CMO Academy Series

CMO Academy Overview

This series of courses broadly explores the critical role of the chief medical officer (CMO) within the 21st century healthcare organization.  Impactful to both new and experienced CMOs, each of the seven courses acts as a stepping stone to organizational success within today’s outcome-driven, patient care landscape.  Our expert faculty bring a unique wisdom and experience to each course, imparting clear tools for success and methods to implement them within your own organization.    

This series takes a hard look at the effective measurement of organizational systems that reduce quality outcomes and hamper patient safety.  Learners will garner the tools to develop an organizational structure that fosters high performance, influential physician leaders with a growth mindset for success.  The CMO Academy will deconstruct approaches for teamwork development that can focus attention and spur motivation to improve outcomes.  Learners will undertake new approaches to team communication and group dynamics with the goal of developing better decision-making individuals.

In this series, learners will examine the importance of managerial accounting and financial reporting in order to communicate with authority on fiscal decisions in the short and long-term.  Further, representatives of The Joint Commission (TJC) lead two in-depth courses exploring the group’s role in patient safety science and human factors.  You will examine the governance of high reliability through the TJC’s focused and ongoing professional practice evaluation standards (OPPE/FPPE).  Each class provides opportunities for self-reflection and an exploration of case studies for further educational engagement.

 

 

 

Building and Leading Effective Teams

  1. Recognize the practical methods for managing and improving team development.
  2. Identify the role and responsibilities of a leader in the day-to-day management of department personnel.
  3. Explain the attributes and impact of a population health care management model.
  4. Analyze the organization and effectiveness of teamwork structures.
  5. Review teamwork strategies that can spur motivation, dampen negativity and foster creativity.
  6. Improve the delivery and reception of feedback as a process of learning.

 

Quality and Safety for Physician Leaders

  1. Examine the calculation of value and its relation to quality outcomes.
  2. Recognize the contributing factors that can lead to medical safety errors.
  3. Analyze Reason’s Swiss Cheese Model as it exposes the various opportunities for system error.
  4. Explore the tools for measuring both the validity and reliability of health care systems to improve outcomes.
  5. Implement the SEPTEE Model as a list of measurable, achievable targets for improvement.
  6. Apply the FOCUS-PDCA Process in order to analyze, measure and improve samples health care cases.
  7. Recognize the role of the physician leader, specifically the CMO, in relation to medical errors reduction, quality improvement and patient safety.
  8. Create a personal path of action and emphasis as you, the CMO, work to build a culture of quality and safety within your organization.

 

Engaging Physicians for Results

  1. Recognize the importance of the inclusion (or “buy-in”) of an engaged, effective physician in the success of an organizational plan.
  2. Improve the organizational engagement level of physicians through skill-building, feedback and supportive strategies.
  3. Develop an organizational structure that fosters high-performance, influential physician leaders expressing a growth mindset.
  4. Identify methods that will develop both trust and confidence between (and/or among) organizational stakeholders  
  5. Design a physician-approved performance measurement dashboard that generates relevant data in order to direct process improvement.
  6. Deliver feedback from key measurement tracking within the areas of quality, finance, service and team constructs.
  7. Implement effective physician training and development programs as derived from physician engagement tools and their resulting metrics.
  8. Introduce a management hierarchy of “patient-team-physician” that promotes physician leaders to be impactful across the healthcare continuum.

 

Introduction to Finance and Economics in Health Care

  1. Explain the existing business payment models utilized within today’s health care industry and the levels of risk associated with each.
  2. Outline the most impactful aspects driving financial pressure within a health care organization.
  3. Review the role of financial statements in the decision-making process of internal and external stakeholders.
  4. Discuss the current analytic and predictive data provided in the balance sheet and income statements, respectively.
  5. Identify the responsibilities of the CMO to interpret an organization’s financial health through the budgeting and financial statements.  
  6. Utilize the terminology and metrics of accounting statements to effectively communicate with the organization’s financial executives and respective teams.
  7. Interpret financial data to make effective managerial accounting decisions on resource allocation, budgeting, benchmarking and future investments.  

 

On Your Radar: The Joint Commission Perspective

  1. Contrast the differences between regulatory agencies, their requirements and accreditation.
  2. Review the basics of external quality oversight and specific processes of Joint Commission Hospital Accreditation.
  3. Develop a better understanding of Patient Safety Science.
  4. Explain the basics of harm event analysis – proactive and reactive approaches.
  5. Determine the role of human factors in patient safety.
  6. Define community preparedness with best practices.
  7. List the four phases of emergency management.
  8. Develop a successful integrated plan.
  9. Learn to train, exercise and drill effectively and collaboratively.
  10. Explain the RPI® problem solving methodology and how it works in health care to improve patient safety.
  11. Describe the core principles of RPI®.
  12. Describe the importance of the critical factors for success when deploying RPI® methodology for process improvement.

 

Governance Essentials

  1. Identify the standards for a high reliability organization and its physician leaders.
  2. Review the six (6) strategies for physician leaders to improve safety in cooperation with the board of directors and C-suite members.
  3. Recognize the barriers to obtaining successful peer reviews.
  4. Explain the fundamental process behind the Joint Commission’s focused professional practice evaluation and ongoing professional practice evaluation (OPPE/FPPE) standards.
  5. Outline strategies for aligning requirements with performance improvement initiatives and maintenance of certification.

 

Group Decision-Making and Meetings Management

  1. Enhance relationship development through listening skill improvement.
  2. Identify the dynamics of a group and the methods of successful interaction.
  3. Utilize varying approaches to identify solutions to support better decision-making.
  4. Review effective meeting facilitation techniques.

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