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VHA Inc. Confidential Information v1 Building a Culture for Successful Physician Preference Savings Presented to AHMMA February 1, 2011.

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Presentation on theme: "VHA Inc. Confidential Information v1 Building a Culture for Successful Physician Preference Savings Presented to AHMMA February 1, 2011."— Presentation transcript:

1 VHA Inc. Confidential Information v1 Building a Culture for Successful Physician Preference Savings Presented to AHMMA February 1, 2011

2 VHA Inc. Confidential Information Objectives: Discuss four approaches to physician preference savings and the varying degrees of alignment needed for each approach Identify the barriers to physician alignment Outline critical factors for building a supportive culture 2

3 VHA Inc. Confidential Information Approaches to Physician Preference Savings Working with the vendor to obtain good pricing on the products physicians use Pricing Working with physicians to narrow the field of vendors to obtain better pricing Standardization Working 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) Utilization Working with physicians to develop protocols for the care of patients with similar conditions/circumstances Care Management 3

4 VHA Inc. Confidential Information Physician Alignment Needs Pricing Standardization Utilization Care Management 4

5 VHA Inc. Confidential Information 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 5

6 VHA Inc. Confidential Information Five Critical Factors for Building a Supportive Culture Executive Support Accountability Physician Champion Process Communication 6

7 VHA Inc. Confidential Information Communication “The single biggest problem with communication is the illusion that it has taken place.” – George Bernard Shaw Communication Messenger MessageReceiver(s)InterpretationFeedback 7

8 VHA Inc. Confidential Information 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. 8

9 VHA Inc. Confidential Information Communication Tips You cannot over communicate Use various methods of communication Use language the physician understands Provide an avenue for feedback during the entire process 9

10 VHA Inc. Confidential Information Evaluation Consistent & Transparent Process Trust & Credibility Application Analysis Rigor Accountability 10

11 VHA Inc. Confidential Information Ways to Build Trust Shared 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,

12 VHA Inc. Confidential Information Physician Champion Champions are an important success factor for your process and initiatives Excellent Communication Skills Data Oriented Respected connector Subject Matter Expert Open to change Positive Attitude 12

13 VHA Inc. Confidential Information Accountability Economic Credentialing: During the recruiting process During annual evaluations (physician profiling) Physician Incentives 13

14 VHA Inc. Confidential Information Executive Support Ways to gain/keep executive support: Educate/Inform Executives about your process Frequently relate the value the process is adding to the organization Keep executives updated on initiatives in process and any potential barriers Explicitly state the support/assistance you need to be successful Channel difficult and politically charged initiatives through the executives before beginning your process 14

15 This VHA Inc. information is proprietary and highly confidential. Any unauthorized dissemination, distribution or copying is strictly prohibited. Any violation of this prohibition may be subject to penalties and full recourse under law. Copyright 2011 VHA Inc. All rights reserved. v1 Carol Pennington, RN, BSN, MBA –


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