Coverage for example in one market where we are the narrower provider we found they had no access to pet scans. Another glitch we found as their exclusive Network Provider they had not contracted with any Lamp Services or radiation therapy. We can provide these services but frankly getting Outpatient Lab testing at your hospital may not be as convenient as some of the labs that are available with better parking and hours. Finally id like to reemphasize the reality of the marketplace is that price dominates. Premiums is what people are most likely to look at. Those with low income still leave outofpocket medical expenses that are unaffordable below this operation. As a result, even modest out pocket costs create affordability programs. This is from one of our markets. A married couple. Income 48,000 a year. They chose a bronze plan. Their premium is subsidized. They have a 3,600 deductible and a 12,000 potential outofpocket maximum. If one of this group needed a jant re placement or hth
That somebody can be get to in tough numbers and types in a reasonable amount of team states can look at the networks to make sure that that definition of reasonable is reasonable. When you look at the time it takes people to get to them, any waiting periods, any distance issues that you make sure that everybody can get to somebody in a sufficient way. If not, if there is an insufficient network the carrier makes sure the patient can go to another doctor or provider and that they would be not charged more for going to them. They require the carriers to file an access plan with the commissioner prior to offering the new managed care plan. What goes in that is a description of the network and also say how they are going to monitor the network on an ongoing basis. What their egregious procedures will be if somebody has a problem or question about the network. Notification. How do they notify if theres a change. Also, the continuity of care if somebody is dropped how are you going to make
They were responsive to that. So now it is a certain amount of perception. And it also took a lot of experience for the providers for those who as a group spoke up and said this is not right. So i do think that this is appropriate. And i think a lot of times resources are placed in areas where there are too many resources and things. So again, it involves a solution very quickly. To quickly outcome i was trying to institute a position with what is being provided. So we had those two accurate measures, we can know which facility we are putting end, 15 hours or whatever, and the answer exists with more resources. And this includes the psychiatrist that i was monitoring and so there is a solution there that has more efficiency and its not just more resources. It. Thank you very much. I appreciate it. Sir, you are recognized for five minutes. Thank you, mr. Chairman. I am grateful to all of you as well. Its interesting. Mr. Davis coming you said something i can relate to. But i have been h
Phoenix v. A. And i was responsible for any of what is going on the minute this hit the fan nationally i would be looking and trying to figure it out doubletime and make sure that my facility is the standard and that we raise the standard and that we reset the record and we are ace an example for the rest of the country. This committee has said we will not tolerate this. We are going to provide the best health care to our veterans. Have you seen anything that says what a turnaround. People have been fired. There is a ton of accountability. Have you seen anything about this in the last . The turnaround i have seen is in scheduling. The backlogs of been reduced. Patients of gotten phone calls from the v. A. They have done tremendous work getting veterans cross test. The problem is they only fix the problem that was in the media. They havent fixed the patient care problem. They are working on that for the satiety department. Theyre a are still administrators that refuse to address nursing
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