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Conference Name: Discharge Planning from a Business Point of View

Scheduled Conference Date: Thursday, January 26th, 2006

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Discharge Planning from aBusiness Point of View

1 p.m.–2:30 p.m. (Eastern)

12 p.m.–1:30 p.m. (Central)

11 a.m.–12:30 p.m. (Mountain)

10 a.m.–11:30 a.m. (Pacific)

presents . . .

A 90-minute interactive audioconference

Thursday, January 26, 2006

ii Discharge Planning from a Business Point of View

In our materials, we strive to provide our audience with useful, timely information. The live audioconferencewill follow the enclosed agenda. Our speakers will occasionally refer to the enclosed materials. We havenoticed that other non-HCPro audioconference materials follow the speaker’s presentation bullet-by-bullet,page-by-page. Because our presentations are less rigid and rely more on speaker interaction, we do notinclude each speaker’s entire presentation. The materials contain helpful forms, crosswalks, policies, charts,and graphs. We hope that you find this information useful in the future.

HCPro is not affiliated in any way with the Joint Commission on Accreditation of Healthcare Organizations,which owns the JCAHO trademark.

iiiDischarge Planning from a Business Point of View

The “Discharge Planning from a Business Point of View” audioconference materials package is published byHCPro, Inc., 200 Hoods Lane, P.O. Box 1168, Marblehead, MA 01945.

Copyright 2006, HCPro, Inc.

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HCPro, Inc. 200 Hoods LaneP.O. Box 1168Marblehead, MA 01945Phone: 800/650-6787Fax: 781/639-0179E-mail: [email protected] site: www.hcpro.com

iv Discharge Planning from a Business Point of View

Dear colleague,

Thank you for participating in our “Discharge Planning from a BusinessPoint of View” audioconference with Jackie Birmingham, RN, BSN, MS,CMAC, and Caroline Keane, RN, ANP, MSN, CCM, moderated byRebecca Hendren. We are excited about the opportunity to directly inter-act with you and we encourage you to take advantage of the opportunity to ask questions during the audioconference. If you would like to submit aquestion prior to the audioconference, please send it to [email protected], providing the program date in the subject line. We cannot guaranteeyour question will be answered during the program, but we will do our bestto use a good cross section of questions.

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Shannon TierneyAudioconference CoordinatorFax: 781/639-2982E-mail: [email protected]

200 Hoods LaneP.O. Box 1168

Marblehead, MA 01945Tel: 800/650-6787Fax: 800/639-8511

vDischarge Planning from a Business Point of View

Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .vi

Speaker profiles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .vii

Exhibit A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1Presentation by Jackie Birmingham, RN, BSN, MS, CMAC, and Caroline Keane, RN,ANP, MSN, CCM

Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27

Contents

vi Discharge Planning from a Business Point of View

Agenda

I. Definition of discharge planning1. Federal definition of discharge planning2. Flow of discharge planning within case management

(utilization review)

II. Five ways discharge planning affects operations, with case study scenarios

1. Improve patient throughput and capacity management 2. Defend appropriateness of admission and

medical necessity 3. Prevent/control unnecessary readmission and return to ED 4. Influence patient satisfaction and compliance 5. Reduce cost, prevent denials, improve appeals

III. Problem areas1. Patient throughput/capacity management, long

range planning and short term crises2. Readmission and emergency department services3. Financial, the bottom line (reduce cost, expedite services)

Live Q&A

viiDischarge Planning from a Business Point of View

Speaker profiles

Rebecca Hendren, Moderator

Rebecca Hendren is an associate editor at HCPro. She edits Patient Care Staffing Report, a newsletter forrecruiting, motivating, and retaining healthcare staff, and helps research and develop training products withinthe nursing group.

Jackie Birmingham, RN, BSN, MS, CMAC

Jackie Birmingham is vice president for regulatory compliance at Curaspan, Inc. She has more than 20years experience in discharge planning and case management and is a noted author and frequent speaker.During this period, she has advocated for the need to address care issues across the continuum and servedon a task force for the Joint Commission on Accreditation of Healthcare Organizations. She is a past civiliannational consultant on discharge planning to the U.S. Air Force, past president of the American Associationfor Continuity of Care, served on the task force for standards of practice of the American Case ManagementAssociation and in the year 2000 was named distinguished case manager of the year by the Case ManagementSociety of America.

Jackie graduated with a BSN from Niagara University and an MS from the University of Hartford. She holdsCase Management Administration Certification. Jackie has written several books and journal articles abouttopics such as documentation, orthopedics, burn care, medical terminology, discharge planning, and casemanagement. She is one of the original designers of eDischarge, the Internet-based discharge planningworkflow tool.

Caroline Keane, RN, ANP, MSN, CCM

Caroline Keane is director of case management /social work at NYHQ in New York City. She has more than18 years experience working in home care, discharge planning, utilization review, appeals, and case man-agement. During her time as director, she has computerized the utilization review and discharge process.She has refined delay reporting used to improve hospital affiances and is a member of the revenue cycle andcharge capture committee. Caroline addresses issues related to the continuum of care and is working ongreen belt training using Six Sigma mythology. She serves as the team leader for patient rights and responsi-bility for hospital wide Joint Commission on Accreditation of Healthcare Organizations activity.

Caroline graduated with a BSN and later a MEN from Adelphi University. She holds an Adult NursePractitioner license and certification in Case Management.

Exhibit A

Presentation by Jackie Birmingham, RN, BSN, MS, CMAC, and Caroline Keane, RN, ANP, MSN, CCM

EXHIBIT A

2 Discharge Planning from a Business Point of View

Discharge Planning From

A Business Point of View

Faculty:

Jackie Birmingham, RN, MS, CMAC

Caroline Keane, RN, APN, MSN, CC

2

Objectives

1. Define discharge planning from a

Federal perspective.

2. Describe the relationship of discharge

planning to case management.

3. List 5 ways discharge planning can

affect business operations.

4. Identify strategies that can improve the

business climate of a hospital.

3Discharge Planning from a Business Point of View

EXHIBIT A

3

Notice

The information contained in the program

should not be considered to be legal advice.

The content is for educational purposes.

Please consult with your own administration

or compliance officer for application of the

strategies to your own setting.

Thank you.

4

Definition: Discharge Planning

Social Security Act §1861 (ee)

“The Secretary (HHS) shall develop guidelines and

standards for the discharge planning process in

order to ensure a timely and smooth transition to

the most appropriate type of and setting for post-

hospital or rehabilitative care.”

– DP is one of the “basic” hospital functions

• it is ‘required’

http://www.ssa.gov/OP_Home/ssact/title18/1861.htm

EXHIBIT A


5

Conditions of Participation for DP

a) Early identification of

• patients likely to suffer adverse health

consequences without discharge planning

b) Discharge planning evaluation

• evaluate patient’s capacity for self care

• timely planning

• document to defend

• discuss with patient/family

6

CoP continued

c) Discharge Plan• provide initial implementation

• reassess as factors change

• provide a list of HHAs and SNFs

• freedom to choose among appropriate providers

• financial disclosure

d) Transfer or referral• along with necessary medical info

• to appropriate facilities

e) Reassessment• of the hospitals discharge planning process


EXHIBIT A

7

Other legislation

• Discharge Planning rules don’t stand alone

• Other overlapping rules (examples)– Patient Freedom of Choice

– HIPAA

– EMTALA

– LEP

– Beneficiary Notice Initiative

– Utilization Review

– PASARR

• Please refer to the annotated bibliography for links to each of these rules

8

DP & Business Operations

DP is a part of the operations of a hospital.

It is part of the natural flow of patient care:

– Admit

– Diagnose – treat – stabilize – plan care

– Continued stay as long as acute

– Discharge

EXHIBIT A


9

Relationship of Case Mgt to DP

“Continuum

of Care”

“Bed

Mgt”

Discharge

Planning

Case

Management

Pt Rights

& Respons. “Core

Measures”

Re-

admission

Advocacy

Resource

Management

10

5 ways DP affects operations

1. Improve patient throughput and manage capacity.

2. Defend appropriateness of admission and

continued stay.

3. Influence patient satisfaction, continuity and

compliance.

4. Prevent or control acute care re-entry (readmit or

use of ED).

5. Improve the financial health of the organization.


EXHIBIT A

11

Relationship of DP to Operations

“Discharge

Planning”

Appro.

Utiliz. Of

Beds

‘Coding’

Capacity

Management

Hospital

Operations

Patient

Satisfaction

Cost of

care ‘Medical

Necessity’

‘Prevent’

Denials

Corporate

Compliance

Payer

Relationship

12


1) Throughput & Capacity

• Capacity management is the process of

– planning to optimize patient throughput

– satisfying demand for services

– timeliness of resource usage

– at a reasonable cost

• Most importantly…

– it’s a process of ADVOCACY

EXHIBIT A


13

Why is ‘Capacity Management’ important...

…to the Patient

• I am known to that facility—why am I being

diverted away—they have my records

• I may not be in a ‘proper room’

• Have they cancelled my procedure or test again

…to the Medical Staff

• I can’t get this done

• My patient is not ‘happy’

14

More reasons why Capacity is important

….To Staff

• Potential to reduce staff turnover

• Predictable patterns of care

• Priority setting more fluid

• Less frustration

• Better able to have an average day

• Cross coverage not as chaotic

13

Why is ‘Capacity Management’ important...

…to the Patient

• I am known to that facility—why am I being

diverted away—they have my records

• Have they cancelled my procedure or test again

…to the Medical Staff

• I can’t get this done

• My patient is not ‘happy’


EXHIBIT A

15

More reasons why Capacity is important

...To Administration

• Increase capacity – more admissions

• Increase revenue

• Expedite service delivery

• Reduce cost

16

‘Managing’ throughput & capacity

• Capacity management from a Discharge

Planning perspective:

– I. Short term (immediate)

• urgent/crises/disaster/ED diversion

• cancel elective surgery

– II. Long term

• planning for the future

EXHIBIT A


17

Discharge Planning Perspective:

I. Short term

A. Form a multidisciplinary/multi-functional team

B. Prioritize patients several times per day

C. Share information with key players

D. Use information technology

18

A. Multi-functional ‘Bed Utilization Team’

• Who should be on the team (examples)

– Discharge planners

– Utilization review [Medical Director]

– Admitting staff

– Bed utilization

– Emergency room staff

– Nursing

– Administration 18

A. Multi-functional ‘Bed Utilization Team’

• Who should be on the team (examples)

– Physicians (department heads)

– Discharge planners

– Utilization review [Medical Director]

– Admitting staff

– Bed utilization coordinators

– Emergency room staff

– Nursing

– Administration


EXHIBIT A

19

B. Prioritize patients

• Patients who are almost ready for discharge

• No patient should be prematurely discharged

because of a crunch

• Which patients can tolerate a delay in

admission

20


• Who are key players?

– internal and external

• What information?

• How to communicate?

• When to share?

• How often to update?

20


• Who are key players?

– internal and external

• What information?

• How to communicate?

• When we will share?

• How often to update?

EXHIBIT A


21


• Access all available data about census

• Beds on which type of service

– example: trauma, cardiology

• Census in the ED

22

Discharge Planning Perspective:

II. Long term

• Know the hospital’s goal for overall max.

capacity

– types of services the hospital is planning to offer

Examples: Cardiac, cancer

• Identify post-acute providers

– available and unavailable

• Contact large volume payers to determine

potential reimbursement

21


• Access all available data about census

• Beds on which type of service

– example: trauma, cardiology

• Census in the ED

– Number of patients awaiting beds

– Number of patients awaiting evaluation


EXHIBIT A

23

Strategy: DP & Throughput/Capacity

Be Practical !!! Be Predictive!!!

Apply to short term AND long term

• Identify patient groups at risk for delay in

discharge

• Find ways to predict timing of discharge

• Find causes of potential delays in discharge

24

Identify groups at risk for delay

• Caregiver is also ‘at risk’… elderly

• Lack of funding for post acute services

– Uninsured, illegal aliens, underinsured

– Exhausted benefits

– No/inadequate medication coverage

• Readmitted (frequently)

• Develop a screening tool for RN staff to use

– monitor the implementation of ‘triggers’

EXHIBIT A


25

Find ways to predict timing

• Assign a target LOS to every patient

– Use DRGs, criteria or guidelines

• Look at critical/clinical pathways

– do they address early identification and planning for

discharge?

• Give patients and families a clue on expected LOS

– they want to know what to expect

– they also want to predict time of discharge

26

• Lack of clear plan for post-acute care (physician)

• Lack of available post-acute services (bed or

equipment)

• not knowing where beds are

• Medical [ambulance] transportation

• Change in patient’s self-care capacity – came

from home going to SNF

• Readmitted patient – home care plan not

working

Find causes of potential delays in discharge


EXHIBIT A

27


2) Support medical necessity

Medical necessity:

• Clinically appropriate, in terms of

appropriate type of care rendered at the

appropriate level of care

• Does the severity of illness and the intensity

of service support the need for the patient

to remain in an acute care setting

28

Definition of medical necessity

• Services or items reasonable and necessary

for the diagnosis or treatment of illness or

injury or to improve the functioning of a

malformed body member.

• Determining if the method of treating a

patient in the particular case is reasonable

and necessary is done on a case-by-case

basis

EXHIBIT A


29

Medical necessity and DP

Acute care is necessary only IF:

• There is not an alternative service or level of care

at least as likely to produce equivalent therapeutic

or diagnostic results

• Rule out acute care

• Alternative services or levels of care are

available, accessible, and cost-effective

30

Opinion: DP and medical necessity

• No one person or group influences the case-

by-case determination of medical necessity

• All stockholders must be involved in the

identification of problem and finding a

solution

29

Medical necessity and DP

Acute care is necessary only IF:

• There is an established severity of illness and askilled plan of care, not just a rule out

• There is not an alternative service or level of careat least as likely to produce equivalent therapeuticor diagnostic results

• Alternative services or levels of care are notavailable, inaccessible, and not covered


EXHIBIT A

31

Strategy: Medical necessity

Ask these questions of every patient:

• Why was the patient admitted?

• Does the patient continue to be acute?

• What is the plan of care?

• Why must it be done in a hospital?

• How will it be communicated?

• Who ensures that the plan is carried out?

• Is it clearly documented?

32


3) Prevent/control readmission

• Readmission:

– Discharge planning can influence the rate

and type of re-entry into acute care

• Some re-entries are un-avoidable

• Some are avoidable:

EXHIBIT A


33

Strategy to prevent readmission

• Targeted planning

– Predict adverse events

– Plan for possible events

– Engage in patient education

– Communicate to patients’ community based

providers

34

Readmission…continued

• QIO 8th Scope [Statement] of Work targets

‘acute readmission’

• Home Care providers particularly involved

• Screening tool used by HHA to identify those at

risk for ‘acute admission’ (see attachment)

– “Assessment of Risk Factors for Hospitalization

and Emergent Care”

• Tool can be used by DP to identify those at risk


EXHIBIT A

35

Fraud - readmission

Compliance Guidance June 2004

• Failure to follow the same-day rule

• Same-day discharges and readmissions

• Churning of patients by long-term care hospitals

co-located in acute care hospitals

36

Factors influencing readmission

• Prior pattern (inpatient, ER, history of falls,

hx of non-compliance)

• Chronic conditions

• More than two secondary diagnoses

• Known risk factors

EXHIBIT A


37

Strategy: Prevent readmission

• Assess patient’s risk for readmission

– assess risk for return to ED

• Screen home care pts more closely

– should patient be discharged to home?

• Identify patient’s primary care physician

– contact that physician before discharge

• Encourage patient/family set-up a ‘what if’ plan

38


4) Influence patient satisfaction

“Discharge satisfaction” generally based on:

1. The pt/family perception of readiness for

discharge

2. Clear instructions on how to care for the patient

3. How to get the care they perceive is needed

4. Assistance with arranging for post acute services

- not only ‘medical’

5. The flow of the actual discharge


EXHIBIT A

39

Satisfaction & Compliance

Opinion: There is a link

• Common causes of non-compliant behavior (NCB)

– Lack of resources (medications)

– Failure of communication

– Lack of comprehension

– Cultural issues

– Psychosocial stress

– Secondary gain

– Drug or alcohol dependence

40

Compliance & Satisfaction

• Compliance can influence satisfaction

• Satisfaction can influence compliance

• Both can influence readmission

EXHIBIT A


41


5) Improve financial health

A. Reduce cost

B. Prevent denials

C. Improve appeals

D. Improve relationship with payers

42

A. Reduce cost

• Resources used appropriately

• Patient turnover

– make room for more acute care patients

• Prevent unnecessary utilization of resources


EXHIBIT A

43

Strategy: How can we reduce cost?

Be a patient advocate!

• Ensure that tests, procedures are preformed

in a timely manner

– will prevent avoidable days

– will affect length of stay

– speed up recovery

– sometimes prevent untoward events or

complications that cost the facility

44

B. Prevent denials

Family Involvement !!!

• Make sure they are included in the plan of care and

are agreeable

• Educate the patient/family, and sometimes physician,

about discharge options

• Get the family involved as early as possible so they

“willing, able and available” caregivers

• Early, consistent and frequent communication with

the patient, family and health care team is important

EXHIBIT A


45

Prevent denials

• Days it takes to finalize a discharge plan are

– either denied or avoidable

• Anticipate when the patient is going to be

ready for discharge and have everything in

place

• Activate the strategies in patient throughput

– identify, anticipate, predict, ACT

46

C. Improve appeals

• Expediting referrals will prevent denialsrelated to delays in discharge– lack of post hospital services is not a reason for

continued stay

• Anticipate and request authorization early foraftercare to:– decrease denials at the end of stay

– help ensure that the aftercare will be covered

• You DO NOT want the patient to have toappeal the aftercare denial!!


EXHIBIT A

47

Strategy: Improve appeals

• The best why to improve appeals is toprevent denials ! ! !

• Document, document, document– In a place where the information is retrievable

– With facts about the ongoing discharge planning

48

D. Improve relationship with payers

• Both support goals of patient safety & satisfaction

• Demonstrates hospitals commitment to contract

• Identifies the ‘covered benefits’ that the patient selected

• Support use of benefit package appropriately especially

for post-acute services

• Acts as a partner to get maximum benefit for the patient

• May influence the payer’s plan to renew contract with

the hospital

EXHIBIT A


49

Strategy: Improve relationship with payers

• Communicate, communicate, communicate

• Know the contract specifics of the payer

• Act as partners in care

50

Summary and THANK YOU!!!

Appro.

Utiliz. Of

Beds

‘Coding’

Capacity

Management

Hospital

Operations

Patient

Satisfaction

Cost of

care ‘Medical

Necessity’

‘Prevent’

Denials

Corporate

Compliance

Payer

Relationship

Discharge

Planning

Resources

Audioconference

AttendeesSave 20%!

Discharge Planning Guide:Tools for Compliance

A book by today's audioconference speaker

Jackie Birmingham, RN, MS, CMACThis essential resource compiles the most significant federal regulations surrounding

discharge planning and provides specific information that can be used every day to

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planning policies, assessment tools, and more.• An appendix with assessment tools you can use to screen patients for

functional status and determine appropriate level of care.

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discharge scenarios.Mail, fax, or phone-in your order today!Please accept my personal invitation to save 20% when you respond to this special offer, exclusively foraudioconference attendees.

HCPro • 200 Hoods Lane • P.O. Box 1168 • Marblehead, MA 01945

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Discharge Planning Guide $159.20 (Regularly $199) DPGTC

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FEATURING:

Jackie

Birmingham!

Discharge Planning SummitApril 7, 2006 • Chicago, IL

For complete program information or to register,

call 800/650-6787 (and mention source code MT42516A)

or visit http://hcpro.com/url/1127

� Decrease denials

� Maximize length of stay

� Increase efficiency

As your hospital strives to reduce denial days and length

of stay, you might be opening your facility up to

compliance risks unknowingly.

The key is to leverage discharge planning as a strategic

business operation.

Get a concentrated dose of expert advice.

Join industry expert Jackie Birmingham and

experienced director of social work services Charlie

Robins for this intensive one day seminar. You'll

learn—in just one day—how to:

• Stay on top of the countless—and always

evolving—discharge planning regulations.

Get specific tips and proven advice—that can be

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• Use your discharge planning process to support

the business side of healthcare.

Learn from case scenarios that illustrate the

importance of teamwork and collaboration and how

discharge planning affects hospital operations.

You'll walk away with strategies to boost your

bottom line!

Don't miss the most anticipated discharge

planning conference of the year!

Call 800/650-6787 to register today

or visit http://hcpro.com/url/1127!

Your Source Code: MT42516A -- please reference when calling & on the Web.

PROGRAM AGENDA

• Discharge Planning:

Regulations that drive practice

• The process of discharge planning

(Case Study)

• Collaboration within discharge

planning (Case Study)

• Discharge planning from a

business point of view

FACULTY

Jackie Birmingham, RN, MS, CMAC is

vice president of professional services,

CuraSpan, Inc. Jackie has over 20 years of

experience in discharge planning and case

management.

Charles L. Robbins, DSW, LCSW-R is

the associate dean for academic affairs and

an associate professor at the Stony Brook

University School of Social Welfare and

director of social work services for Stony

Brook University Hospital.

CONTINUING EDUCATION CREDITThis educational activity for 6.9 nursing contact

hours is provided by HCPro, Inc. HCPro is

accredited as a provider of continuing nursing

education by the American Nurses Credentialing

Center Commission on Accreditation. HCPro, Inc.

is approved by the California Board of Registered

Nursing, Provider #14494, for 6.9 Contact Hours.

We're exploring additional continuing education

credit opportunities for all intended participants

including CCMC. Visit http://hcpro.com/url/1127

for complete program information including CE

and learning objectives.

RESOURCES


Speaker resources

Jacqueline J. Birmingham, RN, MS, CMAC11 Marbern DriveSuffield, CT 06078E-mail: [email protected]: 860/668-7575 Fax: 860/668.6666

Caroline Keane, RN, ANP, MSN, CCMDirector of Case Management and Social WorkNew York Hospital of Queens56–45 Main Street Flushing, NY 11355E-mail: [email protected]: 718/670-1231

HCPro sites

HCPro: www.hcpro.com

With more than 17 years of experience, HCPro, Inc., is a leading provider of integrated information, educa-tion, training, and consulting products and services in the vital areas of healthcare regulation and compliance.The company’s mission is to meet the specialized informational, advisory, and educational needs of thehealthcare industry and to learn from and respond to our customers with services that meet or exceed thequality they expect.

Visit HCPro’s Web site and take advantage of our online resources. At www.hcpro.com you’ll find the latestnews and tips in the areas of

• accreditation• corporate compliance• credentialing• health information management• infection control• long-term care• medical staff• nursing


RESOURCES

• pharmacy • physician practice• quality/patient safety• safety

HCPro offers the news and tips you need at the touch of a button—sign up for our informative FREE e-mailnewsletters, check out our in-depth how-to information in our premium newsletters, and get advice from ourknowledgeable experts.

The Greeley Company: www.greeley.com

Get connected with leading healthcare consultants and educators at The Greeley Company’s Web site. Thisonline service provides the fastest, most convenient, and most up-to-date information about our quality con-sulting, national-education offerings, and multimedia training products for healthcare leaders. Visitors will finda complete listing of our services, which include consulting, seminars, and conferences.

If you’re interested in attending one of our informative seminars, registration is easy. Simply go to www.greeley.com and take a couple of minutes to fill out our online form.

Visitors of www.greeley.com will also find

• faculty and consultant biographies—learn about our senior level clinicians, administrators, and faculty whoare ready to assist your organization with your consulting needs, seminars, workshops, and symposiums

• detailed descriptions of all Greeley Company consulting services• a list of Greeley clients• a catalogue and calendar of Greeley’s national seminars, conferences, and available CMEs• user-friendly online registration/order forms for seminars

HCPro’s Healthcare Marketplace: www.hcmarketplace.com

Looking for even more resources? You can shop for the healthcare management tools you need at HCPro’sHealthcare Marketplace at www.hcmarketplace.com. Our online store makes it easy for you to find what youneed, when you need it, in one secure and user-friendly e-commerce site.

At HCPro’s Healthcare Marketplace you’ll discover all of the newsletters, books, videos, audioconferences,online learning, special reports, and training handbooks that HCPro has to offer.

Shopping is secure and purchasing is easy with our speedy checkout process.

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New!• Discharge Planning Summit• Core Privileging Advanced Course• Front-End Solutions Workshop• Physician Performance Profile Course

• Public Accountability for Quality• Case Management Institute

To register, call 800/801-6661 or visit www.greeley.com

Seminar Calendar

Spring

2006

9th Annual

Credentialing Resource Center

Symposium

May 17th & 20th

Pre- and Post- Conferences

Send a Team and Save!

Sears Tower, Chicago, IL

Viva Las Vegas!

Sunny Amelia Island, FL

Phoenix,

Golf

A S U P P L E M E N T T O H C P R O P U B L I C A T I O N S

April 6-7, 2006, The Ritz-Carlton Hotel, Phoenix, AZ

NEW! Case Management Institute: Managing by influence to maximize the effectiveness of your case management program

Through the institute’s step-by-step strategies, leaders can find solutions to problems related to excessive utilization andclinical resource costs, the enhancement of quality (while keepingexpenditures in check), and the improvement of communication/cooperation between case management, physician, and hospital leaders.

Early-Bird Discount: Register by February 2 to save $100!

April 6-7, 2006, The Ritz-Carlton Hotel, Phoenix, AZ

Effective JCAHO Survey Preparation for the Medical Staff

The JCAHO is seeking to re-engage physicians in a new, moredynamic survey process. Train your physicians and their teamson what to do when they disagree with the surveyor’s findings,the 2006 standards and patient safety goals, documentationchallenges, and much more.


April 7, 2006, The Westin Hotel, Michigan Avenue, Chicago, IL

NEW! Discharge Planning Summit

Decrease denials, maximize length of stay, and increase efficiency. Learn how to comply with significant federal regulations and use your discharge planning process to support the business side of healthcare. You’ll walk away from this summit with strategies to boost revenue without losing sight of the needs of the patient.

Register early for team discounts!

April 20–21, 2006, The Ritz-Carlton Golf Resort, Naples, FL

UPDATED! Medical Staff Quality: Practical strategies for effective peer review, physician performance feedback, and managing physician performance

Get concrete steps to make your medical staff quality programtruly effective. Learn how to encourage positive physician performance, create effective physician performance feedbackreports, solve the challenges of peer review, improve hospitalsystems, and address clinical performance problems.



Advanced Medical Staff Leadership Retreat: Where today’sleaders come to solve their toughest medical staff problems

Get an in-depth look at the six toughest challenges faced bymedical staff leaders today: ED coverage, disruptive physicianbehavior, physician/hospital collaboration and competition,matching proven competency with clinical privileges, physi-cian/physician and physician/hospital conflict, lack of effectivephysician leaders.



Surgical Team Summit: Bringing together chiefs of surgery, chiefs of anesthesia, and surgical services leadership to tackle the toughest OR challenges

Surgical teams can bring in some of the highest revenue foryour facility. However, stress-free, efficient operating-room (OR) management is difficult to attain. Improve revenue andreduce inefficiencies while getting practical strategies for ORmanagement, regulatory compliance, turf-battle resolution,credentialing, and patient flow.


Spring 2006 Seminar Calendar

MARCHMarch 3, 2006, MGM Grand Hotel, Las Vegas, NV

Rapid Response Team Retreat

Learn how to create Rapid Response Teams—dedicated staff that respond to an emergency before it occurs. This life-saving patient safetyinnovation—featured in the Wall Street Journal and part of The Institute for Healthcare Improvement’s (IHI) 100,000 Lives Campaign—hasbeen adopted by facilities of all sizes to decrease mortality rates by reducing adverse events and codes in critically ill patients.


APRIL

To register, or for continuing education credit opportunities for these seminars, call 800/801-6661 or visit www.greeley.com.

©2006 The Greeley Company, a Division of HCPro, Inc. HCPro is not affiliated in any way with the Joint Commission onAccreditation of Healthcare Organizations, which owns the JCAHO trademark.

June 1–2, 2006, The Ritz-Carlton, Amelia Island, Amelia Island, FL

Medical Executive Committee Institute: The essential trainingprogram for all medical staff leaders

Gain skills never taught in medical school. Topics include how to solve MEC challenges (turf battles, disruptive physicians, ED coverage, impaired physicians, conflict of interest, medical recordscompletion, external peer reviews, fair hearings, physician apathy)and improve performance for medical staff leaders.

Early-Bird Discount: Register by March 30 to save $100!

Coming Soon (June date and location to be announced)

Public Accountability for Quality

Hospital and physician data is being measured and reportedpublicly with consequences for marketing, reimbursement andaccreditation. This program will teach hospital teams responsiblefor improving performance on publicly reported data how togather data, interpret data, train management on how to usedata, and much more.

Ask about additional discounts!

May 17, 2006, Mandalay Bay Resort & Casino, Las Vegas, NV

NEW! Core Privileging Advanced Course: Design and implementation

Are you charged with the job of reviewing and recommending aredesign to core privileging? Where do you start, and how can youavoid the roadblocks that can hamper smooth implementation ofcore privileges? A pre-conference to the 9th Annual CredentialingResource Center Symposium, this full-day offering will takeparticipants through the key steps needed to design, modify, andimplement core privileges.


May 18–19, 2006, Mandalay Bay Resort & Casino, Las Vegas, NV

UPDATED! The 9th Annual Credentialing Resource CenterSymposium

Learn practical and innovative approaches to solving your toughestcredentialing and medical staff challenges. For the past nine years,experts from The Greeley Company have offered medical staff andcredentialing professionals nationwide seminars on credentialinghot topics. Past topics have included low-volume/no-volumeproviders, core privileging, physician performance profiles, newtechnology, and much more.



UPDATED! Achieving Continuous Survey Readiness ThroughPatient Tracers: A practical 5-step model to compliance

On January 1, 2006, the unannounced survey process goes intoeffect. Prepare now with the 5-step model to continuous surveyreadiness, a look at JCAHO hot spots, what’s new for 2006.



Magnet Resource Center Advanced Workshop

Confused and overwhelmed by how to achieve Magnet status—the highest seal of nursing excellence? Then attendthis seminar to work one-on-one with the elite few nursingprofessionals who have already achieved Magnet status. These experts will outline clear action plans toward successfulcompletion of your Magnet application.



NEW! Front-End Solutions Workshop

Need help in improving your front end payment collections?Worried about the challenges of collecting high deductiblesand negotiating patient drug coverage that will change underMedicare Part D? Learn how to collect copays, respond to payment refusals, reduce bad debt, track results, and interactwith customers to help increase future business.


May 20, 2006, Mandalay Bay Resort & Casino, Las Vegas, NV

NEW! Physician Performance Profile Course: Quality data andcurrent competence

Understand the collection and use of quality data to improvephysician performance and appraise the ongoing competenceof your medical staff. Topics include the domains of physicianperformance, the use and application of rule, rate and reviewindicators, and gaining physician buy-in.


MT42135

MAY

JUNE

200 Hoods Lane, P.O. Box 1168, Marblehead, MA 01945 • tel 800/801-6661 • fax 800/738-1533 • e-mail [email protected] • web www.greeley.com

Spring 2006 Seminar Calendar

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