No matter whether your practice is small or large, creating a Quality Improvement Team can provide the ability to remain viable in today’s rapidly changing healthcare landscape. Practices now face penalties up to 9 percent for 2020 and 2021 (an increase of 5 percent from when MIPS started) for poorly demonstrated performance. These penalties will only increase as the years go on, reaching 11 percent by the end of 2023. However, for practices that are able to properly demonstrate high quality and value, bonus potential continues to rise as well. In addition to MIPS, many insurance companies offer incentive programs with significant bonuses based on demonstration of high quality and value in a practice.

Welcome to the second half of our two-part blog series on Boling Vision Center (BVC), and how their practice not only survived but thrived during the COVID-19 pandemic. In Part 1, we focused on how they created a safe and enjoyable patient experience by developing new processes and services in addition to modifying old ones. In this blog, we will examine how they were able to cost-effectively achieve record numbers by executing an aggressive social media and community outreach initiative during the COVID-19 lockdown.

The COVID-19 outbreak caught many in the healthcare community off guard. In very short order, many practices found themselves scrambling to adjust to new protocols, processes and regulations. Some succeeded more than others, of course. At Nextech, we closely monitored the impact of the pandemic on our practices to gain as much insight as possible and to learn how to meet the changing needs of our users. For months, we have been conducting interviews, insight surveys and case studies with our clients to gain an understanding of which tactics are working, as well as which ones are not and we are doing our best to share these findings with our readers.

Between seemingly endless rounds of phone tag and piles of paperwork, traditional workflows are tedious. Not only that, they ultimately create a negative patient experience, too. Neither scenario is good for business. Let’s look at some numbers:

If the first few months of 2020 taught healthcare professionals anything, it’s that they were not nearly as well prepared to handle unexpected crises as they probably thought they were. With the spread of the COVID-19 pandemic, a serious economic crisis, a global increase in civil unrest, extreme weather from climate change, murder hornets in the U.S. and now cannibal rats devouring each other in large cities (because that might as well happen too, right?), it seems unexpected risks are coming from new directions almost daily.

The ancient Greek philosopher Heraclitus once said, “Nothing endures but change. All entities move and nothing remains still.” His words are as true today as they were over 2,400 years ago. Change is an inescapable part of our existence, and it is something we must learn to manage if we wish to survive. In the current situation, this is especially true for those in healthcare who have had to react and adapt to a barrage of frequent and sometimes extreme changes in recent months with the spread of COVID-19. For some specialty providers, these changes have been devastating and even put the future of their practices in jeopardy. For other providers, this has been a situation in which they have not only survived but thrived. It all comes down to how well (or not well) these providers have adapted to these changes.

Managing a remote team of employees can be difficult, especially for managers who have always been able to see their employees in the office during the work week. How do you delegate tasks properly? How do you maintain order and efficiency? How do you know your employees are even working when you have no way to watch them? These are all common concerns for those new to the management of remote teams. In order to better serve healthcare providers, this blog article is intended to provide our readers with basic tips and best practices for forming, organizing, and maintaining your team in a remote work environment.

As we have recently been launched into a new year, now is a good opportunity to find new areas for improvement. Reviewing and reflecting on performance allows specialty practices to identify areas in which they can work better, as well as determine ways to make processes more streamlined, reliable and patient-friendly.   How should specialty practices figure out if their current operations have room for improvement? Here are three areas that can reveal potential opportunities.