2012 AMGA Annual Conference

Practice Management

Practice Management
This track offers practical, results-oriented solutions for assessing and combating the complex problems healthcare leaders and administrators face in managing their practices. These include issues relating to patient satisfaction, office operations, recruitment and retention, finance, insurance relations, and organizational redesigns.

Friday, 2:00 p.m. - 3:15 p.m.
Creating a Medical Group-Focused Revenue Cycle Team in an Integrated Delivery System

Peter Valenzuela, MD, MBA, Medical Director, PeaceHealth Medical Group - Northwest Region
Newly formed integrated delivery systems often incorporate their medical group's revenue cycle into the organization to keep costs down.  This may result in lost revenue due to performance inefficiencies and lack of communication.  This presentation will describe the creation of a group-focused revenue cycle team at PeaceHealth Medical Group, created to identify areas where opportunities exist for increasing revenue capture and collection in a timelier manner, to standardize processes in revenue cycle activities, and to facilitate revenue improvements on cross-functional teams. It will also share strategies and lessons learned.
Upon completion of this activity, participants should be able to identify common revenue cycle opportunities in medical groups; list pros and cons of centralizing revenue cycle functions; and describe medical group revenue cycle challenges within newly formed integrated delivery systems.

Friday, 2:00 p.m. - 3:15 p.m.
Appointment Standardization Across Multiple Primary Care Locations

Chris Thornock, Chief Administrative Officer, and Mark Briesacher, MD, Senior Administrative Medical Director, Intermountain Medical Group
Upon recognition that the variation in appointment types was a barrier to the implementation of online patient scheduling and other remote scheduling options, Intermountain Medical Group applied quality improvement processes to address it. This presentation will explore the process that resulted in a substantial decrease in the number of appointment types and increased standardization in their pediatric, family practice, and internal medicine practice scheduling options.
Upon completion of this activity, participants should be able to develop strategies for reducing variation in their appointment scheduling options; and lead an improvement process that engages front-line staff in the problem, possible solutions, and implementation of those solutions.

Friday, 2:00 p.m. - 3:15 p.m.
Budget- Free Financial and Operational Planning

Tim A. Olson, BBA, MBA, Chief Financial Officer, and Brian Burmeister, PT, MPA, Senior Vice President -Physician Services, ThedaCare, Inc.
The speakers will present a case study of ThedaCare's new budget-free approach to financial and operational planning. A cross-divisional group of leaders used Lean concepts to create a financial planning process that eliminated the traditional annual budget and replaced it with a continuous forecasting process that was more nimble to a changing environment. They will demonstrate the value of the new process and how it has impacted day-to-day management.
Upon completion of this activity, participants should be able to describe alternatives to traditional budgeting and planning; and objectively consider the usefulness of their current budgeting and planning process.

Friday, 3:45 p.m. - 5:00 p.m.
How to Maximize Exposure and Save Money Through Traditional and Social Media

W. Mike McCrady, MD, Vice President and Medical Director/Clinical Operations, Trinity Clinic Hospitalist, John Moore, Public Information Officer, and Kevin Maples, Videographer, Trinity Mother Frances Hospitals and Clinics
Demonstrate how your hospital, health system, or practice could benefit from producing your own audio and video messaging for traditional and social media.  This presentation explains how Trinity Mother Frances Hospital and Clinics in Tyler, Texas, has significantly reduced costs and increased exposure for their facilities and physicians by centralizing marketing and branding efforts through the creation of a Media and Technology Center.
Upon completion of this activity, participants should be able to identify opportunity to build brand awareness through multiple media outlets; describe the requirements of developing an in-house media service; develop and implement a plan for engaging physicians in spreading their brand; identify and train the best team members to address media opportunities effectively; and identify opportunities for free media coverage through traditional and social media.

Friday, 3:45 p.m. - 5:00 p.m.
Building a Sustainable Primary Care Model

Philip M. Oravetz, MD, MPH, MBA, Chief Medical Officer, Palo Alto Medical Foundation, Mills-Peninsula Division; and Lori Schutte, MBA, President, Cejka Search
It's all about sustainability; in this case, sustainable delivery of primary care.  This session will engage attendees in a high-level review of industry trends complemented by in-the- trenches lessons on what works-and what to avoid-in creating an integrated, physician-driven model enabled by information technology and comprehensive care teams, including an examination of various incentives, compensation models, and practice structures.
Upon completion of this activity, participants should be able to identify key turnover benchmarks and retention trends as highlighted by the Cejka Search and AMGA 2010 Physician Retention Survey; describe how to favorably position and build their primary care model in an era of healthcare reform, physician shortages, intense competition, and generational shifts; implement techniques that will provide a competitive advantage in successfully recruiting and retain primary care physicians and advanced practitioners; and evaluate the incentives, compensation models, and practice structures that can are the pillars of a sustainable primary care enterprise.

Friday, 3:45 p.m. - 5:00 p.m.
Creating A Culture of Patient Access

Mary Beth McDonald, MBA, Vice President Clinic Operations, and Stephen Francavigilia, RN, MBA, Vice President Growth and Market Development, Aurora Medical Group
In 2007, Aurora Medical Group pioneered the concept of giving better patient access to "time-starved families," defined as working-parent households with children.  This presentation will describe their journey to transform a culture of patient access being defined by individual physician's schedule to one defined by the needs of the patient.  It will discuss challenges, lessons learned, and next steps, providing concrete tactics and processes to optimize access and change the culture.
Upon completion of this activity, participants will be able to identify the cultural characteristics necessary to improve their organization's patient access from the patient's perspective; apply specific tactics and processes that improve patient access; and implement monitoring techniques and follow-up action planning to assure compliance with patient access expectations.

Saturday, 11:00 a.m. - 12:15 p.m.
Communication Strategies for Engaging Physicians and Improving the Way We Deliver Health Care

Richard Naftalis, MD, FACP, MBA, Chair, Physician Specialist Affairs Committee and Board Member, Pam Zippi, Director of Marketing, and Jean Sullivan, Marketing and PR Manager, HealthTexas Provider Network
HealthTexas Provider Network's success is driven by physician involvement and participation in the management of the practice.  This presentation will share examples of communication strategies that have enabled them to become a robust primary care enterprise capable of supporting a comprehensive care delivery system, including their committee structure and communication vehicles.
Upon completion of this activity, the participant should be able to build physician confidence, trust, and partnership through communication to improve their organization's ability to initiate quality, safety, and service excellence efforts; establish two-way communication between leaders and physicians that creates a participatory environment, motivating physicians to collaborate with leaders and align themselves to organizational goals; describe examples of internal communication tools proven to be successful in fostering communication between physicians and leaders; detail examples of external communication tools to assist physicians in building a successful practice; and discuss HTPN's Physician Specialist Affairs committee efforts to enhance awareness of specialty services available within its network of physicians.

Saturday, 2:00 p.m. - 3:15 p.m.
Enhancing Quality and Revenue in a Multispecialty Medical Group

Scott D. Hayworth, MD, President and Chief Executive Officer, Abe Levy, MD, Chief Medical Officer and Chief Quality Officer, and Christopher Sclafani, Chief Operations Officer, Mount Kisco Medical Group
In 2008, Mount Kisco Medical Group undertook a review of the practice and its services, with an eye towards developing programs that would provide new sources of revenue while enhancing the quality of care and improving patient satisfaction. This presentation will detail the development of an anatomic pathology program in the multispecialty medical group. It will describe the conceptualization process, the design process, hurdles faced, and decisions made on equipment and software selections-good and bad.  It will also review quality improvements and financial gains, as well as plans for future expansion.
Upon completion of this activity, participants should be able to describe the rationale for developing an anatomical pathology laboratory within the framework of a multispecialty medical group; describe the potential enhancement to patient satisfaction and quality of care achieved by having anatomic pathology services within a multispecialty group; identify likely challenges faced in developing an anatomic pathology program; and identify the potential medical and financial benefits of adding such a service.

Saturday, 2:00 p.m. - 3:15 p.m.
Creating a Revenue Cycle Foundation for the Future: Franciscan Medical Group's Experience

Kimberly S. Harding, CPA, Executive Director, Finance and Business Intelligence, Franciscan Medical Group; and Benjamin C. Colton, MBA, Manager, ECG Management Consultants, Inc.
As medical groups grow through acquisition, it is important that the organization's billing model is easily scalable, improves revenue cycle performance, and supports the organization's mission, vision, and goals. This session will detail the key steps and tools for designing, implementing, and managing a contemporary revenue cycle model. It will also review the framework used to assess the revenue cycle model, contemporary models considered, the action plan used to reorganize more than 80 FTEs without disrupting cash flow or performance, and tools employed to monitor and manage effectiveness.
Upon completion of this activity, participants should be able to describe how the regulatory environment (HITECH/ARRA, ICD-10/5010, and health reform) is creating new imperatives for the professional revenue cycle; detail contemporary models to organize the revenue cycle for best performance, given technological (e.g., EHR and other emerging systems implementations) and strategic (e.g., physician alignment, acquisition) initiatives; detail the benefits and challenges of higher degrees of centralized billing activities; and list the key steps for designing and reorganizing to a more effective model without negatively impacting current performance and the tools to ensure ongoing success.

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