Latest / Becker’s Healthcare - Clinical Leadership Podcast / Kevin Makati, MD, President and Chief Executive Officer at Tampa Cardiac Specialists

Transcript

Kevin Makati, MD, President and Chief Executive Officer at Tampa Cardiac Specialists · Becker’s Healthcare - Clinical Leadership Podcast

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  Would you like to exchange best practices and ideas to improve care,
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  and address financial challenges with your peers?
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  Becker's Healthcare is facilitating these conversations at their eighth annual
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  description. We are excited to welcome you in October.
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  This is Laura Dedo with the Becker's Healthcare Podcast.
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  I'm thrilled today to be joined by Dr. Kevin McCatty,
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  president of Tampa Cardiac Specialists and C of Fast Pathways. Dr. McCady,
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  it's a pleasure to have you on the podcast today. Thank.
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  You, Laura.
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  Now, I know we've have a lot to talk about.
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  There's so much happening in the field of cardiac care and heart surgery,
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  but before we dive into my questions,
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  can you tell me a little bit more about yourself and your background?
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  I'd be happy to. I'm a practicing cardiologist and,
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  and co-founder of the Health Tech startup company.
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  I'm also affiliated with daycare health systems here in Tampa, Florida,
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  as well as University of South Florida.
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  I've served a variety of different roles in, in healthcare,
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  ranging from acting as a board member for our first integrated physician
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  network that's about 10 years old now.
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  And I've also participated as the service line chief and more recently
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  faculty at an ambulatory surgical center association
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  discussing how facilities can leverage technology.
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  So I've had sort of experience as a practicing physician
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  and then some leadership roles within healthcare systems and more recently
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  in the outpatient sector, which I'm, I'm thrilled to talk to you more about as,
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  as we are starting to see more and more procedures move to the outpatient
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  market.
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  Absolutely. I think that's a great point.
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  There's so much that can be done less evasively and in the outpatient setting.
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  It's an exciting time really for that kind of, uh, innovation.
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  So I'd love to hear from your perspective Yeah. A little bit more about that,
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  you know, what you really see as, uh, moving outpatient, um,
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  and the technology behind it, and then, you know,
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  any other opportunities you're, you're seeing in the cardiology space.
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  Yeah, I, I think it, it is an interesting time. I,
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  I think that healthcare systems have been so focused on mastering the
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  inpatient market,
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  and there's two factors that are really driving procedures to outpatient
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  facilities. Number one is the healthcare consumer.
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  Our patients are becoming better advocates for their care,
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  and they're looking for a better experience.
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  So they want efficiency in the delivery of healthcare,
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  and that could be best accomplished in the ambulatory surgical center model
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  cause there's less bureaucracy and steps leading from
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  registration to actually getting care and then leaving the facility.
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  The second aspect that's driving care out of inpatient facilities is the
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  insurance carriers.
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  They identify that doing the same procedure can be done much more
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  cost effectively in ambulatory surgical centers.
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  And so that's also driving the market out of the inpatient space.
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  Got it. That makes sense. And that's fascinating to hear. I know, you know,
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  it's, uh,
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  been a long time in coming in terms of the payers really seeing the value of the
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  outpatient ambulatory surgery centers.
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  Have you been seeing that in cardiology in particular,
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  or is it kind of a slow start starting to make that migration and make that kind
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  of change in direction?
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  I think, Laura, that that growth has become exponential from what I see.
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  I think the outpatient market in cardiology
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  is, um, is something that really the,
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  the reflux of procedures really fell behind the creation of outpatient
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  C p T codes. Once the reimbursement was there,
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  I think it really spurred a lot of practices to create
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  their invest and create their own facilities to perform procedures in
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  their practice owned spaces.
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  And unfortunately for the healthcare systems, they saw a great loss of,
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  of those procedures being performed regularly in inpatient, um, uh,
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  facilities. So I, I think, and, and we'll talk about this as well,
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  I I think one of the strategies that I've seen with healthcare systems is,
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  is reclaiming some of that loss by either creating JVs
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  with, with, um,
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  private practices or creating outpatient spaces to kind of
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  reclaim the same pleasant atmosphere that that patients love
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  and, um, the, the reimbursement that's being lost to help recoup that.
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  Interesting. Yeah. Yeah, that's a fascinating point and,
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  and certainly how the hospitals are responding to that, um, definitely,
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  you know, will be something that we're watching closely as well. Uh,
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  from your perspective, are there any headwinds that you have your eye on?
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  What are potential roadblocks or things that you're thinking about, um,
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  as you're developing your strategy for the future?
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  Yeah, I, I think, um, well there's a,
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  there's a couple of dynamics that we're experiencing. I, I think the first is,
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  uh, of course the, the change in workforce dynamics.
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  So it's, as we perform more complex procedures,
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  we really rely on our, our experienced workforce.
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  And trying to maintain staff to be
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  constant in the facility right now is very challenging.
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  So I think we have to create a system to accommodate for that. And,
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  uh, i, I think we'll have to rely on technology to be able to bridge the gap.
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  Uh, one of the things that I can speak of, um,
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  that just happened this week is,
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  is just taking someone who's never been in our local market
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  and trying to maintain the culture that we have in our hospital
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  system of delivering excellent care and that patient experience,
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  there is some, uh,
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  lead in time with trying to take people outside of our system and,
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  and having them, um, perform in a,
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  in a way that is, um, consistent with, with how our staff,
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  um, treat patients and, and, um, maintain the quality of care.
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  I think we could really leverage technology to assist with providing that
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  consistency of, um,
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  of presentation to our patients. So I think the,
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  the dynamic, um, change in workforce is,
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  is one headwind that's been challenging. The second is,
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  as we, um, experience, uh,
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  more diversity in the insurance space, um,
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  with delivering the same level of care to,
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  to high volume populations,
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  we're seeing a need to address the value-based purchasing system
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  and competing, um, um,
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  competing in a, in a manner that reclaims a lot of potential loss revenue.
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  So a perfect example of this is the, um,
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  CMS structure that is in place that either rewards or
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  penalizes healthcare systems, their Medicare revenue every year,
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  and having to compete, um, in our value based purchasing programs.
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  Um, of course the value based based purchasing programs,
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  one of the domain scores that we look at intently is the patient and community
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  engagement score. That is a score that is, um,
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  gauged completely on subjective HCAP scores. So, um,
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  in order to compete in those programs and reclaim that
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  revenue that is at risk, um,
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  we're having to potentially use technologies to really reinforce
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  patient engagement.
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  Got it. That's really fascinating to hear and think about and,
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  and for sure when you look through, you know,
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  where value lies in healthcare and how you're measuring that,
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  having the technology to support on your side and really tell the story of,
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  you know, what's going well and, and not only the outcomes you're having,
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  but the experience patients are having is so key.
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  And I wanted to go along those lines too and think further through
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  how you are looking at growth and adding value overall to, uh,
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  tamper cardiac specialists as well as BayCare and the other organizations that
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  you work with.
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  Yeah, I, I think there was a time where, um,
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  there's a lot of adversity between private practices and, and hospital systems,
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  and I think we are now seeing that, um, we've gotta collaborate,
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  especially as insurance carriers are looking for, um,
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  reimbursing as a package, as a, as a service package.
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  And so we have to sort of lock arms with the hospital
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  systems in providing high quality care in a
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  cost effective manner. So I,
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  I think the way that we can assist in the,
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  um,
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  overall delivery of care in helping making it cost effective is by
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  looking at exactly how much, um,
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  a typical service line costs to deliver care and,
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  and try to cut down costs and work collaboratively in, in that respect.
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  Um, so I, I think that's one area that I can speak of personally,
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  where we're actually looking at the bottom line as a service line of delivering
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  an aspect of,
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  of cardiac care and focusing on our
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  consumables and how can we reduce that without compromising the level of care
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  that we provide? How can we look at hospital length of stay?
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  So one of the, the huge advancements have been, um, in the coast,
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  uh,
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  the post covid era is how do we get patients home sooner?
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  So how, how do we look at that era,
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  a component of not having to keep patients overnight
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  and potentially expose them to more complications?
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  How do we get them out of the facility sooner without,
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  of course compromising the level and quality of care that we deliver?
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  And then that, um,
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  cost savings can then be demonstrated to the carriers to show that we are
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  an efficient system in providing high quality care at
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  a, at a, a decent, um, cost back to the,
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  the insurance company.
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  Absolutely. That makes a lot of sense. You know,
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  and it is really helpful to think about and think through and certainly where
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  the health system is headed. Um, and along those lines, you know,
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  when you're looking at the value-based care, when you're looking at, you know,
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  trying to solve a lot of the big challenges that are out there in healthcare,
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  what is one investment or risk that's really important for organizations to make
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  this year?
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  Yeah, I, I think so to,
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  to piggyback on those prior points, I,
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  I think that inpatient facilities will need to look at the ambulatory
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  surgical center market in either creating their own brick and mortar,
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  um, facilities or potentially going in as joint ventures with
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  existing facilities, again, to,
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  to recoup the loss of revenue as the reflux of procedures move
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  out of the inpatient space.
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  The second area that might potentially be a,
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  a good investment strategies is looking at technologies that provide,
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  um, efficiency that allow that our staff to practice that top of license.
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  I know in the, uh, to make a perfect example, in the perioperative space,
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  a lot of nursing staff are needing to do administrative work,
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  taking phone calls that are unnecessary.
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  These are tasks that can be replaced with technology.
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  So making that upfront investment in technology,
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  predictive AI that allows our staff to practice top of license
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  without producing a lot of inefficiencies in how they, they deliver care,
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  uh, I think those are two areas that will be sound investments for
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  healthcare systems in the future.
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  I love it. I think that makes a lot of sense. You know,
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  indefinitely having that outpatient trend,
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  as we were talking about at the beginning, you know,
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  getting ahead of it as much as you can within your market or wherever, um,
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  your hospital or health system is, it seems to be the, you know,
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  very forward looking and thinking, uh, strategy for organizations.
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  Now, before we wrap up here,
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  I wanted to get a sense from you about how you're thinking about growth and
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  development in the future, both for yourself as well as the teams you work with.
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  Yeah, I, I think, um, for me, it, it's going to be,
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  um, looking at what I can perform as, as far as,
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  um, uh, procedures and, um,
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  chronic disease management,
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  how I can manage populations more cost effectively,
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  and how I can use technology. I, I think what I've seen in,
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  in my space, um, interestingly,
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  is advancements in AI to help identify
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  patient populations that might be at risk for, um,
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  readmissions, for instance, you know, how can we identify these, um,
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  high risk patient populations and maybe preferentially provide,
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  um, more closer care to prevent them from having to be rehospitalized.
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  Um, I think that is going to be, um,
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  uh, more prevalent in, in my own practice.
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  I think identifying technology that helps me work less
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  and more efficiently and helps my staff deliver care more efficiently,
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  I think that is, um,
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  gonna be more prevalent in the future in my practice and, and in my system.
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  Um, paying more attention to patient engagement.
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  I think this is something that has been greatly overlooked in the past.
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  I think we were, uh, we, uh,
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  we're assuming that our patients would present for care and not have the
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  expectation of, of the experience of care.
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  I think this is gonna change in the future.
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  I think as high deductible plans become more
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  prevalent and there's more financial stake that, that go in the,
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  in the patient's pie of care, I think they're gonna be chewier consumers.
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  And with that, I think they're gonna have expectations of the,
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  the type of environment in of healthcare that they wanna participate in.
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  And that makes, that makes facilities and, and providers,
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  uh,
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  that creates more responsibility of maintaining
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  an excellent healthcare experience.
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  So I think that's where we can really leverage technology.
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  I think we'll have to be, um,
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  spending more time assessing the patient experience.
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  And some of this is built into the OAS caps and HCAP scores, but, um,
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  it's, it's fairly rudimentary in, in their, um, in their metrics.
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  So I think needing to create our own customized surveys to really
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  tap into whether we're delivering an excellent healthcare experience,
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  I think is gonna be something that I feel I'm gonna be participating in more as
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  well.
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  Fantastic. I, I think that makes a lot of sense. You know,
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  it is just really helpful to hear you talk through all those different trends
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  and especially wrapping up with the patient experience element, um,
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  that really makes a big difference. And as you mentioned, being able to,
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  you know, be on the forefront of that,
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  especially as people have the higher deductibles and, um,
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  have more choice and are, are looking for selecting, uh,
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  providers that they can really count on and depend on for outcomes as well as
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  the experience. You know, definitely wanna have that set up, uh,
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  when that world arrives. So, Dr. McKay Kadi,
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  thank you so much for joining us today.
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  I think this has been a really fun and interesting discussion,
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  and I look forward to connecting with you again soon.
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  Thanks so much.
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