2013 Annual Conference

Leadership and Governance

Friday, March 15, 2013
2:00 p.m. - 3:15 p.m.

The Future of Healthcare Governance
F. Kenneth Ackerman, FACHE, FACMPE, Chairman, Integrated Healthcare Strategies; and Jim D. Young, CPA, Board Chair, Virginia Mason Medical Center
Health care is changing rapidly, and boards of healthcare enterprises must become more competent, dedicated, nimble, diverse, and transparent to meet the demands of the future. This interactive presentation will discuss what is driving the change, and how leading healthcare organizations are promoting higher standards of excellence.
Upon completion of this activity, participants should be able to understand how healthcare governance is changing and what is driving the changes; and discuss how change is being implemented on the boards of the nation's best healthcare organizations.

Changing Physician Culture: Informating theClan
David Maizel, MD, Corporate Vice President and President, Shane H. Peng, MD, Vice President and Senior Medical Director of Clinical Operations, and Daniel J. Dickinson, MD, Clinical Chief, Internal Medicine Physicians, Sentara Medical Group; and Shane H. Peng, MD, SSM Physicians
Successful healthcare transformation requires physician engagement, without which attempts are likely to fail. Sentara Medical Group has effectively changed its physician culture. The experience mirrors principles identified by Dr. Rajiv Kohli's Informating the Clan. This presentation describes their journey and offers tools for systematic implementation of change.
Upon completion of this activity, participants should be able to follow a stepwise approach to changing physician culture, using the concept of Informating the Clan.

Friday, March 15, 2013
3:45 p.m. - 5:00 p.m.

Hospital Physician Alignment Models: Involving Physicians inthe Process
Thomas A. Moser, FACHE, Chief Operating Officer, Medical Associates, PLC; and Aimee Greeter, MPH, Manager, Coker Group
This session explores the implications of hospital ownership, physician employment and other forms of alignment. Additionally, it examines the critical success factors for viable physician/hospital relationships and reviews the typical process that a practice/hospital encounters to align. Fair market value will be defined and the key factors of the FMV process discussed. Finally, this session contemplates how to best involve physicians in the alignment process, from their leadership during the initial internal assessments to leveraging their presence during negotiations.
Upon completion of this activity, participants should be able to describe the current trends in physician-hospital alignment and explore various alignment models; describe the typical process that a practice/hospital encounters to align; describe how to effectively engage physician leaders in alignment discussions and the transition planning process; and define fair market value and discuss key factors of the FMV process.

Aligning Network Quality Goals
Mark Wendling, MD, Associate Medical Director Performance Improvement, and Michael Sheinberg, MD, Associate Medical Director Medical Quality, Lehigh Valley Physician Group
Over the past several years, Lehigh Valley Physician Group's network has implemented a strategic, evidence-based mammography quality metric. Through transparency, proactive management, and strategic network alignment, they have engaged the system and improved the metric performance, moving them closer to the accountability of an integrated care delivery system.
Upon completion of this activity, participants should be able to describe the network alignment of clinical and operational resources around a shared quality metric; and list the system level countermeasures leveraged to improve quality metric performance.

Achieving Medical Group Integration: AComparison ofOrganizational Development
James Dan, MD, President, Physician and Ambulatory Services, and James Farley, Chief Operating Officer, Advocate Medical Group; Kevin McCormick, MD, Division Chief, Internal Medicine, Thea A. Reigler, Vice President, Human Resources, and Polly M. Krywanski, Senior Vice President, Finance, Spectrum Health Medical Group; and Joshua D. Halverson, Principal, ECG Management Consultants, Inc.
In an environment where value is rewarded, high-functioning multispecialty practices are positioned to have a strategic advantage. This presentation provides detailed case studies of how two organizations with differing organizational characteristics, capabilities, and market conditions are utilizing their respective employed physician organizations to lead organizational transformation efforts toward integrated care delivery.
Upon completion of this activity, participants should be able to discuss the motivations and benefits of creating integrated physician organizations as a strategy for success; describe organizational challenges and issues that accompany physician integration; and identify successes and lessons learned by two organizations that have differing characteristics but are aspiring to implement a similar vision.

Saturday, March 16
11:00 a.m. - 12:15 p.m.

Achieving Group Practice Initiatives with Physician Extenders
Richard Baney, MD, MBA, Assistant Medical Director for Quality Improvement, and Debra Johansen, MBA, CMPE, Chief Operations Administrator, MIMA
MIMA expanded their primary care department by hiring ARNPs and PAs, and found the use of physician extenders also supported practice initiatives related to quality, compliance, patient access, and operational efficiency. Members of MIMA's administrative leadership will also review their experience developing compensation models for the extenders and their physician supervisors.
Upon completion of this activity, participants should be able to identify benefits to utilizing physician extenders to augment their group practice volumes, meet patient access needs, and to easily implement changes in work flows to meet quality, compliance, and operational efficiency goals; and design a physician extender compensation model that includes a variable factor to incite productivity and/or efficiency, depending on the practice revenue structure, and a supervising physician stipend model that encourages participation.

The Strategic Imperative of Physician Leadership atHawai'iPacific Health
Kenneth B. Robbins, MD, Chief Medical Officer, Hawai'i Pacific Health
Physician leadership and a physician/administrative partnership are keys to success for high-performing organizations. This presentation will make the case for physician leadership training as a strategic imperative in your organization, discuss the challenges faced by physician leaders, and present the nuts and bolts of developing a successful in- house physician leadership training program.
Upon completion of this activity, participants should be able to articulate why physician leadership training is a strategic imperative for their organizations; describe the challenges faced by physician leaders; and describe how to develop an in-house physician leadership training program.

Successful Triple Aim Collaboration between TwoCompetitors:An Innovative ACO Case Study
Brian Rank, MD, Medical Director, HealthPartners Medical Group, HealthPartners; and Penny Ann Wheeler, MD, Chief Clinical Officer, AllinaHealth
AllinaHealth and HealthPartners Medical Group, market competitors, have successfully partnered in an ACO model to achieve Triple Aim results with improvements in quality and the patient experience, and lower cost utilization. This real-world case study of an ACO includes three years of strong total cost of care trend results.
Upon completion of this activity, participants should be able to describe how two competitors were able to cooperate and achieve Triple Aim results through effective mission alignment, governance, and targeted clinical strategies.

Saturday, March 16
2:00 p.m. - 3:15 p.m.

The Merger of Gundersen Clinic and Lutheran Hospital:Struggles and Successes
Jeff Thompson, MD, Chief Executive Officer, Gundersen Health System; and Daniel K. Zismer, PhD, School of Public Health, University of Minnesota
Drs. Thompson and Zismer will do an analysis of the 15-year process of combining a major clinic system and tertiary hospital system into an integrated health system. Emphasis will be on governance, physician engagement, and utilizing the new structure to improve the functioning of the system.
Upon completion of this activity, participants should be able to describe the governance structure of the new entity; delineate physician involvement in leadership in the new entity; name several cultural and structural barriers that need to be overcome; and define the 10 major principles that need to be committed to make such a merger work.

Successful Physician Leadership and Engagement:KaiserPermanente Mid-AtlanticStates
Bernadette Loftus, MD, Associate Executive Director for the Mid-Atlantic States, The Permanente Medical Group
Kaiser Permanente Mid-Atlantic States has rapidly become a top national performer in quality and service. Much of this success is a result of strides made in physician leadership and engagement. The recipe for success includes communicating a clear strategy, setting bold goals, designing an organizational structure for accountability, and providing tools.
Upon completion of this activity, participants should be able to enhance physician leadership and engagement.

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