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CONCURRENT SESSIONS
Friday, Oct. 3  | Saturday, Oct. 4 | Sunday, Oct. 5

 

 

SUNDAY, OCT. 5

9:15-10:15 A.M.

 

SU-01

Hospital System Issues That Create Emergency Medicine Malpractice

Even the best emergency care provider can be hampered from providing optimum care because of common systemic issues in triage policies, use of per diem or seasonal personnel, overcrowding and boarding of admitted patients in the ED, lack of resident supervision, inter-hospital transfers, record keeping and retrieval systems, sign-out procedures, follow-up of abnormal lab and radiology results, lack of on-call specialists and real-time radiology reading. This session uses actual malpractice cases to illustrate common problems and recommends solutions.

Objectives: Recognize areas in emergency care that are at high risk for failure, leading to emergency malpractice claims. Understand best practices for documentation of care, inter-hospital transfer arrangements, radiology result reporting, lab result reporting, and supervision of mid-level providers and residents. Devise strategies to deal with problems related to on-call specialty coverage, overcrowding, boarding of admitted patients, delays in provision of care and obtaining follow-up care.

Diane Sixsmith, MD, MPH, FACEP

New York Hospital Queens, New York

 

SU-02

Key Elements, Stakeholders and Responsibilities in an ERM Plan

The healthcare risk management professional is well-versed in the development of a risk management program and plan documentation, but how to take it to the next level – making the plan responsible for organization-wide enterprise risk – is a challenge. This session highlights the steps and timeline for developing a healthcare ERM program and well-documented plan.

Objectives: Understand the difference in program/plan design necessitated by adopting an enterprise approach. Differentiate key stakeholders in conventional risk management and ERM. Clearly identify roles and responsibilities for an ERM program.

Roberta Carroll, RN, ARM, MBA, CPCU, CPHQ, LHRM, HEM, DFASHRM, CPHRM

Aon Healthcare, Tampa, FL

Peggy Nakamura, RN, MBA, JD, DFASHRM, CPHRM

Adventist Health, Roseville, CA

 

SU-03

Crisis Leadership Through Influence: A Case Study

This session looks at a case study involving a risk management response to a crisis. Using a panel discussion format, the speakers discuss leadership techniques for risk management professionals that can contribute to the resolution of such a crisis, as well as assist risk management professionals in their daily activities.

Objectives: Formulate strategies for maintaining the organization’s mission while focusing on both the patient and the organization. Build communication skills needed to affect a positive rapport with a variety of team members during a crisis. Describe approaches to influence organization of a team in time of crisis, such as agenda setting, role modeling, empowerment and flexibility.

Paul English Smith, BA, JD, FASHRM, CPHRM

Cabell Huntington Hospital, Huntington, WV

Wilma Acosta, RN, BS, CHC

LifePath Hospice and Palliative Care Inc., Temple Terrace, FL

Timothy W. Cummings, CPCU, Six Sigma
Managing Partner, Blue Ridge Risk Services, Davidson, NC

Dan Groszkruger, JD, MPH, DFASHRM, CPHRM
Tri-City Medical Center, Oceanside, CA

 

SU-04

Regulatory and Legal Issues in Urgent Care

This session focuses on regulatory and risk issues associated with the operation of urgent care services licensed through hospitals and through free-standing facilities. Discussion includes effective tools for managing medical record documentation, staff education, assessment of quality issues and managing the environment of care.

Objectives: Identify regulatory and risk issues that apply to urgent care. Identify risk reduction strategies to decrease claims.

F. Annette Vince, RN, BSN, MBA, CPHRM

Northwest Medical Center, Tucson, AZ

Kari Zangerli, JD

Campbell Yost Clare and Norell, Phoenix

 

SU-05

Patient Falls: Where Safety, Quality, Service, Risk and Reimbursement Collide

Falls cause serious harm to patients and are a serious reimbursement issue for hospitals. At Unity Health System, an integrated approach led to an intervention that works: Using data from an electronic event management system, two nursing units were found to have a large number of falls. An interdisciplinary team reviewed the data and applied Unity’s Collaborative Harm Reduction Model (CHaRM) that reduced falls and improved patient satisfaction scores. The ability to have near-real time data helped foster collaboration that made marked improvement in this problem area.

Objectives: Describe strategies to reduce patient falls. Identify how patient satisfaction is related to falls prevention interventions. Apply Unity’s model, which incorporates near-real time data collection and analysis to create and sustain change.
Candace Smith, MPA, RN

Unity Health System, Rochester, NY
Maryann Cropo, RN, MS, CNA

 

SU-06

Using Rounds To Strengthen Patient-Caregiver Relationship and Reduce Risk

Many caregivers find they have less time to spend with patients, limited opportunity for communication, and must focus on the illness rather than the whole person. Schwartz Center Rounds is a forum for multidisciplinary caregivers to discuss social-emotional patient care. Participants learn about the benefits of this relationship-centered, cost-effective program, participate in a mock rounds session and see how rounds can affect caregivers. In addition, participants gain insight into how rounds can improve interdisciplinary communication and potentially reduce risk.

Objectives: Value the importance of discussing social-emotional challenges that arise in patient care. Recognize the importance of relationship/patient-centered healthcare. Apply Schwartz Center Rounds as a model for improving compassionate care and communication.

Julie Rosen

The Kenneth B. Schwartz Center, Boston

Jon DuBois, MD

Emerson Hospital, Concord, MA

 

SU-07

Understanding Owner-Controlled Insurance Programs

The session introduces the concept of an owner-controlled insurance program (OCIP) and its application on major construction projects, the advantages and disadvantages of the OCIP approach versus the traditional approach to construction risk management, and the process of implementing an OCIP and the potential cost savings to the project owner. Participants also receive additional construction risk management resources.

Objectives: Understand the concept of an owner-controlled insurance program and its application as part of the overall risk management strategy for major construction projects. Communicate advantages, disadvantages and cost benefits of the owner controlled insurance program approach to others within their organization. Lead the evaluation and implementation of a owner-controlled insurance program from pre-construction design and services, the construction phase, to post construction close out and occupancy.

Jim Castle

Alliant Insurance Services Inc., San Diego

 

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