The Value Reports published by Advocate Physician Partners accomplish several

The value reports published by advocate physician

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The Value Reports published by Advocate Physician Partners accomplish several communication goals: recog- nition and affirmation of the work of the organization’s clinicians; promotion of value to patients, employers, government entities, and health plans; and emphasis on leadership’s commitment to creating and improving value. Engaging Clinicians in Value A clear finding from the Value Project interviews is that value cannot be created without the engagement and leader- ship of clinicians: both physicians, who drive most of the decisions affecting quality and cost of care, and nurses, who are on the frontline of the patient experience and are often best situated to identify and respond to issues affecting the patient and care delivery. Physicians. Many healthcare organizations are considering an employment model to increase physician alignment and engagement with organizational goals. But an employment model is not feasible or desirable in all markets. The Advocate Physician Partners joint venture with Advocate Health Care, which today includes approximately 3,800 physicians, 2,900 of whom are independent, represents an innovative approach to physician engagement outside the employment model. The joint venture was set up with a shared governance model, with two classes of directors— one from the system side and one from the physician side— represented on the board. Through the joint venture’s Clinical Integration program, Advocate Physician Partners and 10 Advocate Health Care hospitals employ structured and ongoing collaboration to improve the quality and efficiency of health care. A key feature of the program is its pay-for-performance incentive system. Advocate Physician Partners researches metrics and establishes performance targets for each of the program’s clinical initiatives, based on national best practices, research findings, and other recognized bench- marks. 16 Physician performance on each of these metrics is monitored throughout the year and reported to physicians quarterly. An incentive plan links the performance of hospital administrators and physicians as a means to increase levels of collaboration and coordination of care. Also, the incentive plan is structured to reward both the individual physician and the physician’s peer group, helping to develop a shared culture of excellence and accountability. Physicians are awarded points based on their achievement of quality metrics, and physician bonus payments are based on the number of points earned. 16 A selection of the metrics used for Advocate Physician Partners’ initiatives is available in Advocate’s Value Report at .
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15 Because physicians are involved in all phases of develop- ment and decision making for the performance metrics, physician buy-in with the metrics is high. Nonfinancial incentives—including recognition of high-scoring physi- cians and competition between medical groups—have also increased physician engagement.
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