In this session, we will explore examples of real health systems’ varying approaches to positioning employed physician groups, from complete autonomous enterprises, to adjuncts and extensions of hospital-based services, to primary drivers of downstream revenue.
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A Chief Medical Officer's Success Story for Physician Engagement, Referral Development, and Wellbeing
TMCA went from the 50th percentile to Top 10 nationally in terms of physician engagement and alignment, with double digit increases on the satisfaction survey, physician turnover decreased by 5%, with first year physician turnover cut in half, and quality improved with a significant decline in Hospital Acquired Infection. TMCA saw measurable results on decreasing referral leakage, improving referral development, and gaining access for their Physician Relations Manager (PRM) team to meet with key physicians.
Come Together, Right Now: Two Approaches To Building Identity, Alignment, Engagement, And Integration
As economic reform and regulatory forces accelerate physician group practice formation, health systems must bring diverse personalities and priorities together. Imagine groups that combine academic and community-based physicians, span facilities large and small (sometimes across state lines), and merge differing views about compensation and the role of advanced practice providers.
Gaining a deep understanding of physician behavior by evaluating physician activity and referral data from your market paves the way to achieving physician alignment that drives growth. University Hospitals understood the need to augment their current use data and analytics to continue to grow intelligently.
The trend of acquiring former private physician practices involves a variety of challenges. From an internal culture shift to streamlining patient communication and processes, these obstacles require a strategy, strong leadership, physician buy-in and ongoing maintenance.
On Target: Leveraging a Retail Giant's Locations as the Foundation for Developing an Ambulatory Network
Problem: Ambulatory strategy decisions and physician practice acquisitions were reactive in response to internally identified opportunities. The goal for Thomas Jefferson University Hospital was to create a tool to evaluate markets in relation to each other that would inform future decision-making around regional strategy.
Find Your Rainmakers: Efficient Physician Network Development Utilizing Crimson Market Advantage Data
Problem: Current trends in physician employment and ACO models can create significant barriers for competitors to meet strategic goals. Such rapid alignment proves it increasingly difficult to establish a strong and loyal referring physician base for new and existing clinical programs.
Learn the difference between leakage and keepage and what strategies are needed to get results.