10:45 a.m. – 12:00 p.m.
Engaging Physicians to Achieve High-Value Health Care [More Info]
Ballroom F
Adrienne Boissy, MD, MA, Director, Center for Excellence in Healthcare Communication, Robert Coulton, MBA, Executive Director, Office of Professional Staff Affairs, Brian Donley, MD, Chair, Professional Conduct Committee, President, Lutheran Hospital, and Director, Foot and Ankle Program, and James Merlino, MD, Chief Experience Officer, Cleveland Clinic Health System
| Physicians are a critical component in healthcare delivery and are essential partners for successful implementation of healthcare improvement strategies. In today’s environment, physicians have a responsibility to drive individual improvement and accountability, and to also participate in organizational initiatives to help drive operational efficiency. For organizational effectiveness, chief executive officers and other healthcare leaders must engage physicians and get them to partner in strategic initiatives to better enhance the value equation. These four senior leaders will discuss successful strategies and offer the participants effective tactics hospitals can implement.
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| Upon completion of this activity, participants should be able to describe tactics to design a strategy to educate physicians about critical healthcare initiatives; describe how to help physicians embrace personal responsibility through the use of data; delineate how to implement a professional conduct program; and define the elements of an effective program to improve physician communication. |
Ballroom G
Wendy Oberdick, MD, Value Based Operations, Medical Director of Patient-Centered Medical Home, and Jason Tipton, MBA, Director of Analytics, Holston Medical Group
| In this interactive presentation, Holston Medical Group will outline the transition from a reactive “sick” model―utilizing claims data based on past expenditures―to a proactive wellness model that began with a focus on gaps in care and benchmark goal-setting. The presenters will describe this paradigm shift as well as questions, hurdles, and lessons learned during the process. Topics to be discussed include: analytical and clinical transformation, stratification of patient need and resource allocation, affecting change with performance support, and facilitating compliance to drive the effectiveness of the Triple Aim. |
| Upon completion of this activity, participants should be able to apply a simple analytics methodology to a patient population of their choice; implement an action plan with cost saving approaches to workflow based on available resources; and determine possible compensation sources for team members. |
Estrella Ballroom
Lori Arnoldussen, RN, Clinical Quality Coordinator, and Kimberly Wildes, RN, MBA, Clinical Quality Coordinator, ThedaCare Physicians; Ashok Rai, MD, President and CEO, Prevea Health; and Elizabeth Ciemins, Research Director, Billings Clinic
| High blood pressure (hypertension) is a leading risk factor for heart disease, stroke, kidney failure, and diabetes complications. Nearly one out of three American adults has high blood pressure and less than half of patients have their condition under control. AMGF’s national campaign Measure Up/Pressure Down seeks to mobilize medical groups, patients, and other stakeholders to address this health crisis. A panel of leaders from groups involved in the campaign will discuss how they established successful processes to manage their patients with hypertension using team-based coordinated care. Speakers will examine the leadership support necessary, tools and systems required, and how care is managed within their patient populations. |
| Upon completion of this activity, participants will be able to describe strategies for managing patients with hypertension using team-based coordinated care. |
Best Practices Panel: Lessons from AMGA’s COPD Learning Collaborative [More Info]
Ballroom E
Chan Chuang, MD, Corporate Medical Director, and Janelle Howe, Director, Disease Management, HealthCare Partners; and Steven J. Bernstein, MD, MPH, Director, Quality Management Program, and DeAnn VanSickle, Performance Improvement Coordinator, University of Michigan Health System
| Chronic Obstructive Pulmonary Disease (COPD) is a preventable and treatable disease which is characterized by chronic airflow limitation and a range of pathological changes in the lung, significant extra-pulmonary effects, and important comorbidities which may contribute to the severity of the disease in individual patients. AMGA members have been participating in collaborative to develop best practices to improve the care of patients with COPD. A panel of leaders from groups involved in the learning collaborative will discuss how they established successful processes to manage their patients with COPD. Speakers will examine the leadership support necessary, tools and systems required, and how care is managed within their patient populations by sharing an outline of their COPD chronic care models, intervention methods, outcomes, and lessons learned. |
| Upon completion of this activity, participants will be able to describe strategies for managing patients with COPD using team-based coordinated care. |
Ballroom F
Elise Ernst, MEd, MSW, MBA, Vice President of Practice Management, and Oren Townsend, MD, Medical Director of the Physicians Care Network, The Polyclinic; and Paul Ciechanowski, MD, MPH, Associate Professor, Department of Psychiatry and Behavioral Sciences, University of Washington School of Medicine and Director, UW Training Xchange, Center for Commercialization
| Attendees will hear how, over the past year, The Polyclinic has implemented TEAMcare as part of transforming its primary care. It is a proven interdisciplinary approach to improving diabetes clinical outcomes by systematically assessing and treating depression as a comorbidity. In this innovative approach, they provided guideline-based, collaborative care management, with the goal of improving behavior change and controlling multiple disease risk factors. Presenters will share data on improved outcomes and lessons learned, and help you assess your organization’s readiness to implement TEAMcare. |
| Upon completion of this presentation, participants will be able to understand an integrated team approach to improving glucose, blood pressure, and lipid control, and to reducing depression using treat-to-target strategies; describe the evidence supporting the effectiveness of the TEAMcare treatment approach at The Polyclinic; and assess own organizational readiness to implement TEAMcare. |
Ballroom G
Kari Bunkers, MD, Mayo Clinic Health System CMIO and Medical Director, Office of Population Health Management, Robert Stroebel, MD, Medical Director, Midwest Office of Population Health Management, and James Yolch, Administrator, Office of Population Health Management, Mayo Clinic
| “Business as usual” is unacceptable in the age of healthcare reform. Beginning with the launch of CMS Accountable Care pilot projects, organizations have been scrambling to respond to new requirements, future state ground rules, and uncertain payment models. In response to this enormous change, Mayo Clinic created a new coordinating office to respond to uncertain times, develop a framework for population health management, and implement a value-based model of care. This presentation will provide an overview of Mayo Clinic’s approach including their organizational framework, operational strategy, and lessons learned. |
| Upon completion of this activity, participants should be able to understand the Mayo Clinic Framework for Population Health Management; list the 10 key interrelated components to the Model; understand Mayo’s process for operationalizing the Population Health Value-based Model of care; and understand the lesson’s learned in Mayo’s transformational path to deliver value-based care. |
Estrella Ballroom
Scott Hines, MD, Co-Chief Clinical Transformation Officer, Division Leader Medical Subspecialties, Crystal Run Healthcare
| The process of variation reduction aims to standardize care and eliminate waste in an organization through the development of best practice guidelines and engaging physicians in sharing their personal practice patterns. This presentation will outline the evolution of Crystal Run Healthcare’s variation reduction program, from the diabetes pilot to the current program consisting of quarterly variation reduction meetings with every department in the practice. Presenters will share outcomes data illustrating cost savings and display the internally developed automated tool that creates the necessary data for these exercises. |
| Upon completion of this activity, participants should be able to understand the process of variation reduction; understand that variation reduction is a way to both improve quality and reduce cost through adherence of best practice guidelines; and understand that variation reduction can be a powerful tool to engage both primary care providers and specialists in the transition from volume to value. |
Determination of Primary Care Panel Size in a Value-Based Compensation Healthcare Delivery Environment [More Info]
Ballroom E
Dale Eric Green, MD MHA, Chief Medical Information Officer, Cornerstone Health Care
| With the advent of new payment models, new panel configurations have arisen. This presentation will examine physician panel size definitions and panel size calculations, and a variety of potentially deterministic variables including patient panel risk profiles, physician training and experience, practice style, advanced practice practitioners, team-based care models, and the availability of specialists. Presenters will share an algorithm developed at Cornerstone to calculate primary care panel sizes, including calculated panel sizes in comparison to actual Cornerstone physician panels. They also will discuss the potential pros and cons of using panel size as elements of compensation formulas as well as the use of balancing measures. |
| Upon completion of this activity, participants should be able to understand the concept and different definitions of physician panel size and potential use for equitable workload distribution; understand the potential benefits and risks of using panel size as part of a physician compensation models and value based delivery systems; consider different variables of interest for panel size computations; and understand the concept of “balancing metrics” to assess unintended consequences panel size use in physician compensation models. |
Ballroom F
Robert E. Matthews, Vice President, PriMed Physicians, and President and Chief Executive Officer, MediSync
| As groups prepare for and enter value-based contracts, the need for improved data integration and analytics becomes more urgent. Health data is notoriously difficult to aggregate and analyze. Over 40 vendors have entered this space, but many impose significant limitations to what the customer can expect based upon the technologies they use or their approaches to solve the problem. This presentation is designed to help medical groups to better evaluate their needs―and the vendor’s solutions. The presenter will create definitions and descriptions for the essential elements of an aggregation and analytic product and provide a framework that can be used for future product evaluations. |
| Upon completion of this activity, participants should be able to define and identify a clear list of requirements and goals for their data aggregation and analytic solution purchases; identify the types of data analytics that they will require as they plan for and participate in value based care; identify and understand the definitions and inter-relationships between data aggregation and data analytics; and identify the evaluation criteria for reviewing potential data aggregation and analytic solutions including the potential hidden costs, performance limitations and other factors that will determine the usefulness and cost effectiveness of applications purchased and installed. |
Ballroom G
Kevin McCune MD, Chief Medical Officer, Advocate Medical Group; Cheryl Magnuson-Giese, MSW, MPH, SPHR, Senior Director of Physician/Clinician Services, HealthPartners; and Craig Best, MD, MPH, Chair of OB/GYN, Reliant Medical Group
| One of your biggest challenges is creating a culture where providers feel appreciated and are engaged in improving the quality patient care and the success of the organization. By targeting provider satisfaction and engagement, medical group leaders can create a roadmap to organizational excellence. In this panel presentation, participants will hear best practices from AMGA member groups who will describe how they use the data and reports from the AMGA Patient Satisfaction Benchmarking Survey to evaluate areas for improvement, promote successful changes within identified problem areas, and design processes and strategies to continually improve provider satisfaction and engagement. |
| Upon completion of this activity, participants will be able to describe methods for using use and monitoring provider satisfaction measures to guide and evaluate improvement efforts; identify possible provider satisfaction problem areas and promote successful changes; and delineate successful strategies for improving provider satisfaction and engagement. |
Estrella Ballroom
Richard Wexler, MD, Director of Patient Support Strategies, Informed Medical Decisions Foundation; David McCulloch, MD, Medical Director, Clinical Improvement, Group Health Cooperative; and Karen Sepucha, Health Decision Sciences Center, Massachusetts General Physicians Organization
| Practice variation can have an enormous impact on quality, efficiency, and financial stability. This panel discussion will examine how shared decision making (SDM) can address this problem. The session will explore benefits to patients, providers, and systems of care; differences between patient education and decision aids; and strategies for successful implementation. Presenters will focus on SDM implementation as a tool for addressing practice variation and share strategies for successfully implementing SDM supported by decision aids. |
| Upon completion of this activity, participants will be able to describe strategies for successfully implementing shared decision making, supported by decision aids. |
