成功策略外文翻譯

1、<p>　　本科畢業(yè)論文（設(shè)計(jì)）</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(jī)效的原因多種多樣。兩個(gè)關(guān)鍵原因:高性能收入的醫(yī)院

34、會(huì)采取一個(gè)收入周期，而其余的組織的實(shí)用性,特別需要實(shí)行根據(jù)自己的機(jī)構(gòu)的獨(dú)特的環(huán)境，和每個(gè)部門(mén)當(dāng)時(shí)的情況進(jìn)行財(cái)務(wù)高績(jī)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(guó)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(cái)務(wù)管理協(xié)會(huì)的特別報(bào)告中提到，高績(jī)效的組織提高收入的重要性，加快行動(dòng)周期執(zhí)行策略來(lái)實(shí)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(jī)效的組織都有一些共同的特點(diǎn)，按照醫(yī)療保健財(cái)務(wù)管理協(xié)會(huì)的特別報(bào)告，一個(gè)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(xiàng)目。研究人員確認(rèn)六個(gè)關(guān)鍵的領(lǐng)域中：?jiǎn)T工、工藝、技術(shù)、計(jì)量、通訊、文化。策略和最佳做法重點(diǎn)地區(qū)的人、過(guò)程和技術(shù)。這個(gè)系列的第一部(見(jiàn)關(guān)注健康2010年10月,20卷記載)。在這個(gè)問(wèn)題上,我們強(qiáng)調(diào)確定最佳實(shí)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(guò)需要注意的是，成功的關(guān)鍵元素是共享高績(jī)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(jí)整個(gè)組織。最佳實(shí)踐的核心領(lǐng)域研究人員們出現(xiàn)在高績(jī)效的組織在特別報(bào)告度量衛(wèi)生保健中心的組織性能差的斗爭(zhēng)收入周期可以帶來(lái)一些安慰,因?yàn)槟阒栏呖?jī)效醫(yī)院的同行，也會(huì)有這樣的低點(diǎn)。不管有多困難的情況可能會(huì)出現(xiàn)，情況是有可能得以改善的，可以達(dá)到驚人的進(jìn)步在相對(duì)較短的時(shí)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(jìn)的一門(mén)課程收益，可以看出需要判斷的能力和需要改進(jìn)的地方、以及有能力繼續(xù)實(shí)施過(guò)程的監(jiān)控和性能用相關(guān)的收入周期績(jī)效指標(biāo)。這些標(biāo)準(zhǔn)是來(lái)測(cè)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(shí)可適當(dāng)?shù)剡M(jìn)行調(diào)整來(lái)實(shí)現(xiàn)目標(biāo)。</p><p>　　度量的類型,或措施,高績(jī)效的變化周期，在醫(yī)院范圍，可以運(yùn)用一些措施,然而,注意有意義的進(jìn)展報(bào)告援助工作人員的活動(dòng)要求確定改進(jìn)之處。此外，報(bào)告里有下劃線的文

38、字有著很強(qiáng)的重要性，考慮到我們所關(guān)注的問(wèn)題的早期鑒定之前發(fā)生的干預(yù)并不能因此問(wèn)題表現(xiàn)為嚴(yán)重的問(wèn)題。但具體的度量標(biāo)準(zhǔn)和執(zhí)行報(bào)告的格式和細(xì)節(jié)可能會(huì)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(jī)效的組織。高績(jī)效評(píng)估業(yè)績(jī)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(fèi)者的觀點(diǎn)。</p><p>　　監(jiān)測(cè)和報(bào)告頻率。他們這樣做經(jīng)?；诙攘繕?biāo)準(zhǔn)，也經(jīng)常研究進(jìn)展進(jìn)行了綜述。及時(shí)審核和報(bào)告的性能度量非常重

39、要。重要的是，信息和見(jiàn)解行為報(bào)告來(lái)源于員工共享反映在他們的工作報(bào)告。值得注意的是，該方法的不同是在醫(yī)院進(jìn)行應(yīng)用。在病人的訪問(wèn)，測(cè)量也可能包括登記誤差跟蹤系統(tǒng)或叫長(zhǎng)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(jī)效的醫(yī)院，進(jìn)而導(dǎo)致為設(shè)計(jì)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(shuō)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(jìng)爭(zhēng)對(duì)手醫(yī)院，了解起源和對(duì)更確定改進(jìn)機(jī)會(huì)能夠具體到他們的組織。在非傳統(tǒng)的度量標(biāo)準(zhǔn),高績(jī)效的醫(yī)院有那些底線,不是財(cái)務(wù)數(shù)據(jù)推動(dòng)的。</p><p>　　例如，病人滿意度措施度量使用最終會(huì)影響財(cái)務(wù)業(yè)績(jī)。盡管測(cè)量病人的滿意度不是什么新事物，顯然是一種傳統(tǒng)的測(cè)量的整體性能,高績(jī)效的醫(yī)院僅依賴這些度量在非傳統(tǒng)的方式,因?yàn)樗诮鹑陬I(lǐng)域中所取得的成績(jī)。非傳統(tǒng)的又一個(gè)例子說(shuō)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(jī)效的組織經(jīng)常查看的利率營(yíng)業(yè)額的度量，因?yàn)檫@是一種元素，它影響財(cái)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(xiàng)目則需要改進(jìn)。</p><p>　　病人的觀點(diǎn)。高績(jī)效的組織正在收集消費(fèi)方面通過(guò)調(diào)查方法，對(duì)病人的滿意度，尋求新層次的具體滿意度的提高和一定時(shí)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(gè)

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(duì)病人訪問(wèn)的專業(yè)人員，是高績(jī)效醫(yī)院的一個(gè)好方法。<~具體地說(shuō),高績(jī)效的組織關(guān)注通信，支持一個(gè)積極的調(diào)度和登記的經(jīng)驗(yàn),提供例患者，使他們清晰的財(cái)政義務(wù)，為醫(yī)院財(cái)務(wù)人員提供清晰、簡(jiǎn)單帳單和收集材料。高績(jī)效的收入周期的企業(yè)意識(shí)到一個(gè)關(guān)鍵的支持很必須，而一個(gè)積極的調(diào)度和注冊(cè)經(jīng)驗(yàn)會(huì)減少病人。使病人進(jìn)入最佳做法被高績(jī)效的組織來(lái)抑制登記冗余:</p><p>　　流線

43、的注冊(cè)過(guò)程中,各個(gè)領(lǐng)域提供了集中調(diào)度;高績(jī)效的醫(yī)院,依靠一個(gè)集中的電話服務(wù)中心調(diào)度設(shè)置一個(gè)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(jìn)行監(jiān)測(cè)和報(bào)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(bào)告說(shuō),它是所蘊(yùn)涵的員工,因?yàn)樗麄兲峁┧璧挠?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(shí)的信息，包括成功計(jì)劃系統(tǒng)，腳本和質(zhì)量標(biāo)準(zhǔn)，

44、以及醫(yī)學(xué)術(shù)語(yǔ)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(duì)手員工的優(yōu)勢(shì)。</p><p>　　宣傳財(cái)政援助。實(shí)現(xiàn)最佳病人通訊的人員應(yīng)該了解，被保險(xiǎn)的或是為參加保險(xiǎn)的病人，財(cái)務(wù)援助可以怎樣幫助他們解決住院費(fèi)用。這樣的經(jīng)濟(jì)援助有幾種形式，免費(fèi)的個(gè)人護(hù)理用品，地方性的援助計(jì)劃或是早付折扣等等。高績(jī)效醫(yī)院確保病人能夠了解和選擇財(cái)務(wù)援助。此外,高績(jī)效的組織提供財(cái)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(wèn)題的患者與納稅人帶來(lái)負(fù)面影響,患者的財(cái)務(wù)責(zé)任。</p><p>　　高級(jí)收入周期支持。支持收入周期需要同時(shí)存在,而不僅僅是執(zhí)行標(biāo)準(zhǔn)從財(cái)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(cái)務(wù)業(yè)績(jī)扮演的關(guān)鍵角色。高層非財(cái)務(wù)人員認(rèn)可。高績(jī)效的收入周期是追求卓越的組織。從在整個(gè)組織員工支持高性能的收入周期,教育是關(guān)鍵。高績(jī)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(cái)務(wù)收入中所要扮演的重要角色。</p&