Housekeeping Moderator Anthony Guerra, editor-in-chief, - - PowerPoint PPT Presentation

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“Integratin

ing Newly Acq cquir ired Physic icia ian Practic ices”

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Housekeeping

• Moderator – Anthony Guerra, editor-in-chief, healthsystemCIO.com
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Agenda — Approximately 40 Minutes

• 25-30 minutes: Neal Ganguly, VP/CIO, JFK Health System
• 10 minutes: Q&A w/Neal Ganguly

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“In

Integratin ing Newly ly Acq cquir ired Ph Physic icia ian Practic ices”

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Agenda

• Background
• Goals & Objectives
• Governance
• Logistics
• Measurement
• Lessons Learned

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Ba Back ckground

• 399 Bed Acute Care Medical Center
• 98 Bed Rehabilitation Institute
• 500 Long Term Care Beds (4 facilities)
• Neuroscience Institute of New Jersey
• Homecare & Hospice & EMS
• Multi-Specialty Physician Groups
• Accountable Care Organization (MSSP & Commercial)
• Regional Health Information Exchange
• Family Medicine, Rehab & Neurology Residency Programs

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Medical Staff Classifications: 945 total physicians on staff

• Voluntary: 733 independent physicians with admitting privileges
• Contracted: 85 physicians in departmental groups (ER, Rad, etc.)
• Employed: 85 physicians in 5 practices salaried by JFK
• Managed: 42 physicians in 8 practices being managed by JFK
• Affiliated: 0 physicians who are in an MSO

Ba Back ckground

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• Understand ‘Why’
• Why is the hospital interested in acquiring the practice?
• Why does the practice want to get acquired?
• Why was a particular model (employed vs. managed) selected?
• Transparency is key
• Ensure Alignment
• Goals of the hospital & physician must be aligned to optimize

success

• Strong governance is the best way to ensure that all parties are

aligned and that transparent and measurable goals are established

Goals ls & Obje jectiv ives

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Governance

• The Role of Governance
• Ensure balanced representation
• Define vision and goals
• Prioritize resources
• Evaluate performance
• Establish accountability
• IT’s Role in Governance
• Evaluate and scope technical needs & opportunities
• Educate governance group with respect to technology options
• Propose and enforce technology and (where appropriate)
• perational standards

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Lo Logi gistic ics

• Operational steps to evaluating & onboarding a practice
• Evaluate the infrastructure – Network, Applications, Hardware,

Telecommunications

• Identify gaps from desired standards and establish acquisition

and ongoing maintenance costs to ensure proper budget accountability

• Establish standard criteria for evaluating equipment or

technology resource requests

• Clearly review and define technology support expectations –

what will be supported by IT vs. external partners

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Lo Logi gistic ics

• Standards operational elements can reduce expenses through

group contracting and process improvements

• EMR and practice management systems
• Centralize scheduling , billing and customer support
• Interface expense control
• Telecommunications infrastructure
• Phone switch, carrier contracts, etc.
• Equipment infrastructure
• PCs, printers, copiers, mobile devices

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Measurement

• Evaluate Performance
• Define performance elements that are going to be measured
• Establish reporting mechanisms (reports, dashboards, alerts)
• Set baselines and desired targets
• Assign accountability for measure attainment
• Continuous Improvement
• Data should be used to foster a continuous improvement mindset

which is overseen by governance group or designee

• Goals and measures should be evaluated periodically for continued

relevance

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The Real l World ld – The 5 P’s

• Preferences
• We won’t call the hospital helpdesk, we have our own resource
• We prefer vendor A and won’t use vendor B
• We would like all new equipment now that we are owned by the

hospital

• We don’t like to work with (insert name), send us (other name)
• Personality
• I refuse to use an EMR and you can’t make me
• Your technology stinks and is killing my patients
• We’re too busy to meet with you – try again later

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• Practice
• We’ve always done it this way and won’t change now
• This is making us less efficient
• Priorities
• The hospital just acquired my practice, where is all my new stuff?
• Why did physician X get served before I did?
• Politics
• Do you know who I am?
• All the board members are my patient’s

The Real l World ld – The 5 P’s

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Le Lessons Le Learned

• Ambulatory practice needs are different from hospital departments,

and support must be tailored to meet those needs within reason

• Hospital / physician goal alignment is critical to establishing the

proper partnership objectives

• Standards in practice and operation must be agreed to at the

governance level and enforced to ensure optimal success

• Politics and personality must be dealt with by strong governance
• versight
• Evaluate practice infrastructure carefully and get signoff from

physicians on any gaps prior to acquisition

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Le Lessons Le Learned

• Establish and communicate clear guidelines for technical support

and criteria for determining what needs to be replaced

• Where possible, leverage economies of scale by standardizing tools
• r processes
• Measures of success that are mutually agreed upon will increase the

physician’s ‘ownership’ of the process and keep them engaged

• Do not underestimate resource requirements and carefully evaluate

the economics of engaging an outside service provider

• Communicate early and often
• Ensure IT is at the table from the planning stages

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Q&A

Click on the Q&A panel located in the lower right corner of your screen, type in your questions in the text field and hit send. Please keep the send to default as “All Panelists.”

iganguly@jfkhealth.org

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Thank You!

• Thanks to our featured speaker: Neal Ganguly!
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