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ProgenyHealth Growth Builds Implementation Proficiencies

September 2016 Blog, The Business of Health Care Comments Off on ProgenyHealth Growth Builds Implementation Proficiencies

The healthcare industry landscape is continuing to create opportunities for ProgenyHealth and other clinical specialty programs. Health Plans are striving to enhance benefits, payors are demanding NCQA adherence and quality outcomes, and CMS and the ACA are working to expand coverage. All of these factors are working together to lead many health plans to seek support from highly specialized clinical programs – programs like ProgenyHealth – which are uniquely committed to one subspecialty.

This evolving landscape and ProgenyHealth’s emergence as a leader in NICU Care Management has led to a swift upswing in new clients. In fact, over the past year, ProgenyHealth has increased its client base by 50%. We have placed increased emphasis on launching new business efficiently and this has reinforced several tenets that are critical to successful implementations. We’d like to share these principles with our readers who may be tackling onboarding projects now or in the future.

In order to achieve the desired outcomes, both organizations must outline and agree upon the shared implementation goal. Perhaps, it is that the new business be launched on a certain date, perhaps it is that the new business be implemented with minimal customer disruption, or perhaps it is that the contract be signed within a specific timeline. In all cases, it is imperative that the goal be defined early in the implementation process, agreed upon by both parties, and revisited throughout the course of the project.

Business owners and/or implementation leads for both teams should be assigned at the onset of the project, so that all parties know who the leads will be throughout the onboarding process. These implementation leads will work to ensure that: timelines are set, tasks are assigned to responsible parties, and critical issues are addressed and resolved in a timely manner.

With any project where multiple organizations are working together to achieve a common goal, transparency can be a challenge. The transparency that I am describing allows both teams to speak candidly and address priorities, concerns, barriers to success, and the rationale behind each of these. If it is a political issue, that should be shared. If it is an issue relating to any government agencies, that should be communicated. It is much easier to work through issues and priorities if both parties understand one another’s perspectives. Over the course of an implementation cycle, transparency leads to increased awareness, improved communication, and more efficient business processes.

How will the partnership be evaluated? Before the business is implemented, both teams must define the metrics, the methodology for calculating the metrics, and the timeframe for the evaluation process. This is a step that is easily overlooked and/or deferred until after the launch, and this is a mistake. Make this step a priority prior to the “Go Live” date to ensure that the factors that will determine success are clearly defined.

Timely and consistent communication may seem like the most obvious of the principles of success, but it is possibly the most important. The organizations must designate a team of representatives from both organizations, set a schedule for regular meetings, facilitate and record all critical decisions, build a plan with timelines, and work to stay on schedule. These representatives must take all decisions back to their respective organizations and manage their teams to work on the action items on a timely basis. Where challenges arise, it will be the responsibility of the teams to connect, discuss and resolve these issues.

Champions are the leaders within both teams that set direction, address issues, and remove obstacles that impede progress. They are generally organizational leaders that understand and share the vision of the partnership and have the authority to make things happen.   The accessibility and effectiveness of these champions are key to successful implementations.

In conclusion, there are many moving parts with implementations, and the only true constant may be that each implementation is different. However, paying attention to these principles will help the organizational partners set the direction, stay on course, minimize obstacles and work together to effectively implement new business.

Good Luck with your upcoming implementations!

About Our Author:

Letitia Lieb, MHA is a Strategic Business Executive at ProgenyHealth and focuses on new client implementations and business expansion. She has 25 years of experience in the healthcare industry, including 16 years with managed care organizations. Letitia has a diverse background with demonstrated successes in relationship management, network development, provider communications, client services, and marketing. She is also an active Board Member with United Cerebral Palsy of Philadelphia.