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Would you like to exchange best
practices and ideas to improve care,

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enhance operational efficiency,

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and address financial
challenges with your peers?

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Becker's Healthcare is facilitating these
conversations at their eighth annual

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health, it digital
health and R C M meeting.

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You can check your
eligibility for complimentary
attendance at the link in the

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description. We are excited
to welcome you in October.

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This is Laura Dedo with the
Becker's Healthcare Podcast.

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I'm thrilled today to be
joined by Dr. Kevin McCatty,

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president of Tampa Cardiac Specialists
and C of Fast Pathways. Dr. McCady,

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it's a pleasure to have you
on the podcast today. Thank.

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You, Laura.

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Now, I know we've have
a lot to talk about.

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There's so much happening in the field
of cardiac care and heart surgery,

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but before we dive into my questions,

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can you tell me a little bit more
about yourself and your background?

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I'd be happy to. I'm a
practicing cardiologist and,

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and co-founder of the
Health Tech startup company.

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I'm also affiliated with daycare
health systems here in Tampa, Florida,

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as well as University of South Florida.

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I've served a variety of
different roles in, in healthcare,

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ranging from acting as a board member
for our first integrated physician

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network that's about 10 years old now.

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And I've also participated as the
service line chief and more recently

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faculty at an ambulatory
surgical center association

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discussing how facilities
can leverage technology.

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So I've had sort of experience
as a practicing physician

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and then some leadership roles within
healthcare systems and more recently

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in the outpatient sector, which I'm, I'm
thrilled to talk to you more about as,

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as we are starting to see more and
more procedures move to the outpatient

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market.

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Absolutely. I think that's a great point.

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There's so much that can be done less
evasively and in the outpatient setting.

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It's an exciting time really for
that kind of, uh, innovation.

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So I'd love to hear from your perspective
Yeah. A little bit more about that,

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you know, what you really see
as, uh, moving outpatient, um,

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and the technology behind
it, and then, you know,

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any other opportunities you're,
you're seeing in the cardiology space.

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Yeah, I, I think it, it
is an interesting time. I,

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I think that healthcare systems have
been so focused on mastering the

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inpatient market,

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and there's two factors that are
really driving procedures to outpatient

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facilities. Number one is
the healthcare consumer.

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Our patients are becoming
better advocates for their care,

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and they're looking for
a better experience.

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So they want efficiency in
the delivery of healthcare,

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and that could be best accomplished in
the ambulatory surgical center model

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cause there's less bureaucracy
and steps leading from

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registration to actually getting
care and then leaving the facility.

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The second aspect that's driving care
out of inpatient facilities is the

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insurance carriers.

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They identify that doing the same
procedure can be done much more

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cost effectively in
ambulatory surgical centers.

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And so that's also driving the
market out of the inpatient space.

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Got it. That makes sense. And that's
fascinating to hear. I know, you know,

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it's, uh,

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been a long time in coming in terms of
the payers really seeing the value of the

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outpatient ambulatory surgery centers.

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Have you been seeing that
in cardiology in particular,

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or is it kind of a slow start starting
to make that migration and make that kind

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of change in direction?

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I think, Laura, that that growth has
become exponential from what I see.

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I think the outpatient
market in cardiology

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is, um, is something that really the,

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the reflux of procedures really fell
behind the creation of outpatient

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C p T codes. Once the
reimbursement was there,

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I think it really spurred a
lot of practices to create

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their invest and create their own
facilities to perform procedures in

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their practice owned spaces.

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And unfortunately for the healthcare
systems, they saw a great loss of,

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of those procedures being performed
regularly in inpatient, um, uh,

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facilities. So I, I think, and,
and we'll talk about this as well,

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I I think one of the strategies that
I've seen with healthcare systems is,

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is reclaiming some of that
loss by either creating JVs

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with, with, um,

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private practices or creating
outpatient spaces to kind of

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reclaim the same pleasant
atmosphere that that patients love

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and, um, the, the reimbursement
that's being lost to help recoup that.

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Interesting. Yeah. Yeah,
that's a fascinating point and,

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and certainly how the hospitals are
responding to that, um, definitely,

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you know, will be something that
we're watching closely as well. Uh,

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from your perspective, are there any
headwinds that you have your eye on?

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What are potential roadblocks or
things that you're thinking about, um,

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as you're developing your
strategy for the future?

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Yeah, I, I think, um, well there's a,

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there's a couple of dynamics that we're
experiencing. I, I think the first is,

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uh, of course the, the
change in workforce dynamics.

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So it's, as we perform
more complex procedures,

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we really rely on our,
our experienced workforce.

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And trying to maintain staff to be

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constant in the facility
right now is very challenging.

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So I think we have to create a
system to accommodate for that. And,

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uh, i, I think we'll have to rely on
technology to be able to bridge the gap.

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Uh, one of the things
that I can speak of, um,

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that just happened this week is,

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is just taking someone who's
never been in our local market

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and trying to maintain the culture
that we have in our hospital

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system of delivering excellent
care and that patient experience,

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there is some, uh,

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lead in time with trying to take
people outside of our system and,

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and having them, um, perform in a,

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in a way that is, um, consistent
with, with how our staff,

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um, treat patients and, and, um,
maintain the quality of care.

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I think we could really leverage
technology to assist with providing that

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consistency of, um,

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of presentation to our
patients. So I think the,

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the dynamic, um, change in workforce is,

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is one headwind that's been
challenging. The second is,

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as we, um, experience, uh,

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more diversity in the insurance space, um,

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with delivering the same level of care to,

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to high volume populations,

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we're seeing a need to address
the value-based purchasing system

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and competing, um, um,

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competing in a, in a manner that
reclaims a lot of potential loss revenue.

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So a perfect example of this is the, um,

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CMS structure that is in
place that either rewards or

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penalizes healthcare systems,
their Medicare revenue every year,

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and having to compete, um, in our
value based purchasing programs.

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Um, of course the value based
based purchasing programs,

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one of the domain scores that we look
at intently is the patient and community

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engagement score. That
is a score that is, um,

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gauged completely on
subjective HCAP scores. So, um,

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in order to compete in those
programs and reclaim that

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revenue that is at risk, um,

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we're having to potentially use
technologies to really reinforce

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patient engagement.

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Got it. That's really fascinating
to hear and think about and,

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and for sure when you
look through, you know,

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where value lies in healthcare
and how you're measuring that,

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having the technology to support on
your side and really tell the story of,

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you know, what's going well and, and
not only the outcomes you're having,

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but the experience patients
are having is so key.

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And I wanted to go along those
lines too and think further through

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how you are looking at growth
and adding value overall to, uh,

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tamper cardiac specialists as well as
BayCare and the other organizations that

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you work with.

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Yeah, I, I think there
was a time where, um,

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there's a lot of adversity between private
practices and, and hospital systems,

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and I think we are now seeing
that, um, we've gotta collaborate,

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especially as insurance
carriers are looking for, um,

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reimbursing as a package,
as a, as a service package.

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And so we have to sort of
lock arms with the hospital

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systems in providing
high quality care in a

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cost effective manner. So I,

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I think the way that we can assist in the,

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um,

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overall delivery of care in helping
making it cost effective is by

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looking at exactly how much, um,

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a typical service line
costs to deliver care and,

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and try to cut down costs and work
collaboratively in, in that respect.

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Um, so I, I think that's one area
that I can speak of personally,

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where we're actually looking at the bottom
line as a service line of delivering

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an aspect of,

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of cardiac care and focusing on our

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consumables and how can we reduce that
without compromising the level of care

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that we provide? How can we
look at hospital length of stay?

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So one of the, the huge advancements
have been, um, in the coast,

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uh,

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the post covid era is how do
we get patients home sooner?

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So how, how do we look at that era,

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a component of not having
to keep patients overnight

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and potentially expose
them to more complications?

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How do we get them out of
the facility sooner without,

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of course compromising the level
and quality of care that we deliver?

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And then that, um,

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cost savings can then be demonstrated
to the carriers to show that we are

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an efficient system in
providing high quality care at

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a, at a, a decent, um, cost back to the,

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the insurance company.

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Absolutely. That makes a
lot of sense. You know,

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and it is really helpful to think about
and think through and certainly where

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the health system is headed. Um,
and along those lines, you know,

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when you're looking at the value-based
care, when you're looking at, you know,

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trying to solve a lot of
the big challenges that are
out there in healthcare,

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what is one investment or risk that's
really important for organizations to make

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this year?

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Yeah, I, I think so to,

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to piggyback on those prior points, I,

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I think that inpatient facilities
will need to look at the ambulatory

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surgical center market in either
creating their own brick and mortar,

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um, facilities or potentially
going in as joint ventures with

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existing facilities, again, to,

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to recoup the loss of revenue
as the reflux of procedures move

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out of the inpatient space.

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The second area that
might potentially be a,

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a good investment strategies is
looking at technologies that provide,

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um, efficiency that allow that our
staff to practice that top of license.

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I know in the, uh, to make a perfect
example, in the perioperative space,

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a lot of nursing staff are
needing to do administrative work,

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taking phone calls that are unnecessary.

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These are tasks that can be
replaced with technology.

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So making that upfront
investment in technology,

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predictive AI that allows our
staff to practice top of license

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without producing a lot of inefficiencies
in how they, they deliver care,

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uh, I think those are two areas
that will be sound investments for

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healthcare systems in the future.

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I love it. I think that makes
a lot of sense. You know,

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indefinitely having that outpatient trend,

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as we were talking about
at the beginning, you know,

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getting ahead of it as much as you can
within your market or wherever, um,

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your hospital or health system
is, it seems to be the, you know,

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very forward looking and thinking,
uh, strategy for organizations.

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Now, before we wrap up here,

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I wanted to get a sense from you about
how you're thinking about growth and

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development in the future,
both for yourself as well
as the teams you work with.

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Yeah, I, I think, um, for
me, it, it's going to be,

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um, looking at what I can
perform as, as far as,

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um, uh, procedures and, um,

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chronic disease management,

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how I can manage populations
more cost effectively,

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and how I can use technology.
I, I think what I've seen in,

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in my space, um, interestingly,

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is advancements in AI to help identify

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patient populations that
might be at risk for, um,

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readmissions, for instance, you
know, how can we identify these, um,

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high risk patient populations
and maybe preferentially provide,

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um, more closer care to prevent them
from having to be rehospitalized.

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Um, I think that is going to be, um,

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uh, more prevalent in, in my own practice.

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I think identifying technology
that helps me work less

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and more efficiently and helps my
staff deliver care more efficiently,

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I think that is, um,

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gonna be more prevalent in the future
in my practice and, and in my system.

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Um, paying more attention
to patient engagement.

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I think this is something that has
been greatly overlooked in the past.

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I think we were, uh, we, uh,

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we're assuming that our patients would
present for care and not have the

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expectation of, of the experience of care.

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I think this is gonna
change in the future.

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I think as high deductible
plans become more

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prevalent and there's more financial
stake that, that go in the,

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in the patient's pie of care, I think
they're gonna be chewier consumers.

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And with that, I think they're
gonna have expectations of the,

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the type of environment in of healthcare
that they wanna participate in.

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And that makes, that makes
facilities and, and providers,

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uh,

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that creates more
responsibility of maintaining

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an excellent healthcare experience.

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So I think that's where we can
really leverage technology.

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I think we'll have to be, um,

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spending more time assessing
the patient experience.

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And some of this is built into the
OAS caps and HCAP scores, but, um,

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it's, it's fairly rudimentary in,
in their, um, in their metrics.

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So I think needing to create our
own customized surveys to really

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tap into whether we're delivering
an excellent healthcare experience,

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I think is gonna be something that I feel
I'm gonna be participating in more as

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well.

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Fantastic. I, I think that
makes a lot of sense. You know,

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it is just really helpful to hear you
talk through all those different trends

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and especially wrapping up with
the patient experience element, um,

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that really makes a big difference.
And as you mentioned, being able to,

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you know, be on the forefront of that,

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especially as people have the
higher deductibles and, um,

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have more choice and are, are
looking for selecting, uh,

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providers that they can really count on
and depend on for outcomes as well as

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the experience. You know, definitely
wanna have that set up, uh,

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when that world arrives.
So, Dr. McKay Kadi,

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thank you so much for joining us today.

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I think this has been a really
fun and interesting discussion,

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and I look forward to
connecting with you again soon.

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Thanks so much.

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00:16:54,330 --> 00:16:56,020
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00:16:59,440 --> 00:17:03,580
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