Friday, April 4, 2014
2:00 p.m. – 3:15 p.m.
The Use of Advanced Practice Clinicians in a Physician Support Role Ordered Towards Improving Physician Efficiency, Productivity, Patient Access, and Job Satisfaction
John Gisla, MD, Family Medicine Department Chair, Site Medical Director, and Khuram Arif, MD, Pediatrics Department Chair, Site Medical Director, Mercy Medical Group
In the fall of 2010, Mercy Medical Group experienced a crisis in primary care. One-third of the family medicine department left due to burn-out within a six-month period. In response, MMG implemented a novel program utilizing APCs in a physician support role. This session will detail this extremely successful program.
Upon completion of this activity, participants should be able to recognize some factors involved with primary care physician burn-out and inefficiency; design and implement a program utilizing APCs to reduce burn-out, improve PCP satisfaction, and enhance access of patients to their PCPs in a cost-neutral manner; and recognize the key challenges associated with implementing such a program, as well as strategies for addressing these proactively.
Hospitalists: On-boarding New Partners to Aid in Retention Efforts
Rick Birkner, Vice President, Operations, Hospital-Based Specialties, and James Duff, MD, Section Chair, Hospitalists, Mercy Clinic
Ensuring the success of a 32-physician hospitalist group requires collaboration, a culture of teamwork, and physician loyalty. The model presented encourages physician engagement and leadership while integrating new physician partners into a hospitalist section. This process of on-boarding physicians has proven to be integral in increasing retention.
Upon completion of this activity, participants should be able to utilize the concepts presented to develop a physician on-boarding and orientation process that will aid in physician retention.
Friday, April 4, 2014
3:45 p.m. – 5:00 p.m.
Three C’s of Change in the Value-Based Economy: Competency, Culture and Compensation
Kevin McCune, MD, Chief Medical Officer, and Peg Stone, Vice President, Compensation and Contracting, Advocate medical Group; and Paul Esselman, Executive Vice President, Managing Principal, Cejka Executive Search
Navigating the transition to the new value-based economy depends on leadership depth to simultaneously align diverse stakeholder interests and compensation models amid rapid growth. Presenters will offer practical insight about how to effectively address competency, culture, and compensation while optimizing quality outcomes, the patient experience, and financial performance.
Upon completion of this activity, participants should be able to identify the critical success factors for capturing, tracking and reporting individual physician productivity measures during the transition from a productivity compensation model to a value-based compensation plan; profile the key competencies for leaders charged with effecting change and while building a highly engaged and motivated physician group; and avoid foreseeable barriers caused by lack of transparency, communication, and data to support changes in compensation models.
The Supported Physician Is a Retained Physician: Physician Wellness, Health, and Mentoring
Richard Lang, MD, MPH, Vice Chair, Wellness Institute, Susan Rehm, MD, Executive Director, Physician Health, and Andrea Sikon, MD, Chair, Department of Internal Medicine, Director, Staff Mentorship Program, Cleveland Clinic
Physician wellness and satisfaction can improve organizational retention. Participants will discuss case scenarios regarding physician wellness and learn to recognize and intervene when disruptive behaviors occur. Formal and informal mentoring will also be discussed as a strategy to engage and support physicians throughout their careers.
Upon completion of this activity, participants should be able to describe why the changing landscape of health care necessitates greater attention to physician wellness and satisfaction; delineate why physicians often ignore their own health; recognize disruptive behaviors of physicians and identify root causes which allow optimal matching to resources to promote a return to wellness; discern the critical members of support networks and identify the essential attributes of each: physicians, role models, supervisors, coaches, mentors, and mentees.
Communication Strategies for Effectively Marketing an ACO
Pam Zippi, Director of Marketing, and Jean Sullivan, MBA, Manager of Marketing and PR, Baylor Health Care System/HealthTexas Provider Network
HealthTexas Provider Network’s success as a market leader is driven by physician involvement and participation in the management of the practice. This presentation shares communication methods for achieving higher physician (employed and independent) engagement, while simultaneously promoting ACO benefits and resources available for implementing strategies to accomplish population health goals.
Upon completion of this activity, participants should be able to build physician confidence, trust, and partnership through communication of unifying accountable care goals and strategies that simultaneously pursue the three dimensions of the Triple Aim; describe how two-way communication between leaders and physicians creates a participatory environment and motivates providers across the continuum to collaborate with leaders and align themselves to ACO goals; outline a process for developing reliable communication vehicles that reach beyond employed physicians to include independent physicians, other care providers across the continuum, and payers who have joined together to build a clinically integrated organization; and describe examples of internal and external communication tools proven to be successful in fostering communication between employed physicians, independent physicians, other care providers, and leaders, as well as promoting ACO resources (referral coordinators, care coordinators, websites, mobile physician directories) available for effective management of patient populations.
Saturday, April 5, 2014
11:00 a.m. – 12:15 p.m.
Process for Expanding Advanced Practice Providers in Medical Model and Practices
Robert A. Probe, MD, Professor and Chair, Department of Orthopedic Surgery and Chairman, Hospital Board, and Andrejs E. Avots-Avotins, MD, PhD, Chairman, Board of Directors, Scott & White Healthcare
Scott & White will present their process for expanding Advanced Practice Providers in their medical model and practices. They will show their burning platform for change, why key changes in governance were needed, and how this helped create better care for patients. They will also show key differences in their model.
Upon completion of this activity, participants should be able to expand the use of APPs at their own organizations to improve quality and efficiency.
Staking a Claim on Success in the Future of Accountable Care: Reimbursement through Quality Incentives
James S. Zacharias, MBA, CMPE, Chief Executive Officer, Columbus Regional Healthcare System/Columbus Clinic, PC; and Aimee Greeter, MPH, Senior Manager, Coker Group
As hospitals and physician groups continue to evolve in response to the accountable care reimbursement paradigm, quality measurements are becoming a larger component of the total payment received from both government and private insurers. This session will address five specific ways to increase the total revenue “pie” through demonstrating quality.
Upon completion of this activity, participants should be able to identify five different quality incentives existent within the healthcare industry today; explain ways to effectively respond to established quality incentives; describe how to continue to maximize fee-for-service reimbursement along with quality payments; discuss the value proposition for both physicians and hospitals/health systems; and engage in open dialogue about current situations within their own healthcare entity relative to value-based reimbursement and apply tools, ideas and resources presented.
Saturday, April 5, 2014
2:00 p.m. – 3:15 p.m.
Embedding Behavioral Health Resources in Primary Care
Karen Lloyd, PhD, LP, Sr. Director, Behavioral Health Strategy & Operations, and Arthur Wineman, MD, Regional Assistant Medical Director, Primary Care, HealthPartners
Presenters will describe how primary care collaborated with behavioral health to develop an approach to proactively manage care of patients who have behavioral health conditions; provide easy access to urgent and routine behavioral health and chemical dependency services; and develop screening and management guides for providers for selected behavioral health and alcohol misuse conditions.
Upon the completion of this activity, participants should be able to focus on and improve access and health outcomes for patients at the highest risk; and establish and embed practical and effective workflows into their system.
IHA Phone Improvement Plan: One Voice
Marty Murray, Vice President, Administrative Services, and Robert Breakey, MD, Division Head and Chairman of the Board, IHA
This presentation will provide insights into IHA’s journey to move from an automated phone system to live answering of phone calls. IHA receives just over 1 million phone calls a year. Presenters will share the process and tools developed and utilized to achieve significant improvement in patient, provider, and staff satisfaction.
Upon completion of this activity, participants should be able to identify operational opportunity areas by utilizing Patient, Provider, and Staff Satisfaction Surveys and testimonials; describe the key steps to implementing a phone improvement plan; organize and utilize “pilots” to test improvement plan ideas; develop work plans and tools to accomplish improvement goals; and utilize outcome data to spur on continued improvement.
Changing the Patient Access Dialogue: How a Three-Pronged Approach Is Bringing about Performance Breakthroughs
Meyers Stallings, MBA, Associate Director, Vanderbilt Access Services, and Paul Schmitz, MLAS, Director Capacity Management Department, Vanderbilt Access Services, Vanderbilt University Medical Group
In the past four years, VUMG has made substantial access services improvements, including new patient wait time, call management, and physician template capacity. Initiating a custom access toolkit with transparent data reporting at the individual and institutional level is one approach helping change the internal dialogue and allowing execution of action plans.
Upon completion of this activity, participants should be able to discuss the barriers and challenges related to implementing patient access initiatives; engage with fellow attendees and the presenter(s) to identify best practices regarding developing metrics, changing culture, and earning buy-in from physician leaders; outline the core components of Vanderbilt University Medical Center’s three-pronged approach for improving patient access performance; and evaluate the findings and critical success factors for supporting access programs within their own practice/organization.
Emergency Preparedness in Ambulatory Care: Lessons Learned and Implemented in the Post-Sandy Environment
Joseph Moscola, MBA, PA-C, Vice President, Ambulatory Services, and Nicholas Stefanizzi, Manager, Ambulatory Services, Physician and Ambulatory Network Services, North Shore-LIJ Health System
The North Shore-LIJ Medical Group has leveraged the lessons learned from successful operations throughout Hurricane Sandy to further advance its preparedness capability; ensure the health and safety of our patients, employees, and physicians; and redefine the model for emergency preparedness and business continuity in ambulatory care.
Upon completion of this activity, participants should be able to recognize the challenges inherent in sustaining emergency operations across a large and diverse ambulatory care network and the opportunity to advance preparedness capability; identify critical elements of Ambulatory Emergency Preparedness and Business Continuity Planning; leverage the lessons learned during Hurricane Sandy to proactively identify gaps in existing emergency preparedness and business continuity plans; describe the tools, processes, policies, and procedures necessary to support emergency operations across a large ambulatory network; adopt the best practices developed by the North Shore-LIJ Medical Group to support emergency preparedness and business continuity plans; and explain the critical role practice recovery plays in supporting the delivery of care in areas hardest hit by a particular incident.
Uniting Physicians through a Common Compensation Structure
Fred McQueary, MD, MMM, CPE, Senior Vice President of Clinical Integration, and Fred Ford, Senior Vice President of Ambulatory Care, Mercy Clinic; and Brad Vaudrey, Principal, Sullivan, Cotter and Associates, Inc.
Mercy’s physician compensation structure addresses the next generation of revenue and reimbursement. The plan is designed to pay average market compensation for clinical work and performance, while rewarding physicians with above average market compensation for success of the enterprise. Ultimately, participants will gain an understanding of the fundamental compensation principles and consistent, yet adaptable design parameters used to guide the creation of the common physician compensation structure.
Upon completion of this activity, participants should be able to describe the value in providing a patient-focused, activity-based compensation plan that yields equitable dividends to physicians for performance on quality, safety, service, overall system financial performance, and transformational change; describe the principles and design parameters used to develop the compensation plan; outline the steps taken to develop a common compensation structure across the organization that meets organizational goals and maintains above-average compensation for the integrated physicians; and explain the risks and rewards of the transition to a new compensation plan.