Hello KAMSS Members

 I want to take this opportunity to share with you information that Robert Bronke and I received at the NAMSS Leadership Council Retreat this month in Washington, D.C.
NAMSS STRATEGIC PLAN DIRECTION UPDATE – Will focus on Education/Partnerships/ Certification/Recognition

Education In 2009-2010 NAMSS will be launching a series of web based courses that will meet the needs of newcomers to the profession;

In 2008 NAMSS launched a CPCS Prep Course; In 2009 NAMSS will be launching a CPMSM Prep Course.  Partnerships Developing a toolkit for member recruitment at the state level in the Spring – 2009; Continuing participation in formal alliances and task forces. Example: The Joint Commission; Training strategic liaisons to effectively communicate NAMSS’ mission and policy goals to organizations such as NAHQ, ASHHRA and AMA-OMSS.  Certification NAMSS has achieved NCCA accreditation for the CPCS and CPMSM certifications. 

NAMSS CCN completed a job task analysis which was used to develop the newest versions of the certification exams implementing a Certificant Referral Program to increase certificant candidates.  Recognition National Medical Staff Services Awareness Week; Participation on MS.1.20 Task Force; Development of credentialing elements and best practices.

 NEW NAMSS INITIATIVES - New Programs/Certification Prep Courses/Applying for CE Credits/Plans for a Speakers Bureau/Leadership Award Nomination (for physician or administration leaders)/  

Most of these new initiatives are located on the NAMSS website, with the exception of the ones that are still under review.

 NAMSS Conference in October was also discussed and promoted.  Working toward having a State Fair at the conference.  Booths that cover each State association per regions.

 BYLAWS CHANGE *NAMSS Conflict of Interest Statement Update – which stated, “In order to avoid any actual or potential conflict of interest problems, each NAMSS volunteer leader shall, prior to taking office or accepting appointment, agree to abide by the conflict of interest policy.” (See attached)

 The following topics were also presented and discussed:  Conference Planning; Grassroots lobbying/legislation tracking at the State Level; Membership Marketing

 Conference Planning  – How to get started……Start early; Have a conference committee; Function management; Have an overview of elements for a successful conference; Promote creative ideas and sharing of knowledge; Provide useful tools for conference planning; Select a site; review available dates and other activities in the community; negotiate contracts and agreements; planning/preparing the program/events (including food and hard copy information); obtaining keynote speakers and session presenters; implementing conference plan; evaluation of conference and obtaining sponsors/ exhibitors/ vendors.   In essence this process takes teamwork; cooperation; coordination; dedication and participation.

 Grassroots lobbying/legislation tracking at the State Level – These presenters discussed how legislation effects us.  The rules and policies at your facility are influenced by legislation and regulation at the state and federal levels, as well as accreditation standards.  It was noted that we can be a grassroot advocate for our association (KAMSS), which takes constituent involvement (us) in the legislative process through monitoring regulations; making an impact on legislation and regulations (having a voice – speaking out) and building relationships with our state and government officials and their staff members (attending public/community meetings; speaking to these individuals at the end of meetings; let them see you often at meetings; leaving your business cards/phone numbers; introduce yourself and you’re your profession; call them; send letters; finding out if you can work for/or assist them in some capacity).  Monitor and report legislative news to KAMSS members.  The reason this is important and that we would/may want to be a political advocate is because laws and regulations that are enacted now will affect the rules of the workplace for years to come.  We could build recognition for medical staff services professional.  Have a part in improving the quality of healthcare by working through the legislative and regulatory process.  We need to know or legislative reps and their positions on issues that affect us in healthcare.  There was also discussion on NAMSS government relations to track issues at the federal level.  Coalitions help you build presence at the state level.  Reach out to other organizations based on shared issues and goals with community hospitals, State chapters of national associations and other state/community teams.

 Membership Marketing – using post cards, flyers and/or tip sheets – The following strategies were included:
PLAN OVERVIEW Provides highlights from the various sections of the plan to give the others reviewing it ideas of what is included and what is key to focus on.
MEMBERSHIP GOALS Include membership goals and a realistic increase based on year’s membership. It may also be good to include a “stretch goal” that you can strive to reach. A recommended approach is to include a base goal off of the previous year’s membership numbers. It may also be good to include a “stretch goal” that you can strive to reach. It is important that base goals align with budgeted membership revenue. 
OBJECTIVES Detail the key objectives that you want your plan to meet, such as: Increase number of members from a managed care setting.  OVERALL STRATEGIES Highlight the specific strategies you could use to achieve your objectives, such as: To increase the number of managed care members, we will work with our current managed care members to help us to use their personal experience to recruit new members.
AUDIENCES  Highlight your target audiences that you will approaching to join your chapter, such as: Current members (Retention); Prospective members (Recruitment); Former members (Reinstatement). 
VOLUNTEER SUPPORT  Detail any plans for volunteer support within your chapter for membership. It may be creation of a membership committee to discuss strategies to maintain membership and member value.
MEMBERSHIP BENEFITS  Detail the benefits that you plan to develop. Or, how you intend to get feedback on existing member benefits to know whether there is the need for others or if current benefits just need to be enhanced or communicated more.
RETENTION Note retention strategies for keeping members engaged and plans for renewing members.
MESSAGES Highlight key messages you plan to use in your communications. This could be writing statements about the benefits of becoming a member and using testimonials/quotes from previous attendees. Make sure messages will resonate with your target audiences needs. RECRUITMENT Include recruitment strategies for reaching out to new prospective members. This could be participation in a state association member drive, engaging prospective members to join and reinstating former members.
MEMBER COMMUNICATION Detail how you intend to keep in communication with your members. It could be through a list services, activities or an electronic or printed e-newsletter. SCHEDULE OF ACTIVITIES Detail, by month, what your tactics are for the areas noted above including renewal and recruitment plans, member communications and any other activities. This will help you to stick to your plan when you have a schedule to follow.

Please also see Robert Bronke’s attached leadership summary.  Very good!

 We truly hope this information will assist you with dedication, participation and teamwork in your workplace, community service and this great association KAMSS!

 We look forward to seeing you at our 9^th Annual KAMSS Education Series

Linda Woolridge, M.B.A.
President, KY Association- Medical Staff Services
Norton Audubon Hospital
One Audubon Plaza Drive
Louisville, KY  40217
(502) 636-7148

Kentucky Association of Medical Staff Services reflects on its 30-year history

Article by:  Briefings on Credentialing - February 2009 Vol. 18. No. 2 (The monthly newsletter for medical services professionals)
 

In 2008, the Kentucky Association of Medical Staff Services (KAMSS) marked its 30th anniversary by reflecting on its history and creating a strategic plan for the future. Current president Charlotte Felinski, CPCS,  and founding president Alma Berry, CPMSM, attributed the strength of the organization to the dedication of its members.

“KAMSS has chosen some great members to keep us going and keep us focused,” says Felinski, who also works as the credentialing coordinator at Jewish Hospital in Louisville, KY.

The organization has 126 members, 47% of whom are also members of the National Association Medical Staff Services (NAMSS). It is divided into three regional chapters: the Bluegrass Chapter, the Southern Chapter, and the Southwest Chapter. The multiple chapters allow members spread across the state to easily travel to nearby meetings. However, members may join any chapter; they are not limited to their local chapter.

“I think the Kentucky association has been successful because it does reach out, it has meetings in different parts of the state, and I would say communicating with those people in the medical staff services in hospitals large or small is the key,” says Berry.

Starting small to grow large

From the start, good communication was central to the organization. When Berry began her medical staff services job at St. Anthony Hospital in 1971, Betty Doan, who worked in a similar role at nearby Audubon Hospital, reached out to her. Berry, who came from a PR and marketing background, welcomed the support. “[Doan] said, ‘I understand you don’t know anything about this kind of work. Let’s have lunch one day’—which I did, and it just grew from there,” says Berry.

Eventually, Berry and Doan joined Iva Johnston from Jewish Hospital in Louisville and Arlene Arnold from Clark Memorial Hospital in Jeffersonville, IN, to informally establish the association in 1978. In those early years, it was challenging to convince people working in medical staff services that their job was more than a secretarial position and that it was beneficial to network with others in a similar role.

“A lot of those women were tied to that secretarial thinking, and it took some courage for them to step out,” says Berry. “And I must say, some of the administrators thought it was the silliest thing they’d ever heard of. You know, that’s just the way it was.”

Fortunately for Berry, her organization was very supportive. Mike Abell, CEO of St. Anthony Hospital at the time, endorsed the work of the group and formally requested recognition by the Louisville Hospital Administrators and the Kentucky Hospital Association.

That support kept Berry and the others going. “It’s a little easier when you have somebody who says, ‘Don’t worry about that, just keep moving, you’re moving in the right direction,’ ” she says. “As I look back on it, I did not know what I did not know. I was totally innocent to all the obstacles out there.”

Making a national connection

As Berry and the others were working to form local associations in Louisville, a national movement to unite medical staff service workers was under way. In 1977, the group received a mailing for a conference held by NAMSS.

Unfortunately, the mailing arrived after the conference had taken place. But Berry contacted NAMSS and made plans to attend the 1978 conference in Chicago. “There was really no stopping us once we went to that,” she says.

Today, Berry works as a consultant and remains active in KAMSS and NAMSS. Although a lot has changed in the world of medical staff services since the early 1970s, she still sees reflections of the past in today’s environment. “When I go to the meetings now or when I talk with some [MSPs], I see some of the first members, it’s that kind of personality,” she says. “It really hasn’t changed all that much. I mean the problems are different, but they’re still the same.”

Solutions past and present

One of the problems KAMSS still faces is encouraging member involvement. MSPs lead busy lives, professionally and personally, so KAMSS strives to make member interactions as effective as possible by soliciting member feedback on topics such as meeting frequency. “We used to have monthly meetings, and because of everybody’s

busy schedule, we decided to go to quarterly meetings,” says Felinski. In addition to the state group’s quarterly meetings, there are quarterly chapter meetings around the state. At the end of each year, the chapters send their meeting notes to the state association for scanning and inclusion in the official records.

To help facilitate a friendly working relationship among MSPs in the adjoining states and to provide a clear understanding of the relevant state laws, KAMSS encourages non-Kentucky MSPs to attend the organization’s meetings. In fact, some past KAMSS presidents were based outside Kentucky.

Another issue in the formative years of the organization was discussion of a citywide credentialing application. Berry and other early members developed an application that they took to the then–Louisville Metropolitan Hospital Association. A few hospitals participated; however, not enough hospitals were willing to step away from their current forms, and the initiative fell flat. In 1989, the county medical society embraced the idea of a universal application, realizing that it meant less paperwork for practitioners. Having those physician champions gave the standardized application the strength it needed to succeed.

All work and no play would make state organizations pretty dull, though. KAMSS has several ways of celebrating the group’s work. During National Medical Staff Services Awareness week, the KAMSS president sends a note to all members to help commemorate the week. Another way

the association recognizes members is by giving the Outstanding Medical Staff Services Professional Award. The recipient is nominated by his or her peers and receives a complimentary membership to KAMSS for one year, a complimentary registration for the state conference, and a plaque. A notification is sent to his or her supervisor notifying them of the award.

KAMSS members support the president and past president by paying for them to attend the annual NAMSS conference each fall. Felinski says it’s important for the two leaders to travel together. “We have found that that has helped an incoming president-elect who has never held office feel a little more comfortable going with someone who’s already held the office,” she says.

For the past 30 years, Berry has had a front-row seat watching KAMSS grow. “It’s exciting to see some of them, how beautifully they work together and share. I’m really proud of the organization,  I truly am,” she says. █