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.”

Read the article here.

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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.”

Read the full article here.

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“In the event of a loss of cabin pressure, be sure to put your oxygen mask on first before assisting others.”

You’ve heard some variation of these words if you’ve flown on a plane. It basically means you need to take care of yourself first before you can help anyone, or you’ll be of no help to anyone.

Yet it’s a concept that, unfortunately, is a challenge for providers and caregivers in health care. Many are working longer hours and have greater workloads. The increasing demands of increasing chronic conditions, the aging population and demands on daily lifestyle are making it harder for us to take care of ourselves.

When employees find that they are faced with new responsibilities of providing care to a family member or friend, things just get tougher. And with 10,000 baby boomers every day turning 65 and inching toward retirement, the American workforce is going to have its lack of time challenged even more by caregiving.

A second job

According to the Family Caregiver Alliance, “34.2 million Americans have provided unpaid care to an adult age 50 or older in the last 12 months. And this recent article — “America Is Running Out of Family Caregivers, Just When It Needs Them Most” – details the challenges of the people who need care:

•   “Their (Americans reaching retirement) median incomes, including Social Security and retirement fund receipts, haven’t risen in years. They have high average debt, some incurred from taking care of their own aging parents. And if they’re counting on family to care for them, too, they may well find their families too small and far-flung to meet the task.”

Similarly, there is another group that is critical in addressing caregiving: the physicians and clinicians who deliver clinical aspects of care.

And are they putting their own oxygen masks on first?

Physicians and clinicians need more help

According to a recent study of nurses, “nearly all respondents (92 percent) had moderate, high or very high levels of work-related stress” and “69 percent of respondents reported no regular exercise.” On the physician front, it’s even more alarming. One study found that 90 percent of physicians were not willing to recommend their profession in health care.

The frustration and struggles voiced by physicians and clinicians could not come at a tougher time. Given the large number of people entering retirement, we simply won’t have enough physicians and clinicians to meet the needs of the exploding boomer population, within current care models. Even with promising technology and new care settings like in the home, covering the expected shortages of clinical talent will be a real stretch.

Physicians and clinicians are already struggling, and they need support now. And the first steps can be taken with employers.

Employers in the health and well-being space can help create a more positive future for physicians and clinicians. For example, at my company Humana, we’re focusing on building a culture where our physicians and clinicians can thrive – personally and professionally. We want to fully empower their efforts to have successful careers, make an impact in the lives of those served, and truly be supported in their own health and well-being journeys.

Today, we directly employ or have received direct support from approximately 8,200 clinicians (e.g., physicians, nurses and other clinical positions) who serve our 3.5 million Medicare Advantage members and others.

We also just finalized an ownership stake in Kindred at Home and Curo Health, who also employ thousands of nurses. Over the next few years, we expect clinical talent like physicians, nurses and pharmacists to become a very significant portion of our workforce.

Moving in the right direction

Employers like us who envision a renewed, world-class experience for clinical caregivers need to make it easier for physicians and clinicians to do their important work. Guided by listening and learning from the front lines, we’re focused on simplifying workflows and a new generation of care technology. Things that make it easier to provide care and clinical expertise also decrease added stress and help clinicians better fulfill their personal purpose: helping people. Professional growth opportunities that develop newly evolving skill sets and broaden learning are also helping prepare the workforce for the needs of the future.

The oxygen mask starts, however, with helping clinicians improve their own personal health and well-being. The American Heart Association has recognized our efforts in that area, and bestowed upon us the Workplace Health Achievement Index gold award. According to the AHA, our performance was assessed on the basis of evidence-based strategies and scientifically validated measures of health among 200 clinical companies and roughly 1,000 others.

Yet despite the success we have achieved this early in the game, we know it will take years to reach our goal. We also need to pay special attention to the roles that employees play as family caregivers. As an example, we’ve recently provided an additional benefit of two weeks of paid caregiver leave to our associates, and formed a network resource group where family caregivers can connect and share mutual support. It’s not easy for anyone to navigate today’s complex, disconnected health care system, especially given the lack of time and resources they have when it comes to their full-time jobs.

We’re at a critical time in health care. Everything must not rest solely on the backs of physicians and clinicians; employers need to ensure that their cultures support clinical talent where applicable and support employees who are called on to provide care. For the U.S. to retain its competitive advantage, we need to support and strengthen those who care for our loved ones.


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At Humana, one way we improve the health of our communities is by thriving together with our health care partners.

Iora Primary Care, a Humana health care partner, focuses on providing primary care designed specifically for the needs of people 65 and older on Medicare. The staff at each Iora location takes the time to understand their patient’s needs, addressing health care holistically and demonstrating a strong, healthy commitment to overcoming health barriers.

Humana recently released its 2016-2017 Corporate Social Responsibility (CSR) Report, detailing our efforts to be a good corporate citizen. To bring our Healthy People, Healthy Planet, Healthy Performance pillars to life, we created a series of videos highlighting our CSR work to improve health and well-being.

In this video, Dr. Miki Crane, the Practice Medical Director at a Tucson, Arizona, location, explains Iora’s approach to health care and how Iora’s partnership with Humana shapes the level of care she’s able to give her patients. Humana’s health care partners like Iora demonstrate a healthy commitment to supporting local communities along their well-being journey.

We want to hear from you! What’s your healthy commitment? Post on social media, tagging Humana and telling us about your healthy commitment. And, please share this video featuring Iora’s Dr. Miki Crane.

To learn more about Humana’s CSR efforts, read the 2016-2017 CSR Report.

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Fortune highlighted Humana and the company’s Bold Goal work in its fourth annual list of companies doing the best work to “help the planet and tackle social problems.”

“The health care system might work better if it did more to keep people healthy,” Fortune wrote. “Humana is testing that idea with Bold Goal, an effort to reduce ‘unhealthy days’ among plan members by tackling hurdles such as loneliness, food insecurity, and transportation barriers. Humana has recorded health gains in Baton Rouge and New Orleans, among other cities, since Bold Goal launched.”

Read the Fortune report here.

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