![BayCare Physician Partners Creating a Clinically Integrated Network in the Tampa Bay area ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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BayCare Physician Partners
- 4. Create a more clinically and financially aligned business partnership with physicians
- 5. Flexibility to adopt to new reimbursement models driven by government reform
- 7. Clinically Integrated Network Definition New organizationthat brings physicians and health system resources together into a more clinically and financially aligned model of care Flexible, collaborative approach to improved quality and cost containment Focus on prevention, early detection and disease management New reimbursement structure connected to established goals and Quality outcomes
- 8. FTC/DOJ Road Map to Clinical Integration Federal guidelines provide a clear road map to clinical integration “Indicia” of Clinical Integration The use of common information technology to ensure exchange of all relevant patient data The development and adoption of clinical protocols Care review based on the implementation of protocols Mechanisms to ensure adherence to protocols Source: Improving Health Care: A Dose of Competition A Report by the Federal Trade Commission and the Department of Justice July 2004; Chapter 2; Section 4.b.3
- 10. How do the physicians expect to accomplish these goals?
- 11. What basis is there to think that the individual physicians will actually attempt to accomplish these goals?
- 12. What results can reasonably be expected from undertaking these goals?
- 13. How does joint contracting with payers contribute to accomplishing the program's clinical goals?
- 16. Coordination and collaboration across continuum of care
- 17. Establish standards of care that must be met for members to remain in Network
- 18. Multiple EMR platforms for performance reporting and connectivity
- 20. Infrastructure
- 21. Data Management
- 23. Communication
- 24. Network Contract and Resources
- 27. Compliance
- 28. Licensure
- 29. Medical Staff
- 30. Prescribing
- 33. Legal
- 36. Greater access and working relationship between PCPs and specialty consultants
- 37. Greater support, access and integration of medical information technology
- 38. Better health care decision making via improved data and processes
- 39. Information transparency will allow physicians to compare practice measures with colleagues
- 40. Opportunity to demonstrate value and link reimbursement for better performance without regard to employment status
- 42. 17 members will be physicians throughout Hillsborough, Pinellas and Pasco
- 43. More private practice physicians than BayCare-employed
- 45. Credentialing
- 47. Contracting
- 49. Funds Flow Overview Insurers New ReimbursementBased On NegotiatedContracts Annual QualityBonus PayoutBased On Set Goals and Performance Measures Continue CurrentFee-For-ServiceClaims & PaymentStructure Health Information Exchange Hospitals Practice
- 51. Practice makes claims information available to the network
- 52. The network negotiates a “bonus pool” with the payers (not a withhold)
- 53. The network is responsible for managing/distributing bonus payment
- 56. A replacement or extension of the hospital medical staff
- 57. The beginning of a BayCare insurance company
Notes de l'éditeur
- See possible further refinement on relationship between ACO and insurers
- What do the physicians plan to do together from a clinical standpoint? What specific activities will (and should) be undertaken? How does this differ from what each physician already does individually? What ends are these collective activities designed to achieve?How do the physicians expect actually to accomplish these goals? What infrastructure and investment is needed? What specific mechanisms will be put in place to make the program work? What specific measures will there be to determine whether the program is in fact working?What basis is there to think that the individual physicians will actually attempt to accomplish these goals? How are individual incentives being changed and re-aligned? What specific mechanisms will be used to change and re-align the individual incentives?What results can reasonably be expected from undertaking these goals? Is there any evidence to support these expectations, in terms of empirical support from the literature or actual experience? To what extent is the potential for success related to the group's size and range of specialties?How does joint contracting with payors contribute to accomplishing the program's clinical goals? Is joint pricing reasonably necessary to accomplish the goals? In what ways?To accomplish the group's goals, is it necessary (or desirable) for physicians to affiliate exclusively with one IPA or can they effectively participate in multiple entities and continue to contract outside the group? Why or why not?
- Hospitals and physicians would continue to be paid directly for services they deliver (traditional claims and payments).Funds come into the network from pre-negotiated contracts developed with Insurers.Incentive Compensation Attained Through Predetermined Goals and Performance Measures