4/6/2015. Objectives. Successful Practices. Teaming With Your Physician to Run A Successful Practice

Transcription

1 Arkansas Medical Group Management Association April 16, 2015 Teaming With Your Physician to Run A Successful Practice STEPHEN A. DICKENS, JD, FACMPE SENIOR CONSULTANT IN ORGANIZATIONAL DYNAMICS Copyright 2015 State Volunteer Mutual Insurance Company Objectives Distinguish the components of a successful practice Identify the elements of a positive relationship List key indicators to lead and monitor operations Successful Practices Environment of clinician and executive collaboration Use data and benchmarking tools Ensure competency Navigate regulatory environment and understand impact Invest in future to enhance patient experience and quality of care 1

2 Successful Practices Patient centered Fiscally sound High morale Engaged and empowered employees Low turnover Medicine vs. Leadership The Nature of Medicine The Nature of Leadership Prescribe and expect compliance Immediate and short-term focus and results Procedures/episodes Relatively well-defined problems Individual or small-team focus Being the expert and carrying the responsibility Receiving lots of thanks Lead, influence and collaborate Short, medium and long-term focus and results Complex processes over time Ill-defined, messy problems Larger groups crossing many boundaries, integrated approach Being one of many experts and sharing the responsibility Encountering lots of resistance Respect and trust of colleagues Suspicion of being a suit by Health Forum, Inc. Originally published in the October 2012 issue of Trustee magazine, Vol. 65, No. 10. Three Ways to Lead Research suggests that at least three distinct types of clinical leaders exist. 2

3 What s the Difference? Physicians Decision makers Autonomous Immediate Administrators Design Consultative Implement, manage The Team Community Physicians Payors, Regulators & Government Patients Practice What you need to know about physicians Staff and society look to them as natural leaders People will defer them when they enter a room Your staff respects and wants to take care of them 3

4 Organizational Structure Board Administrator Committees Physicians Non-Physician Staff Physician vs. Administrator Mission - the reason we are together Vision - a picture of the ideal state to be achieved Values - internal compasses that guide our day-to-day decisions Strategy - things we do differently to create unique value Goals - how we measure progress toward our vision Tactics - the things we do to implement Objectives - how we measure success of our tactics Structure - how we organize to do work Manage making sure the work is done Board Responsibilities Develop Core Values Approve By-Laws and Operating Agreements Develop and Approve Strategic Plan Approve Budget Fiduciary Operation of the Company Set Performance Standards Hire & Terminate Physicians Approve MD Comp Approve MD Partnership Accept Committee Reports Settle MD Behavioral Issues Hire & Terminate Administrator 4

5 President/Physician Leader Responsibilities Board of Directors Committees Physician behavior issues Study issues Administrator resource Evaluate administrator Practice medicine Administrator s Responsibilities Personnel Patient and staff safety Develop, monitor and adhere to budget Operations Implement strategic plan Implement, enforce policies Facilities management Staff education Other duties as assigned Administrators Manage the finances Manage the people Manage the culture Manage the operations Manage the infrastructure Manage the strategy/planning Manage the organization 5

6 The Common Denominator? Administrators Manage BUT Managing is NOT Doing Administrator Qualities Strong leaders Good communicators Shrewd negotiators Excellent listeners Able to distill complex systems into action plans Physician-Practice Administrator Relationship Not a new concept Cannot be ignored Critical to success To make this work* Physicians and administrators must support, engage in collaborative culture Behavior must be consistent with values Physician and administrative leadership must be tightly coupled moving in a unified direction *Stephen Beeson, MD, The Studer Group 6

7 Physician Management Tools Mission, vision and values Strategic plan Monthly dashboard Annual work plan Administrator job description/contract Administrator review Key Indicators Accounts receivable Accounts payable Credit balances Bank reconciliations Employee turnover Annual audit Annual work plan Practice Management Annual Task Assessment Tool BOPS=Business Operations At least annually, each applicable task FNMG=Financial Management should be reviewed. Use this document as a gap analysis to ensure all applicable tasks are appropriately assigned to staff. HRMG=Human Resources Management Add and delete tasks that are relevant to your practice. INMG=Information Management Oversight P=Physician M=Manager/Administrator BOK=Body of Knowledge from MGMA- ACMPE ORGV=Organizational Governance PCSY=Patient Care Systems QAMG=Quality Management RKMG=Risk Management Oversight BOK Task Yes No Accountability Review Comments Date Reviewed By 7

8 Successful Relationships Trust Mutual respect Communication Clarity Encouragement Support Common goals Working Together Create rules of engagement Measure and value the same data Plan meetings around patient care Start small and build momentum Celebrate often Spread the word Practical Suggestions Identify mission and core values Common goals Decide how/when to communicate Clarity of roles Don t disagree in public Maximize time Back-up your physician(s) (there has to be a leader; do not confuse the staff) 8

9 As leaders we Envision potential Encourage others to develop talents and strengths Help others learn how to solve and prevent problems Leader Must Haves Understanding of operational issues with common knowledge base Unwillingness to compromise quality, safety and labor for profit Alignment of values and improved interactions Anticipation of change and embrace new technologies, trends and regulations More collaboration and coordination, less duplication Greater insight into clinical and patient care activity When the relationship goes off track Have the conversation What is missing? What do you need? Where am I failing? What I need. Where you are failing. Is this going to work? 9

10 When the team works High level of trust Expertise used in right places Strong communication/planning Work together to make decisions Adapt to change Questions Stephen Dickens, JD, FACMPE Senior Consultant in Organizational Dynamics Medical Practice Services State Volunteer Mutual Insurance Company