Business of cardiology ‘severely disrupted’ by COVID-19 pandemic

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Sumary of Business of cardiology ‘severely disrupted’ by COVID-19 pandemic:

  • The pandemic may well be one of the seminal events of the 21st century, prompting wide-ranging and long-lasting changes in the economy, public health policy and health care delivery..
  • The pandemic has forced society and the medical community to acknowledge the many inefficiencies and inequities in our current systems of health care delivery, not only as directly related to caring for patients infected with SARS-CoV-2, but also to make the fundamental, systemic changes needed to deliver effective, high-value care to all of our patients, finally honoring our society promise of health care as a basic human right..
  • interest as well as our obligation to society as professionals to recognize potential advantages some of the changes COVID-19 have forced on us, helping develop better systems of care for all eventualities..
  • We can hope that the challenge of COVID-19 will lead to long-lasting improvements in our systems of health care, reducing waste, eliminating needless regulatory and administrative burden, correcting for the poorer health outcomes in economically disadvantaged sectors of our society and rooting out all vestiges of racism and discrimination in health care based on sex, sexual orientation or race/ethnicity..
  • We sorely miss our in-person visits, using our physical examination and communication skills to create intimate patient-doctor relationships, but we also recognize that face-to-face interaction with a cardiologist, although important, is but a limited part of the entire process of heart care and prevention in the post-COVID-19 era..
  • Telehealth and team-based care should properly supplement, not replace, in-person visits to a patient cardiologist..
  • As the technology for remote patient care improves, financial incentives are needed to encourage use of team-based telehealth, including reducing coding burden and moving toward fixed, per-patient payments rather than a fee-for-service approach..
  • Compensation, financial issues Health care financing systems, cardiology practice patterns and formulae for individual cardiologists’ compensation continue to evolve to facilitate these kinds of team-based care relationships..
  • Cardiology groups, usually closely affiliated or employed by hospitals, commonly employ as many as 50 cardiologists, with advantages of extensive infrastructural and financial support for management, contracting and participation in alternate payment models, but at the cost of high “overhead”…

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