Subsero Health’s mission is to assist physicians who seek successful long-term careers as the industry begins to incentivize quality, cost-effective patient care.
Subsero is a Latin word meaning “to sow” and our years of experience in managing primary and secondary care organizations have taught us how certain growth strategies yield clinical collaboration, financial stability, greater operational efficiency, advanced information systems, deeper affiliations with health plans, and more-satisfied patients and more successful outcomes.
In short, we’ve seen how a smarter level of coordinated care leads to healthier people, smarter spending, and higher rates of reimbursements.
Leadership and Buy-In
Subsero Health’s core task has always been to serve as a leader in inspiring and influencing physicians to build industry-leading Accountable Care Organizations (ACOs). We connect with providers, patients, and payers to explain how population health can improve due to cooperative value-driven care.
To earn the buy-in of our healthcare partners, we not only implement their preexisting resources, but we then leverage them with our large-scale implementation experience, detailed report writing, strong analytical capabilities, efficient data management, and comprehensive IT skills to achieve better care at lower costs, and, in turn, the highest MIPS scores possible.
“Healthcare administrators who have the ability to foster complementary relationships will be key to any successes we find in our industry’s inevitable transition to value-based care,” says Neil Bedi, Managing Partner.
Subsero Health understands that partnering with healthcare professionals with the highest skill level is only the first step toward growth in our evolving industry. To be able to work together effectively and to have the solid trust needed to thrive, constant and clear communication is critical.
“Opening the lines of communication, promoting transparency, engaging physicians in the planning and development processes, and creating a common base of understanding are the strongest ways to build the trust needed within a value-based care organization,” says Inita Bedi, Managing Partner.
A lack of confidence between physicians and administrators breeds misconceptions and gross inefficiency within an organization, making it nearly impossible to move forward on quality initiatives or allocate reimbursements.
Optimized Technology and Workflow Processes
To achieve high MIPS scores, physicians also need to make investments in advanced technology platforms. This decision-making process can pose as a challenge for many providers. Complex issues such as learning the advantages and disadvantages of new technologies, interoperability and systems integration can lead to roadblocks in the data collection processes that are essential when attempting to earn higher MIPS scores.
We have also learned how health IT can play a role in an ACO’s ability to communicate effectively while managing patients across different care settings.
“Advanced use of health information exchange, along with a robust EHR infrastructure can ensure that patient data is available to as many providers as possible. We use our shared and proven tech platforms to give our partners the best chance of gathering the important data on their patients that aids care coordination, predictive risk stratification, chronic disease management, and better clinical decision support,” says Thomas Blankenship, Managing Partner.
Communication with Payers
Historically, provider-payer relationships have been antagonistic. This friction makes the task of forming fruitful contracts between health plans and physician groups daunting. With the industry’s move toward value-based care, physicians must develop strong alliances with payers that provide potent and sustainable synergies for all parties.
Subsero Health has seen how the new MACRA standards actually provide very beneficial opportunities for payers and providers to establish new, cooperative relationships. As more providers transition to value-based care and assume more risk for the quality and cost-effectiveness of the patient care they administer, these alliances will allow payers and providers to openly review each other’s care management capabilities and data analytics, and make it easier for them to exchange ideas on patient engagement, all of which are core areas to be addressed under MIPS.
Subsero Health has found there are very meaningful ways in which these two parties can collaborate. With trust and open communication, there are opportunities for each side to look differently at how payment is derived and what gets paid for,” says Neil Bedi.
Bringing it All Together
Subsero Health is a strong partner for any physician who does not see a clear path forward as healthcare transition away from fee-for-service. To go out on your own, could prove to be overwhelming and set your practice back years in terms of achieving profitability, and joining the wrong management organization with little experience achieving higher MIPS scores may find even more disastrous results.
Make our success, your success. Grow with Subsero Health.