Seminars

DAY 1

1:00 p.m.–2:40 p.m.
Case #1: Hospital Financial Performance and the Medical Staff

At an MEC meeting, the CEO tells physicians the hospital's financial performance is deteriorating due to higher costs and a lower case-mix index than neighboring hospitals. She also says the hospital is expecting a recovery audit contractor (RAC) audit within the next year and is concerned what the auditors will discover. The CEO asks for the medical staff's help to reduce costs and improve documentation. A respected member of the MEC responds, "The job of physicians is to take care of patients. Hospital management gets paid to look after the dollars. That's not our problem." Another physician responds, "That's the way most members of this medical staff feel."

Learning objectives
At the conclusion of this case study, participants will be able to:

• Explain the appropriate role of the medical staff regarding hospital financial performance
• Explain what RAC audits are and how physician practice affects the results
• Describe effective strategies for managing medical staff change
• Create effective goals for medical staff initiatives

2:40 p.m.–2:55 p.m. Break

2:55 p.m.–4:30 p.m.
Case #2: Legal and Regulatory Impact on Privileging Decisions

A hospital's medical staff overlaps with several competing hospitals. The board wants existing medical staff members to increase their activity at the hospital. The CEO approached a surgeon who expressed interest in doing so but requested an additional surgical privilege he did not currently possess and was not performing at any other facility. He has past training and experience. The CEO then presented the surgeon's request to the surgery department chair.

Although sympathetic to the board's goals, the department chair was concerned the request was an exception to the privilege-specific volume criteria created by the department and that accreditors might view the deviation negatively. The quality director suggested adopting an FPPE monitoring plan. The chair signed off on the request and the credentials committee, MEC, and board approved.

The plan was to monitor the first 10 cases with a report to the department chair and the credentials committee in three months. This report showed the surgeon performed five cases with no adverse outcomes. The credentials committee decided to monitor the physician by looking at his annual complication rate in comparison with other physicians. One year later, the surgeon's complication rate was 20% above the average, but the department chair did not think it warranted further evaluation.

Six months later, the surgeon had an adverse patient outcome while conducting robotic-assisted surgery. The patient was permanently injured and filed a lawsuit.

Learning objectives
At the conclusion of this case study, participants will be able to:

• Apply the concepts of corporate negligence for peer review and credentialing to their medical staff policies and decisions
• Explain the basis and use of criteria-based privileging
• Describe practical approaches for FPPE plan development and monitoring

DAY 2

7:00 a.m.–8:00 a.m. Continental breakfast

8:00 a.m.–10:20 a.m.
Case #3: Emergency Department Call: How to create a fair, sustainable approach to EMTALA and ED call

Several years ago, under pressure from the orthopedists, the hospital began paying a few specialties $500 per day for ED call. Although the medical staff bylaws require physicians to provide ED call as a condition of membership, orthopedists are now demanding $1500 per day of call or they will refuse to take call starting the first of the next month. Other specialties are watching the outcome of this dispute closely to determine what they will do about ED call. Some MEC members are sympathetic to the orthopedists, while others want to enforce the bylaws.

Learning objectives
At the conclusion of this case study, participants will be able to:

• Explain the roles and responsibilities of the medical staff, management, and board in determining ED call coverage
• Use the skill of reframing to help physicians and hospital leaders approach ED call as a challenge of balancing physician success, hospital success, and good care for the community
• Describe how to mediate ED call conflicts using advanced negotiation and mediation skills
• Explain what fair market value for ED call services is and is not
• Identify the appropriate use of medical staff self-governance and its limitations in addressing today's challenges

10:20 a.m.–10:35 a.m. Break

10:35 a.m.–1:00 p.m.
Case #4: Disruptive Physician Conduct and Medical Staff Culture

A busy, respected general surgeon has a long history of unprofessional conduct with hospital staff. The surgeon's peer review file contains a few complaints but sparse documentation of previous attempts to address the problem. The medical staff has excused this type of behavior as understandable given physicians' general frustrations with the hospital's inefficiency and unresponsiveness to their concerns. However, several nurses are now threatening a hostile work environment lawsuit. The CEO calls a meeting with the CMO and medical staff president and says, "You either fix this problem, or I will."

Learning objectives
At the conclusion of this case study, participants will be able to:

• Describe the roles and responsibilities of the medical staff, management, and the board regarding physician conduct and performance
• Identify best practices for managing disruptive behavior and poor performance
• Describe best practices for leading medical staff cultural change
• Explain steps in performing an effective intervention for recalcitrant behavior problems

4:00 p.m.–5:00 p.m. Networking reception

DAY 3

7:00 a.m.–8:00 a.m. Continental breakfast

8:00 a.m.–10:20 a.m.
Case #5: New Technology, Patient Safety, and Physician Satisfaction

A thoracic surgeon returns from a one-week course in robotic thoracic surgery and tries to schedule several patients using the hospital's robotic surgery equipment. When the department chair tells the thoracic surgeon that to protect patient safety he will have to apply for robotic surgery privileges before scheduling these procedures, the thoracic surgeon replies, "This patient safety stuff is just another way the hospital's red tape makes it harder for physicians to earn a living today. If the hospital wanted to be more physician-friendly, they'd make it easier for physicians to bring in new technology and expand our services."

Learning objectives
At the conclusion of this case study, participants will be able to:

• Describe how to balance patient safety with entrepreneurial objectives
• Identify best practices for introducing new technology
• Explain how to balance high reliability and patient safety with a culture of innovation
• Describe approaches to balancing physician satisfaction with the need to reduce non-value-added variation and enhance clinical outcomes

10:20 a.m.–10:35 a.m. Break

10:35 a.m.–1:00 p.m.
Case #6: Who's on First? The organized medical staff vs. physician employment and service line management

A hospital launched a women and children's service line with a medical director who is not the department chair. The medical director practices in a hospital-employed group. An obstetrician in a group practice that competes with the employed group has a bad outcome on a twin delivery, and the medical director summarily suspends the obstetrician's privileges. Before the emergency MEC meeting is called to review the suspension, the hospital receives a letter from the suspended obstetrician's attorney charging the medical director and hospital with restraint of trade.

Learning objectives
At the conclusion of this case study, participants will be able to:

• Explain the lines of authority and accountability for the self-governed medical staff, physician employment, and service line management
• Identify best practices for taking corrective action regarding medical staff membership and privileges
• Describe best practices for managing conflicts of interest
• Describe approaches to reducing and managing conflict between private, employed, and contracted physicians on the same medical staff
• Illustrate how to minimize antitrust risks in addressing medical staff challenges

1:00 p.m. Adjournment

Upon completion of this program, participants should be able to:

• Describe the roles and responsibilities of the medical staff, board, and administration
• List the characteristics of today’s effective medical staff
• Summarize the responsibilities of an elected medical staff officer and a medical staff department chair
• Identify strategies for physicians to hold their peers accountable
• Identify principles for implementing a credentialing program that is fair to physicians and protects patients
• Develop policies that ensure mutual accountability within the medical staff while protecting appropriate physician independence
• Identify strategies for making peer review effective
• Describe practical steps to achieve a strong medical staff culture
• Explain best practices for conflict resolution, negotiation, and mediation

Summarize strategies for fulfilling medical staff responsibilities regarding healthcare finance, legal, and regulatory requirements

Who Should Attend

• Medical staff officers
• Department chairs
• Developing medical staff leaders
• VPMAs/CMOs
• Medical staff professionals
• Candidates for Medical Staff Leadership Certification (CMSL)

 

Richard A Sheff, MD, CMSL
Chairman and Executive Director

Richard A. Sheff, MD, CMSL, is chairman and executive director with The Greeley Company, a division of HCPro, Inc., in Marblehead, MA. He brings more than 25 years of healthcare management and leadership experience to his work with physicians, hospitals, and healthcare systems across the country. With his distinctive combination of medical, healthcare, and management acumen, Dr. Sheff develops tailored solutions to the unique needs of physicians and hospitals. He consults, authors, and presents on a wide range of healthcare management and leadership issues, including governance, physician-hospital alignment, medical staff leadership development, ED call, peer review, hospital performance improvement, disruptive physician management, conflict resolution, physician employment and contracting, health care systems, service line management, hospitalist program optimization, patient safety and error reduction, credentialing, strategic planning, regulatory compliance, and helping physicians rediscover the joy of medicine.

Robert Marder MD, CMSL
Vice President

Robert J. Marder, MD, CMSL, is vice president with The Greeley Company, a division of HCPro, Inc., in Marblehead, MA. He brings more than 25 years of healthcare leadership and management experience to his work with physicians, hospitals, and healthcare organizations across the country. Dr. Marder's many roles in senior hospital medical administration and operations management in academic and community hospital settings make him uniquely qualified to assist physicians and hospitals in developing solutions for complex medical staff and hospital performance issues. He consults, authors, and presents on a wide range of healthcare leadership issues, including effective and efficient peer review, physician performance measurement and improvement, hospital quality measurement systems and performance improvement, patient safety/error reduction, and utilization management.

Jonathan H. Burroughs MD, MBA, FACPE, CMSL
Senior Consultant

Jonathan H. Burroughs, MD, MBA, FACPE, CMSL, is a senior consultant with The Greeley Company, a division of HCPro, Inc., in Marblehead, MA. He works with medical staffs and boards throughout the country in the areas of governance, credentialing, privileging, peer review and performance improvement, medical staff development planning, strategic planning, and physician performance and behavior management. Dr. Burroughs is one of The Greeley Company's leading national speakers and also currently serves on the national faculty of the American College of Physician Executives where he has been consistently rated as one of its top speakers and educators during the past five years.

Michael R Callahan, JD
Partner, Katten Muchin Rosenman, LLP

Mr. Callahan, a partner at Katten Muchin Rosenman, LLP, in Chicago, has more than 30 years of experience assisting hospital and health system clients on a variety of healthcare legal issues. He is a frequent speaker on topics including hospital/medical staff relations, peer review, medical staff bylaws, Patient Safety Organizations, healthcare antitrust, medical staff credentialing, and mergers and acquisitions. He leads the firm's HIPAA and corporate compliance practice. Mr. Callahan was recognized as an Illinois Leading Lawyer in Antitrust (2010); as an Illinois Super Lawyer for Health Care (2007-2010); in Best Lawyers in America (1991-2010); in Corporate Counsel; in Marquis Who's Who in American Law; and in Chambers USA: America's Leading Lawyers for Business (2005-2010).

Speakers subject to change.

Continuing Medical Education (CME)*
HCPro, Inc., is accredited by the Accreditation Council for Continuing Medical Education to provide continuing medical education for physicians.

HCPro, Inc. designates this educational activity for a maximum of 12.75 AMA PRA Category 1 Credit(s) ^TM. Physicians should only claim credit commensurate with the extent of their participation in the activity.

American College of Healthcare Executives (ACHE)
HCPro, Inc. is authorized to award 12.5 hours of pre-approved Category II (non-ACHE) continuing education credit for this program toward advancement, or recertification in the American College of Healthcare Executives. Participants in this program wishing to have the continuing education hours applied toward Category II credit should indicate their attendance when submitting application to the American College of Healthcare Executives for advancement or recertification.

National Association Medical Staff Services (NAMSS)
This program is pending approval by the National Association of Medical Staff Services for 14 continuing education units.  Accreditation of this educational program in no way implies endorsement or sponsorship by NAMSS.

National Association for Healthcare Quality (NAHQ)
This activity has been approved by the National Association of Healthcare Quality for 12 CPHQ CE credits.

Boca Raton Resort & Club
501 East Camino Real | Boca Raton, FL 33432
561/447-3000
Online Hotel Reservations
Reservations: 888/557-6375

Discounted Room Rate (deadline: October 3): $235 per night

For the discounted room rate, reservations must be made by October 3, 2010. Be sure to mention Greeley to receive the discounted room rate. Rooms are available on a first-come, first-served basis and often sell out before the cutoff date. Make your hotel reservations immediately to guarantee rate and availability.

Situated on 356 acres in South Florida, the Boca Raton Resort & Club is an eclectic, private village offering the best of all worlds: a renowned spa, championship golf and tennis, expansive private beach, and luxury marina. Exquisite accommodations within this captivating hotel are presented within five distinct settings ranging from the ultra-luxe Beach Club to the sleek, contemporary Bungalows. Located less than 30 miles from both the Fort Lauderdale/Hollywood International Airport (FLL) and the Palm Beach International Airport (PBI).

Early Bird Rate (Sep 03, 2010)	$995.00 individual attendee	$3,980.00 team of five
Regular Rate	$1,295.00 individual attendee	$5,180.00 team of five

1. Cancellations received by HCPro, Inc. 30 days or more prior to the seminar are eligible for a credit or refund, less a $250 cancellation fee. The credit will be valid for up to 6 months from date of cancellation.
2. Cancellations made 30 to 10 days prior to the seminar date(s) are not eligible for refunds but are eligible for payment transfer (credit) to another HCPro, Inc. seminar, less a $250 cancellation fee. The credit will be valid for up to 6 months from date of cancellation.
3. Participant(s) who cancel less than 10 days prior to the seminar date(s) will be considered as "no shows" and will not be eligible for refunds/credits.

This policy is subject to change.

Exhibits and sponsorships are the most direct and cost-effective way to make your products and services visible to the people who matter most—those with buying power. For information about exhibit and sponsorship opportunities for any HCPro seminar or conference, call 877/233-8828 or email info@hcpro.com.