2. Achieving Employee Buy-In
Moncher says part of Firelands' motivation to rein in costs is to avoid downsizing its workforce—something many healthcare providers have had to do in recent years.
"We don't want to lay off employees… Our goal is to meet all of our value-based purchasing metrics, and we've got a success sharing program with employees. If we meet 85% of our goals, which is 17 out of 20, we will have success sharing, so there is a financial incentive built in for everyone to work with us and watch those," he says.
Firelands' executive leadership holds periodic employee meetings to explain the metrics and goals, and to answer questions from staff.
"Our CEO is there. Our quality people are there. I'm there. Anyone who is needed to be part of the presentation is there to talk about what the goals are and why they are important. No one really has all the answers on health reform and its impact, but we tell employees what we do know, and we get a lot of good feedback," Moncher says.
Achieving staff buy-in for the new metrics has not been difficult, he adds.
"Employees are receptive, and they understand. We share with them headlines from other organizations that have had to cut employees, and we make sure they know this is what we are trying to avoid."