Therefore, the partnerships that must be forged to connect the fragments of the continuum begin with conversations that align our understanding of individuals and communities. Those conversations occur at the intersections of health, not within the silos. Additionally, the right conditions must exist within a region, for an area to see progress. McKesson outlines three business catalysts that must co-exist to drive cost-effective care and transformative innovation within a particular region Alignment (collaboration among local stakeholders), Value (achieving better results at a lower cost) and Venue (delivering care in a variety of settings by an array of caregivers). Alignment is the foundation, or as Matthew Zubiller said on behalf of McKesson, Step one is locally addressing the same questions, but with conversations varying based on cities culture. By making sure the conversations bring together diverse voices, new ideas can be fostered and curated, leading to potentially actionable results. From those actions, new processes and standards can be produced. And, it is not until those processes have become efficient that the care can be delivered in a wide variety of venues. Scaling too soon or without a complete system could lead to even greater trouble in our system. Instead, to truly focus on cost-effective care for patients, providers and payers need to be aligned in their mission. Conversations On Tour During the Minneapolis-St. Paul leg of the tour, McKesson reached out to area experts and entrepreneurs such as Thompson Aderinkomi , Founder and CEO of Retrace Health , in addition to the Mayo Clinics Center for Innovation , Twin Cities Orthopedics and Transfuse Solutions .
McKesson On Alex Simring continue Tour: Local Health In Every City – Forbes
Health Net Q2 Earnings Beat on Higher Revs, Guides In-Line – Analyst Blog – NASDAQ.com
Medicare Advantage MCR deteriorated to 90.9% from 89.9% a year ago. Medicaid MCR amounted to 83.6% compared with 79.5% in the year-ago quarter. Government Contracts: Revenues from this segment increased to $154.1 million from $139.9 million in the second quarter of 2013. The segment’s expenses also increased to $132.6 million from $121.8 million in the prior-year quarter. Financial Update As Jun 30, 2014, Health Net had cash and investments of approximately $2.3 billion, up from $1.9 billion as of Jun 30, 2013. The company’s debt-to-total capital ratio improved to 21.5% as of Jun 30, 2014 from 25.6% as of Jun 30, 2013. Health Net’s operating cash outflow was $13.8 million in the second quarter of 2014, comparing favorably with outflow of $106.3 million in the year-ago quarter.