Presentation on theme: "Building a Culture for Successful Physician Preference Savings"— Presentation transcript:
1 Building a Culture for Successful Physician Preference Savings Presented to AHMMAFebruary 1, 2011
2 Objectives:Discuss four approaches to physician preference savings and the varying degrees of alignment needed for each approachIdentify the barriers to physician alignmentOutline critical factors for building a supportive culture
3 Approaches to Physician Preference Savings PricingWorking with the vendor to obtain good pricing on the products physicians useStandardizationWorking with physicians to narrow the field of vendors to obtain better pricingUtilizationWorking with physicians to ensure the right product/service is being utilized at the right time based on the need of the patient (i.e. cost per case)Care ManagementWorking with physicians to develop protocols for the care of patients with similar conditions/circumstances
5 Barriers to Physician Alignment Lack of support from Administration and/or Physician leaders Lack of trust Lack of awareness or understanding Inconsistent or poorly defined process History of failed attempts Failure to recognize value of alignment Lack of incentives Poor communication
6 Five Critical Factors for Building a Supportive Culture Executive SupportAccountabilityPhysician ChampionProcessCommunication
7 Communication“The single biggest problem with communication is the illusion that it has taken place.” – George Bernard ShawCommunicationMessengerMessageReceiver(s)InterpretationFeedback
8 Vital Communication Points Meet with physicians to understand the purpose of the product/service and their needs as it relates to product or service. Determine the type of contracting approach(es) that are feasible for this initiative—validate this with physicians. Enlist the physician’s help in designing a contracting strategy. Share the results of the RFP with the physicians and ask for their assistance in working with vendors. Enlist support of involved physicians in implementation. Report compliance with contract(s) on a regular basis and ask for their suggestions if commitments are not being met.Physicians will likely speak to patient outcomes and safety, perceptions of patient interests, their own experience and comfort level with the product or service, the support provided by the supplier, and their medical training--not the cost of the product or service, or how difficult it is to procure.
9 Communication TipsYou cannot over communicate Use various methods of communication Use language the physician understands Provide an avenue for feedback during the entire process
10 Consistent & Transparent Process AccountabilityRigorEvaluationApplicationAnalysisIncludes:CommunicationProduct researchProduct evaluationAnalysisImplementationAccountabilityApplicationTrust & Credibility
11 Ways to Build TrustShared experiences over time, Multiple instances of follow-through and credibility, In-depth understanding of unique member attributes, Get to know each other, Encourage empathy and understanding and Discourage unfair and inaccurate behavioral attributions. The FIVE Dysfunctions of a Team, A Leadership Fable; by Patrick Lencioni, 2002
12 Excellent Communication Skills Physician ChampionChampions are an important success factor for your process and initiativesRespected connectorSubject Matter ExpertPositive AttitudeExcellent Communication SkillsOpen to changeData Oriented
14 Ways to gain/keep executive support: Educate/Inform Executives about your processFrequently relate the value the process is adding to the organizationKeep executives updated on initiatives in process and any potential barriersExplicitly state the support/assistance you need to be successfulChannel difficult and politically charged initiatives through the executives before beginning your processEven with the four critical factors discussed thus far, the lack of executive support will lead to failure.
15 Carol Pennington, RN, BSN, MBA – firstname.lastname@example.org