For many of us convert is a difficult process. In organizations like healthcare it seems to advance at a snail's pace sometimes. There is a need for convert in healthcare, most agree, though we would be hard pressed to agree upon the changes needed. One incentive for convert is pay-for-performance programs now beginning in some areas. I would like to recapitulate a merge that influence traditional care physicians and then give a few suggestions as to how to adopt changes to take benefit of these programs. Even if you are not in a traditional care doctor program, the methods suggested for convert will be helpful, I believe.
In 2006 Medicare plans to produce a pay-for-performance program at the traditional
care doctor level. Right now a model is being tested and seems to be doing quite
well. In some states Blue Cross Blue Shield organizations are testing pay-for-
performance programs. Here in West Michigan, Priority Health, a healthcare insurer,
has promoted such a program for over five years. How does this work, you may
ask? Priority Health, for example, funds the program for each of its patients a set
amount. Doctors who meet a requirement of the program for a patient are rewarded
with extra money for that patient. Hence, with many patients the wage for the
practice can be boosted considerably. The fact is that many are not rising to the
opportunity. With planned cuts in Medicare reimbursements over the next few years,
this source of wage cannot be ignored! Healthcare programs need to change, no
matter how difficult.
Blue Cross Blue Shield
The impetus for convert should rest with the leadership of an organization, although
the convert should not be the sole responsibility of the leaders. Representatives
from all parts of the organization should be involved. Once the need for convert in a
process is agreed upon, either because of extra wage from pay-for-performance
programs or other agents or data that positively influence the bottom line, leaders
should convene a task force to plan the change. With input from all, leaders should
map the process as it currently exits and then should make a new map of how they
would like it to be to merge the sure changes. The new policy should
be standardized for all to adopt.
How do you go about adopting these changes on a daily basis? This is probably the
hardest part. Because humans learn in a collection of ways, it will take a collection of ways
to implement the changes. The implementation of the changes should be based
upon the learning styles of the individuals involved. Let me contribute an example
using the Medicare program. A patient who enters the Medicare program is entitled
to a paid introductory physical. A traditional care doctor should take benefit of
this. Many don't. If I were the employer of such an office, I would remind my staff
who set up appointments to be aware of this fact. I would remind them at quarterly
staff meetings. I would post graphic reminders in the office. I might even have a
message flashed on the computer screen once in a while. Then I would recapitulate the
appointments of patients who have become Medicare fine and see how many
had their introductory corporeal or were booked for it. I would adjust my methods to remind
staff of the need for such examinations and continue to heighten on this until the
office achieves 100% compliance with the goal.
Booking the exam is not the only needed change. Doctors who achieve the corporeal
must achieve test details and actions laid out by Medicare. Hence, to be
paid for the exam, each doctor must bind to the exam details. I would help the
doctors achieve this in a collection of ways, depending on the doctor's learning
style. For example, a checklist of the exam details might be included in the patient
history folder when the exam is performed. That way the doctor will not miss any
steps. As the leader of the change, I would check with billing to see that all the
steps were performed and adapt new approaches or reinforce existing ones to see
that the changes are done 100% of the time.
Changes such as these should be a part of a continuous potential improvement
program at every healthcare provider organization. Let me fast recapitulate the most
important steps. First leaders should recognize the changes needed. Then, the leaders
should convene a committee of all affected staff to produce how to achieve the
change. Once the staff agrees upon the approach, the leaders should produce ways
to implement the convert on a daily basis adopting methods that merge
learning styles of affected individuals. Then, they should continually analyze the
progress of the changes and make essential adjustments until the goals are
accomplished. They should then audit the changes occasionally to be sure that the
organization doesn't fall back into old habits.
I believe that adopting such a convert process will dramatically help at your site. You
will see savings in time, increased patient or client condition and satisfaction, as well as
an improved bottom line!
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