One of the key requirements of VBC success—and one of the components of Industrial Strength medical practices—is the notion of all organizational staff working at the “top of credentials.” The most basic, agreed-upon definition of this idea has its roots in the medical home world, and essentially boils down to this: it’s an effort to offset workflow inefficiencies by getting the existing staff working mostly within their skillset. That seems like common sense, but practices tend to limit what a team member can do based on their certification, rather than what they could do based on their capabilities.
There’s a prerequisite before a practice even starts this top of credentials journey: to get these new tasks done by the right people, the right people need to be in the office in the first place. As practices struggle to maintain financial stability and fight margin erosion, adding more capable (and expensive) staff simply isn’t an economic option. Instead, we’ve got to look to how to increase capacity within the capability confines of the existing team.