Throughout the year, the Association offers various Webinars, Audioconferences, on-site programs and on-line education (carelearning.com) that focuses on health care issues that affect Virginia health systems. View our calendar to see these and other VHHA/VHREF educational offerings throughout the year.
Click here to download a PDF version of upcoming webinars, seminars, and in-person events.
Click on Learn More to download a PDF copy of the brochure. To register for a program, click on Register Now.
NOTES: Registration for a webinar below entitles you to one telephone connection at one location, one master set of handouts (with permission to make additional copies for the participants at your location), one Internet connection and an unlimited number of participants from your organization in one listening room.
VHREF requires payment in advance of any program. You may remit payment online using our secure online credit card system or print your registration confirmation e-mail to request payment by check.
Be sure to visit www.carelearning.com for your online educational courses.
*ALL SESSIONS ARE 11:00 A.M. - 12:00 P.M.
Part 1 – August 4, 2015
Protecting Patient Information: Time to Ramp up Your Security
No industry should have 9 out of 10 organizations experiencing a data breach or intrusion to their network, but that has been the case in health care over the past two years. That’s especially unacceptable for our industry, where sensitive medical and personal information is at risk. In Part 1 of the Health Care IT Security series you’ll learn about breaches in health care, what the cost of a break could mean to your hospital, why, how and where these cyber bullies target, and practical actions to take to keep patient information secure at your hospital.
Part 2 – August 25, 2015
Medical Devices: Patient Safety in the World of Connectivity
The FDA released its security requirements for Medical Devices October, 2014. This was due to the vast amount of evidence mounting on how easy it is to hack medical devices. This session will explore the dos and don’ts of medical device security and give case studies to support each conclusion.
Part 3 – September 2, 2015
Managing Technology and Cyber Liability through Risk Management
This session will first identify the emerging technology and cyber risks that health care organizations are facing today. The problem with this risk, as opposed to past emerging risks, is that you cannot buy enough coverage for all the risks, it is difficult to quantify the risk, and proven methods for managing the risk are not yet developed. Creating even more of a challenge is the fact that many hospitals are working in relationships that create third-party risk making it difficult for the insurance industry to advice on and solve. This session will show participants how to detect, assess, and respond to technology and cyber risks by focusing on three broad areas, which include: your employees and customers; your business partners, vendors, and technology applications; and external threats. Last, there will be discussion of how cyber liability coverage works with common technology Directors and Officers Insurance exposures. Examples will be used of what other organizations are doing to identify and manage these risks to their organization. Those that develop the ability to manage emerging risks will gain a significant competitive advantage over competitors who lack this level of sophistication.
Part 4 – September 23, 2015
Which Approach Do I Select for Risk Analysis and What is the Assessment Telling Me?
Health care breaches are on the rise as cyber-criminals look to steal your patient’s sensitive information. The HIPAA security rule requires you to have a comprehensive IT Risk Assessment to evaluate your information security risks to determine appropriate safeguards to mitigate risk to an acceptable level. This session will demonstrate a step-by-step process to complete an IT risk assessment that safeguards your organizations protected health information (as well as meets the requirements of HIPAA). Some of the issues are: How do I make decisions from the risk assessment process? How does the risk assessment help you make good decisions on security countermeasures? How does a risk assessment drive value to the bottom line?
Part 5 – October 29, 2015
Uses and Disclosures of Personal Health Information
In this session participants will be familiarized with the specific requirements for compliant production of personal health information in those instances where production is compelled by operation of law. Frequently these exceptions to PHI and to the authorization or permission requirements are misinterpreted by persons requesting information as well as those producing the information. HITECH regulations addressing the Office of Civil Rights new enforcement abilities will be analyzed.
Part 6 – November 18, 2015
Electronic Health Records and the Meaningful Use Doctrine
Almost all hospitals have accepted funding under the Affordable Care Act for improving their implementation and use of electronic health records. Compliance and Meaningful Use standards can mean the difference between keeping those funds and meeting technological goals or being penalized for failing to make the transition, including prosecution under the false claims statute. This session will help hospitals evaluate compliance standards and prepare for a CMS audit.
Target audience: CFOs, CIOs, Compliance Personnel, Patient Records, In-House Counsel
*ALL SESSIONS ARE 2:30 P.M. - 4:00 P.M.
Part 1 – August 6, 2015
90 Days to Bundled Payments: Roadmap and Methodology for Implementing Your Bundled Payments Initiative
CMS’ recent announcement to “double down” on value-based models, including bundled payments, demonstrates their commitment to this paradigm. Providers need to respond in kind and launch their programs ASAP. The complexities and time associated with changing focus, care design, and operations can be daunting and this has caused many organizations to delay or reject implementation. But it doesn’t have to be this way. This session will describe a structured approach that was successfully used to launch a BPCI Model 2 program in 90 days. This particular case study involved an organization that needed to change conveners, making the challenge even more difficult. Nevertheless, the program moved along on schedule.
Part 2 – September 10, 2015
The Role of Analytics in Bundled Payment Programs
The US health care system is rapidly moving to value-based payment models where quality is rewarded over volume. New models such as ACOs and bundled payments are showing promise to the point that CMS plans on accelerating their adoption. Among the challenges facing providers and payers alike is the role of analytics to measure opportunity, performance and profitability. This session will focus on the effective use of analytics in bundled payment programs with emphasis on practical use of tools and data. Specific areas where analytics drive success will be covered, explaining the key issue(s) and the solution presented thru analytics.
Part 3 – October 13, 2015
Post-Acute Networks in Bundled Payment Programs
Bundled payment programs are almost always centered on and measured by performance improvement in the post-acute area. As the primary contractor under these programs, hospitals take on the responsibility for post-acute spend while generally having little experience in that area. This creates a significant challenge to create a successful and profitable program. This session will focus on the design and development of an effective post-acute provider network through implementation and ongoing operation.
Target audience: C-Suite, Service Line Managers
Collaboration between and among physicians, nurses, pharmacists, and other clinical and administrative professionals will play an important role in the future of health care delivery. Based on the findings from a Robert Wood Johnson Foundation project, this webinar will explore practices that promote inter-professional collaboration, describe what makes it possible for them to thrive, and explore how they improve patient-centered care. It will focus on Cincinnati Children’s Hospital’s experience building effective inter-professional practice across their organizations, including the challenges they have overcome and the benefits they have received.
Target audience: C-Suite health care leaders, nursing leaders, physician leaders, pharmacists, other clinical/administrative professional leaders
Armed with new quality and pricing data, consumers are beginning to approach health care purchasing as they do other retail experiences. At the same time, hospitals and health systems face new competition from companies with strong retail presence, such as Walgreens and Target. This webinar will show providers how to develop clearly defined consumer-centric ambulatory and virtual strategy to attract and engage these cost-conscious consumers and to maintain relevance and market share in the increasingly retail-focused environment.
Target audience: CEOs, COOs, CFOs, Board Members, Department Leaders, Marketing/Public Relations, Strategic Planning
*ALL SESSIONS ARE 2:30 P.M. - 4:00 P.M.
Part 1 – August 12, 2015
The CEO & CNO Partnership: Driving Organizational Improvements
This webinar will demonstrate the impact of a strong CEO & CNO partnership that drives organizational improvements. Committing to a comprehensive interview process for selection of staff and avoiding the pitfall of rushing to hire has to be a priority in the selection, development and mentoring of caregivers. Senior executives cannot delegate this significant process of hiring solely to HR. The development of a dashboard with key metrics is needed to communicate from the bedside caregiver to the board room. This will lead to a discussion of performance and accountability. Tracking and trending patient feedback allows for crucial conversations amongst the CEO, CNO and other senior leaders. The data provides the opportunity to drive performance improvement by recognizing high performers and addressing underperformers. The vision and mission of the organization committed to high patient engagement, quality outcomes and creating a safe environment must be led by the senior team. The impact is greatest when a partnership of the CEO and CNO is visibly seen and felt in the organization. This level of engagement and partnership will create a differentiator in the quality of care and compassion provided to every patient. Baptist Medical Center Jacksonville is a preferred provider in a highly competitive health care market in north Florida. Attracting and retaining high performing staff, with multiple opportunities for employment, is a top priority. First and last impressions can be warm and compassionate or sterile. The tools and tactics employed and hardwired at BMC are resulting in increased patient satisfaction, reduced staff turnover and increased market share with top line revenue growth.
Part 2 – August 29, 2015
Driving Change in Primary Care: The Coastal Medical Home Journey
Change is hard. The critical strategic question for any organization is: Can we get to where we need to be by running harder, or do we have to change? Vineet Nayar, recent CEO of HCL Technologies (third largest IT outsourcing firm in India) and the author of Employees First, Customers Second: Turning Conventional Management Upside Down, argues that true change must involve four steps
Target audience: C-Suite, SVP/VP Operations, Physician Relations, Quality Management, Population Health, Managed Care
What do Medicare Share Savings/ACO regulations, Patient Centered Medical Home standards, and Meaningful Use thresholds have in common? They all require the engagement of patients in their own health care, and have thus catapulted Patient Family Engagement – PFE – to the top of many health care providers’ priority lists. But PFE will not occur simply by providing information to consumers. Patients and families have experienced a system of patriarchal care that has created passivity, and in some cases fear of retribution for being labeled “difficult”. Deep culture change efforts are necessary to address the environment –both physical and emotional – in which care is delivered. Concurrently, finding ways to motivate patients and families to seek out and use relevant information as they actively participate in their care requires not only a change in the patient, but a change to the processes and expectations of organizations across the continuum of care. It requires the adoption of new perspectives and practices at the level of policy, organization, and individual care. It also requires a framework with which to organize actions so that priorities can be set in an efficient and effective manner.
There exists today an overwhelming plethora of potential engagement approaches, ideas, and activities for providers to choose from. Many changes in practice have been put in place at both organizational and direct care levels, but little is done to assure that these initiatives remain active, effective and impactful. Ensuring that your PFE strategies are the right ones, in the right place, at the right time is critical. Employing the right tools and strategies for quality checking your PFE tactics will ensure that resources are dedicated to well-aligned undertakings that achieve demonstrable outcomes.
Target audience: C-Suite, Department Leaders, staff involved in strategies to improve patient family engagement across the continuum of care
This upcoming webinar will discuss new updates in regards to payer audit activity with a focus on managed care, probe and education findings, and process changes to reduce risk. In addition, better practice ideas will be discussed - including finding lost inpatients. What can your hospital do to prevent wastage? All areas of the revenue cycle are being impacted – our expert speaker, Day Egusquiza, will share information on how to survive an audit, including audit updates, lessons learned and better practice ideas to reduce vulnerabilities in the ever changing world of RAC, MAC, and Medicaid audits.
Target audience: Chief executive, medical, operating and nursing officers; nurse, quality, and risk managers; hospital legal and compliance teams; directors of health information, rehabilitation, outpatient, PACU, respiratory therapy and radiology; Joint Commission liaisons, pharmacists, social workers, discharge planners, PI coordinators, patient safety officers, dieticians, and anesthesia and surgery staff.
Current health care is volatile with numerous and rapid changes occurring in clinical patient care. Successful provider institutions will be in the high value providers as measured by the “value equation” described by Porter and Kaplan from Harvard. Health care value is directly related to factors of quality plus clinical patient outcomes plus required services and indirectly related to cost of care. Provider organizations must adapt to a new environment by employing transformative and transactional approaches. This webinar relates how one institution maximized value through documented improvement in quality with concurrent reduction in care cost by $27 million.
Early identification and management of patients with complex cardiovascular conditions through system or hospital-wide initiatives will improve outcomes and reduce exposure to penalties from inappropriate readmissions. This webinar will provide hospitals with key imperatives for managing the high risk cardiovascular patients and strategies that were successful for both inpatient and outpatient centered care. Through the multidisciplinary approach, a single point of contact in the specialty clinic provided a smooth transition of care to the patient’s PCP and specialists, which improved quality outcomes, decreased readmissions, cost, and LOS for the facility while improving patient adherence for a successful transition to home.
Target audience: Senior Level Administrators, Directors, Clinical Management, Physicians, and Practice Administrators
Any hospital that accepts Medicare and Medicaid reimbursements must follow the Center for Medicare and Medicaid Services (CMS) hospital interpretive guidelines. These regulations and interpretive guidelines must be followed for all patients in the hospital. During this session information will be provided on how to better comply with new CMS regulations and guidelines, and how maintain compliance. Nursing staff will learn to better understand the medication and pharmacy standards since many of these standards apply to nursing. These include medication errors, adverse events, drug incompatibilities, self-administered medication, and required medication policies. By staff working together, issues with standards can be reduced or eliminated.
Target audience: This webinar is for anyone involved in the medication process including pharmacists, physicians, all nurses, patient safety officers, nursing supervisors and managers. Other staff members that should attend this session include CNO, CMO, COO, Joint Commission coordinators, and quality and performance improvement staff, and policy and procedure committee members.
Join us on a journey from a traditional, decentralized revenue cycle operation (Patient Access, Charge Capture, Coding and Health Information Management, Billing and Collections) to an innovative, enterprise (Shared Services) model. Learn how Sutter Health used the levers of people, systems/processes, and technology to design and implement the next generation of revenue cycle operation, resulting in increased efficiency, collections, and collaboration while decreasing cost.
Data and examples will be used to tell the story of the how-to, challenges, successes, setbacks, and ultimate success of the most rapid transformation in the over 100 year history of Sutter Health. Vignettes of interviews with senior leaders, clients and customers will provide real-world context and strategies for application.
Target audience: Revenue Cycle VPs and Directors, CFOs, CEOs, Hospitals and Multi-system hospitals
As healthcare reimbursement transitions from volume to value-based, it becomes essential for physician compensation plans to evolve as well in order to ensure success under changing financial incentives. In this session, the presenters will discuss the current physician compensation environment, physician compensation methodological considerations, market trends in physician and advance practice clinical compensation and benefits, as well as key success factors for making a timely transition to value-based compensation in a well-organized manner.
Target audience: CEO, CFO, CAO, executive directors, physician services, physician/medical practice management, vice president of finance and/or business development and nursing home administrators.
McLaren Northern Michigan (MNM), a subsidiary of McLaren Health Care, is a 202-bed regional referral center in Petoskey, Michigan, with remote outpatient and emergency services and specialty outreach clinics in 20 towns. A medical staff of 200 physicians represents most medical and surgical specialties , including a full-service heart and vascular program with open heart surgery and trans-catheter aortic valve replacement; a full-service oncology program affiliated with a nationally-designated cancer institute; neurosurgery; and orthopedics. The organization is nationally recognized for its clinical research. MNM’s market includes 22 rural northern counties spanning 7,000 square miles with an aggregate population of 280,000 and population density < 40 people per square mile and three islands accessible only by ferry or plane. Five struggling community hospitals provide primary services to their local markets. The hospital’s challenge is to maintain and expand specialty services within this market while adapting to the rapidly-evolving health care environment.
In 2011-2012, the MNM Board of Trustees identified a larger partner for affiliation, McLaren Health Care. Strategic benefits included the potential for workforce sharing; for training and recruitment in “hard-to-fill” skill sets; access to medical school students and residents; expansion of cost savings. Within 90 days of affiliation, a strategic disruption occurred: an independent community hospital filed bankruptcy proceedings. This hospital’s employed providers referred 30% of MNM’s inpatient and specialty care volumes. Designated assets were sold to MNM using Chapter 11 proceedings as the facility suffered an unplanned closure and five weeks later reopened under MNM auspices. Today, a strong outpatient and primary care center exists, serving both the local community and the volumes needed to sustain specialty services in the region.
To prepare for changes implied in ACA, MNM elevated strategies around primary care succession planning and recruitment. A partnership with a local FQHC and an independent community hospital formed a primary care network that acquired HRSA funding to increase access to care and chronic care management programs. This resulted in multiple PCMH designations and increased program development for the diabetic population. The network expanded in 2014 to include an FQHC partner and was awarded a three-year HRSA grant for the development of behavioral services in the primary care setting. An aggressive heart and vascular business plan included regional outreach; exclusive service contracts with community-based hospitals; and a mobile diagnostics van for rural outreach. Key to survival and sustainability is timely access to daily management reports. Aggressive management and operational plans have been developed.
This webinar will focus on strategies that are assuring the sustainability and growth of MNM and that may benefit other communities facing similar challenges.
Target audience: Senior Level Administrators and Directors