(click on the graphic to download the document)
Depending on the nature of the payment changes which are made, physicians may need to enhance their capabilities in some or all of the following sixteen areas:
1. Achieving sufficient patient volume to support a new or improved service.
2. Having sufficient upfront capital to design and implement a new or improved service.
3. Having the skills/experience to efficiently/effectively implement a new/improved service.
4. Having the ability to obtain and analyze data on the quality of services.
5. Having the skills/experience to improve the quality of services.
6. Having adequate resources to support high-quality service delivery.
7. Gaining access to external resources to support patient adherence and health improvement.
8. Obtaining and analyzing data on the variation in services per episode or per patient.
9. Having skills/experience in improving the efficiency of service delivery.
10. Having the ability to obtain and analyze data on the quantity and cost of services delivered by other providers.
11. Having skills/experience in reducing utilization and costs.
12. Having the ability to manage the amount, quality, and cost of services delivered by other providers.
13. Accessing sufficient capital to invest in services that will produce savings.
14. Accessing sufficient capital to provide reserves for random fluctuations in costs.
15. Having the ability to pay claims from other providers or to divide revenues among multiple providers.
16. Having the ability to control or influence patient choice of providers and services.
Hi Vince,
If those are all the capabilities they need, most physicians should be able to tackle implementing the new payment methods in an afternoon. Once the diazepam or stiff drink has worn off, of course.
Regards, Steve
Completely agree with your list. However, number 6 “having adequate resources to support high-quality service” can only be done once medical practice managers and physicians see the value in keeping and sustaining loyal staff.
The turnover rate in the medical practice is at an all-time high and frankly it is concerning that it is acceptable. Patients want to see loyalty. It builds that know, like and trust factor that we used to have in our medical offices.
Great post!
Sincerely,
Rebecca Morehead
http://practicemanagersolutions.com
While this list seems exhaustive…and exhausting…unfortunately it failed to adequatly address one of the major drivers of cost and quality…the patients’ own behaviors…especially for the prevention and treatment of chronic disease. Wihle “Gaining access to external resources to support patient adherence and health improvement.” helps, a successful clinical practice will need much more– inlcuding internet and cell phone technology that enables the clinician to expand his or her practice and to serve large numbers of patients one at at time and at an affordable cost.