ACCA
SESSION ABSTRACTS

Just as science has concerned itself with understanding and explaining what had previously been thought to be magic, so must managers concern themselves with understanding the magic that separates winning organizations from the rest. The magic that defines successful organizations lies in the realm of culture. This session will examine the invisible force of organizational culture and recommend strategies for managing this magic.

Evolving Economic Culture Relative to Cardiovascular Programs
Friday, November 10, 2000 3:40 – 4:40 p.m.
Speaker: Walter J. Unger

In today’s environment, the role of a CV service line manager is extremely complex and demanding. Major private sector initiatives are affecting the contours of the way healthcare services are organized, financed and delivered in the U.S. Siginificant changes continue in the Medicare Fee Schedule (MFS) for physician services and the Medicare+Choice program, and compliance programs aimed at preventing Medicare fraud and abuse continue to evolve. The Medicare program, the largest purchaser of CV services in the U.S., is evolving into a cost-conscious buyer of results. Its open ended insurance indemnity program is rapidly disappearing.

• This session will address the impacts of the evolving economic rules affecting CV programs in areas of increased fiscal responsibility, financial risk and compliance obligations.

Evolving the ACCA: An Organization on the Rise
Friday November 10, 2000 4:45 – 5:45 p.m.
Speaker: ACCA Board of Directors

Cardiovascular Medicine in Evolution “Actions Speak Louder Than Numbers on a Page — Evolving Marketing Using Data to Grow the Business
Saturday, November 11, 2000 8:00 – 9:00 a.m.
Speaker: Tina R. Brinton

The late 1980s to mid 1990s were the awakening period for the external effects of published outcomes. The late 1990s saw a movement away from selective contracting in most national markets, changing the need and use for program outcomes. 2000 – the new century arrives and with it the alphabet soup of challenges for hospitals – BBA, APCs – and new uses for operational and clinical data. Driving out unnecessary costs and accurately documenting clinical conditions are two key drivers in today’s business development arena. Gain a working knowledge of:
• Critical outcomes measures necessary for business development
• Decision making structures and levels of authority necessary to act upon the results
• How acting upon outcomes data advances competitive position and financial success
• Resources necessary to create action
• Motivating physicians to change behaviors based on data

Evolving Public Perception: The New Emphasis on Service Quality
Saturday, November 11, 2000 9:10 – 10:10 a.m.
Speaker: Christopher LaCoe, MS,RN,CCRN

Traditionally, the relationships between health care consumers and providers have been one of distance, made through another party, with little or no consumer involvement. Consumer perspectives on quality and patient care have received little attention. Today, consumers of health care are more savvy, assertive and armed with more information than ever before about their health care options. These new consumers demand more control over care decisions, have high expectations of health care providers and if expectations are not met, have the knowledge to take their business elsewhere. This session will examine ways to identify, meet and manage the expectations of the new health care consumer.

Evolving the Cardiovascular Services Model: An Examination of the Fully Integrated Model
Saturday November 11, 2000 11:00 a.m. – 12:00 p.m.
Speaker: Daniel K. Zismer, PhD

Market dynamics, technological advances and clinical program opportunities will drive larger cardiovascular groups and health systems closer together or further apart. Since most physician groups prefer harmonious and productive relationships with hospitals to the alternative, more cardiovascular practices will be examining the “fully integrated” business models. The presentation will examine five years of history with a fully integrated cardiovascular model at the Minneapolis Heart Institute and Abbott Northwestern Hospital. These learnings will be translated to the broader issue of structuring a successful integrated cardiovascular business model. The presentation will address:
• • Rationale for change
  • Business structure
  • Terms of employment and compensation
  • Governance and operations
  • Financial management
  • Physician leadership
  • Creating equity opportunities inside the models
  • Strategy and tactics

  Full integration pros and cons will be examined by comparison with the traditional practice business model.

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