PCD PARTNERS INTRODUCTION TO HEALTHCARE ATTORNEYS

Who is PCD Partners?

Align

Measure

Improve

PCD Partners is comprised of world class physicians, academics, and entrepreneurs who have decades of experience with collaboration in medical quality and practice improvement systems for large scale practice management and clinical practice improvement.

The founders and principals of PCD Partners have devoted their careers to establishing themselves as leaders in the healthcare field as physicians, academics, senior administrators, entrepreneurs, and lawyers. Their collective wisdom and experience is a critical component of every PCD Partners offering.

PCD Partners was formed to bring together the combined experience and intellect of our principals to apply towards solving many of the challenges that physicians and hospitals are facing. Our partners are committed to playing an active role in improving the efficiency, quality and consistency of healthcare delivery. We have the clinical, administrative, quality, and systems acumen to help any healthcare delivery system.

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PCD Delivers Expertise And Experience In Dealing With Complex Organizational Challenges:

• Data Process & Capture,• Governance,• Complex System Integration and Implementation;

Deep And Broad Clinical Expertise And Experience • Extensive Vascular, Cardiology and Orthopedic,• Operation “Reboot”,• Risk Adjusted Outcomes;

Thoroughly Trained In Quality Standards And Process Redesign• Lean Six Sigma in Clinical Healthcare Applications,• ISO 9001 Quality System, • System-wide Quality Initiatives, • Process Redesign And Optimization.

PCD Core Competencies

Align

Measure

Improve

• Align co-dependent healthcare stakeholders (physicians, hospitals, payers and patients) using common metrics, structured relationships and financial incentives

• Measure the right quality and efficiency variables, ensure excellent data governance and buy-in, and make the data transparent to stakeholders

• Improve operations to reduce defects and increase efficiency using standardized tools in a way that reinforces the underlying stakeholder alignment

Align, Measure and ImprovePCD’s methods are grounded in a simple framework:

AlignWhat is it?

How does a CMA help with Alignment?

How can PCD add value?

What are the implications for a system wide quality initiative?

There are a myriad of alignment structures that are used to create different levels of integration between hospitals and physicians; some are more effective than others depending upon the specific objectives of creating the alignment.

A CMA can provide a structure to ensure that physicians and the hospitals that they practice in have their incentives aligned. The formation of an alignment structure requires input from all involved parties to determine physician and management roles and responsibilities, service line governance and CMA fees and compensation.

PCD’s clinical, operational and data experience enables us offer input into developing the right alignment structure. The CMA structure is the only structure that provides on-going financial rewards; it is also the only structure that requires the use of data to improve quality, and it can co-exist with any other alignment structure.

CMAs are typically implemented within a service line; once the initial service line has been implemented additional service lines can be added quickly. Having the right alignment structure that is repeatable across service lines can facilitate a facility wide quality initiative.

MeasureTo be useful, the right data needs to be in the right format in the right place at the right time. Data is required to be able to measure anything in a meaningful way; without data there is no knowledge.

CMAs require that quality and efficiency performance objectives and metrics, data management, training and operations plans, and valuation must be defined. Incentive bonuses are earned by producing data to demonstrate measurable quality improvements over specified time periods.

PCD can help define quality and efficiency performance objectives and metrics, structure a data management plan, develop and deliver training and operations plans, and provide an independent 3rd party Valuation Fairness Opinion. Our real time dashboards will help you to transform data into knowledge that is meaningful for all parties.

Having the right data available and in a useful format is the key to optimizing quality across a healthcare delivery system. The majority of data required to produce an effective system wide quality system comes from outside of the EMR. In order to effectively identify, collect and transform all of the data required into useful knowledge requires experience skill and the right tools.

What is it?

How does a CMA help with Alignment?

How can PCD add value?

What are the implications for a system wide quality initiative?

ImproveImprovement can come in many forms: increased throughput, reduced costs, reduced defects, improved efficiency and most importantly, improved patient outcomes. Realization of these improvements is the result analyzing and optimizing processes using best practice methodologies.

CMA quality incentive bonuses are structured to provide an incentive payment that is commensurate with measurable and demonstrable improvements that can be proven through the data in the quality system.

PCD’s clinical skills, operational know-how and data expertise will combine to develop the process improvements that ensure that you achieve optimal results. PCD’s consultants are Lean Six Sigma and ISO 9001 trained to identify and reduce waste, reduce defects and develop processes and procedures that are tracked by an exception and corrective action tracking tool to ensure compliance and visibility to quality performance.

Having the right alignment structure and measurement capabilities are pre-requisites to realizing meaningful improvement, but do not assure improvement on their own. The addition of Lean Six Sigma principles does not guarantee process improvements without the role definition, process standardization and reporting infrastructure that ISO 9001 compliance assures.

What is it?

How does a CMA help with Alignment?

How can PCD add value?

What are the implications for a system wide quality initiative?

Why Should an Attorney Consider a CMA?The health care industry’s increasing emphasis on quality of care and improving outcomes has created a need for innovative business models that align the interests of physicians and hospitals without conflicting with fraud and abuse laws.

Hospital/Physician alignment is a prerequisite for hospitals to be able to realize meaningful change.

There are many alignment structures that can be used depending on the goals of the alignment.

The CMA is a very versatile and effective structure because:• It can co-exist with any other alignment structure,• It provides on-going financial rewards for the physicians,• It’s flexible and adaptable,• It can provide a first step towards accountable care , and• It leads to improved patient outcomes and establishes a process for

continuous improvement.

Align

Measure

Improve

A CMA has Structural and Operational Components

CMAs can add significant value when:

An entity is acquiring hospitals,

A hospital desires to be acquired,

A hospital desires to elevate a service line to a “center of excellence” or an “institute”,

A hospital in a competitive market wants to differentiate itself by allowing physicians to remain independent,

A hospital needs help retaining and recruiting physicians,

A hospital wants to build a foundation for ACO, and/or

Existing quality initiatives not delivering desired results.

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When Is It Advantageous To Use a CMA?

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Acquiring Entity Continuity of PhysiciansEstablish Quality MetricsFinancial Incentives for Physician ContributionsInfrastructure for Protocol Based Care

Being Acquired Assure continuity of available physiciansEmpirically demonstrate quality achievements

Elevate Service Line Incentives for physicians for leadership of service line and attainment of quality improvements

Physician Independence

Assures joint hospital/physician management and financial incentives for high performance

ACO readiness Establish a durable quality infrastructureIncentives for providing accountable careDefines protocols for multiple providers

Retention & Recruiting Can be used to create favorable and flexible work conditions while providing financial incentives.

How Can a CMA Help?

Patients get the benefit from a system that is working closely together to achieve a

common set of objectives.

A common plan and vision that

was created jointly by the

physicians and the hospital;

Physicians having greater impact on achieving

operational and process improvements;

Financial incentives for physicians for measuring

and improving quality and efficiency;

Joint implementation of quality and safety

standards by the physicians and the hospital;

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What is the Result of a Properly Implemented CMA?

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PCD can help define quality and efficiency performance objectives and metrics, structure a data management plan, develop and deliver training and operations plans, and act as an independent 3rd party to the arrangement. Our real time dashboards will help to transform data into knowledge that is meaningful for all parties.

PCD can help to maximize quality improvements by leveraging our experience in gathering meaningful clinical data and transforming it into evidence based treatment protocols to improve patient outcomes.

PCD has the clinical skills, operational know-how and the data expertise to help to develop the process improvements that ensure the realization of measurable and meaningful results.

PCD’s consultants are trained in Lean Six Sigma and ISO 9001 to identify and reduce waste, reduce defects and develop processes and procedures that are reinforced by a variance reporting and corrective action tracking tool to ensure compliance and visibility to quality improvements.

Align

Measure

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What Are PCD Partners’ Deliverables?

Operational Consideration

Typical Alternative PCD Recommended Solution

Initial System DesignExecuted by teams with

limited experienceExecuted by PCD personnel together with experts with

decades of integrated operational activities

Metric Selection and Design

Local CommExecuted by PCD personnel together with experts with

decades of integrated operational activities

Data Gathering & Management

SystemsLocal systems only

PCD has decades of experience with data management problems and potential solutions in these situations. We

have ‘best-in-class” systems under license for our clients.

Data control and management

systemsNot done

PCD uses web based ISO 9001 solutions, and guarantees certification for clients who elect this recommended option

Training and evaluation

Limited & localPCD has partnered with a number of specialized providers

to provide the highest quality deliverables to its clients.

Data Legal Status None done This is done through the Dartmouth based Patient Safety

Organization PSO

Financing Local resources onlyPCD can provides all needed financing as required to

design and complete the physical and soft cost (such as training)

Ability to assist with ACO conformance

NonePCD is on the leading edge of ACO developments and

builds ACO readiness into all of its solutions.

Expansion into RAO Communities of

PracticeNot Done

This is an area in which PCD is uniquely qualified and capable of supporting our partners.

PCD Partners Value Add Considerations

CHARLES HUTCHINSON, PhDChairmanCo-founder and CEO, GlycoFi, Inc. (acquired by Merck in 2006), Founder, M2S, Inc. and SustainX, Inc., Dean Emeritus, Thayer School of Engineering at Dartmouth, Ph.D., Stanford M. WESTON CHAPMAN CEOChairman, President & CEO, M2S (acquired by AIG affiliate), Managing Director, Oppenheimer & Co. and Donaldson, Lufkin & Jenrette, Adjunct Professor, ISO medical quality systems, Dartmouth Medical School, A.B. Dartmouth, M.B.A. Tuck GRANT BAGLEY, MD, JDPartnerPast Managing Partner, Healthcare Practice, Arnold & Porter, Past Director, Coverage and Analysis, Centers for Medicare & Medicaid Services

DONALD S BIALEK MD MPHPartnerManaging Director, Huron Consulting Group; SME, CSC Global Health Services; Physician Executive, Dearborn Advisors;CEO, Alliance Medical Practices; CEO, Paradigm Medical Teams;Faculty, Harvard University;NLM Informatics Fellow, Harvard/MIT;BSc, Univ of MD; MD, Univ of MN; MPH, Harvard University

COLIN C. BLAYDON, AM, PHDPartnerDirector, Center for Private Equity & EntrepreneurshipDean Emeritus, Tuck School of Business at DartmouthProfessor, Harvard Business SchoolDept. Of Defense, OMBBEE Univ. of Virginia, AM Harvard, PhD Harvard 15

World Class Partners

MICHAEL A. CHOUKAS PartnerPresident and CEO, Oncopartners, EVP United Biosource Corp., Chairman & CEO, Scirex Corp., Chairman & CEO Springborn Laboratories (Now STRI,NYSE),Partner, Bain & Company, Legislative Director, US Senator Patrick Leahy, B.A. Dartmouth, M.B.A. Harvard Business School JOHN C. COLLINS, MPH, JDPartnerChair and President, Hampden Assurance Co. Ltd.,Chief Executive Officer, Dartmouth-Hitchcock Clinic, Dartmouth-Hitchcock Medical CenterDirector BCBS of VermontAssist. Prof. Dartmouth Medical SchoolBS Cornell, MPH Michigan, JD Georgetown JACK CRONENWETT, MDPartner, Chief Medical OfficerChair Emeritus, Section of Vascular Surgery, Dartmouth-Hitchcock Medical CenterMedical Director, Vascular Study Group of New England, Professor of Surgery, Dartmouth-Hitchcock Medical Center, B.S. Michigan, M.D. Stanford ADAM GROFF, MD, MBAPartnerDivision Director, Bayada Nurses, Inc., Hospitalist, Dartmouth-Hitchcock Medical Center, Assistant Professor, Dartmouth Medical School and The Dartmouth Institute for Health Policy & Clinical Practice, A.B. Dartmouth, M.D. Penn, M.B.A. Wharton MARK ISRAEL, MD Partner, Chairman of the Medical Advisory BoardDirector, Norris Cotton Cancer Center, Dartmouth-Hitchcock Medical Center, Professor, Pediatrics and Genetics, Dartmouth Medical School, B.A. Hamilton, M.D. Albert Einstein

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World Class Partners

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DR. GERRY O’CONNOR, PhDConsultant, Design and Implementation of Clinical Quality Programs, Principal Investigator, National Quality Program, Cystic Fibrosis FoundationPartner, Quality Program DirectorResearch Director, Northern New England Cardiovascular Disease Study Group, Corporate, Professor, Dartmouth Medical School and The Dartmouth Institute for Health Policy & Clinical Practice, B.S. Columbia, Ph.D. Union, Sc.D. BU, M.P.A Harvard

StaffPAUL CARREIRO, PACorporate ConsultantMedical Staff Officer, U.S. Merchant Marine Consultant, New England Center for Emergency Preparedness, Dartmouth Medical SchoolBoard of Advisors, Franklin Pierce University Physician Assistant ProgramA.B. Harvard, B.S. University of Texas, JFK Special Warfare Center for Low Intensity Conflict, Flight Surgeon - School of Aviation Medicine, U.S. Army

VEKRAM JENARTHANANProject ManagerVekram has previously worked in the fields of data analytics and information management in the banking and insurance verticals. His experiences and interests in project management and TQM make him an ideal fit for PCD. His work at PCD involves the technical design and implementation of quality management systems. B.E. (Electrical and Electronics Engineering) College of Engineering Guindy - Chennai, India M.E.M. Duke University

JON LEETDirector of Sales & MarketingJon brings 25+ years of sales and marketing accomplishments with both large companies (Oracle, IBM) and startup companies across a variety of technologies and industry verticals. Jon is responsible for working with PCD management to implement a structured sales process and develop a focused marketing plan. B.A. Colorado College.

World Class Partners