Saturday, September 27, 2014

Researching New Purchases for the Medical Practice: Use the Exhibit Hall

specialty conferences
For many doctors and practice administrators, the autumn is the time to attend annual specialty conferences and to do research for major business purchases. A carefully planned visit to the exhibit hall, and spending quality time speaking with industry reps will payoff in huge returns once you return to the office. Take the time, however, to prepare ahead of time. This shows you are a serious buyer and you won’t be “sold” so easily.


Major Business Purchases

Managers and owners who face major purchases—like computer systems, medical equipment or a new office building—must take control of the process from the beginning. If you start entertaining vendor reps and reviewing slick promotional literature without doing your homework, you risk falling victim to high-dollar impulse buying. Have a framework in place, and you’ll also be ready to act and follow-up once you get back to the office.

Wednesday, September 17, 2014

Advancing Excellence in Healthcare Quality: 40 Strategies for Improving Patient Outcomes and Providing, Safe, High-Quality Healthcare

Greenbranch Publishing has just published a new book titled "Advancing Excellence in Healthcare Quality: 40 Strategies for Improving Patient Outcomes and Providing, Safe, High-Quality Healthcare" written by Dr. Mary Sue McAslan, Pharm.D.

The book's intention is to "enhance quality, reduce readmissions, decrease errors, improve disease prevention, and cut healthcare costs" through providing 40 practical and easy-to-implement strategies.

The book's foreword, written by David Nash, MD, MBA and Founding Dean of The Thomas Jefferson School of Population Health, accurately describes the book's content, message, style and effectiveness:

Thursday, September 11, 2014

Practical Rules for Physician Employment Agreements

Physician Employment AgreementRecruiting a new physician requires a lot of hard work for sure. But it's an exciting and rewarding process, too. In the midst of all the activity and thrill, however, some little details sometimes fall by the way. Neglecting the little things can come back to bite you later - especially if the relationship ends badly.

The chief document outlining your agreement remains the employment contract. But it often lacks details regarding who is responsible for purchasing professional liability insurance - especially regarding prior acts (or "nose") coverage and extended reporting period (or "tail") coverage.

Friday, September 5, 2014

Tuesday, September 2, 2014

Best Practices for Working with Governing Boards

working with governing boardsFor years, hospitals have reaped the benefits of diversity when recruiting directors for their governing boards. Each member of a well-balanced board brings his or her unique contribution— social and political connections or business experience and expertise. Sometimes the organization goes so far as to recruit “c-suite” leaders from this rich resource.

But there are limits to the number of board members and senior executives for even the largest healthcare entities. As healthcare continues to become more and more complex, many hospitals long for an even broader range of expertise among their leaders. Creative leaders have man- aged to augment their knowledge base by creating advisory teams in addition to administration and boards of directors.

Some organizations form task forces or special committees for specific projects—like facility design and expansion or reworking a strategic plan. Others maintain a special advisory board that meets four to six times per year for highly focused sessions on just one or two strategic issues each time.

Does your group practice suffer from intellectual inbreeding? When your idea “gene pool” remains closed to outside influence, you risk making the same mistakes over and over. Problems become “unsolvable” because you’ve tried every- thing you can think of—to no avail.

Practices usually rely on outside sources for fresh ideas—seminars, publications, professional advisors and consultants, and even casual conversations with peers in the surgery lounge. All of these are valuable, but here’s an idea that will really get you thinking outside the box: How about forming a practice advisory board?

You would start by identifying several business leaders in your community, each of whom could bring a different professional or business angle to the discussion. Attorneys, accountants, hospital administrators, real estate brokers, financial advisors, retail store managers, politicians, bankers, and religious leaders—any successful leader in the community may qualify. But why would any of them want to participate and help you out? You might be surprised.