Leadership and Governance
Friday, April 4, 2014
2:00 p.m. – 3:15 p.m.
Leveraging Lean Strategies to Innovate and Improve Organizational Performance
Gayle McGinnis, Senior Director of Care Improvement, Harvard Vanguard Medical Associates
In this session, the presenter will discuss strategies for deploying systems that drive organizational performance, share case study examples of how Harvard Vanguard leveraged a Lean approach to address organizational challenges, and demonstrate how other organizations can apply these strategies and tools.
Upon completion of this activity, participants should be able to describe the value of implementing a Lean approach to meet organizational goals; identify management tools and strategies that will drive organizational performance improvements; and apply Lean management strategies to their own organizations.
Non-traditional Partners When Academic- and Community-Based Provider Groups Merge: A Match Made in Heaven?
Richard D. Rolston, MD, FAAP, Senior Vice President, Alegent Creighton Health, President and Chief Executive Officer, Alegent Creighton Clinic, and Senior Associate Dean of Clinical Affairs, Creighton University School of Medicine; and Donald R. Frey, MD, Vice President for Health Sciences, Creighton University
To succeed in the new healthcare environment, the formation of non-traditional relationships will be required. Alegent Creighton Clinic will share their story of successfully integrating academic and non-academic medical groups into a new entity, as well as provide their key learnings and the necessary tools to replicate this integration.
Upon completion of this activity, participants should be able to describe the benefits of integrating a multispecialty clinic with an academic medical center; describe the challenges that come with this non-traditional partnership; and create a successful roadmap for integrating different physician groups into a new combined entity while creating a unified culture.
Innovation on the Front Lines: Engaging Physicians and Advancing Value with an Innovation Contest
Jonathan Nasser, MD, Co-Chief Clinical Transformation Officer, and G. Varuni Kondagunta, MD, Crystal Run Healthcare LLP
This presentation highlights the use of an internal innovation contest to drive physician engagement. Management strategies to increase physician engagement will be reviewed. The presenters will describe the methodology and outcomes of the contest finalists, including educational campaigns to reduce ER visits and readmissions, creating a multidisciplinary best practice league, implementing the Choosing Wisely Campaign, and creating a breast cancer clinical pathway.
Upon completion of this activity, participants should be able to describe the importance and challenges of physician engagement in driving organizational change; identify how an innovation contest can foster engagement and utilize front line expertise to advance value; demonstrate how to implement a national campaign at an organizational level that leads to a more efficient utilization of healthcare resources; design clinical programs that improve value by reducing readmissions from post-acute care settings, and reduce unnecessary ER visits; and delineate how best practice guidelines and care pathways can improve quality and reduce the cost of care.
Friday, April 4, 2014
3:45 p.m. – 5:00 p.m.
You Can’t Pick Your Family, but You Can Pick Your Friends: Choosing Wisely When Building Strategic ACO Collaborations
Barbara A. Walters, DO, MBA, Executive Medical Director for Accountable Care, Dartmouth-Hitchcock and Chief Medical Officer, OneCare Vermont; and Lynn M. Guillette, MBA, Director of Contracting, Dartmouth-Hitchcock and Director of ACO Finance, OneCare Vermont
Transforming the healthcare delivery and payment systems is a team sport. No healthcare system can achieve this alone, and therefore, will need to partner with other providers and payers in order to advance this goal. Presenters will share the Dartmouth-Hitchcock experience in creating strategic partnerships and collaborations as their healthcare system seeks to use its CMS Pioneer ACO to move New Hampshire further along the transformation journey by inviting other NH-based provider systems to participate in this new payment model.
Upon completion of this activity, participants should be able to use key criteria to identify potential partners for collaboration; create internal discipline to adhere to key criteria; develop and utilize a due diligence checklist to gather financial and administrative/operational data needed to satisfy fiduciary responsibility of the ACO governing board that potential partners have financial wherewithal and administrative capabilities to aid in the success of the ACO, or when financial risk is being shared, to be able to cover their share of any potential deficits incurred in a given performance year by the ACO; and utilize readiness assessment tools to assess a potential partner’s care coordination/care management philosophies, patient-centered medical home capabilities, ability to collect and report on the 33 CMS Pioneer ACO quality measures and overall state of readiness to successfully participate in an ACO.
Out of Many, One: Leading Culture Change through Physician and Staff Engagement in Strategic Planning and Implementation
Sharon Crowell, MD, Chair, Board of Directors, and Duane Lucas-Roberts, Chief Executive Officer, The Vancouver Clinic, Inc., P.S.
Everyone has a strategic plan. A lot of them look the same. What separates the strategic plan of successful clinics from others? Engagement and execution. The Vancouver Clinic created a bottom-up strategic planning process that maximizes physician and staff engagement and executed the plan to foster a unified culture and generate enthusiasm among physicians and staff.
Upon completion of this activity, participants should be able to employ new and specific ways to implement a strategic planning process that tangibly engages physicians and staff in strategic plan development and implementation; and produce financial improvement, growth in group culture and patient service improvement.
Saturday, April 5, 2014
11:00 a.m. – 12:15 p.m.
Starting a Provider-Sponsored Health Plan through Partnerships
Ashok Rai, MD, President and Chief Executive Officer, Prevea Health; and Craig E. Samitt, MD, MBA, Executive Vice President, HealthCare Partners Medical Group
Presenters will explain why a collaborative approach to health coverage is a benefit to local business and the community. They will introduce the real ACO, and describe how a coordinated network can provide profitability back into your local community, and share how to establish the partnership, including governance, financial arrangements, and brand development. They will also share their process of applying to be included onto the federal insurance exchange, their unique sales strategy, which combines health plan offerings with wellness solutions, and how they identify direct marketing solutions that appeal to business decision makers.
Upon completion of this activity, participants should be able to delineate the steps required to start a provider-sponsored health plan in their own state.
Changing Directions: Planning and Executing the Shift from a “Fee-for-Service” to a “Pay for Value” Medical Group
Robert E. Matthews, Vice President for Quality, PriMed Physicians and President and Chief Executive Officer, MediSync; and Douglas Romer, MD, Family Practice Physician and Chairman of the Board, PriMed Physicians
Most medical groups’ revenues have been based solely on volumes of services provided. As medical groups are contemplating or actually engaging in the shift to value-based revenue, leaders must plan and execute a massive change in their group infrastructure, operational practices, and culture. This presentation will feature some of the key elements in the change strategy from the perspective of PriMed Physicians, a group that has been undertaking this transition for a decade.
Upon completion of this activity, participants should be able to identify and define five major areas of change that must occur in a major organizational transformation; describe the elements of “change management,” especially as they apply to medical groups; and describe the need for physician leaders to simultaneously have both a “big picture” perspective of the changes that they are planning and a detailed list of change projects.
Saturday, April 5, 2014
2:00 p.m. – 3:15 p.m.
Merger Synergies: What’s Real?
Robert Pryor, MD, MBA, CPE, FAAP, FCCM, FCCP, President and Chief Executive Officer, Scott & White Healthcare; and Joel Allison, FACHE, MS, President and Chief Executive Officer, Baylor Health Care System
Less than nine months after closing, the leaders from Baylor and Scott & White will present answers to questions you might ask about the merger. Some prognosticators predicted a larger merger like Baylor-Scott & White would fail miserably. Some predicted billions of dollars of synergies. They will present what is real and reflect on what worked and why.
Upon completion of this activity, participants should be able to determine how much of predicted synergies are real; understand how similar mergers might affect their professional practices; and apply these lessons learned to help their practices.
Navigating Rapid Practice Transformation: Creating a Playbook for Success
Jennifer Coleman, RN, MSM, BSBA, BSN, Nurse Manager, Department of Internal Medicine, Fred DeGrandis, Jr, MPA, Administrator, Department of Internal Medicine, Andrea Sikon, MD, FACP, Chair, Department of Internal Medicine, and Mary Thibeault, MSL, Project Manager, Medicine Institute, Cleveland Clinic
Successes and challenges encountered in a primary care practice transformation process are highlighted along with techniques used to mitigate these challenges and lessons learned. Participants will offer their own best practices related to managing change and collaborate to develop a shared playbook on how to overcome these common challenges.
Upon completion of this activity, participants should be able to describe Patient Centered Medical Home, value-based care practice transformation efforts; identify commonly experienced challenges that are encountered during practice transformation efforts; and explore techniques used to mitigate challenges in practice transformation.