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munity that deliver integrated care. These partnerships reward providers for improving outcomes and patient experiences, all while managing cost.
Now, as one of only 32 Pioneer Account- able Care Organizations (ACOs) in the nation and the only Pioneer ACO in New York State, our programs help overcome the challenges of fragmented care by supporting people
in living healthier lives. An initiative made possible by the ACA, ACOs are groups of doctors, hospitals, and other health care pro- viders, who come together voluntarily to give coordinated high quality care to the Medicare patients they serve. The Pioneer ACO model is specifically designed for health care organi- zations and providers that are already expe- rienced in coordinating care and supports these organizations in taking responsibility
for the care of larger patient groups, keeping them healthy and helping to hold down costs. While there will always be a need for specialty care, ACOs are responsible for ensuring people receive the right care at the right time so that they can maintain optimum health.
The ACA is a major step on the path to comprehensive healthcare reform. Through it, more Americans will have healthcare cover- age. And ACOs and other innovative pay- ment models will nurture a more coordinated healthcare system that encourages doctors to work together for the benefit of patients.
At Montefiore, we are prepared to lead the nation in this fundamental change by pair- ing the best clinical practices with a strong patient-centered delivery system, increasingly leveraging the strengths of community-based physicians and other healthcare providers for the benefit of patients throughout the region.”
NORTHERN WESTCHESTER HOSPITAL
Joel Seligman President and CEO
“Health care reform
is continually in the news and with good reason. One of the key objectives is to reward efficient, high quality care that emphasizes prevention, in order to drive quality up and
push costs down. In order to accomplish this, healthcare providers must create a ‘system of care’ that enables them to clinically integrate and more efficiently share patient information with each other. As basic as this may sound, for the first time computer systems at various care providers located in different areas are ‘connecting’ and sharing more comprehen- sive patient medical information.
This ‘connectivity’ will be especially important as access to healthcare improves for millions of patients who have had dif-
ficulty obtaining affordable healthcare. A large expansion of health insurance coverage will occur by providing individuals access to insur- ance market exchanges. For the first time, patients will be able to directly obtain afford- able coverage, without regard to pre-existing conditions and without having to rely upon their employers for coverage.
As reform continues to evolve, it’s impor- tant for everyone to realize that they are healthcare consumers and have the respon- sibility to help keep their health care costs down. When patients have a greater under- standing of the options available they can become proactive in their health and wellness decisions. Through greater efficiencies, bet- ter communication between providers, and a broader focus on wellness and prevention, we can reduce healthcare costs, improve quality, and provide an even higher standard of care for our patients.”
PHELPS MEMORIAL HOSPITAL CENTER Keith F. Safian, FACHE President and CEO
“Healthcare regulatory changes will have signifi- cant effects on hospitals in New York. For Phelps Memorial Hospital Cen- ter in Sleepy Hollow,
the Affordable Care Act (ACA) and other adopted Medicare and Federal
Medicaid cuts on hospitals will result in an $80.3 million loss in reimbursement over the next 10 years. Medicare cuts under consider- ation on Capitol Hill would increase the hospi- tal’s loss in revenue by another $7.4 million. On the positive side, ACA has provisions that should bring newly insured patients to the hospital and our physicians in 2014. However, although documented aliens are covered by the ACA, the majority of the uninsured in our area are undocumented aliens who are not eligible for coverage under the ACA.
Cuts of this magnitude are devastating to a hospital like Phelps. Aggressive steps have already been taken to begin to add programs and services that will help offset the damage due to these cuts. Phelps will be looking for ways to safely reduce operating expenses, including innovative group purchasing initia- tives that will offer new economies of scale. We outsourced our purchase of electricity from ConEd to another company, which saved us $230,000 annually. Additionally, bid- ding and consultant negotiations permitted us to lock in our price for heating oil, resulting in a savings of $12,000 over three months.
Despite these destructive reimbursement cuts, Phelps is committed to continue to expand our medical staff throughout the next several years to meet the growing healthcare needs of our community. Phelps initiated a
new residency program this year that will produce six new Family Medicine physicians each year. The first class will complete their training in June 2015.”
WESTCHESTER MEDICAL CENTER Michael D. Israel President and CEO
“WMC is positioning itself for the future. Orga- nizations and industries across the nation have been taking a serious look at the way they do business and adapting to meet the challenges of the current economic
situation. They are finding newer and often groundbreaking solutions to make their busi- nesses stronger and positioned to weather the economic storm and thrive in the ‘new normal.’
Westchester Medical Center is no differ- ent. With the support of our board of direc- tors, our senior administration and physician leadership, WMC has outlined a new strategic plan that addresses the challenges facing the nation’s healthcare industry head on. We are clear in our focus and mission to serve the region’s advanced care needs and protect and further the critical services that we pro- vide to the people of our region.
Perhaps the best example of this is our commitment to investing in the Medical Cen- ter, providing our staff with the resources, technology and environment required to do the fine work they do every day. Among the many advancements now underway in those areas most critical to our region’s well-being are the expansion of the region’s only Neuro ICU, which will add to the 134 ICU beds that exist on our campus today, and a second neuroradiology biplane suite – augmenting our already superlative care for traumatic brain injury, stroke, and other problems
deep inside the brain. We have also recently unveiled one of the world’s most advanced Hybrid Operating Rooms that will enable our expert interventional cardiologists, cardiotho- racic surgeons and vascular surgeons to work seamlessly to provide lifesaving care in one singular environment.
A significant commitment in growing
our subspecialty physician base has also been a focus. In just the past few years, we have recruited physicians and groups from leading centers across the U.S.-- nationally recognized leaders in cardiothoracic surgery, cardiology, endovascular and neurosurgery, radiology, trauma, pediatrics and transplant— to name a few. We ended the year setting
a record number of heart transplants, with WMC rising to one of the top centers in New York. We have also remained at the forefront of transplant procedures by performing life-
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