By Chad Tingle

As we emerge from a post-pandemic life, we have to learn from the past to make the most of our future, and there is no better way to embrace and promote the future than using video and the power of storytelling and messaging.

You can have everything you ever dreamed of, but if you’re not healthy, then none of it matters. The advances in healthcare have been extraordinary. Procedures that would have kept someone in the hospital for days are now outpatient procedures. Big Pharma, while usually perceived as the enemy, continue to develop life-saving vaccines and medicines. The vaccine message is undoubtedly a forward-facing message and what most companies think of when they think of a video, but a video message is so much more than a commercial.

The importance of video messaging and storytelling is on full display with the urgent need to inform the public on the importance of getting vaccinated. If using the power of video is the choice to reach the public with an essential and life-saving message, you should also be able to imagine what the power of video can do for your hospital, healthcare group, or company.

• It’s a resource for Human Resources to train and educate.

• It’s a way to communicate effectively with internal departments.

• It’s a way to document and memorialize a period.

• It’s a way to capture life-changing moments.

• It’s a way to show you are part of the community.

• It’s a way to advertise and market.

By remembering our past, we can learn from our mistakes and use what we have learned for a better and healthier future. Video messaging and storytelling allows us to propagate the importance of healthcare and the importance of the healthcare industry.

Crown Street Films is uniquely positioned to help any business operating in the healthcare field show both the public and the support staff the commitment your company has made to improving people’s quality of life.

For more information, contact Chad Tingle at (305) 794-7201 or chad@crownstreetfilms.com.




By Chad Beste and Vin Phan

Chad Beste
Vin Phan

Following the COVID-19 pandemic, many U.S. healthcare providers are emerging in a weakened state financially. As pandemic-related federal grants and subsidies sunset, what strategies must providers take to ensure they’re financially secure going forward? Some options include M&A, partnerships and even restructuring for those hit hardest., However, M&A and partnerships not only offer a chance to be financially healthy, but they also present healthcare providers with an opportunity to accelerate and scale digital transformation plans, including telehealth capabilities.

COVID-19, Challenges and Opportunities Within the U.S. Healthcare System

COVID-19 presented a new risk that organizations hadn’t considered before. While the pandemic is now under control, future variants or new zoological diseases could present a risk that providers are unprepared for. Some organizations may evaluate their risk and conclude they need to consolidate to be better prepared for future challenges. According to BDO’s 2021 Healthcare CFO survey, 28% of healthcare CFOs are considering a merger in 2021, 24% are considering a joint venture, 20% are considering selling to another organization and 17% are considering acquiring another organization.

The pandemic also forced healthcare providers to adopt telehealth overnight as in many cases, patients could no longer come in for a doctor’s visit or therapy session. Payers like Medicare and insurance companies also significantly loosened the rules for telemedicine during the pandemic. And while some of these payments will remain, it’s likely new regulations around patient data, privacy and guidelines around how and when to use telehealth will be put in place. According to BDO’s 2021 Healthcare Digital Transformation Survey, 75% of healthcare organizations reported they were investing in telemedicine to improve the patient experience in 2020—that’s up from just 42% in 2019. Many of these organizations are looking to find the right vendor to improve their capabilities, but some may be interested in acquiring or partnering with a telehealth start up.

How Consolidation Could Help Drive Digital Transformation

The pandemic forced many healthcare organizations to see the need for telehealth, and many are now looking to enhance their current capabilities. The timing for this self-identified “need” couldn’t be better as there are a substantial number of private equity related groups that have raised massive amounts that now need to be invested. Additionally, the increased “supply” of money is actually greater than the “demand” for funds which is leading toward escalating valuations, which in turn draws additional interest thereby creating an ideal environment for organizations to help drive their digital strategies in 2021 and beyond.

Beyond telemedicine, consolidation can also help healthcare organizations develop their data analytics maturity and AI capabilities. Healthcare organizations are lagging when it comes to data analytics, as currently, only 24% of organizations use advanced analytics. While some healthcare organizations are still uncertain about how data analytics can drive success, in the coming years, we’re likely to see more interest in consolidation and partnerships to advance data analytics, across both the clinical and financial side of organizations.

Finally, AI has garnered significant interest from the healthcare industry in recent years. While current AI opportunities are more centered in revenue cycle optimization, the long-term benefit will be how AI transforms clinical care and patient outcomes. As the technology continues to demonstrate its ability to transform care, growing interest and a necessity to adopt will propel consolidation in order to deploy AI at scale.

Now Is the Time to Partner or Pursue M&A

With telemedicine, AI and data analytics poised to transform healthcare in the coming years, now is the time for healthcare organizations to look for the right partner, acquisition, or buyer to help them advance and scale their digital transformation. With vast amounts of cash available at PE firms, buyers are eager. And as the pandemic subsides organizations will need to reduce risk, so they’re prepared for future events, while also advancing and scaling telehealth, as patients, payers and regulators look to use this care model to reduce costs and improve patient outcomes.

Chad Beste is Principal, Healthcare Advisory, and Vin Phan is Partner, Healthcare Transaction Advisory Services, BDO USA LLP.

Contact:

Alfredo Cepero, Managing Partner

305-420-8006 / acepero@bdo.com

Angelo Pirozzi, Partner

646-520-2870 / apirozzi@bdo.com




By Vanessa Orr 

As a pharmaceutical sales representative, Stephen C. Quintyne, FACHE, saw firsthand the difference that behavioral health professionals could make in the lives of patients. And while he worked in other areas of healthcare, including at a med-surg hospital, he felt drawn to try to help this underserved market. 

“Though I originally stumbled into the behavioral health field when I was working in pharmaceutical sales visiting psychiatric facilities, prisons and long-term state hospitals, as I learned more about this niche I was attracted to what I saw as an area that had been lacking in resources for a long time,” he explained. “I wanted to advocate for patients to get them the help that they needed. 

“There is kind of an underdog feel to working in the behavioral health field because it has been so underserved, but now that more people are talking about the importance of behavioral health and it is getting more news coverage, I hope to see more funding and resources put toward these patients,” he added. 

After earning his undergraduate degree at the University of Florida and his MBA at the University of Miami, Quintyne worked in a variety of positions for Universal Health Services Inc. (UHS), including serving as the director of business development, COO and CEO at a number of their facilities, including The Vines Hospital in Ocala. It wasn’t until he left UHS to take a job outside of behavioral health that he realized how much he missed it.  

“When the opportunity came up to rejoin UHS as the CEO of Coral Shores Behavioral Health in December of last year, I couldn’t pass it up,” he explained, adding that while there are many challenges in behavioral health, there are opportunities as well. 

“One of the biggest challenges is finding people who are passionate about our patient population; this field isn’t for everyone,” he explained. “It’s gratifying when you can find people who love this job and can give them a good place to work where they have the resources they need.” 

He added that there’s a huge opportunity for specialty programing in the behavioral health field, such as the children’s intensive outpatient programs that will soon be offered at Coral Shores. He also hopes to see an increase in outpatient programming, which would benefit patients by providing opportunities for them to follow up with providers after they leave the hospital. 

As a fellow of the American College of Healthcare Executives (ACHE), Quintyne said that he is constantly looking at the ‘big picture’ in healthcare to assist him meeting the needs of this underserved population. 

“I really enjoy the opportunities that ACHE provides in education, career development and networking, whether I’m meeting other behavioral health professionals or those in different areas of healthcare,” he explained. “Managing a specialty hospital, it pulls me out of my zone to see what’s going on in healthcare in general, and gives me a better grasp of the overall industry.” 

While the fellowship path was demanding, Quintyne said that it was important to his mission of making a difference in behavioral health.  

“It shows my commitment to my profession, my career, to ACHE and to continuing education moving forward,” he said. 




FAU Schmidt College of Medicine Commentary Published in ‘The American Journal of Medicine’

Vaccines to prevent common and serious infectious diseases have had a greater impact on improving human health than any other medical advance of the 20th century.

Alarmingly, in the United States today, vaccination rates are higher in the general population than among health care workers. In fact, according to a WebMD and Medscape Medical News analysis of data collected by the U.S. Department of Health and Human Services from 2,500 hospitals across the country, as of the end of May, only 1 in 4 hospital workers nationwide who have direct contact with patients had received even a single dose of a COVID-19 vaccine. According to the U.S. Centers for Medicare and Medicaid Services, 59 percent of staff and 80 percent of residents in nursing homes are vaccinated.

Charles H. Hennekens, M.D., Dr.PH,

In a commentary published in The American Journal of Medicine, Charles H. Hennekens, M.D., Dr.PH, a world renowned preventive medicine and public health academician from Florida Atlantic University’s Schmidt College of Medicine, and his collaborator, address the clinical and public health challenges as well as ethical implications for health care workers to achieve high levels of vaccinations to protect themselves, their coworkers and the general public from COVID-19. The urgency derives from the fact that cases are already increasing in all 50 U.S. states and the majority are due to the Delta variant, which is far more transmissible and likely to be a harbinger of newer variants resistant to the vaccines.

The authors say that currently in the U.S., COVID-19 is largely an epidemic of the unvaccinated. Thus, health care workers who reject the vaccine greatly increase their risk of becoming infected. They may then expose their patients, families and fellow citizens to COVID-19. Some hospitals and clinics are now requiring COVID-19 vaccination as a mandatory condition of employment. Ironically, virtually all health care workers would seek effective and safe therapies for any communicable or chronic disease. Most routinely accept major surgery and sometimes toxic chemotherapy and/or radiation therapy for cancer.

“On a daily basis, we try to prevent and treat illness based on a sufficient totality of evidence that allows rational clinical decision making for individual patients and policy making for the health of the general public,” said Hennekens, senior author, first Sir Richard Doll Professor and senior academic advisor, FAU’s Schmidt College of Medicine. “At present, in the U.S., health care workers and the general public should be acutely aware that these vaccines provide the best opportunity to combat COVID-19.

Rejection of the COVID-19 vaccine by health care workers poses an ‘ethical quagmire,’ because levels of protection far exceed those of the influenza or pneumococcal vaccines, which have been widely accepted by the vast majority of adults, including health care providers.”

The authors also emphasize that perhaps the greatest reassurance to health care workers should be that less than 5 percent of those receiving the COVID-19 vaccine become infected, of which, perhaps 94 percent will not transmit the virus to others. In addition, the side effects of the COVID-19 vaccine are far less than from the vaccine for influenza. Specifically, serious side effects from the COVID-19 vaccines occur in the range of one per million doses.

In the commentary, the authors also highlight the significant differences between COVID-19 and influenza. Mortality rate from COVID-19 is about 30 times higher; and a positive COVID-19 patient is likely to transmit to about six people compared with one or two for influenza. The efficacy of COVID-19 vaccines are 95 percent, significantly higher than for conventional influenza vaccine. COVID-19 vaccines offer almost complete protection against hospitalization, admission to intensive care units and death.

The authors also emphasize that in 2021, collegial, collaborative and coordinated efforts of academia, industry, federal, state and local governments. as well as regulatory authorities in the U.S. led to the almost miraculous development of effective and safe vaccines that have been widely distributed in record times. Most vaccines take up to a decade or longer to develop and prove their efficacy and safety whereas multiple effective and safe COVID-19 vaccines have been developed and widely distributed throughout the U.S. in less than one year.

“The war on COVID-19 is being fought most successfully, valiantly, and selflessly by health care workers in hospitals who are doing the most good for the most patients, while placing themselves and their loved ones at increased risks from exposure from their patients,” said Hennekens. “As competent and compassionate health care professionals, we must redouble our efforts to promote evidence-based clinical and public health practices that should include vaccination of all U.S. health care workers.”

Dennis G. Maki, M.D., professor of medicine, director of the COVID-19 Intensive Care Unit and an internationally renowned infectious disease clinician and epidemiologist from the University of Wisconsin School of Medicine and Public Health, is first author. Maki and Hennekens served together for two years as lieutenant commanders in the U.S. Public Health Service as epidemic intelligence service officers with the U.S. Centers for Disease Control and Prevention (CDC). They served under Alexander D. Langmuir, M.D., who created the Epidemic Intelligence Service (EIS) and Epidemiology Program at the CDC, and Donald A. Henderson, M.D., chief of the Virus Disease Surveillance Program at the CDC in the 1960s, both of whom made significant contributions to the eradication of polio and smallpox. The authors note that today, many responsible and knowledgeable authorities in the U.S. have opined that widespread vaccinations were instrumental in the eradication of smallpox and polio.

For having saved more than 1.1 million lives through his discoveries, in 2012, Science Heroes ranked Hennekens No. 81 in the history of the world, ahead of Jonas Salk (No. 83) who developed the polio vaccine.




By Elyce Bishop, MSN, RN

The honorable men and women of the United States Armed Forces and their families have answered our country’s call to serve with dedication, courage and sacrifice.

An estimated 22 million active duty service members and veterans are currently living in the United States. With the addition of their dependents and family members, that total is nearly 70 million. As a society, we have incurred a moral obligation to care for these individuals that have sacrificed so much with reverence, compassion, and true understanding. We know that this population has unique health concerns and are in need of competent, accessible and culturally sensitive primary and specialty care services.

In order to properly address the holistic needs for this population, we at Holy Cross Health are proud to give back to those who have given so much for us through our Military and Veterans Health Program (MilVet). Providers, clinicians and staff have undergone training to understand and correctly respond to the health concerns and challenges specific to this military community.

The goal of this program is to provide military service members, veterans and their families convenient access to high-quality, culturally sensitive, people-centered health care services that meet their specific needs.

It’s vital that providers and staff are trained and educated in military and veterans health. The training and education program is designed to help providers understand and respond to the health concerns and challenges specific to the military community. In training, we review:

• understanding military culture, including the nuances of various military service branches;

• key illnesses, injuries and occupational exposures associated with military service and military deployments; as well as mental health disorders like PTSD, addiction, and sleep disturbances

• the effect of military service and deployments on family members; and

• how to provide competent and compassionate care for current and former female and LGBTQ service members

Active work for the Military and Veteran Program at Holy Cross Health has been underway since July 2019. The MilVet Program launched publicly in March of 2020, and as the COVID-19 pandemic reached Florida, the focus our work at Holy Cross changed drastically. We are proud to have the in-person cultural competency training underway again and have trained over 1,000 clinical and non-clinical colleagues.

We must take care of the 80-85% of veterans that do not get their care at the VA. Veterans want to be understood and communicated with effectively. It’s more than just ‘thank you for your service,’ it is also delivering to them patient-centered care that keeps their sacrifice at top of mind. There are gaps in clinical care needs and as a community we need to step up to fill those gaps. That’s what programs like MilVet accomplish.

Making sure the healthcare team is aware of the presence of a service member, veteran and/or family members during the patient registration process, the program has created and is supplying patient bracelets, patient room magnets, special badge clips and military branch flags/posters.

We owe this focused care to our veterans and their families who have selflessly sacrificed for our country. Holy Cross Health endeavors to be active and former service members trusted health partner for life.

Elyce Bishop, MSN, RN is a proud Navy spouse, FirstChoice Float Pool Nurse Manager and MilVet Program Champion and Trainer at Holy Cross Health. She can be reached at (954) 776-3215 or elyce.bishop@holy-cross.com.