Friday, April 4, 2014
2:00 p.m. – 3:15 p.m.
Leveraging Lean Strategies to Innovate and Improve Organizational Performance [More Info]
Gayle McGinnis, Senior Director of Care Improvement, Harvard Vanguard Medical Associates
In this session, Ms. Dawley will discuss strategies for deploying systems that drive organizational performance, share case study examples of how Harvard Vanguard leveraged a Lean approach to address organizational challenges, and demonstrate how other organizations can apply these strategies and tools.
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Upon completion of this activity, participants should be able to recognize the value of implementing a Lean approach to meet organizational goals; identify management tools and strategies that will drive organizational performance improvements; and apply Lean management strategies to attendees’ own organizations. |
Richard D. Rolston, MD, FAAP, Senior Vice President, Alegent Creighton Health, President and Chief Executive Officer, Alegent Creighton Clinic, and Senior Associate Dean of Clinical Affairs, Creighton University School of Medicine; and Donald R. Frey, MD, Vice President for Health Sciences, Creighton University
To succeed in the new changing healthcare environment, the formation of non-traditional relationships will be required. Alegent Creighton Clinic will share their story of successfully integrating academic and non-academic medical groups into a new entity, as well as provide their key learnings and the necessary tools to replicate this integration. |
Upon completion of this activity, participants should be able to understand the benefits of integrating a multi-specialty clinic with an academic medical center; describe the challenges that come with this non-traditional partnership; and leave with a successful roadmap for integrating different physician groups into a new combined entity while creating a unified culture. |
Innovation on the Front Lines: Engaging Physicians and Advancing Value with an Innovation Contest [More Info]
Jonathan Nasser, MD, Co-Chief Clinical Transformation Officer, and G. Varuni Kondagunta, MD, Crystal Run Healthcare LLP
This presentation highlights the use of an internal innovation contest to drive physician engagement. Management strategies to increase physician engagement will be reviewed. The presenter will describe the methodology and outcomes of the contest finalists, including educational campaigns to reduce ER visits and readmissions, creating a multidisciplinary best practice league, implementing the Choosing Wisely Campaign, and creating a breast cancer clinical pathway. |
Upon completion of this activity, participants should be able to understand the importance and challenges of physician engagement in driving organizational change; identify how an innovation contest can foster engagement and utilize front line expertise to advance value; demonstrate how to implement a national campaign at an organizational level that leads to a more efficient utilization of health care resources; design clinical programs that improve value by reducing readmissions from post-acute care settings, and reduce unnecessary ER visits; and understand how best practice guidelines and care pathways can improve quality and reduce the cost of care. |
Teresa Hall, PT, MBA, MHA, Quality Initiatives Reporting Manager, Intermountain Medical Group; and Beth Houck, MBA, Vice President, Client Services, SA Ignite Inc.
Medical groups have invested significant resources into achieving Meaningful Use (MU) compliance. However, new initiatives, such as ICD-10 transformation, are drawing upon the same staff and resources allocated to maintaining MU compliance. Learn best practices for putting your MU program into “auto pilot,” freeing up resources for other urgent priorities. |
Upon completion of this activity, participants should be able to apply best practices towards re-balancing staff, tools, and resources to put their MU program into auto pilot; identify the top three complexities of managing MU data that will grow as MU progresses; recognize common MU edge cases and how to address them; identify the difficulties and risks of MU data submission and how to mitigate them; and apply best practices towards preparing for Meaningful Use audits. |
Rod Christensen, MD, Chief Medical Officer, Cheryl Hermann, RN, MBA, Vice President, Operations and Patient Care Services, and Karen Tomes, RN, MA, PHN, Vice President, Care Management and Patient Experience, Allina Health
Because Allina’s predictive model is based on clinical data rather than solely claims data, it identifies patients where the increased risk is not intuitively obvious. The advantage of the model is also a challenge because it isn’t always clear how to intervene. Speakers will describe the organization’s struggle to understand and believe the model, how they used it to create new ways of caring for their patients, and how those patients at the greatest risk may not be the patients they were intuitively thought they were. |
Upon completion of this activity, participants should be able to understand how patient-specific data derived from an integrated EMR can accurately predict the health trajectory of a patient; describe how to build trust and understanding with their physician community for predictive modeling as a valuable population health and panel management tool; use predictive data to address the needs of patients and actually prevent adverse events; and examine if their own interventions are targeting the right patients. |
Dennis Schneider, MD, Chief Medical Officer, and Deborah Chandler, MBA, CMPE, Executive Vice President and Chief Executive Officer, Colorado Springs Health Partners, PC
Through a combination of lecture and participant activities, participants will experience CSHP’s journey in utilizing its patient-centered approach to justify the investment in analytics infrastructure; improving patient outcomes via nurse navigators, the medical neighborhood, and meaningful reporting; and negotiating support of physician champions and payers in implementing advanced care coordination. |
Upon completion of this activity, participants should be able to describe four practical applications of clinical analytics to addressing patient outcomes; translate the role of the navigator/health coach in addressing implementation of analytics results; and apply three different metrics to adaptation of workflows and physician/staff/patient engagement. |
Alan B. Bernstein, MD, MPH, Senior Medical Director, and Scott D. Hayworth, MD, President and Chief Executive Officer, Mount Kisco Medical Group, PC; and Peter Kelly, Director, Corporate Strategy, Universal American
The decision to develop an Accountable Care Organization is often made by health care organizations without the due diligence requisite to taking on such an undertaking. The Mount Kisco Medical Group, PC considered this option and elected to partner with another organization, Collaborative Health Systems to co-manage a Medicare Shared Savings Program. The presentation will focus on the thought processes that lead to the formation of this partnership, its negotiated components, the implementation process, and early results. |
Upon completion of this activity, participants should be able to understand the challenges involved with creating and managing a Medicare Shared Savings ACO; complete an internal audit of a practice’s expertise in managing an ACO; develop a list of expectations with regards to an ACO partnership; and implement a shared management arrangement of an ACO. |
John Gisla, MD, Family Medicine Department Chair, Site Medical Director, and Khuram Arif, MD, Pediatrics Department Chair, Site Medical Director, Mercy Medical Group
In the fall of 2010, Mercy Medical Group experienced a crisis in primary care. One-third of the family medicine department left due to burn-out within a 6 month period. In response, MMG implemented a novel program utilizing APC’s in a physician support role. The program was extremely successful. |
Upon completion of this activity, participants should be able to recognize some factors involved with primary care physician burn-out and inefficiency; design and implement a program utilizing APC’s to reduce burn-out, improve PCP satisfaction, enhance access of patients to their PCP’s in a cost-neutral manner; and recognize the key challenges associated with implementing such a program, as well as strategies for addressing these proactively. |
Rick Birkner, Vice President, Operations, Hospital-Based Specialties, and James Duff, MD, Section Chair, Hospitalists, Mercy Clinic
Ensuring the success of a 32-physician Hospitalist group requires collaboration, culture of teamwork, and physician loyalty. The model presented encourages physician engagement and leadership while integrating new physician partners into a Hospitalist section. This process of on boarding physicians has proven to be integral in increasing retention. |
Upon completion of this activity, participants should be able to utilize the concepts presented to develop a physician on-boarding and orientation process that will aid in physician retention. |
Chester A. “Chet” Speed, JD, LLM, Vice President, Public Policy; Karen S. Ferguson, Senior Director of Public Policy; Christina Lavoie, JD, Assistant Director of Public Policy and Operations; and Garrett Eberhardt, Manager for Government Relations, 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. |
Learning Objectives |
Friday, April 4, 2014
You Can’t Pick Your Family, but You Can Pick Your Friends: Choosing Wisely When Building Strategic ACO Collaborations [More Info]
Barbara A. Walters, DO, MBA, Executive Medical Director for Accountable Care, Dartmouth-Hitchcock and Chief Medical Officer, OneCare Vermont; and Lynn M. Guillette, MBA, Director of Contracting, Dartmouth-Hitchcock and Director of ACO Finance, OneCare Vermont
Transforming the healthcare delivery and payment systems is a team sport. No healthcare system can achieve this alone, and therefore, will need to partner with other providers and payors in order to advance this goal. Presenters will share the Dartmouth-Hitchcock experience in creating strategic partnerships and collaborations as their healthcare system seeks to use its CMS Pioneer ACO to move New Hampshire further along the transformation journey by inviting other NH-based provider systems to participate in this new payment model. |
Upon completion of this activity, participants should be able to use key criteria to identify potential partners for collaboration; create internal discipline to adhere to key criteria; develop and utilize a due diligence checklist to gather financial and administrative/operational data needed to satisfy fiduciary responsibility of the ACO governing board that potential partners have financial wherewithal and administrative capabilities to aid in the success of the ACO, or when financial risk is being shared, to be able to cover their share of any potential deficits incurred in a given performance year by the ACO; and utilize readiness assessment tools to assess a potential partner’s care coordination/care management philosophies, patient-centered medical home capabilities, ability to collect and report on the 33 CMS Pioneer ACO quality measures and overall state of readiness to successfully participate in an ACO. |
Sharon Crowell, MD, Chair, Board of Directors, and Duane Lucas-Roberts, Chief Executive Officer, The Vancouver Clinic, Inc., P.S.
Everyone has a strategic plan. A lot of them look the same. What separates the strategic plan of successful clinics from others? Engagement and execution. The Vancouver Clinic created a bottom-up strategic planning process that maximizes physician and staff engagement and executed the plan to foster a unified culture and generate enthusiasm among physicians and staff. |
Upon completion of this activity, participants should be able to employ new and specific ways to implement a strategic planning process that tangibly engages physicians and staff in strategic plan development and implementation; and produce financial improvement, growth in group culture and patient service improvement. |
Dale Eric Green, MD, MHA, FCCP, Chief Medical Information Officer, Cornerstone Health Care
This presentation will provide a brief overview of the principles of healthcare predictive models. Several commercially available risk models will be concisely reviewed and compared. Hospitalization risk prospectively collected from two predictive models used at Cornerstone Health Care will be analyzed for predictive accuracy. |
Upon completion of this activity, participants should be able to improve understanding of the science of predictive modeling; differentiate predictive models as claims based, clinically based, or combination risk models; summarize common commercially available predictive risk model products; and gain understanding of “real world” application of predictive risk models. |
Brent Moseng, Health Operations System Consultant, Vanderbilt University Medical Center
With increased use of EMRs, providing a streamlined, fast computer system is critical. Virtualizing desktops has provided Vanderbilt a unique capability that allows a user view to move from workroom to exam room seamlessly while maintaining their current view. Presenters will share how this reduces provider time in loading applications or finding patient documents, and improves efficiency.
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Upon completion of this activity, participants should be able to understand virtual desktops and the benefit they offer both Inpatient and Outpatient practices. |
Sylvia Meltzer, MD, Medical Group Operations and Optimization Director, and Laura Spurr, Medical Group Operations, Aurora Health Care
An overview of the process Aurora Medical Group and Aurora Advanced Healthcare are using to risk-stratify their patients with chronic illnesses; analyze predictive data; and improve practice as well as quality of care through making the aggregated data actionable. Areas of focus include heart failure risk populations; provider engagement and improving practice; coordination of care between hospital and ambulatory practice; optimal utilization of patient-centered medical home nurses; and ROI in quality as well as financial opportunities. This presentation will provide you with concrete tactics and processes to achieve improvements in care and operational practice. Discussion will focus on challenges, lessons learned, and next steps. |
Upon completion of this activity, participants should be able to identify the predictive population management methodology utilized to identify high risk heart failure patients; implement coordination of care for this chronic disease population; improve quality of care; engage the patient in their wellness; develop effective processes to manage this population; enhance patient, staff and physician satisfaction; and implement monitoring techniques to assure sustainability of results. |
Ruth Benton, Chief Executive Officer, and Kenneth Cohen, MD, Chief Medical Officer, New West Physicians, PC
This presentation will provide insight into how a Denver primary care practice that is not formally integrated with hospitals and medical specialists successfully takes on shared risk with multiple commercial carriers. The presentation will cover the contract attributes, challenges, opportunities and implementation strategies for a successful business and clinical model. |
Upon completion of this activity, participants should be able to describe the contract features of a successful commercial shared savings contract when multiple payers are involved; describe implementation strategies and tactics that work; understand the challenges and successful tactics for meeting them; and understand what information technology tools are needed that go beyond the traditional EMR. |
Dan Trajano, MD, Senior Medical Director, Population Health and Care Innovation, HealthPartners
The presenters will review the Medicare PGP and Pioneer ACO payment models, detail HealthPartners’ population health governance and strategic initiatives, share the outcomes in these ACO programs, and discuss where Medicare’s payment may be heading in the future. |
Upon completion of this activity, participants should be able to understand the Physician Group Practice (PGP) and Pioneer ACO aligned payment model and how they align to rewards higher quality, lower cost healthcare; describe the activities within Park Nicollet’s Office of Population Health and how it fits within the integrated delivery system’s overall governance structure; discuss the implementation and measured outcomes of Park Nicollet’s eight population health strategic initiatives; highlight the strengths, weaknesses, and opportunities of the PGP and Pioneer ACO payment models; and describe where Medicare payment will be heading in the future. |
Kevin McCune, MD, Chief Medical Officer, and Peg Stone, Vice President of Physician Compensation, Advocate Medical Group; and Paul Esselman, Executive Vice President, Managing Principal, Cejka Executive Search
Navigating the transition to the new value-based economy depends on leadership depth to simultaneously align diverse stakeholder interests and compensation models amid rapid growth. Presenters will offer practical insight about how to effectively address competency, culture, and compensation while optimizing quality outcomes, the patient experience, and financial performance. |
Upon completion of this activity, participants should be able to identify the critical success factors for capturing, tracking and reporting individual physician productivity measures during the transition from a productivity compensation model to a value based compensation plan; profile the key competencies for leaders charged with effecting change and while building a highly engaged and motivated physician group; and avoid foreseeable barriers caused by lack of transparency, communication and data to support changes in compensation models. |
Richard Lang, MD, MPH, Vice Chair, Wellness Institute, Katherine O’Brien, Med, Program Manager, Staff Mentorship Program, Susan Rehm, MD, Executive Director, Physician Health, and Andrea Sikon, MD, Chair, Department of Internal Medicine, Director, Staff Mentorship Program, Cleveland Clinic
Physician wellness and satisfaction can improve organizational retention. Participants will discuss case scenarios regarding physician wellness and learn to recognize and intervene when disruptive behaviors occur. Formal and informal mentoring will also be discussed as a strategy to engage and support physicians throughout their careers. |
Upon completion of this activity, participants should be able to understand why the changing landscape of health care necessitates greater attention to physician wellness and satisfaction; appreciate why physicians often ignore their own health; recognize disruptive behaviors of physicians and identify root causes which allow optimal matching to resources to promote a return to wellness; discern the critical members of support networks and identify the essential attributes of each: physicians, role models, supervisors, coaches, mentors, and mentees. |
Pam Zippi, Director of Marketing, and Jean Sullivan, MBA, Manager of Marketing and PR, Baylor Healthcare System/HealthTexas Provider Network
HealthTexas Provider Network’s success as a market leader is driven by physician involvement and participation in the management of the practice. This presentation shares communication methods for achieving higher physician (employed and independent) engagement, while simultaneously promoting ACO benefits and resources available for implementing strategies to accomplish population health goals. |
Upon completion of this activity, participants should be able to build physician confidence, trust, and partnership through communication of unifying accountable care goals and strategies that simultaneously pursue the three dimensions of the Triple Aim (improving the patient experience of care, including quality and satisfaction, improving the healthcare of populations, and reducing the per capita cost of healthcare); understand how two-way communication between leaders and physicians creates a participatory environment and motivates providers across the continuum to collaborate with leaders and align themselves to ACO goals; outline a process for developing reliable communication vehicles that reach beyond employed physicians to include independent physicians, other care providers across the continuum, and payers who have joined together to build a clinically integrated organization; describe examples of internal and external communication tools proven to be successful in fostering communication between employed physicians, independent physicians, other care providers, and leaders, as well as promoting ACO resources (referral coordinators, care coordinators, websites, mobile physician directories) available for effective management of patient populations; |