Unlocking the Incumbent’s Dilemma: Lessons Learned in Transforming Large System into Smart Care Teams Craig E. Samitt, MD, MBA Former President & CEO, Dean Health System Former President & CEO, HealthCare Partners Oliver Wyman MediFuture 2024 September 16, 2014
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Unlocking the Incumbent’s Dilemma: Lessons Learned in Transforming
Large System into Smart Care Teams
Craig E. Samitt, MD, MBA Former President & CEO, Dean Health System Former President & CEO, HealthCare Partners
Oliver Wyman MediFuture 2024 September 16, 2014
The Incumbents…
Transforming Systems to Smart Care Teams at
Scale (and the top 10 lessons learned
along the way)
Lesson 1: Synergy
9
Page 10
Lesson 2: Primacy
The clinical care model is changing
rapidly, with an intensive investment
in upstream components of care
delivery
Lesson 3: Sorcery
Those organizations that align, engage and inspire clinicians and patients will outcompete those who cannot
Clinician-Led Process Improvement
Communication Selective Recruitment
Vision Guilt
Leadership Development
Tools and Support
Peer Pressure
Data Incentives
Participatory Management
Lesson 4: Transparency
The data that we analyze and report may become far more important than the vehicles we use to collect the data
Page 24
DEAN CLINIC
OMA Metric Stoplight ReportComparison of Primary Care (PC), Internal Medicine (IM), and Southern Region IMReport period ending May 31, 2011
IVD* HTN
HbA
1c T
estin
g G
oal: 7
4.4%
LDL T
estin
g G
oal: 9
0.3%
Nep
hrop
athy
Scre
ening
Goa
l: 82.1
%
BP
Contr
ol G
oal: 5
6.1%
LDL T
estin
g G
oal: 9
1.9%
BP
Contr
ol G
oal: 7
8%
Cer
vical
Canc
er S
creen
ing G
oal: 8
6.3%
Colo
recta
l Can
cer
Scre
ening
Goa
l: 77.7
%
Pos
tpartu
m Ca
re G
oal: 9
2.4%
Tob
acco
Ces
satio
n G
oal: 8
2.2%
Chil
d Imm
(Com
bo 3)
Goa
l: 86.8
%
Chil
d Imm
(Com
bo 10
)
Ove
rall R
ating
Goa
l: 80.2
%
Com
munic
ation
Com
posit
e
Acc
ess
Com
posit
e
Avg N
ew P
atien
tGr
owth
(YTD
)Go
al: V
aries
by D
ivisio
n**
Avg N
ew P
atien
tAp
pt Av
ailab
ility
Goal:
28
My C
hart
Enro
llmen
t G
oal: 1
8%
Gen
eric
Utili
zatio
n (YT
D) G
oal: 7
8%
90-D
ay R
x Refi
ll (YT
D) G
oal: 2
1%
PC East Region 73.3% 90.6% 86.9% 48.3% 88.7% 71.5% 83.2% 75.1% 88.9% 55.4% 86.3% 38.3% 73.9% 80.6% 60.2% 7,178 58 27.5% 83.2% 32.8%
PC South Region 67.2% 86.0% 83.0% 50.1% 83.2% 71.5% 76.5% 67.8% 86.9% 59.6% 82.9% 29.0% 78.2% 83.4% 66.5% 5,400 18 20.9% 81.6% 31.7%
PC West Region 76.8% 89.9% 87.6% 51.8% 90.1% 78.3% 84.7% 77.3% 88.9% 58.6% 86.7% 54.6% 78.5% 84.3% 62.4% 5,208 55 36.7% 81.7% 37.2%
* IVD: Ischemic Vascular Disease Care More than 5% below goal
** Division: For New Patient Growth (YTD), this is the Specialty for both Primary Care (e.g. all Family Medicine) and Specialty Care (e.g. all Ob/Gyn). No goal established or N/A
Note: Values shown are for the most recent reporting period.
FINANCIALQUALITYDiabetes Care Preventive Care
GROWTHSERVICE
Enterprise Data
Warehouse
Images
Prescriptions
Labs
EMR
Encounters Claims Hospital
A/D/C
Predictive Modeling
POP (Patient Online Portal)
PIP (Patient Information
Portal)
Analytics to improve
outcomes
Big Data will be Huge
Decision Support
Registries
Physician Profiling
Lesson 5: Sustainability
Page 30
100% 115% 115% 100%
Risk Continuum More
Bundled Payments X4
ACO Track 1
ACO Track 2
Medicare Advantage
Pioneer ACO
Less
Comprehensive Primary Care
Medicare Fee for Service
Smart Care Teams will achieve sustainable profitability when they pursue risk bearing
contractual relationships
95% 115% 115% 100%
The Value Model:
Group’s risk-based payments are >= 25% AND Physician’s incentives for value are at least 10% of total cash compensation or greater
The Charitable Model: Group’s risk-based payments are <25% AND Physician’s incentives for value are at least 10% of total cash compensation or greater
The Funky Model: Group’s risk-based payments are >=25% AND Physician’s incentives for value are less than 10% of total cash compensation
The Volume Model:
Group’s risk-based payments are <25% AND Physician’s incentives for value are less than 10% of total cash compensation
1%
3%
5%
90+%
Lesson 6: Thievery
We will continue to change our clinical
model by designing, stealing,
implementing and spreading Best
Practices
Page 36
And we’ll dabble in other new technologies
But we are not adopting innovations fast enough
“If you can’t make yourself obsolete, someone else
will…”
Lesson 7: Simplicity
Lesson 8 Priority
Level 3 High Risk
Level 1 Future
Risk
High Risk Interventions Medication Management Monitoring Comprehensive Care Clinics Care Transitions Intensivist and Hospitalist Investments Same Day Access/Urgent Care
Low Risk Interventions Lifestyle and Wellness Management Social and Mobile Connectivity Weight Management E-Health/Web-Based Services
Level 2 Rising Risk
Rising Risk Interventions Convenience Clinics Home Services Health Advocates
Hospice/Palliative Care
Lesson 9: Reproducibility
Page 53
Lesson 10: Delivery
Medical GroupComposite
RankingMean
Ranking
# of Metrics
ReportedThedacare Physicians 1 3.4 20Dean Clinic 2 5.1 20Aurora Medical Group 3 6.3 20Marshfield Clinic 4 6.4 20Mayo Clinic Health System- Franciscan Healthcare 5 8.2 20Bellin Medical Group 6 8.6 20Gundersen Clinic, Ltf 7 8.9 20Froedtert Health Medical Group- West Bend Clinic 8 9.1 20UW Health Physicians 9 9.8 20Mayo Clinic Health System in Eau Claire 10 9.9 20Monroe Clinic 11 10.0 20Medical College Physicians 12 11.5 20ProHealth Care Medical Associates 13 11.5 20Wheaton Franciscan Medical Group 14 11.5 19Aurora UW Medical Group 15 12.1 20Prevea Health 16 12.4 20Columbia St. Mary's Community Physicians 17 13.4 20Mercy Health System 18 15.3 20Froedtert Health Medical Group- Menomonee Falls 19 16.5 20
Wisconsin Collaborative for Healthcare Quality Ranking
$265.00
$275.00
$285.00
$295.00
$305.00
$315.00
$325.00
$335.00
$345.00
$355.00
$365.00
2008 YE 2009 YE 2010 YE 2011 YE
DHPAssumingMilliman Nat'lTrend Adj toMadison
DHPAssumingPWC Trendwith PlanChanges
DHPCommercialPMPM
PMPM is for reference purposes only and is based on Commercial pool
3-Year Trend at 60% of PWC National Trend
243
385
0
200
400
HCP Seniors Medicare FFS*
Admission rate/1,000 pts (2012)
Clinical utilization – HCP legacy markets
37% Improvement
* Medicare National Reference Population as reported in Pioneer ACO Dashboard, April 2013
0-day all cause re-admission rate (2012)
25% Improvement
* Medicare and Medicaid Research Review 2013: Vol 3 (2)