The final presidential debate: 5 healthcare takeaways

President Donald Trump and former Vice President and Democratic presidential nominee Joe Biden debated Oct. 22 for the last time before the general election. The debate took place in Nashville, Tenn.  

Five takeaways for healthcare leaders:

COVID-19

1. NBC News anchor and moderator Kristen Welker asked President Trump about his strategy for dealing with the country’s latest wave of COVID-19 cases. As of Oct. 22, roughly 40,000 Americans were in the hospitalwith the virus, the most since early August. In response, President Trump cited, as he has in the past, a March study from the Imperial College of London COVID-19 Response Team that projected 2.2 million Americans could die from the virus if no action were taken to control it. He compared that metric to the roughly 222,220 Americans who have died from the virus. The president said spikes and surges will soon be gone, and the virus “will go away, and as I say, we’re rounding the turn, we’re rounding the corner.” As of Oct. 22, 16 states reported the highest share of hospital beds occupied by COVID-19 patients since the pandemic began. 

2. Citing his administration’s COVID-19 vaccine effort Operation Warp Speed, President Trump said a vaccine will be announced in “weeks.” When Ms. Welker asked President Trump if he could guarantee that a vaccine will be delivered in weeks, and what companies could do that, he said he couldn’t guarantee that timeframe. Currently none of the large vaccines trials have been completed. The earliest a drugmaker could apply for emergency use authorization for a COVID-19 vaccine is likely the end of November. The president has previously said a vaccine will be ready by early 2021, and Moncef Slaoui, PhD, chief of the Operation Warp Speed, said Oct. 21 that all Americans should be inoculated by next June.

3. When asked about the pandemic, Mr. Biden focused on the current surge in COVID-19 cases, saying the U.S. is seeing more than 70,000 new cases a day, a number reported Oct. 20 by The New York Times‘ database. In his criticism of the current administration’s handling of the virus, Mr. Biden cited an Oct. 8 editorial from The New England Journal of Medicine that denounced the White House’s handling of the COVID-19 pandemic. Mr. Biden claimed 200,000 more Americans may die from the virus before the end of year. Current forecasts from the Institute for Health Metrics and Evaluation at the University of Washington project the nation’s death toll may be between 284,000 and 340,000 by 2021. 

The ACA

4. The White House supports a lawsuit that seeks to overturn the ACA. The case is set to come before the Supreme Court Nov. 10. Ms. Welker asked President Trump what his administration would do to protect Americans who could lose their health insurance if the Supreme Court decides to invalidate the health law. President Trump focused on his administration’s termination of the ACA’s individual mandate, and again said preexisting condition protections under the health law would not go away, but did not explain how they would be maintained.

Health strategy 

5. President Trump accused Mr. Biden of wanting to end private health insurance for the roughly 180 million Americans who purchase their health insurance through a private insurer. President Trump also called out Mr. Biden’s running mate, U.S. Sen. Kamala Harris, for her shifting stance on Medicare-for-All. A health plan Ms. Harris proposed in 2019 includes a role for private insurers. Mr. Biden refuted President Trump’s claim about Americans losing private insurance under his plan saying he supports private payers. If the ACA is struck down, Mr. Biden said he would implement “Bidencare,” which includes a government-run public option that would compete with insurers but not eliminate them. Mr. Biden, who has not supported Medicare-for-All, distanced himself from other Democratic presidential candidates who have strongly supported similar proposals. 

The article was produced and/or originate at Becker’s Hospital Review and they are the original producer/publisher of the content

Conceptualizing the Healthcare Business Model and Management

Book Extract from Chapter 3, page 37

THE INCREASING FOCUS ON THE COSTS OF CARE IS FORCING HEALTH CARE organizations to critically look at their basic set of processes and activities, to determine what type of value they can deliver. The basic healthcare business model is a doctor treating a patient. A more detailed business model, on the other hand, describes the resources, processes, and cost assumptions that an organization makes that will lead to the delivery of a unique value proposition to a customer. As health care organizations are beginning to transform their structure in preparation for a value-based delivery system,
understanding business model theory can help in the redesign process.
Hospitals and health systems will face a crossroads if they want to succeed in a consumer-driven healthcare economy.


The traditional business model, which puts hospitals at the center of healthcare, will not create value and attract customers. Singh and his colleagues at PwC’s Health Research Institute (HRI) found out that hospitals will likely adopt one of the four hospital business models to stay open and succeed in the shifting landscape. The models are the Product Leader, Experience Leader, Integrator, and Health Manager.


A. The Product Leader
Hospitals and health systems in this business model deliver the highest quality, most advanced care that generates predictable outcomes for one or more clinical outcomes, the organizations provide ‚best-in-class‛ care to their
geographic region, as well as to patients who travel to receive care at the organization.


B. The Experience Leader
Hospitals and health systems selecting the Experience Leader business model will place customer satisfaction at the top of their priority lists. The Experience Leader captures and retains patients by positioning itself as providing the premier customer experience when compared with the competition. Experience Leaders must understand consumer preferences and identify methods for delivering consistent experiences across all providers in the system, and even those in the virtual space. Investing in concierge-like services will be vital to supporting a high-quality consumer experience.

C. The Integrator
The Integrator is a hospital or health system with a multiregional or national reach. Through its large footprint, the organization achieves value through a broad network of providers, especially those who are low-cost. With such a
wide reach, all patient populations are a target consumer market for the Integrator hospital. Lower costs are a top priority for the Integrator business
model. As the popularity of high-deducible health plans continues, patients are putting more focus on the cost of care when selecting a provider. The Integrator is a position to show patients different care options along the cost spectrum.


D. The Health Manager
Hospitals using the Health Manager Business model are all about enhancing the health of an entire population over time. A Health Manager improves the health of entire populations over time as it focuses on finding ways to serve
complex populations and address the social determinants affecting health. This model likely will contract directly with the public sector and employers; however, an understanding of the underlying consumer markets, especially its target segments, will still be integral to a Health Manager’s strategy.

A Health Manager hospital will not resemble the traditional care delivery setting. Instead, the hospital may operate as a community organization or integrated care provider to deliver services beyond the scope of traditional healthcare.

Watch out for Series 2: Hospital Profitability Transformation Framework-ICE