Gretchen Velazquez, MD, FACP, AME, Regional Medical Director, Atrium Wake Forest Baptist Health Network

Atrium Wake Forest Baptist Health Network will highlight its development of a successful, interdependent team model, consisting of one physician and multiple advanced practice providers (APPs), each with their own patient panel that delivers high-quality, timely, and safe medical care. 

Upon completion of this session, participants should be able to:

• Identify the professional qualities of a physician apt to lead multiple APPs.
• Describe the benefits of a primary care clinic model with one physician supervising multiple APPs.
• Describe a collaborative clinical environment leading to successful physician/APP engagement.

Rachel L. Pringnitz, Vice Chair, Administration Outpatient Practice Operations; Amy M. Van Gundy, MHA, Operations Administrator, Outpatient Practice Operations; and Brynn N. Howard, MHA, Operations Administrator, Office of Access Management, Mayo Clinic

By 2030, Gen Z will make up 30% of the workforce, but with an increase in retirements, it is anticipated that there will be an employee deficit by 2024. To prepare for this reduction in candidates, Mayo Clinic implemented a Diversity, Equity, and Inclusion (DEI) committee to recruit, retain, and engage employees to complete daily operations and meet the needs of patients.

Upon completion of this session, participants should be able to:

• Describe the challenges of current and future labor markets, as well as their impact on staffing.
• Describe how building a DEI program will positively impact an organization’s culture.
• Engage frontline staff to lead important DEI efforts. 

Alyssa Scully, MHA, PMP, Assistant Vice President, Operations; Mark A. Talamini, MD, MBA, FACS, Senior Vice President and Executive Director; and Michelle Peng, MHA, Senior Project Manager, Northwell Health Physician Partners

Managing demand and capacity of referral orders can be challenging. An enhanced ambulatory referral order workflow implemented at Northwell Health, New York’s largest health system, has proved to mitigate constraints, enhance the provider experience, and simplify patient transactions. Learn about a cross-regional deployment of a follow-up appointment referral order workflow that includes new scheduling functionality, outreach teams, guidelines for documentation, disposition, metrics, and dynamic dashboard views for monitoring and management.

Upon completion of this session, participants should be able to:

• Identify strategies to deploy a referral order workflow standard across a matrixed, regionalized practice operations framework.
• Accurately measure referral orders, including metric definitions, reporting plans, and dynamic dashboards to measure practice efficiency.
• Interpret referral network opportunity reports and design action plans to enhance internal referrals and access.
• Discuss workflow redesign and team member engagement tactics to implement and sustain workflow standards.

Amanda Pytlak, Director, Regional Ambulatory Operations; Andrew Haffner, Director, Regional Ambulatory Operations; Dawn Reichbaum, Assistant Director, Regional Operations Clerical; Jackie Hrudka, Director, Regional Ambulatory Operations; and Tim Sullivan, Director, Business Intelligence, Cleveland Clinic

The objective of point-of-service (POS) scheduling is to schedule follow-up and consult order appointments before the patient leaves an outpatient appointment, emergency department visit, or inpatient stay. In this presentation, Cleveland Clinic shares a strategy for using POS scheduling to drive stronger access, patient experience, and quality.

Upon completion of this session, participants should be able to:

• Articulate the POS objective.
• Describe the impact that POS scheduling can have on outpatient access, post-discharge follow-up appointment compliance, and wait times.
• Implement countermeasures to drive access, patient experience, and quality.

Kurt Bodily, MD, Gastroenterology; and Scott Barlow, MBA, Chief Executive Officer, Revere Health 

This presentation reviews a multispecialty practice engagement of all medical specialties (primary care, medical, and surgical specialties) in an outcomes-based, value-based care (VBC) delivery model. Revere Health outlines their strategies, leadership model, tactics, measures, successes, and lessons learned with an overall system approach for every patient treated.

Upon completion of this session, participants should be able to:

• Identify strategies to create an interdisciplinary care model that motivates tactics for a holistic care experience for each patient interaction regardless of specialty.
• Discuss areas and mechanics of how each specialty can aid in overall quality improvement and cost reductions while maintaining appropriate scope of practice activities and efficiencies.
• Improve the patient and practice experience while achieving continual outcome improvements for all patient cohort groups. 
• Identify challenges to navigate and avoid as VBC work progresses, in any health system.

Award recipient speaker to be announced.

The Acclaim Award Recipient Organization embarked on a transformative journey towards Value-based care, beginning with a comprehensive reevaluation of Primary Care. This ambitious shift was designed to maximize value by achieving superior health outcomes at reduced costs. Key strategies included segmenting patient populations based on specific health needs, creating integrated interdisciplinary teams, employing diverse care delivery methods, incorporating robust data integration, and embedding specialty care within primary care. Additionally, provider compensation was realigned to reflect value-based outcomes. This strategic overhaul was driven by a commitment to achieving the quadruple aim and advancing the crucial goal of health equity.

Upon completion of this session, participants should be able to:

• Explore the importance of segmenting patient populations based on specific health needs.
• Examine the role of integrated interdisciplinary teams in achieving superior health outcomes at reduced costs.
• Analyze diverse care delivery methods employed in the transformation towards value-based care.

Robert (Bob) Bush, FACMPE, Chief Executive Officer, The Austin Diagnostic Clinic

How your practice handles interactions with patients can mean the difference between acquiring and retaining patients or losing them. Ongoing interactions with your practice can occur through a contact center. However, the quality of service provided is not always given the same level of strategic focus and design as the care provided at the practice itself. ADC Physicians, P.A. shares strategies to make the contact center a key component of the patient experience. 

Upon completion of this session, participants should be able to:

• Share specific examples from ADC’s journey, the solutions implemented, and their specific improvements thus far.
• Describe a new way of thinking about the contact center as a key component of the patient experience and how it can make or break patient loyalty.
• Use the templates provided for evaluating agent right sizing, recruitment, engagement, retention, training, technology reviews, and more.

Keith Fernandez, MD, Chief Clinical Officer; and Victoria Bianco, MHA, Director of Care Center Transformation, Privia Health

After clinicians receive formal leadership training, what happens next? How do they integrate it into the strategic decision-making process and how do they continue their leadership journey? This session from Privia Health focuses on strategies for integrating clinical leaders within an organization and creates a structure that solidifies a partnership between clinical and operational leaders.

Upon completion of this session, participants should be able to:

• Develop strategic partnerships between clinical and operational leaders.
• Identify how to promote leadership growth for clinical leaders, post-leadership program.
• Create accountability among clinical and operational leaders to work together as one team.