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Delta Pathology Pathology Institute Presentation 2013
- 3. Outcome of Retreat in 2003 Hospital Inpatient Hospital Outpatient Rural Hospital Physician Office Referral Work Anatomic Pathology Cytopathology Clinical Pathology Molecular Pathology Genetic Pathology Infrastructure Management Logistics Consultation LABORATORY SERVICES SERVICES&ACCESSPOINTS
- 4. Hospital Inpatient Hospital Outpatient Rural Hospital Physician Office Referral Work Anatomic Pathology Cytopathology Clinical Pathology Molecular Pathology Genetic Pathology Infrastructure Management Logistics Consultation National Lab Status in 2003 LABORATORY SERVICES SERVICES&ACCESSPOINTS
- 5. Hospital Inpatient Hospital Outpatient Rural Hospital Physician Office Referral Work Anatomic Pathology Cytopathology Clinical Pathology Molecular Pathology Genetic Pathology Infrastructure Management Logistics Consultation Status in 2003 LABORATORY SERVICES SERVICES&ACCESSPOINTS
- 6. North East LA ( NELA) North West LA (NWLA) Mid LA
- 8. Inpatient Strategy Hospital Inpatient Hospital Outpatient Rural Hospital Physician Office Referral Work Anatomic Pathology Cytopathology Clinical Pathology Molecular Pathology Genetic Pathology Infrastructure Management Logistics Consultation LABORATORY SERVICES SERVICES&ACCESSPOINTS
- 9. CLIA Incidents in Rural Louisiana Laboratory failed to follow their submitted Plan of Correction Hospital faces loss of CLIA certificate and revocation of hospital certificate Referral of proficiency testing to an outside laboratory Between lab collaboration on proficiency testing
- 10. Components of Compliance Program Laboratory audits Communication of findings with facility administration Issuance of deficiencies and tracking corrections Oversight of equipment installation and validation process On-site education of laboratory staff Compliance workshops for lab leadership Communication of issues through compliance alerts to laboratories Maintaining professional relationships with state and regional laboratory officials Consultation during compliance crisis events and response preparation
- 11. Maintain compliance for Delta Medical Directors’ labs Provide value-added services when competing for hospital and physician office business Compliance
- 14. DELTA DERMATOPATHOLOGY Statewide Dermatopathology Service And Marketing Strategy 2012
- 15. MARKETING POINTS Louisiana based service Infrastructure Couriers Client service personnel Reporting Options Hard copy Fax EMR Interface Web portal Molecular Diagnostics (MDx)
- 17. Report Footer
- 18. Enhanced Service Opportunity for sub specialization Opportunity for internal consultation Cross coverage (sign out, teaching) Specialized and standardized reporting Work toward standardized diagnostic terminology Templates for malignancies Subspeciality footer on reports Direct Immunoflourescence (Delta SHV) Molecular Testing (Delta MDx)
- 19. Marketing Strategy Direct Marketing to Specialists Marketing Team Sub Specialists Co-marketing with clinical lab Brochure/poster/booth at Clinical Meetings Website Collaborate teaching of Specialty Residents Emphasize LA base to LA connected Specialists
- 20. Outreach Marketing Expansion of specialty related MDx menu: BRAF for melanoma (already in place) Melanoma FISH panel (validation underway) T-cell receptor gene rearrangement Other Expansion of Louisiana client base
- 22. Information Technology CareEvolve client interfaces: 206 Interfaces via EMR: 61 EMR Interfaces include: Cerner ARUP WebConnect CareEvolve Delta Client ACS Meditech Amazing Charts Meditech Magic Meditech HCA HBOC Star CPSI HMS DHS NextGen Athena NewTech Greenway digiChart Sevocity eClinicalWorks GE Centricity
- 23. 27 PRN courier vehicles run daily 1,367,256 miles/year traveled Logistics
- 24. The Delta Pathology Group, LLC Ownership Pathologists (100%) Management Pathology Resource Network, LLC Business Models Omega Diagnostics, LLC Ownership Pathologists (100%) Management Pathology Resource Network, LLC Business Relationships Owns and operates AP and MDX TC infrastructure Purchases AP TC infrastructure from hospitals Employs all laboratory personnel Expends capital on behalf of laboratory operations Provides IP/OP/Outreach AP and MDX Testing Close to 50 IP/OP facilities under contract for AP services Business Relationships Owns and operates CP TC infrastructure Purchases CP TC infrastructure from hospitals Employs all laboratory personnel Expends capital on behalf of laboratory operations Provides IP/OP/Outreach CP Testing 7 IP/OP facilities outsourced their CP labs to OD 15 rural facilities use OD as their reference laboratory
- 25. Facilites: 47 Cytology: 61,732 Histology: 158,544 Employees: 150 MDX: 10,300 Flow Cytometry: 62,672 Clinical Pathology: 850,000 2012 Annualized Projections Delta Pathology
- 26. Billable Tests: 1,429,484 Employees: 189 Special Attributes: Automation Foundation: Social Accountability Support of MT Profession and Education 2012 Annualized Projections Omega Diagnostics
- 27. WEST 1 WEST 2 KNIGHT- BILLING EAST WEST SFM GRETNA WJ LOURDES WCH CROWLEY RAPIDES CABRINI ALEXANDRIA LAFAYETTE NEW ORLEANS MONROE SHREVEPORT DeltaClient DocQVoice Mail WEST 3 KNIGHT CenturyLink MPLS Region Site RTR
- 28. North East LA ( NELA) North West LA (NWLA) Mid LA Acadiana (LFY) SELA/NOLA
- 30. MARKET ANALYSIS 2012 Meaningful use project mandates EMR by 2014 Clinicians desire one interface with one laboratory for “one stop shop” menu of services (AP/CP/Mol/Genetics) REGIONAL AND NATIONAL MARKET FORCES DHH mandating Medicaid patients to enroll in CCN’s CCN’s seeking “one stop shop” menu of testing (AP/CP/Mol/Genetics) Single billing source for data mining in order to monitor quality and efficiency of care provided Risk based contracting Substantial quality reporting Data management services Economy of healthcare reform outcomes Reduced fee schedules Consolidation of laboratory platforms to drive efficiencies
- 31. CLINICAL INTEGRATION NETWORKS Allows physician in separate practices to Collectively negotiate with payors and employers. Anti-Trust risk if not done properly. Three part legal analysis: Is clinical integration program real? Initiatives actively undertaken and monitored by network involves all physicians in network Applies to physician practice patterns in fee for service Are initiatives designed to achieve likely Improvements in quality and efficiency? Is joint contracting necessary to achieve The efficiencies of the program?
- 32. CLINICAL INTEGRATION NETWORKS Benefits to physicians: Access to coordination infrastructure Access to technology Data accessible across full continuum of care Enhances community impact Potential for better reimbursement Core Components: Comprehensive improvement initiatives Performance improvement architecture Selective physician partnerships