I recently took the opportunity to begin Brene Brown’s podcast, “Unlocking Us”, specifically the episode regarding FFT’s. What the heck is an FFT? For the purposes of this post, I will instead use TFT’s in an effort to keep the language less raw. Terrible First Times (TFT) – you know, that first time that you go through any situation, have to perform a task for the first time, that moment you are no longer the expert. That terrible feeling in the pit of your stomach that you are no longer in control and there is the opportunity that this could go less than optimally. Brown’s description of terrible first times really hit home, because I truly feel that is the world many of us have personally have lived in for the past almost 12 weeks. More
On March 4, 2020 Women and Healthcare Management and Medical Group Management Association of MA/RI were able to collaborate and put on a great event, focused on students and networking!
This co-sponsored event drew in over 70 attendees including members from both organizations, non-members, students from local universities and young healthcare professionals from nearby healthcare organizations. So many great, positive interactions were made with students and members. Many great connections were made, and followed up with on LinkedIn!
Our guest speaker, Brian Liebknecht, MHSA, CMPE (Executive Director, Proximal, LLC) shared that the key to networking is not all about who you know, but who knows you. Students were treated to a role playing exercise demonstrating how to construct their elevator speech and introductions.
We had such a great night collaborating with MGMA and developed our own new professional network that we look forward to fostering!
-Written by WHCM Chairwoman Jen Pendleton
My career in healthcare started in longitudinal qualitative research and programming, and project and data management have been foundational in all of my professional roles. In this blog I will focus on a specific application of data. Data work best when you have them, understand them, and apply them (and YES, data are plural!)
No Show Rates (NSR) are an oft-used measure of ambulatory productivity, and they vary in definition, depending upon the breadth, and depth, of an EHR’s definition and statuses of a visit. For today, let us say that a NS is a scheduled visit for which a patient does not show at the clinic within 15 minutes of the scheduled time. You can use whatever definition you want, I offer this as a starting point – there are easier to implement definitions – what is important is to be clear about the definition, and consistent about its application.
Once you have a definition of a NS, which will lead to a NSR (number of NS divided by total number of visits – be sure to use the same time period for numerator and denominator), identify a target. Do you want to reduce your NSR by a specific percentage decrease (from 28% to 20%), over a specified time (within 12 months of go-live)? Do you want to focus on Primary Care, or a specialty? If a specialty, are there patient considerations that are unique to the specialty (I do not recommend starting with psychiatry, for example)? Do you have buy-in from the clinic, both leadership and the care teams? Most importantly, if you decrease NSR, can you handle the uptick in visit volume at the site?
What will be your ROI? There are many reasons to reduce NSR (improve patient care; revenue generation associated with the visit itself, but moreso, with ancillary tests and procedures which follow a visit; optimization of staffing and capacity planning, etc.) and many approaches to do that (double or triple-booking, pre-visit contact, either automated or live contact, etc.). Some of those approaches are more labor, or technology-intensive. How do you justify the expenditure for these resource asks?
If you average 20,000 visits a week, and your NSR is 28%, that means that 5,600 visits a week are not happening. This cannot be good for patients’ health, and it is clearly not good for the staff who prepped for the visits, the offices that were open to receive those visits, and for the patients who could not get an appointment, because these other visits were scheduled. And obviously it does not help the bottom line of the institution. Now let’s say that your average visit brings in $25. You are losing $140,000 a week!
Let’s say that you want to reduce NSR from 28% to 20%. This would mean that ‘only’ 4000 visits a week would NS (20,000*20%). This would mean that across your institution, you have to prepare for 1600 more visits a week (5600-4000). Are you ready for that, from scheduling and staffing perspectives? If you generate 1600 additional visits a week, at an average of $25 per visit, you now are bringing in $40,000 a week, to offset the additional staffing needs. PLUS, the revenue from the ancillary test and procedures, which can be significant, depending upon the department.
You will never achieve a zero NSR – it is not realistic. But you can calculate what the impact of decreasing your NSR might be, in terms of revenue, and resources needed, which can help you determine if a new piece of technology to help identify patient likely to NS, is worth the investment (especially if it integrates with your EHR!) Just think, what if you could proactively identify the patients most likely to NS, and contact them in advance, or send them a ride-share, or reschedule before the visit?
The opportunities for improvement in healthcare are endless, but improving NSR can be a win for patients, providers, and institutions alike. Data are your friend – and like your friendships, the more you invest in them, the more you get from them!
Our most recent fall forum was such a heartwarming opportunity to grow and collaborate with other women in healthcare. Not only did we have two knowledgeable professional, strong women give their time to share what they’ve learned on their path, but more than 60 women participated during the presentation with their tips, websites, or strategies which have worked to strengthen their own careers. Vanessa Aller is an Instructional Designer at Harvard Medical School and Busayo Ajayi is the Director, Diversity, Inclusion and Workforce Development at BMC. Through an interactive discussion, first Vanessa shared how she’s created an online presence with a LinkedIn profile and separate online portfolio website showcasing her interests and work. She talked about her job search and how she landed her current job. Then, Busayo shared strategies for negotiating salary (in a current or future job) and offered insights from a recruiter and human resources point of view, allowing for audience questions. Failures and roadblocks were also shared, and the group learned from those as well. It was a great segue into our upcoming Spring Forum topic of Taking Risk.
Vanessa put together a resource for attendees (here) with how-tos and presentation slides from the night, including resources offered from audience members. I’m happy to say that as a result of Vanessa’s education, I also put together my own online portfolio, seen here: rachelrenaux.com. I hope to see you at our next event.
WHCM Technology Chair Rachel Renaux
With just under 30 women attending, Women in Healthcare management was proud to host our second summer event of the year. We had such an overwhelmingly positive response to our venue, Anthony’s Coal Fired Pizza, that we chose to use them again!
Exceptional food and service all around!
It was an honor to meet so many members, and those who have not yet become members. There was a lot of talk around all of the tables, and I heard many connections and follow up’s being made throughout the group.
We look forward to seeing you in the fall!
Jennifer Pendleton, MS
Happy Summer! The WHCM outdoor networking summer event was a great success at Anthony’s Coal Fired Pizza on June 24th. What a wonderful way to spend a beautiful summer evening outside on the patio networking with 32 colleagues, acquaintances, and new and old friends!
Thank you to the members and nonmembers who attended and a special thank you to the 50% who responded to our follow-up survey. All survey responses were positive, describing the event as fun-filled with engaging and friendly conversations, interesting networking opportunities, and great food. All indicated they would attend a future WHCM event and several requested more events outside.
We listened! We look forward to seeing you at our next summer event on Thursday, August 15, Anthony’s Coal Fired Pizza, 180 Needham Street, Newton, outside on the patio, weather permitting. Fingers crossed for more beautiful weather, otherwise, we’ll hold the event inside and either way it will be a fun and valuable experience.
Recently I had the opportunity to attend a collaborative strategic development conference for service line development of new technology within our institution. I was skeptical to say the least, to see the span of attendees that would be joining from my institution. OR leadership, surgeons, pharma reps and leadership, and surgeons. Yikes, is this a recipe for conflict?
Through our daylong event, I was consistently wowed by not only our team, but other institutions in attendance, who worked through a myriad of development sessions and would re-group and debrief. The perspectives of each side voiced, heard, questions asked, plans developed! What an efficient day that I left from, buzzing with new ideas that would not have ever been possible without the joint work of all involved.
Strategic plan development for service lines consists of the “big picture”, goals, obstacles, details and of course a timeline. The discussions and collaboration that took place led to the outcome of setting 30, 60 and 90-day goals, a task we continued to struggle with for several months. Getting these players in the room together, and mapping out the individual wants and needs fed the discussion and ultimately, the plan development.
We never know what we don’t know, but through inclusion and breaking down silos, we will continue to be successful in the ever-changing healthcare landscape we are a part of. Don’t be afraid to welcome new faces to the table, don’t hesitate to ask the questions you don’t know the answer to and never let your assumptions drive the greater plan.
Plans are only good intentions unless they immediately degenerate into hard work ~Peter F. Drucker
Jennifer Pendleton, MS
Our spring forum team put together an engaging and topical panel discussion this past April. Moderator Claudine Swartz, a WHCM steering committee member, did a fantastic job moderating for a second year in a row; asking thoughtful questions, and playing off the conversation to keep each panelist engaged. As a marketing manager for a health system, the most interesting part to me was the discussion around encouraging patients to take control of their health, but concurrently how difficult it is to navigate the health system. How can we help patients to stay well given these complexities? Of particular interest was VAL Health’s VP of Business Development Georgia Buck and her discussion of Behavioral Economics – what makes people take an action? One concept we’ve tried to employ at my organization is that of the “tribe” mentality; meaning if you see that others
(neighbors, friends) are doing something, you are more likely to do it too. We recently launched an ad campaign that had real community members (not actors) in it who were actually coming to us for their primary care, to create that tribe familiarity.
Others in our steering committee discussed with me their favorite takeaways – Jen Pendleton, our WHCM Chairwoman, mentioned what she enjoyed most and really resonated from the panel was identifying the New World order we are participating in within healthcare, i.e. consumerism. “I truly enjoyed all the work by each of the panelists… going into identifying transparency and pricing as well as choices of healthcare. Each panelist could define in their own business how they are wading the waters [of] this new business model of patients being customers.” Kristina Phillipson, a WHCM membership committee member, was also intrigued as I was by how behavioral economics can be applied to affect healthcare consumer behavior. “I heard in the panel discussion a real shift in perspective to seeing patients as consumers. Healthcare is going beyond seeing patients as just Medicare vs Commercial and paying more attention to the diverse needs of multiple consumer segments. The speakers did a great job explaining how healthcare organizations must respond to market segments while also trying to pivot some towards healthier behaviors.”
We hope to see you at our next forum or networking event!
Submitted by WHCM Steering Committee Member Rachel Renaux
There is nothing like ringing in the first month of the New Year with fellow women in healthcare. It is always an honor for me to meet our member and non-member attendees at these casual events, and January 29th’s event at Joe’s in Dedham did not disappoint! What a great group of 20+ guests sharing ideas and goals for 2019!
The message was clear, that healthcare, no matter how vast an institution – is a small world, it was great to see so many “I haven’t seen you in forever! Are you still working at ____?”
Thank you for those able to attend, and not getting scared by the “snowy” forecast.
We look forward to seeing you at our upcoming Spring Forum event April 3!
Jennifer Pendleton, MS
Knowledge is your competitive advantage. In today’s challenging global economy where the most valuable asset is your knowledge, education is no longer just a pathway to opportunity – it is a prerequisite. As the economy continues to grow, companies need employees who can think critically, successfully manage change, and apply new skills using more complex technologies. Simultaneously, organizations must continue to improve the way they do business, retain and manage their talent pool, and apply new best practice models quickly in order to remain competitive and sustainable.
We know that change is constant. As a result, the need for a knowledgeable workforce – one that is best prepared to compete in this economy – is in demand. Acquiring new knowledge, learning new skills and applying new techniques can help you master the challenges of change and enable you to be more effective and innovative. Increased competence improves confidence, and begins when you take the first step, investing in your education.
Innovative Healthcare Leadership Certificate (Online Only)
Healthcare today is a complex, technical business that is rapidly evolving. Healthcare leaders not only need to stay current with medical and technological advances; they also need to develop the skills to successfully navigate the shifts from a more traditional fee-for-service business model to new patient-centric, team-based care. It’s critical that today’s healthcare leaders acquire the skills to navigate the medical, technological, economic and social factors driving these system changes, to effectively shape and positively influence the future of our healthcare system.
Certificate and/or certification programs are also another way to stay relevant in the workforce. Certificate programs may lead to designations and are registered with national and international certifying organizations. Certificate programs teach to a body of knowledge that may satisfy the educational requirements for various certifications. Examples of certificate programs are:
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To register or learn more about Bryant University’s online Innovative Healthcare Leadership Certificate, contact: Jocelyn Willis, Business Development Manager | 401.232.6249 | email@example.com
*Scholarships may be available for next enrollment on January 7, 2018.
Submitted by WHCM Steering Committee Member Jocelyn Willis