Language and Tools for the Business of Health Care (Non-CME)

Michael T. (Mickey) Harris, MD
Founder, MTH Health, New York

In this session, we will review specific metrics and tools you need to run a profitable medical practice or program and to help manage your accounts receivable. We will learn some of the language common to decision-makers in all industries and remove the mystery from financial concepts, determining whether any business will thrive or fail. Finally, we will go step by step through the development of a simple business plan to help you evaluate the financial viability of a project. This will give you the credibility you need to fund your next great idea and expand your sphere of influence in your institution. 

• Track and interpret critical metrics of medical practice management.
• Define key financial concepts that affect any business, including yours.
• Define fixed and variable costs and the relation between costs, volume, and profit.

Making Better Decisions

Michael T. (Mickey) Harris, MD
Founder, MTH Health, New York

We make thousands of decisions every day. Fortunately, most are automatic and usually work out reasonably well. However, as we make decisions on behalf of an organization, we almost always do so without the necessary process to optimize our chances of a good outcome. Formalizing the decision-making process has led to faster results and better outcomes than any other factor. In this highly interactive workshop, we will apply the tools of decision authority and decision management to real issues facing the participants. We will examine universal barriers to good decision-making and learn specific strategies to overcome each.

• Apply strategies to specific issues facing each participant.
• Apply the decision-authority matrix for organizational decisions.
• Recognize how universal cognitive biases affect our decisions.
• Discuss the rationale and data supporting the use of a formal decision-making process.
• Use strategies to address and overcome common cognitive biases.

Lunch

CEO, Board, and Medical Staff Relations

Todd Linden, MA, FACHE
President, Linden Consulting, Centennial, Colorado

This session will show participants examples of how hospital administrators, boards, and medical providers interact. Best practices and ways to successfully navigate and develop these relations will be discussed. Participants will learn key components of this triad and how to foster each of these components.

• Analyze internal strengths and weaknesses to develop a cohesive plan to maximize interactions among health care administration, boards, and medical staff.
• Use best practices to foster relations among these three groups.
• Review and understand the unique functions of health care administration, boards, and providers.

Adjourn