As 2021 approaches, forward-looking healthcare leaders are doing what they do best — preparing their teams for what could come next knowing that their strategic plan has changed vastly. In October 2020, Becker’s Hospital Review and Guidehouse convened an advisory call with several industry leaders to discuss the lasting effects of the COVID-19 pandemic on healthcare.
Advisory call participants:
Timothy Kinney, Partner, Guidehouse
Ketul J. Patel, CEO of Tacoma, Wash.-based CHI Franciscan and President of the Pacific Northwest Division of CommonSpirit Health
Lisa Replogle, Vice President of Finance at Scottsdale, Ariz.-based HonorHealth
Ian Stewart, Managing Director, Guidehouse
David Verinder, President and CEO of Sarasota (Fla.) Memorial Health Care System
Jeffrey L. Weinstein, Executive Director and CEO of Flemington, N.J.-based Hunterdon HealthCare Partners
The leaders who participated in the advisory call represent organizations where resolve and adaptability are on full display. In the Pacific Northwest Division of CommonSpirit Health, for example, providers conducted 11,500 virtual urgent care visits and more than 125,000 virtual clinic visits in the first six months of the pandemic. These figures represent vast increases in telehealth services and are indicative of the organization’s willingness to change.
Big questions that remain
The conversation shifted to concerns and considerations for the possible lasting influence the pandemic will have on the business and delivery of patient care, across five key areas:
What will telehealth look like beyond the pandemic?
What’s in store for acute care?
What will workforce optimization look like post-pandemic?
Can value-based care facilitate revenue recovery?
How will providers and patients navigate price transparency?
Resolve amid uncertainty
COVID-19 hit healthcare providers hard in various ways. As the pandemic continues, uncertainties linger, and future challenges await. However, healthcare is an industry accustomed to adapting to disruption and change.