Albert Einstein said, “In the midst of all this adversity, there is great opportunity.” When the COVID-19 epidemic hit the United States in March 2020, health care providers quickly realized that adequate medical care could be provided. Within a few weeks, caregivers shifted most of their medical care to telemedicine or physical interactions. About 40 percent of patients received care through a telephone call in 2022.

But now the real work is ahead as ambulatory and new digital care managers move from crisis to systematic rehabilitation to how they can achieve better interpersonal care. The secret of this approach will be to redefine what it means to “visit”. To build a future care delivery system, which will focus on cost and results, we must first release the rental plan and return the samples from the hands of synchronous interactions in a real “workplace”.

Definition of ‘Visit’

Payment history in the US health system is a long-term payment, all for monitoring the equal interaction between patients and caregivers in well-known facilities such as hospitals and clinics. This process presents a number of challenges. First, the work that takes place between trips does not get rewarded. This was not a major issue in 1966, when the first edition of Current Procedural Terminology (CPT) was published. The few minutes that have been spent on texting or responding to occasional patient calls were included in social media payments.

But buying habits and tastes have changed a lot since then. By 1966, even the lowest fax machines had not yet entered the doctors’ offices. However today, at the University of California, San Francisco, the number of messages received by motorists through MyChart has increased by 500 percent since 2016.

Given how communications between physicians and their patients have changed, it is time to change the pay-per-view methods to suit patient-physician interactions. At first embarrassment, this seems impossible because of the difficulties that exist. However, the answer is yes: Instead of describing the trip as a one-time event, in the office, reaffirm that it is time to end the case and make the payment as part of the payment process.

For example, suppose we are referring to an additional two-week visits. When contact with a patient begins (either through similar or inconsistent means), the clock starts with a payment point. Instead of paying an X-dollar interest for Y minutes on a specific day with a patient, the doctor prescribes one decision for two weeks of patient-synchronous interaction with joint function. At the end of two weeks, the doctor is reimbursed — not every minute spent responding to email or sending messages or self-examination, but with a fixed payment associated with a two-week period. This can restore medical education and expertise, not just patient-centered moments.

Obviously, even if the doctor does not pay for the action of each patient, it would be necessary to follow the patient care provided within the temporary window. Unfortunately, state-of-the-art technology is already using data on patient-asynchronous interactions. With small changes to the technology, as well as changes to the payment system, existing platforms and technologies can be used to ensure responsiveness and the creation of digital recordings for use by payers and regulators.

Improving Price Changes

On the contrary, these changes in payroll will not only improve real-world care but also have a second effect on improving pay-as-you-go payments. In order to model cost-effective care against risky transactions, it is important that you adopt consistent and consistent care. However, if the payroll signals do not correspond to standard care, this gives the provider a problem: the need to use two different types of care within the same hospital, where one type, almost, has more advantage. for repayment. This fact is a major reason why many health care providers have been struggling to cope with their patient risk. If the reimbursement of the fine allows for inconsistent management, it may be well matched by price changes.

Furthermore, the system can reward physicians for providing long-term care, not just for one treatment. If the “visit” lasts two weeks, doctors will no longer be compelled to shut each patient down for 15 minutes. applicant. These incentives are similar to the “best” ones at risk.

Finally, it is time for medical providers to stop dividing between telemedicine and traditional medicine. Because of the challenges of COVID-19, we have already laid the foundation for a new way of working and combining personal and real care. Supervisors and planners can help with this by promoting asynchronous policies — not “architecture” —compensation components on top of the current ones.

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