the expanding role of today’s mss department presented by: lynn l. buchanan, cpmsm, cpcs...
TRANSCRIPT
The Expanding Role of Today’s MSS Department
Presented by:Lynn L. Buchanan, CPMSM, CPCS
President, Buchanan & Associates ConsultingOperations Manager, Edge-U-Cate, LLC
ForAlaska Association Medical Staff Services
June 9, 2010
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OBJECTIVES
Understand why the traditional scope of services isn’t sufficient to meet today’s increasing demands and expanding responsibilities
Identify current barriers to optimal performance by your department and/or individual employees
Discuss transitioning from a traditional medical staff office to a “best practice” staffing model
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Objectives (con’t)
Define what skill sets, training, education are needed for optimal performance
Learn how to get the resources you need to achieve optimal performance within your department
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“Traditional” Medical Staff Office Comes in many sizes, shapes Director, Manager, and/or Coordinator plus… Office “management” background, certified
or not, college degree or not Processed application, reapplication, and
privilege requests; prepared meeting agendas and minutes; planned annual staff party and doctors’ day; recorded CME credit; worked on bylaws amendments; maintained a medical staff roster
Above “model” through mid-late 90’s
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“New MSO” - Increasing Demands& Expanded Responsibilities
Delegation agreements with health plans Coordinated health system services
Centralized credentialing verification Larger, single medical staffs Data integration for collection and reporting
Performance improvement initiatives More sophisticated software
Demographics (original use) Report writing Activity tracking, monitoring Expiration monitoring Privileging development including criteria
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“New MSO” - Increasing Demands& Expanded Responsibilities
More frequent advancements in medical treatment technology requiring additional defined privilege delineation and criteria
Additional requirements for monitoring and reporting FPPE OPPE Core Measures
Increased awareness of physician behavior, impairment issues and methods to address
Web site development and maintenance6Edge-U-Cate, LLC
TODAY - Increasing DemandsExpanded Responsibilities
WHAT ELSE? What’s been added to your job within the last
year, two years, five years, ten years? How much has your level of expertise been
tested? Your staff’s? How comfortable are you TODAY that you
(and/or your staff) have all the training, knowledge, experience needed to operate a functioning-at-optimal level department?
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Rate Yourself / Your Department
Confidence level in terms of experience, training, knowledge for you/your staff: ___ highest degree of confidence in all
areas related to job/s ___ missing some degree of confidence
but are in process of making changes ___ really in need of expertise, training,
and/or knowledge in some critical areas
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Current Barriers to Optimal Performance
Staffing Insufficient Diversity of knowledge, training, experience; e.g.,
clinical, technical Attitude
“Always done it that way” Can’t see the forest for the trees Intimidated by others with talents you don’t
possess Administrative Support
Don’t understand what you do MSD is not a revenue producing department
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Current Barriers to Optimal Performance
Technology deficient Older software Not high on IT or IS priority list for updates,
improvements Not fully utilizing software because………… Software doesn’t interface with others in the
organization and/or you don’t have access The idea of “paperless office” is foreign to you
Physicians less willing to serve in voluntary, time-consuming leadership positions
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Current Barriers to Optimal Performance
Budget Constraints Education, training
On site (speakers, webinars, on line, consultants)
Off site (conferences, seminars, college) Upgraded software Paid medical staff leaders More diverse, qualified staff
What else?
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Transitioning to a “Best Practice” Staffing Model
How do you define “best practice”? Be all things to all people Be all things to some people Be some things to all people Be some things to some people
Hmmmmm………
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Transitioning to a “Best Practice” Staffing Model
Now is a good time to contemplateValue v. Volume
What are you doing – does it add “value” to the services you provide
What should you be doing
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Transitioning to a “Best Practice” Staffing Model
What services do you currently offer? Make an all-inclusive list
What services do you want to offer? Make a list (it may/may not include currently
offered services; e.g., sending medical record suspension letters)
What will it take? Re-negotiation Justification (for staff, increased budget) “White paper” Re-organization Different talents
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Transitioning to a “Best Practice” Staffing Model
What resources do you currently have? Make a list
What resources do you need? Make a list – current and additional
resources
What will it take to achieve “best practices?”
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Transitioning to a “Best Practice” Staffing Model
How do you change the perception of who the MSD is and what you offer?
How will you know if your department has a “best practice” staffing model?
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“Change happens and if you do not change, you can become extinct”
from “Who Moved my Cheese”
by Spencer Johnson
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Skill Sets / Training / Education Needs for Optimal Performance
Role of the MSD is to not only support the medical staff and administration, but to develop new areas of support (now an expectation!)
Requires constant monitoring of industry to anticipate changes, plan strategy, and optimize/obtain resources
“Today’s Generation” MSDepts require skill sets in unexpected or unfamiliar areas
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Skill Sets / Training / Education Needs for Optimal Performance
Opportunities abound as we improve and expand the services we provide
(voluntarily or involuntarily!)
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Change is Organizational Structure
Have you seen your department merge or come under direction of:
Quality Department Risk Management Department Human Resources Department Other
Have you been asked (or volunteered) to take over some or all responsibilities for:
Medical Staff Quality Physician Recruitment Physician Contracting Risk Management Other “non-traditional” MSD support services
__
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Skill Sets / Training / Education Needs for Optimal Performance
NEW SKILL SETS NEEDED: (requires formal training/degree)
Complex Data Management – IT expertise for management and integration of multiple data sets or internal data management
Complex Competency Management – Data analyst for statistical / data analysis and data collection for PI reporting
Clinical Expertise – clinical/quality expertise (nursing?) for developing and managing FPPE/OPPE, and ongoing development of privileging criteria and delineations
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Skill Sets / Training / Education Needs for Optimal Performance
NEW TRAINING / EDUCATION NEEDED: (adjunct training)
HR Management Skills – team building, personnel issues, competency assessment
Project Management Skills – management technology
Communication / Presentation Skills Practitioner Recruitment Contract Management Provider Relations Physician Referral Systems Organization-wide Regulatory Compliance
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Example – Staffing Model
DIRECTORMEDICAL STAFF AFFAIRS
Medical Staff Coordinator
PPE Coordinator
Data ManagementCoordinator
CredentialingSpecialist(s)
CME Planner
DepartmentAssistant
Recruitment & ContractSpecialist
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Skill Sets / Training / Education Needs for Optimal Performance
Recruitment (for specific skill sets):
Where are you looking / advertising for the skill sets you need?
Local, professional associations, internet
Do job descriptions accurately reflect scope of requirements?
Is pay comparable to skill set requirements? HR department, AHA salary survey, professional
association salary survey
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Skill Sets / Training / Education Needs for Optimal Performance
Education / Training (for new or existing staff): Have you identified skills sets that can be
obtained by existing staff? Where are you looking for the training?
Google it! On-line courses College courses Seminars / Workshops Webinars Books / Periodicals Consultants
Is the training “general” or “specific” (how-to)? 25Edge-U-Cate, LLC
Obtaining Resources to Achieve Optimal Performance
BUILD YOUR CASE:
Define scope of service (enhanced or new) Define benefits of improving/offering service (e.g.,
effectiveness, physician satisfaction) Define consequences if service not improved/
added Conduct cost-benefit analysis (may be intangible costs)
Will new service eliminate existing service? Will new service increase organization’s
revenue? Define criteria/skill set required to provide service
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Obtaining Resources to Achieve Optimal Performance
OTHER CONSIDERATIONS:
Proposed Staffing Model & Method to Achieve (provide brief description of each position)
Reorganize/redefine - re-apply for positions? In-house transfers from other departments Additional FTE(s)
Timing Attrition Immediate need Plan for next budget year Long-term plan (multi budget years)
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Obtaining Resources to Achieve Optimal Performance
PRESENT YOUR CASE:
Have your ducks in a row! Identify stakeholders / decision-makers Find a champion Be succinct Professional presentation
Written plan, graphs/charts, PPT, verbal Timing is everything
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Transitioning to a “Best Practice” Staffing Model
How do you change the perception of who the MSD is and what you offer?
How will you know if your department has a “best practice” staffing model?
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Crystal Ball (2003)
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QUESTIONS?
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