Ruth Elzer, RN, MS, works as a hospital compliance consultant with Compass Clinical Consulting. Her job requires a significant amount of traveling, and so, as she says,“my weekends are precious.” Since moving to Cincinnati, Ruth has chosen to spend her weekends volunteering at the Ronald McDonald House.

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The Nebraska Hospital Association will host a webinar featuring Kate Fenner, RN, PhD, CEO of Compass Clinical Consulting, and  Alton Byers, MS, FACHE, on July 27. The webinar, “Hospital Decertification: A Near-Death Experience,” will focus on one hospital’s real-life crisis when faced with termination by the Centers for Medicare and Medicaid Services (CMS). Dr. Fenner and Mr. Byers will engage in candid discussion of how the financial and public relations implications of the Medicare termination process almost forced this hospital to close.

The presentation will outline how focused attention, systemic change and commitment by senior leaders can help hospitals avoid the pain and financial instability caused by Medicare decertification. It will also include practical information for executives and quality leaders about the impact that immediate jeopardy can have on clinical operations and quality of care, and steps for preventing, responding to and recovering from Medicare termination. Hospital professionals can register for this presentation at the Nebraska Hospital Association’s web site (http://www.nhanet.org/events/events.htm?topic=detail&events_id=1526&cat=NHA+Events).

ABOUT KATE FENNER, RN, PHD

Compass Clinical CEO Kate Fenner has more than 25 years of experience in senior healthcare leadership roles in university, regional, state and national organizations. A regular keynote speaker throughout the country, Dr. Fenner has authored a leading college text on law and ethics in healthcare as well as co-authored other texts on a variety of healthcare issues.

ABOUT COMPASS CLINICAL CONSULTING

Compass Clinical Consulting (http://www.compass-clinical.com) helps hospitals reduce the cost of providing safe, quality patient care. Founded in 1979 and based in Cincinnati, OH, Compass has helped hundreds of hospitals and health systems prepare for accreditation, optimize labor cost management, manage clinical resources, and improve patient throughput and physician relations. Compass also places interim healthcare executives.

RELATED LINKS:

Webinar Registration: (http://www.nhanet.org/events/events.htm?topic=detail&events_id=1526&cat=NHA+Events)

Hospital Near-Death Experience Whitepaper: (http://www.compass-clinical.com/hospital-near-death/)

Hospital Accreditation E-zine: (http://www.hospital-accreditation.com)

MEDIA CONTACT:

Compass Clinical Consulting
Steve Kayser (media relations)
513-241-0142, ext. 112
email: SKayser@compassgroupinc.com

Twitter: Http://www.twitter.com/compasscc

By Compass Clinical Consulting’s Shawna O’Neill, RN, and Cary Gutbezahl, M.D., President

One area in hospital operations that has gone largely untouched is reducing the cost of delivering safe, quality health care. This is where new thinking about workforce productivity, case management, and lean processes and policies can reduce the cost of running a hospital. Hospital leaders can transform their organizations into leaner, faster and better organizations—with sustainable improvements.

Hospital leaders often fear efforts to improve productivity will alienate staff or lessen quality. Including all stakeholders, redesigning processes and working toward national benchmarks will ensure that productivity improvements stick.

READ:  “How to Make Productivity Gains Possible and Profitable” via Hospitals & Health Networks Magazine.

When half a hospital’s cost is payroll and the current economic downturn is causing severe operational financial stress, most hospital executives eventually have to explore a reduction in labor costs. But, according to Compass Clinical Consulting’s latest whitepaper, “Fresh Thinking About Hospital Productivity,” (http://www.compass-clinical.com/wp3-registration) a process-oriented workforce productivity initiative can reduce a hospital’s operational costs by three to five percent of payroll within the first 12-months – while improving staff morale.

AVOID LAYOFFS AT ALL COSTS

“Hospital workforce savings do not have to come from a mass layoff of talent – in fact, it’s often the worse choice and demoralizes staff,” says Cary Gutbezahl, MD, co-author of the paper. Hospitals often have problems in just a few sectors of the organization.  Focusing on a those departments instead of a hospital-wide initiative is an option the some hospitals choose.”

THINK ANEW

New thinking about workforce productivity, case management, lean processes and policies can make dramatic dents in the cost of delivering safe, quality healthcare in a hospital setting. Compass Clinical Consulting (http://www.compass-clinical.com) has found that when organizations  adopt new approaches and attitudes to productivity, they are able to achieve cost reductions that grow over the years – while improving staff morale and commitment.

ACT ANEW

“Without buy-in to change culture and processes, the likelihood of producing durable productivity improvement is low,” says Dr. Gutbezahl. “Leaders should develop a formal, documented plan that addresses the stakeholders affected by change, while also addressing the four major types of resistance to change.”

OVERCOME RESISTANCE TO CHANGE

The four major types of resistance to change include:

1.      Technical – Describes those with feelings of inadequacy or incompetence who fear change because it could put their employment at risk.

2.      Political –People who sense a real or perceived loss of power or control.

3.      Cultural – People who like the organization the way it is today and feel that change will alter their sense of ownership.

4.      Emotional – People who work themselves into frenzy, or emotional paralysis, at the thought of one more change or additional workload.

To learn more about overcoming workforce resistance to change, the 10 most common obstacles to project success and sample metrics for measuring organizational performance, download the whitepaper, “Fresh Thinking About Hospital Productivity.” (http://www.compass-clinical.com/wp3-registration)

RELATED LINKS:

• Hospital Productivity without Fear
• Hospital Decisions Today Will Shape Your Hospital’s Future Workforce

About Compass Clinical Consulting
Compass Clinical Consulting helps hospitals reduce the cost of providing safe, quality patient care. Founded in 1979 and based in Cincinnati, OH, Compass has helped hundreds of hospitals and health systems prepare for accreditation, optimize labor cost management, manage clinical resources, and improve patient throughput and physician relations. Compass also places interim healthcare executives.

SURVIVING SURVEY IN 2010

Today’s hospitals must juggle the evolving standards of both The Joint Commission and CMS to achieve regulatory compliance and provide quality patient care. “Surviving the Joint Commission and CMS Survey Process” explains how quality leaders can prepare for both survey processes, focusing on the issues that hold the greatest risk for hospitals in 2010, and providing practical tips for achieving better survey outcomes.

TOPICS ADDRESS COMMON REGULATORY ISSUES AND QUESTIONS

Lecture topics for the program include, “Managing Contracted Services,” “Immediate Jeopardy: Passing Joint Commission and Flunking CMS,” and “Top Compliance Nightmares.” A full agenda and registration information can be found on Compass Clinical Consulting’s website (http://www.compassgroupinc.com/ny-seminar-2010/).

ABOUT RUTH ELZER

Ruth Elzer is an expert at keeping hospitals compliant. As Practice Leader for Accreditation and Compliance Services at Compass Clinical Consulting, Ruth gives clients practical solutions that work on paper and at the bedside. Before specializing in accreditation and compliance, Ruth worked for St. Joseph Medical Center in Joliet, IL, and at The Joint Commission (TJC), where she managed the development of educational programs designed to help hospitals prepare for regulatory survey. Ruth is trained as a surveyor for TJC, CMS, and EMTALA. A nationally recognized speaker, Ruth is a member of the American Organization of Nurse Executives (AONE) and the American College of Healthcare Executives (ACHE).

RELATED LINKS:

Hospital Accreditation E-zine: (http://www.hospital-accreditation.com)
“In 2010, Hospitals Must Take Patient Complaints Seriously” (http://www.hospital-accreditation.com/?p=317)
“23 Days to Fix Everything: Responding to Immediate Jeopardy Findings Before It’s Too Late” (http://www.hospital-accreditation.com/?p=290)

CINCINNATI, OH – May 11, 2010 –Compass Clinical Consulting (http://www.compass-clinical.com) Practice Leader for Accreditation and Regulatory Compliance Ruth Elzer RN, MS, will present with leading hospital executives and healthcare experts at this year’s Western Regional Trustee Symposium. The symposium, “Elevating the Standards of Hospital Governance,” will take place from June 9-11 at Hyatt Regency Denver at Colorado Convention Center in Denver, CO.

“ELEVATING THE STANDARDS OF HOSPITAL GOVERNANCE”

The 14^th annual Western Regional Trustee Symposium will continue its tradition of commitment to quality healthcare governance programming at an affordable cost. The program will offer strategies to enhance leadership, broaden awareness of current healthcare trends, examine “best practices” of successful healthcare governance, and present fresh approaches to standard healthcare governance concerns and business practices. Ruth Elzer will present, “The Board’s Role in Assuring Quality Healthcare.” More information and the registration brochure can be found on the event website. (http://www.trusteesymposium.org)

“The BOARD’S ROLE IN ASSURING QUALITY HEALTHCARE”

The Centers for Medicare & Medicaid Services (CMS) requires hospitals to have a governing body (the board) that is legally responsible for the conduct of the hospital as an institution. The board of a hospital is required to hire the CEO, establish a competent medical staff and oversee key aspects of the organization, such as the strategic plan and budget. However, it’s the governing body’s role in oversight of quality care that is most commonly cited during a CMS complaint survey. Ruth Elzer’s presentation will focus on the regulatory expectations of hospital boards, particularly with regard to quality of care. In this session, participants will receive updates on the latest expectations for boards in the oversight of quality and compliance, tips on how to “on-board” new trustees for their role in quality, and strategies for making information understandable.

ABOUT RUTH ELZER

Ruth Elzer is an expert at keeping hospitals compliant. As Practice Leader for Accreditation and Compliance Services at Compass Clinical Consulting, Ruth gives clients practical solutions that work on paper and at the bedside. Before specializing in accreditation and compliance, Ruth worked for St. Joseph Medical Center in Joliet, IL, and at The Joint Commission (TJC), where she managed the development of educational programs designed to help hospitals prepare for regulatory survey. Ruth is trained as a surveyor for TJC, CMS, and EMTALA. A nationally recognized speaker, Ruth is a member of the American Organization of Nurse Executives (AONE) and the American College of Healthcare Executives (ACHE).

ABOUT COMPASS CLINICAL CONSULTING

Compass Clinical Consulting (http://www.compass-clinical.com) helps hospitals reduce the cost of providing safe, quality patient care. Founded in 1979 and based in Cincinnati, OH, Compass has helped hundreds of hospitals and health systems prepare for accreditation, optimize labor cost management, manage clinical resources, and improve patient throughput and physician relations. Compass also places interim healthcare executives.

RELATED LINKS:

Symposium Brochure (http://www.trusteesymposium.org/docs/WRTS_brochure_2010.pdf)

Hospital Accreditation E-zine: (http://www.hospital-accreditation.com)

“Involving the Board in Quality and Patient Safety” (http://www.hospital-accreditation.com/?p=275)

“The Rising Costs of Poor Quality” (http://www.hospital-accreditation.com/?p=201)

MEDIA CONTACT:

Compass Clinical Consulting
Steve Kayser (spokesperson)
513-241-0142, ext. 112
email: SKayser@compassgroupinc.com

Twitter: Http://www.twitter.com/compasscc

CINCINNATI, OH – May 10, 2010 –Compass Clinical Consulting (http://www.compass-clinical.com) Practice Leader for Accreditation and Regulatory Compliance Ruth Elzer RN, MS, in collaboration with the University of Colorado Hospital, will present an educational seminar on current regulatory compliance issues. The program, entitled “Surviving the Joint Commission and CMS Survey Process,” will be held from 8:30-4:30 on June 11th at Anschutz Inpatient Pavilion in Aurora, CO.

SURVIVING SURVEY IN 2010

To achieve regulatory compliance and provide quality patient care, today’s hospitals must meet the evolving standards of both The Joint Commission and CMS. “Surviving the Joint Commission and CMS Survey Process” will instruct quality leaders about preparing for both survey processes. The seminar will focus on the issues that hold the greatest risk for hospitals in 2010, and provide practical tips for achieving better survey outcomes.

TOPICS ADDRESS COMMON REGULATORY ISSUES AND QUESTIONS

Lecture topics for the program include, “Managing Contracted Services,” ”Immediate Jeopardy: Passing Joint Commission and Flunking CMS,” and “Top Compliance Nightmares.” A full agenda and registration information can be found on Compass Clinical Consulting’s website (http://www.compassgroupinc.com/co-seminar-2010/).

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RELATED LINKS:

Hospital Accreditation E-zine: (http://www.hospital-accreditation.com)
“In 2010, Hospitals Must Take Patient Complaints Seriously” (http://www.hospital-accreditation.com/?p=317)
“Joint Commission Surveys: Unannounced and – in 2010 – Unplanned” (http://www.hospital-accreditation.com/?p=302)

ABOUT RUTH ELZER

Ruth Elzer is an expert at keeping hospitals compliant. As Practice Leader for Accreditation and Compliance Services at Compass Clinical Consulting, Ruth gives clients practical solutions that work on paper and at the bedside. Before specializing in accreditation and compliance, Ruth worked for St. Joseph Medical Center in Joliet, IL, and at The Joint Commission (TJC), where she managed the development of educational programs designed to help hospitals prepare for regulatory survey. Ruth is trained as a surveyor for TJC, CMS, and EMTALA. A nationally recognized speaker, Ruth is a member of the American Organization of Nurse Executives (AONE) and the American College of Healthcare Executives (ACHE).

ABOUT COMPASS CLINICAL CONSULTING

Compass Clinical Consulting (http://www.compass-clinical.com) helps hospitals reduce the cost of providing safe, quality patient care. Founded in 1979 and based in Cincinnati, OH, Compass has helped hundreds of hospitals and health systems prepare for accreditation, optimize labor cost management, manage clinical resources, and improve patient throughput and physician relations. Compass also places interim healthcare executives.

Teresa L. Marshall, RN, BES, CCM, has joined Compass Clinical Consulting (http://www.compass-clinical.com) as a Senior Consultant. Marshall, a seasoned nurse and experienced case manager, will expand Compass’s team of clinical operations consultants.

CASE MANAGEMENT IMPROVEMENTS DELIVER BETTER PATIENT EXPERIENCE

Improving case management is a proven way to strengthen a hospital’s bottom line while also delivering a better patient experience.

Hospital case management experts can …

• Improve Medicare and Medicaid reimbursement and
• Eliminate unnecessary length of stays, which can reduce hospital costs dramatically.

ABOUT TERESA MARSHALL

A skilled manager with over twenty years in the healthcare industry, Teresa Marshall has hands-on experience in many operational environments. Throughout her career, she has faced a range of management challenges, adding to her ability to solve problems by considering the interests of diverse stakeholders. Marshall has primarily specialized in case management, managing a hospital case management department, a hospital-owned physician group practice, a private home health care organization, and a patient registration department.

CASE MANAGEMENT REDUCES LENGTH OF STAY — REDUCES COST

For Compass, Ms. Marshall recently served as Interim Manager of Case Management for a hospital in central Illinois, where she improved reimbursement and reduced its length of stay from 4.8 days to 3.28 days, leading to dramatic reductions in associated costs. Marshall holds a BES from Thomas More College and an Associate Degree in Nursing from Northern Kentucky University.

Prior to joining Compass Clinical Consulting, Ms. Marshall served as the Director of Case Management for Deaconess Hospital in Cincinnati, OH, eventually taking on the additional responsibilities of Director of Physician Practices and Director of the Ancillary Clinic.

RELATED LINKS:
“Case Management Reduces Length of Stay” (http://www.better-hospitals.com/2009/06/861/)
“Implementing Force Multipliers to Reduce Hospital Costs” (http://www.better-hospitals.com/2009/06/implementing-force-multipliers-to-reduce-hospital-costs/)
Better Hospitals (http://www.better-hospitals.com) Online Business Magazine
Hospital Accreditation (http://www.hospital-accreditation.com) Online Business Resource

It’s a familiar scene. A hospital inpatient unit chronically misses its productivity target or budget by approximately ten percent. The nurse manager for the unit repeatedly attempts to explain, but the targets remain unmet, and the financial ramifications of unnecessary hospital labor costs continue to mount.

Ingrained Attitudes Impede Improvement
In today’s hospitals, it’s not uncommon to encounter this type of defensiveness among inpatient unit managers who miss their targets. While some frustration amongst managers is understandable, the productivity losses that can accompany negative attitudes and biases pose a serious threat to hospitals’ bottom lines.

Read the complete story “Changing Attitudes: The Key to Achieving Hospital Productivity Gains,” via Better Hospitals.