When talking with health systems, one of the first questions I often hear is, “Why should we partner with Contessa instead of building a home hospital program ourselves”? It’s a fair question, and there are many factors to consider.
Developing a home hospital care program is an organizational shift that comes with a significant set of challenges that require time, resources, and expertise to solve. So, when considering integrating a home hospital care component into a health system, is it better to build or buy? Here are the three key areas I tell healthcare leaders to evaluate thoroughly as they make their decision:
Whether you build or buy, home hospital care requires a significant commitment of financial and organizational resources. I’ve often seen hospitals try to “go it alone” by simply piling the program, and all it entails, onto the plate of an already-stretched-too-thin senior leader. Policies have to be written and revised. Care teams have to be hired and trained. Substantial amounts of capital and time must be invested in technology, credentialing, education, and more. All of those things have to happen before the first patient is treated. If your team has the capacity and capability to develop these things successfully, and resources were all that were needed, building a program may be the right choice for your organization.
Alternatively, if establishing and leveraging these resources feels like a stretch, partnering with an organization, like Contessa, may be a better route. Doing so creates savings by allowing you to leverage our team that can accelerate many key components including:
1) Speed to market on operations,
2) Negotiating payer contracts for a program that had never been reimbursed by a payer before 2016,
3) Creating the logistical infrastructure of a virtual hospital, and
4) Structuring a partnership that will help your organization realize the best ROI you need to achieve.
This is what we do every day. The logistics and operations for hospital at home services are drastically different than a health system’s core business. That is why we built Contessa: to provide the infrastructure necessary for hospital at home programs while allowing health systems to focus on their core business.
When delivering home hospital care, the turnaround time of services, and the quality of those services, needs to mirror the inpatient setting. This is easier said than done, and it requires robust safety protocols, telehealth integration, administrative workflows, and providers who champion the program. Contessa’s success is built on a foundation of these four pillars.
No doubt, there is a cultural shift that needs to take place before implementing a home hospital care program, and some organizations are better equipped to accomplish that than others. If you think about it, we are asking clinicians to do the exact opposite of what they were trained to do. Clinicians are trained to identify patients who need hospital care and then admit them to the hospital. Now, we are asking them to send patients home. There is quite a bit of muscle memory that has to be broken down. And while sending patients home that require hospital care is a culture shift, the COVID-19 pandemic is driving providers to ramp up adoption. Partnering with a company like Contessa affords clinicians the opportunity to tap into other program operators across the country and help your clinical staff adapt to this modern care delivery model quicker and more efficiently.
The technological and digital health lens is also an important one to consider when evaluating whether to build or buy. Typically, electronic medical records (EMRs) for a single system are not equipped to manage patients over a wide geography, whereas a home hospital care program needs to have that capability. Knowing that some systems are further along in the adoption of sophisticated EMRs than others, this can be a key factor in your decision to build or buy.
Mobile and remote medical equipment are also must-haves for home hospital care and often come at an added cost. Partners entrenched in this work are not only likely to have these tools on-hand but also to have an understanding of their implementation – which is never a fun part of the “build” process.
Partnering bridges some of the technology gaps that may become more obvious as you begin to consider building hospital care at home program. For example, Contessa utilizes Care Convergence, a proprietary platform that connects patient care with providers and health plans. We have the unique ability to manage patient care and revenue cycle transactions and report quality metrics and data.
Our care model also comes equipped with remote patient monitoring kits and tablets for virtual hospitalist roundings. While remote patient monitoring is becoming more prevalent with time, the set-up we establish with our kits for hospital-level care at home embeds unique care plan aspects to ensure patient safety at all times.
The End Game.
A close friend once told me that innovation is the ability to execute at scale. So, if you are considering building your own program, ask yourself what it would take to deploy hospital-level care across your entire system in concert with all payers. How many people, how much time, and what type of investment would it take to accomplish that? And once you get to that point, how long will it take to refine it to where you are satisfied with the model?
Though I am clearly biased, when you break it down, the benefits of partnering with a company like Contessa rather than starting from scratch are pretty clear. Partnering with an established home hospital provider makes a stronger, more sustainable, and financially successful program. Contessa and our peers in the marketplace have demonstrated a clear ability to successfully execute our models across a variety of geographies in the U.S.
What is more, Contessa’s joint-venture model sweetens the deal. We aren’t just a vendor and health systems don’t simply buy-into our model. We contribute capital alongside our partners to create a new business, a new service line. As partners, we build this service line together and, subsequently, split the profits. Our risk-assumption and the proven effectiveness of what we do also means security and a seamless foray into this care model for those new to the space.
We have heard experts across the field say they have everything they need to execute this service across their own entity, but it doesn’t always pan out the way they envisioned. Much like in life, sometimes there’s just no need to re-create the wheel. And isn’t it easier to pay once and get it right, than to build, fail and ultimately wind up spending much more to have some help?