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  11. <title>CSuite Solutions, LLC</title>
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  30. <item>
  31. <title>Closing of Haven &#8211; Key Take-a-ways For the Provider Segment of the Healthcare Industry</title>
  32. <link>https://csuitesolutions.com/healthcare-advisors/closing-of-haven-key-take-a-ways-for-the-provider-segment-of-the-healthcare-industry/</link>
  34. <dc:creator><![CDATA[Stewart Schaffer]]></dc:creator>
  35. <pubDate>Fri, 15 Jan 2021 13:22:25 +0000</pubDate>
  36. <category><![CDATA[Healthcare Advisors]]></category>
  37. <category><![CDATA[Direct to Employer]]></category>
  38. <category><![CDATA[direct to employer programs]]></category>
  39. <category><![CDATA[healthcare industry]]></category>
  40. <guid isPermaLink="false">http://csuitesolutions.com/?p=4097</guid>
  41.  
  42. <description><![CDATA[With the recent closure of Haven, a joint venture between Amazon, Berkshire Hathaway and JP Morgan, I believe there are some key take-a-ways for the provider segment of the healthcare industry. First, while technology, money and influence can be a huge help, they are not the only requirements for successful direct-to-employer (DTE) programs. &#160;Second, coming [&#8230;]]]></description>
  43. <content:encoded><![CDATA[
  44. <p>With the recent <a href="https://www.foxbusiness.com/lifestyle/haven-amazon-jpmorgan-berkshire-hathaway" class="rank-math-link" rel="noopener">closure of Haven</a>, a joint venture between Amazon, Berkshire Hathaway and JP Morgan, I believe there are some key take-a-ways for the provider segment of the <strong>healthcare</strong> industry.</p>
  45.  
  46.  
  47.  
  48. <div class="wp-block-image"><figure class="aligncenter size-large is-resized"><img fetchpriority="high" decoding="async" src="https://a57.foxnews.com/static.foxbusiness.com/foxbusiness.com/content/uploads/2021/01/720/405/Bezos-Warren-Buffet-Jamie-Dimon-.jpg?ve=1&amp;tl=1" alt="" width="446" height="252"/></figure></div>
  49.  
  50.  
  51.  
  52. <p>First, while technology, money and influence can be a huge help, they are not the only requirements for successful direct-to-employer (DTE) programs. &nbsp;Second, coming at this challenge mostly from one side, in Haven&#8217;s case -employers, will also not solve the problem. Third, I believe that providers need to be at the center of any successful group health strategy just like they are when providing individual healthcare. They have the assets, healthcare workers, infrastructure, scale and expertise to accomplish what, to-date, has been an unachievable goal even for Warren Buffet, Jamie Dimon and Jeff Bezos. What is missing is the right blueprint or plan to:</p>
  53.  
  54.  
  55.  
  56. <p>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;1. establish and implement aligned and effective performance incentives for both providers and employers<br>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;2. manage claims risk in a way that is a win-win for employers and re-insurers</p>
  57.  
  58.  
  59.  
  60. <p>Providers should be looking for DTE programs that have a long track record for accomplishing both and they will succeed in 2021 where some impressive companies have not.</p>
  61. ]]></content:encoded>
  65. </item>
  66. <item>
  67. <title>What is Population Health Management? And Why Is It Important?</title>
  68. <link>https://csuitesolutions.com/population-health/what-is-population-health-management-and-why-is-it-important/</link>
  70. <dc:creator><![CDATA[Stewart Schaffer]]></dc:creator>
  71. <pubDate>Tue, 01 Oct 2019 22:14:48 +0000</pubDate>
  72. <category><![CDATA[Population Health]]></category>
  73. <guid isPermaLink="false">http://csuitesolutions.com/?p=1733</guid>
  74.  
  75. <description><![CDATA[Healthcare Quality Management Consultants Explain What Population Health Management Is and Its Importance With the explosion of technology across a wide range of industries, the healthcare industry, in particular, has benefited significantly. One of the key focus areas has been in population health management. Leading&#160;healthcare consultancy&#160;CSuite Solutions offers their expertise in understanding this vital, and [&#8230;]]]></description>
  76. <content:encoded><![CDATA[
  77. <h2 class="wp-block-heading">Healthcare Quality Management Consultants Explain What Population Health Management Is and Its Importance</h2>
  78.  
  79.  
  80.  
  81. <p>With the explosion of technology across a wide range of industries, the healthcare industry, in particular, has benefited significantly. One of the key focus areas has been in population health management. Leading&nbsp;<a href="https://csuitesolutions.com/category/leadership-and-management/healthcare-management-system/" target="_blank" rel="noreferrer noopener">healthcare consultancy</a>&nbsp;CSuite Solutions offers their expertise in understanding this vital, and growing area by answering some of the most important questions about what it is, how it works, and why it’s important.</p>
  82.  
  83.  
  84.  
  85. <div class="wp-block-image"><figure class="aligncenter"><img decoding="async" src="https://lh3.googleusercontent.com/b805rHrYVLAKYyVAfDG7TxGRlrrplS_n27s8G8sScW_WARzsGo8EFF1plFtji30rqAzRMPTF2pXyiW6pFQ=w540-pa" alt="Population Health Management"/></figure></div>
  86.  
  87.  
  88.  
  89. <h2 class="wp-block-heading"><strong>What is population health management?</strong></h2>
  90.  
  91.  
  92.  
  93. <p><a href="https://en.wikipedia.org/wiki/Population_health" target="_blank" rel="noreferrer noopener">Population health management</a>&nbsp;can be viewed as the aggregation of patient data. Data is collected from multiple health information resources, then analyzed and compiled into a single patient record. This actionable record by healthcare providers allows for the improvement of both financial and clinical results.</p>
  94.  
  95.  
  96.  
  97. <h2 class="wp-block-heading"><strong>How does population health management work?</strong></h2>
  98.  
  99.  
  100.  
  101. <p>The goal of population health management is to improve the health outcomes of an identified group using an intelligence tool. This tool will aggregate the data to provide a comprehensive report of each patient from a clinical perspective. From this report, healthcare providers are empowered to track and improve clinical outcomes, while at the same time lowering healthcare costs.</p>
  102.  
  103.  
  104.  
  105. <p>A population health management program will collate clinical, as well as financial and operational data to provide actionable insights that will help improve the healthcare provider’s efficiency and the level of patient care. For the program to deliver useful analyses, the partnership network will need to be well-managed in addition to offering robust care.</p>
  106.  
  107.  
  108.  
  109. <p>An effective&nbsp;<a href="https://csuitesolutions.com/contact-us/" target="_blank" rel="noreferrer noopener">population health management program</a>&nbsp;will provide real-time actionable information to clinicians and administrators, enabling them to identify and effectively address any care gaps that exist in the patient group. In doing this, better outcomes, as well as cost savings, can be expected, particularly in populations with chronic disease.</p>
  110.  
  111.  
  112.  
  113. <p>Population health management will prioritize care management looking at improving the patient’s ability to self-manage effectively, improve the management of medication as well as reducing the cost of care.</p>
  114.  
  115.  
  116.  
  117. <h2 class="wp-block-heading"><strong>Why is population health management important?</strong></h2>
  118.  
  119.  
  120.  
  121. <p>There are a number of reasons that population health is important, and it all revolves around the fact that it is people-focused. By improving the health of the average American person, there are tangible positive impacts on all aspects of society as a healthier population is going to be more productive than an ailing one, especially if the costs of healthcare interventions can be reduced.</p>
  122.  
  123.  
  124.  
  125. <p>People expect high-quality healthcare, an increased proportion of earnings are being spent on healthcare, whether it be doctor appointments, lab tests, or prescriptions, and the expectation is that healthcare needs to respond commensurately. Central to this idea is balancing improved patient satisfaction for individuals, while also seeking improved levels of health for populations. There is also the additional benefit of the reduced cost of care as population health management offers efficiencies in diagnosis, treatment, and self-care.</p>
  126.  
  127.  
  128.  
  129. <p>This proactive approach that provides improved access to care so that individuals can get the treatment that they need when they need it rather than putting it off until the problem escalates further, resulting in an emergency condition. Population health management also prioritizes better engagement with patients who are empowered to manage their own health better.</p>
  130.  
  131.  
  132.  
  133. <div class="wp-block-image"><figure class="aligncenter"><img decoding="async" src="https://lh3.googleusercontent.com/fufepJ-AITDfRJb7MvMTCY7qW-NAGKXfDNkmamKp-28k1FtvbRXiU40fU0hT25cFVJH3Yj6cZliBVtq7rQ=w540-pa" alt="Population Health Management"/></figure></div>
  134.  
  135.  
  136.  
  137. <p>CSuite Solutions works with healthcare providers throughout the United States to deliver innovative solutions that improve patient care while driving efficiencies. In addition to offering professional&nbsp;<a href="https://goo.gl/maps/aUB282zEjQL2" rel="noopener">population health management</a>&nbsp;consulting services, they are also able to assist with direct-to-employer self-funded insurance plans, value-based care, revenue cycle management, and accountable care organizations. Founded by leading C-level healthcare executives with many years of experience, CSuite Solutions is expertly placed to work alongside healthcare systems in an advisory capacity.</p>
  138. ]]></content:encoded>
  142. </item>
  143. <item>
  144. <title>An Explanation of Accountable Care Organizations</title>
  145. <link>https://csuitesolutions.com/accountable-care-organizations/an-explanation-of-accountable-care-organizations/</link>
  147. <dc:creator><![CDATA[Stewart Schaffer]]></dc:creator>
  148. <pubDate>Wed, 04 Sep 2019 22:10:32 +0000</pubDate>
  149. <category><![CDATA[Accountable Care Organizations]]></category>
  150. <guid isPermaLink="false">http://csuitesolutions.com/?p=1731</guid>
  151.  
  152. <description><![CDATA[Leading Healthcare Consultancy Answers the Three Most Frequently Asked Questions About Accountable Care Organizations and the Role of ACO Consultants in Driving Performance. Accountable Care Organizations were formed as a result of the Affordable Care Act, which works to reduce healthcare costs. It does this through actively encouraging hospitals, doctors and other healthcare providers to [&#8230;]]]></description>
  153. <content:encoded><![CDATA[
  154. <h3 class="wp-block-heading">Leading Healthcare Consultancy Answers the Three Most Frequently Asked Questions About Accountable Care Organizations and the Role of ACO Consultants in Driving Performance.</h3>
  155.  
  156.  
  157.  
  158. <p>Accountable Care Organizations were formed as a result of the Affordable Care Act, which works to reduce healthcare costs. It does this through actively encouraging hospitals, doctors and other healthcare providers to form networks to coordinate patient care. ACOs also provide financial incentives when care is delivered more efficiently.</p>
  159.  
  160.  
  161.  
  162. <p>While ACOs have been making headlines, very few people understand what they are and how they work.&nbsp;<a href="https://csuitesolutions.com/">Nationwide ACO consultants</a>&nbsp;aim to educate individuals by sharing their insights into the three most frequently asked questions about ACOs.</p>
  163.  
  164.  
  165.  
  166. <h3 class="wp-block-heading">What is an accountable care organization?</h3>
  167.  
  168.  
  169.  
  170. <p>An ACO aims to share the financial and medical responsibility of offering coordinated care to patients. Made up of a network of hospitals and healthcare providers, the goal is to limit unnecessary spending. This network is built around a primary care physician who is responsible for each patient’s care.</p>
  171.  
  172.  
  173.  
  174. <p>Accountable Care Organizations seek to address the problem of disjointed treatment that lacks a full picture of the patient’s needs. This is accomplished through the development of a consistent network of healthcare providers committed to the coordinated sharing of patient information. Financial incentives further strengthen the coordinate care and dedication to reduce avoidable expenses.</p>
  175.  
  176.  
  177.  
  178. <h3 class="wp-block-heading">Are ACOs a good option for patients?</h3>
  179.  
  180.  
  181.  
  182. <p>Patients still retain full control over their treatment, so while doctors and hospitals are more likely to refer their patients to specialists within their ACO network; patients are still free to see the specialist of their choice. Patients can choose to see specialists or be referred to hospitals outside of the ACO network, and in most cases will not have to pay extra. Importantly, the patient does not have to opt-in to having their information shared within the ACO.</p>
  183.  
  184.  
  185.  
  186. <p>ACOs should make medical care more affordable for patients as there are incentives for doctors and hospitals to be more efficient and keep costs down, so providers are less likely to run unnecessary tests. The reduction of needless appointments saves patients not only time but also additional stress. In the end, the benefits produced by the ACO for both the patient and healthcare providers demonstrate their strong advantages.</p>
  187.  
  188.  
  189.  
  190. <h3 class="wp-block-heading">How do ACO consultants help?</h3>
  191.  
  192.  
  193.  
  194. <p><a href="https://csuitesolutions.com/what-we-do/">Top ACO consultants</a>&nbsp;aim to assist individual health care providers and hospitals with ACO development and implementation. They are also able to assist with optimizing the performance of existing ACOs. This assistance can include strategic, financial, and operational support.</p>
  195.  
  196.  
  197.  
  198. <h3 class="wp-block-heading">ACO Development</h3>
  199.  
  200.  
  201.  
  202. <p>For systems in the development phase, an ACO consultant will look at, among other things:</p>
  203.  
  204.  
  205.  
  206. <ul><li>Risk and return</li><li>Shared savings and division</li><li>Investment requirements</li><li>Development of the physician network</li></ul>
  207.  
  208.  
  209.  
  210. <h3 class="wp-block-heading"><strong>ACO Implementation</strong></h3>
  211.  
  212.  
  213.  
  214. <p>When it comes to ACO implementation, an ACO consultancy will assist with:</p>
  215.  
  216.  
  217.  
  218. <ul><li>Identifying opportunities</li><li>Organizational structure development</li><li>Financial structures and modelling</li><li>Designing incentive models</li></ul>
  219.  
  220.  
  221.  
  222. <h3 class="wp-block-heading"><strong>ACO Optimization</strong></h3>
  223.  
  224.  
  225.  
  226. <p>ACO consultants will work with an existing ACO to help improve performance by analysing existing performance and opportunities for improvement.</p>
  227.  
  228.  
  229.  
  230. <p>They will assess costs and utilisation data related to:</p>
  231.  
  232.  
  233.  
  234. <ul><li>Locations</li><li>Procedures</li><li>Healthcare providers</li><li>Post-care providers</li></ul>
  235.  
  236.  
  237.  
  238. <p>Important pain points include out-of-network leakage, admissions that could have been avoided, and readmissions. They will make recommendations about what infrastructure needs strengthening, as well as engaging physicians to drive improved results.</p>
  239.  
  240.  
  241.  
  242. <p><a href="https://goo.gl/maps/EJSAB45ywVgB32f58" rel="noopener">CSuite Solutions</a>&nbsp;based in Tampa, Florida, is a national strategic advisory firm that specializes in assisting Accountable Care Organizations with the development, implementation and optimization of healthcare networks.</p>
  243.  
  244.  
  245.  
  246. <p>The ACO consultancy was founded by senior health care industry executives with experience in the transformation of hospitals and other major healthcare systems into financially robust operating organizations. Their broad range of experience ensures that they are perfectly positioned to assist ACOs to perform optimally.</p>
  247.  
  248.  
  249.  
  250. <p><strong>Contact Information:</strong></p>
  251.  
  252.  
  253.  
  254. <div class="wp-block-group"><div class="wp-block-group__inner-container is-layout-flow wp-block-group-is-layout-flow">
  255. <p>CSuite Solutions</p>
  256.  
  257.  
  258.  
  259. <p>4830 W Kennedy Blvd # 600</p>
  260.  
  261.  
  262.  
  263. <p>Tampa, FL 33609</p>
  264.  
  265.  
  266.  
  267. <p>United States</p>
  268.  
  269.  
  270.  
  271. <p>Stewart Schaffer</p>
  272.  
  273.  
  274.  
  275. <p>(813) 866-5100</p>
  276. </div></div>
  277.  
  278.  
  279.  
  280. <p></p>
  281. ]]></content:encoded>
  285. </item>
  286. <item>
  287. <title>Understanding the Importance of Healthcare Revenue Cycle Management</title>
  288. <link>https://csuitesolutions.com/revenue-cycle/understanding-the-importance-of-healthcare-revenue-cycle-management/</link>
  290. <dc:creator><![CDATA[Stewart Schaffer]]></dc:creator>
  291. <pubDate>Thu, 01 Aug 2019 16:08:31 +0000</pubDate>
  292. <category><![CDATA[Revenue Cycle]]></category>
  293. <guid isPermaLink="false">http://csuitesolutions.com/?p=1728</guid>
  294.  
  295. <description><![CDATA[CSuite Solutions weighs in with answers to some of the most important questions on revenue cycle management for healthcare providers. They offer insights on how revenue cycle management works as well as some of the potential challenges and benefits of a well-managed revenue cycle. CSuite Solutions&#160;is a consulting firm that works with healthcare companies to [&#8230;]]]></description>
  296. <content:encoded><![CDATA[
  297. <p>CSuite Solutions weighs in with answers to some of the most important questions on revenue cycle management for healthcare providers. They offer insights on how revenue cycle management works as well as some of the potential challenges and benefits of a well-managed revenue cycle.</p>
  298.  
  299.  
  300.  
  301. <p><a href="https://csuitesolutions.com/">CSuite Solutions</a>&nbsp;is a consulting firm that works with healthcare companies to develop effective strategies for managing their organization. They focus on the areas of population health, self-insured health plans, clinical integration and ACO consulting. But they have found that the area of revenue cycle management is often the most pressing for healthcare providers. Here they answer some of the most frequently asked questions.</p>
  302.  
  303.  
  304.  
  305. <h2 class="wp-block-heading">What is Revenue Cycle Management, and What Does it Cover?</h2>
  306.  
  307.  
  308.  
  309. <p>Healthcare revenue cycle management or RCM is the utilization of billing software specifically in the medical field to track patient-care. It is an end-to-end solution that begins with the registration of a patient and runs to the final payment of that patient’s balance. RCM joins the business and clinical facets of the business. They do this by combining administrative information such as the patient’s name and insurance provider with the treatment that the patient receives and the healthcare data that is collected.</p>
  310.  
  311.  
  312.  
  313. <p>According to the Healthcare Financial Management Association (HFMA), these are the factors involved in the revenue cycle of a healthcare facility:</p>
  314.  
  315.  
  316.  
  317. <div class="wp-block-group"><div class="wp-block-group__inner-container is-layout-flow wp-block-group-is-layout-flow">
  318. <ul><li>Charge capture</li><li>Claim submission</li><li>Coding</li><li>Patient collections</li><li>Preregistration</li><li>Registration</li><li>Remittance processing</li><li>Third-party follow up</li><li>Utilization review</li></ul>
  319. </div></div>
  320.  
  321.  
  322.  
  323. <h2 class="wp-block-heading">What are some of the challenges with managing revenue cycles?</h2>
  324.  
  325.  
  326.  
  327. <p>Maintaining robust, reliable policies that are able to withstand the regular changes to healthcare regulations and the ever-updating reimbursement models are challenging. It also has a knock-on effect for payment collection at point-of-service, claim tracking and staff training.</p>
  328.  
  329.  
  330.  
  331. <h3 class="wp-block-heading">Collection of Payments at Point-of-Service</h3>
  332.  
  333.  
  334.  
  335. <p>This is challenging because of the perceived time and effort that it takes to collect payment, even though it is more efficient than follow-ups to try and extract payment. It is difficult as patients often do not have the necessary funds available to make payment upfront. There is also the risk that patients will transfer to another facility if they feel that they are being unduly pressurized.</p>
  336.  
  337.  
  338.  
  339. <p>This can be viewed at the ‘front-end’ revenue cycle management, and staff need to carefully determine Medicaid eligibility, as well as assisting uninsured patients to understand their options.</p>
  340.  
  341.  
  342.  
  343. <h3 class="wp-block-heading">Claim Tracking</h3>
  344.  
  345.  
  346.  
  347. <p>It can be difficult to track the lifecycle of a claim; it is important to be able to see where errors are being made as this can lead to lost revenue. Healthcare providers also need to receive alerts if payers regularly deny claims related to specific codes (procedures).</p>
  348.  
  349.  
  350.  
  351. <h3 class="wp-block-heading">Staff Training</h3>
  352.  
  353.  
  354.  
  355. <p>The root of many claim issues is as a result of human error from the inputting of incorrect codes, and incomplete capture of information, to patient insurance eligibility issues. It is important to prioritize education programs that emphasize correct coding and full documentation of patients.</p>
  356.  
  357.  
  358.  
  359. <h2 class="wp-block-heading">Why is Healthcare Revenue Cycle Management Important?</h2>
  360.  
  361.  
  362.  
  363. <p>It offers a number of benefits; an effective RCM system can:</p>
  364.  
  365.  
  366.  
  367. <ul><li>Reduce the lag between the provision of a service and receipt of payment</li><li>Save time through the automation of administrative tasks such as upcoming appointments and payment reminders</li><li>Cut down on denied claims through prompts to guide submissions by staff</li><li>Provide data that pinpoints where there is room for improvement with a big-picture view of the revenue cycle</li><li>Cognitive computing to reduce human error and ensure correct medical codes are assigned</li></ul>
  368.  
  369.  
  370.  
  371. <p><a href="https://goo.gl/maps/aUB282zEjQL2" rel="noopener">CSuite Solutions</a>&nbsp;understands the importance of a well-run healthcare revenue cycle management. This is why they work closely with healthcare providers throughout the United States to ensure that they have an effective RCM system in place. They work with providers to actively reduce costs and ensure their clients are able to collect outstanding payments efficiently.</p>
  372. ]]></content:encoded>
  376. </item>
  377. <item>
  378. <title>Challenging the New Executive Healthcare Roles Like Chief Innovation Officer</title>
  379. <link>https://csuitesolutions.com/healthcare-advisors/challenging-the-new-executive-healthcare-roles-like-chief-innovation-officer/</link>
  381. <dc:creator><![CDATA[Stewart Schaffer]]></dc:creator>
  382. <pubDate>Sat, 27 Jul 2019 13:04:10 +0000</pubDate>
  383. <category><![CDATA[Healthcare Advisors]]></category>
  384. <category><![CDATA[Leadership and Management]]></category>
  385. <guid isPermaLink="false">http://csuitesolutions.com/?p=1726</guid>
  386.  
  387. <description><![CDATA[Stewart J. Schaffer&#160;is challenging the thought process behind some new and trending executive roles (titles) in healthcare, asking probing questions about the scope of the roles and if they even make sense. In a recent interview for&#160;Managed Healthcare Executive&#160;magazine, he was interviewed by Nicolas Hamm, who was investigating the qualities needed for filling roles of [&#8230;]]]></description>
  388. <content:encoded><![CDATA[
  389. <p><a href="https://csuitesolutions.com/stewart-schaffer-managing-partner/">Stewart J. Schaffer</a>&nbsp;is challenging the thought process behind some new and trending executive roles (titles) in healthcare, asking probing questions about the scope of the roles and if they even make sense. In a recent interview for&nbsp;<a href="https://www.managedhealthcareexecutive.com/executive-express/do-new-executive-healthcare-roles-make-sense" rel="noopener">Managed Healthcare Executive</a>&nbsp;magazine, he was interviewed by Nicolas Hamm, who was investigating the qualities needed for filling roles of newer health system C-suite roles such as a&nbsp; new trend in the title and role of “Chief Innovation Officer.”</p>
  390.  
  391.  
  392.  
  393. <p>In fact, the points that Schaffer put forward completely shifted the focus of the article from looking at the qualities needed, to whether the roles even make sense for healthcare organizations. In his position as co-founder and managing partner at , a national healthcare advisory firm, he has had extensive experience in top-level positions for healthcare organizations. He also has held senior-level positions in Fortune 50 non-healthcare enterprises and thus his views are based on what he is seeing in practice in the healthcare landscape today through the eyes of a healthcare consultant and also based on his decades of real-world experiences outside the industry.</p>
  394.  
  395.  
  396.  
  397. <div class="wp-block-image"><figure class="aligncenter"><img decoding="async" src="https://csuitesolutions.com/wp-content/uploads/2018/10/Provider-Sponsored-Health-Plan-Consultants.jpg" alt="Healthcare Executive Consulting"/></figure></div>
  398.  
  399.  
  400.  
  401. <p>Healthcare is moving towards a consumer-focused, value-driven approach but it can be difficult for organizations to keep up with the latest trends while also not falling victim to letting trends influence decision-making more than what is prudent. This is forcing them to redefine leadership roles to improve their responses, as well as to drive innovation. As a thought leader in the field of managed healthcare solutions, Schaffer shared his views on two of the newer roles: innovation officer and population health officer.</p>
  402.  
  403.  
  404.  
  405. <h2 class="wp-block-heading"><strong>Chief Innovation Officer</strong></h2>
  406.  
  407.  
  408.  
  409. <p>The established view of the role of an innovation officer is that it means taking a fresh look or a new perspective on the way that things have always been done. In practice, this translates to critical thinking to make sense out of healthcare processes, and relationship building to get the whole organization on board when it comes to adopting the necessary changes.</p>
  410.  
  411.  
  412.  
  413. <p>Schaffer’s take is slightly different as he believes that innovation should form an integral part of the job description of&nbsp;<em>every</em>&nbsp;C-suite level executive saying that, “the CEO of a health system should&nbsp;<em>require</em>&nbsp;that every single department head be responsible for innovation within his/her function.” And it should then be the role of the&nbsp;<a href="https://csuitesolutions.com/interim-executive-leadership-provided-by-csuite-solutions/" target="_blank" rel="noreferrer noopener">chief strategy officer</a>&nbsp;to coordinate the plans for innovation across the organization. The most important take-away is that by making innovation the sole responsibility of a single executive or department, it disenfranchises or excuses the operating units from a role in organizational innovation that should be a core shared responsibility.</p>
  414.  
  415.  
  416.  
  417. <h2 class="wp-block-heading"><strong>Population Health Officer</strong></h2>
  418.  
  419.  
  420.  
  421. <p>The population health role is becoming popular as a way for organizations to offer a more personalized, coordinated care plan for each patient. In most healthcare organizations, this will mean applying a data-driven approach to addressing the needs of their patients and partnering with others to ensure that patients receive the care they need.</p>
  422.  
  423.  
  424.  
  425. <p>Although this approach makes sense, designating a specific position that will be responsible for adopting the policy does not. As Schaffer points out in the Managed Healthcare Executive article, “Rather than create a new department of population health,” Schaffer says, “this function should reside within every operating department and driven by the department head the same as innovation. In fact, population health is only one (albeit a major one) swim lane of an enterprise strategic plan which should be the domain of the chief strategy officer. Unfortunately, facilities planning seems to take up most of the bandwidth of health system strategy departments which impedes their ability to take on what I believe is the more important responsibility of implementing population health.”</p>
  426.  
  427.  
  428.  
  429. <p>His point is that creating a new department for population health shifts the focus away from operating departments and takes the responsibility off each department head who should be focusing on population health much the same as innovation. And again, this should be overseen by a chief strategy officer who should not be focused on facilities planning, but rather the important role of implementing population health (along with innovation) which should be supported by facilities planning.</p>
  430.  
  431.  
  432.  
  433. <p>CSuite Solutions, co-founded by and Stephen R. Mason, former CEO of&nbsp;<a href="https://baycare.org/" rel="noopener">BayCare Health System</a>&nbsp;headquartered in Tampa, FL, is a leading healthcare advisory firm with many years of experience in helping healthcare organizations define their executive roles so that both the organization and their patients benefit from an innovative, proactive, customer-focused approach to healthcare.</p>
  434. ]]></content:encoded>
  438. </item>
  439. <item>
  440. <title>Medical Today Shines the Spotlight on Stewart Schaffer, CSuite Solutions’ Co-Founder and Managing Partner</title>
  441. <link>https://csuitesolutions.com/healthcare-advisors/medical-today-shines-the-spotlight-on-stewart-schaffer-csuite-solutions-co-founder-and-managing-partner/</link>
  443. <dc:creator><![CDATA[Stewart Schaffer]]></dc:creator>
  444. <pubDate>Mon, 01 Jul 2019 07:18:26 +0000</pubDate>
  445. <category><![CDATA[Healthcare Advisors]]></category>
  446. <guid isPermaLink="false">http://csuitesolutions.com/?p=1646</guid>
  447.  
  448. <description><![CDATA[Medical Today, America’s authoritative newsletter for medical tourism, interviewed well-known industry figure Stewart Schaffer, to find out more about his background, the company CSuite Solutions, and the role that it has to play in future of healthcare in America. Background Stewart Schaffer, along with co-founder Stephen R. Mason and their four other partners, work as [&#8230;]]]></description>
  449. <content:encoded><![CDATA[ <div data-elementor-type="wp-post" data-elementor-id="1646" class="elementor elementor-1646" data-elementor-post-type="post">
  450. <section class="elementor-section elementor-top-section elementor-element elementor-element-1c9913ae elementor-section-boxed elementor-section-height-default elementor-section-height-default" data-id="1c9913ae" data-element_type="section">
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  454. <div class="elementor-element elementor-element-71f0e23c elementor-widget elementor-widget-heading" data-id="71f0e23c" data-element_type="widget" data-widget_type="heading.default">
  455. <div class="elementor-widget-container">
  456. <h6 class="elementor-heading-title elementor-size-default">Medical Today, America’s authoritative newsletter for medical tourism, interviewed well-known industry figure Stewart Schaffer, to find out more about his background, the company CSuite Solutions, and the role that it has to play in future of healthcare in America.</h6> </div>
  457. </div>
  458. <div class="elementor-element elementor-element-368bd717 elementor-widget elementor-widget-heading" data-id="368bd717" data-element_type="widget" data-widget_type="heading.default">
  459. <div class="elementor-widget-container">
  460. <h2 class="elementor-heading-title elementor-size-default">Background</h2> </div>
  461. </div>
  462. <div class="elementor-element elementor-element-2d36c644 elementor-widget elementor-widget-text-editor" data-id="2d36c644" data-element_type="widget" data-widget_type="text-editor.default">
  463. <div class="elementor-widget-container">
  464. <p>Stewart Schaffer, along with co-founder Stephen R. Mason and their four other partners, work as direct contractors for healthcare systems. Since co-founding CSuite Solutions, one of the major areas of opportunity that Schaffer has identified for the healthcare industry is that of customer satisfaction.</p><p>By drawing on his experience and successes working for Club Corporation of America, he feels confident that he can apply some of the same methodologies to encourage healthcare providers to embrace this hospitality concept. He believes that it is vital to equip employees to put the customer at the center of care, because in the healthcare industry, it’s all about the customer experience. In doing this, many healthcare providers have seen improvements in overall satisfaction scores.</p><p>One of the major barriers to customer satisfaction in healthcare that Schaffer has identified is how it is financed. This, he says, is the root of all inefficiencies and is the reason that healthcare is so expensive. Because insurance companies work as intermediaries between customers and healthcare companies, there is a lack of free enterprise market forces. This means that customers are unable to select the best healthcare at the most affordable prices.</p> </div>
  465. </div>
  466. <div class="elementor-element elementor-element-3068e2f1 elementor-widget elementor-widget-heading" data-id="3068e2f1" data-element_type="widget" data-widget_type="heading.default">
  467. <div class="elementor-widget-container">
  468. <h2 class="elementor-heading-title elementor-size-default">Healthcare is Local, Not National</h2> </div>
  469. </div>
  470. <div class="elementor-element elementor-element-4f7e00c5 elementor-widget elementor-widget-text-editor" data-id="4f7e00c5" data-element_type="widget" data-widget_type="text-editor.default">
  471. <div class="elementor-widget-container">
  472. <p>Schaffer refers to recent research that they have conducted, interviewing cancer patients about their willingness to travel. The majority, even those with stage 4 cancer, wanted to be close to home primarily so that they could be near their family. In fact, patients were unwilling to travel further than 10 miles to receive treatment unless they were living in a rural location.</p><p>The concept of medical tourism, therefore, is a symptom of the disfunction that healthcare finance brings to the equation. It exists because the healthcare industry is not governed by the normal economic forces of supply and demand.</p><p>For a sizable healthcare organization, it should be possible to provide good care at the same price, or lower than it would cost if the patient were to travel outside the local area for treatment. This is especially the case when taking into account the costs of air travel and accommodation for both the patient and family members. It is arbitrage opportunities like this, where the forces of supply and demand are not functioning properly, that have created an opportunity for medical tourism.</p><p>However, while medical tourism is growing, it only makes up a tiny fraction of total healthcare spending, largely due to the fact that there are serious obstacles to uptake by a larger percentage of patients.</p> </div>
  473. </div>
  474. <div class="elementor-element elementor-element-6e285c7 elementor-widget elementor-widget-heading" data-id="6e285c7" data-element_type="widget" data-widget_type="heading.default">
  475. <div class="elementor-widget-container">
  476. <h2 class="elementor-heading-title elementor-size-default">About Stewart Shaffer</h2> </div>
  477. </div>
  478. <div class="elementor-element elementor-element-40f5388f elementor-widget elementor-widget-text-editor" data-id="40f5388f" data-element_type="widget" data-widget_type="text-editor.default">
  479. <div class="elementor-widget-container">
  480. <p>Stewart Schaffer is a co-founder and managing partner of CSuite Solutions with experience in healthcare, retail and hospitality. He has worked in these industries as a senior strategy and business development executive for over 25 years. In particular, he has experience in the areas of strategic planning, organizational structure, business intelligence and product and service development, among others. </p> </div>
  481. </div>
  482. <div class="elementor-element elementor-element-497a9c55 elementor-widget elementor-widget-heading" data-id="497a9c55" data-element_type="widget" data-widget_type="heading.default">
  483. <div class="elementor-widget-container">
  484. <h2 class="elementor-heading-title elementor-size-default">About CSuite Solutions</h2> </div>
  485. </div>
  486. <div class="elementor-element elementor-element-456b469 elementor-widget elementor-widget-text-editor" data-id="456b469" data-element_type="widget" data-widget_type="text-editor.default">
  487. <div class="elementor-widget-container">
  488. <p><a href="https://goo.gl/maps/aUB282zEjQL2" data-rich-text-format-boundary="true" rel="noopener">CSuite Solutions</a> is a strategic advisory firm serving health system leaders across the United States. They have some of the country’s most senior and accomplished health care industry executives on board. The partners at CSuite Solutions have long careers that focus on the transformation of hospitals and major health care systems as well as physician groups and providers.</p><p>CSuite Solutions was formed as a response to the growing need for strategic insights and fresh solutions to the issues faced by healthcare systems. The national strategic advisory firm works alongside industry leaders to offer healthcare consulting, healthcare revenue cycle management as well as advising on clinical integration and patient-centered care.</p> </div>
  489. </div>
  490. </div>
  491. </div>
  492. </div>
  493. </section>
  494. <section class="elementor-section elementor-top-section elementor-element elementor-element-283e6872 elementor-section-boxed elementor-section-height-default elementor-section-height-default" data-id="283e6872" data-element_type="section">
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srcset="https://csuitesolutions.com/wp-content/uploads/2020/01/wPf1aDHeCKhgYuzqsnqsxc5u6T1f0e0xKEwa3mfO-300x300.jpeg 300w, https://csuitesolutions.com/wp-content/uploads/2020/01/wPf1aDHeCKhgYuzqsnqsxc5u6T1f0e0xKEwa3mfO-150x150.jpeg 150w, https://csuitesolutions.com/wp-content/uploads/2020/01/wPf1aDHeCKhgYuzqsnqsxc5u6T1f0e0xKEwa3mfO.jpeg 540w" sizes="(max-width: 300px) 100vw, 300px" /></div><div class="uael-grid-img-overlay"></div></a></div></div></div></div> </div>
  501. </div>
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  503. </div>
  504. </div>
  505. </section>
  506. </div>
  507. ]]></content:encoded>
  511. </item>
  512. <item>
  513. <title>A Focus on the Soft Skills that Healthcare Executives Need in Order to be Successful</title>
  514. <link>https://csuitesolutions.com/healthcare-advisors/a-focus-on-the-soft-skills-that-healthcare-executives-need-in-order-to-be-successful/</link>
  516. <dc:creator><![CDATA[Stewart Schaffer]]></dc:creator>
  517. <pubDate>Sat, 01 Jun 2019 16:14:52 +0000</pubDate>
  518. <category><![CDATA[Healthcare Advisors]]></category>
  519. <category><![CDATA[Leadership and Management]]></category>
  520. <guid isPermaLink="false">http://csuitesolutions.com/?p=1618</guid>
  521.  
  522. <description><![CDATA[There is often an emphasis on systems and management that needs to be driven from the top in the healthcare sector. But healthcare executives need to remember to focus not only on growing their technical skill set, but also to focus on growing a number of fundamental soft skills. It is these soft skills that [&#8230;]]]></description>
  523. <content:encoded><![CDATA[ <div data-elementor-type="wp-post" data-elementor-id="1618" class="elementor elementor-1618" data-elementor-post-type="post">
  524. <section class="elementor-section elementor-top-section elementor-element elementor-element-3e8b80a2 elementor-section-boxed elementor-section-height-default elementor-section-height-default" data-id="3e8b80a2" data-element_type="section">
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  529. <div class="elementor-widget-container">
  531. <p>There is often an emphasis on systems and management that needs to be driven from the top in the healthcare sector. But healthcare executives need to remember to focus not only on growing their technical skill set, but also to focus on growing a number of fundamental soft skills. It is these soft skills that will enable them to get buy-in from their teams and lead the organization successfully. Transitioning from analytical tasks that require executives to process vast tracts of data to managing people well is a challenging task, but this can be made simpler by focusing on developing certain soft skills.</p>
  532.  
  533.  
  534.  
  535. <p>/Managing partner and co-founder of <a href="/">CSuite Solutions</a>, Stewart Schaffer, was recently interviewed by <a href="https://www.managedhealthcareexecutive.com/executive-express/11-soft-skills-healthcare-executives-need-succeed" rel="noopener">Managed Healthcare Executive</a> to find out which soft skills he prioritizes and why they’re so important. CSuite Solutions operates as a national healthcare advisory firm and is ideally placed to identify the top skills that make healthcare leaders effective. Of the eleven soft skills reviewed in the article, the four that Schaffer put most emphasis on were inclusivity, relatability, curiosity and accountability.</p>
  536.  
  537.  
  538.  
  539. <h2 class="wp-block-heading" style="font-size:30px;">Be Inclusive and Incorporate Feedback, Don’t Just Be Willing to Listen</h2>
  540.  
  541.  
  542.  
  543. <p>It is easy to be seen and to listen to the input of those that you manage, but the ability to include team members in important decisions has powerful positive implications for the business. As Schaffer explains, “Listening is just a first step; leaders need to let their teams know that their input made a real difference; decisions were made or actions were taken that had a real impact on the business.” He went on to note, “Many leaders ask for feedback and then never incorporate it into the planning or decision making of the organization. Team members will see this as being insincere and will withdraw from providing their expertise to the organization.”</p>
  544.  
  545.  
  546.  
  547. <h2 class="wp-block-heading" style="font-size:30px;">Build Relationships, It’s Not Enough Just to Be Transactional if You Want Real Results</h2>
  548.  
  549.  
  550.  
  551. <p>There has been a shift from the working assumption that in order to get results you have to be transactional. The primary focus is now on relationships, finding new relationships and growing old ones. As Schaffer points out, “There is an assumption that you have to be transactional to get results,” but this is not where the story ends.</p>
  552.  
  553.  
  554.  
  555. <p>Schaffer believes that “While that is true, it should not define or be at the center of a leader’s relationships with stakeholders. Leaders primarily need to focus on relationships—finding new ones and growing old ones. By being relationship-focused, trust is built and the likelihood of producing win-win strategies dramatically improves. When a relationship is strictly transactional, it typically lacks the view and understanding to grow long-term with the organization. Steve Jobs, Bill Gates, and Warren Buffett all built their fortunes through relationships.”</p>
  556.  
  557.  
  558.  
  559. <h2 class="wp-block-heading" style="font-size:30px;">Curiosity and a Willingness to Learn is an Effective Way to Gain the Trust of Your Employees</h2>
  560.  
  561.  
  562.  
  563. <p>An effective way to gain the trust and support of your staff is to show them that you are humble, and an effective way to communicate this is to show curiosity and be willing to learn new things. “By fashioning oneself as being curious and constantly learning, a leader will project a powerful message of humility and transparency,” says Schaffer. “Leaders who ‘know it all,’ ‘have all the answers,’ ‘has been doing XYZ for 25 years’ close themselves off to new ideas, solutions, technology, etc. They also suppress the creativity and motivation of the people they lead.”</p>
  564.  
  565.  
  566.  
  567. <h2 class="wp-block-heading" style="font-size:30px;">Make People Accountable for Their Actions, Reward Excellent Performance</h2>
  568.  
  569.  
  570.  
  571. <p>Accountability is key if an organization is to be successful. Good performance should be rewarded, and poor performers need to be managed. Schaffer says, “Leaders must believe in and create an environment of accountability or the organization will suffer.”</p>
  572.  
  573.  
  574.  
  575. <p>He went on to share his philosophy, “I personally believe in equal opportunity, but do not believe in equal outcomes. Everyone doesn’t win when a game is over in the business world. So, while people are encouraged to apply their intelligence, skills, and energy to move the organization forward, there must be equitable ways to measure performance. Those whose performance is exemplary should be well-rewarded. Those who are holding the organization back should be offered a period of time for remediation to determine the future opportunities there are or are not with the organization.”</p>
  576.  
  577.  
  578.  
  579. <p>To read the full article, visit <a href="https://www.managedhealthcareexecutive.com/executive-express/11-soft-skills-healthcare-executives-need-succeed" rel="noopener">Managed Healthcare Executive</a>.</p>
  580.  
  581.  
  582.  
  583. <p><a href="https://goo.gl/maps/aUB282zEjQL2" rel="noopener">CSuite Solutions</a> operates as a strategic advisory firm to healthcare leaders across the country. With a successful track record in helping transform hospitals and healthcare systems, Stewart Schaffer co-founded the consultancy and leads the team as the managing partner. The firm works alongside industry leaders to offer healthcare consulting, healthcare revenue cycle management, as well as advising on clinical integration and patient-centered care.</p>
  584. </div>
  585. </div>
  586. </div>
  587. </div>
  588. </div>
  589. </section>
  590. </div>
  591. ]]></content:encoded>
  595. </item>
  596. <item>
  597. <title>Interim Executive Leadership Provided By CSuite Solutions</title>
  598. <link>https://csuitesolutions.com/healthcare-advisors/interim-executive-leadership-provided-by-csuite-solutions/</link>
  600. <dc:creator><![CDATA[Stewart Schaffer]]></dc:creator>
  601. <pubDate>Wed, 01 May 2019 13:51:18 +0000</pubDate>
  602. <category><![CDATA[Healthcare Advisors]]></category>
  603. <category><![CDATA[Leadership and Management]]></category>
  604. <guid isPermaLink="false">http://csuitesolutions.com/?p=1269</guid>
  605.  
  606. <description><![CDATA[Interim Leadership for Healthcare Providers Are key members of your leadership team in transition or stretched too thin to implement mission-critical strategies?&#160; An interim leader may be the solution you need to bridge the resource or knowledge gap needed for breakthroughs. The Executive Leaders Behind CSuite Solutions CSuite Solutions was formed to attract the most [&#8230;]]]></description>
  607. <content:encoded><![CDATA[ <div data-elementor-type="wp-post" data-elementor-id="1269" class="elementor elementor-1269" data-elementor-post-type="post">
  608. <section class="elementor-section elementor-top-section elementor-element elementor-element-4e9d341 elementor-section-boxed elementor-section-height-default elementor-section-height-default" data-id="4e9d341" data-element_type="section">
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  613. <div class="elementor-widget-container">
  614. <h2 class="elementor-heading-title elementor-size-default">Interim Leadership for Healthcare Providers</h2> </div>
  615. </div>
  616. <div class="elementor-element elementor-element-1882680 elementor-widget elementor-widget-text-editor" data-id="1882680" data-element_type="widget" data-widget_type="text-editor.default">
  617. <div class="elementor-widget-container">
  618. <p><em>Are key members of your leadership team in transition or stretched too thin to implement mission-critical strategies?  An interim leader may be the solution you need to bridge the resource or knowledge gap needed for breakthroughs.</em></p> </div>
  619. </div>
  620. <div class="elementor-element elementor-element-10aef23 elementor-widget elementor-widget-heading" data-id="10aef23" data-element_type="widget" data-widget_type="heading.default">
  621. <div class="elementor-widget-container">
  622. <h2 class="elementor-heading-title elementor-size-default">The Executive Leaders Behind CSuite Solutions</h2> </div>
  623. </div>
  624. <div class="elementor-element elementor-element-a24530f elementor-widget elementor-widget-text-editor" data-id="a24530f" data-element_type="widget" data-widget_type="text-editor.default">
  625. <div class="elementor-widget-container">
  626. CSuite Solutions was formed to attract the most senior and accomplished health care industry executives in their respective fields. They have spent most of their long careers transforming hospitals and major health care systems, physician groups and other providers into efficient and financially robust organizations. These C-Level executives are now dedicating their talents and connections to helping their peers successfully navigate during these transformative times.
  627.  
  628. The CSuite Solutions <a title="Interim Healthcare Executive Leaders" href="/leadership-team/" target="_blank" rel="noopener noreferrer">executive leadership team</a> includes former CEOs, COOs, CFOs, CAOs, CSOs and enterprise business development executives all of whom have extensive experience with large healthcare systems. The partners include: Stephen R Mason, Stewart Schaffer, Jim Burkhart, Brian Paradis, and Dennis Phillips. </div>
  629. </div>
  630. <div class="elementor-element elementor-element-29a85b1 elementor-widget elementor-widget-heading" data-id="29a85b1" data-element_type="widget" data-widget_type="heading.default">
  631. <div class="elementor-widget-container">
  632. <h2 class="elementor-heading-title elementor-size-default">CSuite Solutions Announces Interim Healthcare Executive Leadership Service</h2> </div>
  633. </div>
  634. <div class="elementor-element elementor-element-60e3f43 elementor-widget elementor-widget-text-editor" data-id="60e3f43" data-element_type="widget" data-widget_type="text-editor.default">
  635. <div class="elementor-widget-container">
  636. Interim management is often a sourcing option provided by executive recruiting firms.  At CSuite Solutions, we approach <a title="interim leadership" href="/simplifying-healthcare-using-imaginative-leadership/" target="_blank" rel="noopener noreferrer">interim leadership</a> engagements with a long-term healthcare strategy approach.  An engagement with CSuite Solutions means we are committed to establishing, and then achieving, goals and objectives that support the organization.  Our experienced team of Interim Executives provides stability and insight that enables you to maintain focus on mission and strategy.
  637.  
  638. The CSuite Difference: We keep your organization moving forward, simply maintaining the status quo is not in our DNA. </div>
  639. </div>
  640. <div class="elementor-element elementor-element-2e73441 elementor-widget elementor-widget-heading" data-id="2e73441" data-element_type="widget" data-widget_type="heading.default">
  641. <div class="elementor-widget-container">
  642. <h2 class="elementor-heading-title elementor-size-default">CSuite Executives Currently available for Physician Enterprise assignments</h2> </div>
  643. </div>
  644. <div class="elementor-element elementor-element-9e276cc elementor-widget elementor-widget-text-editor" data-id="9e276cc" data-element_type="widget" data-widget_type="text-editor.default">
  645. <div class="elementor-widget-container">
  646. <p>The Interim Healthcare Leadership service offers medical group executives, experienced with employed and independent physicians, multi-specialty groups, service line, and institutional settings, for profit and not for profit, integrated delivery systems, ACOs and private practices ranging in size from 7 to 700. </p><p>Choosing an interim leader is much more than finding a person with the right skill set(s). The <a title="Interim Leadership" href="https://maps.google.com/?q=place_id:ChIJQ_awt-TCwogRfGNq5CEuBxA" target="_blank" rel="nofollow noopener noreferrer">CSuite Solutions</a> interim leadership service provides a qualified, C-level leader with actual past experience in solving complex problems at the highest levels of health care systems. This provides healthcare providers with a unique “interim” solution to their most challenging issues across the enterprise.</p><p><em>In healthcare, interim leadership is a strategic imperative to maintaining transformative momentum within your organization.</em></p> </div>
  647. </div>
  648. </div>
  649. </div>
  650. </div>
  651. </section>
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  685.                <li>
  686.            <a href="http://www.kasa.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.kasa.com</a>        </li>
  687.                <li>
  688.            <a href="http://www.kuam.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.kuam.com</a>        </li>
  689.                <li>
  690.            <a href="http://www.telemundolubbock.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.telemundolubbock.com</a>        </li>
  691.                <li>
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  693.                <li>
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  695.                <li>
  696.            <a href="http://www.wboc.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.wboc.com</a>        </li>
  697.                <li>
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  699.                <li>
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  702.            <a href="http://www.wsiltv.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.wsiltv.com</a>        </li>
  703.                <li>
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  705.                <li>
  706.            <a href="https://www.1077yesfm.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.1077yesfm.com</a>        </li>
  707.                <li>
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  709.                <li>
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  711.                <li>
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  713.                <li>
  714.            <a href="https://www.abc-7.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.abc-7.com</a>        </li>
  715.                <li>
  716.            <a href="https://www.abc6.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.abc6.com</a>        </li>
  717.                <li>
  718.            <a href="https://www.bigcountry995.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.bigcountry995.com</a>        </li>
  719.                <li>
  720.            <a href="https://www.doublet973.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.doublet973.com</a>        </li>
  721.                <li>
  722.            <a href="https://www.erienewsnow.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.erienewsnow.com</a>        </li>
  723.                <li>
  724.            <a href="https://www.htv10.tv/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.htv10.tv</a>        </li>
  725.                <li>
  726.            <a href="https://www.khits.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.khits.com</a>        </li>
  727.                <li>
  728.            <a href="https://www.kitv.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.kitv.com</a>        </li>
  729.                <li>
  730.            <a href="https://www.klkntv.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.klkntv.com</a>        </li>
  731.                <li>
  732.            <a href="https://www.ktvn.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.ktvn.com</a>        </li>
  733.                <li>
  734.            <a href="https://www.kvoo.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.kvoo.com</a>        </li>
  735.                <li>
  736.            <a href="https://www.lubbockcw.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.lubbockcw.com</a>        </li>
  737.                <li>
  738.            <a href="https://www.lubbocks969thebull.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.lubbocks969thebull.com</a>        </li>
  739.                <li>
  740.            <a href="https://www.magic1065.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.magic1065.com</a>        </li>
  741.                <li>
  742.            <a href="https://www.mylubbocktv.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.mylubbocktv.com</a>        </li>
  743.                <li>
  744.            <a href="https://www.nbc-2.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.nbc-2.com</a>        </li>
  745.                <li>
  746.            <a href="https://www.nbc29.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.nbc29.com</a>        </li>
  747.                <li>
  748.            <a href="https://www.news9.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.news9.com</a>        </li>
  749.                <li>
  750.            <a href="https://www.newson6.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.newson6.com</a>        </li>
  751.                <li>
  752.            <a href="https://www.oldies977lubbock.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.oldies977lubbock.com</a>        </li>
  753.                <li>
  754.            <a href="https://www.rfdtv.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.rfdtv.com</a>        </li>
  755.                <li>
  756.            <a href="https://www.snntv.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.snntv.com</a>        </li>
  757.                <li>
  758.            <a href="https://www.weny.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.weny.com</a>        </li>
  759.                <li>
  760.            <a href="https://www.wrcbtv.com/story/40576549/interim-executive-leadership-provided-by-csuite-solutions" target="_blank" rel="nofollow noopener">www.wrcbtv.com</a>        </li>
  761.            </ul></div>
  762. </div>
  763. </div>
  764. </div>
  765. </div>
  766. </div>
  767. </div>
  768. </div>
  769. </section>
  770. </div>
  771. ]]></content:encoded>
  775. </item>
  776. <item>
  777. <title>Visionary Leadership: Learning to Lead from the Inside Out</title>
  778. <link>https://csuitesolutions.com/news/visionary-leadership-learning-to-lead-from-the-inside-out/</link>
  780. <dc:creator><![CDATA[Stewart Schaffer]]></dc:creator>
  781. <pubDate>Mon, 01 Apr 2019 18:14:17 +0000</pubDate>
  782. <category><![CDATA[News]]></category>
  783. <category><![CDATA[healthcare leadership]]></category>
  784. <category><![CDATA[healthcare management]]></category>
  785. <guid isPermaLink="false">http://csuitesolutions.com/?p=3061</guid>
  786.  
  787. <description><![CDATA[Authored by Respected Healthcare Industry Leader Stephen R. Mason, “Visionary Leadership: Learning to Lead from the Inside Out” is being released on April 23, 2019]]></description>
  788. <content:encoded><![CDATA[<p>Soon to be available in book stores nationwide and online globally, ‘Visionary Leadership: &nbsp;Learning to Lead from the Inside Out’ is teaching executives, entrepreneurs and leaders how to plot their own course as a <em>visionary</em> leader in business. Authored by respected health industry leader and strategist Stephen R. Mason, the book introduces the concept of visionary leadership and outlines how readers can prepare for the journey in their own careers.</p>
  789. <blockquote>
  790. <h4><em><strong>Positioned at the crossroads of personal development, business leadership, and organizational operations</strong><strong>, this book touches upon the author’s own career path and lays out a set of key principles required to become a visionary leader.</strong></em></h4>
  791. </blockquote>
  792. <p>Opening with the challenging question, “Can anyone become a Visionary Leader?”, the question becomes the center point of an intricately constructed framework that is answered with a resounding “Yes!” throughout the subsequent chapters.</p>
  793. <p>Mason was motivated to put pen to paper by the thought that sharing his journey and the insights he has learned along the way might be of service to others.</p>
  794. <p>Part autobiography, part strategic leadership manual; Stephen R. Mason reflects on learnings from a long career in the healthcare industry in his new book, <em>Visionary Leadership</em>.</p>
  795. <p>&nbsp;</p>
  796. <h2><strong>The Fundamentals of Leadership</strong></h2>
  797. <p>Split into two parts; the journey begins with a series of refreshingly personal analogies and anecdotes, organized around a set of guiding principles called The Success Formula. The Success Formula aims to help readers understand the concept of ‘vision’. He does this through three distinct phases from inception to fruition:&nbsp; Create the Vision, Commit to the Vision, and Execute the Vision. With the introduction of each new section, Mason challenges conventionally held perspectives (seeing negative spaces and polarity), introduces the concept and importance of buying-in (engaging the critical mass), and implements a process for managing the project (creating clear standards and best practices).</p>
  798. <p>&nbsp;</p>
  799. <p>Throughout the three sections, there is room for individual interpretation as Mason presents time-tested, well-vetted recommendations to help the ambitious make their vision a reality. Interlaced throughout the content are interesting insights and examples from his own career in healthcare to illustrate how any organization—including those in fields not known for their swift adaptation and market repositioning—can learn to innovate and think beyond the status quo.</p>
  800. <p>&nbsp;</p>
  801. <h2><strong>Prepare for the Journey</strong></h2>
  802. <p>Building on the understanding that becoming a visionary leader is possible, the immediate follow-up question to this is then “How?”. Mason guides his readers through a process that focuses on personal development – the skills and traits that should be honed in order to become a truly visionary leader.</p>
  803. <p>He underlines the importance of having this process to be self-motivated, following the idea that visionary leadership comes from within, not from others. It requires unshakable self-awareness because a visionary leader must be willing to wrestle with their own thoughts, emotions, and deeply-held beliefs to find the confidence to stand up in front of an entire organization and say, “Follow me”.</p>
  804. <p>The book is equal parts encouraging and motivating, as it explains concepts in a way that is straightforward in both comprehension and application, without shying away from bigger themes of meaning, purpose, and spirituality.</p>
  805. <p>&nbsp;</p>
  806. <h2><strong>The Genesis of Visionary Leadership</strong></h2>
  807. <p>The book is the accumulation of the knowledge and wisdom that Mason has gained about leadership, and the reasons behind his teams’ many implementation successes. Rather than a ‘how-to’ manual, the book can be viewed as an anthology of anecdotes, principles, and ideas. While the ‘how’ is important in understanding his accomplishments and the path that was taken, leadership is an intensely personal journey. Thus, the teachings make allowance for different approaches and styles, rather than advocating adherence to a strict algorithm. In the words of the author himself, “Mathematics is finite, leadership is not.” Readers will find this book both inspirational and instructional; a roadmap for exploring the path of their own careers.</p>
  808. <p>&nbsp;</p>
  809. <h2><strong>About the Author</strong></h2>
  810. <p>Stephen R. Mason has spent the last forty years working in various roles within health care organizations, stretching as far back as his military experience in the 1960s. For the last twenty-seven years of his career, he has successfully held a number of key leadership positions in two large health care organizations during a challenging, tumultuous time for the industry.</p>
  811. ]]></content:encoded>
  815. </item>
  816. <item>
  817. <title>Healthcare Revenue Cycle Management: A New Strategy from CSuite Solutions</title>
  818. <link>https://csuitesolutions.com/revenue-cycle/healthcare-revenue-cycle-management-a-new-strategy-from-csuite-solutions/</link>
  820. <dc:creator><![CDATA[Stewart Schaffer]]></dc:creator>
  821. <pubDate>Wed, 06 Mar 2019 21:33:06 +0000</pubDate>
  822. <category><![CDATA[Brian Paradis]]></category>
  823. <category><![CDATA[Healthcare Management System Consultant]]></category>
  824. <category><![CDATA[Imaginative Leadership]]></category>
  825. <category><![CDATA[News]]></category>
  826. <category><![CDATA[Press Releases]]></category>
  827. <category><![CDATA[Revenue Cycle]]></category>
  828. <category><![CDATA[Healthcare Management System Consultant Tampa FL]]></category>
  829. <category><![CDATA[Healthcare Revenue Cycle Management Tampa FL]]></category>
  830. <category><![CDATA[revenue cycle]]></category>
  831. <category><![CDATA[revenue cycle consultant]]></category>
  832. <category><![CDATA[revenue cycle expert]]></category>
  833. <category><![CDATA[revenue cycle management]]></category>
  834. <category><![CDATA[Tampa FL Healthcare Management System Consultant]]></category>
  835. <category><![CDATA[Tampa FL Healthcare Revenue Cycle Management]]></category>
  836. <guid isPermaLink="false">http://csuitesolutions.com/?p=2632</guid>
  837.  
  838. <description><![CDATA[What is Revenue Cycle Management? RCM, otherwise known as revenue cycle management, is the process, largely a financial one, that healthcare systems use to track the entire patient care process, from point of contact (ie. walk in, scheduled appointment) to the final payment of the balance due for the healthcare services that were provided in [&#8230;]]]></description>
  839. <content:encoded><![CDATA[<h2>What is Revenue Cycle Management?</h2>
  840. <p><strong>RCM</strong>, otherwise known as <a title="Revenue Cycle Optimization" href="https://csuitesolutions.com/making-revenue-cycle-work/" target="_blank" rel="noopener noreferrer"><strong><em>revenue cycle management</em></strong></a>, is the process, largely a financial one, that healthcare systems use to track the entire patient care process, from point of contact (ie. walk in, scheduled appointment) to the final payment of the balance due for the healthcare services that were provided in that patient care episode.</p>
  841. <p><strong><em>Effective revenue cycle management</em></strong> is one major key to future-proofing healthcare systems in America and is going to require some hard choices and the adoption of new perspectives. Chief among those is a shift in thinking, moving from the view that it is a process, to seeing revenue cycle management as a key organizational asset and developing strategies to maximize that asset.</p>
  842. <h3><img loading="lazy" decoding="async" class="alignright" src="https://lh3.googleusercontent.com/jTeO5IcJxrfKhrlocT38BfkN0Ua6GG9Vuo6kiq9HGUv7oNb216Sq-7ZiFC-ZtQ8woA2z-oIzBg=w540-pa" alt="Revenue Cycle Consultants" width="350" height="350">Revenue Cycle Management Expert Says Stop Managing, Start Optimizing</h3>
  843. <p><strong>Brian Paradis</strong>, senior partner at CSuite Solutions based in Tampa, Florida, is a recognized expert in healthcare revenue cycle management having served as President and Chief Operating Officer of Florida Hospital’s Central Region and as the Chief Financial Officer for the Florida Division of Adventist Health Systems. In a recent article, he noted that <strong><em>“health systems are in a hurry to prepare by making meaningful investments for the future. The challenge is to figure out where to allocate resources to produce the best return.”</em></strong></p>
  844. <p>As a solution, he proposes that the key to any health care system’s financial strength and resilience should be investment into the optimization of revenue cycles. The turbulent nature of healthcare in the US calls for a new approach to managing revenue cycles with the perspective that it is more than a process and should instead be viewed as a strategic asset.</p>
  845. <h3>Why is Revenue Cycle Management Important in the Healthcare Industry?</h3>
  846. <p>To reiterate, revenue cycle management has traditionally been defined as the <a title="Why is revenue cycle management important in the healthcare industry" href="https://www.adsc.com/blog/importance-of-revenue-cycle-management-in-healthcare-industry" target="_blank" rel="nofollow noopener noreferrer">process that healthcare systems use</a> in the United States to track revenue from patients. The process is initiated when the patient first makes an appointment or enters the healthcare system and ends when all outstanding fees have been settled.</p>
  847. <p>The problems inherent in revenue cycle management have long been a subject of intense debate in healthcare circles and among <a title="What does the revenue cycle manager do?" href="https://www.payscale.com/research/US/Job=Revenue_Cycle_Manager/Salary" target="_blank" rel="noopener noreferrer">revenue cycle managers</a>, and it is this narrow definition that CSuite Solutions is disrupting. Because effective management of revenue is vital to the continued operation of healthcare organizations, it is imperative that a broader definition be adopted, one that looks at engagement with the broader organization, identifies niche service and technologies to improve performance and yield, focuses on the development of referral retention strategies and is open to experimentation in small tests of change.</p>
  848. <h3>How can the revenue cycle be improved in healthcare?</h3>
  849. <p>The idea of developing existing niche services and technologies is one that is particularly promising, particularly in the light of statistics that show that <a href="https://www.kff.org/health-costs/press-release/new-kaisernew-york-times-survey-finds-one-in-five-working-age-americans-with-health-insurance-report-problems-paying-medical-bills/" target="_blank" rel="nofollow noopener noreferrer">one in five working-age Americans struggles to pay their healthcare bills</a>. New data-driven technologies are available that provide access to patient information that has not been available in the past. Organizations have the opportunity to improve workflows, access additional information and reduce the cost of collections and improve the customer experience.</p>
  850. <p>Some of these new technologies include the replacement of outdated accounts receivable methodologies that typically write off bad debts after exhausting the internal collection process. With the development of sophisticated databases and algorithms, this process can be shifted to addressing zero-based accounts and using technology to identify whether outstanding accounts should be handled internally or outsourced to collection agencies or developing “last in line” solutions.</p>
  851. <h3>New Revenue Cycle Strategies for the CSuite</h3>
  852. <p><img loading="lazy" decoding="async" class="alignleft" src="https://lh3.googleusercontent.com/G-66jGbp4dYK6o97U3OUdAXpai2096vbURg8wjiSeK1J8w-10rOXcn2tVBJafMwHIF2atdp9iA=w540-pa" alt="Stephen R Mason - CSuite Solutions" width="275" height="275">As CSuite Managing Partner, <a title="Steve Mason | CSuite Solutions" href="https://csuitesolutions.com/stephen-r-mason-managing-partner/" target="_blank" rel="noopener noreferrer">Stephen R. Mason</a> notes, “we see our role as partnering with over-burdened healthcare providers; &nbsp;coming in with a fresh pair of eyes, a unique perspective, a different approach, and many years of experience in different C-level roles in healthcare. This unique perspective allows us to identify and target important areas for growth that might otherwise have been overlooked.”</p>
  853. <p><em>Brian Paradis is a senior partner at CSuite Solutions, a strategic advisory firm serving health system leaders across the U.S. Most recently, Paradis served as President of Florida Hospital’s Central Region and as the Chief Financial Officer for the Florida Division of Adventist Health Systems.&nbsp;<strong>Look for Brian&#8217;s book &#8220;Lead with Imagination&#8221; just released in February 2019 </strong></em>where he shares his experience and insights on how healthcare leaders can regain the power to lead and live life in a changing world by using <a title="Leading With Imagination" href="https://www.amazon.com/Lead-Imagination-Brian-Paradis/dp/1948677148" target="_blank" rel="noopener noreferrer">Imaginative Leadership</a><strong><em>.&nbsp;</em></strong></p>
  854. <h3>ABOUT CSUITE SOLUTIONS</h3>
  855. <p><a href="https://goo.gl/maps/fAg2fgEdn3R2" rel="nofollow noopener">CSuite Solutions, LLC</a> was founded by an elite group of former healthcare system CEOs and C-Level executives in response to a growing need for fresh solutions and new strategic insights into issues faced by healthcare systems. The national strategic advisory firm works alongside industry leaders to offer healthcare consulting, healthcare revenue cycle management and advise on clinical integration and patient-centered care.</p>
  856. ]]></content:encoded>
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