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