成功策略外文翻譯

1、<p>　　本科畢業(yè)論文（設(shè)計）</p><p>　　外 文 翻 譯</p><p><b>　　原文：</b></p><p>　　Strategies for Success</p><p>　　High-performing revenue cycle hospitals excel for a v

2、ariety of reasons. Two key reasons: high performance revenue cycle hospitals take a big-picture organizational approach while remaining keenly attuned to the particular needs and strengths of their institutions, rather t

3、han attempting to apply one-size-fits-all solutions. Although hospitals across the nation share many of the same challenges, the appropriate response to those challenges will vary based on the unique culture and circumst

4、ances o</p><p>　　In this issue, we highlight best practices identified by researchers in the areas of metrics, communication, and culture.It is important to note, however, that an element critical to success

5、 shared by high-performing organizations is a high-level commitment to high performance revenue cycle management. This commitment begins with top executives, finance and otherwise, and is shared by employees at all level

6、s and in all areas throughout the organization. This high level commitment fuels best prac</p><p>　　Charting a course for improvement and sustaining gains require an ability to diagnose areas in need of impr

7、ovement and an ability to continually monitor progress and performance using relevant revenue cycle metrics. Such metrics are essential to measure and monitor revenue cycle performance, and to set appropriate goals and a

8、djust as needed to achieve goals. The type of metrics, or measures, tapped by high performing revenue cycle hospitals varies, as do the ranges for acceptable performance for</p><p>　　Monitoring and Reporting

9、 Frequency.High-performing revenue cycle hospitals share a compulsion to measure and monitor performance, and they do so frequently based on metrics that also are frequently reviewed. The metrics used vary, but the const

10、ant among top-performing organizations is the need for frequent, timely review and reporting of performance to metrics. Frequent performance monitoring and reporting is essential to track performance—improvements and dec

11、lines—over time. Importantly, the in</p><p>　　As noted, the metrics vary by hospital. In patient access, metrics may include registration error-tracking systems or call length and call abandonment rates for

12、schedulers.Non-Traditional Metrics.A willingness to embrace non-traditional metrics is a trait shared by high-performing hospitals that, in turn, results in natural variances as metrics are designed and tailored based on

13、 the needs of the respective organizations. It is not that traditional metrics are cast aside. Rather, traditional metr</p><p>　　Consumers’ Perspectives,High-performing organizations are taking consumer pers

14、pectives as gleaned through patient satisfaction surveys to new levels, seeking to improve the specific satisfaction measures used and the timing of gathering patient satisfaction data. Traditionally, patient satisfactio

15、n data are gathered after the patient’s visit to the facility but before the patient A critical component for success in any endeavor is effective communication. High-performing revenue cycle hospitals </p><p&

16、gt;　　Specifically, high-performing organizations focus on communications that support a positive scheduling and registration experience, provide patients with an estimate of their financial obligations, publicize financi

17、al assistance options, provide clear and simple billing and collections materials, and establish consistent external communications.High-performing revenue cycle organizations recognize that a key to supporting a positiv

18、e scheduling and registration experience for patients is to minim</p><p>　　1.A streamlined registration process for all areas provided through centralized scheduling; A high-performing hospital that relies o

19、n a centralized call center for scheduling sets a goal to answer 80 percent of calls within 20 seconds and to keep the call abandonment rate to less than 5 percent. The frequency with which these metrics are monitored an

20、d reported? Continuously and real-time. Although it may seem such an aggressive use of metrics may be viewed as heavy handed or even extreme, the or</p><p>　　High-performing revenue cycle hospitals ensure th

21、at effective patient communications includes publicizing financial assistance options. Under requirements of the Patient Protections and Affordable Care As high performing organizations place a priority on initiating dia

22、logues at patient access to best communicate to patients information about the cost of care and patients’ payment and financial assistance options, so do high performers focus on ensuring that this information remains cl

23、ear and sim</p><p>　　External Communications.The external communications area covers information patients receive online through the facility’s Web site or in hard copy through printed brochures distributed

24、within the facility and in the greater community it serves. At high-performing organizations, marketing and revenue cycle management staff members collaborate to ensure all information, whether online or printed—such as

25、a brochure or Web page that explains what patients can expect at registration and in the billi</p><p>　　High-performing organizations also ensure that Web content is comprehensive. For instance, charge and/o

26、r cost information for specific, more common procedures may be noted, or patient portals may be available for patients to check on their bill status or to make online payments.The most critical elements of effective comm

27、unications: consistency and clarity. Regardless of the format in which a message is communicated to patients— during a conversation when scheduling a procedure, in a brochure, o</p><p>　　Culture.An organizat

28、ion’s culture is comprised of shared attitudes, values, and goals that are put into practice. These intangible aspects are critical in developing a sense of mission and vision that can dramatically.As noted by one execut

29、ive with a high-performing revenue cycle organization: “When you don’t have the right culture, you can only tinker around the edges.” Among high-performing organizations, the right culture springs not from establishing t

30、he organization’s shared values, but in </p><p>　　High-Level Revenue Cycle Support.Support for the revenue cycle needs to exist at the executive level, and not just from finance executives. Leaders in clinic

31、al areas, for example, also must understand and appreciate the critical role that financial performance plays to support care delivery. When leadership in all areas of the organization make the revenue cycle an organizat

32、ional priority, high performance is attainable.Appreciation from non-Finance staff.High-performing revenue cycle organizati</p><p>　　Source: Laura J . Merisalo, 2010. “Strategies for Success”. The Newsletter

33、 for Health Care Registration Professionals, vol.20,no.2,November,pp.1-12.</p><p><b>　　譯文：</b></p><p><b>　　成功策略</b></p><p>　　醫(yī)院想要取得高績效的原因多種多樣。兩個關(guān)鍵原因:高性能收入的醫(yī)院

34、會采取一個收入周期，而其余的組織的實用性,特別需要實行根據(jù)自己的機構(gòu)的獨特的環(huán)境，和每個部門當(dāng)時的情況進行財務(wù)高績效的政策，而不是嘗試使用的千篇一律的解決方案，醫(yī)院在全國范圍內(nèi)面臨許多同樣的挑戰(zhàn)，適當(dāng)?shù)幕貞?yīng)那些挑戰(zhàn)。正如在最近的醫(yī)療保健財務(wù)管理協(xié)會的特別報告中提到，高績效的組織提高收入的重要性，加快行動周期執(zhí)行策略來實現(xiàn)目標(biāo)，目標(biāo)和掌握他們成功的最重要的元素不是與其他醫(yī)院專注于同樣的元素，而是要根據(jù)自身情況制定。</p>

35、<p>　　然而,高績效的組織都有一些共同的特點，按照醫(yī)療保健財務(wù)管理協(xié)會的特別報告，一個高性能的策略收入周期，的基礎(chǔ)上,研究的范圍涉及到病人友好的帳單項目。研究人員確認(rèn)六個關(guān)鍵的領(lǐng)域中：員工、工藝、技術(shù)、計量、通訊、文化。策略和最佳做法重點地區(qū)的人、過程和技術(shù)。這個系列的第一部(見關(guān)注健康2010年10月,20卷記載)。在這個問題上,我們強調(diào)確定最佳實踐領(lǐng)域的研究人員的度量標(biāo)準(zhǔn)、通訊、文化。</p><p

36、>　　不過需要注意的是，成功的關(guān)鍵元素是共享高績效的組織是一種高層次的承諾高性能收入周期管理。這種承諾始于高層管理人員、金融和其他方面,就員工共享的各地區(qū)的各級整個組織。最佳實踐的核心領(lǐng)域研究人員們出現(xiàn)在高績效的組織在特別報告度量衛(wèi)生保健中心的組織性能差的斗爭收入周期可以帶來一些安慰,因為你知道高績效醫(yī)院的同行，也會有這樣的低點。不管有多困難的情況可能會出現(xiàn)，情況是有可能得以改善的，可以達到驚人的進步在相對較短的時間里，研究人員發(fā)

37、現(xiàn)圖表可以清楚地表示持續(xù)改進的一門課程收益，可以看出需要判斷的能力和需要改進的地方、以及有能力繼續(xù)實施過程的監(jiān)控和性能用相關(guān)的收入周期績效指標(biāo)。這些標(biāo)準(zhǔn)是來測量和監(jiān)控收入周期的必要，根據(jù)性能設(shè)定適當(dāng)?shù)哪繕?biāo)和必要時可適當(dāng)?shù)剡M行調(diào)整來實現(xiàn)目標(biāo)。</p><p>　　度量的類型,或措施,高績效的變化周期，在醫(yī)院范圍，可以運用一些措施,然而,注意有意義的進展報告援助工作人員的活動要求確定改進之處。此外，報告里有下劃線的文

38、字有著很強的重要性，考慮到我們所關(guān)注的問題的早期鑒定之前發(fā)生的干預(yù)并不能因此問題表現(xiàn)為嚴(yán)重的問題。但具體的度量標(biāo)準(zhǔn)和執(zhí)行報告的格式和細節(jié)可能會有所不同，有三種類型的度量標(biāo)準(zhǔn)領(lǐng)域的共享的高績效的組織。高績效評估業(yè)績收入周期醫(yī)院頻繁，愿意看超越了傳統(tǒng)的度量標(biāo)準(zhǔn),需要,并且非常重視并將消費者的觀點。</p><p>　　監(jiān)測和報告頻率。他們這樣做經(jīng)?；诙攘繕?biāo)準(zhǔn)，也經(jīng)常研究進展進行了綜述。及時審核和報告的性能度量非常重

39、要。重要的是，信息和見解行為報告來源于員工共享反映在他們的工作報告。值得注意的是，該方法的不同是在醫(yī)院進行應(yīng)用。在病人的訪問，測量也可能包括登記誤差跟蹤系統(tǒng)或叫長度和叫放棄優(yōu)先的利率。</p><p>　　非傳統(tǒng)的度量標(biāo)準(zhǔn)。愿意接受非傳統(tǒng)的度量標(biāo)準(zhǔn)是一種可以共享高品質(zhì)高績效的醫(yī)院，進而導(dǎo)致為設(shè)計和制作標(biāo)準(zhǔn)的自然差異，這是在需求的基礎(chǔ)上的各自的組織不同的地方。這并不是說傳統(tǒng)的方法具有拋棄了。相反,傳統(tǒng)的標(biāo)準(zhǔn)是非傳統(tǒng)

40、措施以允許差異的競爭對手醫(yī)院，了解起源和對更確定改進機會能夠具體到他們的組織。在非傳統(tǒng)的度量標(biāo)準(zhǔn),高績效的醫(yī)院有那些底線,不是財務(wù)數(shù)據(jù)推動的。</p><p>　　例如，病人滿意度措施度量使用最終會影響財務(wù)業(yè)績。盡管測量病人的滿意度不是什么新事物，顯然是一種傳統(tǒng)的測量的整體性能,高績效的醫(yī)院僅依賴這些度量在非傳統(tǒng)的方式,因為它在金融領(lǐng)域中所取得的成績。非傳統(tǒng)的又一個例子說明這種影響有效的收入周期效益的員工離職率。

41、因此，高績效的組織經(jīng)常查看的利率營業(yè)額的度量，因為這是一種元素，它影響財務(wù)結(jié)果，因此是一種重要的雖然非傳統(tǒng)的度量，而用于制造業(yè)務(wù)的項目則需要改進。</p><p>　　病人的觀點。高績效的組織正在收集消費方面通過調(diào)查方法，對病人的滿意度，尋求新層次的具體滿意度的提高和一定時間內(nèi)使用收集病人滿意度的數(shù)據(jù)。傳統(tǒng)上，病人的滿意度數(shù)據(jù)的成功關(guān)鍵因素在努力做有效的溝通。</p><p>　　設(shè)置一個

42、重視有效的溝通和病人和他們的家屬特別值得注意的專業(yè)人員對病人訪問的專業(yè)人員，是高績效醫(yī)院的一個好方法。<~具體地說,高績效的組織關(guān)注通信，支持一個積極的調(diào)度和登記的經(jīng)驗,提供例患者，使他們清晰的財政義務(wù)，為醫(yī)院財務(wù)人員提供清晰、簡單帳單和收集材料。高績效的收入周期的企業(yè)意識到一個關(guān)鍵的支持很必須，而一個積極的調(diào)度和注冊經(jīng)驗會減少病人。使病人進入最佳做法被高績效的組織來抑制登記冗余:</p><p>　　流線

43、的注冊過程中,各個領(lǐng)域提供了集中調(diào)度;高績效的醫(yī)院,依靠一個集中的電話服務(wù)中心調(diào)度設(shè)置一個目標(biāo)回答，80%于二十秒內(nèi)的電話呼叫放棄并保持利率則不到5%。這些度量的頻率進行監(jiān)測和報告是連續(xù)的。雖然它似乎使用這樣咄咄逼人的度量標(biāo)準(zhǔn)被認(rèn)為是沉重的甚至是極端,組織報告說,它是所蘊涵的員工,因為他們提供所需的訓(xùn)練和其它支持,需要讓他們成功。</p><p>　　提供員工的技能和知識的信息，包括成功計劃系統(tǒng)，腳本和質(zhì)量標(biāo)準(zhǔn)，

44、以及醫(yī)學(xué)術(shù)語和人體解剖學(xué)，為新員工入職資料、跟蹤觀察,以確保新員工不同與對手員工的優(yōu)勢。</p><p>　　宣傳財政援助。實現(xiàn)最佳病人通訊的人員應(yīng)該了解，被保險的或是為參加保險的病人，財務(wù)援助可以怎樣幫助他們解決住院費用。這樣的經(jīng)濟援助有幾種形式，免費的個人護理用品，地方性的援助計劃或是早付折扣等等。高績效醫(yī)院確保病人能夠了解和選擇財務(wù)援助。此外,高績效的組織提供財務(wù)人員協(xié)助患者,包括帳單和收藏查詢或能代表遇到

45、什么問題的患者與納稅人帶來負面影響,患者的財務(wù)責(zé)任。</p><p>　　高級收入周期支持。支持收入周期需要同時存在,而不僅僅是執(zhí)行標(biāo)準(zhǔn)從財務(wù)管理人員領(lǐng)導(dǎo)人在臨床的區(qū)域,例如,也必須理解和欣賞,財務(wù)業(yè)績扮演的關(guān)鍵角色。高層非財務(wù)人員認(rèn)可。高績效的收入周期是追求卓越的組織。從在整個組織員工支持高性能的收入周期,教育是關(guān)鍵。高績效醫(yī)院還是需要員工了解收入周期和自己在提高醫(yī)院財務(wù)收入中所要扮演的重要角色。</p&