1. INDEX PRSRT STD
U.S. Postage
What’s New . . . . . . . . . . . . . . Page 20 HEALTHCARE PAID
Permit #12
Resource Directory . . . . . . . . Page 30 Indiana, PA
Datebook . . . . . . . . . . . . . . . . . Page 30
PROFESSIONALS
The Marketplace . . . . . . . . . . .Page 31 IN THE NEWS. . . . . . See Page 18
Visit us online at www.atlantahospitalnews.com
February 2009 Volume 3 • Issue 9 • $3.00
Hospitals, Diversity Management
and Difficult Economic Times
BY MELANIE HARRINGTON zations are cutting back and, in ers to view diversity management
AND BETH COLE some instances, laying off staff. as more than a recruitment and
In the midst of these kinds of representation initiative. The DLA
G iven the growing need for
healthcare services, one
would think that hospitals
would be one of the few industries
thriving in this economic down-
gut wrenching issues, how do you
sustain your diversity manage-
ment efforts? In the Diversity
Leadership Academy® (DLASM),
an educational program of the
provides participants with strate-
gic tools to use diversity manage-
ment as an enabling capability that
can advance critical organizational
goals. Here are a few steps hospital
■ LEGAL PRESCRIPTION:
RAC’s Roll Into Georgia Page 4
turn. But hospitals are dealing American Institute for Managing leaders may consider to help sus- ■ LEGAL UPDATE:
with the ripple effects of high Diversity (AIMD), leaders come tain their diversity management New FMLA Rules:
unemployment and too many un- together and discuss the challenge achievements. Melanie Harrington New HR Decisions Page 6
insured or underinsured patients of deciding how limited resources
delaying surgeries, doctor visits, are divvied up among various STEP ONE: Be clear about your ■ ADDICTION:
and other necessary medical serv- departments, initiatives, and oper- organization’s issues and learn the STEP TWO: Before you can What Do I Do Now? Page 7
ices. Patients who have delayed ations. Admittedly, during hard pros, cons, and gaps in the busi- assess how diversity management
treatment are ending up at emer- economic times, some organiza- ness strategy, particularly strategy may contribute to the organiza- ■ DIVERSITY IN HEALTHCARE:
gency rooms and leaving hospitals tions view diversity management designed to help the organization tion’s strategy, both the organiza- Desir Group Recommends that
with unpaid bills. As a result, hos- efforts as an expendable luxury. In thrive during these unpredictable tion leadership and ultimately Diversity Agenda Remain a
pitals and other healthcare organi- the DLA program, we invite lead- times. Continued on page 10 Priority Even in Tough
Economic Times Page 9
■ TAKING HEALTHCARE GREEN:
Leadership, Privatization, and Funding are Key Issues Sustainable. Efficient. Green.
What Are you Looking to
Facing Georgia’s Mental Health Care System Gain, or Lose? Page 14
BY LOUISE PETRAITIS under investigation, stemming Health System of Atlanta since
from overcrowding, understaffing, 1982, has long been involved in
G eorgia’s mental health serv-
ices system is ailing, and
health care professionals,
legislators, state staff, and con-
sumer groups are trying to work
lax security, and other conditions
in Georgia’s seven state mental
hospitals.
“Some first steps have been
efforts to improve access to servic-
es and quality of care for the men-
tally ill. At present, matters of
leadership, privatization, and
taken to address the problems,” funding are among the most press-
together to fix it. says Mark Hutto, M.D., a board- ing “big picture” issues, he says.
Finding solutions has taken on a certified psychiatrist and a
new urgency, prompted by a series Distinguished Fellow of the Leadership
of articles and editorials published American Psychiatric Associa- In 2007, as a result of the
by the Atlanta Journal-Constitution tion. “But we still have a ways to Journal-Constitution’s articles and
an ensuing federal inquiry, ■ ELDERCARE: Planning for
over the past two years. The sto- go.” Aging Parents and ther
ries reported patient abuse and Hutto, who has had a private Governor Sonny Purdue appoint-
Children with Disabilities
deaths, many of which are still practice at Peachford Behavioral Continued on page 8 Page 23
Is it Easy Being Green? Guiding Through Change
Page 25
While not widespread yet, physicians can take some Some of these steps are cost Health Reform Starts at Home
green steps in medical space that has some payoff savers in and of themselves, Page 25
including:
• Reusing some portion of a
S ■ REHABILITATION:
ome physicians and medical tenants of buildings different levels
groups are contemplating of LEED certification depending structure’s existing walls, floors New Rehab Association
whether to go green in their on how many credits are achieved and roof, and using recycled con- President Looks Ahead
next medical practice space or through a variety of sustainable struction materials. to 2009
building. practices and materials. • Using adhesives, sealants, Page 26
Certainly there are negatives at But if costs are a factor in the paints and even building materials
this point in what amount to a new construction or build-out of new - like Agrifiber wood products that ■ LEGAL HEALTH UPDATE:
science of design and construction, medical office space, physicians do not contain urea-formaldehyde Georgia Assembly Gears
particularly if doctors are attempt- can still do much in way of many resins - that admit a low level of Up fot 2009 Session
ing to achieve some level of LEED, of the USGBC’s LEED require- odorous, irritating vapors. Page 28
the standard-bearer of environ- ments that offer little cost up front, • Controlling the indoor air
mentally conscious real estate and potentially big benefits – from quality during construction of a
administered by the U.S. Green environmental and energy to mar- space. This can be achieved by
Building Council. The organiza- keting and financial – in the long increasing overall ventilation,
tion offers building owners and term in their practices. Continued on page 16 Bryant Cornett
2. 2 February 2009 www.atlantahospitalnews.com Atlanta Hospital News
3. COMMENTARY
It has become exceedingly clear to me that providing a happier
and healthier workplace has been the key to all of our successes.
Kindness in the Workplace
S omewhere along the way, my body began to reject fat. Not only was it a improve, our turnover rates will diminish, our employees will live longer,
substance that made me ill, it simply had become indigestible for me. It healthier lives, and our overall medical insurance costs will decrease.
may actually be some type of Jack Sprat Syndrome. This condition is not Several experts have determined that health damaging stress comes from a
dissimilar to a psychological variance that has also become part of my being, feeling of lack of control in our daily lives, in our relationships, and in our
and that is my inability to embrace negativity. When business white water work; a lack of access, a lack of meaningful, fulfilling, rewarding experiences,
reaches it highest level, my desire to overcome it does as well. In fact, if there and a lack of support from those to whom we report.
was one thing that has come to me from 40 years of continuous employment, Last month I traveled down South to be with a sick friend. He was a patient
it has been deep insight into observing my bosses, embracing their positive at a well respected medical center. While walking in the direction of the cafe-
traits, and rejecting their flaws. teria, I noticed a flat screen television with a single slide displayed on it. That
One of my cyber-friends, Reut Schwartz-Hebron has been teaching me screen read, “Striving to reach a 65.1 percent mean score in employee satis-
about how life could and should be in the 21st Century through her compa- faction.” As a CEO, it was always my personal belief that anything below a
ny, Kind Excellence. Reut is on to something that is the same something that 95% employee satisfaction rating would be indicative of a serious failure of
BY NICK JACOBS leadership.
we discovered in teaching in the 70’s. In the book, I’m Okay. You’re Okay, we
learned that treating people as adults with respect and kindness will yield How does one achieve a 95%+ satisfaction rating? The staff must feel val-
much better results than interacting with them in a parent to child manner. Let me repeat ued, secure, respected, and appreciated. They need to experience kind excellence in the
that in a different way. Being nice to people can lead to people being nice to you and oth- workplace. None of this can be accomplished by management through fear. Common
ers. As my brain surgeons would say, “That’s not rocket science.” goals need to be clearly established. Communication at all levels must be ongoing and
It has become exceedingly clear to me that providing a happier and healthier workplace transparent. Bullying in the workplace cannot be tolerated because an environment of
has been the key to all of our successes. How does one make life richer, more meaningful, respect is paramount to success.
more secure, and more rewarding? The answer to these questions will make all of the dif- Remember, kindness is not weakness. Respect, dignity, and clear communications all
ference in the world for every person involved. lead to enhanced employee satisfaction and employee satisfaction leads to customer or
There have been untold numbers of articles, books, and speeches regarding these topics, patient satisfaction. Now that’s a positive, recurring circle that works. Even for Jack Sprat.
but, unless things change rather dramatically in the near future and positive revolution is
unleashed in our profession, it doesn’t appear that this combination of styles will be emerg- Nick Jacobs is International Director of SunStone Consulting, LLC. He has been featured as a
ing as a dominant reality anytime soon. leading spokesperson for healthcare initiatives and as a featured speaker for the American
As leaders we have a choice to either make life harder for our staff, or to make it better. Hospital Association, American College of Heathcare Executives and the World Health
Our leadership style and decisions are the basis for making these changes, and more valid Organization. He writes a blog, “AskaHospitalPresident.com,” and has a new book,
information is emerging every day that indicates that our lives will not only be happier, “Taking the Hell out of Healthcare.” Nick can be reached at jacobsfn@aol.com or
they will also be healthier because of it. Not only will our employee satisfaction scores nickjacobs@sunstoneconsulting.com.
678-387-3200
www.clearchoiceinc.com * CALL US AT
678-387-3200
For more
information on
IP Telephony.
Atlanta Hospital News www.atlantahospitalnews.com February 2009 3
4. “RACs” Roll Into Georgia
I n these uncertain economic times, hospi- Specifically, the contractors identified over recovery audits
tals and healthcare systems in Georgia are $900 million in overpayments which were would expand
coping with a variety of unprecedented returned to CMS during the Demonstration into Georgia in
Project, while $38 million in underpayments August 2009, BY DAN MOHAN
challenges. One significant issue confronting
How do you find that Georgia hospitals some time in this calendar were paid out to providers. “or later.”
year will be the role-out by the Centers for In June 2008, CMS published The It is likely to
hard-to-find talent? Medicare and Medicaid Services of the feder- Medicare Recovery Audit Contractor
Program: An Evaluation of the 3-Year
be “later.” In November 2008, two contrac-
tors not selected by CMS as a RAC contrac-
al Recovery Audit Contractor (“RAC”)
Program. Demonstration. This document contained a tor filed a protest over the selection process.
Congress established the Medicare detailed report of the process and results of Pursuant to the federal law under which the
Introducing Desir Group’s Recovery Audit Contractor (RAC) Program the Demonstration Project. The report indi- protests were filed, the protests imposed an
Finder-Keeper Strategy™ as a demonstration project under the cated that CMS collected slightly more than automatic stay on all RAC regional work.
Medicare Modernization Act of 2003. That 84% of all overpayments recovered during The stay is likely to remain in place until
You’re looking for more than just the legislation provided that CMS was to retain the Demonstration Project from inpatient some time in early February 2009. CMS and
right resume. You need someone who private contractors to audit provider claims hospitals. CMS categorized the errors identi- the RACs will then commence audits under
in a variety of services, including hospital fied by the contractors which formed the the permanent Program in the first group of
fits your organization. For that, you
inpatient and outpatient services. Providers basis of demands for recoupment from hos- states.
need the Finder-Keeper Strategy™. It’s
in California, Texas and Florida were the pitals as follows: CMS indicated that it would conduct a
a high-tech, high-touch approach that “Medically Unnecessary Services or series of “Town Hall” meetings prior to the
first hospitals subject to review under the
has achieved one of the highest client Setting,” 62%; initiation of work under the Program for the
Demonstration Project. CMS subsequently
satisfaction rates in the industry. expanded the Demonstration Project to “DRG Charge Due to Wrong Diagnosis purposes of educating providers about the
include the states of Massachusetts, South Code or Principal Assignment, 14%; Program. CMS has not posted a schedule of
To find out more, call 770-431-4664 or Carolina and Arizona. Contractors were “DRG Change Due to Wrong Procedure such meetings on its web-site, however.
visit www.desirgroup.com today. compensated based on a percentage of the Code,” 12%; In addition to attending Town Hall meet-
overpayments and underpayments identi- “All Other Inpatient Overpayments,” ings, CMS recommends that providers con-
Executive Search Diversity Search fied by the contractor. 11%; and sider taking some or all of the following
Mid-level Search Customized Services The stated purpose of the program was to “Incorrect Discharge Status,” 1%. steps “to prepare for the Program”:
identify and recover overpayments and to CMS identified more specific categories of • Identify where improper payments have
identify and reimburse providers for under- items or services that generated the largest been persistent by reviewing the applica-
payments. Not surprisingly, however, the recoupment amounts, as follows (in ble RACs’ website and identifying any
total dollar amount of overpayments identi- descending order of frequency): patterns of denied claims within their
fied by the contractors under the • Surgical procedures in the wrong setting own practice or facility.
Demonstration Project far exceeded the total (medically unnecessary) • Implement procedures to promptly
dollar amount of the underpayments. • Excisional debridement (incorrectly respond to all RAC request for medical
coded) records.
• Cardiac defibrillator implant in wrong • If a provider disagrees with a RAC deter-
setting (medically unnecessary) mination, file an appeal before the 120-
• Treatment for heart failure and shock in day appeal deadline.
wrong setting (medically unnecessary) • Keep track of denied claims and correct
• Respiratory system diagnoses with venti- previous errors.
lator support (incorrectly coded) • Determine what corrective action needs
In connection with the release of the to be taken to ensure compliance with
Report, CMS announced the identity of the Medicare’s requirements and to avoid
contractors that would serve as RACs in submitting incorrect claims in the future.
connection with the expansion of the If a hospital facility presently operates an
Program nationwide; and CMS posted the active and effective compliance program, the
schedule for the nationwide roll-out of the facility is presumably flagging any potential
Program. Georgia was included in RAC problems or risk areas on an on-going basis,
Region “C.” CMS selected Connolly and is taking pro-active measures to remedi-
Consulting Associates, Inc. of Wilton, ate any problems. Nevertheless, and particu-
Connecticut as the RAC for Region “C.” larly in the absence of an active and/or com-
CMS also published the schedule for the prehensive compliance program, we recom-
phased implementation of the RAC Program mend that hospitals consider conducting an
audit work in the remaining states. Georgia internal “pre-emptive audit” of the hospital’s
is among the last states where providers will claims, particularly in the areas identified by
be subject to audit. CMS stated that the RAC CMS as areas where the RACs discovered the
highest volume of problems during the
Demonstration Program. An internal audit
will allow the hospital to identify any poten-
tial problems or issues, and to deal with
those problems or issues, in advance of a full
RAC audit; indeed, such a pre-emptive inter-
nal audit may forestall a RAC audit.
The RAC Program is coming to Georgia.
As the old saying goes, “forewarned is fore-
armed.” Hospitals can dramatically reduce
the cost, disruption and ultimate liability
associated with a RAC audit and review by
taking appropriate and prudent steps right
now.
Dan Mohan is a partner in the Health Care
practice of Morris, Manning & Martin,
representing hospitals and healthcare
systems in M&A transactions, joint
ventures, contracting and regulatory advice
and analysis. He can be reached at
(404) 504-7610 or dmohan@mmmlaw.com.
4 February 2009 www.atlantahospitalnews.com Atlanta Hospital News
5. Arm Yourself and
Recession Proof Your Job
SIX BASIC STEPS TO
STAYING POWER:
1. Stay plugged in at the
office and be visible.
the key components of your
job and make sure you are
exceeding expectations in
those areas before taking on
RED
2. Perform. Perform. Per- any new duties as mentioned
form and volunteer for previously. For example, if
more! you are a team builder, build
3. Make yourself, your team the best team and if in sales try
LOCATIONS
and your boss look good. to at least meet median tar-
4. Don’t shy away from gets.
extra responsibilities or Fourth, don’t shy away from
an increased workload. extra hours. Now is the time
5. Document what you to be in early, on time for
BY ROBIN W.
accomplish and how it
impacts your organiza- SINGLETON
meetings and be seen working
some overtime. Work life bal- Aggressive Pricing and
tion. ance may have to wait while
6. Set goals that will contribute to the bot-
tom line of your organization and stay
you and other key employees right the ship.
Five, document your regular accomplish-
Private Builder Financing Available!*
focused on them. ments and all those extra things you are
“Six months ago they cut the fat, three doing. Frame them in terms of accomplish-
months ago they cut into the muscle and ments that impact the bottom line and peri-
now they’re cutting into the bone,” said odically/informally make certain that your
Craig Randall, managing director of the immediate team and supervisor are aware of
Chicago office of executive search firm DHR, them. The team often can spread the word Red Hot Marietta Location Red Hot Sandy Springs Location
in a recent Chicago Tribune article. for you without it appearing that you are out *DWHG7RZQKRPHV)URPWKH/RZ·V‡ *DWHG7RZQKRPHV)URPWKH/RZ·V‡
It goes without saying that now is not the to “one up” those colleagues around you. Minutes to I-75, Marietta Square, The Galleria, and Town RQYHQLHQWWRFRUULGRURQ6SDOGLQJ'ULYH‡
time to lay low and in tough times that is Sixth, set goals but also periodically review HQWHU0DOO‡6ZLPPLQJ3RRO DEDQD‡$UUDRI $UFKLWHFWXUDOO,QVSLUHG([WHULRU'HWDLOV‡(QMR$FFHVV
what employees often do in order to avoid them. Things are changing rapidly these 6KRSSLQJDW7KH*DOOHULD 7RZQHQWHU‡ %HGURRP WR6ZLPDQG7HQQLVOXE1H[W'RRU‡,QGXOJHLQ:RUOG
drawing attention to themselves. Nothing days and if you are off working on projects )ORRUSODQV‡DU*DUDJHV Class Dining, Entertainment and Shopping
could be further than the truth when it that are not the most current need you may Directions: Take GA 400N to exit 5A
Directions: Take I-75 to the N. Abernathy Rd. and turn right. Travel
comes to making sure you remain gainfully be seen as dead weight. Again, if you are in Marietta Pkwy(#265). Turn Left. East on Abernathy Rd. Turn left onto
employed with your current employer. touch with your organization and staying Just before Hwy 41, turn right onto Peachtree Dunwoody Rd. Take
Barnes Mill Dr. At first stop sign Peachtree Dunwoody Rd. to Spalding
The first key to ensuring your job is to stay visible and plugged in you should be on turn right onto Barnes Mill Rd. Dr. and turn left on Spalding Dr. Cross
plugged in with key managers by being visi- track with the organizations most pressing GlenIvy will be on the left. over Ga. 400 and Lafayette Square is
immediately on the right.
ble. Don’t miss meetings. Schedule regular current needs; even if it means making the
time with your supervisor so that you know coffee. www.GlenIvyTownhomes.com www.LafayetteSpalding.com
what he/she is thinking about you at all Now is the time to keep these steps top of
Sales Marketing by:
times. Maybe postpone always running mind. However, the good news includes that *On Select Inventory. All information is believed to be accurate but
errands on your lunch hour and spend some the Bureau of Labor and Statistics just report- is not guaranteed and subject to change without notice.
www.psponline.com
time in the break room but at the very least ed that healthcare actually added 31, 600
don’t lunch alone. Pull out your last review positions in the last half of last year.
and make sure you are working on those Compare that to the 534K jobs lost nation-
pesky “areas for improvement.” wide during the same period of time and this
Second, perform well and take on more! makes healthcare look like a pretty good
Volunteer in areas where perhaps layoffs space to be in. Healthcare also continued to
have occurred and you have seen that part of expand employment in December 2008 Schoppman Company, Inc.
the old job is just not getting done. Make while the workforce grew by 2.8% with the is an Atlanta-based
sure to get approval for this first before only sector with a decline was the outpatient
launching forward however. Don’t be afraid care sector. Never the less, it is always impor- full service
to stretch in new areas as long as you know tant to be networking and keeping your General Contractor.
you are not going to make a large mistake in options open if you start to feel things slip-
doing so. Remember “it never hurts to ask” ping beyond your control but do so quietly
so formulate well founded questions and and cautiously. Stay connected inside and
know where to go to get answers around any out and you should be well set to recession
new tasks you may take on. proof your position.
Third, be the one who is ready at every Robin W. Singleton, FAAHC, FACHE, serves Our team of professionals
turn to hold the report or the answers in the as Executive Vice President in DHR demonstrate
ready so that your boss is never caught International’s Healthcare and Life Sciences a diverse portfolio of
unprepared for a meeting or budget update. Practice Group in Atlanta, GA. You can contact well respected projects.
Stay on top of what those above you may Robin at rsingleton@dhrinternational.com or
need at a moments notice. Stay focused on (404) 931-8339.
HealthPro Insurance, Inc. is a Leading Provider of
Professional Liability Insurance to the Healthcare Industry We specialize in a wide range of
services including:
preconstruction,
We Are Able to Provide Medical Malpractice Insurance
construction, construction
for a Variety of Health Care Related Exposures
management, and
- Individuals Group Physicians/Surgeons - Surgery Centers
- Imaging Centers - Med Spa/Anti Aging Centers design-build services.
- Dialysis Centers - Workers Compensation
We Also Offer Coverage For
- Employment Practices Liability - Directors Officers Liability
- General Liability
Contact Us Toll Free at 1-866-374-4776
For A No Obligation Market Analysis 1640 Powers Ferry Road
Building 7, Suite 200
Marietta, GA 30067
770-693-9000
www.healthproins.com www.schoppman.com
Atlanta Hospital News www.atlantahospitalnews.com February 2009 5
6. New FMLA Rules:
New HR Decisions
T he United States days advance notice in the
Department of Labor case of foreseeable leave. If
published new regu- 30 days is not possible or if
lations that interpret the the leave is unforeseeable,
Family and Medical Leave then notice must be given
Act (“FMLA”) in November “as soon as practicable.”
2008. These new regula- Failure to provide timely
tions went into effect on notice permits the employer
January 16, 2009 and are to delay or deny FMLA-pro-
the first major revisions to tected leave.
the FMLA since 1994. The Employees can provide
new regulations address notice verbally. Employers
new forms of military leave may require employees to
BY JASON M. comply with the employer’s
and clarify and amend the
NUTZMAN usual and customary notice
original regulations.
The new regulations per- and procedural require-
mit employees to take ments absent any unusual
FMLA leave to care for a spouse, son, circumstances and provided that no writ-
daughter, parent or next of kin with a seri- ten notice may be required in emergency
ous injury or illness incurred during mili- situations or for unforeseeable leave.
tary duty. An employee is entitled to 26 Employees must provide sufficient infor-
weeks of “Military Caregiver Leave” in a mation for the employer reasonably to
single 12-month period. determine whether the FMLA may apply
Employees are permitted to take to the leave request.
“Qualifying Exigency Leave to handle Finally, the new regulations provide
non-medical issues. This permits an clarifications on the required certifica-
employee whose spouse, son, daughter, or tions. For Military Caregiver Leave,
parent who is on active duty or on call to employers may require information from
active duty to take up to 12 weeks of leave the health care provider and from the
in the following situations: short-notice employee and/or covered servicemember
deployment; military events and related to support military caregiver leave. For
activities; childcare and school activities; Qualifying Exigency Leave, employers
financial and legal arrangements; counsel- may require certification that the covered
ing; rest and recuperation; post-deploy- military member is a member of the
ment activities; and additional activities. National Guard or Reserves who is on
The new regulations retain the require- active duty or called to active duty status.
ment that an employee is eligible to take Employers may also require a statement
FMLA leave if that employee has worked from the employee about the nature and
at least 12 months and 1,250 hours. The details of the specific exigency, the
new regulations, however, provide that if amount of leave needed, and the employ-
an employee has worked less than 12 ee’s relationship to the military member.
months during the current period Employees must submit complete and
employment, the employee may be eligi- sufficient medical certification for a seri-
ble for leave if, during the previous 7 ous health condition within 15 days. If it
years, the employee worked a total of 12 is timely submitted but incomplete, the
months. employer must provide the employee 7
The major change regarding the defini- days to cure the deficiencies and a list of
tion of a “serious health condition” con- what information is needed.
cerns whether a condition causes an Once a complete certification is
“incapacity” for purposes of FMLA leave. received, the employer may authenticate
To qualify for this type of leave the “inca- it by directly contacting the employee’s
pacity” is measured by the duration of the health care provider or for clarification of
incapacity itself (more than 3 full calendar any vague or unresponsive information.
days); requires in-person treatment by a Only the employee’s immediate supervisor
health care provider at least once within 7 is prohibited from having contact with the
days of the first day of incapacity; and employee’s health care provider
requires either a regimen of continuing Employers may require recertification
treatment initiated by the health care every 6 months but only in connection
provider during the first treatment or a with an absence that has occurred for that
second in-person visit to the health care medical condition or if an employee seeks
provider for treatment within 30 days of an extension of leave.
the first day of incapacity. Finally, employers may require the
Employees must provide four types of health care provider to assess whether the
notices to employees: a “General Notice;” employee has the ability to perform the
an “Eligibility Notice;” a “Rights and essential functions of the job. This fitness-
Responsibilities Notice;” and a for-duty certification must be based on a
“Designation Notice.” The failure to pro- list or job description of essential job
vide the required notices may constitute duties provided by the employer.
an interference with, restraint, or denial of The new regulations clarify many issues
the exercise of an employee’s FMLA which were previously confusing or
rights. An employer may be liable for ambiguous in prior law. Consequently, it
compensation and benefits lost and for is likely that courts will have decreased
actual monetary losses sustained, rein- sympathy for employers who fail to follow
statement or promotion. the new guidelines.
Like employers, employees must pro-
vide notice to their employers regarding Jason M. Nutzman of Smith Moore
FMLA leave. Employees must provide 30 Leatherwood LLP can be reached at
jason.nutzman@smithmoorelaw.com.
6 February 2009 www.atlantahospitalnews.com Atlanta Hospital News
8. COVER STORY: Leadership, Privatization,
and Funding are Key Issues Facing
Georgia’s Mental Health Care System
Continued from page 1
ed a mental health commission to spearhead system reform.
Hutto says that a key recommendation of the commission is to create a separate agency
with the singular mission of overseeing behavioral health services. (Mental health now falls
under the Department of Human Services.) Further, like many of his colleagues, Hutto feels
that the head of that department should be “a clinician rather than an administrator – a psy-
chiatrist or psychologist who understands the issues and procedures surrounding inpatient
and outpatient care.”
The commission is also calling for additional community services, such as detox centers;
case managers to ensure the quality and continuity of patient care; and a state ombudsman’s
office to help resolve concerns and complaints.
Privatization
Initially, officials looked at limited privatization of the state’s psychiatric hospital network
– starting with one institution — as a way to enhance its efficiency and cost-effectiveness.
Now, they’re proposing putting all the state institutions into private hands. One reason
cited is that most of the hospitals are old and need to be replaced: maintenance alone has
drained $70 million from the state coffers since 2002, and would require an additional $100
million over the coming years.
If Georgia were to totally privatize, it would be the first state to do so, notes Hutto. What’s
more, Florida, North Carolina, and other states that have done it on a partial basis have met
with mixed success, both in patient outcomes and cost savings.
“Our fear, after reviewing the experience of others, is that it (privatization) would not
improve care in any significant way,” he says, adding that some opponents believe that the
drive for profits—where the potential margins are slim —would overshadow the concern
for quality. “We also feel that services would still be under funded.”
Speaking for other doctors as well, Hutto believes that before rushing to privatize, the
state should first establish the new department for mental health and see what impact it
could have.
Funding
Georgia’s per-person spending on community-based mental health services is one of the
lowest in the nation. In 2005, it ranked 42nd at $26.67, compared with the national aver-
age of $70.
For the remainder of this fiscal year, mental health services could see across-the-board
budget cuts of up to 10 percent — $77.5 million – affecting everything from children’s serv-
ices, to drug treatment and adult care.
At the same time, proposed changes to upgrade the system will actually generate greater
expense. “We need adequate funding,” says Hutto, “and the state is the only source for that
funding at this time.”
Another longer-term issue that’s directly tied to the challenges Georgia’s behavioral health
services face is insurance, says Hutto. For the past 20 years, Hutto and others have been
working to achieve parity in coverage, with scant success.
Most policies, for example, cap psychiatric services at $50,000 for a lifetime, compared
with $1 million for services related to physical illnesses. They also typically limit the num-
ber of hospital days for behavioral health patients – as few as ten a year —versus an unlim-
ited number for patients with other health care diagnoses. Outpatient visits are often lim-
ited for the mentally ill as well.
“It’s easy to exhaust these benefits,” affirms Hutto. “With better coverage, more patients
could be treated in private institutions, which would mean fewer patients being admitted
into the state hospitals. This would allow the state to concentrate on the truly indigent
patients – not the ‘insurance indigent.’”
For more information, please contact Dr. Mark Hutto at North Atlanta
Psychiatric Associates, LLC, (770) 455-0261, or Peachford Behavorial Health System
of Atlanta, (770) 455-3200, www.peachfordhospital.com
Corrections...
On page 6 of the January 2009 issue of Atlanta Hospital
News, the announcement of Don McKenna being named as
the new President and CEO of St. Mary’s Health Care System
was under the heading of Athens Regional Medical Center. It
should have been under the heading of St. Mary’s Health Care
System.
On page 21 of the January 2009 issue of Atlanta Hospital
News, an incorrect photo of Susan Grant ran with the article
“Nursing in 2009.” Here is the correct photo of Susan Grant.
Beautiful Single Women Don’t Post
Their Profile on the Internet
Traditional Matchmakers
A HIGH END SERVICE
404-237-8593
traditionalmatchmakers.com
BEATRICE GRUSS
Owner and Founder
In Atlanta Since 1983
8 February 2009 www.atlantahospitalnews.com Atlanta Hospital News
9. DIVERSITY IN HEALTHCARE
Desir Group Recommends that Diversity Agenda
Remain a Priority Even in Tough Economic Times
BY VANESSA ORR levels of the organization, who them.” identify qualified candidates from all over
will feel that they, too, can Finding candidates for the country who meet the search criteria.”
I n today’s economy, healthcare organiza-
tions have to be very careful when con-
sidering who to hire for management
and executive level positions. Today’s envi-
ronment beckons those who can accom-
achieve that level of success.”
According to Desir, minority
candidates often bring a signif-
icant breadth of experience to
these positions presents
unique opportunities and
challenges. “Generation X
and Y are of a different mind-
Their staff conducts a one-hour phone
interview with each qualified candidate
and then pares down the list to include
between six and eight candidates who fly
executive level positions. set, and this goes beyond in for a three to four-hour, face-to-face
plish the organization’s goals within shifting “Most minorities have received race and gender,” Desir interview. The client will then interview
priorities and team compositions. Not only their training from the ground explained. “Diversity is very the best three or four candidates before
must an applicant have the right leadership floor up; they have been tested inclusive in that it also making a decision.
competencies and educational qualifica- as supervisors, managers, means people who think dif- “Evaluating for fit is critical in the selec-
tions, they must also embody a unique set of directors and/or vice-presi- ferently—the culture and tion process,” said Desir. “Since the lack of
values that justifies filling those positions. dents before ever applying for expectations of this younger fit is often the reason for failure on the job,
Desir Group Executive Search helps hos- that senior level position,” said generation are very different we probe much deeper, going beyond the
Etheline Desir
pitals, health systems and other healthcare Desir. from those of Baby Boomers. typical interview scenarios and questions
facilities identify and recruit the right “A large number of minority “This requires senior lead- to get a sense of the candidate’s core values
diverse candidates to complement hospital candidates also have a wealth of experiences ers to think of diversity from a broader per- and character traits. Similarly, it is impor-
executive teams. “Hiring the right candidate working in urban, rural and suburban envi- spective,” she added. “They need to change tant for us to ensure that the organization
can have a big impact on the bottom line,” ronments,” she added. “They have learned their mindsets to accept the new realities of is ready to bring diversity to its executive
explained Etheline Desir, president. “That how to work effectively with diverse per- the workplace. They will be hiring people leadership team—is there a culture of
person will more likely have a longer sonnel—oftentimes where resources are from different social and ethnic back- acceptance from the top down?
tenure, so the company doesn’t have to scarce.” grounds who have a different way of think- “We also find out what the candidate
repeat the search in a year or two. That This is especially important as healthcare ing; who can accomplish the same tasks but needs to feel comfortable, especially if
executive will also help to mentor and population demographics continue to in a different way than it’s been done they are moving to a new setting,” she
groom other minorities for leadership posi- change. In addition to serving a more before.” added. “Will they be accepted into that
tions, establishing a pipeline within the diverse patient population, more minorities To help healthcare facilities find the right community? How well will their children
organization so that they no longer have to are attending college, entering the work- people, the Desir Group employs the fit into the school system? By making sure
go outside when hiring.” force, and looking at healthcare as a viable “Finder-Keeper Strategy” in which they that there is a support system on the job
“Because this person will understand the career. “Healthcare is going through a major qualify the right candidates, make sure that and in the community, we ensure that
culture, values and strategies of the organi- transition in that throughout the country, they will ‘fit’ with an organization, and help both the client and the candidate enter
zation, they will have a vested interest in most senior leadership falls into the Baby that candidate assimilate into the organiza- into a win-win situation.”
reaching out and bringing in the right peo- Boomer category,” said Desir. “These people tion and the community. “Our hiring
ple,” she added. “And simply by being in an will be retiring in five to 10 years, which is process is extremely thorough and today, we For more information on Desir Group
executive level position, they are likely to going to leave a huge gap at the executive have to be even more so,” said Desir. Executive Search, visit www.desirgroup.com or
motivate and inspire employees at lower level if organizations are not ready to replace “Because we are so well-networked, we can call (770) 431-4664.
Alliance
Clinical Services
The Healthcare Linen and Apparel Professionals
• Lab Coats
• Patient Gowns
• Sheets, Pillowcases
THE EXECUTIVE • Towels and
Washcloths
ROUNDTABLE • OR Products
RADIO SHOW • Specialty Linens
is the weekly • Disposable Products
Flexible Deliveries
forum for
business executives Healthcare Linen Service Made Easy
to come together to ✔ Web Based Ordering
discuss their success ✔ Exchange Carts
as well as their challenges ✔ Simple Billing System
✔ Quality Textiles
they are faced ✔ Dependable Service
with in business. ✔ Cost Controls
For Sales Information:
3120 Martin St., Suite 100, Bldg. 2
LISTEN East Point, GA 30344
info@alliancetextiles.com
LIVE 678-681-7003
Alliance has received
accreditation.
Tuesdays from 10:00 -11:00 AM EST The industries highest rating
at www.executiveroundtableradio.com on quality and service for
healthcare laundries.
Atlanta Hospital News www.atlantahospitalnews.com February 2009 9
