John M. Kunysz, CEO of USA Healthcare Services

As CEO of Intrepid USA Healthcare Services, John M. Kunysz, is liable for leading the organization’s ongoing growth initiatives, with a stress on delivering personalized patient and family-centered care. Under Kunysz’s leadership, Intrepid USA was named the 12th largest provider of home health care services within the country.

Through the Fast Forward series, Kunysz shares insight into the tools, technologies and practices that are reshaping home health and residential care as we all know it. additionally, he provides perspective on the shift to the patient-as-payer model and a more concierge-style continuum of care.

HHCN: Tell me about the trail that led you to your current role.

Kunysz: My health care career began within the payer world. I worked on the payer side in operations roles, then I got more involved acute care service providers, offering transcription, health information management, patient financial services and revenue-cycle support.

My heavy concentration on patient experience through revenue-cycle services and patient fintech ended up exposing me to a personal equity firm that recruited me to assist with Intrepid in 2018.

At the time, there was a migration toward the patient-as-payer model and therefore the concierge, family medical home care continuum. More procedures were done in reception rather than the acute care setting, and it created a stimulating opportunity. I transitioned from acute care to physician practice, then into the post-acute arena.

Where does one see yourself and your company three years from now?

When it involves health care reception , we’ll be partnering with more out-of-hospital surgery centers. Patients will only got to visit large hospital facilities if they need a critical need for neuro or cardio beds that can’t be provided in an outpatient setting.

Right now, we’re about 80% Medicare. i feel over subsequent three to 5 years, we’re getting to see a radical shift in our payer mix, which can probably be somewhere between 30% and perhaps 40% Medicare — much but what it’s now. Much larger percentages of our patient populations will have direct contracts with payers to supply look after them during a comprehensive setting, helping to regulate costs.

What does one think are going to be the foremost significant challenge for your company during that time?

I think the most important challenge are going to be continuing to draw in , motivate and retain incredibly scarce talent — one among the challenges our industry faces as an entire . Traditionally, the highest talent visited add the massive acute care health systems and within the big hospitals. If they couldn’t quite cut it there, they might find yourself within the physician practice arena.

If you weren’t qualified to form it in either of these settings, you’d get hired into long-term care, post-acute care or assisted living. That’s shifting now. We’re seeing tons more talented resources spending their careers in health care, bringing those talents and skills to the post-acute world. The way I see it, we’re running a hospital with 7,000 beds in 17 states and a few thousand care team members, and that’s a way more complex and challenging clinical environment than one location.

Continuing to draw in , motivate and retain that key talent goes to be our challenge, because working in post-acute and residential health care remains not nearly as sexy as working as a barista at Starbucks, or as a genius at the Apple store.

What is the best source of health care disruption that you simply see coming within the next three years?

I think we’re getting to see the expansion of the patient-as-payer model, with families taking more financial responsibility for his or her health care costs. I see us moving faraway from traditional models of placing aging parents or relatives in congregate care facilities, with better ways to worry for them reception . The tremendous growth of the aging boomer generation is additionally at some extent where their care needs are starting to overwhelm the extent of staff resources.

What does one see because the most enjoyable economic, financial or bottom-line opportunity over subsequent three years?

I’m most excited about working directly with payers and relations to make alternative care models. Our entire health care system has been built around an episodic payer model, but moving forward, we’ll be focused on aging in situ . we will work with payers to supply very cost-effective models, enabling a migration from the episodic payer methodology and mindset to an accountable aging-in-place model.

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What does one see because the greatest technology-related advancement on the horizon for home-based health care?

If you check out our business and health care services generally , we’ve been planning systems round the manufacturing and production process for years. They’re called MRP systems, which stands for materials requirements planning. we’ve not done an honest job of that within the home health care business.

It’s almost like there are physician preference cards for the various surgical needs and devices. Patients should have preference cards, and care team members should have preference cards, too. Why are we asking someone who’s scared of dogs to travel into a home with dogs, or someone who is allergic to cats to travel into a home with cats?

We can change the way during which our staff is paired with people that have similar interests. Then, you’ll have care team support as a more fulfilling job experience.

In addition to the MRP staffing-patient alignment interest, patient monitoring and remote patient monitoring also will create a far better patient experience. Using room imaging and scanning technology allows us to stay our patients safer by interacting more effectively with them in their homes.

Beyond technology, everybody knows that folks want to age in situ . What does one think are going to be the best social influence within the home-based care industry over subsequent three years?

In health care, as you get into the aging population, you would like an incredibly integrated and seamless methodology to include care input. The patient might not be telling you the reality . They don’t want to possess their keys removed . They don’t want to lose their independence. Sometimes their spouse or spouse could also be enabling them and not necessarily telling the reality . you would like to include input from other relations to know the complete patient picture.

I want to maneuver toward a holistic aging-in-place sort of program with better patient and family engagement communication tools. Because once you believe it, we all know more about our Chewy petfood or Amazon order than we do about the care visit with our beloved .

What consumer product or consumer service does one think will have the best impact on home-based care providers over subsequent three years?

I think the power to use in-home patient monitoring and patient technology , coupled up with what I call “patient contact centers,” will make a big impact on home-based care providers. We decide to create patient contact centers staffed with people trained to affect social determinants of health and have interaction patients during a way that’s different. Patients will share things with us that they won’t necessarily tell their family or close friends.

They’ll be a touch more candid and open. I’m excited that , but also about finding ways to try to to remote patient monitoring within the home, particularly around medication compliance and/or health risks, like we talked about. You’re seeing imaging and management which will determine whether or not a patient is someplace they shouldn’t be, during a position on the ground that they shouldn’t be, if they haven’t moved or if they haven’t taken their medication — we will contact them to follow abreast of any of this.

Complete this sentence: Three years from now, I hope healthcare delivery are going to be …

More personalized and delivered during a concierge, family medical home care experience.