AAMA : AAMA 2014: The National Summit of Medical Administrators : Program Detail

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Program Detail

Day 1 – Tuesday February 25

Click here for information on the pre- and post-conference schedule, including the CAAMA preparation course.

5:15-5:45pm Round Table Discussion 1G1

How to Get the Most of your AAMA Meeting
AAMA Leadership and Program Committee Co-Chairs

There is a lot going on during those four days, with keynotes, breakout sessions some general some specific to your service line or field of work, round table discussions, networking lunches and more. You want to help you make the most of your AAMA meeting by answering your questions and helping you determine how best to spend your time networking, learning and meeting with vendors.

5:45-6:30pm Meet and Greet 1G2

New Member and First Time Attendee “Meet and Greet”
AAMA Leadership and Program Committee Co-Chairs

Don’t miss this session if your are a new AAMA member or if it is your first time attending an AAMA meeting! Your AAMA peers and Academy leaders are here to answer your questions about AAMA, its programs, certification, fellowships, educational offerings and volunteer opportunities. Format is open forum around a short slide presentation.

Day 2 – Wednesday February 26

7:00-7:50am Vendor Breakfasts

Please join our select vendors for breakfast and find out how they can bring value to you and your organization.

8:00-8:30am Opening Ceremony and Welcome Remarks

8:30-9:30am Keynote Session 2G1

Healthcare Transformation: Leading in Turbulent, Challenging TimesJohn G. Self, JohnGSelf Associates, Inc. 

John G. Self has been a leader in healthcare and hospital administration for nearly 20 years, working to place highly skilled individuals in appropriate settings across the world. Self is renowned across the executive search industry for his keen insights in candidate selection and his ability to understand the needs and organizational cultures of his clients. Prior to establishing JohnGSelf Associates, Self held several executive and leadership roles, including special projects manager for East Texas Medical Center Regional Healthcare System, Principal at CitiHealth, senior vice president and senior business development officer for Hermann Hospital’s Affiliated Hospital Systems, among many other roles. Self’s presentation will combine his extensive knowledge of healthcare and his passion for serving others, to inform attendees how to lead and inspire others during the turbulent healthcare reform.

9:30-10:15am Refreshment Break – Exhibit Hall Open

10:15-12:00pm Breakout Session 2B1
A: Stroke Center Certifying Bodies; Identifying the Best Partner for Your OrganizationStacey Lang RNC, BSN, CNRN, Corazon, Inc.Kim Warren RN, MSHA, NFN, BS, Bon Secours Hampton Roads Health Systems

This session will contrast and compare the requirements, certification methods, available resources, and overall experience associated with pursuit of formal certification as a Stroke Ready Hospital, a Primary Stroke Center, or a Comprehensive Stroke Center through TJC, HFAP, and DNV. The session will provide a breakdown of the distinct data elements that are necessary for each of the identified entities. Case studies of sample organizations and their experiences with each entity will be reviewed and debated. A readiness grid will be distributed for use by participants in determining the certifying body most suitable for their specific situation. Ample time will be afforded for open discussion and questions.

B: The Shrinking Talent Pool in NeurosciencesStacey Lang RNC, BSN, CNRN, Corazon, Inc.

This session will review the necessary requirements for both physician and ancillary/support professional staff for neuroscience programs by type. The session will review qualifications necessary to deliver high quality care in neurology, neuro-interventional programs, intracranial neurosurgical programs, and spine programs. The unique difficulties associated with the recruitment of neuroscience talent will be discussed, as well as those candidate attributes that are most likely to signal a solid fit organizationally. Strategies for successful recruitment efforts despite the small pool of qualified candidates available will be discussed along with the key components for successful on-boarding and retention of this valuable talent.

10:15-12:00 Breakout Session 2B2: Effective Tools and Techniques

A: Making Information Useful — Technology for Measuring and Documenting Clinical Value to Improve ReimbursementNate Gosse, McKesson Specialty Health

Payer pressures are increasing the importance of measuring performance, promoting the quality and value of care delivered and operating efficiently. Following clinical pathways highlights value and becomes more powerful when coupled with additional information delivered to decision-makers through actionable reports.  Join Nate Gosse, PhD as he discusses how technology and nationally-recognized clinical content can be used to support treatment decisions in oncology, document the delivery of quality care and realize improved billing efficiency.

B: The Importance of Partnership in the Wake of Health Care Reform

Mark D. Carlson, MD, MA, St. Jude Medical

This presentation will address ways health care providers and industry may work together, and align around key hospital and physician measures, to achieve outcomes of increasing importance as a result of health care reform. With new clinical and quality outcome measures that will impact physician and hospital payments going forward, reform programs by Medicare and private payers will look to increasingly shift risk onto healthcare providers. At the same time, industry must prove not only clinical efficacy of their products, but also economic value. It has become imperative for industry and provider strategies to align around common goals.

Programs such as Medicare’s Hospital Value-Based Purchasing and Readminssions Reduction, the Physician Quality Reporting System, and Value-Based Modifier represent a landmark shift in policy and payment. Each new current or anticipated program requires data collection, aggregation, reporting and analysis in order to make necessary improvements. Industry has historically maintained its datasets in discrete silos; by sharing data with health care provider communities, patients and payers, economic buyers may become better informed about the impact of each technologies.

Topics to be covered during this session include:

Overview:

  • Review of PQRS/PRUR and Value-Based Modifier physician reform programs
  • Review of Hospital Value-Based Purchasing and Readmissions Reduction programs
    • Spotlight on key physician and hospital metrics: costs per patient and heart failure admissions across a patient population

Contracting:

  • Risk-sharing contracts as a financial and clinical solution in adopting and integrating new technology
  • Impact of third-party consultants on quality metrics

Industry Partnering Examples:

  • Examples of medical technology helping providers achieve success in key metric areas, in contracting solutions, and in creating valuable third-party relationships

10:15-12:00pm Breakout Session 2B3: Embracing Patient Care 

A: Creating a Patient and Family Centered Care OrganizationLinda Larin, MBA, FACCA, FACHE, University of Michigan CV CenterErika Laszlo, University of Michigan Health System CV Center

This session will provide education and lessons learned about the national movement of patient and family centered care – what it is and what it is not. With the voice of patients and family members ever present through stories and on institutional committees such as Patient and Family Advisory Councils and quality and safety committees, administrators and executives learn more about what works and what doesn’t within their institution and optimal solutions that meet the patient and family needs. These efforts can improve quality and safety and process improvement as well as patient and staff satisfaction. Several examples will be provided.

B: Transforming the Military Health System into a Patient Centered Model of CareRegina M. Julian, MHA, MBA, FACHE, Primary Care Falls ChurchIn 2009, Military Health System (MHS) leaders decided to implement the Patient Centered Medical Home (PCMH) model of care in its Army, Navy , Air Force and Marine Corps primary care programs in order to enhance patient satisfaction, improve quality/outcomes and reduce the growth of healthcare costs. This session will provide information on why and how the MHS transformed its over 440 existing primary care programs, which provide healthcare for over three million beneficiaries enrolled to Military Treatment Facilities (MTFs) located worldwide.  Information will be provided on how the MHS developed and implemented effective governance/leadership from headquarters to the MTF and practice levels drove clinical/business process standardization, changed supporting structures to ensure information management/technology tools were guided by clinical functional input and aligned organizational incentives with strategic goals. Details will include the MHS’s accelerated NCQA recognition program, near and long-term process and outcomes measures, goal setting and targets, embedding clinical practice guidelines to make “the right way the easy way”, standardized enrollment and capacity models, and the use of secure messaging to reduce unnecessary face to face appointment utilization, lower readmissions and better coordinate care.  In addition, information will be provided on how the MHS addressed internal change by synchronizing Army, Navy, Air Force and Marine Corps medical cultures to ensure unit of effort and consistency in healthcare operations through effective governance.  Strategies for practice-level cultural change will include how the MHS drove team-based workflow to ensure all team members work at the top of their scope of practice as well as consistent, frequent, transparent stakeholder communication.  Some near and mid-term results will be shared as well as next steps including specialty care integration, enhanced coordination across time and settings for chronically ill and high utilizer patients, market share recapture, a 24 hour a day/7 days a week nurse advice and appointing line and enhanced virtual health opportunities.  Finally, the session will provide lessons learned and factors for success.

10:15-12:00am Breakout Session 2B4

A: Contingency Planning – Obtaining Relevancy Now to Meet the Demands of the Future
Michael Jette, MA, FAACP, ACCP President, OASD-HA International Health Division

B: Black Swan Disasters
Andrew Bates, MPA, MA, FACCP, President All Hazards Consulting, Inc.

12:00-1:30pm Lunch with Topical Discussion Tables – Exhibit Hall Open

Buffet lunch is served to all attendees. Please join your colleagues at tables where specific topics of interest to you will be discussed and faciliated by a lead. Check your program and onsite postings for the list of topics. Make sure you connect with the exhibitors and vendors to discuss how you can benefit from their services.

1:30- 2:30pm Breakout Session 2B5

Maintaining Competency in the Health Profession:  Didactic, Professional and Service OpportunitiesM. Nicholas Coppola, PhD, Texas Tech University Health Sciences CenterBernard J. Kerr Jr, EdD, FACHE, Central Michigan University, Herbert H. and Grace A. Dow College of Health Professions

Research in the health profession in 2013 has suggested that health professionals are expected to be skilled, aware, and knowledgeable of over 500 administrative and executive competencies as identified by the nation’s leading professional organizations and societies.  However, unlike clinical professionals who must maintain specified competencies in order to maintain state and national licensure and certification standards — medical administrators have less of a requirement for specific and implicit competency attainment.  In a profession where more than 12% of our nation’s workforce is currently employed in the health profession, how does this competency attainment take place?  After briefly presenting a summary of suggested administrative competencies as offered by the nation’s leading professional organizations (including AAMA), this oral session presents information on professional, didactic, personal and service opportunities to acquire and maintain competencies in the nation’s fastest growing – and most challenging – profession.

1:30-2:30pm Breakout Session 2B6

Achieving savings without reducing important ServiceMr. Anthony Long, MBA CAAMA FACCA, Pinnacle Healthcare Consulting

Participants will understand how to approach cost savings while achieving desired results without giving up important operational service expected to be provided with select vendor partners.  Traditionally, the approach has simply been to go to vendors and say “we want a reduced price” and while this can be applicable, to achieve win/win takes information and dialogue among partners, physicians, vendors, and administrative leads.

1:30-2:30pm Breakout Session 2B7

The Service Line Impact of Vascular Quality InitiativesRoss Swanson, RN, MSN, CCRN, Corazon, Inc.

As cost and quality are driving healthcare reform in the United States, cardiovascular programs must use every available tool to validate the appropriateness and quality outcomes of the care provided. This session will provide service line leaders with information about how reporting vascular care via a data registry can benefit the organization. The session will explain how registry participation can provide the organization with quality outcomes data that can, not only, be used to direct improvements and market the program, but also allow for the organization to validate the appropriateness of care provided, participate in regional and national research studies, and identify the value or worth of specific surgical or interventional techniques or devices. 

1:30-2:30pm Breakout Session 2B8

A: At the Intersection of States and Countries

B: Putting Plans into Practice – National Level Exercise Alaska Shield
LTC John Garrity, US Army Pacific

An overview of Alaska Shield 2014 which involves local, state and federal resources in response to a 6.9 magnitude earthquake centered vicinity Anchorage, Alaska on the 50th anniversary of the 27 March 1964 earthquake.  Medical response will include local emergency responders, state medical systems and federal patient movement outside of Alaska.

2:30-3:30pm Breakout Session 2B9

Enhancing Emotional and Social Intelligence in Health Care Leadership
Ryan K Lahti, PhD, OrgLeader, LLC

No matter what the industry is, the impact of emotional/social intelligence (E/SI) on the performance of leaders and teams as well as the organizations they run has proven to be substantial. Given this impact, how effectively do leaders in the medical field develop and utilize E/SI in their work? This interactive session focuses on helping healthcare leaders to better identify what E/SI looks like, recognize its value, determine its key components, measure it and understand the approach for continuing to develop and utilize it.

2:30-3:30pm Breakout Session 2B10

Countdown to ICD-10: How to Survive After October 1, 2014
Nicole D Harper, PhD, St Vincent Health

Details TBA

2:30-3:30pm Breakout Session 2B11

Quality Process Improvement System: Community-Based Primary Care Practice
AbdulRahman Al-Naimi, MD., MPH., Royal Davy LLC

This project was sponsored by the University of Texas MD Anderson Cancer Center, Office of Performance Improvement. It focused on the quality process improvement system to enhance clinical safety and effectiveness for a primary care community-based physician practice to eliminate office inefficiencies by transferring from a paper medical record to an evidence-based Electronic Health Record. the quality process system is related to the mandate within health care reform policy and physician’s participating in re-imbursement from health insurance plans to implement an EHR to eliminate waste, enable provider practice office efficiency, eventually, improve patient safety, enhance clinical effectiveness, reduce patient error, reduce expenditures, improve customer satisfaction, advocate for physician’s to become team leaders, ultimately, improve company profits.

The specific aims of this project are to define current office process: 

  1. (A) Identify processes that are working well (B) Identify processes that have room for improvement,
  2. To examine the work flow process in order to introduce concepts to the physician and staff, 
  3. To implement an unobtrusive, actionable reminders, and performance feedback to improve physician performance on standardized quality measures, and the staff work flow process,
  4. To develop outcome measures grounded in evidence-base quality process improvement system for a community-based physician practice.

In order to accomplish the above aims the following hypotheses, stated here in the null form was tested:

  1. Among primary care community-based physician practice that uses an EHR medical record to improve upon the quality process, there is no significant association between clinical safety and effectiveness measures, and improved office efficiency measures,
  2. Among primary care community-based physician practice that uses a EHR medical record to improve upon the quality process, there is a significant association between clinical safety and effectiveness measures, and improved office efficiency measures.

The source of data analyzed and references were obtained from the Clinical Safety & effectiveness reference list, and the U.S. Department of Health & Human Services, Agency for Health Research and Quality.

In summary knowledge might also be valuable in implementing future allied health professional provider services interventions. For instance, if an EHR medical record is a significant correlate of the quality process improvement in allied health technical services such as electrophysiology, intra-operative neurophysiologic monitoring or medical diagnostic sonography, then it may be appropriate to target diagnostic technicians as well as nurse practioners, and physician assistants who participate in re-imbursement programs.

2:30-3:30pm Breakout Session 2B12

TBA on emergency/contingency planning

3:30-4:15pm Refreshment Break – Exhibit Hall Open

4:15-5:30pm Keynote Address 2G2

Effective Implementation of Patient Outreach Programs
Richard L. Buck, MD, MPH, FACPM, Independent Organizational and Health Care Strategist

Building on the principles of patient-centered care, this presentation will describe proven strategies for developing and implementing patient outreach programs as well as sharing several examples of effective patient outreach programs and their effect on publicly reported outcomes.

5:30- 7:00pm Poster Viewing and Reception

Attendees are invited to discuss with their peers who have submitted abstracts and view their posters. The objective of this interactive session is for you to learn about a broad range of research studies, case studies, best practices done by your peers. Drinks and hors-d’oeuvres will be served in the poster viewing room.

Day 3 – Thursday February 27

7:00-7:50am Vendor Breakfasts – Sponsored by SpecialtyCare

About SpecialtyCare

SpecialtyCare is the leading provider of outsourced clinical services in the nation and is dedicated to assisting hospital operating rooms in their efforts to improve operational efficiencies, improve outcomes, and decrease blood utilization. SpecialtyCare provides highly specialized clinical services to the operating room and related areas of the hospital. Services include perfusion, autotransfusion, surgical assist, minimally invasive surgical support, sterile processing department services, intraoperative neuromonitoring, and blood management programs. SpecialtyCare provides services to more than 825 hospitals in 44 states, the District of Columbia, Puerto Rico, and Germany. SpecialtyCare’s website is available at www.specialtycare.net.

8:00-8:45am AAMA Business Meeting

Please join us for the annual AAMA business meeting. AAMA leadership will share important information about AAMA, AAMA strategy and plans for the future. The presentation will be followed by a Q&A session.

8:45-10:00am Keynote Session 3G1

Health Care Reform: Riding the Waves of ChangeDaniel L. Gross, DNSC, RN, Sharp Healthcare 

As Executive Vice President of Hospital Operations for Sharp Healthcare, Daniel Gross oversees government relations and clinical effectiveness as well as four acute care hospitals and three specialty hospitals. Gross’ leadership and influence in the healthcare industry is apparent through his extensive involvement with the American Hospital Association, California Hospital Association, Trauma Center Association of America and several other organizations. Drawing on more than 30 years of hospital administration-based experience, Gross’ presentation will educate attendees on the changing healthcare climate and provide solutions.

10:00-10:45am Refreshment Break – Exhibit Hall Open

10:45-12:00pm Breakout Session 3B1

The Implications and Effects of Patient Protection Affordable Care Act on Neurology Dr. AbdulRahman Al-Naimi, M.D., M.P.H., Royal Davy LLCOn March 23, 2010, President Barack H. Obama signed comprehensive health reform, the PATIENT PROTECTION AND AFFORDABLE CARE ACT(ACA), commonly called the AFFORDABLE CARE ACT(ACA), into law. This is a United States federal statute signed into law by President Obama represents the most significant regulatory overhaul of the United States of America health care system since the passage of Medicare and Medicaid in the 1965. On June 28, 2012, the United States Supreme Court upheld the constitutionality of the ACA in the case National Federation of Independent Business v. Sebelius. However, the Court held that states cannot be forced to participate in the ACA’s Medicaid expansion under penalty of losing current Medicaid funding.The aims of the ACA is to increase the quality and affordability of health insurance, lower the uninsured rate by expanding public and private insurance coverage, and reduce the costs of health care for Americans, and the government. A number of mechanisms are used to achieve these aims such as insurance exchanges, mandates, subsidies, and to increase coverage and affordability including coverage for all applicants within new minimum standards including competitive rates regardless of pre-existing conditions or gender. Additionally, the health care system outcome measures will be based on quality rather than quantity through competition, incentives to simplify the delivery of health care, and regulation.

The purpose of this presentation is to discuss the mechanism insurance reform exchanges, and the clinical implications and effects on neurology including related services through the continuum care process. The available evidence-based literature will also be presented since the insurance exchanges open on October 1, 2013.

10:45-12:00pm Breakout Session 3B2

Value-Driven Cancer Care: Implications of Payment Changes from Washington and BeyondTrever Burgon, PhD, Sg2

Dr Burgon will discuss the impact of health care reform and payment model changes on oncology programs. This discussion will address new oncology-specific payment models from both public and commercial players. Dr Burgon will also include information on the impact these changes will have on demand for IP and OP oncology services by featuring outputs from Sg2’s Impact of Change forecast and case studies.

10:45-12:00pm Breakout Session 3B3

The New Economics of Cardiovascular CareMr. Brian Contos, The Advisory Board Company

Decelerating price growth, rising operating costs, and revenue loss stemming from stagnating volumes have compressed CV margins. Furthermore, the migration toward value-based care is shifting financial incentives from profitable procedures to lower-cost services designed to improve population health and reduce inpatient utilization. This session serves as a cardiovascular state of the union and explores seven phenomena shaping the outlook for cardiovascular services. These include the shift in demand to less profitable care, direct and implicit reimbursement cuts (inpatient, outpatient and physician), increased utilization and spending scrutiny, proliferating risk-based contracts, and more.

10:45-12:00pm Breakout Session 3B4

Your Post-Military Career: Getting the Job You Want!M. Nicholas Coppola, PhD, Texas Tech University Health Sciences CenterBernard J. Kerr Jr, EdD, FACHE, Central Michigan University, Herbert H. and Grace A. Dow College of Health Professions

The simultaneous process of retiring or separating from the military and seeking civilian employment for a service member can be one of the most intimidating and stressful events in a military career; and also one of the most exciting and rewarding.  Complex issues of where to look for a job, how to repackage a military career into an competitive civilian portfolio, and how to de-militarize one’s self in preparation for a civilian interview, all take careful thought and preparation.   The purpose of this presentation is to provide service members with insights and information on how to prepare for the transition from a military career, to seeking and applying for civilian positions, to negotiating a final salary.  Additional issues are addressed regarding the strengths, weaknesses and pitfalls of searching for employment in for-profit, not-for-profit, and government positions.  This presentation will be beneficial to early, mid-level, and senior officers and enlisted personnel. Short range learning objectives regarding resume preparation will be attractive to middle and senior military personnel; however, the power and necessity of networking and professional affiliation will also be discussed so that service members with long-term military careers ahead of them will benefit as well.

12:00-1:30pm Lunch with Topical Discussion Tables – Exhibit Hall Open

Buffet lunch is served to all attendees. Please join your colleagues at tables where specific topics of interest to you will be discussed and faciliated by a lead. Check your program and onsite postings for the list of topics. Make sure you connect with the exhibitors and vendors to discuss how you can benefit from their services.

1:30- 2:30pm Breakout Session 3B5

The Business and Economics of Neuromodulation ProgramsAaron Hajart, MS, ATC, Neurological Institute of New Jersey

The lecture will identify all of the key issues surrounding the development of a Neuromodulation Center of Excellence.  The growth of interventional pain therapies, as well as the ever increasing managed clinical pathways for spine care, have required that health systems get involved in Neuromodulation at levels not previously seen.  The ability to identify key issues including the probably volumes, expected reimbursement, and operational costs of these procedures are critical in building a center that generates positive cash flow for the hospital.  This lecture will focus on all aspects of business planning and specifically look at expected revenue and expense to ensure that new programs are profitable.

1:30-2:30pm Breakout Session 3B6

Behind the Scenes in Your Cancer Center: What You Don’t Know Could Hurt YouRichard Stark, ElektaAs with many specialty areas of medical practice, the complexity of the tools, techniques and systems required to support cancer care is evolving quickly. Radiation oncology has been at the forefront of technology adoption to ensure that safe and effective treatments are delivered. This technology has continued to evolve to today’s model, where complex treatments -including high dose therapies -are delivered by state-of-the art equipment, which must be carefully monitored, recorded and verified by sophisticated systems running in the background. Understanding and leveraging the vast clinical and patient data available in these systems, to deliver true, personalized care in the rapidly evolving cancer care delivery model, is a new paradigm for many c-level executives in healthcare. As hospitals and health systems consolidate their care offerings and consider technologies that are scalable and appropriate for oncology care, those which allow greater workflow customization and automation should be an integral factor in the purchasing decision.

Oncology is inherently lucrative, with strong reimbursements, significant pharmaceutical usage and the adoption of new technology which can optimize operations and patient workflow for maximum practice productivity a. It is also inherently risky, as large doses of radiation and chemotherapy medications that must be delivered, tracked and reported on with extreme precision.

1:30-2:30pm Breakout Session 3B7

Going at Risk: Bundle Payment for Cardiac Valve Surgery
Robin L. Steaban, RN, MSN, Vanderbilt Heart and Vascular Institute (VHVI)

Details TBA

1:30-2:30pm Breakout Session 3B8

Lessons learned from the design, outfitting and operation of off-base MHS Health Center
Jerome Hyzy, Jr, CAAMA, Spectrum Healthcare Resources

As the MHS continues to strive to provide comprehensive care and services for their expanding enrolled population, creative contracting solutions are emerging to design options to augment their peacetime care capabilities. The Army sponsors two contractor-owned and operated Health Centers (in Fairfax and Dumfries Virginia) to provide primary care support for 47,000 of their enrollees. Mr. Hyzy managed the relocation, preparation, and opening (and continues to serve as the Program Director) for these two off-base MTFs. He will share lessons learned and valuable insights to help ensure successful planning and execution for similar MTF capability augmentation efforts.

2:30-3:30pm Breakout Session 3B9

Integrating Telemedicine within the service line model
Dr. Timothy Shephard, Bon Secours Virgina Health System

This session describes the integration of telemedicine services to provide critical care, acute and clinic services. The clinical, fiscal and programmatic benefits are defined in tandem with potential barriers to success that can be prevented prior to implementation.

2:30-3:3pm Breakout Session 3B10

Patient Financial Assistance
Garett Kreitz, Med-Metrix

Patient Assistance Software and Services (PASS) refer to the recovery of drugs and implantable devices for uninsured patients, as well as patient out of pocket expenses for the underinsured that have been or will be treated in a hospital (inpatient or outpatient) setting. These Programs will continue to be of significant importance to ensure that patients maintain access to the most advanced treatments for thier respective diseases. As hospitals and healthcare providers continue to get squeezed with respect to reimbursement from both 3rd Party Payers as well as Governmental Payers, it will be imperative that they pursue all opportunities to offset costs associated with treating the “uninsured” or “undersinsured.” These PASS services are both a cost mitigation opportunity for hospitals to reduce significant expense from their pharmacy/materials budget, as well as a revenue enhancement strategy to recover patient balances related to expensive outpatient drug therapies. As the anticipated shift from “uninsured” to “underinsured” comes to fruition with the Affordable Care Act implementation, the increasing patient liability in the form of high deductible and high coinsurance will continue to be a challenge for healthcare providers to collect. We will elaborate on several areas that will enable Healthcare Providers to bridge across both the “uninsured” patients that remain in the healthcare marketplace as well assist in offsetting the growing patient responsibility

2:30-3:30pm Breakout Session 3B11 

Community Heart and Vascular Helath & Wellness
Lawrence Watkins, Credentials Institute

Details TBA

2:30-3:30pm Breakout Session 3B12

The Community Impact of Safety Net Hospitals
Eric Conde, MSA, CFAAMA, University of Florida

A safety net hospital or health system provides a significant level of care to low-income, uninsured, and vulnerable populations. Safety nethospitals are not necessarily distinguished from other providers by ownership – some are publicly owned and operated by local or state

governments and some are non-profit. Rather, they are distinguished by their commitment to provide access to care for people with limited or no access to health care due to their financial circumstances, insurance status, or health condition. Safety net hospitals have adjusted and adapted to a rapidly changing health care market place and diminished government resources while maintaining their mission to serve the whole community.  Widely known for safeguarding the health of all, safety net health systems are less often recognized for their impact on local economies. 

3:30- 4:15pm Refreshment Break – Exhibit Hall Open

4:15- 5:30pm Breakout Roundtable Discussions 3C1 to 3C7

Facilitated Hot Topics and Service Line (College Specific) Networking – Hosted by College Chairs

5:30-7:00pm After-Hour Workshop

Managing Your Career in a Hypercompetitive Digital Age 3G2 (open to all)
John G. Self, JohnGSelf Associates

This presentation will provide attendees with useful tips to more effectively manage their careers in a hyper-competitive digital age. The presentation will cover the elements of a career brand and how to develop a value proposition. The workshop also focuses on developing a successful resume and provides helpful tips to master the recruitment process and the myriad of interviews.

This presentation can be used as a concurrent or breakout session, or a value-added 90-minute workshop, similar to one produced by ACHE for their Congress. John was a faculty member for that session for six years.

John works extensively with hundreds of military offers preparing for transition to a civilian career as well as executives from the civilian field.

Day 4 – Friday February 28

7:00-7:50am Vendor Breakfasts

Please join our select vendors for breakfast and find out how they can bring value to you and your organization.

8:00-9:15am Breakout Session 4B1

Understanding the Silent Element of Culture: Disruptive colleagues and the impact on patient safetyMargo Karsten, MD, Creative Health Care ManagementDan Kopp, MD, Creative Health Care ManagementThe issue of disruptive colleagues in healthcare is well documented. A 2011 study focused on disruptive physicians found that 77% of respondents were concerned about disruptive physician behavior at their organizations, and more than 70% of physicians said that disruptive behavior occurs at least once a month at their institutions. And 99% of physician respondents believe that disruptive behavior ultimately affects patient care.* 84% of doctors have seen co-workers take shortcuts that endanger patients.* 88% of doctors work with people who show poor clinical judgment.* Fewer than 10% of physicians, nurses, and other clinical staff directly confront their colleagues about their concerns.One of the greatest challenges we face in healthcare is the “difficult moment” with a disruptive colleague, physician or not. Whether working with such an individual as a leader or peer, having proven practical strategies to “transform a difficult moment” is essential to maintaining a professional environment in the workplace as well as assuring patient safety. Inviting disruptive colleagues into partnership is as much about our own inner commitment to therapeutic partnership as it is about saying the right things or using the best body language to defuse a difficult situation. We believe a disruptive colleague is suffering, and while disruptive behavior should not be condoned, the ability to identify suffering as a root cause is a necessary first step in transforming the difficult moment. By learning to establish a foundation of empathy and compassion, along with some new language that actually invites people into partnership, participants in this session will be able to shift both their thinking about disruptive colleagues and their behavior toward them in a constructive direction. The outcome of this discovery will be a new way of thinking along with a set of practical tools that will defuse tensions in the workplace and facilitate engagement of the best thinking of the difficult colleague.The “partnership paradigm,” as outlined by Dr. Riane Eisler will be discussed. Dr. Eisler offers a helpful lens through which we can better view relationships by seeing the stark dynamic differences of “domination” versus “partnership.” It’s impossible to “fix” a domination paradigm. Once you enter into one, your only choices are to be dominated or to work to dominate the other. A more civil and productive solution is to create a partnership paradigm by tapping into your own empathy and compassion and then offering words that invite the other individual to join you as a partner in service to a common vision. In healthcare, the vision is easy to identify, as patient safety and other positive outcomes comprise the always identifiable core of the shared vision.

This session will be a blend of theory and practice. In pairs, participants will discuss their own experiences in those difficult moments of either working with disruptive colleagues or being disruptive themselves.  Exercises will then help build empathy and compassion, as we begin to see our disruptive colleagues as people who are suffering.  This will lead to a foundation for the development of practical solutions to transform disruptive moments into moments of partnership and restored therapeutic connection.

8:00-9:15am Breakout Session 4B2

The Master Plan Works Best When Functions and Programs are Needed and AlignedJames Easter Jr, FAAMA, HFR Design, INC.

The MP is a process that can strategically align both services, human resources and assets to provide the best healthcare delivery outcomes over time.  The key factors to consider are team member composition, understanding the healthcare delivery problems, balancing strategic and needs-based planning with creative space planning and architectural design.  The NEW, CREATIVE ARCHITECTURE of the future will be both functional and friendly.  Buildings that aren’t designed with process and function as a priority will fall short of success when ultimately completed.   This presentation will illustrate the healthcare design winners and how they achieved their success utilizing creative methods and collaborative efforts.  Being accountable and affordable can produce HIGH QUALITY PRODUCTS for both care givers and patients of the future.

8:00-9:15am Breakout Session 4B3

Leading-edge Research: Being Efficient, Economical and EffectiveDr. Robert McKenney, PhD,FAAMA, The Ohio State UniversityMike Ranella

Two speakers (one from Ohio State U and the other from Michigan U) will demonstrate the essentials in creating an environment where not only research can coexist with the clinical practice, but can also be cost-effective and provide the pathway to being at the forefront of healthcare delivery.  The marriage of clinical services and research along with education are essential, crucial, and fundamental if we are to be on a trajectory of success in being INNOVATIVE and ECONIMICALLY SUCCESSFUL.   Indeed, there is a greater emphasis on team science . . .; “nevertheless, a researcher “needs to be aware of the tension that can exist between the clinical (money earning) and research (money spending) missions. Those who generate the clinical dollars want to see good investments made with those dollars.”  As such, a person (visionary!) charged with oversight can facilitate such a partnership.

9:15-9:30am Refreshment Break

9:30-10:45am Breakout Session 4B4

The Power Within – Exceeding Expectations and Creating “Wow” Experiences
Cassandra Wilis-Abner, MPH, University of Michigan

This award-winning video production helps the 22,000 employees, staff, and faculty of the University of Michigan Health System provide better and more thoughtful service to the 1.6 million patients who visit its hospitals and health centers each year. The video focuses on U-M’s patients’ experience as told by
actual patients, staff and physicians, and demonstrates how every employee contributes to providing the highest levels of service and compassion. The video features our own patients since they are our best. Linda Larin, MBA, Chief Administrative Officer of the U-M Cardiovascular Center, said, “Thisvideo is a major step toward our commitment to patient- and family-centered care where we not only serve patients but we partner with them on a programmatic and policy level to transform the way care is delivered.”

9:30-10:45am Breakout Session 4B5

The Little Hospital that DidJohn Henderson, Childress Regional Medical Center

Case study of isolated rural hospital that was able to start a cancer program through collaboration with oncology providers > 100 miles away.  Discussion of community need, nurse staffing and pharmacy challenges, 340b drug discount program, start up costs, financial viability, medical directions, local medical staff support, etc…Stories of patient impact, and discussion of how this approach could work in other rural communities.

9:30-10:45am Breakout Session 4B6

Blueprint for Cardiovascular Care ManagementMr. Brian Contos, The Advisory Board Company

Increasing demands from health care purchasers (payers, employers, and patients) for more efficacious and cost-effective care means CV providers must re-examine their service portfolio. Excellent delivery of acute care is necessary but insufficient for meeting these demands. Future success hinges on tailoring care within acute episodes and across time, accounting for patient risk, degree of engagement, and activation. This means providers must elevate care management to a core competency. This session explores innovative care management models for CV patients, including mechanisms for tiering services by population and strategies for addressing the needs of high-risk, poly-chronic patients

10:45-12:00pm Keynote Address  4G1

Why Hospitals Will Never FlyJeffrey Henderson, CFAAMA, Loyal Source Government Services

As a Major in the US Air Force serving as a dental technician and healthcare administrator, Jeff Henderson spent 20 years serving his country while becoming an expert in the healthcare industry. Henderson served in several clinics and hospitals, as well as in a deployed location where he served as the Patient Administration Officer at Bangram Air Field in Afghanistan. Throughout his career, Henderson has worked as a healthcare administrator in medical information systems, group practice management, beneficiary operations/patient administration and as an instructor at the Air Force Health Services Administration School. Henderson’s presentation draws from his years of serving in the Air Force as a healthcare administrator.

Day 4 POST CONFERENCE – Friday February 28

Click here for information on the pre-conference schedule, including the CAAMA preparation course.