We think about that a lot, too.
America’s aging wave is a nearly unrivaled seismic event in our nation’s nearly 250-year history, and few are really prepared for what’s coming. Aging care will be a $13 trillion industry by 2030, and the sheer scale of costs implied and resources required to address this challenge are staggering.
The impact of the Affordable Care Act over the last 10 years, financial constraints facing both Medicare and Medicaid, and the profound impact of Covid pandemic have irreversibly impacted our entire healthcare ecosystem. Accelerating pressures around healthcare value, provider-based risk, and population health-oriented thinking about social determinants of health and health equity are challenging providers to adapt, evolve, and integrate.
While some providers may be imperiled by these changes, others can prepare for opportunity and position for success. How ready is your organization?
At Elder Dynamics, we focus on guiding and nurturing aging services providers to think about where they are, where they’re going, and what they need to be doing about it.
Our Services
Strategic Thinking and Planning
Operational and Performance Improvement
Value-Based Care and Population Health
Figuring out how to get from here to there is what gets us excited. Working together, we examine forces that will impact you, consider your mission and core purpose, explore opportunities and future vision, and define the key strategies and tactics that will inform an action-oriented path forward.
Value-Based Care and Population Health
Operational and Performance Improvement
Value-Based Care and Population Health
CMS wants all Medicare beneficiaries in a value-based arrangement by 2030. Where does that leave you? What options do you have? Aging services will play a pivotal role in population health but we have to get ready, understand our value, and start building as soon as possible.
Operational and Performance Improvement
Operational and Performance Improvement
Resizing, Repositioning, and Redevelopment
More than ever, leading organizations must leverage an efficient operating model and a strong financial position to grow high-performing lines of business, optimize quality, solve workforce challenges, increase technology adoption, and position more readily for scale and risk
Resizing, Repositioning, and Redevelopment
Resizing, Repositioning, and Redevelopment
Resizing, Repositioning, and Redevelopment
For many, what got us here won't get us where we need to go. Maybe its time to downsize, exit a line of business, or expand an existing one. Any of these options must invite careful consideration, both operationally and strategically.
Community-Based Models
Resizing, Repositioning, and Redevelopment
Care Coordination and Care Management
The next 15 years will be all about care, service, and support in homes and the community. But making a carbon copy of somebody else's approach may not work for you. Understanding your organization, market and customers is key to unlocking and launching your solution.
Care Coordination and Care Management
Resizing, Repositioning, and Redevelopment
Care Coordination and Care Management
Care coordination and management sits at the intersection of primary, acute, post-acute and community-based care. For older populations, aging services organizations are uniquely positioned to excel and create value in this space.