Today, earning a seat at the table with high-level decision makers in your institution requires more than producing quality results.
Everywhere, labs face increasing pressure to prove their worth as a diagnostic resource on a daily basis. Doing that requires a new mindset that shifts away from the old school, fee-for-service way of doing things. It centers on running your lab like a business—a business that promotes growth, services the customer, and supplies impeccable return on investment (ROI).
"Organizations want to see the ROI," says Charles Wilson, M.H.A., MT(ASCP), Robert Wood Johnson University Hospital. "That’s where most laboratories fall short. We can talk to them all day about improving treatment and care of patients, but we can’t tell them how this is going to positively affect the bottom line of the organization."
Only when labs can talk to that bottom line will they speak the language that the C-suite—the controllers of an ever-diminishing pool of dollars—can understand.
The path to being understood follows three simple principles.
The language of ROI is fairly simple. It’s built on the vocabulary of value, and how to prove that your lab provides value on a daily basis. But to achieve fluency, you may have to learn things that weren’t taught in school.
Once you know your costs, you can "lead with growth." You can advocate for funds and resources by confidently projecting increases in revenue, savings, and efficiencies.
Increasing your outreach business can provide important benefits for your lab and your institution. Outreach is still a fee-for-service world, and a robust program can increase revenue and fill unused capacity.
Serving this market also requires a new mindset—the willingness to reach out beyond the four walls of a lab to build a rapport with the physician and patient communities. In other words, let them know you are an efficient, cost effective, customer-friendly resource.
Several tactics can help grow outreach. "First, gain administrative support," says Wilson. "Present a business plan that understands the local industry and opportunities based on your operational strengths. Know your lab’s costs and key financial parameters including revenue cycle."
"Second, develop outreach as a hospital program," Wilson adds. "Solicit participation from Registration, Finance, I.T., and Marketing." A program cannot be successful without support from these key operational areas, particularly during program development.
And third, remember that your initiatives must be able to demonstrate volume and revenue growth. "One option is to track outreach by giving a separate and distinct registration code," Wilson says. "This will facilitate tracking of volume and revenues and help secure resources to re-invest in the program."
Traditionally, labs did not judge themselves primarily by the metric of customer service. Those days are over. In today’s competitive environment, the value of your lab relates directly to the patient experience, and those experiences are based on human interactions.
One tactic is to use metrics to monitor call quality, including how many rings before pickup, call abandonment rate, and minutes per call. You can also consider a dedicated outreach professional to handle phone calls and other interactions.
A good rule of thumb is to always observe the “Disney Model”—you and your staff are always on stage, representing your lab. Never lose sight of the fact that while your colleagues may be a captive audience, patients can drop you in an instant.
As Wilson concludes, "Each lab administrative director should be spending at least 50% of their time managing operations from a business perspective. Every successful business decision will result in analytical success for the lab." And with these three principles in hand, your lab has a great start. Good luck, and stay tuned for other articles in Take the Lead that will dig deeper into ways to help you increase the value of your lab.