Page 33 - HME Business, October 2019

Four Disciplines of Execution or sometimes called 4DX, and some of them may even heard of the Rhythm System. Now, those are all business oper- ating systems and all focused on ever so slightly different things, but overall similar.
“I’m somewhat interested in which one providers use, but more importantly, use some- thing,” he implores. “Please use something. Each one of these has its own specialty area, but again, all are very, very similar.”
In terms of selecting a system to run a busi- ness, Bello says providers should consider several things. One, is this system currently being use in similar businesses in our industry. Other home medical equipment businesses, respiratory and complex rehab businesses? Second, can they implement and use this on their own after being educated on it. And, third, have the people using this system used it in their own business.
And with Round 2021 bidding buttoned up, now is the time to get cracking, he adds.
“This great opportunity,” he says. “The bid window is closed. We’ll know in a few months who won, who did not win, what the numbers are, etc. What are you doing between now and that time to set in place a business plan, a strategic business
plan and system that works continually whether you win or don’t win? Because then you’ll have a system to thrive regardless of that outcome. Now’s the time; this is the training that takes place before the big event.”
DEMONSTRATE YOUR VALUE
Sandra Canally, RN, the founder and CEO of The Compliance Team
When providers get out into the marketplace and talk to prospec- tive payers, networks, referrals and other revenue sources, they must square away some time to think carefully about how they can communicate the value they
provide in their community’s continuum of care. “They need to really demonstrate to the
prescriber and to the payer why their companies should be on their network,” Canally says.
The answer is not always simple. For instance, a diabetic provider can simply provide supplies, glucose monitors and insulin pumps, or it could consider all of the companies that are involved with diabetes and the care of the diabetic patient, and then think about how it can truly enhance that care.
“Why not add diabetes self-management training, where you have the capability of doing classes for the Medicare beneficiary to better educate, better manage and control their diabetes?” she suggests. “Then you would
have that added offering or service to then
take to Mrs. Jones’s doctor to say, ‘We’re now offering this service.’ It’s through all of these integrated care models where you’re sharing the information and the care coordination with the prescriber and the payer that will make all the difference in terms of moving forward.”
And that’s just one idea for one category. Provides can take that a step forward. For instance, there is a good deal of patient data being reported to payers and physicians, but many plans are also wanting to hear about patient-reported outcomes, instead of just clinical outcomes, so if a provider can help facili- tate that process, it then demonstrates its value, Canally says.
Of course, some provider might balk at having to provide extra service in a market with declining reimbursement, but Canally says this type of service is what will get the contracts.
“This is an opportunity to get your reimburse- ment up to where it needs to be,” she adds.
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