Department of Laboratory Medicine and Pathology at CLMA ThinkLab 2012

The Department of Laboratory Medicine and Pathology is sending several speakers to this year's Clinical Laboratory Management Association (CLMA) ThinkLab conference, held April 29-May 2, 2012. According to the conference website, DLMP speakers are Brad Karon, M.D., Ph.D., Deb Hagen-Moe, Jane Hermansen, Barbara Litsenberger, and Jason Majorowicz. Below are the presentation details for the five consultants and allied health staff members that are presenting throughout the conference.

 

Monday, April 30 from 2:15–3:45 p.m.

1C: INVESTIGATING AND RESPONDING TO CRITICAL PROFICIENCY TESTING FAILURES

John R. Harbour, M.D., FCAP, Regional Medical Director & Chairman, Department of Pathology, Bon Secours St. Mary's Hospital
Bradley S. Karon, M.D., Ph.D., FCAP, Medical Director of the CLS Program, Mayo Clinic
1.5 credit hours, Level I

Many laboratories have recurrent issues related to complying with proficiency testing (PT) expectations. This session, targeted to new supervisors and managers, will review the philosophic basis for proficiency testing and highlight the role and responsibility of the laboratory management team in proactively managing PT testing. Faculty will share specific recommendations and best practices for taking corrective action that meets accrediting agency requirements.

Learning Objectives

  • Review the philosophy of proficiency testing, including CLIA '88 requirements.
  • Discuss the role and responsibility of the laboratory management team relative to PT.
  • Implement a PT performance assessment process that emphasizes good patient care and facilitates regulatory compliance utilizing the CAP model as an example.

Monday, April 30 from 4:00–5:30 p.m.

2C: LABORATORY OUTREACH: AN ENDURING STRATEGY

Jane M. Hermansen, M.B.A., M.T.(ASCP), Department of Laboratory Medicine and Pathology, Mayo Clinic
1.5 credit hours, Level II

Across healthcare institutions, each service line is under pressure to function efficiently. The laboratory is no exception. As a profitable service line within a hospital, the role of the laboratory outreach program is of key significance. Regardless of the structure and form that healthcare assumes in the future, an outreach program can help the laboratory remain relevant in changing times, impacting patient outcomes across the continuum of care. Attendees will learn why laboratory outreach is critical to an institution's success, understand how to influence patient outcomes, and how to develop mechanisms to bolster a hospital's laboratory outreach program so that it can endure in the long term.

Learning Objectives

  • Identify the key areas where the laboratory outreach program adds value to the institution and establish a realistic baseline of the laboratory's current perceived value.
  • Develop a strategy to align outreach objectives with overall institutional goals.
  • Establish a plan that allows the laboratory to provide a competitive service that aids in differentiating your organization.
Tuesday, May 1 from 8:30–10:00 a.m.

3D: KEY PERFORMANCE INDICATORS FOR LABORATORY OUTREACH: FROM TAMPA '09 TO ATLANTA '12 – HOW HAVE WE CHANGED?

Charlene Harris, F.A.C.H.E., M.T.(ASCP), Administrative Director, Laboratory Services, Sarasota Memorial Health Care System
Jane M. Hermansen, M.B.A., M.T.(ASCP), Department of Laboratory Medicine and Pathology, Mayo Clinic
1.5 contact hours, Level II

Laboratory Outreach programs must have specific business and infrastructure elements in place to realize a full measure of success and meet increasingly challenging financial needs. At ThinkLab '09, we gathered data from audience members regarding their outreach programs and discussed the role of Key Performance Indicators as effective tools to communicate the laboratory outreach program's success, efficiency, and financial performance. Through the use of an interactive polling function, participants this year will learn what has changed and what has remained the same over the past three years. Participants can use the updated information to communicate the changing needs of the market to both their department staff and hospital leadership.

Learning Objectives

  • Describe the importance of laboratory outreach program KPIs.
  • Identify trends in outreach KPIs that are relevant to your laboratory, and establish a plan to address changing outreach program needs.
  • Develop techniques to monitor, update, and communicate KPIs within your organization and to customers.
Tuesday, May 1 from 4:00–5:30 p.m.

5C: BUILDING A ROBUST COMPETENCY ASSESSMENT PROGRAM

Deb Hagen-Moe, M.Ed., Mayo Clinic
Barbara Litsenberger, M.Ed., Education Coordinator, Mayo Clinic
1.5 credit hours, Level II

The CLMA Body of Knowledge for Medical Laboratory Management states that laboratories need regulatory-compliant policies for a competency assessment program that assesses the technical skills of staff. The framework for a competency assessment program begins with the regulatory requirements defined by the Clinical Laboratory Improvement Act (CLIA). The CLIA requirements will be reviewed, including the six required assessment methods. The session will include examples of assessment activities that could be used to meet the requirements and a competency checklist template for building specific assessments. There will be an opportunity to brainstorm and share ideas/best practices for building or enhancing competency assessment programs for a variety of laboratory settings.

Learning Objectives

  • Identify the regulatory requirements (per CLIA) for a competency assessment program.
  • Describe each of the six required competency assessment methods.
  • Share strategies for developing and/or enhancing a competency assessment program.
Wednesday, May 2 from 8:30–10:00 a.m.

6B: WEALTH LIES IN PEOPLE - PROTECTING RESOURCES NEEDED TO DEVELOP STAFF EXPERTISE

Barbara Listenberger, M.Ed., Education Coordinator, Mayo Clinic
1.5 credit hours, Level II

Development of staff expertise extends beyond orientation and training. The current economic downturn may tempt organizations to divert resources from staff development to other organizational activities. Employee expertise is an asset that is too valuable to let this occur. Individuals who manage staff development programs need to be able to explain, defend, and promote their program's importance. This session will explore how expertise is developed, discuss the functions of trainers, preceptors, and mentors, and include a review of applicable requirements. Participants will consider the risks and benefits of developing staff expertise.

Learning Objectives

  • Identify the strengths and weaknesses of their organization's staff development program.
  • Discuss with other session participants the outcomes of their program's strengths and weaknesses.
  • Create a compelling argument to support the development of employee expertise.
Wednesday, May 2 from 8:30–10:00 a.m.

6C: USING AN ADKAR® MODEL TO STRATEGICALLY INSTILL QUALITY CONCEPTS ACROSS AN ORGANIZATION

Deb Hagen-Moe, M.Ed., Mayo Clinic
Jason Majorowicz, B.S., Quality Management Coordinator, Mayo Clinic
1.5 credit hours, Levels II-III

Quality is a critical component of any successful organization. How quality concepts are shared with staff can impact the overall performance of your organization. Learn to define target audiences for quality training, such as leadership, physicians, and bench staff. Each targeted training event will explain the staff's role in the process of quality management and their responsibilities for process improvement. You will learn to develop a change management approach to create a matrix for identifying quality topics for each audience. We will share interactive delivery techniques to help ensure that the quality message is being received and embraced. Finally, reinforcement techniques for sustaining quality over time will be discussed.

Learning Objectives

  • Define what quality means for your organization.
  • Create an ADKAR® matrix to identify awareness/training topics regarding quality concepts for specific audiences.
  • Identify reinforcement techniques to sustain quality over time.
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