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AMGA Solutions Library

The AMGA Solutions Library highlights member best practices and other strategies for successful medical group operations in a concise format highlighting key takeaways from conferences, regional meetings, and webinars.

Strategic Deep Dives

Compensation Techniques Used to Improve Provider Performance and Alignment (March 10, 2016)
AMGA 2016 Annual Conference Pre-conference Immersion Session
Successful transformation from fee-for-service to value-based/risk payment arrangements requires a shift in physician compensation formulas, no matter the structure of your organization. This session features case studies and best practices from AMGA member groups sharing their paths toward successful value-based arrangements. Featuring AMGA Consulting; Hall Render Killian Health & Lyman, PC; OptumCare; PeaceHealth Medical Group; St. Elizabeth Physicians.

Understanding New Payment Models in a World of Value-Based Care (March 10, 2016)
AMGA 2016 Annual Conference Pre-conference Immersion Session
Fee-for-service payments are rapidly declining as a percentage of medical group revenues and are being replaced with value-based payments. How medical groups navigate and ultimately engage in these new payment models may be the most important challenge we collectively face. This session featured case studies and best practices from AMGA member groups sharing the mechanics and the pros and cons of several value-based payment models. Featuring Atrius Health; HealthCare Partners, a DaVita Medical Group; Mayo Clinic; UnityPoint Health; Virginia Mason Medical Center.

Member Best Practices



Compensation - Improving Provider Performance and Alignment

Atrius Health, Billings Clinic, and Crystal Run Healthcare
Stories from the ACO Journey: Strategies for Success
(January 28, 2015)
Scott Hines, MD, Chief Quality Officer, Crystal Run Healthcare; Karen Cabell, DO, Associate Chief of Quality and Patient Safety, Billings Clinic; and Emily Brower, Executive Director, Accountable Care Programs, Atrius Health

A single-entity ACO in New York state, an ACO serving a broad geographic region in Montana, and a medical group-centered ACO in Massachusetts all traveled the road to Medicare Shared Savings. Each encountered-and overcame-its share of challenges along the way.

Baptist Medical Group
Turning Physicians “from Cowboys into Quarterbacks” at Baptist Medical Group
(October 31, 2014)
Jim Boswell, Chief Executive Officer, Robert Vest, Chief Operating Officer, and Anne Sullivan, Medical Director of Quality

As it integrates dozens of practice groups, many of them competitors, Baptist Medical Group confronts the challenge of creating a unified culture of culture in a value-based environment.

Cleveland Clinic
Engaging Physicians in High-Value Health Care at Cleveland Clinic
(October 28, 2014)
Adrienne Boissy, MD, MA, Director, Center for Excellence in Healthcare Communication, Cleveland Clinic Health System

Cleveland Clinic launched a program to educate physicians about the changes in their risk exposure, help them embrace these changes, and improve their performance in areas for which they are now held accountable.

Crystal Run Healthcare
From Volume to Value: Revisiting Physician Compensation at Crystal Run Healthcare (September 22, 2014)
Hal Teitelbaum, MD, JD, MBA, Managing Partner and CEO, and Scott Hines, MD, Co-Chief Clinical Transformation Officer and Medical Director, Medical Specialties, Crystal Run Healthcare
With the healthcare industry changing to value-based care, Crystal Run Healthcare needed to get ahead of the curve and revamp its compensation formula.

The Guthrie Clinic
Building Leadership Talent from Within
(September 30, 2015 )
J. Michael Scalzone, MD, MHCM, Executive Vice President Medical Affairs, and Cori Belles, Vice President, Talent Management and Talent Alignment, The Guthrie Clinic

The Guthrie Clinic recognized a gap in succession planning, set a goal of 70% internal hires and promotions, and launched an employee development program.

Mayo Clinic Health System
Making CPOE Work with Partnerships at Mayo Clinic Health System (October 07, 2014 )
Brian Whited, MD, Vice Chair and Chief Medical Officer; Sharon Gabrielson, BSN, MHA, Vice Chair, Operations; and Julie Doppler, MHA, and Christopher Schneider, MA, Senior Health Systems Engineering Analysts, Mayo Clinic Health System
Spurred in part by the deadline pressure of Meaningful Use requirements, Mayo Clinic Health System sought a single provider for computerized physician order entry (CPOE). Using a hybrid model, its current IT and process systems professionals acted in concert with an internal consultant team of process engineers, while external consultants with content expertise executed similar large projects across hospitals.

Mercy
Triple Aim Teams: Guiding Population Health at Mercy Accountable Care (August 20, 2014 )
Cindi Goddard, MPH, BSN, RN, Executive Director, Ambulatory Care Management, and James T. Rogers, MD, FACP,  Vice President, Adult Primary Care, Mercy Accountable Care
Mercy employs Triple Aim Teams to integrate care in a meaningful way, improving population health and patient care while reducing the per capita cost of care.

New West Physicians
Reducing Hospital Readmissions with Effective Primary Care
(August 26, 2015 )
Ken Cohen, MD, FACP, CMO, New West Physicians

At New West Physicians, primary care is the key to addressing readmissions challenges. Dr. Cohen shares how the organization supports primary care teams with infrastructure and processes in critical areas.

Sentara Medical Group
The Right Care, Right Now: Improving Access at Sentara Medical Group
(September 02, 2015)
Daniel J. Dickinson, MD, MPH, Medical Director, Clinical Integration, and Clinical Chief, Internal Medicine, Sentara Medical Group

Sentara Medical Group focuses improves access through tactics like upgrading templates and adding lunch and weekend hours, supported by strong leadership and a cultural focus on access. Most practices now report a zero-day wait for third-next-available appointments.

Southwest Medical Associates
Practice Efficiencies and Integration of Virtual Visits at Southwest Medical Associates
(February 24, 2015)
Eugene Somphone, MD, Chief Urgent Care, ODM, Southwest Medical Associates; and Braden Mclellan, BA, Associate Director, Optum Telehealth

Telemedicine results in greater access to care, lower healthcare costs, and improved care and care delivery, as evidenced by the NowClinic at Southwest Medical Associates.

St. Luke's Health System
Medicare Advantage 101: How It’s Different, Tips for Getting Started (and Paid)
(July 29, 2015)
Sandy Stevenson, Senior Director for Primary Care, St. Luke’s West Region, and Bill Jonakin, MD, Medical Director, Population Health, St. Luke’s Health System

In its active pursuit of clinical integration, St. Luke’s is participating in the Medicare Advantage program-a payment model that differs from the traditional fee-for-service model for Medicare reimbursement.

Utica Park Clinic
Journey to Value-Based Care: Putting Lean Six Sigma and Automation in Place
(February 04, 2015 )
Jeffrey Galles, DO, Chief Medical Officer, Utica Park Clinic; Jerry Green, PhD, Vice President, Phytel; and Roger Trammell, CPHQ, Account Executive, US Markets, Sanofi

Utica Park Clinic, operating in a 98 percent fee-for-service environment,  uses Lean and Six Sigma as a starting point for population health management.

Volume to Value - Value-Based Care and the Bottom Line

AMGA Advocacy
The Medicare Access and CHIP Reauthorization Act of 2015 (MACRA): What You Need to Know, Part 1 of 3 (April 26, 2016 )
David Introcaso, Ph.D., Senior Director, Regulatory and Public Policy; Darryl M. Drevna, Director, Regulatory and Public Policy; and Garrett Eberhardt, Manager, Government Relations, AMGA

AMGA’s regulatory experts offer a primer on what medical groups can expect from MACRA. The first of three webinars devoted to helping medical groups succeed under MACRA lays out the basic framework of the law.

The Medicare Access and CHIP Reauthorization Act of 2015 (MACRA): What You Need to Know, Part 2 of 3 (May 24, 2016 )
David Introcaso, PhD, Senior Director, Regulatory and Public Policy; Darryl M. Drevna, Director, Regulatory and Public Policy; and Garrett Eberhardt, Manager, Government Relations, AMGA

AMGA’s regulatory experts offer a primer on what medical groups can expect from MACRA. The second of three webinars devoted to helping medical groups succeed under MACRA explained the Centers for Medicare and Medicaid Services’ (CMS’) proposed rule.

Success Strategies in MIPS and APMs: Two Front-Line Perspectives (July 21, 2016 )
Scott Hines, M.D., Chief Quality Officer, Crystal Run Healthcare; and Aric Sharp, M.H.A., CMPE, FACHE, VP Accountable Care, UnityPoint Health
The current timetable to prepare MACRA and its two physician payment tracks—the Merit-based Incentive Payment System (MIPS) and Advanced Alternative Payment Models (APMs)—is remarkably short. Leaders from two organizations that are each taking a different path to accept downside risk in the new payment discuss strategies for success under MACRA.

Atrius Health, Billings Clinic, and Crystal Run Healthcare
Stories from the ACO Journey: Strategies for Success
(January 28, 2015 )
Scott Hines, MD, Chief Quality Officer, Crystal Run Healthcare; Karen Cabell, DO, Associate Chief of Quality and Patient Safety, Billings Clinic; and Emily Brower, Executive Director, Accountable Care Programs, Atrius Health

A single-entity ACO in New York state, an ACO serving a broad geographic region in Montana, and a medical group-centered ACO in Massachusetts all traveled the road to Medicare Shared Savings. Each encountered-and overcame-its share of challenges along the way.

Aurora Health Care
Making the “Mission Impossible” Possible: Primary Care Redesign (June 04, 2015)
Sylvia Meltzer, MD, Senior Vice President and Chief Medical Officer, The Aurora Network, and Laura Spurr, MS, Director, Medical Group Operations, Aurora Health Care

To compete with one-stop shops like Walmart and CVS, Aurora Health Care redesigns primary care by focusing on population health, public and community health, managing the transitions from hospital to discharge, and access.

Baptist Medical Group
Turning Physicians “from Cowboys into Quarterbacks” at Baptist Medical Group
(October 31, 2014 )
Jim Boswell, Chief Executive Officer, Robert Vest, Chief Operating Officer, and Anne Sullivan, Medical Director of Quality

As it integrates dozens of practice groups, many of them competitors, Baptist Medical Group confronts the challenge of creating a unified culture of culture in a value-based environment.

Bassett Healthcare Network and ECG Management Consultants
Optimizing a Patient-Centered Approach to Primary Care (May 06, 2015)
Caitlin M. Purcell, Administrative Director, Department of Medicine, Bassett Healthcare Network; and Emma M. Mandell, Manager, ECG Management Consultants, Inc.

Bassett has seen significant growth, geographically and in terms of facilities and services, and is making the move from episodic care to population health management. This journey has involved remodeling care delivery at Bassett Prime Care, the organization’s primary care clinic.

Cleveland Clinic
Engaging Physicians in High-Value Health Care at Cleveland Clinic

Adrienne Boissy, MD, MA, Director, Center for Excellence in Healthcare Communication, Cleveland Clinic Health System

Cleveland Clinic launched a program to educate physicians about the changes in their risk exposure, help them embrace these changes, and improve their performance in areas for which they are now held accountable.

From Enabled to Engaged: Tapping the Power of Patient Portals at Cleveland Clinic (August 20, 2014)
Lori Posk, MD, FACP, Medical Director, Cleveland Clinic MyChart, Cleveland Clinic
Cleveland Clinic embarks on an initiative to increase engagement by patients, providers, and staff and to strengthen its patient portal’s ability to help improve care delivery, streamline workflows, and create empowered patients who are informed and in control of their own health.

Confluence Health
Screening Mammography: Creating a Uniform Patient Message in a Cloud of Controversy
(September 16, 2015)
Randal Moseley, MD, FACP, FHM, Assistant Chief Medical Officer, Quality Medical Director, and Julie Smith, MD, Physician Manager Medical and Radiation Oncology, Confluence Health

Confluence Health rallied an interdisciplinary team of providers who care for women to improve mammography screening rates while acknowledging and accommodating the current climate of diverse messages and opinions through shared decision-making.

Cornerstone Health Care
Quantifying High-Cost Care and Cost Reduction at Cornerstone Health Care (September 29, 2014)
Dale Eric Green, MD, MHA, CMIO, Cornerstone Health Care
Looking for ways to cut waste and share the savings, especially in the area of Medicare Shared Savings, Cornerstone Health Care launched a heart function clinic for patients with congestive heart failure.

Crystal Run Healthcare
From Volume to Value: Revisiting Physician Compensation at Crystal Run Healthcare (September 22, 2014)
Hal Teitelbaum, MD, JD, MBA, Managing Partner and CEO, and Scott Hines, MD, Co-Chief Clinical Transformation Officer and Medical Director, Medical Specialties, Crystal Run Healthcare
With the healthcare industry changing to value-based care, Crystal Run Healthcare needed to get ahead of the curve and revamp its compensation formula.

Reducing Practice Variation to Increase Value (June 20, 2017)
Scott Hines, M.D., Chief Quality Officer
Crystal Run Healthcare first began their variation reduction program as a way to spread best practices and increase the awareness of evidence-based guidelines to improve quality. In addition to improved quality, reduced cost, and improved access, it also engaged providers around the shift to value-based care.

Dartmouth-Hitchcock
Expanding the Care Coordination Portfolio at Dartmouth Hitchcock: Pharmacy and Behavioral Health (September 12, 2014)
Cecilia W. Stuopis, MD, Associate Medical Director, Accountable Care Organization and Christopher R. Lopez, PharmD, CDE, Clinical Pharmacy Specialist: Population Health, Dartmouth-Hitchcock Medical Center
Dartmouth-Hitchcock has implemented care coordination resources across and expanded its care coordination portfolio to include care coordinators from clinical pharmacy and behavioral health.

The Guthrie Clinic
Building Leadership Talent from Within
(September 30, 2015)
J. Michael Scalzone, MD, MHCM, Executive Vice President Medical Affairs, and Cori Belles, Vice President, Talent Management and Talent Alignment, The Guthrie Clinic

The Guthrie Clinic recognized a gap in succession planning, set a goal of 70% internal hires and promotions, and launched an employee development program.

Mayo Clinic Health System
Making CPOE Work with Partnerships at Mayo Clinic Health System (October 07, 2014)
Brian Whited, MD, Vice Chair and Chief Medical Officer; Sharon Gabrielson, BSN, MHA, Vice Chair, Operations; and Julie Doppler, MHA, and Christopher Schneider, MA, Senior Health Systems Engineering Analysts, Mayo Clinic Health System
Spurred in part by the deadline pressure of Meaningful Use requirements, Mayo Clinic Health System sought a single provider for computerized physician order entry (CPOE). Using a hybrid model, its current IT and process systems professionals acted in concert with an internal consultant team of process engineers, while external consultants with content expertise executed similar large projects across hospitals.

Taking a New Delivery Model Organization-Wide: Mayo Clinic’s Diffusion Strategy for Population Health (October 29, 2014)
Robert J. Stroebel, MD, Medical Director, Midwest Office of Population Health, and Kristin S. Johnson, CPA, MBA, Operations Administrator, Midwest Office of Population Health, Mayo Clinic Health System

In response to health care’s move from episodic encounters to population health and from volume to value, MCHS diffuses a new care delivery model for population health, the Mayo Model of Community Care, throughout its sites.

MemorialCare Medical Foundation
Shifting from Volume to Value: Keys to Success on a Journey into Risk-Based Contracting
(November 13, 2017)
Mark Schafer, M.D., Chief Executive Officer, MemorialCare
Medicare Advantage/Risk Series
Providing an overview of the health system’s strategies, as well as a breakdown of business capitation versus accountable care organization (ACO) risk-based contracting, Dr. Schafer discussed the keys to MemorialCare Medical Foundation’s success and the practical lessons that have helped his group through its transition to value-based medicine.

Mercy
Triple Aim Teams: Guiding Population Health at Mercy Accountable Care (August 20, 2014)
Cindi Goddard, MPH, BSN, RN, Executive Director, Ambulatory Care Management, and James T. Rogers, MD, FACP,  Vice President, Adult Primary Care, Mercy Accountable Care
Mercy employs Triple Aim Teams to integrate care in a meaningful way, improving population health and patient care while reducing the per capita cost of care.

New West Physicians
Reducing Hospital Readmissions with Effective Primary Care
(August 26, 2015)
Ken Cohen, MD, FACP, CMO, New West Physicians

At New West Physicians, primary care is the key to addressing readmissions challenges. Dr. Cohen shares how the organization supports primary care teams with infrastructure and processes in critical areas.

OU Physicians
The CMS Patient Experience Survey (CG-CAHPS): Ways to Leverage Its Value in Your Practice
(August 19, 2015)
Holly Adams, Executive Director of Clinical Operations & Community Health, OU Physicians, and Matthew Bates, Senior Leader - Physician Solutions, Studer Group

OU Physicians has used the CG-CAHPS surveys to improve patient experience and deployed key interventions across the practice.

Prevea Health, Sutter Health, Olmsted Medical Center
High-Performing Health System Strategy: Using the AMGA Dartmouth Assessment Program
(September 22, 2016)
Ashok Rai, M.D., President and Chief Executive Officer, Prevea Health; Theresa Frei, R.N., M.B.A., Chief Executive Officer, Sutter Medical Foundation; and Tim Weir, M.H.A., M.B.A., FACHE, Chief Executive Officer, Olmsted Medical Center

Leaders from three member groups shared their experiences with the AMGA Assessment Program for High-Performing Health Systems, how they learned to prioritize and align their resources, and how they engaged their physicians and employees to meet the challenges of their group, as a group.

ProMedica Physicians
Medical Liability Implications of the ACA
(July 20, 2016)
Daniel Cassavar, M.D., FACC, President and Chief Medical Officer, ProMedica Physicians; and Bill Fleming, Senior Vice President and Regional Operating Officer, The Doctors Company

The ultimate impact on liability claims from the ACA will depend on healthcare providers’ awareness of risks, and how providers can carefully assess their systems and processes to determine where changes can be made to reduce their liability and enhance the quality of care to their patients.

Sentara Medical Group
The Right Care, Right Now: Improving Access at Sentara Medical Group
(September 02, 2015)
Daniel J. Dickinson, MD, MPH, Medical Director, Clinical Integration, and Clinical Chief, Internal Medicine, Sentara Medical Group

Sentara Medical Group focuses improves access through tactics like upgrading templates and adding lunch and weekend hours, supported by strong leadership and a cultural focus on access. Most practices now report a zero-day wait for third-next-available appointments.

Southwest Medical Associates
Practice Efficiencies and Integration of Virtual Visits at Southwest Medical Associates
(February 24, 2015)
Eugene Somphone, MD, Chief Urgent Care, ODM, Southwest Medical Associates; and Braden Mclellan, BA, Associate Director, Optum Telehealth

Telemedicine results in greater access to care, lower healthcare costs, and improved care and care delivery, as evidenced by the NowClinic at Southwest Medical Associates.

Spectrum Health Medical Group
Culture Change: Engaging Surgeons to Increase Efficiency in the Operating Room and Decrease Variable Costs
(December 16, 2015)
M. Ashraf Mansour, M.D., RPVI, FACS, Chairman and Professor of Surgery

Spectrum Medical Group discusses how they were able to get their ORs to run more efficiently, and significantly decrease variable costs.

St. Luke’s Health System
Medicare Advantage 101: How It’s Different, Tips for Getting Started (and Paid) (July 29, 2015)
Sandy Stevenson, Senior Director for Primary Care, St. Luke’s West Region, and Bill Jonakin, MD, Medical Director, Population Health, St. Luke’s Health System

In its active pursuit of clinical integration, St. Luke’s is participating in the Medicare Advantage program-a payment model that differs from the traditional fee-for-service model for Medicare reimbursement.

St. Luke’s University Hospital and Health Network
SLUHN BPCI Model 2 Development
(October 17, 2017)
Laura Kohler, R.N., B.S.N., Program Director BPCI, St. Luke’s University Hospital and Health Network
St. Luke’s University Hospital and Health Network participated in the Centers for Medicare & Medicaid Services’ (CMS’) Bundled Payments for Care Improvement (BPCI) initiative. This in-depth description of their journey utilizing Model 2 details its development within the health system, its key components, as well as the challenges and successes the organization faced with its implementation.

Utica Park Clinic
Journey to Value-Based Care: Putting Lean Six Sigma and Automation in Place
(February 04, 2015)
Jeffrey Galles, DO, Chief Medical Officer, Utica Park Clinic; Jerry Green, PhD, Vice President, Phytel; and Roger Trammell, CPHQ, Account Executive, US Markets, Sanofi

Utica Park Clinic, operating in a 98 percent fee-for-service environment,  uses Lean and Six Sigma as a starting point for population health management.

UW Medicine
Hardwiring Excellence: Every Patient, Every Time
(March 26, 2016 )
Cynthia Hecker, RN, Interim Chief Health System Officer and Vice President of Medical Affairs; Jennifer Herrman, MBA, Associate Administrator, UW Medical Center, and Executive Sponsor, Patients Are First, UW Medicine; Richard Goss, MD, MPH Medical Director, Harborview Medical Center, Professor of Medicine, UW School of Medicine, and Quality Pillar Co-Champion, UW Medicine Patients Are First

UW Medicine provides an inside look at their health system’s journeyed growth toward the standard of excellence, sharing some of the tools and best practices that increased physician engagement and quality outcome measures, all while providing a beneficial financial impact across the bottom line.

Patient Experience - Leading to the Next Level and Improving Quality of Care

Aurora Health Care
Making the “Mission Impossible” Possible: Primary Care Redesign (June 04, 2015)
Sylvia Meltzer, MD, Senior Vice President and Chief Medical Officer, The Aurora Network, and Laura Spurr, MS, Director, Medical Group Operations, Aurora Health Care

To compete with one-stop shops like Walmart and CVS, Aurora Health Care redesigns primary care by focusing on population health, public and community health, managing the transitions from hospital to discharge, and access.

Bassett Healthcare Network and ECG Management Consultants
Optimizing a Patient-Centered Approach to Primary Care (May 06, 2015)
Caitlin M. Purcell, Administrative Director, Department of Medicine, Bassett Healthcare Network; and Emma M. Mandell, Manager, ECG Management Consultants, Inc.

Bassett has seen significant growth, geographically and in terms of facilities and services, and is making the move from episodic care to population health management. This journey has involved remodeling care delivery at Bassett Prime Care, the organization’s primary care clinic.

From Enabled to Engaged: Tapping the Power of Patient Portals at Cleveland Clinic (August 20, 2014)
Lori Posk, MD, FACP, Medical Director, Cleveland Clinic MyChart, Cleveland Clinic
Cleveland Clinic embarks on an initiative to increase engagement by patients, providers, and staff and to strengthen its patient portal’s ability to help improve care delivery, streamline workflows, and create empowered patients who are informed and in control of their own health.

Confluence Health
Screening Mammography: Creating a Uniform Patient Message in a Cloud of Controversy
(September 16, 2015)
Randal Moseley, MD, FACP, FHM, Assistant Chief Medical Officer, Quality Medical Director, and Julie Smith, MD, Physician Manager Medical and Radiation Oncology, Confluence Health

Confluence Health rallied an interdisciplinary team of providers who care for women to improve mammography screening rates while acknowledging and accommodating the current climate of diverse messages and opinions through shared decision-making.

Dartmouth-Hitchcock
Patient Journey Mapping: Understanding the Relational Patient Experience in Ambulatory Primary Care (April 13, 2016)
Jodi Stewart, BS, Communications Manager, Achieving Excellence; Jason C. Vallee, PhD Director, Achieving Excellence, Assistant Professor of Community and Family Medicine, The Geisel School of Medicine at Dartmouth; Victoria Patric, MS Director, Quality and Patient Safety, Primary Care, Dartmouth-Hitchcock

Dartmouth-Hitchcock used direct input from patients to better understand the totality of their patients’ individual pathways and experiences through a visualized journey map.

Henry Ford Health System
Reducing Unnecessary Admissions from the Emergency Department Through Henry Ford’s New Emergency Disposition Support Program
(September 27, 2017)
Bruce Muma, M.D., FACP, Chief Medical Officer, Henry Ford Physician Network, Henry Ford Health System; and Michelle Slezak, M.D., Senior Staff Physician, Henry Ford Hospital, Associate Medical Director Quality, Henry Ford Department of Emergency Medicine, Henry Ford Hospital
Leaders from Henry Ford Health System detail how their organization developed a program called Emergency Disposition Support (EDS), a strategic model designed to reduce variation and increase value in the ER decision-making process.

New West Physicians
Reducing Hospital Readmissions with Effective Primary Care
(August 26, 2015)
Ken Cohen, MD, FACP, CMO, New West Physicians

At New West Physicians, primary care is the key to addressing readmissions challenges. Dr. Cohen shares how the organization supports primary care teams with infrastructure and processes in critical areas.

Olmsted Medical Center
Improving Patient Care through Remote Patient Monitoring (February 24, 2016)
Sherrie Petersen, BSW, MBA, Director of LivingWell@Home, The Evangelical Lutheran Good Samaritan Society; Lois Till-Tarara, MHA, ACMPE, Vice President Clinical Operation; Linda Williams, MD, Chief Medical Information Officer, Olmsted Medical Center

In an initiative to improve patient care and reduce the cost, Olmsted Medical Center began a pilot program to test this type of in-home care on a select portion of its patient population. Remotely gathering data on everything from a patient’s blood pressure, pulse, weight, oxygen saturation, glucose levels, sleep quality and quantity, sleep habits, bathroom usage, and movement trends, the experiment sought to close the gap between patient and physician without closing the physical distance between them.

OU Physicians
The CMS Patient Experience Survey (CG-CAHPS): Ways to Leverage Its Value in Your Practice
(August 19, 2015)
Holly Adams, Executive Director of Clinical Operations & Community Health, OU Physicians, and Matthew Bates, Senior Leader - Physician Solutions, Studer Group

OU Physicians has used the CG-CAHPS surveys to improve patient experience and deployed key interventions across the practice.

ProHEALTH Care and WellMed Medical Group
Innovative Medical Group Approaches to Palliative Care
(August 30, 2017)
David Brash, M.H.A., FACHE, President and Chief Executive Officer; Stephen P. Combs, M.D., CPE, FACFE, FAAP, Chief Executive Medical Officer; and Karen Williams, M.B.A., M.P.H., MGCHA Executive Director of Operations
Leaders from two healthcare organizations offer an in-depth perspective on how their collaborative interventions have successfully transformed their ability to care for patients faced with advanced illness, who endure repeated hospitalizations and declining functionality.

Southwest Medical Associates
Practice Efficiencies and Integration of Virtual Visits at Southwest Medical Associates
(February 24, 2015)
Eugene Somphone, MD, Chief Urgent Care, ODM, Southwest Medical Associates; and Braden Mclellan, BA, Associate Director, Optum Telehealth

Telemedicine results in greater access to care, lower healthcare costs, and improved care and care delivery, as evidenced by the NowClinic at Southwest Medical Associates.

SwedishAmerican Health System
Assisting Patients to Manage Chronic Disease More Effectively
(March 11, 2015)
Timothy Flynn, MD, Family Practice Physician, SAMG Davis Junction; Jennifer Kuroda, Quality Improvement Manager; Mary Panther, RN, BSN, CCM, Care Coordinator; and Susan Lewis, RN, BSN, CCM, Care Coordinator, SwedishAmerican Health System

SwedishAmerican adds care coordinators to their teams to improve patient health and quality of life via self-management.

Vanderbilt University Medical Center
Patient in Room & Ready: A Model for Optimizing Clinic Flow
(June 08, 2016)
Daniel H. Biller, MD, MMHC, Clinical Leader; Cynthia Biggers, BBA, Operation Leader; Jeremey Whitaker, MHA, Operations Engineer; Andrew O. Smith, MBA, Operations Engineer; and Brenda Pesek, MMHC, BSN, RN, Clinical Consultant, Vanderbilt University Medical Center

The organization attempted to bring a meaningful solution to the wait-game dilemma with the implementation of In-Room & Ready, a work stream project to simultaneously create a consistent experience for patients while facilitating an efficient and meaningful professional experience for clinical teams.

Population Health - Integrated Health Care

Advocate Medical Group
How Advocate Medical Group Optimized Care Team Communication (January 23, 2016)
Jennifer DeBruler, MD, Medical Director, Advocate Medical Group; and Terry Edwards, President and CEO, PerfectServe, Inc.

Advocate found confronted longstanding technological and communication challenges at its contact center and its ability to connect with the medical group’s web of care team members. Using a technology partner, they were able to create a communication-driven workflow tailored to their providers and patients.

Aurora Health Care
Making the “Mission Impossible” Possible: Primary Care Redesign (June 04, 2015)
Sylvia Meltzer, MD, Senior Vice President and Chief Medical Officer, The Aurora Network, and Laura Spurr, MS, Director, Medical Group Operations, Aurora Health Care

To compete with one-stop shops like Walmart and CVS, Aurora Health Care redesigns primary care by focusing on population health, public and community health, managing the transitions from hospital to discharge, and access.

Bassett Healthcare Network and ECG Management Consultants
Optimizing a Patient-Centered Approach to Primary Care (May 06, 2015)
Caitlin M. Purcell, Administrative Director, Department of Medicine, Bassett Healthcare Network; and Emma M. Mandell, Manager, ECG Management Consultants, Inc.

Bassett has seen significant growth, geographically and in terms of facilities and services, and is making the move from episodic care to population health management. This journey has involved remodeling care delivery at Bassett Prime Care, the organization’s primary care clinic.

From Enabled to Engaged: Tapping the Power of Patient Portals at Cleveland Clinic (August 20, 2014)
Lori Posk, MD, FACP, Medical Director, Cleveland Clinic MyChart, Cleveland Clinic
Cleveland Clinic embarks on an initiative to increase engagement by patients, providers, and staff and to strengthen its patient portal’s ability to help improve care delivery, streamline workflows, and create empowered patients who are informed and in control of their own health.

Confluence Health
Screening Mammography: Creating a Uniform Patient Message in a Cloud of Controversy
(September 16, 2015)
Randal Moseley, MD, FACP, FHM, Assistant Chief Medical Officer, Quality Medical Director, and Julie Smith, MD, Physician Manager Medical and Radiation Oncology, Confluence Health

Confluence Health rallied an interdisciplinary team of providers who care for women to improve mammography screening rates while acknowledging and accommodating the current climate of diverse messages and opinions through shared decision-making.

Dartmouth-Hitchcock
Expanding the Care Coordination Portfolio at Dartmouth Hitchcock: Pharmacy and Behavioral Health (September 12, 2014)
Cecilia W. Stuopis, MD, Associate Medical Director, Accountable Care Organization and Christopher R. Lopez, PharmD, CDE, Clinical Pharmacy Specialist: Population Health, Dartmouth-Hitchcock Medical Center
Dartmouth-Hitchcock has implemented care coordination resources across and expanded its care coordination portfolio to include care coordinators from clinical pharmacy and behavioral health.

Patient Journey Mapping: Understanding the Relational Patient Experience in Ambulatory Primary Care (April 13, 2016)
Jodi Stewart, BS, Communications Manager, Achieving Excellence; Jason C. Vallee, PhD Director, Achieving Excellence, Assistant Professor of Community and Family Medicine, The Geisel School of Medicine at Dartmouth; Victoria Patric, MS Director, Quality and Patient Safety, Primary Care, Dartmouth-Hitchcock

Dartmouth-Hitchcock used direct input from patients to better understand the totality of their patients’ individual pathways and experiences through a visualized journey map.

The Guthrie Clinic
Building Leadership Talent from Within
(September 30, 2015)
J. Michael Scalzone, MD, MHCM, Executive Vice President Medical Affairs, and Cori Belles, Vice President, Talent Management and Talent Alignment, The Guthrie Clinic

The Guthrie Clinic recognized a gap in succession planning, set a goal of 70% internal hires and promotions, and launched an employee development program.

Taking a New Delivery Model Organization-Wide: Mayo Clinic’s Diffusion Strategy for Population Health (October 29, 2014)
Robert J. Stroebel, MD, Medical Director, Midwest Office of Population Health, and Kristin S. Johnson, CPA, MBA, Operations Administrator, Midwest Office of Population Health, Mayo Clinic Health System

In response to health care’s move from episodic encounters to population health and from volume to value, MCHS diffuses a new care delivery model for population health, the Mayo Model of Community Care, throughout its sites.

Mercy
Triple Aim Teams: Guiding Population Health at Mercy Accountable Care (August 20, 2014)
Cindi Goddard, MPH, BSN, RN, Executive Director, Ambulatory Care Management, and James T. Rogers, MD, FACP,  Vice President, Adult Primary Care, Mercy Accountable Care
Mercy employs Triple Aim Teams to integrate care in a meaningful way, improving population health and patient care while reducing the per capita cost of care.

New West Physicians
Reducing Hospital Readmissions with Effective Primary Care
(August 26, 2015)
Ken Cohen, MD, FACP, CMO, New West Physicians

At New West Physicians, primary care is the key to addressing readmissions challenges. Dr. Cohen shares how the organization supports primary care teams with infrastructure and processes in critical areas.

Olmsted Medical Center
Improving Patient Care through Remote Patient Monitoring (February 24, 2016)
Sherrie Petersen, BSW, MBA, Director of LivingWell@Home, The Evangelical Lutheran Good Samaritan Society; Lois Till-Tarara, MHA, ACMPE, Vice President Clinical Operation; Linda Williams, MD, Chief Medical Information Officer, Olmsted Medical Center

In an initiative to improve patient care and reduce the cost, Olmsted Medical Center began a pilot program to test this type of in-home care on a select portion of its patient population. Remotely gathering data on everything from a patient’s blood pressure, pulse, weight, oxygen saturation, glucose levels, sleep quality and quantity, sleep habits, bathroom usage, and movement trends, the experiment sought to close the gap between patient and physician without closing the physical distance between them.

OU Physicians
The CMS Patient Experience Survey (CG-CAHPS): Ways to Leverage Its Value in Your Practice
(August 19, 2015)
Holly Adams, Executive Director of Clinical Operations & Community Health, OU Physicians, and Matthew Bates, Senior Leader - Physician Solutions, Studer Group

OU Physicians has used the CG-CAHPS surveys to improve patient experience and deployed key interventions across the practice.

Pediatrics Associates
High-Performing Site Leader Development
(September 22, 2016)
Peter J. Shulman, M.D., FAAP, M.B.A., Chief Executive Officer, and C. Rocky Slonaker, M.D., CHCO, FAAP, Chief Medical Officer, Pediatric Associates; and Brad Pollins, M.S., SPHR, FSE, MBE, Executive Director, the Strategy Institute and Project CTI, Physician Leadership Institute

After extensive expansion, Pediatrics Associates addresses a paucity of physician leaders by developing a program to groom leaders with tailored curricula that provide them with the tools and skills they need to succeed.

Sentara Medical Group
The Right Care, Right Now: Improving Access at Sentara Medical Group
(September 02, 2015)
Daniel J. Dickinson, MD, MPH, Medical Director, Clinical Integration, and Clinical Chief, Internal Medicine, Sentara Medical Group

Sentara Medical Group focuses improves access through tactics like upgrading templates and adding lunch and weekend hours, supported by strong leadership and a cultural focus on access. Most practices now report a zero-day wait for third-next-available appointments.

Southwest Medical Associates
Practice Efficiencies and Integration of Virtual Visits at Southwest Medical Associates
(February 24, 2015)
Eugene Somphone, MD, Chief Urgent Care, ODM, Southwest Medical Associates; and Braden Mclellan, BA, Associate Director, Optum Telehealth

Telemedicine results in greater access to care, lower healthcare costs, and improved care and care delivery, as evidenced by the NowClinic at Southwest Medical Associates.

SwedishAmerican Health System
Assisting Patients to Manage Chronic Disease More Effectively
(March 11, 2015)
Timothy Flynn, MD, Family Practice Physician, SAMG Davis Junction; Jennifer Kuroda, Quality Improvement Manager; Mary Panther, RN, BSN, CCM, Care Coordinator; and Susan Lewis, RN, BSN, CCM, Care Coordinator, SwedishAmerican Health System

SwedishAmerican adds care coordinators to their teams to improve patient health and quality of life via self-management.

Utica Park Clinic
Journey to Value-Based Care: Putting Lean Six Sigma and Automation in Place
(February 04, 2015)
Jeffrey Galles, DO, Chief Medical Officer, Utica Park Clinic; Jerry Green, PhD, Vice President, Phytel; and Roger Trammell, CPHQ, Account Executive, US Markets, Sanofi

Utica Park Clinic, operating in a 98 percent fee-for-service environment,  uses Lean and Six Sigma as a starting point for population health management.

UW Medicine
Hardwiring Excellence: Every Patient, Every Time
(March 26, 2016)
Cynthia Hecker, RN, Interim Chief Health System Officer and Vice President of Medical Affairs; Jennifer Herrman, MBA, Associate Administrator, UW Medical Center, and Executive Sponsor, Patients Are First, UW Medicine; Richard Goss, MD, MPH Medical Director, Harborview Medical Center, Professor of Medicine, UW School of Medicine, and Quality Pillar Co-Champion, UW Medicine Patients Are First

UW Medicine provides an inside look at their health system’s journeyed growth toward the standard of excellence, sharing some of the tools and best practices that increased physician engagement and quality outcome measures, all while providing a beneficial financial impact across the bottom line.

Wellmont Medical Associates (August 16, 2017)
Retail Medicine Sustainability: A Synchronized Model of Urgent and Primary Care Serving Multiple Generations of Healthcare Consumers
David Brash, M.H.A., FACHE, President and Chief Executive Officer; Stephen P. Combs, M.D., CPE, FACFE, FAAP, Chief Executive Medical Officer; and Karen Williams, M.B.A., M.P.H., MGCHA Executive Director of Operations

As part of a growing effort to curb the unnecessary cost and unwarranted use of emergency departments to treat patients in need of medical attention when a primary care option is either closed or logistically inconvenient, Wellmont Medical Associates developed quality urgent care clinics to treat patents in a large, geographically challenging service area.

Leadership Council Series (for AMGA Council Members Only)

The Everett Clinic
Strategic Cost Management: The Quest to Do Less with Less at The Everett Clinic
Mark Mantei, Chief Operating Officer, and Andrea Rodewald, Chief Financial Officer, The Everett Clinic
Leadership Council Webinar Summary, July 23, 2014
The Everett Clinic employed an approach called strategic cost management, under which it would develop a disciplined process for addressing cost reduction, learn new tools and methods for understanding cost reduction opportunities, enhance management capabilities to produce lasting results, and achieve $10 million in labor and non-labor cost savings.

Henry Ford Medical Group and The Jackson Clinic
One Destination, Two Journeys: Call Center Centralization at Henry Ford Medical Group and The Jackson Clinic

Thomas Nantais, Chief Operating Officer, and Cyndy Orrys, Contact Center Director, Henry Ford Medical Group; and Mark Allen, Chief Operating Officer, and Amy Smith, Contact Center Manager, The Jackson Clinic
Leadership Council Webinar Summary, September 4, 2014
Two organizations embarked on similar quests-centralizing their call center operations-sharing similarities and encountering differences.

Vanderbilt Medical Group
Strategic Cost Management: Vanderbilt’s Transformation Journey
David R. Posch, MS, Chief Executive Officer, Vanderbilt Medical Group
Leadership Council Webinar Summary, October 2, 2014
Faced with a decrease of $200 million to $250 million coming into the organization, Vanderbilt Medical Group took a strategic approach to reduce its expenses significantly. Swift strategic planning and timely implementation resulted in in $180 million from identified and implemented changes.