"Secrets to Home Health Agency Success"


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Axxess Home Care Evangelist C. Sam Smith shares cultural ideas which position agencies to become agile and successful in today's rapidly changing healthcare environment. For information about the US' fastest growing home health software, go to: http://axxessweb.com

Published in: Health & Medicine, Business

"Secrets to Home Health Agency Success"

  1. 1. C.  Sam  Smith   Home  Care  Evangelist   Vice  President  -­‐  Business  Development     2013   1  
  2. 2. What are some specific characteristics that mean ‘success’ to you? 2013-­‐  All  Rights  Reserved   2  
  3. 3. 2013-­‐  All  Rights  Reserved   3   Characteris/cs  that   will  lead  to  success…  
  4. 4. 2013-­‐  All  Rights  Reserved   4   Or….is  this  success?   §  A  steady  stream  of  ever  increasing  hospital  referrals  from  new   hospital  client/partners     §  Because  your  team  has  proven  how  your  agency  can  aid  in   delivering  dramaDc  reducDons  in  hospital  readmissions  rates   because  of  your  ability  to:   §  Manage  paDent  condiDons     §  Measure  and  monitor  successes   §  Report  on  the  outcomes  that  have  been  achieved   §  And  moreover,  to  document…your  proficient  PaDent  Care,   leading  to  PosiDve  PaDent  Outcomes,  resulDng  in  Reduced   Hospital  Readmissions.   §  This  is  certainly  markeDng  success!   Characteris/cs   that  will  lead   to  success…  
  5. 5. 1.  Understand  how  to  develop  success   benchmarks(outcomes)  for  your  agency   2.  Understand  the  Learning  Organiza/ons  concept   3.  Ideas  for  crea/ng  and  promo/ng  a  posi/ve  culture   4.  Develop  ac/ons  which  op/mize  Level  Of  Effort,   Stability  and  Profitability—”success”   2013-­‐  All  Rights  Reserved  
  6. 6. 6   #1   #2   #3   #4   #5   #6   #7   2013-­‐  All  Rights  Reserved   The Organic View
  7. 7. “Success Secrets” Secret  #1    -­‐  Become  a  Learning  Organiza?on   Secret  #2    -­‐  Grow  in  Proficiency  in  Clinical  Services   Secret  #3    -­‐  Maintain  compliance  with  regula?ons   Secret  #4    -­‐  Grow  in  Wisdom  in  Financial  MaKers   Secret  #5    -­‐  Diversifica?on  in  Service  Models   Secret  #6    -­‐  Culturally  Sensi?ve  Work  Environment   Secret  #7    -­‐  Understand  and  set  an  example  of  Servant   Leadership       2013-­‐  All  Rights  Reserved  
  8. 8. 8   2013-­‐  All  Rights  Reserved  
  9. 9. 9   “Organiza)ons  where  people  con)nually  expand  their   capacity  to  create  the  results  they  truly  desire,  where   new  and  expansive  pa:erns  of  thinking  are  nurtured,   where  collec)ve  aspira)on  is  set  free,  and  where  people   are  con)nually  learning  to  see  the  whole  together”                          -­‐Dr.  Peter  Senge   2013-­‐  All  Rights  Reserved   LEARNING  ORGANIZATIONS  ARE:  
  10. 10. Characteris/cs  Of  Learning   Organiza/ons   A.   Systems  Thinking   B.   Shared  Vision     C.   Understanding  Mental  Models   D.   Team  Learning   E.   Personal  Mastery     2013,  All  Rights  Reserved   10  
  11. 11. Systems Thinking 2013,  All  Rights  Reserved   11   •  …..  is  a  conceptual  framework  that  allows  people  to  study   businesses  (home  health  agencies  are  businesses)  and  local   markets  as  bounded  objects,  like  cellular  organisms.   •  Learning  organiza/ons  have  informa?on  systems  that   enable  them  to  measure  success   •  Systems  thinking  involves  all  the  characteris?cs  that  must   be  appear  in  an  organiza?on  for  it  to  be  a  learning   organiza?on,  which  brings  success       •  If  some  of  these  characteris)cs  are  missing,  then  the   organiza)on  will  fall  short  of  its  goal  of  being  fully  effec)ve,   or  highly  successful.    
  12. 12. A theoretical system example 12  2013-­‐  All  Rights  Reserved   Health  Informa?on   Exchange  System   Home  and   Community   Pa?ent   Health   Info   Pa?ent   Health   Info   Home  Health   HIE  
  13. 13. Organic Systems •  The  original  organism  for  human  endeavor  is  a   tribe  –  “human  beings  banded  together  for  a   common  purpose”.     •  Tribes  evolve  and  survive.        Ref.  “Tribes”  –  Seth  Godin   2013-­‐  All  Rights  Reserved  
  14. 14. 14   2013-­‐  All  Rights  Reserved  
  15. 15. 15   Great  leaders  move  us.  They  ignite  our  passion  and  inspire  the  best  in  us.     When  we  try  to  explain  why  they  are  so  effecDve,  we  speak  of  strategy,   vision,  or  powerful  ideas.     But  the  reality  is  much  more  primal:  Great  leadership  works  through  the   emoDons.  No  maSer  what  leaders  set  out  to  do  –  whether  it’s  creaDng   strategy  or  mobilizing  teams  to  acDon  –  their  success  depends  on  how  they   do  it.     Even  if  they  get  everything  else  just  right,  if  leaders  fail  in  this  primal  task  of   driving  emoDons  in  the  right  direcDon,  nothing  they  do  will  work  as  well  as   it  could  or  should.              ~~~Goleman,  Daniel  (2011-­‐09-­‐06).  Leadership:  The  Power  of  Emo?onal  Intelligence  
  16. 16. 16   #1   #2   #3   #4   #5   #6   #7   2013-­‐  All  Rights  Reserved   The Organic View
  17. 17. Shared Vision 17   §  The  shared  vision  guides  and  shapes  the  culture   §  Personal  Mastery  of  each  team  members  role  in  the   Opera/on  is  an  organiza/onal  vision   §  Each  member  strives  to  become  a  Subject  Maber  Expert     §  Knowledge  is  encouraged  to  be  shared,    not  hoarded  for   personal  advantage       2013-­‐  All  Rights  Reserved  
  18. 18. A Shared Vision as a manager or owner - are you up to it? 18   It  is  incumbent  upon  owners  &  managers  to  communicate,  to   dispense  posi?vity,  aka  constant  praise  and  encouragement   towards:   •  PERSONAL  MASTERY  for  staff  /  both  administra/ve  and  clinical   •  TEAM  LEARNING  PRACTICES  so  all  staff  members  can  benefit.   •  Benefits  will  manifest  in:   •  Quality  pa?ent  care   •  Repeated  fine  tuned  and  improved  processes   •  Procedural  understanding   •  Posi?ve,  produc?ve  inter-­‐personal  standards   •  Mutually  beneficial  work  objec?ves    2013-­‐  All  Rights  Reserved  
  19. 19. 19   2013-­‐  All  Rights  Reserved  
  20. 20. 20   §  We  must  ensure  that  our  staff  members  are  achieving   Personal  Mastery     §  Becoming  Highly  Skilled  Masters  –each  role  in  your   agency   §  Pa?ent  Admissions     §  Char?ng  /  Case  Management     §  Therapy  Deployment     §  Regulatory  Compliance   §  Coding     §  RN  Accredita?on/Licensing   §  Billing   §  Team  Building     Proficiencies
  21. 21. 21   §  We  must  ensure  that  our  staff  members  are   achieving  Personal  Mastery  –in  other  areas  of  our   business   §  Financial  Management  –  With  ACO’s/Bundling  of   Payments,  more  important  than  ever   §  How  to  become  an  expert  in  Referral  “Rainmaking”   §  Data  Applica?on  for  Referral  Genera?on-­‐   Report  Genera?on   §  Authen?c  Confidence  in  Approach  to  sources  of   referral  business   Proficiencies
  22. 22. 22  
  23. 23. 6-­‐7-­‐2012   23   § Using  up  to  date  technology  to:   ü Provide  the  teams  with  a  methodology  for  saving  ?me,  to:   ü Follow  the  doctor’s  orders     ü Perform  the  du?es  of  skilled  care  of  pa?ents   thoroughly     ü Bill  &  accurately  collect  data  to  accurately  report  those   pa?ent  episodes  in  a  shortened  ?me  frame  
  24. 24. 6-­‐7-­‐2012   24   •  Is  Your  Technology  Vendor  your   consultant?     •  Do  you  stay  current  with  your  state  associa/on?     •  Do  these  folks  enable  you  to  stay  ahead  of  new   regulatory  issues,  management  ideas,  and   changes  in  reimbursement  and  clinical   standards?   ü With  Medicare,  this  is  a  maber  of  survival!  
  25. 25. 25  
  26. 26. 26   Key  ques/ons:   •  Are  the  agency’s  costs  and  expenditures  aligned   with  the  agency’s  shared  vision?   •  “Is  what  we  are  doing  making  us  more   profitable  –  by  either  increasing  revenues  or   decreasing  expenses”?   •  “Do  we  have  sophis/cated  enough  systems  and   measurements  in  place  to  accommodate   bundled  payment  business  models  and   diversified  lines  of  business?”      
  27. 27. Organization Name: Bluebonnet Health Services, Inc. Size: 400+ patients Population served: McLennan County, Metro Waco, TX Services provided: Home Health services with varied reimbursement models Exemplary  in  wisdom  regarding  expenditures:     The  market  has  two  hospitals  both  with  HHA  subsidiaries.   The  HHA  marke?ng  challenge  is  to  seek  prospects’  TOMA     (Top  of  Mind  Awareness).   Expensive  adver/sing:  As  sponsor  of  the  Lady  Bears  basketball  team,  radio,  TV,   and  onsite  game-­‐?me  adver?sing   Results:  Creates  TOMA  among  the  over  65  crowd  who  enthusias?cally  supports   the  Baylor  women’s  basketball  team—average  aKendance  over  10,000  per  game.     Census  is  regularly  50%  higher  than  the  hospital  subsidiary  HHA’s.   VIGNETTE  #2-­‐  AN  EXEMPLARY  HEHHA    
  28. 28. VIGNETTE  #2-­‐  AN  EXEMPLARY  HEHHA    
  29. 29. Diversification 29   §  Step  by  step  deployment  of  diverse  home  based   services:     §  Medicare,  Insurance  Authoriza)ons,  Hospice,  Private  Duty,   Companion  Care,  Medicaid  Contract  Specializa)on,  Chronic  Care   Special)es  –  for  ex.  Cardiac  Care  (CHF,  COPD,  Recovery  and   Monitoring)—and  the  possibili)es  go  on  and  on…   §  Seeking  a  diverse  number  of  income  streams   §  Government  reimbursement   §  Private  insurance   §  Private  pay  from  families   §  Combina)ons  
  30. 30. 6-­‐7-­‐2012   30  
  31. 31. 31   The  cultural  environment  -­‐  driven  by  Learning   Organiza/on  tenets     •  There  is  a  ideological/spiritual  connec?on/component.     •  For  sustainable  growth,  employees  must  have  an   ideological  iden?ty  with  the  organiza?on.   •  Employees  possess  an  obvious  and  open  commitment  to   Learning  and  Achieving  Mastery   •  The  organiza?on  encourages  those  who  are  inspired  and  who   are  learning  and  growing   •  Service  and  servant  hood  are  important  values   Secret #6 Intentional, Culturally Sensitive Environment    
  32. 32. 32  
  33. 33. Servant  Leaders   •  Regularly  translate  &  communicate  the  Present  Reality  to   the  Shared  Vision   •  Value  advice  and  truthful  advisers   •  Are  slow  to  speak  and  eager  to  listen   •  Highly  Value  the  aim  of  Personal  Mastery  in  every  work   func?on   •  Display  Emo?onal  Intelligence   •  Understand  the  connec?on  between  gipedness  and   responsibility   33  
  34. 34. Servant Leaders 34   §  “Huddle  Up”  regularly.       §  Operate  with  a  regularly  scheduled  “tribunal”  -­‐  or  -­‐  “huddle”     §  Embodies  the  values  to  accomplish  the  vision   §  Align  his/her  work  in  order  to  enable  the  staff     §  Encourage  open  communica?on  and  provides  an  example  of   humility  and  humor  with  the  organiza?on  members   §  Make  sure  everyone  is  having  fun!  
  35. 35.     CULTURE  EATS  STRATEGY  FOR  BREAKFAST®   And  all  of  these  secrets  are  cultural  standards     that  are  vital  to  our  aspira)on  of  becoming  a   Successful  Home  Healthcare  Provider   The Secrets of Success! -­‐®Peter  Drucker     “Managing  in  a  Time  of  Great   Change”  
  36. 36. 36   To summarize…    
  37. 37. For more information on Learning Organizations and Dr. Peter Senge http://www.infed.org/thinkers/senge.htm The Fifth Discipline by Dr. Peter Senge Thank you for your attention today  
  38. 38. 9/3/13   38