Care Process Improvement
Friday, March 11, 2016
2:00 p.m. – 3:15 p.m.
The MedHealth Provider Network: A Collaborative Approach to Referral Retention
Brian D. Jones, MD, FAAFP, Medical Director, Population Health and Referral
Network Management, MedHealth, Methodist Health System
Ryan Alcantar, MBA, Director, Population Health and Referral Network Management,
MedHealth, Methodist Health System
Patient requirements for a referral system include the need for
communication, accuracy, safety, timeliness, and efficiency. Providers have
similar requirements, but additionally desire a system that gives them
confidence in the referral process, facilitates collaboration with other
providers, and integrates with the EHR. Learn how the MedHealth Provider
Network was able to foster engagement with their primary care and specialist
providers to achieve more than 80% physician referral retention.
Risky Business: Crystal Run Health Plans
Michelle A. Koury, MD, Chief Operating Officer, Crystal Run Healthcare LLP
Jonathan Nasser, MD, Chief Clinical Transformation Officer, Crystal Run
This interactive session describes and reviews the unique story of Crystal
Run Health Plans, a new insurance offering from Crystal Run Healthcare. As
an independent physician group and accountable care organization, Crystal Run
Healthcare has launched its own provider sponsored health plan (PSHP), building
upon its established risk-taking capabilities to diversify its revenue stream,
advance performance of current ACO contracts, and accelerate the transition to
percent of premium contracts with commercial and governmental payers. You
will leave this presentation with multiple learnings, whether considering a
provider-sponsored health plan, contemplating a partnership with payers, or
wishing to refine your value-based performance and risk-based contracting.
Wednesday, March 11, 2016
3:45 p.m. – 5:00 p.m.
A Hard Pill to Swallow: Getting Multispecialty Groups to Differentiate
Leslie Blair, Manager, Marketing Communications, Billings Clinic
Blending disciplined research with a deep dive into what customers want is
the foundation for effective branding. However, great branding campaigns are not
hatched overnight. They are built with collaboration, creativity, production,
media expertise, and sound budgeting. This session will engage participants in
an interactive exercise and ask them to rank the attributes important to their
organization. Using this as the foundation, you will learn how you can create a
unique campaign that engages consumers in selecting your doctors for care and
how you can measure true ROI by tracking visits, volume, market share, and the
effectiveness of your campaign.
Reaching High in Minnesota: Implementation of the New Medical Marijuana Law
Arthur Wineman, MD, Regional Medical Director, Primary Care, HealthPartners
Medical cannabis use is spreading nationally but remains controversial. In
2014, Minnesota became the 22nd state to legalize the use of cannabis for
therapeutic purposes. The law was viewed with suspicion by much of the medical
community, while many patients were excited by the possibility of a new
treatment for disorders that didn’t always respond to standard care. This
session will look at ways in which government, clinicians, hospitals, and the
larger medical community in one state worked together to address competing
concerns. Presenters will review some of the lessons learned in the Minnesota
cannabis experience, and ways in which these lessons could be more broadly
applied as other unexpected challenges face your medical group in the future.
Saturday, March 12, 2016
11:00 a.m. – 12:15 p.m.
Quick Care Detroit: Utilizing Retail Clinics as an Alternative Access Point to
Diane L. George, DO, Chief Medical Officer, Primary Care, Henry Ford Medical
Paul Szilagyi, Vice President, Primary Care and Medical Centers, Henry Ford
A Quick Care Clinic is a medical facility that is located within a retail
district of downtown Detroit. Geared towards meeting the needs of a specific
population by offering more than just clinical care, it's target individuals are
primarily healthy, do not have an affinity towards a primary care provider, are
looking for quick and convenient ways for treatment when they have episodic
illnesses, and would prefer to receive the care in an environment that is
different from your routine medical center. This presentation will cover the
operational aspects of opening a retail clinic such as Quick Care, including the
development of a pricing strategy, retail services, telemedicine, and
Creating a Scalable Clinical and Administrative Support Model to Enable
Physician Satisfaction and Superior Outcomes
Richard Johnston, MD, Executive Vice President and Chief Physician Officer, USMD
Mike Bukosky, MSHA, FACMPE, Chief Administrative Officer, USMD Holdings, Inc.
Joe Benardello, Cofounder, Executive Vice President, IKS Health
Healthcare administrators and providers are challenged to grow the
enterprise, increase efficiency, and take on risk in the midst of declining
fee-for-service reimbursement and other financial and operational pressures.
Further, when organizations merge together and integrate, often there is a lack
of scalable or standardized processes, and combining numerous practice
management systems can be challenging and costly. Learn how USMD was able to
achieve an immediate 28% cost reduction, or $2 million in annual savings, that
enabled them to invest in their infrastructure, unify processes, add physicians
and scale effectively, and achieve improved cost savings.
Saturday, March 12, 2016
2:00 p.m. – 3:15 p.m.
Leveraging Lean to Transform Care
Christopher Bowers, MHA, Director, Primary Care, Ochsner Medical Center,
Ochsner Health System
Inez Jordan, LSS-MBB, Director, Lean Process Improvement, Ochsner Health
Ochsner Health System’s Primary Care division has transformed care and
improved efficiency and productivity outcomes over the last two years by
embarking on a rigorous journey of care redesign using Lean continuous
improvement principles and methodology. In this presentation, you will learn
the high-level components of a successful Lean effort to promote change in a
service line. Presenters will also highlight several additional Lean
projects throughout the system and talk about the key success factors for
those projects, including next steps to spread and scale successful projects
across the enterprise.
To Acquire or Not to Acquire, That Is the Question: A Method of Determining
Whether or Not a Primary Care Practice Is Fit for Hospital Medical Group
James F. Kravec, MD, FACP, President, Mercy Health
Nikki Carter, MBA, MPH, FACHE, Director, Program Development, Mercy Health
In order to be well positioned for future payment models, medical
groups need to expand the base of primary care providers and augment the
number of covered patient lives . However, primary care practice
acquisitions can be challenging to a medical group or health system. Learn
how you can develop a strategy and an assessment tool that assists leaders
assessing the merits and drawbacks of acquiring a particular practice. This
process is primarily objective in nature rather than subjective, and
includes key elements of strategic alignment, cultural fit, and performance.