Kansas Medical Mutual Insurance Company was formed in 1989 by the Kansas Medical Society as a member-directed, mutual insurance company to provide a stable and reliable source of medical professional liability insurance for its members. KaMMCO's success over the years is, in no small measure, attributable to the loyalty it has enjoyed from the members of the Kansas Medical Society and the Kansas Hospital Association.
In 2014, the KaMMCO Board of Directors established the KaMMCO Loyalty Award to recognize members for past loyalty and to encourage commitment into the future. Recognizing and rewarding loyal members is not only a sound business decision that encourages continued loyalty and member retention, it also recognizes the contribution KaMMCO members have made to the financial success of their mutual insurance company.
In accordance with the program as established by the KaMMCO Board of Directors, an eligible member must be insured by KaMMCO and be an active or affiliate member of the Kansas Medical Society or the Kansas Hospital Association.
Beginning Jan. 1, 2015, eligible KaMMCO members will receive $500 for each five-year increment of continuous membership with the company. The KaMMCO Loyalty Award payment structure is as follows:
For example, a KaMMCO member hospital who has been continuously insured with the company for five years upon renewal Jan. 1 will receive a loyalty payment of $500. A member hospital who has been insured continuously for 10 years will receive a loyalty payment of $1,000 upon renewal of their 2015 policy.
Eligible KaMMCO members who earn a KaMMCO Loyalty Award upon renewal Jan. 1 will receive the payment in the second quarter of the calendar year. For policies that renew at various other times throughout the year, the KaMMCO Loyalty Award payment will be made as soon as reasonably possible following the renewal of the policy that triggered the award payment qualification.
For questions, visit www.KaMMCO.com or contact the KaMMCO Underwriting Department at (800) 232-2259.
Hospital CEOs are responsible for achieving and maintaining the financial strength and well-being of the overall organization. They strive to establish a culture of collaboration and integration that enhances the provision of excellent patient care. They must always work to improve patient satisfaction, provide a safe employee and patient care environment, and support innovation and creativity.
Hospital leaders across the country are facing new challenges every day. They are consistently juggling financial challenges and watching over patient safety and quality of care on a daily basis.
Questions you might ask yourself are:
According to the American College of Healthcare Executives most recent annual survey, financial concerns are being driven by:
Hospital leadership must maintain financial stability by promoting healthcare services produced in a cost-effective manner. Financial stability includes procuring cost-efficient products and services, maximizing reimbursement and reducing avoidable costs.
What if you could improve your financial position by addressing low-hanging fruit opportunities? That makes sense! Here is one you could consider right now ... turnover is a major cost to hospitals today. I think you will agree these statistics are significant:
Patient Safety and Quality of Care concerns are driven by:
The most important goal for a CEO is to make sure they establish a culture of accountability throughout their organization to ensure patient safety and quality care. This must be the number one priority of every staff member. They must engage their medical staff as meaningful partners in the development and implementation of a strategy and implementation plan. Metrics should be developed with meaningful involvement of the medical staff in a manner that effectively and efficiently uses their time and expertise to achieve a solution that works for their hospital.
What are the top patient safety and quality care issues at your hospital? Are there any areas where further training could support better patient outcomes? Absolutely!
EmployeeTalk LLC, the KHSC-endorsed employee engagement solution provider offers answers to many of these challenges. They have defined a simple, yet affordable, employee engagement quick-start program to bring you immediate results.
EmployeeTalk Benefits include:
For more information, email firstname.lastname@example.org and ask about their QuickStart program.
It has been a busy 2014 for the staff of the KHA Workers Compensation Fund. Some significant staffing changes created the opportunity for the Fund to investigate the best method for providing high-quality claims services for its members. The result was a decision to outsource claims services to CORnerstone Risk Solutions (CRS) out of Wichita effective July 1, 2014.
To ensure that Fund assets are being properly managed and member customer service needs are being met, the Fund has hired Kayron “Ronni” Anderson to lead the Fund as its Administrator. Ronni’s duites will include working with CRS and Fund members to assure that claims are being appropriately administered in a timely basis. Ronni will also oversee all marketing and administrative functions of the Fund, as well as the loss control services.
Speaking of loss control, Chris Saiya has been busy working in the field to reduce injuries to Fund member employees. Chris is always available for consultation and welcomes the opportunity to visit with any of the member hospitals.
If you have any questions about the services of the KHA Workers Compensation Fund or would like a quote on your workers compensation insurance, please give Ronni a call at (785) 233-7436.
A recent data breach at Community Health Systems, Inc., a large system operating in the southern part of the United States, has caused quite a stir in the medical field. There were about 4.5 million patients impacted by this data breach. While there are not any hospitals owned by CHS in this state, Kansas hospitals can certainly take a lesson from this breach.
Many companies are now providing Cyber Liability/Data Breach insurance. One of the major malpractice carriers in Kansas – KaMMCO – has even stepped up to include $100,000 of coverage in their standard Hospital Professional Liability Form. However, for most hospitals (even smaller for Critical Access Hospitals) this is an inadequate limit. All hospitals should discuss an appropriate coverage level with their insurance consultants.
The area of Cyber Liability/Data Breach Coverage also can be confusing. Quality policies will be written with both "Third-Party" and "First-Party" coverage limits. For example:
Healthcare providers have a somewhat unique compliance burden in that they must self-report their data breaches to the U.S. Department of Health and Human Services. At that point, they will typically have to notify all affected individuals in writing, then provide ongoing information and services to these individuals (credit monitoring, identity theft restoration, etc.) throughout the process - usually multiple years.
Interestingly enough, the First-Party coverage generates the bulk of the claim payment(s). Many insurance industry estimates place the notification and ongoing servicing expenses somewhere between $50 and $100 per affected individual. For example, 1,000 patient records @ $50 each would be a $50,000 claim without any actual negligence allegation. This is just the cost to notify and service. This is why many insurance companies offer little or no coverage in the First-Party area.
Many hospitals are unaware of this lack of First-Party coverage. The good news is that KaMMCO's $100,000 limit is both First- and Third-party coverage.
The trends indicate this will become more of an issue for Kansas hospitals - certainly not less.
Despite advances in technology, inspections and testing, maintenance is still crucial to safe and efficient boiler operation.
Times have changed. Improvements in boiler design and the switch to digital control systems have greatly improved boiler safety, reliability and performance. Operating efficiency also has improved, and interruptions of service are all but eliminated. These advances have created the misconception that boilers do not need much attention. This type of thinking is understandably causing concern among maintenance and engineering managers.
Even with improvements in boiler design and construction, accidents still occur and boilers still fail. It is estimated that nearly two-thirds of all boiler failures today result from poor operating and maintenance practices.
A facility's boiler represents a major investment – and a potential danger to property and personnel. Poor operating and maintenance practices put everyone at risk. Boiler failure could cause service interruptions affecting building occupants and their operations. Significant damage could occur to the building, its contents, systems and people.
By paying close attention to safety devices and maintenance practices, maintenance and engineering personnel can avoid these negative outcomes.
Here are some steps your company can take to reduce losses and downtime:
Consult with your local Chubb Equipment Breakdown Risk Engineer Bob Collins for further details on how to enhance boiler performance, reliability and safety.
"You can't do today's job with yesterday's methods and be in business tomorrow." These words from former business leader and executive Lee Lacocca should ring true for most all healthcare executives today, especially those involved in the Revenue Cycles of their Health Systems. While utilization and reimbursements continue to fall, hospitals can no longer afford the status quo of doing what has always been done, and doing it with "yesterday's methods."
There are two key cost and recovery issues that many health systems are faced with today:
While some revenue cycle tasks make sense to outsource, no one goes after your money like you would. The answer is in finding new tools for automating many of the laborious tasks typically found in activities relating to claim, denial and appeal management. Being able to share best practices across your hospital and physician revenue cycle activities and take away the silos of paper binders, sticky notes and "it's all in my head" philosophy will allow your organization to move ahead with today's tools and methods.
These comments are provided by Ray Dalessandro, director Healthcare Solutions, Etactics Inc. Etactics, along with local Kansas affiliate, Kalos Inc., are endorsed partners of the Kansas Health Service Corporation and offer a multitude of revenue cycle tools that are affordable and able to be utilized across all physician and hospital platforms. For more information, visit www.etacticsinc.com, or contact Thad Lockard at (785) 232-3606 to arrange for a free consultative analysis. Lockard will help you determine if any of the advanced technological automated tools and solutions can help your health system bring in some "new methods" for today's healthcare revenue cycle challenges.
The Centers for Disease Control and Prevention has called lack of sleep "an epidemic," linking it to motor vehicle crashes, industrial disasters and other occupational errors. Many other studies have found employees who sleep fewer than six hours per day are nearly 30 percent more likely to be overweight and have health problems like hypertension, diabetes, depression and cancer. These people also take a tremendous cognitive hit on a daily basis, finding it difficult to concentrate at work or complete tasks, resulting in lower productivity. Sleep disturbances cause fatigue-related productivity losses estimated at $1,967 per employee annually, according to a study published in the journal Sleep. For employees who drive on the job, operate machinery or perform other safety-sensitive tasks, sleep deprivation can be particularly dangerous. The National Sleep Foundation's 2012 Sleep in America poll, which focused on transportation workers, found that about one-fourth of train operators and pilots admitted that sleepiness affected their job performance at least once a week, as did about one in six non-transportation workers.
The Virgin Pulse Institute study found four key themes keeping employees awake at night: worry/stress, mental activity, physical discomfort and environmental disruptors. Many factors within these categories kept participants awake, including:
Sleep deprivation was found to have impacts across four key areas: physical well-being; cognitive abilities and productivity; mood; and stress management. According to the study, lack of sleep leaves employees less focused on the job and unable to perform at their peak, and leaves them experiencing a decreased feeling of overall well-being.
According to the Occupational Safety and Health Administration, 1.8 million workers in the United States report work-related musculoskeletal disorders each year. OSHA states that ergonomics is the solution to preventing these work-related MSD injuries and illnesses. Take these ergonomic steps:
Teams are everywhere! Having a team that works well together is essential. All too often, organizations struggle with hiring the right people, assigning the right tasks to the right people and getting people to work together for the good of the organization.
When teams or individuals are not playing well together, the following are the individuals' motivating factors: Will this make me look good to my boss, will this impress others, if I hoard information, then I am necessary. Individuals do not accept, acknowledge nor embrace their role in the issue; individuals display passive aggressive behaviors; become gatekeepers of information that is not theirs to keep, and sometimes outright sabotage others.
When teams and individuals are working well as a team, they display vulnerability that results in trust; they have healthy debate; there is peer-to-peer accountability; they admit mistakes and ask for help.
Patrick Lencioni has shared insights and partnered with a leader in the assessment industry to create the famous book, 5 Behaviors of a Cohesive Team. The behaviors build from the bottom up: trust, conflict, commitment, accountability and results. The program is ideal for teams of six-20 that work together on a regular basis and have a history together. A thorough report is provided for each team member with a team summary. For more information or to review a sample report, visit www.ScottHR.com.
Quote: Carlo, VP, HR: "Lencioni's approach allowed our team to truly understand our strengths, and to develop a plan to address the areas where we can be more effective as a team. The process is more than just an assessment tool, it's a rare opportunity for teams to reflect and grow."
Kristin Scott is a human resource professional, serving organizations for 17 years to address employee challenges, legal complexities, organizational performance and communications. Scott earned a master's in management degree from Baker University, a bachelor of science degree in business from Washburn University, is a certified Professional in Human Resources and has earned the Certified Employee Retention Professional certificate from the Retention Institute. For additional information, contact Kristin at Kristin@Scotthr.com.
Kansas Health Service Corporation | 215 SE 8th Avenue | Topeka, Kansas 66603-3906 | Phone:(785) 233-7436 | Fax: (785) 233-8551