Jim Boswell, CEO Baptist Medical Group Robert Vest, COO Baptist Medical Group Anne Sullivan, MD, Medical Director of Quality Programs

Size: px

Start display at page:

Download "Jim Boswell, CEO Baptist Medical Group Robert Vest, COO Baptist Medical Group Anne Sullivan, MD, Medical Director of Quality Programs"

Lesley Bradley
6 years ago
Views:

1 Jim Boswell, CEO Baptist Medical Group Robert Vest, COO Baptist Medical Group Anne Sullivan, MD, Medical Director of Quality Programs

2 Understand the historical context of isolated silos of medical practices and the cultural challenges to becoming an integrated group promoting quality improvement Discuss strategies to address barriers to integration and quality improvement, and suggestions for specific actions in own environment Identify priorities to foster the required evolutionary change to become integrated group

5 Source: Health Care Advisory Board interviews and analysis

7 Number of Providers Total Number of Providers = Feb-10 Oct-10 Sep-11 Sep-12 Sep-13 Sep-14

8 Source: Google Maps

9 Creating Operational Structure Integration of 26 PM and EMR platforms Payer credentialing IT HR Standardization Make changes for change sake make sure changes bring value Communication in a new entity Setting expectations with doctors and clinics on their roll and how they fit in prior to on-boarding Dealing with the anxiety of employees pre- and post-acquisition Acquiring and consolidating competitors Overhead Management Small practice locations that duplicate efforts and cost Everybody has a culture We wanted the right culture

11 Source: kosmixmedia.com/iowa-hawkeye-football/

12 Medical Group Integration Laying the Foundation Optimizing Practice Operations Capture the full value of Integrated Medical Group Seize opportunity for quality and cost improvement Enhance care coordination and management Consolidate shared services Physician Leadership Training (implement) Reward Quality Expand Access Integrate financial reporting with system Centralized referral scheduling Service single contracting leverage Develop the integrated Medical Group Model Differentiate our group model from competitor Build M&A team and onboarding experts Build physician governance Attract the best groups Establish hiring and service standards Develop Practice Management Systems & Teams Full conversion to Epic, Lawson, Crimson Standardize financial and operational processes and systems Group Dash board Achieve economics of scale Time

14 Health Care Leadership Compassionate Care Excellent Customer Service Superior Clinical Quality Partnership Finest Health Care Professionals

15 Source:

17 Patient Satisfaction CME Education Series Quality Contracts with all physicians Next: Diabetes Focus and Education

18 3rd Qtr 2nd Qtr 1st Qtr % 60% 62% 64% 66% 68%

Healthy Shelby works with MUPD Metro-wide Population Data base Population data through Crimson with SHA The Expanded

Physician Office Small Physician Office Hospital Created by Victoria Barr, Sylvia Robinson, Brenda Marin-Link, Lisa

, Solberg, L. (2001) Does the Chronic Care Model also serve as a template for improving prevention?

19 Healthy Shelby works with MUPD Metro-wide Population Data base Population data through Crimson with SHA The Expanded Chronic Care Model: Integrating Population Health Promotion Community Record Public Health Homecare Pharmacy Lab Large Physician Office Small Physician Office Hospital Created by Victoria Barr, Sylvia Robinson, Brenda Marin-Link, Lisa Underhill, Anita Dotts and Darlene Ravensdale (2002) Adapted from Glasgow,R., Orleans, C., Wagner, E., Curry, S., Solberg, L. (2001) Does the Chronic Care Model also serve as a template for improving prevention? The Milbank Quarterly, 79(4), and World Health Organization, Health and Welfare Canada and Canadian Public Health Association. (1986). Ottawa Charter of Health Promotion.

20 Clinical Competency Training Clinic Policies and Procedures Create Internal Referral Network Use LEAN and PI resources within System ONE WORKFLOW!

21 Coordinate Transitions of Care with hospital system and SHA Initiative with local Walgreens Pilot office initiatives Source: pcmh.webexone.com

22 PCORI Obesity grant with UT HHS HTN grant Develop GME: primary care residencies Vanderbilt University initiatives duke-nus.edu.sg

23 Physician Satisfaction? Change Management. Reaction to Data.

24 Percentile Rank 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

25 COMMITMENT Change Management People travel up a commitment curve that defines the stages for building personal commitment to change High While the speed with which an individual moves up the commitment curve may vary, the stages themselves are inevitable Internalization Individuals make new process their own and create innovative ways to use and improve Institutionalization New process is the way work is done at company -- the new status quo Adoption Individuals are willing to work with and implement new process Low Contact Individuals have heard new process initiative exists Status Quo Awareness Individuals are aware of basic scope and concepts of new process initiative Understanding Individuals understand new process impacts to company and their functional area T I M E Positive Perception Individuals understand new process impacts and benefits to them Vision BMG is here Source: Cejka and Advocate, AMGA May 2014 conference

26 DENIAL ANGER BARGAINING DEPRESSION ACCEPTANCE

27 National Rank %ile Oct - Dec '13 Jan - Mar '14 Apr - Jun '14 n=respondents Patient Experience National Rank %ile

28 System still pays more for Quantity than Quality We are not a closed system and BMG does not contain all specialties

HealthCare Administrative Solutions, Inc. ICD-10 Provider Preparedness Annual Survey Results

HealthCare Administrative Solutions, Inc. ICD-10 Provider Preparedness Annual Survey 2013 Results HCAS December 2013 Introduction To help providers meet the ICD-10 compliance date of October 1, 2014, Massachusetts