John Adlesich or the rise of a healthcare executive professional on healthcare industry trends in 2021: Think outside your ZIP code. With the emergence of virtual services and virtual workforces, the talent pool is expanding and new entrants are emerging that can offer services at a lower cost and often at a higher quality than is possible for some organizations. One example is the collaboration between tele-ICU service providers and small, rural hospitals to improve their patients’ access to highly specialized critical care. Organizations also have increased flexibility to find personnel in clinical areas, such as subspecialty radiologists, and to cover nonclinical areas where it’s difficult to recruit talent, such as revenue cycle specialists, IT staff and customer service representatives.
John Adlesich on behavior therapy in 2021: All behavioral therapies share the same reward/consequence paradigm for changing behavior and learning new skills, and they may include some overlap in the way that they are implemented. Despite these similarities, however, children may respond more fully to one approach over another for any number of unknown reasons. If your child is not developing as you expect, or if you believe that he or she may benefit from a combined approach, then pursuing additional therapies is an option to consider. Sharing your ideas and working cooperatively with the professionals who provide services for your child is a good way to explore the efficacy and practical application of other treatment approaches.
John Adlesich on healthcare industry trends: After a turbulent, COVID-19 dominated 2020, healthcare leaders, policymakers, and the U.S. public are eager to know what 2021 holds. Pressing concerns include persisting and emerging pandemic challenges, the long-term effects of COVID-19, future emergency preparedness, and how the Biden administration will impact healthcare—notably, the future of the Affordable Care Act (ACA). 2021 healthcare trends fall into three main categories: healthcare policy, care delivery, and technology. The industry can prepare for the future by understanding critical areas to watch within these categories and which events and activities may affect the healthcare ecosystem. John Adlesich currently works as administrator at Marquis Companies. His latest healthcare industry experience includes positions as executive director at Powerback Rehabilitation Lafayette (Genesis Healthcare) between Aug 2020 – Jan 2021, administrator at Mesa Vista of Boulder between Mar 2019 – Aug 2020, chief executive officer at Sedgwick County Memorial Hospital between Jul 2018 – Feb 2019, interim chief operating officer at Toiyabe Indian Health Project between Mar 2018 – Jun 2018.
John Adlesich thinks that 2021 is a crossroads year for the healthcare industry. While a balanced approach is important, there is no question that US-based sources for many products are lacking to non-existent. To remedy this imbalance, we may see tax incentives and low-cost loans that would enable American manufacturers to invest in new automation technologies, to help level the playing field with overseas companies that have access to cheap labor and fewer regulatory barriers. There may also be new requirements that government purchasers such as the Veteran’s Administration and Department of Defense purchase at least a portion of the medical products they use from domestic suppliers. More, too, should be done to incent our health care providers to purchase domestically. Such moves would go a long way to creating the demand necessary for added domestic investments. When added incentives are required, the private sector will continue to step in to reward manufacturers that place a premium on geographic diversity for their supply chains. For instance, after learning that 90 percent of all face masks were produced in China, leaving the US highly susceptible to shortages, Premier and 16 leading health systems pooled resources to take a minority stake in Prestige Ameritech, one of the nation’s only domestic producers of face masks and other personal protective equipment. In exchange for the cash infusion and long-term purchasing commitments, the company is now making 3.5 million masks per month that it ordinarily would have had little incentive to make. In November, we followed that initiative with a partnership with 34 members to invest in DeRoyal Industries for the domestic production of isolation gowns that have increasingly been difficult to find.