Health Care Advisory Board

241 Pages·2004·3.33 MB·English

Health Care Advisory Board
Competing for Talent
Recovering America’s Hospital Workforce
© 2002 The Advisory Board Company (cid:127) Washington, D.C.
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An Overview of Programs and Services
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© 2002 The Advisory Board Company
Advisory Board
Health Care Advisory Board
Serving the CEOs, boards, and senior executives of
leading hospitals and health systems. Research focuses
principally on business and economic issues—health
system strategies, revenues, costs, governance, and
hospital operations.
Marketing and Planning
Nursing Executive Center
Leadership Council
Serving senior nursing leaders in
their larger capacity as institutional Serving marketing and planning
executives. Research focuses on executives of leading hospitals and
matters of managing the hospital’s health systems. Research focuses on
most signifi cant body of labor— best (and worst) practices in health
recruitment and retention, quality, care marketing and planning, as
productivity, and cost. well as supporting the marketing

department in its own research.
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© 2002 The Advisory Board Company
Membership Offerings
Clinical Advisory Board
Serving clinical leaders—chief operating offi cers, chief
medical offi cers, and medical staff leaders. Research
focuses on new and best demonstrated practices as well as
emerging technologies for improving clinical quality and
reducing clinical cost throughout the enterprise.
Cardiovascular Roundtable Oncology Roundtable
Serving the clinical and administrative Serving the clinical and administrative
leadership of preeminent cardiac leadership of preeminent cancer
programs. Research focuses on centers. Research focuses on frontier
frontier practice for improving practice for improving fi nancial
fi nancial performance, elevating care performance, elevating care quality,
quality, and enhancing patient and enhancing patient services.
services.
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© 2002 The Advisory Board Company
The H Works Extension
*
Isolating Discrete Ideas for “Installation”
Advisory Board Service H*Works Extension
Best-Practice Research and Education Customized Implementation
Top 25% Ideas
Implementation
Support
Practice
Customization
Project
Launch
Disseminating
Best Practice
Benchmarking
Performance Ongoing
Prioritizing
Tracking
the Reform
Agenda Implementation
Planning
Task Force
Assignment
Ongoing
Education
and Support
Enfranchising
Introducing Hospital Staff
Best Practice
Together, Remaking Hospitals to Highest Standard
H Works’ purpose is to pick up where the Advisory Board leaves off—actual, hands-on
*
execution. H*Works collaborates actively with hospitals and health systems to implement
new technology, management strategies, and clinical practices in client organizations.
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© 2002 The Advisory Board Company
From Research to Implementation
Current H Works Engagements
*
Workforce Management
I II
Retaining a Premier Nurse Workforce Recruiting Top-Tier Hospital Talent
Full Management Response Plan to the Overwhelming the Vacancy and Future Supply
Nursing Shortage—strategy, tactics, Problems —recruiting high-quality hospital staff
mobilized campaign to increase nurse through aggressive candidate sourcing, radical
retention and satisfaction streamlining of the recruitment process,
intensive marketing of job offers, and
streamlined onboarding of new hires
Clinical Operations and Service Line Management
III IV
Emergency Department Reform Surgery Throughput and Profi tability
Radical ER Reengineering—reduced wait times, Optimum Surgery Management—maximized
increased velocity, increased patient throughput, OR capacity, maximum utilization, increased
increased speed of inpatient hospitalization physician satisfaction, increased hospital revenues,
increased employee satisfaction
V VI
Cardiac Service Line Management Capacity Management and Patient Throughput
Optimum Financial Performance and Operating Managing Capacity Constraints to Effective Patient
Effi ciency—maximized revenue capture for Throughput—reduced patient fl ow bottlenecks,
delivered cardiac services, reduced costs for barriers to effi cient throughput; streamlined
mainstay therapies through optimized supply admitting, discharge; optimized resource allocation;
and device contracting, rationalized inventory identifi ed links between capacity, throughput,
management, reengineered scheduling, and profi table growth
procedure turnaround processes
Finance and Revenue Management
VII VIII
Revenue Capture Financial Management Intensives
National-Class Revenue Capture System— #1—Point-of-Service Cash Collection
best practice across the revenue cycle including Rapid implementation of best practices to
patient access, documentation, charge capture, optimize front-end collection of patient copays
billing, collections, denials management, and self-pay balances
contract management, and payment validation
#2—Cash Acceleration
Accelerated resolution of aged accounts
receivable balances through training and
management of a hospital-staffed cash
acceleration team
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© 2002 The Advisory Board Company
Adding a Pillar to Our Work
1986 1999 2002
Advisory Board Advisory Board Advisory Board
Membership Programs Best-Practice Installation Academies
(cid:1) Best Practice Research (cid:1) Performance Analysis (cid:1) Leadership Skills Education
and Diagnosis
(cid:1) Best Practice Education (cid:1) Business and Operational
(cid:1) Implementation Support Skills Education
and Ongoing Tracking
Extending the Teaching Enterprise
Since 1986, the Advisory Board’s work has centered principally on best practices research
and education—on identifying the best ideas, critiquing the conventional wisdom, and
communicating those insights with clarity to senior health care executives. While teaching
best practices has served—and we think will continue to serve—members well into the
future, increasingly members express frustration with their inability to introduce best
practices into their organizations, citing a growing shortage of leadership and management
skills in their ranks.
To help members address this problem, the Advisory Board is launching a new education
initiative—the Advisory Board Academies—dedicated to developing leadership, business,
and operations skills within the management and staff ranks of hospitals and health
systems. The fi rst of these Academies, the Nursing Leadership Academy, focuses on
elevating the performance of nursing leaders at all levels of the organization.
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© 2002 The Advisory Board Company
The Nursing Leadership Academy
Accelerating the Development of America’s Nursing Leaders
Assessing Leadership Capital Baseline Leadership Audit
As a fi rst step to building education plans, • 360-Degree Assessment Tools
institutions conduct leadership capital audits • “Leadership Capital” Report for Senior
with results delivered in individual assessment Management
reports and in a summary report describing • National Benchmarking
the entire leadership team. • Individual Skills Assessments
Annual Academy Intensive
• Two-Day Leadership “Boot Camp”
• Academy Faculty
• MBA-Style Case Studies
• Individual Development Plans
Nursing Leadership Education
Each partner launches its on-site university
Semester Curriculum
program with an annual two-day leadership
retreat for the entire nursing leadership team, • Leadership, Business, and Operations Skills
where every manager completes an individual • Classroom Series and Independent Study
development plan. This is followed by a regular (cid:31) • Hospital Faculty
schedule of retreats, classes, and independent • Watergate Training for Hospital Faculty
study deploying national curricula and taught by
hospital and Academy faculty.
Acceleration Series
• Accelerated Teaching for Managers
• Quarterly Retreats
• Academy Faculty
• Semester Curriculum
Leadership Performance Audit
• Testing Leadership Competencies
Recognizing Leadership Excellence • Mentor Toolkit and Evaluation Tools
Informed by Academy tools measuring leaders’ • Tracking Skills Application
use of new skills and performance against • Annual Leadership Capital Audit
development objectives, partner hospitals
administer an Academy-designed award
Hospital Award Program
program. Department-wide leadership capital
audit allows hospitals to benchmark • Mastery of Key Competencies
performance across time. • Performance Improvement
• Progress Toward Developmental Goals
• Leadership Excellence Awards
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© 2002 The Advisory Board Company
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© 2002 The Advisory Board Company