Quarterly Meeting Hospital Politics 2012 with Partick Lynch

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Hospital Politics 2012

How to survive in the dog-eat-dog world of hospital politics

Patrick K. Lynch, CCE, CBET

In this presentation, I will discuss my experience and knowledge about the political climate in hospitals today. Specifically, we will discuss the view of the world from the perspective of 5 departments, all of whom out-power the biomedical department. All of these departments will overpower Biomed in a battle of shear strength and influence. I encourage all Biomeds based in hospitals to get to know the way these departments operate, and develop ways of dealing with them that accomplishes our goals, while not offending these powerful departments. The departments to be covered are Administration, Accounting, Human Resources, IT, and Materials Management.

This presentation is very interactive and loaded with various “Top 10” lists to aid in your accomplishment of daily goals. Bring your own experiences, because user input is desired.







About Pat Lynch:




Patrick Lynchis an experienced biomedical manager with formal training as a technician, engineer, and in business management (at the graduate level). He has worked exclusively in healthcare since 1975. And has managed clinical engineering and biomedical departments since 1979.

Presently, he is with Global Medical Imaging, an ultrasound sales, training, parts, and service company in Charlotte, where his full-time job is to support the development of the biomedical profession throughout the country. This is accomplished through no-charge advice, consulting, frequent educational presentations and the active creation and development of local biomedical associations.

Professionally, he was the first president of the North Carolina Biomedical Association in 1980/81 and the Chairman of the Board of Examiners for Biomedical Equipment Technicians for 6 years.

Patrick remains active in the profession, as a member of over 35 Biomedical associations in the US, and a Board Member or advisor to many of them (NC, Alabama, Utah, Virginia, and Ohio) Pat is a regular contributor to Tech Nation Magazine, BI&T, TechNation and Biomedtalk listservs.

Pat is married, living happily in Fort Mill, South Carolina with his wife, and near their 3 children and 4 grandchildren. He may be reached at plynch@gmi3.com.

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  • Operating and Capital budgets are different.FTE’s should be as low as possible. They matter. Why?Overtime – keep to zero if possible.
  • Quarterly Meeting Hospital Politics 2012 with Partick Lynch

    1. 1. Politics 2012 Patrick K. Lynch, CBET, CCE BMET, Engineer, Writer, Educator, Organizer, Activist, Chief Do-Gooder Global Medical Imaging (GMI) Charlotte, NC ICIS February 2, 2012 1
    2. 2.  CCE 37 years in Biomed 1st Pres of NCBA Active in certification of BMETs and CEs Member of all Biomed Associations Managed large in-house, ISO and corporate Biomeds Currently, works for GMI is sales development, who sponsors my activities. Visit my blog at http://gmi3.com/blog 2
    3. 3. Acctg 3
    4. 4. 4
    5. 5. A Brief Story . . . 5
    6. 6. 6
    7. 7. 7
    8. 8. 8
    9. 9. 9
    10. 10. There are some other vital departments (other than our customers) They are bigger, They are more powerful, They think that hospitals revolve solely around them, Their priorities are not ours, They do not understand the realities of HTM. 10
    11. 11. Specific DepartmentsAccountingAdministrationHuman ResourcesITMaterials Management 11
    12. 12. There are some other vital departments (other than our customers) They are bigger, They are more powerful, They think that hospitals revolve solely around them, Their priorities are not ours, They do not understand the realities of HTM. 12
    13. 13. Let’s examine their Functions Activities View of the world Interactions with HTMAnd . . . . 13
    14. 14. Let’s develop strategies for succeeding by framing our needs in ways that further their goals. 14
    15. 15. Accounting Materials AdministrationManagement Human IT Resources 15
    16. 16. Accounting 2011 Patrick Lynch and GMI blog - http://gmi3.com/blog 16
    17. 17. Definition The development and use of a system for recording and analyzing the financial transactions of a business or other organization. Wiktionary 2011 Patrick Lynch and GMI blog - http://gmi3.com/blog 17
    18. 18. How they see the world . . . 18
    19. 19. How they see the world . . . Add photo here 19
    20. 20. Major Functions Payroll Accounts Receivable Accounts Payable Budgeting Financial Statements 2011 Patrick Lynch and GMI blog - http://gmi3.com/blog 20
    21. 21. Areas where Biomed mayinteract with Accounting Operating Budgeting Capital Budget Monthly explanation of budget deviations FTE numbers Overtime Centralized vs. Consolidated budget for equipment maintenance Ways to chargeback equipment costs 2011 Patrick Lynch and GMI blog - http://gmi3.com/blog 21
    22. 22. 10 things every Accounting Directorneeds to know about Biomed1. Monthly budgets can vary widely, especially is it only represents a small part of the hospital equipment.2. We need to control outside service providers. In order to do that, we must control the dollars that are paid to them.3. Biomed must have a unified budget which includes all maintenance coasts for all medical equipment, including laboratory and radiology and radiation therapy.4. Training and travel can be as much as 5% of the total annual budget.5. Training and Travel for Biomed is different than for everyone else in the hospital. 2011 Patrick Lynch and GMI blog - http://gmi3.com/blog 22
    23. 23. 10 things every Accounting Directorneeds to know about Biomed6. We are the least costly maintainers of medical equipment on the planet.7. Overtime is the norm. For general Biomed, 10%. For Imaging engineers - 15%.8. Biomed must be able to stop payment for capital purchases if we do not certify that the purchase order is not fulfilled to our definition.9. We are 110% for the hospital.10.Unlike most other departments, Biomed is ready, willing and able to go above and beyond its core mission to help the hospital. 2011 Patrick Lynch and GMI blog - http://gmi3.com/blog 23
    24. 24. Strategies Know your budget inside out Have emergency plans for additional ways to save the hospital money. Make friends with the person in acctg who services your department Discuss BEFOREHAND needs, strategies, etc. Carve out Biomed Training and Travel to be separate from the rest of the hospital/ 2011 Patrick Lynch and GMI blog - http://gmi3.com/blog 24
    25. 25. Administration 2011 PKL, GMI blog at http://gmi3.com/blog 25
    26. 26. 26
    27. 27. Definition Hospital administration is a phrase used to describe those professionals who are a part of upper management in organized hospitals. The hospital administration provides leadership and strategic directions within the organization to insure continuity and targeted growth over time. Job titles for individuals in these roles include Administrator, Director, Executive Director, Chief Operating Officer, Chief Executive Officer, Chief Information Officer, Chief Nursing Officer, as well as Vice Presidents. 2011 PKL, GMI blog at http://gmi3.com/blog 27
    28. 28. How they see the world. . . 28
    29. 29. How they see the world. . . 29
    30. 30. Functions of Administration Daily Operations Growth Attracting Physicians Attracting Patients Financial Management Attracting Nurses Provision of physical space to provide services Watching competition and planning accordingly Maintaining knowledge of federal and state regulations Selecting programs which the hospital can deliver and earn a profit on. 2011 PKL, GMI blog at http://gmi3.com/blog 30
    31. 31. Areas which Biomed may dealwith Administration Report to a VP in Administration Budgets - preliminary approval Capital Equipment Departmental Expansion / Hiring Regulatory Compliance Equipment installation 2011 PKL, GMI blog at http://gmi3.com/blog 31
    32. 32. 10 things every CEO/COO/CIO/VP needs toknow about Biomed1. We are the least costly maintainers of medical equipment on the planet.2. Job Satisfaction for our highly technical people is primarily met by technical training and a sense of accomplishment.3. Training and Travel for Biomed is different than for everyone else in the hospital.4. Training is the second largest expense behind payroll.5. Biomed training is different from any other training and travel in the hospital. It CANNOT be delayed or reduced. 2011 PKL, GMI blog at http://gmi3.com/blog 32
    33. 33. 10 things every CEO/COO/CIO/VP needs toknow about Biomed6. Our CMMS system is the key to our departmental operations. It captures and generates reports that are useful for the entire hospital.7.The manufacturers are NOT the friends of the hospital.8. We care... about the hospital, about the costs, about the patients, about the staff, about the equipment.9. Biomed is 110% on the side of the hospital.10.We need to control outside service providers. In order to do that, we must control the dollars that are paid to them. 2011 PKL, GMI blog at http://gmi3.com/blog 33
    34. 34. 10 things every CEO/COO/CIO/VP needs toknow about Biomed11. Biomed must have a say in EVERY capital purchase for medical equipment, or related items.12. Unlike most other departments, Biomed is ready, willing and able to go above and beyond its core mission to help the hospital. 2011 PKL, GMI blog at http://gmi3.com/blog 34
    35. 35. Strategies Meet Often (Monthly) Regular Reports  Short  include successes  include financials  include CMMS Reports Invite VP to Department Meetings Get him/her to truly understand Clinical Engineering and how it benefits him and the hospital. Send Clinical Engineering articles of interest to him, showing how others do things that you want to do. Support Biomeds presence on Capital Committees, and on final signoff of new capital equipment and installations. 2011 PKL, GMI blog at http://gmi3.com/blog 35
    36. 36. Human Resources 2011 PKL, GMI blog at http://gmi3.com/blog 36
    37. 37. Definition Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Managementhelp.org 2011 PKL, GMI blog at http://gmi3.com/blog 37
    38. 38. How HR sees the world . . . 38
    39. 39. How HR sees the world . . . 39
    40. 40. 2011 PKL, GMI blog at http://gmi3.com/blog 40
    41. 41. Where Biomed mayinterface with HR  Job Descriptions  Pay Scales  Recruiting of Staff  Promotion of staff  Annual Reviews  Overtime 2011 PKL, GMI blog at http://gmi3.com/blog 41
    42. 42. 10 things every HR Directorneeds to know about Biomed1. Our profession is made up of highly specialized people. There are few cookie-cutter people who are totally interchangeable.2. Unique skills must be evaluated carefully.3. The right person can save the hospital tens or hundreds of thousands of dollars in excess of their salary.4. Recruiting efforts by HR are almost useless.5. Pay ranges are not very useful for highly unique people. 2011 PKL, GMI blog at http://gmi3.com/blog 42
    43. 43. 10 things every HR Director needsto know about Biomed6. We sometimes have to go outside of the norm to retain highly valuable people.7. Biomed staff are among the most loyal to the hospital of any employees.8. Our jobs are 24 x 7, even though we are hourly enployees. We dont mind being creative with hours, comp time and expenses.9. Unlike most other departments, Biomed is ready, willing and able to go above and beyond its core mission to help the hospital. 2011 PKL, GMI blog at http://gmi3.com/blog 43
    44. 44. Strategies Multi-tiered Job Descriptions and steps. Write very detailed job descriptions. Understand the review process and the relations to pay changes. 2011 PKL, GMI blog at http://gmi3.com/blog 44
    45. 45. Information Technology October 2010 Patrick Lynch and GMI 45
    46. 46. Definition Information Technology (I.T.) is the "technology" used for the study, understanding, planning, design, construction , testing, distribution, support and operations of software, computers and computer related systems that exist for the purpose of Data, Information and Knowledge processing ITAA October 2010 Patrick Lynch and GMI 46
    47. 47. Major functions EHR  Radiology Information Business office System Security  Patient Data  VPN access for  PACS various companies  Connectivity with  Electronic Door access doctors offices and  Passwords and logins homes  HIPAA  Education Billing  Patient Accounting  Staff Laboratory Information System October 2010 Patrick Lynch and GMI 47
    48. 48. How I.T. sees the world . . . 48
    49. 49. How I.T. sees the world . . . 49
    50. 50. Areas where Biomed mayinteract with IT Patient Care equipment that communicated across the hospital network Access to Internet Sites that Biomed needs but IT blocks Servers in IT that contain programs that Biomed maintains Software and hardware maintenance philosophies Desirabliity of Service Contracts October 2010 Patrick Lynch and GMI 50
    51. 51. 10 things every IT Director needsto know about Biomed1. Our jobs are like the fire department - 24 hours a day instant response, lives are on the line.2. Equipment uptime, safety, accuracy and reliability are our #1 priorities.3. We know the operation and use of all medical devices. We participate in patient care. We train users to operate their equipment.4. Security is unimportant to us.5. We do not operate in a rigidly defined space. We do whatever is necessary to enable the treatment of patients.6. We prefer to rely upon ourselves instead of vendors or manufacturers October 2010 Patrick Lynch and GMI 51
    52. 52. 10 things every IT Director needsto know about Biomed7. Hardware contracts are NOT a part of our norm.8. We understand healthcare and patient care.9. We are very comfortable in the patient care setting.10. We want to work with you, but not on your terms.11. We know a lot about technology. And we can comprehend more about IT issues than you think.12. Unlike many other departments, Biomed is ready, willing and able to go above and beyond its core mission to help the hospital. October 2010 Patrick Lynch and GMI 52
    53. 53. Strategies Educate Chief of IT about Biomed, how we are different, and how we are working toward the same goals. Develop an understanding of ITs mandates and business practices. Develop a close relationship with somebody in IT who can cut through the official policies October 2010 Patrick Lynch and GMI 53
    54. 54. Materials Management October 2010, Patrick Lynch and GMI 54
    55. 55. Main job is The organizational functions responsible for the planning, sourcing, stocking and logistics activities of materials used in the internal and external fulfillment of demand. The Bridgefield Group October 2010, Patrick Lynch and GMI 55
    56. 56. Major Functions Buying the right items for all the  Forcasting future needs operations of a hospital  Finacial management  Medical Supplies  Strategic partnerships  Capital Equipment shortages  Food unique products  Cleaning Supplies JIT inventory Vendor managed Inventories  Computers  Delivery of supplies to users  Security  Inventory Control  Maintenance items  Ethics  Pharmaceuticals  sharing of confidential Storeroom functions for day-in-day information out items  receiving perks or kickbacks Receiving function  remaining objective Shipping Order placement Vendor Management October 2010, Patrick Lynch and GMI 56
    57. 57. How MM sees the world. . . 57
    58. 58. How MM sees the world. . .  58
    59. 59. Areas which Biomed interfaceswith Materials Management Sourcing of Parts Purchasing conditions for new Capital Equipment Receiving of new Capital Equipment Receiving of Parts Asset control of Capital Equipment Contracts October 2010, Patrick Lynch and GMI 59
    60. 60. 10 things every Materials Managerneeds to know about Biomed1. We have MANY JIT needs.2. We have MANY one-off needs.3. One-time, Oneshot deals are not unusual.4. There often isnt time to go through the "normal" channels to setup new vendors, or bid, or wait till tomorrow.5. Just because we cut deals and sometimes buy from our friends doesnt mean that we are unethical, receiving payoffs or stealing from the hospital.6. We must be a part of EVERY capital purchase. October 2010, Patrick Lynch and GMI 60
    61. 61. 10 things every Materials Managerneeds to know about Biomed7. Sign NO point-of-sale maintenance agreements.8. Our terms and conditions must be a part of every capital purchase.9. Biomed must sign off before final payments are made on any capital purchase.10. The manufacturers are NOT friends of the hospital.11. Unlike most other departments, Biomed is ready, willing and able to go above and beyond its core mission to help the hospital. October 2010, Patrick Lynch and GMI 61
    62. 62. Strategies Read all Purchasing Policies Read all Capital Equipment Policies Negotiate modifications which will meet your needs and benefit the hospital Develop Ts&Cs regarding training, passwords, manuals, etc. Insert Out-Clauses on ALL Contracts. Last Slide October 2010, Patrick Lynch and GMI 62
    63. 63. Take-Aways In every encounter, emphasize how biomed can support the organizational goals. Remember, Biomed isn’t the biggest, the baddest, or the most powerful, so we have to be very CREATIVE when dealing with the other entities in the hospital. 63
    64. 64.  Watch Tech Nation and BiomedTalk Contribute to the BMET Wiki Visit Pat Lynch’s blog at http://gmi3.com/blog  plynch@gmi3.com (704)941-0116 Thank you 64

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