health-care system

Humana’s Dr. Colette Edwards writes in Becker’s Hospital Review that “there is much promise to make (1) higher quality, (2) medically appropriate, (3) cost-effective, (4) person-centered holistic care a reality – without burning out clinicians!”

Edwards, who is Director, Associate Well-Being Experience, Associate Well-being Experience and Insights, offers four “leadership hacks” – related to honest leadership, self-reflection, diversity and human connection — to overcome these tumultuous times in healthcare.

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Humana has again earned top Gold status in the American Heart Association’s Workplace Health Achievement Index, a self-assessment scorecard that measures the comprehensiveness and quality of a company’s workplace health program, and the overall heart health of its employees.

The index, produced by the Association’s Center for Workplace Health Research and Evaluation, measures multiple organizational best practices and compares that data across peer companies. Humana scored in the 99thpercentile overall among over 1,000 companies, demonstrating excellence in multiple best-practice areas – including leadership, communications, programs, engagement and partnerships.

This is the second year that the AHA has offered Gold-level recognition, and the second year that Humana has been honored.

“Humana employees have embraced the common cause of well-being, and together we’ve achieved a heightened sense of purpose, belonging, health and security,” said Tim State, Senior Vice President of Associate Health and Well-being at Humana. “There’s tremendous energy and power that comes from thousands of unique and personal well-being journeys evolving into a social movement we share. That’s the Humana community, and we’re proud of our commitment to better care for ourselves, our peers and our customers.”

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Humana and the University of Houston have announced a long-term strategic partnership to train the health care leaders of tomorrow with a focus on advancing population health, improving health outcomes and expanding the use of value-based payment models.

Together, the two organizations will create the Humana Integrated Health System Sciences Institute at the University of Houston, which will unite the university’s new College of Medicine, as well as the existing colleges of Nursing, Pharmacy, Social Work and Optometry. A $15 million gift over 10 years from Humana will help defray start-up and operational costs for the College of Medicine, as well as fund endowed chairs for each of the five colleges.

The strategic collaboration is designed to graduate physicians, nurses, pharmacists and other health care professionals who are trained in population health and have a propensity for primary care and for working with the underserved.

“This is an investment in the future of our health care system, which depends on clinical leaders who understand concepts like population health, the importance of social determinants of health and the need to emphasize value over the volume of health care services provided,” said Humana Chief Medical Officer Dr. Roy Beveridge. “The University of Houston is an ideal partner to continue Humana’s integrated care delivery evolution because we share a vision for addressing these imperatives and for caring for individuals in underserved communities with the greatest health needs.”

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Humana uses “the power of the value-based care reimbursement model to support physician practices in keeping their patients with Medicare Advantage (MA) in their homes and out of the hospital,” according to Dr. Roy Beveridge, Humana’s Chief Medical Officer.

Dr. Beveridge recently wrote an article for Home Health Care News, citing the importance of coordinated care and services like Kindred at Home and Humana at Home.

Imagine a member named “Carol,” he wrote, “a 72-year-old widow who lives alone.”

“The last time Carol was discharged from the hospital, she had no clear follow-up plan. Days passed before her home-care company helped arrange for her to see a doctor, which left her unsure if she was taking the right medicine or if symptoms that arose were expected or warranted a return to the hospital. There was no hand-off. Her care team didn’t receive important data — like her medical history, list of medications, or personal circumstances that could hinder her health.

“Humana and Kindred are a powerful duo and have the ability to transform home health care,” he wrote. “Together, through post-acute visits, care coordination, clinical services, technology, and data and analytics, we’re able to extend the physician and their practice so Carol and others are able to stay where they want to be — at home.

“It’s the difference between Carol feeling alone on an island and feeling secure in her home. It’s the difference between Carol feeling anxious in her ability to care for herself and feeling supported by a care team that can get her close to her physician whenever she needs it.”

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Health care leaders need “to acquire new skills, talents, and capabilities as we lead new and expanded teams of people in the treatment of patients,” according to two Humana leaders writing for Managed Healthcare Executive.

Dr. Roy Beveridge, Humana’s Chief Medical Officer, and Dr. Meredith Williams, Lead Medical Director, wrote about effective leadership styles in a value-based reimbursement model, where success is measured in better health outcomes for chronically ill patients.

Physician leaders must encourage collaboration, increase transparency, practice humility, be curious and mindful of others’ expertise, and provide inspiration and motivation.

“Over the past decades, we’ve expanded whom we work with, but we haven’t fundamentally changed how the team functions to best support the care of the chronically ill,” they wrote. “For people to work together differently, we need a different style of leadership. Research from the NHS Institute for Innovation and Improvement shows that clinicians want to be led by clinicians. If physicians want to lead in the value-based world, we need to get a team working together to achieve something that’s superior to what we would have achieved on our own.”

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