The Expanding Role of Today’s MSS Department Presented by: Lynn L. Buchanan, CPMSM, CPCS President, Buchanan & Associates Consulting Operations Manager,

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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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Documents

The Expanding Role of Today’s MSS Department Presented by: Lynn L. Buchanan, CPMSM, CPCS President, Buchanan & Associates Consulting Operations Manager,