Your Revenue Driver
"....maximize scheduling efficiencies and moving walk-in consumers through six specific steps in one visit – walk-in, triage, intake, comprehensive clinical assessment (CCA), psychological evaluation, and prescription (if needed).
The key to executing this model is technology."
How are we using technology in response to "Urgent Learning" or perhaps "Urgent Performance?"
What about observation and evaluation after item 6?
This caught my attention:
"nearly 50% of individuals with schizophrenia have anosognosia or the inability to understand and accept that they have a mental illness. In those situations, it is the relationship with others they love and come to trust that causes some of them to take medications despite believing that they don’t have an illness to be treated."
Is it conceivable that we are trying to change the performance of people who do not believe that they have a performance problem? How do recognize and overcome that possibility?
The main point of the article is the following:
"It’s about how an organization’s leaders track new treatment and recovery support options – and evaluate whether and how to incorporate them into their service offerings. How do provider organization management teams keep up with changes in consumer preference and the changes in new treatment tools (whether pharmaceutical, tech-enabled, or consumer-run)? And how do they evaluate them and decide whether to offer them in their array of consumer service options?"
...which to us means:
"It’s about how an organization’s leaders track new treatment learning and recovery support performance options – and evaluate whether and how to incorporate them into their service offerings. How do provider organization management teams keep up with changes in consumer preference and the changes in new treatment learning tools (whether pharmaceutical scientifically validated, tech-enabled, or consumer-run user generated)? And how do they evaluate them and decide whether to offer them in their array of consumer service options?"
First, "internal innovation challenges, that many of their data capabilities are still in development"
Second, "chronic problem with the pace of technology adoption"
Third, " no consensus on the issues of performance measurement and appropriate use of resources."
Sounds familiar to me - and this is not new - is it? What is the solution? Who pays for it? How do we mitigate risk and properly reward?
First, "strategic plan includes initiatives that will move the enterprise toward value-based reimbursement readiness."
Second, "assessing the talents and culture of their team"
And, "strategy execution"
culture, staffing, workflows, and processes
The article was quite prescriptive with the additional detail associated to each of these three preparation steps.
How might a banker look at the corporate L&D function?
Would you be willing to risk your budget on the returns experienced by investments in your organization?
Do we ask our customers to risk their budget on the returns experienced by their investment in our work?
"For calendar year 2020, Medicare will add new codes for telehealth services that include a bundled episode of care for treating opioid use disorder (OUD). Additionally, Medicare will add opioid treatment programs (OTPs) as entities that can bill Medicare Part B for providing methadone as medication assisted treatment (MAT) for OUD."
While knowledge - knowing what to do - is very important - Actually doing is likely more important. How are willing and able to provide teleknowledge services? Or - is this a role for someone else in the organization?
Is there value in sharing information between the "help desk" and "corporate learning?" Do we compete for resources? Do we rely on the other to assure the effectiveness/efficiency of our roles?