Our logistical support team comprises Clinical Strategy Specialists who remain categorized as Process Engineers. Every functional hierarchical specialist has the capacity to positively affect business development objectives, operational goals, and enhance business creativity in the IRF and ARU realms. A core priority for every team member is to provide back-office support exclusively. We have designed a highly refined simulation of Clinical Strategy Management that outlines a configuration of robust and cost-effective processes.

Our value proposition is to revolutionize existing frameworks common in PM&R practice while increasing the utilization of resources from the post-acute care continuum network to transition patients into PM&R facilities. As a contractor company, we bring together a comprehensive team of specialists equipped to bridge the gap for any IRF or ARU struggling to transition patients from various communal settings. Our simulations have proven successful, and our team is ready to execute duties with creativity, integrity, proficiency, and urgency.

Our broader goal is to make Physical Medicine & Rehabilitation more accessible across disadvantaged and marginalized communities. By partnering with IRFs and ARUs, we aim to optimize the use of their PM&R facilities as preferred healthcare sources capable of providing specialized care for patients from different communal environments. The low-cost strategies in our simulations can also help increase market share while reinforcing community benefits.

According to CMS guidelines, PM&R firms are allowed to develop their own processes within regulatory boundaries. This opens the door for strategic partnerships where our organization can be quietly integrated into an existing PM&R model to support change management and enhance patient access to care. Importantly, none of our team members will ever act as marketers, replace business development staff, or sell or trade business secrets.

GAPs in the delivery of PM&R level of care from IRFs

• IRFs common practice of merely admitting patients from acute care hospital floors.
• IRFs common workforce struggle with the conversion of patient transitions from diverse communal settings.
• IRFs common personnel struggle with conversion of patient transitions with advantage plans, military health benefits, and commercial plans.
• IRFs common personnel struggle with proper transcription of patient pre-assessment screens also known as PAS which leads to cases being rejected by a physiatrist.
• CMS provider data catalog proves some IRFs are not compliant with the 60/40 rule.
• CMS provider data catalog proves some IRFs are marginalized with conditions treated.
• Common IRFs demonstrate not to meet their full capacities, which imposes decreased opportunities for revenue, while there is an increased demand for higher salaries for employees.
• Several IRFs demonstrate to have high turnover of the business development team which can drop average daily census metrics.
• IRFs & hospital joint ventures high risk aversions. If the venture fails the losses can extend beyond just financial investments and can include damage to reputation, loss of market position, and potential legal complications.

GAPs in the delivery of PM&R level of care from ARUs

• ARUs merely focuses on the straightforward documented CMS-13 diagnosis rather than pinpointing appropriate data in clinical form to query a case to make it compliant.
• ARUs common practice of admitting patients from merely the acute care hospital floors has not allowed optimization of ARU benefits which minimizes growth opportunities for enhancing “community benefit.”
• Common ARU personnel have been known to struggle with the conversion of patient transitions with advantage plans, military health benefits, and commercial plans.
• Common ARU personnel struggle with proper transcription of patient pre-assessment screens also known as PAS which leads to cases being rejected.
• CMS provider data catalog proves some ARUs are not compliant with the 60/40 rule.
• CMS provider data catalog proves some ARUs are marginalized with conditions treated.
• Some ARUs demonstrate not to meet their full capacities, which imposes decreased opportunities for revenue for a nonprofit hospital, while there are some hospitals in massive financial deficiencies.
• Progressed lack of education about insurance benefits, benefit allowable, and regressed understanding of placing patients with the right level of care at the right time.
• Lack of effective communication, coordination, or collaboration between different healthcare providers involved in a patient's care, which can lead to missed information, duplicated services, and potentially compromised patient outcomes; this proves to occur due to factors like different practice settings and not knowing collaboration methods.

As a system and collective group, CITALI Healthcare Solutions has principal personnel who are equipped to employ modernized strategies to admit patients into inpatient rehabilitation hospitals from various settings beyond the common acute care hospital floor. After researching, identifying methods, and gaining extensive knowledge of all other post-acute care operations, tactical approaches can be applied so PM&R level of care can be pervasive. It is affordable engineered processes, not additional overhead, nor unnecessary additional steps that help bring patients from the community to rehab. Our organizational objective is very simple – to tackle those rural and urban areas where patients have unsuccessful means of receiving specialized care. We want providers from every level of care to understand and realize the importance of collaboration. We want to employ our engineered processes and utilize IRF and ARU as a median to provide robust specialty care for patients while emphasizing on healthy apportionment.

We want everyone nationally to realize that patients can admit to IRF and ARU from basically anywhere outside the acute care hospital system. New healthcare regulations and certain policies have enabled damaging gaps to where patients, providers, and healthcare systems currently bear the weight. Our team of specialists serve as revolutionary pioneers to battle these challenges and can give demonstrations to ethically work around identifiable barriers to help patients receive the care they need and to help providers stay afloat.

Our company’s solution is essentially straightforward, all essential personnel are Process Engineers. Our value proposition focuses on providing unique solutions that improve the ability for IRFs and ARUs to extend their higher level of care for patients in rural and urban regions. Remotely or onsite, we can support any PM&R business and promote our edition of Clinical Strategy Management. This involves intense concentration on the utilization of resources from the post-acute care continuum network to bring patients to IRF and ARU.

With the combinations of human intelligence, process engineering, and novel instrumentation, our organization possesses the capabilities to help our clients with Redefining Access to Healthcare Delivery with Strategic Expertise.

Accept CITALI Healthcare Solutions differential frameworks into the common IRF or ARU industry practice for improved apportionment with healthcare entities. Unify with our company to overarch on vision, mission, & goals!

Public Welfare Objectives

• Community health expansion – improve the delivery of specialized care where special practitioners are scarce and limited utilizing IRF & ARU as a median for rendering care.
• Reduce the existence of health disparities – boost progressive care where there are gaps in healthcare delivery in both urban and rural areas.
• Improve the delivery of health care – decrease mortality rates & tackle acute chronic conditions with specialized higher levels of care.
• Reduce waste, fraud, & abuse – minimize the loss of patient insurance benefits that can never be replenished.
• Combat inadequate diversity in training – fill in the gap where there is a major lack of representation in the medical field to correct regional disparity issues.

PALACE Framework – IRFs

• PALACE Framework comprises of a consultant to execute strategy framework.
• PALACE Framework is an underlying system of engineered processes designed to enhance Post-Acute Level Active Community Engagement from a regional post-acute care continuum network.
• PALACE Framework intends to help with successfully transitioning patients into IRFs from residential, non-residential, urgent, emergent, non-emergent, & clinic settings.
• PALACE Framework intends to help with successfully transitioning patients into IRFs from intermediate levels of care to include home health care, subacute facilities or SNF, LTACH & hospice.
• PALACE Framework intends to help with promoting Project 418.54 – reduce wasteful hospice Medicare spending.
• PALACE Framework intends to help with successfully providing consistent and frequent education related to PM&R as the next level of care for practitioners & specific providers.

RESURGENT Framework – ARUs

• RESURGENT Framework comprises of a consultant to execute strategy framework.
• RESURGENT Framework intends to help with successfully transition patients into ARU from ER, observation holds, and clinics. This framework is exemplified to detail methods of distributing a significant amount of PM&R medical attention in a very quick time frame.
• RESURGENT Framework intends to help with promoting Project 418.54 – reduce wasteful hospice Medicare spending.
• RESURGENT Framework intends to help with providing consistent and frequent education related to PM&R as the next level of care for practitioners & specific providers. Additional goal is to build up on proper provider communication, coordination of care, and intensify collaboration between different healthcare providers involved to improve poor patient outcomes, depleted healthcare benefits that can never be regained such as hospice benefits and emphasize corrective approaches for disparities.