Care Process Improvement

Physician and Staff Management

Friday, March 11, 2016
2:00 p.m. – 3:15 p.m.

A New Paradigm in Designing the Physician Incentive Plan: PHM Predictive Analytics
Jerome H. Finkel, MD, MHA, FACP, Board of Directors, Henry Ford Macomb Hospital
Kirit Pandit, President and Chief Technology Officer, VitreosHealth
When the Greater Macomb PHO entered into shared savings contracts with payers that included both Medicare and commercial populations, they needed an incentive plan to entice physician buy-in, launch the high-impact care management program quickly, and achieve first-year results.  This session will outline the organization’s experiences with risk-based contracts and provide insight as to how they were able to develop a strong physician incentive program that supported the organization’s population health goals, and position themselves for maximizing end-of-year shared savings payouts.

Governance Isn't a Checkbox: How to Give Your Physicians an Active Stake in Governing Joint Ventures and Physician Groups
Beth Cafaro, JD, Vice President, Practice Operations and President of CHI Physician Services, Catholic Health Initiatives
Sam Civello, BBA, Finance, MBA, Health Services Management, Senior Vice President, Business Development, MedSynergies
Health systems are acquiring physician practices so fast that oftentimes they don’t have a chance to effectively combine governance functions once the organizations are merged-a critical part of successful provider operations. One way to manage a growing system is by establishing a joint venture to oversee the business side of health care so providers can focus more on patient health.  However, while many systems take this joint venture route with their mergers and acquisitions, they still don’t know how to successfully govern them.  This session will cover why governance is important in joint ventures and in employed physician groups, outline the foundations for establishing successful oversight, and offer tips for avoiding common governance pitfalls.

Wednesday, March 11, 2016
3:45 p.m. – 5:00 p.m.

Moving from a Productivity-Led Cardiology Practice to a Physician-Led Heart and Vascular Service Line in an Integrated Delivery System
Hugh A. Thornhill, President, OhioHealth Physician Group
Teri Caulin-Glaser, MD, Vice President, OhioHealth Heart & Vascular System Service Line, OhioHealth Physician Group
In 2012, OhioHealth employed more than 40 cardiologists. Employment was a result of acquiring all or part of four private practices working at three different hospitals. These physicians were used to competing with each other for patients through an extensive network of outreach locations and services. The market was competitive to say the least. However, volume was stagnant due to the loss of providers and a resistance to recruitment. The problem was well understood, but the solution was challenging. Learn how OhioHealth, through a complex transition, was able to move to a salaried-based compensation plan, engage physician leadership in the process, and grow to become a thriving service line with 90+ physicians organized and led by physicians.

Saturday, March 12, 2016
11:00 a.m. – 12:15 p.m.

Building a Culture: The Journey from Good to Great
Mark Stephens, Chief Administrative Officer, Shore Physicians Group
David P. May, MD, FACS, President, Shore Physicians Group
Cindy Miller, Director of Network Development, Shore Physicians Group
As author of bestselling book Good to Great, James C. Collins says, “The best organizations don’t worry only about motivating people, they are careful not to demotivate them.” In 2011, Shore Medical Center, a community hospital located in New Jersey, recognized that in order to be successful, they needed to align with the physicians outside the walls of the hospital and develop an ambulatory footprint. They formed a physician group that, in three years, grew to include 12 sites with 60 providers, but came to realize that creating a unified culture would not be easy. Learn how Shore Physician Group collaborated with a nearby college to obtain grant funding which was used to develop a training program that identified road-blocks to success, aligned physicians behind a unified goal, and put them on a path from Good to Great.

Partnering for Physician Leadership Development: How a Health System and a Multispecialty Medical Group Collaborated for Success
Lee Anne Wong, MD, Director of Recruitment and Retention, Sutter Medical Group
Sue Gotelli, Director, Physician Leadership Development, Sutter Health
Many medical groups find it difficult to identify physician leaders, as there is often no structured approach to assessing, developing, implementing, or evaluating their current leadership development programs. In 2014, Sutter Health launched a talent review and succession planning process to proactively identify and cultivate a leadership pool that would lead them successfully into the future. Through an innovative partnership, Sutter Health helped transform Sutter Medical Group’s leadership from informal roles and accountabilities to a formalized infrastructure aligned with business and growth strategies. This session will outline how Sutter Medical Group partnered with Sutter Health to successfully identify, assess, and develop physician leaders.

Developing a Results-Driven Onboarding and Mentoring Process for Physicians with The Iowa Clinic
Mark A. Reece, MD, FACS, Chairman of the Board, Plastic Surgery, The Iowa Clinic
Jamie N. Carlson, Chief Human Resources Officer, The Iowa Clinic
C. Edward Brown, FACHE, Chief Executive Officer, The Iowa Clinic
Mohamad S. Kasti, MS, MBB, MCA, Chief Executive Officer, The Physician Leadership Institute
Physician turnover has accelerated alarmingly. More than 20% of physicians change jobs by their third year of practice, and migration to expanding hospital systems has increased competition. Further, one of the key reasons for leaving is related to the physicians’ cultural fit with the organization. Learn how The Iowa Clinic, a mid-sized, non-affiliated physician group, created an extended Physician Onboarding Academy to ensure cultural integration through a strategy that promotes alignment, engagement, and retention.

Saturday, March 12, 2016
2:00 p.m. – 3:15 p.m.

Optimizing Triple Aim Performance via Incentives, Transparency, and Best Practice Implementation
Richard Duffy, MBA, Vice President of Quality and Performance Improvement, IHA
Mary Barton Durfee, MD, Executive Vice President and Chief Medical Officer, IHA
It’s clear that organizations need to modify physician incentive systems in order to succeed in value-based payment systems. To address this, IHA developed a provider dashboard that has become an integral part of their physician compensation model. This dashboard has evolved to include a total of 15 metrics used to assess the performance of providers within four of the IHA divisions: Family Medicine, Internal Medicine, Pediatrics and Obstetrics/Gynecology. Through the use of this dashboard, IHA optimized Triple Aim performances, has received 100% of the available evidence-based care incentives from one of its major payers for the past two years, and was recognized with significant gain-sharing amounts from three different payers for high performance in 2014.

Incentivizing Physician Performance for Population Health Management
Marc Gunter, MD, Chief Operating Officer, Mercy
James Rogers, MD, Vice President, Adult Primary Care, Mercy
Disruptive payment models (i.e., ACOs, bundled payments) are aimed at improving the “value proposition,” increasing quality and decreasing cost, but many health systems have been slow to adopt new incentive models for physician performance. This has led to dissatisfaction, trust issues, and misalignment between key stakeholders. Learn how Mercy’s incentive program allows for true buy-in from all stakeholders to achieve the Triple Aim, through an equitable, timely, population health incentive program based on performance.

Strategic Planning: Identifying Challenges and Opportunities for Success
Ed Curtis, CMPE, Chief Executive Officer, Summit Medical Group
Moving from fee-for-service to value-based payment is an immense challenge. Every situation is unique. There’s no single formula for creating a financially sustainable health system that achieves the goals of better health, improved care experience, and reduced per capita cost. During this session, a panel will discuss how their organizations participated in AMGA’s High Performing Health System Program in order to develop their organization’s shared vision for a strategic plan to motivate and inspire their teams to achieve the goal of being a high performing health system. Wherever you are on the continuum of fee-for-service to value-based care, this presentation will provide essential strategic guidance for your journey towards becoming a financially sustainable health system that delivers better health, improved care experience, reduced per capita cost and improved reimbursement levels.

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