Continuing Education

Managing the Modern Medical Center with Metrics—Achieving Superior Financial and Clinical Results with Intelligent Information

 

Course Description

Hospitals have traditionally been operated and managed through a variety of means, most of which have been the result of their underlying culture and history. Hospitals have been established as private charitable community resources, for religious missions, by physicians to have a place to practice, and / or as governmental driven entities. Each developed a different management philosophy and style.

 

This live two-day course is designed to present ways in which every hospital can operate successfully, with positive financial results and improved clinical outcomes. It is based on the utilization of metrics to set appropriate goals and then monitor these goals in a real time, highly effective manner. The class will provide participants with a host of time tested financial and clinical metrics that can be brought back to their institution for consideration and adoption. There will be a number of hands-on class exercises to highlight and underscore the usefulness of these guidelines and practices.

 

Learning Objectives of the Class

 

• Establishing the value of the information driven hospital.
• Presenting informational metrics to produce the greatest operational impacts
• Adopting best practices and outcomes using metrics
• Establishing the use of Balanced Scorecards to improve goal setting and monitoring
• The emerging role of Six Sigma and its metrics application in healthcare management
• Additional management metrics that impact operational results
• Additional clinical metrics that impact operational results
• Implementing the information driven hospital now

 

Who Should Attend

This class is designed for any senior level executives and their division directors who are looking for objective measures of success that they can adopt in their own facilities. This class will use exercises to provide takeaways that can be implemented in a timely fashion. Participants should include:

 

• Board Members
• Chief Executive Officers
• Chief Operating Officers
• Chief Financial Officers
• Chief Nursing Officers
• Chief Information Officers
• Chief Medical Officers
• Division Directors

 

This course is highly effective when many of the responsible individuals listed above attend as a team. There is a synergy that develops in the course when these individuals are able to communicate ideas specific to their own organization that can have immediate and dramatic positive impacts. There are no prerequisite for this course.

 

Continuing Professional Education (CPE) Information

This two-day course qualifies for 14 hours of CPE Credits. The presenter is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be addressed to the National Registry of CPE Sponsors, 150 Fourth Avenue North, Nashville, TN, 37219-2417. Telephone 615-880-4200.

 

Administrative Policies

This on-site course is offered by contract. Once signed, a 30-day notification prior to the course date is required in order to cancel the contract without penalty.

 

Class Outline and Objectives:

Objectives of "determining the value of the information driven hospital" section:

 

• What is the information driven hospital?
• How is it different from the hospital you are operating today?
• How can metrics analysis help to foster strategic and operating improvements?
• How are metrics used in other industries
• Taking an opening look at financial and clinical metrics, at the hospital/health system level

 

Objectives of "how to present metrics to produce the greatest operational impacts" section:

 

• Recognizing the need to improve our reporting
• Determining the elements of good reporting that highlight areas of opportunity
• Presenting examples of value-added reporting

 

Objectives of "adopting best practices and outcomes through the use of metrics" section:

 

• Discussing the criteria that can be used to determine best practices
• Utilizing department level metrics to improve operational outcomes
• Clinical and financial metrics that have the greatest operational impacts
• Presenting a case study on a "best practice" hospital

 

Objectives of "establishing the use of Balanced Scorecards to improve goal setting and monitoring" section:

 

• Exposing the balanced scorecard concept
• Determining the value of the balance scorecard
• Highlighting specific examples of the balanced scorecard through two case studies
• How to create operational improvement using the scorecard

 

Objectives of "the emerging role of Six Sigma and its metrics application in healthcare management" section:

 

• Understanding the meaning of six sigma
• Exposing the concept of variation minimization
• How the six sigma concepts can be applied in healthcare and how they are already being applied through two case studies

 

Objectives of "additional financial metrics that impact operational results" section:

 

• Highlight examples of 40 operational metrics, such as volume, revenue cycle and cost management metrics
• Hands on representations of those metrics that really work

 

Objectives of "additional clinical metrics that impact operational results" section:

 

• The difficult situation surrounding clinical metrics
• What clinical metrics are available for the use of hospital and physician management
• How to utilize clinical metrics to make massive improvements in clinical and financial outcomes
• What are the elements of the Joint Commission's performance measures
• ORYX
• Staffing Effectiveness
• What is all the fuss about the IOM

 

Objective of "implementing the information drive hospital now" section:

 

• Determining the steps that you can take to immediately achieve positive results, financial and non-financial, as an information driven hospital
• Creating a strategic plan employing a strong metric foundation
• How can we use the information from the class to improve our operations
• Creating a pay for performance policy that drives better outcomes

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