Friday, March 15, 2013
2:00 p.m. – 3:15 p.m.
The Future of Healthcare Governance [More Info]
F. Kenneth Ackerman, FACHE, FACMPE, Chairman, Integrated Healthcare Strategies; and James Young, Board Member, Virginia Mason Health System
| 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. |
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
| 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 presentationdescribes 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.” |
| New care models and reimbursement schemes are introducing new challenges for healthcare providers to manage patient populations. This presentation will share strategies behind Bon Secours’ success in improving clinical outcomes through the effective use of IT and data to automate population health management. |
| Upon completion of this activity, participants should be able to describe how to apply technology to meet the challenges of population health management; and describe how to make the transition from fee-for-service reimbursement to accountable care, and how providers can automate many routine tasks including: the identification of care gaps, risk stratification to patient engagement, care management, etc.; and develop a strategy to measure outcomes and use analytics to improve performance. |
Krishna Ramachandran, Chief Information & Transformation Officer, Mark Nelson, MD, Physician Champion, and Karen Adamson, Director, Information & Transformation, DuPage Medical Group
| Discover how DuPage Medical Group is employing dashboards, EHR functionality, data mining, and other analytics tools to adapt to the changing healthcare environment with the goal of achieving excellence in quality, efficiency and access. |
| Upon completion of this activity, participants should be able to implement dashboards to establish organization-wide process and clinical outcome standards and track and communicate progress; utilize data mining tools for patient outreach and care coordination to improve quality outcomes and increase patient access; and implement EHR system solutions such as best practice advisories, e-prescribing, alternative alerts and MyChart to achieve Meaningful Use, meet payor quality and efficiency requirements, and improve patient access. |
Robert Pesce, MD, FAAP, Medical Director, HealthPoint Medical Group; and Cami Leech Florio, MHA, MABMH, Manager, Clinical Operations, HealthPoint Management Services
| This presentation will summarize HealthPoint Medical Group’s journey towards Patient-Centered Medical Home recognition under the 2011 NCQA Standards. The speakers will reflect on the planning, implementation, and recognition processes, the team approach to disease management, and unique considerations of a PCMH model in both adult medicine and pediatric settings. |
| Upon completion of this activity, participants should be able to describe the NCQA 2011 Standards and Process for Patient-Centered Medical Home recognition; detail the relationship and similarities between EMR Meaningful Use, PQRS, payer incentives, and Patient-Centered Medical Home; describe a planning and implementation process for Patient-Centered Medical Home in an adult or pediatric primary care setting; identify the supporting functions of Patient-Centered Medical Home implementation, including optimizing use of the EMR, developing care management teams, and analyzing/reporting clinical data; and apply the team building and change management principles that facilitate implementation of a large scale change. |
Brian Harte, MD, President, South Point Hospital, and Eric D. Hixson PhD, MBA, Director, Outcomes and Analytics, Business Intelligence/Medical Operations, Cleveland Clinic
| With increasing responsibility for containment of healthcare costs and intense competition between systems for healthcare dollars, patients are more selective in their search for care. This case study demonstrates how to create a competitive advantage through greater understanding of patient demographics and disease states and their impact on patient satisfaction. |
| Upon completion of this activity, participants should be able to describe the prior work examining effect of days wait time to appointment on patient-reported satisfaction; demonstrate variation in satisfaction with wait time based on a number of variables including subspecialty, disease complexity/severity, visit type, gender, age, and distance from clinic; demonstrate how business reviews and monthly balanced scorecards powered by automated business intelligence solutions have been used as transparent tools that drive transformational change and improvement throughout the system; and review processes by which institutions can create similar databases to understand regional clinical population and tailor scheduling processes to best accommodate patients. |
Colleen A. McHorney, MD, Senior Director, U.S. Outcomes Research, Merck Sharp & Dohme Corp.; and Frederick J. Bloom Jr., MD, MMM, Associate Chief Quality Officer, Geisinger Health System
| This session will provide an overview of the collaboration between the Community Practice Service Line of Geisinger Health System and Merck, with the primary objective to heighten clinicians' awareness of and ability to address medication non-adherence during routine interactions with patients. |
| Upon completion of this activity, participants should be able to understand the clinical and socioeconomic costs of medication adherence and its effect on patient health outcomes; recognize the difference between a clinician's point of view of medication adherence compared to that of adult patients with chronic disease, such as diabetes; review and understand the 10 Tenets of Medication Adherence; and understand the collaboration, including a description of the program, objectives, timelines, measurement and structure including the roles of each organization. |
Mary Jane Lowrance, RN, MSN, MBA, Chief Nurse Executive, Community Physician Network, Alan Krumholz, MD, Vice President – Head Informaticist Humedica Project, Mayo Clinic Health System – Franciscan Skemp, Jonathan Hines, MD, Chief Medical Officer, and Brittany Crye, Clinical Outcomes Analyst, Wilmington Health, John Cuddeback, MD, PhD, Chief Medical Informatics Officer, Anceta; Mary Lantin, MPH, Vice President, Client Services, Humedica
| As provider groups begin to assume financial risk for population health, they need to determine priorities for care by viewing patients in the context of comparative data. Groups are also taking advantage of predictive models built using large databases that stratify patients by risk of some outcome, e.g., estimating the risk of hospital admission over the next six months for a patient with heart failure. As interactive analytical applications are deployed to multiple regions or sites across a large heath system, the ability to tailor queries to a site’s specific interests enhances the use of data to optimize care coordination. Medical groups using Humedica MinedShare® for clinical analytics will share their experiences in balancing the value of flexibility against the need for consistency. |
| Upon completion, participants will be able to cite the advantages and disadvantages of different models of governance for data and analytics to support care coordination across health systems. |
Mark Deyo-Svendsen, MD, Medical Director and Family Practice Physician, Michael Phillips, MD, Associate Medical Director and Family Practice Physician with Obstetrics, and Karl Palmer, RN, MS, Quality Nurse Specialist, Mayo Clinic Health System – Red Cedar
| This presentation will describe the successful use of a survey-resurvey method to assess staff and provider perceptions of individual provider approachability and safely share transparent results and improvement resources. It will also share results of the program, including that the resurvey showed improved perceptions, reports of providers making improvement efforts, and a perception that the survey process made the culture safer. |
| Upon completion of this activity, participants should be able to describe the importance of approachable behaviors by medical staff and their impact on patient safety; delineate how approachability feedback as a crucial component of medical staff professional development; delineate how a transparent, all-staff survey approach was used and the potential and actual pros and cons of this approach in one practice setting; describe the key principles and process steps required to implement a successful approachability survey process; and perform a professionally safe provider approachability survey at their home site. |
Michael J. Tronolone, MD, MMM, Chief Medical Officer, The Polyclinic
| In 2010, The Polyclinic and Premera Blue Cross implemented a three-year performance-based contract that allows both parties to share in savings. This presentation will focus on the crafting of a shared savings agreement, while touching on issues such as patient attribution, the selection of an appropriate control group and comparison methodology, and transitioning from an Episode Treatment Group (ETG)-based methodology to measure cost to adopting the Total Cost of Care as the measurement system. |
| Upon completion of this activity, participants should be able to describe the key elements that should be part of any shared savings agreement; describe the critical importance of patient attribution and risk adjustment in a shared savings reimbursement model; and assess their organization’s readiness for entering into a shared savings agreement. |
Sandhya K. Rao, MD, Associate Medical Director for Quality Improvement, and Megan R. Renfrew, MA, Senior Project Manager, Performance, Analysis & Improvement, Massachusetts General Physicians Organization
| Constraining the growth of healthcare costs is a national priority. New payment mechanisms and risk- and reward-sharing contracts are focused on managing medical expense trend. This presentation will detail how Massachusetts General Hospital developed a Trend Management Tool that provides cost and utilization data to specialists and engages leaders in trend reduction initiatives. |
| Upon completion of this activity, participants should be able to explain the importance of monitoring cost trends under new payment and delivery models; describe “phases of design and implementation” for employing a trend management tool; illustrate common or expected barriers and solutions to implementation; and list concrete next steps on how to implement a trend management tool in their institution. |
Friday, March 15, 2013
Hospital Physician Alignment Models: Involving Physicians in the Process [More Info]
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. |
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. |
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. |
Abe Levy, MD, Chief Quality Officer and Medical Director, Thomas J. Lester, MD, Chief Medical Officer, and Lewis Kohl, DO MBA, Chief Medical Information Officer, Mount Kisco Medical Group PC; and Jeffery Daigrepont, Senior Vice President, Coker Group
| Buying and implementing an EHR is the biggest decision a practice will ever make. This session will address the most common reasons to seek EHR replacement; taking ownership without placing blame; assessing the process or product; cost, re-selection, data migration, and process design/optimization; and the cost of indecision. |
| Upon completion of this activity, participants should be able to delineate the challenges faced in a large EHR-to-EHR conversion; describe the current landscape for EHR adoption/replacement; describe the common reasons EHR implementations typically fail; determine whether to replace an existing EHR and learn the steps to move forward; review EHR replacement and/or optimization benefits; and describe how to prevent future failures. |
Scott Flinn, MD, Medical Director, Deborah Schutz, RN, JD, and Fritz Steen, RN, MBA, Ambulatory Care Manager, Arch Health Partners
| This presentation will demonstrate how patient registries, incentives, and a Lean care management team (care management RN, CDE, case managers, SNF NP, and pharmacist) can help your practice exceed HEDIS benchmarks for chronic disease management, enhance patient self-management, and facilitate safe transitions of care. |
| Upon completion of this activity, participants should be able to describe how patient registry data and properly structured incentives can be used to improve clinical quality metrics and care; integrate professional care team staff into practice operations to improve patient activation and chronic disease self-management (RN, CDE, pharmacist); and integrate professional care team staff into practice operations to facilitate safe transitions of care (RN inpatient case manager, RN complex case manager, SNF NP, etc.). |
Marcia Sparling, MD, Assistant Medical Director, and Tom Sanchez, Director of Operations, The Vancouver Clinic
| The Vancouver Clinic piloted the use of scribes in five different departments, using a contracted service with prior experience in Emergency Department settings. The organization developed an efficient, flexible model that increased the capacity to see patients, but nevertheless shortened the provider work day. Clinical documentation, and provider and patient satisfaction improved; financial performance was variable. |
| Upon completion of this activity, participants should be able to describe the challenges of scribes; evaluate different models of documentation support and their relative strengths; and create a model of a scribe program for consideration in their ambulatory setting. |
Samer Assaf, MD, Sharp Rees-Stealy Medical Group; and Ross Adams, MS, CCC-SL, Patient Advisor
| In developing communication skill-building trainings, Sharp Rees-Stealy Medical Group discovered that partnering with patients to provide practical practice proved most beneficial. The presenters will outline the pitfalls of excluding patients, segregating providers by job role, and the success in training all healthcare team members together with patients playing a significant and central role. |
| Upon completion of this activity, participants should be able to describe the importance of effective open communication in collaborative patient-centered care and in team building; recognize and increase their use of three important communication skills (open-ended query, empathy, and reflective listening) in their practices; explore new ways to partner with patients at the practice level; and develop strategies for communication workshop development. |
Loretta Swan, CPC, Vice President/Operations, Trinity Clinic, Trinity Mother Frances Hospitals and Clinics
| In today’s economy the pressure continues to grow for medical practices to reduce costs in order to meet the healthcare challenges ahead. In an effort to find the best-use staffing model, Trinity Clinic implemented a strategy to identify the appropriate staff complement and determine just how many employees were required to support the activity produced. This presentation outlines successful steps to right-sizing staff as a cost containment strategy. |
| Upon completion of this activity, participants should be able to describe the process of implementation for “right-sizing” staff; analyze the use of staffing benchmarks compared to physician/midlevel productivity to help identify areas for improvement and promote peak performance; describe staffing strategies to improve the physician practice’s daily operations and reduce cost; and assess whether an opportunity exists to optimize clinic support staff based on specialty specific volume and per provider benchmarks. |
Donn Sorensen, MBA, FACMPE, President, East Communities, and Fred McQueary, MD, President, North Central Communities, Mercy; and Amy Fore, MHSA, FACMPE, Director of Operations, St. John’s Clinic
| Want to become an ACO? It starts with integration. This session provides tools needed to develop an integrated delivery system that serves the organization’s unique patients, physicians, and communities. The presenters offer practical guidance for successfully integrating hospitals and group practices with strategies for shared leadership, cultural alignment, and more. |
| Upon completion of this activity, participants should be able to describe the elements that comprise an integrated delivery system; describe elements that are commonly mistaken as integration, but are not adding value to the organization (the myths of integration); and take recommendations, adapt, and apply to their own organization in order to establish a successful integrated delivery system that meets the requirements of an accountable care organization. |
Edward R. Norris, MD, Chair, Compensation Committee, and Michael A. Rossi, MD, MBA, Physician Executive Director, Lehigh Valley Physicians Group
| Lehigh Valley Physician Group has undertaken a multi-year and multispecialty process to implement a uniform compensation model that accounts for provider productivity, administrative and education needs, and citizenship requirements to align a large multispecialty group of more than 700 providers. The compensation plan also addresses and contributes to budget and financial integrity for the Lehigh Valley Physician Group. The process of implementing this compensation plan will be presented. |
| Upon completion of this activity, participants should be able to describe the process and challenges of implanting a compensation plan for a large physician group; and discuss strengths of integrating a compensation plan with accurate accounting for budget, work production prediction, advanced practice providers and citizenship needs. |
Karen S. Ferguson, Director of Regulatory Affairs; Christina Dabkowski, JD, Manager, Congressional Affairs; and Garrett Eberhardt, Legislative Coordinator, American Medical Group Association
| This panel discussion will provide an overview of AMGA’s healthcare agenda for Congress and the top issues affecting medical groups and health systems. Other topics to be covered include the latest on ACOs, Medicare reform (including the sustainable growth rate) and healthcare current events, both legislative and regulatory. |
