NCMGMA News Sponsor

medstaff-ad-2018Twice monthly, NCMGMA News will feature a sponsor on our site. Our sponsors are a vital part of our organization, enabling us to provide the high level of products and services our members have come to expect from NCMGMA.

Our sponsor this period is Medstaff National Medical Staffing.

Learn more about Medstaff by viewing their ad on NCMGMA News and on our website. You can also visit their website at https://www.medstafflt.com/.

NCMGMA Call for Annual Conference Speakers

NCMGMA’s Annual Conference is set for May 8-10 in Wilmington and we are looking for presenters who can speak on an assortment of leadership and management topics. We received such positive reviews from our Fall Conference Peer-to-Peer sessions we’re looking to continue these short-sessions in 2019 in Wilmington.

Please see the list of educational focus areas below. If interested, you can email Melissa@ncmgm.org and provide your topic, a short session description and the time frame you are able to present (15 or 30 minutes). Please let us know of your interest by December 30, 2018.

Educational Focus Areas

  • Operations Management
    • Physician Recruitment
    • Business Intelligence
    • Online Reputation Management
    • Managing Patient Satisfaction
  • HR Management
    • Diversity in Healthcare
    • Winning Unemployment Claims
  • Risk & Compliance Management
    • Compliance Audit
    • Peer Review
    • Disruptive Physician
    • Risk Management
  • Patient Centered Care
    • Deescalating Situations
    • Service Recovery
    • Telemedicine
  • Organizational Governance
    • Running an Effective Meeting

Again, please let us know prior to December 30th of your interest in presenting by sending an email to Melissa@ncmgm.org with the topic, session description and also the time-frame you’d be able to present in (15 or 30 minutes). Once submission closes, your information will be reviewed by the NCMGMA Conference Committee. All interested parties will be contacted no later than January 31st.

ACMPE Program Enhancements Start January 1

Special announcement from MGMA

We are pleased to share with you upcoming enhancements to the ACMPE board certification and Fellowship programs.

In our mission to elevate the ACMPE credentials and secure ACMPE designations that continue to demonstrate value in our ever-changing industry, new program enhancements to the ACMPE board certification and Fellowship programs will take effect Jan. 1, 2019.

After thorough review of our ACMPE programs with current and future medical practice leaders, these updates were unveiled at the 2017 MGMA Annual Conference.

We wanted to remind you of these enhancements by highlighting some of the major changes for each of our programs below. You can also find a full overview of the new qualifications by visiting our 2019 board certification enhancement page or 2019 Fellowship enhancement page.

2019 board certification enhancements:

MGMA is introducing two board certification pathways in 2019 to allow candidates who may not yet meet the educational and experience requirements to enter the program for attaining the Certified Medical Practice Executive (CMPE) credential:

  • Pathway One: Applicants must have two years of healthcare experience, hold a bachelor’s degree or 120 hours of college credit, be a current MGMA member and pay the application fee.
  • Pathway Two: Applicants must be a current MGMA member and pay an application fee to be eligible to take the multiple-choice exam. Upon passing, applicants become “board eligible” as they work toward earning a bachelor’s degree or 120 hours of college credit, as well as obtaining two years of healthcare experience. Once the 120 college credit hours and two years of experience is obtained, they are then eligible to take the scenario-based exam.

The ACMPE board eligible classification allows candidates to enter the board certification program even though they may not yet meet the education or experience requirements. Passing the multiple-choice exam allows candidates to show understanding and knowledge of the principles of medical practice administration.

Both pathways require registering for and passing both the multiple choice and the scenario-based exam, as well as earning continuing education credit hours. All applicants after Jan. 1, 2019, will have three years from application date to complete their exams and earn the requisite continuing education hours to become certified.

Program nominee requirements:

If current nominees do NOT hold a bachelor’s degree or have 120 college credit hours by Dec. 31, 2018 and are not obtaining college credit, they will need to:

  • Have passed both examinations.
  • Log all 50 hours of continuing education (CE) hours under the current CE requirements, starting 30 days prior to their acceptance date by June 30, 2019.

2019 Fellowship enhancements:

Education and experience eligibility: To participate in the Fellowship program candidates must either have a Bachelor’s degree AND seven years of healthcare experience, OR a Master’s degree AND five years of healthcare experience. At least two years of this experience must be in a leadership role.

Volunteer hours: Fellows will be required to complete six volunteer hours to showcase commitment to our industry. These hours must include at least three hours from healthcare related opportunities and the remaining can be from general community service.

Business plans: To ensure Fellows are seen as thought leaders within healthcare organizations, program changes focus on demonstrating the ability to execute on dynamic solutions to business problems. Therefore, the professional paper submission will be phased out and replaced with a submission of an innovative business plan. We believe this move will better support our Fellows to concretely demonstrate practical skills to current and potential employers.

Fellowship deadline: Candidates who enter the Fellowship program in 2019 will have two years from their application date to complete their Fellowship requirements.

Continuing education requirements:

Starting Jan. 1, 2019, maintaining ACMPE credentials – CMPE and Fellow of ACMPE – will require 50 hours of continuing education every three years. Of those 50 hours:

  • 30 hours must come from MGMA national, state or local offerings (12 from live learning, such as face-to-face events, live webinars or live teleconferences). 20 hours must come from qualified sources or MGMA that pertain to the medical practice management field.
  • To maintain Fellowship, we will require six hours of volunteering every three years as well.

The role of certification and Fellowship has always been to distinguish skilled leaders who can solve healthcare’s most pressing business challenges, which is why the Commission firmly believes these new changes will create stronger recognition and demand for our designations in the industry.

As we move forward in implementing these changes, we look forward to your support and thank you for continuing to act as advocates for certification and Fellowship.

If you have any questions at all, please feel free to contact the MGMA certification staff at acmpe@mgma.com or call the service center at 877-275-6462 ext. 1888.

Cyber Survival Guide Webinar is December 17th

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NCMGMA-NCMSF December Lunch & Learn Webinar:
Pings, Penalties & Posts:
A Cyber Survival Guide for the Modern-Day Practitioner

December 17, 2018 | 12:00 PM – 1:00 PM
Sponsored by Medical Mutual

Program

Cybersecurity as a patient safety issue:

  • OCR’s current investigation and enforcement priorities
  • Cyber risk assessment tools and cyber resources
  • NIST’s latest guidance on password advice
  • Current varieties of phishing attacks

Basic steps health care providers and their staff should be taking for good
cyber-hygiene:

  • “Distracted Doctoring” claims
  • Consequences of audio/video recordings in the clinical setting
  • Risks of filing un-redacted proofs of claim in bankruptcy court

Speaker

jason newtonJason Newton, Sr.
Vice President & Associate General Counsel
Medical Mutual Group

Jason graduated from UNC-Chapel Hill and obtained his law degree from Wake Forest University. After a 14-year career in private law practice defending doctors, APPs, and hospitals, Jason came in-house with Medical Mutual – a longstanding client – in 2013.

At Medical Mutual (one of the 15 largest professional liability carriers in the country), Jason oversees the Risk Management and Claims departments in offices in Raleigh, NC, as well as in Philadelphia and Harrisburg, PA. Medical Mutual provides coverage for and/or services claims for nearly 13,000 physicians and over 4,000 CMNs, CRNAs, PAs and NPs in a territory with an infrastructure to accommodate large practice and national alternative risk programs in over 20 states. The claims department handles claims and oversight of outside defense counsel in over 18 states.

Organizations regularly request Jason to speak and he has presented to nearly 5,000 healthcare providers, lawyers, and medical liability industry professionals. He is a Fellow in the Litigation Counsel of America, has received the Presidential Award from the North Carolina Medical Society, and early in his career was recognized among North Carolina’s best lawyers for four years as a “Rising Star” by North Carolina’s Super Lawyers annual publication and for three years as a “Young Gun” in NC Business Magazine’s annual “Legal Elite” edition.

Registration

This webinar is complimentary for NCMGMA members and $50 for non-members. Space is limited so make sure to register early! After you register, you will receive an emailed confirmation with webinar and phone-in instructions.

Continuing education credit may be granted through your professional organization (MGMA, PAHCOM, AHIMA, etc.). Please self-submit for these organizations.

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Questions

For questions or more information please contact the NCMGMA offices at info@ncmgm.org.

When data drives the bus to better health

By Gale Pryor | May 24, 2018

2018 Alliance sponsor article provided courtesy of athenahealth

How can data visibility improve population health?

Consider the state of West Virginia, where more than 11,000 residents are diagnosed with cancer each year, and almost 5,000 die from cancer-related diseases, according to the CDC. And one in eight adults has diabetes, and the state spends $2 billion each year on diabetes care.

What’s needed in the heart of Appalachia is early detection and intervention to treat disease. Yet for patients living in isolated communities with inadequate transportation, routine screenings for treatable diseases may fall by the wayside until it’s too late.

“If you don’t think you have breast cancer, driving to the city to get a mammogram is a tough sell,” says Sarah Chouinard, chief medical officer of Community Care of West Virginia, a federally qualified health center with a network of 49 primary care and school-based clinics, pharmacies, and dental offices across nine counties.

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Bonnie’s Bus is named for Bonnie Wells Wilson, who lived in a region without access to mammography and died of breast cancer.

So Community Care found a way to take healthcare screenings directly to patients — by bus. In a partnership with West Virginia University School of Medicine, the organization operates two mobile health buses to provide breast cancer and diabetic retinopathy screenings where patients live and work in the hollows and hills of the region.

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When data from Community Care’s EHR indicates that mammogram screening rates are low in one of its clinics, Bonnie’s Bus, the mobile mammography unit, sets up in the parking lot to expand capacity. When the rate of use plateaus — from 15 patients per day to one or two — the team knows it has addressed the need at that location for the time being and moves the bus on to the next site.

The results, so far, have been dramatic: Since first hitting the road in 2009, Bonnie’s Bus has provided more than 11,000 mammograms to women over 40 throughout West Virginia and has led to the detection of over 48 cases of breast cancer.

Data to the rescue

Leaders of Community Care, a high performer on the athenahealth network, say data visibility — the ability to track quality measures for patients and performance — ensures the buses show up where they’re needed most. Every provider “has that data at their fingertips,” says Chouinard. “If they have a pause in their day, they can go in [to the EHR] and say, ‘Hey, let’s take a look at our cancer screening lists and see who’s due for services.'”

And, through its patient record sharing service supported by the CommonWell Health and Carequality alliance, Community Care receives results of mobile screenings in near real time. “Now we can access records if a patient has had testing outside our facility,” says Genevieve Larimer, nurse practitioner and EHR project manager for Community Care.

“Patient record sharing gives us the ability to very quickly access that information,” she says, “usually the same or next day after the patient has been seen.”

Even if the patient was seen in a bus on a mountain hours away.

Gale Pryor is senior editor of athenaInsight. This article is an update to content originally published October 20, 2016. Additional reporting by Alison Pereto, staff writer.

Welcome New Members

Our membership continues to grow! Take a look at the list of healthcare professionals and students who have recently joined NCMGMA (October 27th – November 30, 2018):

Active

  • Heather Dillard, Wake Internal Medicine Consultants, Inc., Raleigh, NC
  • Alexandra Meyer, Carolina Spine and Disc Center, Clayton, NC

Affiliate

  • Doral Davis Jacobsen, Prosper Beyond, Inc., Asheville, NC
  • Russell Smith, Gordon Asset Management, LLC, Durham, NC

Corporate Active

  • Stephen Antalek, UNC Physicians Network, Morrisville, NC
  • Stephanie Barber, UNC Physicians, Chapel Hill, NC
  • Mary Bishop, First Health, Pinehurst, NC
  • Lindsay Corbett, UNC Internal Medicine and Pediatrics at Middlesex, Middlesex, NC
  • Jina Eanes, UNC Women’s Health at Eden, Eden, NC
  • Aaron Fisher, UNC Healthcare, Chapel Hill, NC
  • Dayna Fralicker, UNC Health Care, Chapel Hill, NC
  • Carlene Grimes, UNC Health Care, Chapel Hill, NC
  • Calla Gudeman, UNC Healthcare System, Siler City, NC
  • Jennifer Haynes, UNC Orthopedic & Sports Medicine at Eden/UNC Neurosurgery at Eden, Eden, NC
  • Sheila Hemby, Rex Hospital, Raleigh, NC
  • Jason Hester, UNC Health Care, Chapel Hill, NC
  • Aphton Hipps, UNC Physicians Network, Durham, NC
  • Cory Hrvatin, UNC Health Care, Chapel Hill, NC
  • Michelle Mabe, UNC Family Medicine at Eden, Eden, NC
  • Christa Magee, UNCPN, Cary, NC
  • Anthony Parker, UNC Health Care, Chapel Hill, NC
  • Dena Smith, UNC Family Medicine at Goldsboro, Goldsboro, NC
  • Iris Thompson, UNC Physicians Network/UNC Urgent Care West Rockingham, Mayodan, VA
  • Phyllis Warren, UNC Surgical Specialists at Eden, Eden, NC
  • Deanna Zaharick, Digestive Health Specialists, Winston Salem, NC

Corporate Affiliate

  • Meredith Boyette, MSOC Health, Chapel Hill, NC
  • Jordan Massey, MSOC Health, Chapel Hill, NC

Student

  • Maria Durango, UNCC, Gastonia, NC
  • Shayanna Felder, Appalachian State, Archdale, NC
  • Christian Moore, University of North Carolina at Charlotte, Greensboro, NC

Seven Ways to Plan for Succession

2018 Alliance sponsor article provided courtesy of First Citizens Bank

Daily business management is your top concern when you run a company. At some point, though, you may be ready to transition away from the medical group you worked so hard to build.

Maybe you plan to retire, or perhaps sell to a larger group interested in expanding. Regardless of why and how you exit, a carefully executed business succession plan is essential to reach your goals.

If you don’t have a business succession plan in place, you’re not alone. According to studies from the Financial Planning Association and CNBC, most business owners plan to make a handoff of some kind, but only about one-third of businesses have an exit strategy in place.

Read on to learn how to plan for this important undertaking in your company.

Start early. Estimates for the length of time required to put a succession plan in place range from one to five years. Sometimes it takes even longer. Firming up your goals, assembling a team of advisors, making any required changes to your company, and planning your post-sale life all take time.

Set goals. Do you hope to use proceeds from the sale for your retirement? Do you want to continue to work for the group once you hand it off? Another keystone of goal setting is understanding your complete financial needs post-succession. For example, if your medical group is your retirement plan, then you will need to know the minimum sale price to ensure you have enough to support you during your retirement years.

Explore options. Part of your planning should also entail broadening your knowledge of less well-known exit paths. With a full understanding of the range of succession options, you are most likely to find the best option for you. For example, selling to employees via an employee stock ownership plan (ESOP) may offer more tax advantages and could ultimately result in greater proceeds to you than a sale to a third party.

Focus on taxes. Tax planning is an important part of preparing for business succession. In fact, each decision you make along the way will likely have tax implications. With a Wealth Planner involved from the early phases of this process, you can make decisions with the greatest tax-efficiency in mind.

Consider financing. Personnel changes, upgrades to infrastructure and reduction of risk are just some of the undertakings needed to prepare a business for a transition. These changes can help make your business viable without you and more attractive to others. They may also require funding. Consider your funding requirements early in the process so that you have ample time to find the best option.

Value your company. The price your group will fetch can actually differ depending on many factors, including your transition plan. For example, if you sell to a competitor or a financial investor, you may get a higher price than if you sell to an existing employee or family member. The assets you have and the infrastructure you have in place are other factors that can impact your valuation. Consult with your Wealth Advisor and Wealth Planner to determine the path to a realistic price.

Assemble a team. Planning for your exit can be overwhelming, but it doesn’t have to be. Early in the process, it’s recommended that you work with a Wealth Planner or Wealth Advisor. These professionals can help prioritize your goals, educate you on your options and act as a project manager with all your other advisors, such as attorneys or accountants, to shepherd you and your business through an often challenging, but exciting, transition process.

First Citizens can help you plan for your business succession. For more information, contact Andy Shene, Charlotte Metro Area Executive for First Citizens Bank, 704.338.3926. First Citizens Bank. Forever First. ® Member FDIC.

 

NCMGMA Leading the Way and Featured in Association Industry News

Click on the link below to view a recent article featured in the Associations Now Blog which showcased NCMGMA and our Transitional Membership. This membership category was instituted to assist members of our organization when employment, association or affiliation with a medical group or affiliate ceases for any reason. NCMGMA’s leadership is proud this is an opportunity we are able to offer our members when there may be changes happening in one’s career as a way to remain connected to our organization, our membership, and volunteer roles.

https://associationsnow.com/2018/11/keeping-members-transitional-membership/