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Spring Conference Speakers
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2017 Spring Conference Speakers


Creating a "Just" Culture

  • Kathy Wire, Center for Patient Safety
  • Balancing human and system accountability is a hot topic in today’s medical industry and is commonly referred to as a “just” culture.  Though there are specific “brands” of just culture training, generically it is a framework that allows for open reporting of adverse events and risky situations while holding people and organizations accountable in a just manner. It provides an investigative and evaluative pathway that helps providers identify system issues and distinguish those from staff choices. It then provides guidelines on how to treat those choices after distinguishing mistakes from at risk and reckless behavior.  The program will include examples and a worksheet to use in evaluating their own environment.

  • Learning Objectives:
    • Attendees will be able to compare their current responses to events into responses under an accountable culture.
    • Attendees will be able to develop practices and procedures to implement an accountable culture in their organization.
    • Attendees will be able to integrate just/accountable culture into their leadership and management processes.

  • Participants will leave understanding accountable “just” culture concepts and be able to evaluate their organization’s environment with keys to changing the culture and steps forward to creating a “just” culture.

Kathy Wire (JD, MBA, CPHRM, FASHRM, CPPS) has been providing risk and safety consulting to the healthcare community for more than 30 years.  An attorney, she developed the risk management program for a large teaching hospital and led risk and claims functions for Midwest regional health systems for more than 20 years.  She currently manages Long-Term Care programs for the Center for Patient Safety and is a certified civil mediator and Just Culture trainer, a Certified Professional in Healthcare Risk Management and a Certified Professional in Patient Safety.  

 

Leading Through Change

  • Ali Kosydor, Director of Operations Strategy, SLUCare Physician Group
  • Today’s healthcare leaders are demonstrating a new focus in managing the uncertainty associated with healthcare reform. In a time of transformational change in healthcare, leaders must evolve with this change to ensure a culture of innovation, transparency and patient centricity.  Participants in this session will hear how SLUCare Physician Group is leading through change in three key areas.
  • Learning Objectives
    • Improving transparency of clinical and financial performance 
    • Championing physician support of clinical quality initiatives
    • Engaging physicians and staff in care redesign
  • Participants in this session will leave with key strategic measures they can utilize to become a change agent in their organization.

As Director of Operations Strategy, Ali Kosydor provides strategic leadership and performance improvement plans for operations, program development, staffing requirements, productivity, and compensation plan development within the health system. 

Ms. Kosydor joined SLUCare Physician Group in 2016 after a career in consulting. As a managing consultant, Ms. Kosydor worked with many of the nation’s premier academic medical centers to implement large-scale performance improvement plans such as physician practice integration, operational restructuring, provider effort reporting and compensation planning, financial management and budgeting, revenue cycle redesign, and improvement in organizational productivity. Ms. Kosydor worked with health system leaders, both academic and non-academic, as they prepare their organizations for healthcare reform and a changing healthcare market.

Ms. Kosydor, who holds a bachelor’s degree from University of Missouri and a master’s degree in health administration from Webster University, works closely with executive and physician leaders to advance the delivery of clinical care throughout SLUCare. 


Improvement Priorities in Bite Sized Pieces: The Rapid Improvement Event

  • Mark Harris, BJC Medical Group
  • Have you ever been stuck on where to begin improving processes and gaining efficiency in your physician practice?  Have you ever tried something so monumental that the results take too long to show up (if at all)?  Do you have problems with gaining the acceptance of the providers and staff?  Well then the Rapid Improvement Event is the tool for you!  Mark Harris from the BJC Medical Group has been running these events since 2006 with success in positioning physician offices for effective changes to their everyday activities as they seek to be more flexible and competitive in this ever changing healthcare environment.
  • Learning Objectives:
    • Understand the concept of a Rapid Improvement Event
    • Prioritize where to begin your journey to continuous improvement
    • Plan for an event of your own with the help of the providers and staff at your practice
  • Attendees will be given a detailed map on how to begin their journey to improving workflow and efficiency in their individual physician practice.  Learning from the successes (and failures) of an organization 10 years into a culture of continuous improvement should help jump start your own organization into sustaining gains that will keep you competitive.

Mark Harris has been employed by the BJC Medical Group since 2000.  As a data analyst, he quickly grew tired of providing information to leaders who struggled to impact lasting change in the organization (all data, little analysis).  In 2006, Mark became certified in Lean Six Sigma through the Advanced Manufacturing and Specialist Training Program offered by Missouri Enterprise.  Since then, he has worked on improving processes in physician practices, billing offices and hospital ambulatory settings throughout the BJC system.  He was instrumental in the BJC Medical Group’s transition into its first electronic health record in 2006, and is now helping to move the BJC system into an integrated EHR that will connect all hospital and ambulatory services for the 12 hospital system.

 

MACRA Update

  • Marian Lowe, United Surgical Partners International (USPI)
  • This session will provide a general overview of the new requirements for physician participation in the CMS Quality Payment Program under MACRA. Understanding the 4 pillars of measurement under MACRA: quality, cost, resource use, and EHR utilization, how those requirements relate to the historical CMS requirements prior to 2017 will be explained in detail. The session will also cover how provider performance will be scored and payments affected based on their engagement in alternative payment models like ACOs and bundled payments.

  • Learning Objectives:
    • Understand the measures required for reporting to CMS beginning in 2017
    • Learn how measures are reported to CMS through various mechanisms like EHRs, registries, and claims.
    • Understand how performance will be evaluated by CMS and payments adjusted to reflect scores beginning in 2019.

  • Participants in this session will leave with a solid baseline of knowledge about the 2017 CMS Quality Payment Program. The session will provide a foundation for participants to be able to effectively communicate with their physicians, administrators, and vendors to ensure successful participation in 2017.

Marian Lowe is the Senior Vice President of Strategy at United Surgical Partners International (USPI) with responsibility for overall strategy for the company. In her former role as the Senior Vice President of Payer and Employer Strategies, she was responsible for the development and deployment of reform-based strategies to approach payers, employers and third parties to drive profitable business to USPI facilities. Marian joined USPI from Strategic Health Care, a healthcare consulting company in Washington DC, where she advised major health systems and ambulatory providers on emerging payment models. 
 
Prior to Strategic Health Care, Marian worked with the Medicare Payment Advisory Commission, a federal advisory agency, where she gained extensive experience in payment policy and reform during the period in which Medicare implemented many of the current prospective payment systems. Earlier in her career, she directed workforce policy for the American Hospital Association’s nurse executive subsidiary, served as the executive director of the California affiliate of the American Nurses Association, and consulted with professional associations and hospitals for a boutique healthcare consulting firm in Washington, DC.
 
Marian began serving as the USPI representative on the SLPA Board of Managers in July 2014 and has been instrumental in the formation of SLPA ACO, LLC and the application to CMS for the Medicare Shared Savings Program.

Using Disruption to Improve Performance

  • Kathie Huttegger, FACMPE, Lifestyle Leadership
  • The healthcare industry in America is one of the most complex systems in the history of civilizations.  Complexities continue to pervade every aspect of the day in the life of a leader trying to create lasting change.  An organization is made of three major components:  Resources, Processes, and Culture; as a leader tries to bring those components into alignment, disconnects rather than synchronous performance result when a leader tries to bring those components into alignment.   Studies show that employee performance (hence organizational performance) is often traced directly to those points of disconnect.  This presentation is designed to help us transform disruptions into opportunities to improve individual and organizational performance.
  • Learning Objectives:
    • How to see disruptions as an opportunity to improve performance
    • Develop methods for seizing opportunities 
    • Create a framework for improved performance
  • Participants can expect to leave more empowered to manage disruptions and seize opportunities for performance improvement. 

Kathie is a speaker and educator currently helping to train future healthcare leaders in graduate and undergraduate programs at Maryville University, University of Phoenix, and Southern New Hampshire University.  With a background in healthcare administration covering physician and hospital segments she has helped organizations create lasting change through leadership in strategic planning, operational oversight and financial management.  Kathie has been actively involved in MGMA at the local, state and national levels for many years.   

 

HR Metrics –  Essential Tools and Practices to Measure and Manage

  • Curtis Mayse, FACMPE, CliftonLarsonAllen
  • This session will address common perspectives in practice management for managing employees with metrics, evaluation tools and employee engagement processes
  • Learning Objectives:
    • Understand common HR metrics
    • Review essential HR practices for effectively managing employees in today’s medical practice 
    • Engaging physicians and other leaders of the practice
  • Knowing if a practice is staffed properly is always an essential barometer of success for any physician practice.  Have too few employees and turnover will surely follow; have too many employees and physicians will most likely complain about the costs – what is the right amount and is the staffing ratio ever perfect for your practice?  These and other essential questions will be addressed in this session. 

Curtis is a health care principal at CliftonLarsonAllen serving exclusively health care clients. He has served a wide variety of clients throughout the country, including medical groups, ambulatory surgery centers, senior living facilities, and community hospitals focusing mainly on the physician and provider aspects.  His experience specializing in physician strategy, practice assessments, and revenue cycle improvement projects provide him with the skills necessary to evaluate and resolve the complex strategic, financial, operational, and technological issues facing healthcare organizations today.   

 

Operationalizing MACRA – Getting It Done (Interactive Session)

  • Marian Lowe, United Surgical Partners International (USPI)
  • Karissa Miller, St. Anthony's MedicalCenter
  • Debbie Young, Signature Medical Group
  • “It’s Here”-  MACRA, that is!   You have heard about it and probably attended at least one educational session on this.  However, now you are faced with working with your providers to determine the level of participation for your practice, and then making it happen.  This session focuses on the nuts and bolts of how to operationalize MACRA in your practice.  Our panelists will address each of the MIPS components and provide ideas and best practices for implementing them.  Attendees are invited to participate in an interactive session with our panelists who bring different experiences to the discussion.
  • Learning Objectives:
    • Learn about the details of each of the measures required for reporting in 2017 and where to find them on the CMS website
    • Develop a strategy for determining which approach and measures are best for your organization
    • Identify steps necessary to move forward
  • Participants in this session will walk away with a more detailed understanding of considerations associated with operationalizing the CMS Quality Payment Program in their practices, as well as a list of resources to support them in the implementation process.

Marian Lowe is the Senior Vice President of Strategy at United Surgical Partners International (USPI) with responsibility for overall strategy for the company. In her former role as the Senior Vice President of Payer and Employer Strategies, she was responsible for the development and deployment of reform-based strategies to approach payers, employers and third parties to drive profitable business to USPI facilities. Marian joined USPI from Strategic Health Care, a healthcare consulting company in Washington DC, where she advised major health systems and ambulatory providers on emerging payment models.  

Prior to Strategic Health Care, Marian worked with the Medicare Payment Advisory Commission, a federal advisory agency, where she gained extensive experience in payment policy and reform during the period in which Medicare implemented many of the current prospective payment systems. Earlier in her career, she directed workforce policy for the American Hospital Association’s nurse executive subsidiary, served as the executive director of the California affiliate of the American Nurses Association, and consulted with professional associations and hospitals for a boutique healthcare consulting firm in Washington, DC. 

Marian began serving as the USPI representative on the SLPA Board of Managers in July 2014 and has been instrumental in the formation of SLPA ACO, LLC and the application to CMS for the Medicare Shared Savings Program.

Karissa Miller is the IS Director of Ambulatory Informatics for St. Anthony’s Medical Center. Karissa has spent the last several years over-seeing the EMR team for the Multi-Specialty, 120+ provider Physician Organization.  Key focuses and expertise include improving application features, training  and analytics in support of key organizational initiatives such as Meaningful Use, PQRS, ACO Participation, and EMR conversions.  Karissa is proficient in performing in depth analysis of workflows, data collection, report details, and other application issues associated with the use of EMR software.  She has led the Meaningful Use Project since 2011 and continues to organize and mitigate the organization through each stage, including the newest regulatory program of MACRA/MIPS.  She obtained a Bachelor of Science in Business/Communications from Arizona State University, and received an MBA from the University of Missouri St. Louis.  Karissa was recently named to the St. Louis Business Journal’s 40 under 40 Class of 2017. 

Debbie Young is the IT Project Manager at Signature Medical Group where she oversees multiple quality and outcomes initiatives, including Meaningful Use, PQRS, Merit-based Incentive Payment System, CPC+ and surgical outcomes studies. During her time at Signature Medical Group, Debbie has implemented EMRs at twelve clinics, including workflow analysis, training and ongoing support.  She managed a number of IT and operational projects, including the ICD10 transition, billing compliance audits, etc.  Debbie’s IT and project management experience and expertise is complimented by her extensive practice management experience in a variety of medical specialties.  She received her Bachelor of Science and Business Administration in Marketing, as well as her MBA at St. Louis University.

 
Contact:

MGMA of Greater St. Louis
314-499-9344
PO Box 16012, St. Louis, MO 63105