effective management of physician practices...rapid evolution in technology ... •physician...
TRANSCRIPT
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Effective Management of Physician Practices
AICPAHealth Care Industry Conference
Nashville, TNNovember 18, 2016
Steven H. BurkettSr. Vice President, Physician ServicesErlanger Health System
Chattanooga, TN
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Erlanger Health System
Erlanger University Hospital
Children’s Hospital at Erlanger
Erlanger North Hospital
Erlanger Bledsoe Hospital
Erlanger East Hospital
Erlanger Health System
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Strategically located access points and geographical coverage create distribution channels, specialty expansion and paths of least resistance for referrals
Health System Service Area
South Pittsburg
17 Locations
Performance Highlights – FY16 Overall Admissions increased by 8%
Overall Commercial discharges increased by 10%
Surgical volume exceed 32,000 procedures
Inpatient surgical volumes increased by 3%
Outpatient surgical volumes increased by 10%
Orthopedic inpatient surgery up 12%
Neurosurgery inpatient up 11%
Da Vinci robotic procedures up 65%
Cardiac catheterization procedures up 20%
Births up 5%
Total Emergency Department visits increased to 155,000 (new record)
Erlanger East Hospital Emergency Department up 19%
Erlanger North Hospital Emergency Department up 15%
Dunlap Emergency Department up 16%
• Neonatal ICU patient days increased by 7%
Erlanger Physician Practice visits increased by 22%
Air ambulance flights increased by 10%
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Snapshot of Physician Enterprise
Medical Staff Members
– Approximately 940
Employed Physicians approximately 240
–Medical Subspecialties: 33
– Adult Hospitalists: 38
– Pediatrics: 42
– Adult Primary Care: 54
– OBGYN: 7
– Surgical Subspecialties: 18
Independent Physicians/Groups 700
– Active approximately 500
120140
167
192211
240
0
50
100
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300
Summer2013
Summer2014
Spring2015
Fall 2015 Winter2016
Summer2016
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EHS Employed Physicians100% Growth in the Most Recent Three Years
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3135
4650
54
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67
1313
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10
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Spring 2013 Summer 2014 Spring 2015 Summer 2015 Winter 2016 Summer 2016
MDs PAs/NPs
Employed Adult Primary Care Practitioners
148% Growth in the Most Recent Three Years
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Effective Management of the Physician Practice
What is required to effectively manage the Physician
practice/enterprise in today’s market conditions?
What we share is based on
– Lessons Learned in acquisition experience at Erlanger
– Small practices – six to ten providers
– What we see and encounter in the market
– Our collective professional experience, and
– The needs and demands of patients, insurers and health systems
The constant is change
– Only the pace is at question
Suggest strategies and tools
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1. Forces Driving Change
Forces Driving Change
Forces – both initiators and recipients
Changing culture ‐ consumer and societal demands
Rapid evolution in technology
Changing economy and changing reimbursement
Changing skills required to effectively manage a practice
Supply and demand of medical & healthcare manpower
Consumers Physicians& Practices
Government& Financiers
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Changing Culture
MD less likely to be revered as best educated members of
society
Patient consumers are changing
– They have become active consumers
• Physician shopping & interviewing physicians
– Plethora of medical & health information available
– Importance of timeliness of access
– Importance of patient experience
– High demand for “hospitable bedside manner”
20001990 2011≈ 13% ≈ 20% ≈ 30%
Percentage of Americans with a bachelor’s degree
Culture Eats Strategy for Lunch …
EVERYDAY
Significance of Culture
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Evolution in Technology Clinical
– Electronic health record – on a chip or (credit) card
– Patient texting & telemedicine (actually old technology)
– Electronic visits – Google, You Tube, FB, Zoc Doc
– Web MD ‐ example of instantly available medical information
• The “Doctor Veil” has been removed
Business
– Web site development – consumer patient preference
– Patient texting capability ‐ economic consequences
Consumer
– Airlines, hotels, why not consults and electronic visits
– Watson project & consumer awareness
Changing Economy and ReimbursementMacro – Consumer
– Health care expenditures as % of the GNP – increasing
– Patients seek “value” for their time and money
Macro – Physician Practice
– Change from FFS to Value Based requires new alliances
– Traditional methods for building a successful practice
challenged
– Practice management increasingly challenging
Managing change
– Identify opportunities to create advantages around quality care
and consumer preference
– Data mining with the EMR
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Skills Required for Effective Management
Recognition of need for required skills and ability
Knowledge of domains
– Financial Management
– Human Resource Management
– Marketing
– Technology
Ability to compete
– Change management
– Commitment to service culture
2. The Basics
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Financial Management Traditional financial management
– Financial statements, cash flow, borrowing & financing, revenue
cycle and contract negotiation, internal control structure
Reimbursement
– Payment bundles
– Episodes of care
Management of advisors – management companies
– Physician managing partners often have limited experience
Recognition of hidden costs
– Efficiency of operations in workflow, e.g.
• Phone traffic
• Time for segments of operation
• Overtime
Human Resource Management
Human Resource Management
– Selection of practice manager
– Recruiting and personnel management
– Knowledge of rules regarding exempt and non‐exempt personnel and management of OT
– Training
• Technology
• Customer service
– Manpower availability
• Clinical – practice at top of license
• Non‐clinical – define the needs and skills carefully
– Interpersonal & communication skills
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Marketing
Access to patient populations
– Network structure & access to patients
– Network inclusion criteria
– MD scorecards
Location, hours of operation
Power of the web‐site – web presence
– Referrals by friends
– Consumer choice for information – read the review
Competitors
– Urgent care
– Colleagues or competitors
Availability and affability still apply– Communication skills remain important
Technology Clinical
– The “Doctor Veil” has been removed
– Opportunities to meet patient consumer needs
– Understanding efficacy of treatment – devices and pharma
Business
– Web site development – consumer patient preference
– Understanding and using patient practice data
Consumer
– Electronic visits – how can you add these to the schedule
– How do your patients rate your client – what is the profile
– How do you handle a “poor” online profile or negative
allegations
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3. Forces Driving Alignment
The Senior Leadership Team
“The existing deficiencies in health care cannot be corrected simply by supplying more personnel, more facilities and more money. These problems can only be solved by organizing the personnel, facilities and financing into a conceptual framework and operating system that will provide optimally for the health needs of the population.”
Dr. Robert Ebert, Founder, Harvard Community Health Plan, 1969
Accountable Care ‐ The concept is not new …
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Alignment
Access to patient populations
– Network participation
– Narrow networks
– Physician scorecards
– Quality scores & consumer ratings
Changes in financing
– Assumption of risk, bundled payments & episodes of care
– Requirement for communication, shared data and teamwork
– Access to capital and expertise
Education of Physician & Heath Care Providers
Paradigm shift
– Need to keep patients healthy
Establish a Foundation for the Transition Ahead
Clinical Integration Program
Establishes fundamentals for population health management
Physician Alignment Comprehensive
Quality Program
Unified IT Platform Performance
Incentives
Care Transitions &
Coordination
Streamlined Acute
Care
Chronic Care
Management
Self‐Directed
Patient CareShared Savings and
“Risk”
Population Health
Management
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What Health Systems Need
Organizational Culture
Data Reporting and Analysis
Medical Management
Health Information
Patient Engagement
Largeenoughscaleto manage risk
4. Strategies and Tools
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Strategies and Tools
Make sure education is a major part of the services you
provide
Highly structured, disciplined approach to articulating
practice and provider goals, aspirations and performance
Connect the dots between practice activities and financial
results
Help client become a performance driven practice
Identify whatever is necessary for success in “value based
environment”
Provide insight and counsel regarding “Population Health”
principles and “Health System Needs”
The Challenge is to Move
“Volume” “Value”
From To
Central problem solving
“Service” “Revenue”
Local solutions
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The Case for Rethinking Ambulatory Care
Engage patients in healthful behaviors
Pre-visitPost-VisitVisit
Between Visits
Between Visits
Physicians being asked to have greater influence and assume risk for activities between visits
Outstanding Patient ExperienceRight Care, Right Place, Right Time
Pre‐Visit
Streamlined & Service‐oriented check‐in
Visit
Post Visit
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Focus on High‐Value Care
Hospital Clinic Home/Work/Play
Most Complexity
Most Costly
Least patient participation
Less Complexity
Lower Cost
Moderate patient participation
Least Complexity
Least Costly
Most patient participation
Acute Care Ambulatory Preventive & Chronic Care
Change
It is not the strongest of the species that survive, nor the most intelligent, but the one
most responsive to change.
Charles Darwin
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5. Questions