What can Percy do to facilitate a more meaningful relationship with both the chairs and administrators?

What can Percy do to facilitate a more meaningful relationship with both the chairs and administrators?

Dr. Bruce Percy, being the VP at the school of medicine operations and the associate dean for services at the medical center, need to look at the processes in both chair and administration level. For instance, there are so many challenges that the chair and administrators go through.  The three goals of Dr. Percy should be a driving factor for him to improve and facilitate a more meaningful relationship with the administrators (Buetow, 2016). The three goals of Dr. Percy are; improving the educational level of administrators, breaking even to reduce the cost and keeping the school fiscal prudent, and establishing a voice in the faculty practice administration (FPA).

With his three goals in considerations, Dr. Percy needs to start by dealing with the problems facing the administrators. Even though no administrator is reporting directly to him, and instead they report to their chiefs, Dr. Percy needs to look for a way of directly handling the administrators to sort their problems. This is the only way he can establish a voice in the faculty of practice administration.

The chairs have been given some financial targets by the dean of the school of medicine. The 2009 surgery targets are; revenues of $31 million, the net collection rate of 85% accounts receivable days of 80 or less, and above all, they should operate within the budget. This will mean that there will challenge in meeting the financial target (Buetow, 2016).

There are four significant challenges that the departments experience. The first challenge is space. The dean keeps on urging the chair to recruit more surgeons. The problem is there is no place for housing the recruits, and neither is their space for practice, yet the recruits need space for clinical operations. Secondly, there is a challenge of the net collection rate (NCR) target. This is the target that is being based on a national benchmark. New York practice presents different challenges that make it challenging to achieve this target. The two-thirds of the revenue of the department come from seven surgeons who do not participate in the insurance plans (De Fauw, 2018). Since they are nonparticipants, these physicians generate more revenue even though their account receivables take longer to collect and negotiate. There, to meet these targets, the department needs to change its plans, such as inputting contractual allowances and writing down its charges.

This might have a negative impact on revenue potential. Last but not least, there is a challenge of recruiting issues. Since the department has a standard process for hiring new physicians, different cases have got different nuances. Especially the process for obtaining space and funding each recruit is not timely or standardized.  Furthermore, the department lacks systems for tracking the necessary approvals for all aspects of the process of recruitment. Such lack of organization will frustrate both the department and also the person who is being recruited, although there is a work in progress in the medical center to develop a more standardized process. Lastly, there is a challenge of managing care systems. The department lacks a mechanism of finding out if the managed companies of care are paying appropriately as expected or not (De Fauw, 2018). This results in Santana not knowing the revenue opportunities that surgery is missing. The details and information of managed care units, including their contracts, are being kept at the headquarters of the managed care they cannot share the details with the surgery department; neither can they share with any department.

Some challenges are being viewed in the surgery department. Dr. Mike McKenzie, the associate chief of surgery, has three main goals. The first goal is to have clinical excellence. Second is the need to advance the operations of medical and surgery. Lastly, he has to generate profits (Buetow, 2016). Despite the challenges, the surgical department is successful, making the hospital seeing them as the only savior.

Dr. Percy has to analyze the views of both departments and come up with a way of handling is their challenges in the administration department.  Since the surgical department is on course, he needs to find out what is happening in the surgical department that is missing in the administration department. Since the chairs are the bosses of the administrators, and there is variation in the performance of the department, Dr. Percy needs to sort and bring the performance on course with no fluctuations. This will be successful if he introduces micromanagement in the department of administrators letting chairs to be only advocates. This will bring a meaningful relationship between the chair and the administrators.

References

Buetow, S. (2016). Person-centered health care: balancing the welfare of clinicians and patients. Routledge.

De Pauw, J., Ledsam, J. R., Romera-Paredes, B., Nikolov, S., Tomasev, N., Blackwell, S., … & van den Driessche, G. (2018). Clinically applicable deep learning for diagnosis and referral in retinal disease. Nature medicine, 24(9), 1342-1350.