2012 AMGA Annual Conference

Leadership and Governance

Leadership and Governance
Board members, department heads, and other thought leaders will discuss changing cultures, leadership development, and strategic planning.

Friday, 2:00 p.m. - 3:15 p.m.
Transforming Healthcare Starts with Changing the DNA of Physician Leadership: Innovative Leadership Institute at The Iowa Clinic

C. Edward Brown, FACHE, Chief Executive Officer, The Iowa Clinic; Mohamad S. Kasti, MS, MBB, MCA, Chief Transformation Officer, Center for Transformation & Innovation, University of South Florida; and Gregg B. Polzin, MD, The Iowa Clinic
With the demands for change in the healthcare delivery system, physician leadership has become more necessary than ever.  Developing physician leaders from within the organization became necessary for The Iowa Clinic using an experiential learning approach. This presentation will detail the organization's innovative partnership with the University of South Florida College of Medicine to establish The Leadership Institute at The Iowa Clinic, where they have been able to transform the physician participants into becoming better leaders.
Upon completion of this activity, participants should be able to evaluate and develop a process for creating a physician leadership program.

Friday, 2:00 p.m. - 3:15 p.m.
Strategic and Rapid Growth: From Evaluation to Full Integration

Beth Cherry, RN, MSN, CMPE, Administrator, Community Primary Care Practices, Medicine Institute, and Michael Rabovsky, MD, Vice Chairman, Medicine Institute, and Vice Chairman for Clinic Affairs, Family Medicine, Cleveland Clinic
Integration of community practices into larger organizations has become common practice in today's financially struggling healthcare world. This session will explore one organization's experience of evaluating finances, productivity, and salaries, and integrating more than 20 community primary care practices and 80 doctors into its system. The presenters will explore in detail an approach Cleveland Clinic has taken to meet the challenge.
At the conclusion of the session, participants will be able to articulate the evaluation process necessary to integrate a practice into their organization; describe why the culture of the group employment model is important to quality, patient safety, and financial stability for an organization; and assess whether their own organization might benefit from employing a similar tactic.  

Friday, 2:00 p.m. - 3:15 p.m.
Integrating Roles and Governance of the Organized Medical Staff and a Large Health System-owned Group Practice

Glenn Focht, MD, President, Central Maine Medical Group
This presentation will examine the reorganization of the organized medical staff's governance to align it with hospital-owned group practice leadership using a radical model that purposely blended the roles of the Medical Executive Committee and the Group Practice Executive Council. The barriers, opportunities, and early results of a hybrid governance model will be discussed by the CEO of the health system and the president of the and medical group.
Upon completion of this activity, participants should be able to identify the barriers to effective work on quality, safety, and operations when governance structures are not aligned; identify the relevant legal and regulatory factors that need to be addressed when merging organized medical staff and group governance; and evaluate the opportunities for more effective governance and operations when roles are aligned in a hybrid governance model.

Friday, 3:45 p.m. - 5:00 p.m.
Mercy Clinic-Joplin: Response, Recovery, and Rebuilding after the Nation's Worst Tornado in 60 Years

Donn Sorensen, MHA, MBA, FACMPE, Chief Operating Officer, Mercy Clinic; and D. Sean Smith, DO, President, Mercy Clinic-Joplin/Kansas
The May 22, 2011 Joplin, Missouri tornado caused unprecedented destruction, including this country's first direct hit on an acute care hospital.  The integrated services of Mercy Health-Joplin experienced a near complete disruption to its ability to provide hospital and physician services to its regional service area.  Mercy tells its story of the first few harrowing days of response, as well as the recovery and continuing efforts to rebuild a system of care poised not to replace what was lost but to serve the clinical and service needs of its patients into the future.
Upon completion of this activity, participants should be able to identify with the challenges faced when a large-scale natural disaster produces extensive interruption to operations of a health system; delineate the multi-year process of rebuilding a health system and physician group to address the healthcare needs of today and tomorrow; and describe efforts to integrate many independent physicians who also were displaced by the disaster.

Friday, 3:45 p.m. - 5:00 p.m.
Results- Driven Risk Management Programs: A Surgical Group and Physician Group Share Success Stories

Jeffrey L. Cohen, MD, FACS, FASCRS, President, Hartford Specialists; James W. Cox-Chapman, MD, Chief Medical Officer, ProHealth Physicians; Kevin W. Kelly, MPH, President and Chief Executive Officer, Medical Risk Management, LLC; and Joyce Lagnese, JD, Principal, Danaher Lagnese, P.C.
During 2004-2011, Connecticut Surgical Group (now called Hartford Specialists) and ProHealth Physicians implemented enterprise-wide risk management programs that dramatically reduced their malpractice exposures, improved patient safety, and saved millions of dollars in insurance premiums. This presentation provides a detailed roadmap of the design and implementation of the programs including their overwhelmingly positive performance results.
Upon completion of this activity, participants should be able to describe the organizational need for and the value of implementing an enterprise-wide risk management program for physician groups; evaluate the data from key performance metrics of a comprehensive risk management program; describe the positive impact of risk management/patient safety cultural changes within physician groups; and describe practical risk management best practices that can be easily be implemented to assist in reducing medico- legal risk exposures.

Saturday, 11:00 a.m. - 12:15 p.m.
Leadership of APRNs in an Academic Group Practice

Susan Moseley, DNP, RN, NE-BC, Administrative Director, Vanderbilt Medical Group
Growth and expansion within the ambulatory care environment at Vanderbilt Medical Group led to an increasing number of advanced practice nurses and expanded roles. This presentation describes the development, implementation, and evaluation of a structure and process which improved the optimization of these providers.
Upon completion of this activity, participants should be able to describe the challenges in managing large groups of advanced practice nurses and allied health providers in academic faculty practice; identify the functions of the Vanderbilt University Medical Center's Center for Advanced Practice Nursing and Allied Health; utilize pro forma and other decision-support tools to evaluate a medical group's need for APRNs; and evaluate the findings and critical success factors for optimizing use of APRNs.

Saturday, 11:00 a.m. - 12:15 p.m.
Illinois Health Partners: A Model for Physician-Hospital Collaboration to Improve Quality, Efficiency, and Access

Michael A. Kasper, MHA, Chief Executive Officer, and Paul Merrick, MD, President, DuPage Medical Group
The healthcare landscape is changing and there is a critical need for care providers to change with it. Learn how a physician group and a hospital are collaborating to improve quality, efficiency, and access while retaining their independence.  Strategies include expanding and sharing clinical, IT, and administrative infrastructure so that the patient service base can increase without the need to acquire additional physicians.
Upon completion of this activity, participants should be able to describe how two independent healthcare organizations can effectively collaborate to form one healthcare system that benefits patients and delivers cost effective and efficient care, all while retaining their independence; and describe strategies to expand patient base, achieve clinical integration, gain effectiveness in sharing clinical services, and use a shared electronic medical data in care delivery.

Saturday, 11:00 a.m. - 12:15 p.m.
Execution: The Nuts and Bolts of Hospital and Medical Group Integration

Nathan Miller, MHA, Director of Business Office Operations, Holzer Clinic; and Daniel J. Marino, MHA, MBA, President/Chief Executive Officer, Health Directions, LLC
In the change environment under healthcare reform, many hospitals and medical groups are more closely integrating themselves to enhance their position for accountable care.  What risks do medical groups face as they integrate with hospitals? High-level planning is not a problem. The big challenge is execution. This presentation explains the nuts and bolts of hospital and group integration-clinical, financial, technological, and cultural. A case study of a recent merger illustrates critical moves and practical steps.
Upon completion of this activity, participants should be able to structure a joint planning committee for hospital and medical group integration; design a combined financial structure that maximizes reimbursement and cost efficiency; develop a combined IT platform that supports coordinated care and shared financial accountability; establish governance and management structures that ensure strong physician leadership within an integrated organization; and identify opportunities to integrate clinical process to create patient-centered accountable care.

Saturday, 2:00 p.m. - 3:15 p.m.
The Long and Winding Road of Health System Integration: Leveraging Performance Improvement, Business Intelligence, Physician Alignment, and Group Practice Model to Integrate a Health System

Brian Harte, MD, Director, Business Intelligence/Medical Operations and Chief Operating Officer, Hillcrest Hospital
In today's environment, organizations must minimize costs while still providing high-quality care. Cleveland Clinic provides a case study in how a physician-led group practice created an integrated delivery network across 10 hospitals in Ohio and Florida, putting patients in the right place at the right time at the right cost.
Upon completion of this activity, participants should be able to describe the efforts in aligning private practice physicians and the Cleveland Clinic group practice model around common standards of quality and performance via Board alignment, engagement of medical staff leadership, and creation of common performance reporting and management tools; provide examples of how business reviews and monthly balanced scorecards powered by automated business intelligence solutions have been used as transparent tools that drive transformational change and improvement throughout the system; demonstrate the leadership strategies and supporting data around decisions to consolidate service lines and make capital allocation decisions across a health system; describe how Cleveland Clinic uses standardized processes facilitated by electronic medical records and other tools to reach higher levels of efficiency and performance; delineate how Cleveland Clinic is creating specialty care centers throughout the system to reflect the needs of the community and ensure patients receive superior levels of care without creating redundant capability; and explain how an effective group practice model in a patient-centered environment can lead to innovation and uncover opportunities for improving quality of care while increasing safety and lowering costs.

Saturday, 2:00 p.m. - 3:15 p.m.
Medical Group as Catalyst: Transforming a Hospital System into an Integrated Delivery System

Larry Harrison, MBA, MHS, Chief Executive, Senior Vice President, Scripps Clinic; and Laura Jacobs, MPH, Executive Vice President, The Camden Group
Many medical groups are the linchpin for transforming a hospital system into a truly integrated delivery system (and care model).  With Scripps Health as one case study, this presentation will examine the requirements for success, using new management, governance, and incentive structures to facilitate change, and mechanisms to remove barriers to change.
Upon completion of this activity, participants should be able to identify critical success factors for performance as a truly integrated delivery system; identify organizational (management and governance) models, leadership techniques, and financial incentives that can facilitate positive transformation into an IDS; and identify techniques for removing barriers to change and redirecting forces of inertia in the organization.

Saturday, 2:00 p.m. - 3:15 p.m.
Charting a Course for Value Innovation: Practical Tips for Adopting Blue Ocean Strategy in Your Practice

John Brady, DHA, VP, Physician Services and Organizational Planning, Marianjoy Rehabilitation Hospital
This presentation will demonstrate how group leaders can employ a Blue Ocean strategic framework in their practice setting. The presenter will share how Marianjoy Rehabilitation Hospital has used this approach to guide annual strategic planning and has helped them to differentiate their practices through the creation of value and innovation designed to transcend traditional competition in the market place.
Upon completion of this activity, participants should be able to explain the fundamental concepts at work in Blue Ocean strategy and how they can apply in a medical practice setting; utilize a number of practical exercises to help them employ the concepts of Blue Ocean strategy; identify innovative strategic opportunities which transcend competition and add value to patients, referral sources, and payers; and employ relevant aspects of Blue Ocean strategy into their own strategic planning framework.

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