Why Hospital Partnerships?

What is the ACA?

The Patient Protection and Affordable Care Act (PPACA) commonly called the
hospitalAffordable Care Act (ACA) is a United States federal statute signed into law by President Barack Obama on March 23, 2010.

The ACA was enacted with the goals of increasing the quality and affordability of health insurance, lowering the uninsured rate by expanding public and private insurance coverage, and reducing the costs of healthcare for individuals and the government. It introduced a number of mechanisms – including mandates, subsidies, and insurance exchanges – meant to increase coverage and affordability. The law also requires insurance companies to cover all applicants within new minimum standards and offer the same rates regardless of pre-existing conditions or sex. Additional reforms aimed to reduce costs and improve healthcare outcomes by shifting the system towards quality over quantity through increased competition, regulation, and incentives to streamline the delivery of healthcare.

What is an ACO?

An Accountable Care Organization is comprised of a group of healthcare providers who work collaboratively to deliver coordinated care and chronic disease management, improving the quality of care patients receive.

A participating organization`s payment is tied to achieving healthcare quality goals and outcomes that result in cost savings. Medicare ACOs were formed by the Patient Protection and Affordable Care Act of 2010 (PPACA), with Medicaid and commercial accountable care organizations following suit.

Why should this matter to those in healthcare?

Our healthcare world has always been one of constant flux. However, these two changes will transform how we do business, how we provide services, how we bill and are paid and more importantly … how we sell and market. Gone are the days of muffin marketing and social events. The need to develop long-standing trusting relationships with key accounts is now not only important … it is critical.

Creating an environment conducive to building a strong ACO requires several structures to be in place.

  • Senior Leadership committed to the importance of their support and involvement
  • Product Excellence that meets the ever-changing needs of the hospitals and physicians
  • Skilled, knowledgeable sales people dedicated to building long-standing trusted relationships

donheadWhile these may seem simple, they are far from easy to accomplish. Ledgerock Consultant Dan Wood has the experience behind him to assist with the planning, strategy and execution of a plan for your company.

Contact him or any Ledgerock Consultant today for more information on developing your ACO relationships.

Hospital Liaison Secrets To Success

Four Primary Goals to Managing Hospital Key Accounts

1. Own Your Hospital

Your primary task right out of the gate is to establish yourself as the primary sales/clinical contact with all the keyericbioaccounts in a given hospital. Your goal is to be the face of your facility/company within that account. This may sound simple but it takes focus and planning.

Here are a few suggestions to get started:

  • Be visible on every floor, at every nurse`s station; let them get to know you as the face of your company.
  • Be available and responsive. They need to view you as the easiest person to find quickly.
  • Be helpful; to the hospital staff and physicians this means one thing – Get it done and with the least amount of confusion.
  • Be a problem-solver by always taking ownership and never placing the blame on your company, your center or others.

It is important that primary account responsibility be assigned to the nurse liaison. They act as the coordinator of all clinical and sales contact activity within that account.

2. Integrate Horizontally and Vertically

Separate yourself from your competition by expanding the number of contacts you have within each key hospital account. Move beyond the routine “discharge planner” rounding and move to a higher level appointment selling to both key departments and physician selling. Once you have accomplished (owning your hospital), it is easy to slide into a comfort zone of a day to day routine with those who know and like us. The most successful liaisons take this step to heart and move easily up and down throughout their hospital. Here are a few recommendations:

  • Set aside a designated amount of time for this step each day. Begin with 30 minutes and work your way up to an hour. If you do not plan the time, it most likely will not happen.
  • Create a customer list of all the potential customers within the hospital. That means everyone; movers and shakers, department heads, managers, physicians, staff nurses; even the receptionists. Prioritize them by importance.
  • Find them and make an initial contact; use your IMPACT Selling skills and begin to build relationships.

3. Become the Community Resource

Work hard at learning your product, your competition and your community. By providing your key hospitals with an expert knowledge of all facility products, payer sources, clinical expertise, and community resources, you become indispensible. By being the expert, you move yourself to a first call status when your community hospitals are looking to discharge all levels of patients, placing you in a position of increased value as the community resource to your hospitals.

4. Be the “Great Communicator”

Provide hospital oversight to ensure the flow of patient, admission and clinical information between hospital and facility, anticipating problems and intervening as necessary. Being the eyes and ears in the hospital provides you both a selling opportunity and an opportunity to anticipate challenges, both upon discharge from the hospital and admission to the facility. Effective oversight and coordination with the facility and delegation of challenges to the facility team, allows you to bring value, and maintain focus on your hospital sales opportunities. Here are a few suggestions from successful liaisons:

  • Develop strong relationships with the Director of Nursing, Administrator and Admission staff at your center. Learn what they need from you to feel comfortable with an admission coming to them.
  • Be pro-active. Never let a small concern lie; it will become an enormous problem rapidly. Try to uncover the situation quickly; do your best to solve it and take responsibility if you can not.
  • Be accurate and comprehensive. The trust you will build on both sides by being absolutely above board can not be under-estimated.

The role of the liaison is one of the most critical positions in healthcare today. It should be understood by the people in the role, the center management team and the managers of such positions. It is truly a sales position with one goal; generate revenue. However, its` success is accomplished through networking, marketing, salesmanship, communication and knowledge.