The topic of healthcare consolidation has been front-of-mind in the industry since I was cold-calling hospitals and getting hung up on most of the time. This article brought some of those old consolidation thoughts to the surface. It seems to me that we now have three primary types of healthcare organizations in the US: · For-Profit Entities: These organizations prioritize profit margins, often making business decisions that can overshadow patient care. · Non-Profit Healthcare Networks: Operating with a "no margin, no mission" mindset, these entities balance financial sustainability with their healthcare mission but increasingly resemble for-profit models. · Independent Providers: Focused primarily on patient care, these providers struggle against heavily armed sales forces from larger corporations. Consolidation does have the vain benefit of making me sounding smart by knowing anecdotal information about most of the health systems in the US. However, the topic is of healthcare consolidation is so complex that few of the ramifications have been fully considered. For-profit ventures as outlined in the article show how acquisitions can drive up costs without necessarily improving patient care. Even the M&A activity of large non-profit healthcare networks, which claim to enhance patient care while reducing costs, has shown a limited value other than increasing operating margins. This scenario leaves smaller, independent providers in a challenging position, often unable to compete or maintain their independence. If we continue down this path, which I might as well since my keyboard is warmed up, the disparity between large, profit-focused organizations and small independent providers will only grow, making it increasingly difficult for smaller entities to survive. It's imperative that stakeholders and regulators consider these imbalances during future consolidations request to ensure that quality patient care remains the priority. If we do not, entire segments like rural healthcare could become a thing of the past within 20 years. https://lnkd.in/exFXXXWP

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