- Productivity monitoring impacts patient, staff, and employee satisfaction. Results reporting should be consistent, on a scheduled basis, and provide opportunities for discussion with the staff regarding the productivity process.
- We need to measure both quality and volumes, as we look at how we are providing services to our clients and patients. Time management is important when we look at what outcomes have we realized for our patients. The/PA are all included in the productivity measures but remember that many states reimburse differently for than the NP/PA.
- The type of volumes impacts the provider’s productivity, so we need to appropriately monitor what volumes we are looking at. Injuries, drug screens,pre-placement physicals, and independent
- medical evaluations – all are variables when looking at time for the provider and staff. The clinic environment also can impact the productivity of the staff if there are not enough exam rooms.
- It is important to share with the providers a scorecard to identify days worked, and average days per month this year and last year. The reimbursement, groupings, and outliers need to be evaluated. The medical director provides an excellent role model for all staff.
- The dyad management style between the program director and the medical director looks at a partnership of management. The development of criteria should really be a team effort of all staff.
- NAOHP has productivity standards for occupational health programs. RVUs are not used as they do not provide accurate measures of provider and staff productivity.
Alanna
Alanna
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