AMGA 2013 NATIONAL CONFERENCE - etouches€¦ · March 15, 2013 AMGA 2013 National Conference...
Transcript of AMGA 2013 NATIONAL CONFERENCE - etouches€¦ · March 15, 2013 AMGA 2013 National Conference...
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March 15, 2013
AMGA 2013 National Conference
Achieving Medical Group Integration:
A Comparison of Organizational Development
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Agenda
I. Panel Introduction
II. Imperatives for Group Integration
III. Overview of Spectrum Health Medical Group (SHMG)
IV. Overview of Advocate Medical Group (AMG)
V. Moderated Panel Discussion
VI. Audience Questions and Answers
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I. Panel Introduction
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I. Panel Introduction
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Panel Participants:
• James R. Dan, M.D., F.A.C.P.,
President
• Mr. James Farley, Chief Operating
Officer
Panel Participants:
• Ms. Polly Krywanski, Chief Financial
Officer
• Kevin McCormick, M.D., Division Chief,
Internal Medicine
• Ms. Thea Reigler, Vice President,
Human Resources
Moderator:
• Mr. Joshua D. Halverson, Principal
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II. Imperatives for Group Integration
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• Budgetary constraints of federal and
state programs are compressing
reimbursement to providers.
• Consolidation of commercial payors
and their resulting market power
contribute to minimal revenue growth.
• As a result, operating margins of
integrated healthcare systems across
the country are under pressure.
• The sustainability of the current
configuration of physician
organizations without structural
change is being questioned.
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II. Imperatives for Group Integration Anatomy of a Crisis
The healthcare system in the United States is on the trajectory of insolvency.
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Step 1: Access to healthcare services is
expanded.
Step 2: Reimbursement to providers is reduced.
Step 3: “Then a miracle occurs…”
Step 4: Healthcare organizations are able to
provide:
• Greater access to care.
• Superior quality.
• For less cost.
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II. Imperatives for Group Integration Industry Response
Healthcare organizations are attempting to respond by configuring
themselves to be successful in a very challenging environment.
I think you should be more explicit here in “Step Three”
External Perceptions of Changes to
Healthcare Delivery
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II. Imperatives for Group Integration Evolution to Population Management
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Payment systems are evolving from payment for isolated episodes of care delivered by
independent physicians to a bundled approach that requires greater collaboration
within and across specialties/settings of care as well as greater accountability.
Physician engagement.
Peer-to-Peer Counseling
• Patient engagement
and involvement.
• Evidence-based
medicine.
• Care coordination.
Collaboration
• Cost monitoring.
• Encouraging improved performance.
• Six Sigma/Lean.
Financial Incentives
• Data sharing.
• Quality monitoring.
– Individual level.
– Group level.
– Entire organization.
Performance Measures
Healthcare systems are seeking physician engagement
to better coordinate care delivery at a lower cost.
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Phase II – Integrated Model
Pract.
A
Pract.
B
Pract.
C Pract.
D
Pract.
E
Pract.
F
Pract.
G
Shared
Governance
and
Services
Strong Central
Governance and
Management
II. Imperatives for Group Integration Physician Organization Trends
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Limited Central
Governance and
Management
Phase I – Federated Model
Limited
Common
Governance
and Shared
Services
Pract. A
Pract. B
Pract. C
Pract. D
Pract. F
Pract. E
Pract. G
Phase III – Multispecialty Model
Common Governance,
Management, and
Finances
Common
Governance
Centrally Controlled Policies and
Finances
Pract.A
Pract.
B
Pract.
C Pract.
D
Pract.
E
Pract.
F
Pract.
G
Successful organizations are seeking to reorganize themselves in
order to establish high-functioning “systems of care” that create value
by demonstrably improving quality outcomes and reducing costs.
The market appears to recognize that integrated multispecialty group practices that have a
shared vision are most likely to be successful in a value-based reimbursement system.
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II. Imperatives for Group Integration Mechanisms for Integration
Structure Mechanism
Governance
and
Management
• Common vision and shared direction with
physician participation.
• Clearly articulated roles and authorities of
governing bodies.
• Delegated leadership with a strengthened
governance structure to facilitate efficient
and effective decision making.
• Consolidated leadership for key functions
and overall physician enterprise.
Operations • Implementation/enforcement of standards
for patient care processes, practice
characteristics, and administrative
functions.
• Electronic medical records (EMRs) that
provide a common platform to collect
information and coordinate care.
Financial
Arrangements
• Consolidation of compensation methods.
• Consistent incentives among physicians.
• Financial alignment between providers of
care (i.e., hospitals and physicians).
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Practice
Management
Physician
Leadership/
Governance
Revenue Cycle
Performance
IT
(e.g., EMR)
Clinical
Integration
Compensation
Plan
Patient Access
and
Scheduling
Performance
Monitoring
(Data-Driven)
Integrated
Physician
Network
Group integration is achieved through the following elements:
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II. Imperative for Clinical Integration Management of Risk and Accountability
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Successful medical groups will be able to
proactively develop and/or take advantage
of new payment methodologies that
reward value by:
• Partnering with philosophically aligned
physicians.
• Creating innovative care delivery
methodologies that efficiently:
– Deploy the right resources.
– In the right setting.
– To deliver the right services.
• Differentiating themselves from
competitors by becoming “destination
providers.”
Premium
Dollars
Clinical
Transformation
Ris
k
Sh
ari
ng
Clinical
Informatics
Netw
ork
Develo
pm
en
t
Disease
Management
Clinical
Innovation
Organization/
Governance
Clinical
Standards/
Protocols
Funds Flow
and
Distribution
Premium
Pricing
Payor
Contract
Restructuring
Benefit and
Product
Design
Quality and
Performance
Standards
Utilization
Management
Performance
Reporting
Infrastructure
and
Maintenance
Clinical and
Geographic
Scope
Medical groups with these attributes will have strategic advantage in an uncertain future.
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III. Overview of SHMG
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Spectrum Health System – Three Primary Segments
Delivery System: $2 billion net revenue
Hospital Group: Nine hospitals and more than 140 service sites, including post- acute care. 66,000 inpatient admissions, 130,000 adjusted admissions.
Medical Group: Physician-led organization composed of multispecialty providers initiating a unique model of integrated, time-compressed care. 2 million encounters per year.
Priority Health: $2 billion net revenue
Nationally recognized health benefits organization – 600,000 members.
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Mission, Vision Values – Spectrum Health System
Mission: To improve the health of the communities we serve.
Vision: By 2020, Spectrum Health will be the national leader for health.
Values: Compassion. Excellence. Integrity. Respect. Teamwork.
Strategic People. Critical Thinking. Innovation. Nimbleness.
Enablers: Information Technology. Finance.
Key Strategies: Value, Quality, Growth, Leadership, Physician Relationships,
Seamless Experience
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Continuum of care and services (hospital group [including post-acute care and outpatient services], medical group, physician groups, health plan, research program, medical school partnerships, physician residency programs, community outreach and advocacy).
Integration leads to:
• Better outcomes.
• Lower costs.
• Consistent, high-quality patient experience.
• Seamless access and coordination of care.
• Growth.
Integrated Health System
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As a Delivery System we have:
• A shared Strategic Plan.
• A single Operational Plan.
• Combined Five-Year Financial Forecast.
• Development of a Performance
Improvement culture.
• True North Metrics to measure our results.
Quality
and
Safety
Patient
Experience
Strategic
Growth
Financial
Stewardship
Developing Talent and Performance
Shared Accountability
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Physicians 455
Advanced Practice Providers 218
Total Providers 673
Total Associates 1,988
27%
6% 49%
18%
Primary Care Women's Health
Specialty Pediatrics
SHMG Demographics
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To be among the country’s premier medical groups by providing
unparalleled patient care experiences, the best outcomes that
the current state of medical science will allow, and professional
fulfillment, supported by medical research and education, and
made possible by an interdisciplinary group practice model of
care.
The SHMG Vision
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By 2020, SHMG will be the premier multispecialty medical group
providing unparalleled patient care outcomes, experiences, and
professional satisfaction, supported by research and education.
SHMG Strategic Fit Statement
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Cultural Characteristics
• Group more important than individual.
• Mutual accountability.
• Collaboration, trust, and transparency.
• Continuous process improvement orientation.
• Physicians value each other and their administrators.
• Interest in innovation and expanding medical knowledge.
• Environment of learning and teaching.
Structural and Functional Characteristics
• Stable physician leadership.
• Governance that need not be proportional.
• Compensation not purely production-based.
• Support of cognitive subspecialists and primary care.
• Research and education valued.
• Investment in new physicians, equipment, and programs.
• Physicians recruited who support the group's values.
• Multidisciplinary programs.
• Clinical research and patient education.
• Public benefit.
• Servant leadership.
• Empowered, effective leadership.
Characteristics for Successful Multispecialty
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Primary Care • Family Medicine • Internal Medicine • Internal Medicine and Pediatrics • Pediatrics
Medical Specialties • Allergy • Arthritis • Bone Marrow Transplant • Cardiology • Diabetes/Endocrinology • Gastroenterology • Genetics • Geriatrics and LTC • Hospital Medicine • Infectious Disease • Palliative Care • Pulmonary/Critical Care • Sleep Medicine • Weight Loss – Medical
HDVCH Physicians • Adolescent Medicine
• Allergy/Immunology
• Anesthesia
• Behavioral Pediatrics
• Bone Marrow Transplant
• Cancer and Blood
Disorders
• Cardiology
• Cardiothoracic Surgery
• Critical Care/PICU
• Dentistry
• Dermatology
• Diabetes/Endocrinology
• Gastroenterology
• General Pediatrics Clinic
• General Surgery
• Genetics
• Hospital Medicine
Women’s Health • GYN Oncology
• Maternal Fetal Medicine
• Minimally Invasive Surgery
• Obstetrics/Gynecology
• Women’s Health Network
• Urogynecology
Surgical Specialties • Bariatric Surgery
• Breast Surgery
• Colorectal Surgery
• ENT
• Foot and Ankle Surgery
• General Surgery
• Head and Neck Surgery
• Ophthalmology
• Orthopaedics
• Orthopaedic Oncology
• Surgical Critical Care
• Surgical Oncology
• Trauma Surgery
• Urology
• Vascular/Vein Surgery
• Hematology/Oncology
• Infectious Disease
• Maternal Fetal Medicine
• Neonatal Center
• Nephrology
• Neurodevelopmental Pediatrics
• Neurology
• Neurosurgery
• Ophthalmology
• Orthopaedics
• Otology/Neurotology
• Pathology
• Plastic Surgery
• Pulmonary/Sleep Medicine
• Physiatry
• Psychology
• Radiology
• Rheumatology
• Urology
*Some of these services
are provided contractually.
Ancillaries • Audiology
• Imaging (Digital Mamm., CT, MRI, X-Ray)
• Laboratory
• Optical Shop
• PT, OT, Speech and Language Pathology
• Spine Care Center
• Lymphedema Program
Neurosciences • Neurology • Neurosurgery • Neuropsychology • Pain Management • Physical Medicine and Rehab • Psychiatry
List of Specialties
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James Tucci, M.D., MMM
Board of Directors
Medical
Specialties
Operations Council
Neurosciences Pulm./
CC/Sleep
Acute Care
Medicine
Women’s
Health HDVCH Cardiovascular
Surgical
Specialties Primary
Care
Organizational Chart
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• More than 85% of Grand Rapids’ clinical studies are connected to
Spectrum Health.
• More than 300 physician researchers.
• Educational and research partnerships:
– Grand Valley State University.
– Grand Rapids Medical Education Partners.
– Michigan State University.
– Michigan State University College of Human Medicine.
– Van Andel Research Institute.
Education and Research
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IV. Overview of AMG
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James R. Dan, M.D., President
James Farley, COO
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MVP
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13 Hospitals
9 acute care hospitals
1 children’s hospital
5 level 1 trauma centers
3 major teaching hospitals
2 specialty hospitals
2 Physician Groups 1,100 employed Home Care Company Laboratory Joint Venture Over 200 Sites of Care 3.4 Million Patients Served 34,000 Associates Total Revenue $4.6B AA Rating
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Physicians on Advocate Medical Staffs = 5,800
Advocate Physician Partners (APP) = 4,300
Non-APP = 1,500 Independent = 3,000 AMG/Dreyer
1,100/200
Pluralistic Physician Structure
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POSITION (2012)
Advocate Health Care leads the market annually,
with:
166,387 total admissions (16.2% share*)
9,000+ pediatric admissions (10.1% share**)
1.7 MILLION hospital outpatient visits
2.8 MILLION medical group visits
459,495 emergency department visits
19,578 infant deliveries
*Six-County Market Share **Nine-County Market Share
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What Is the Role of AMG?
Advocate Vision To be a faith-based system providing the best health
outcomes and building lifelong relationships with those we serve.
AMG Role
A nationally recognized, physician-led integrated group committed to delivering the best health
outcomes.
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Group Composition
Family Medicine 155
Internal Medicine 140
Cardiac-Related Specialists 121
Other Related Specialists 353
APNs/PAs 85
= Specialist (597)
= Primary Care (503)
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AMG Contribution • Health Outcomes/Safe Clinical Enterprise
• Advocate Experience
• AdvocateCare
• Service Lines
• Loyal Patient Growth
• Progressive Care Models
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Defining a Group to Get Value • To achieve system and AMG management
goals, group culture is necessary
• Shared Vision, Goals and Strategies
• Shared Governance
• Clinical and Financial Integration
• Ability to Mandate Activity
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AMG
Regional Councils
Advocate Medical Group
Governing Council
AMG Practice Sites/
Departments
Advocate Health Care
Board of Directors
AMG Governing Council CommitteesHealth Outcomes Committee
Operational Improvements Committee
Physician Engagement Committee
Strategic Planning & Development Committee
Finance Committee
AMG Vice-presidents
Medical Management/
AMG Vice-presidents
Operations
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AMG Governing Council Composition
• 16 Total Members
– Practicing Physicians (10)
– President, AMG (1)
– APN/PA (1)
– Advocate Health Care Board Member (1)
– Advocate System Executives (2)
– Community Member (1)
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Governance Value: Physicians • Recognition that physician input is valued
• Forum for group culture development
• Forum for transparent communication
• Forum for checks and balances
• Recognizes value of team model
• Opportunity for physician leaders to emerge
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Governance Value: System • Creates responsibility and accountability
mechanism
• System physician leadership incubator
• Assist system transformation to population
health management
• Attractive recruitment tool
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Consolidated, Dedicated
Management
2008
Physician-Led Governing Council
2009
Rapid Growth and Integration
2010-2011
Group Optimization
2012
The Advocate Medical Group Journey
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V. Moderated Panel Discussion
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V. Moderated Panel Discussion
Governance
Vision
Management
Operations
Financial/ Incentives
The panelists will address questions relating to the following topics:
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VI. Audience Questions and Answers
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VI. Audience Questions and Answers