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MSMS1
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
Facilitationby:
GlennTecker
ChairmanandCo-CEO
JimMeffert,
SeniorConsultant
www.tecker.com
TeckerInternational,LLC
301OxfordValleyRoad
Suite1504B
Yardley,PA19067
Remodeling–ThreeAlternativeModelsJanuary2017
MSMS2
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
TABLEOFCONTENTS
OverviewofTheRemodelingSummit______________________________3
DesignSpecifications___________________________________________4
SummariesofModelsfromtheRemodelingSummit__________________5
RatingoftheModels___________________________________________6
ThreeAlternativeModels
LeastVariationModel__________________________________________7
GreatestVariationModel_______________________________________11
HybridModel________________________________________________15
MSMS3
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
OverviewofTheRemodelingSummit
TheMichiganStateMedicalSociety(MSMS)embarkedonaprocesstodevelopanorganizationalstructuretoguidetheenterpriseforthesecond150yearsofitsexistence.TheRemodelingSummitheldinOctoberof2016isanessentialpartofthatprocess.MSMSleadersgatheredtoexaminethecomponentsoftheinfrastructuremodelusedasthebasisforthepreviousassessmentofcurrentstructuresandprocessestocreateseveralmodelsofwhatMSMS’sinfrastructurecouldlooklikeinthefuturegiventhestrategyandassessmentofcurrentinfrastructurewithwhatwillberequiredtoachievetheenvisionedfuture.
Specifically,theRemodelingSummitincludedthefollowingcomponents:
§ ADiscussionofthe“CaseforChange”
§ DiscussionofthehighlightsoftheInfrastructureAnalysisdonepriortothesession.
§ CreatingacommonunderstandingofMSMS’sconditiontodaybyorganizingintosmallgroupswheretheyvisuallyportrayedtheassociationifitwereamodeoftransportation.
§ Groupsestablishedasetofspecificationswhichanyproposedorganizationalmodelneedstobeconsistent.
§ Theyreviewedalternativeorganizationalmodelsfromothersimilaranddissimilarassociationstoprovideacommonformatfor“modelbuilding”.
§ EachofthecrossrepresentativeworkgroupsdevelopedanorganizationalmodelforMSMStopresenttothefullgroup.Modelswillincludedepictionsofkeystructuresincluding,membership,governance,workforce,andfinancial;
§ Participantsassessedtheadvantagesanddisadvantagesofeachofthemodelspresentedbytheirpeers.
§ A“strawpoll”oftheentiregroupascertainedtherelativepopularityofeachofthemodels.
Followingthatmeeting,membersoftheprojecttaskforceconsolidatedthemodelsintothreedistinctalternatives.Thosealternativesweredevelopedtoreflectthemainconceptsidentifiedduringtheremodelingsummit,butalsototestthealternativeswithabroadaudienceofstakeholders.Thesealternativeswillbethefocusofconversationswiththosestakeholdersoverthecomingmonths.TheresultwillbeafurtherrefinementandwillbepresentedtotheMSMSHouseofDelegatesforconsiderationinMay.
MSMS4
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
DesignSpecificationsGroupswereaskedtoidentifyqualitiesthattheorganizationmustbeandthosethattheorganizationmustnotbe.Thefollowingquestionwasusedtobeginthediscussion:Whatmustanyorganizationalmodelforthe“XYZ”organization“be”,“belike”or“do”?Whatmustanymodeloforganizationforthe“XYZ”organizationnot“be”,“belike”or“do”?
/-indicatequalitiesidentifiedbymultiplegroups
MustBe
MustNotBe
• Nimble//• Flexible//• Valuableandaffordable//• Forwardthinking/• Relevant/• Proactive/• Transparentandaccountable/• Inclusiveanddiverse/• Supportallphysicians(members)/• Interactivewithmembers/• Patientandcommunityfocused/• Ethical• Adesiredproduct• Leadingchange• Drivinginnovationindeliverymodels• Innovative• Collaborative• Trusted• Youngandexperienced• Conversationstarter• Connectedtospecialtysocieties• Representational(bidirectional)• Unifyingforceinmedicine• Memberengaged• Memberengagingadvocacy• Modeltechnology• Respectfulandresponsiveinpayer
relationships• Atthetable• Recognizedandrecognizable• Partnersinmedicine• Developingfutureleaders
• Rigid,inflexible//• Statusquo//• Self-serving/• Acluborstar-chamber/• Static/• Exclusive• Conversationjoiner• Complacent• Onthetable• Isolated• Onlyreactive• Lessdiverse• Loosecaregivermission• Useonlytraditionalthinking• Toospecialtyfocused• Beunresponsivetotheneedsandchallenges
ofyounger,employedphysicians• Focusedongenerations• Indifferenttopatientneeds• Forgetthecoreattributesofmedicine
MSMS5
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
ReviewofMSMSModels
Theparticipantswereplacedintofivegroupsandwereaskedtodevelopmodelsofmembership,governance,workforce/program,andfinance.Thefollowingisasummaryofthemodelsdevelopedbythegroups.Attheendofeachgroup’smodels,youwillfindasummaryoftheadvantagesanddisadvantagesidentifiedbyallparticipantsrelatingtothatgroup’smodels.Thechartbelowhighlightstheuniqueaspectsofthefivemodels:
Group DescriptionA ThemodelsarethemostconsistentwithcurrentMSMSstructures.Thenotabledifferences
arethefollowing:• TheBoardofDirectorsisgivensignificantlymorepowertoestablishpolicybetween
HouseofDelegatesmeetings.• ProfessionalOrganizations(POs)aregivenaseatontheBoard.• Geographicalrepresentationisbaseduponregionratherthancounty.• AsteeringcommitteeisaddedtohelpfocustheHouseofDelegates.
B Themostsignificantcomponentsofthesemodelsarethefollowing:• MembershipandrepresentationareorganizedbyGeographicDistrictsandPhysician
Organizations.• Thereisnodirectrelationshipwithcounties.• LocalphysicianconnectionsalongwithgrassrootsactivitiesareorganizedbyMSMS
directly.• LocalissueactivityisprioritizedbytheMSMSBoard.• MaintainstheHouseofDelegatesasthepolicymakingandagendasettingentity.
C GroupC’smodelscontainthemostsignificantdeparturesfromthecurrentMSMSstructure.
Theoverallconceptwastosimulateanintegratedhealthcaredeliverystructure.Asaresult,thefollowingareuniquecharacteristicsofthemodels:
• Geographywasnotarelevantfactorinanyaspectofthismodel.• Asmallerboardisselectedforperspectiveandexpertiseinadditiontolocationand
background.• Inadditiontoindividualmemberships,groups,specialtysocieties,nurses,andnon-
physicianproviderorganizationswouldhaveamechanismtoparticipateinMSMSactivities.
• TheBoardofDirectorsisthepolicy-makingandgoverningbody.• Thereisanattempttomonetizeandcontractouttheworkdoneonbehalfof
specialtysocietiesandothergroups.D Thisgroupcreatedmodelswiththeunderlyingassumptionofde-unificationfromcounties.
Themostsignificantcharacteristicsinclude:• TheadditionofaGovernanceCounciltoserveinasimilarcapacitytoaNominating
Committee.• PO’s,SpecialtySocieties,Groups,andinstitutionshaverolesontheGovernance
CouncilalongwithpossiblerepresentationattheHouseofDelegatesandontheBoard.
MSMS6
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
• A15memberBoard.E GroupEmaintainedmuchoftheexistingMSMSstructurewiththefollowingvariations:
• ThereisspecificandformalSpecialtySocietyrepresentationforthosespecialtiesmeetingasetmembershipthreshold.
• TheBoardisenhancedbyinputfromaCommunityAdvisoryBoardandaCorporationCouncil(externalbusinessinterestswhowouldliketojoinMSMS).
• Geographicrepresentationisorganizedbydistrictsratherthancounties.
RatingtheModelsAttheendofthesession,groupswereaskedtoratethefivemodelsonascaleof1–5asnotedbelow.Thefollowingchartindicatestheselectionsofthegroups.Groupswerenotaskedtoratetheirownmodel.
1. Really like it !2. Like it, but it needs some tweaking.3. Can live with it, but significant modification will be required.4. Really do not like it.5. No way; not ever!
RatingModel
1 2 3 4 5
A XX XX B XX XX C X X X XD X XXX E XXX X
Thefollowingattributesarecommontoatleastfourofthegroups:
• AllofthegroupsidentifyachangeinthegeographicorganizationofMSMSmembershipandgovernance.Thosechangesrangefromorganizinginregionstode-unification.
• ThereisamechanismtospecificallyaddProfessionalOrganizations(POs)totheBoardandHouseofDelegates.
• Thereisadesiretohaveasmaller,more“nimble”Board.• Theroleofspecialtysocietiesisenhanced.• ThereisanattempttomodifytheroleoftheHouseofDelegatesasasourceoffocusedinputon
policyissueswhileallowingtheBoardtogoverntheorganization.
MSMS7
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
ReviewofConsolidatedAlternatives
LeastVariationModel
Membership
AregionmayuseastaffedcountyasafirstpointofcontactorseparatestructurecreatedbyMSMStorepresentindividualmemberships
Governance
MSMS
IndividualMembership
Region Student Resident
GroupMembership
Specialty PhysicianOrganizamon
Members
HouseofDelegates BoardofDirectors
ExecumveComminee Officers
CEO Staff
Comminees
Steering/NominamngComminee
MSMS8
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
NameofBody HouseofDelegates BoardofDirectors ExecutiveCommitteeNumber 23(oddnumber) 7Composition Representativesselected
frommembershipcategories
12fromRegionsIeachYPSRes/fellowStudentsHospitalspecialtyOutpatientspecialtyPrimarycareMedschoolfacultyPOIndependentGroupHoDofficers
OfficersExOfficioCEO
Responsibilities EstablishMSMSPolicy,ElectofficersandmembersoftheBoardofDirectors
Leadership,Vision,FiduciaryResponsibility,setpolicybaseduponHouseofDelegatesDirection
Internalaffairs,management
MeetingSchedule Annual Quarterly AsneededStaffLiaison CEO CEO CEO
Finance
Duesprocessconsiderationsidentified:
Multi-yearmemberships
Automatedmonthlybilling
MSMS
Dues
Region PhysicianGroups Hospitals Academic
Groups
Non-Dues
Meemngs AssociatedBusiness
ProductsandServices
Co-SponsoredMeemngs
MSMS9
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
Program
Model Advantages
• Inclusive • Dues model might have potential for attracting members • Sharing resources • Program structure is appropriate • More nimble • Increased diversity • Geographic / practice type • BOD decisions • Smaller board • Improved contact/ communication • Adds “steering committee” to HOD • Leadership development program • Regional offices -> good improved resource scan • Empowers BOD btw annual HOD mtngs • Board composition is complete • Add # of directors to avoid ties • Composition of HOD and Steering Comm. • Emphasis on social media for communication • Slightly smaller board/ add # • Preserves value and individual members • Current HOD doesn’t represent membership (new model offers improved composition) • Identify diversity of board members • Regional and county • Steering committee
MSMS
Advocacy
Lobbying
Policy
Grassroots
Educamon
CME
EducamonProducts
Leadershipdevelopment
Pracmcemanagement
Operamons
HoD
BoD
Communicamons/PR
Media
MIMedicaid
ElectMedia
SocialMedia
Membership
Students
Sociemes
Districts
Alliance
Secmons
MSMS10
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
• Regional representation
Model Disadvantages • Continued financial loss • Boards still large - not nimble • How is regionalization adding to efficiency (it might duplicate a county layer) • It gives the board more authority • Board is missing reps from some sections • Board reps appointed vs. elected • Country/ Region confusion • Leaves holes in country/ region representation • BoD empowered above HoD • Population decrease areas would have proportionately less representation than rural areas • Duplicates much of status quo • “regional” idea is same as district directors • Concerns about BoD above HoD • Cost for region’s staff • Regional representation/ low proportional • Same financial structure
MSMS11
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
GreatestVariationModel
Membership
Governance
EmployedPhysicianGroups PhysicianOrganizamons Specialmes IndividualPhysicians
Students Residents AcademicPhysicians
HealthCareOrganizamons• Nurses• Pharmacists• AncilaryProviders
Physician Organizations Independent Physicians Physicians in Training Practice Managers
Sp
ecia
lties
& A
llied
Hea
lth
Employed Physicians
MOA
, MPA
, Adv
ance
Pra
ctic
e Pr
ovid
ers,
RNs
Advisory Council
Board of Directors
ExecutiveCommittee
PhysiciansExecutive CommitteeBoard of DirectorsAdvisory
MSMS12
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
BoardofDirectors-21total/ExecutiveCommittee(officers)–7
Memberareelectedbythemembershipafterbeingselectedbyanominatingcommitteefornecessaryattributestogoverntheorganizationincluding:
• Skillsandexpertise • Rural/suburban/urbanbalance• Independent/employedbalance • Diversity• Geographicbalance
AnominatingCommitteeselectsboardcandidatesforelectionbythemembership.
Revenue
Specialty–monetizetheworkcurrentlydoneforspecialties,otherprofessionalassociation).AdvocacybenefittinganentiregroupmaybereimbursedbacktoMSMS(currently,entiregroupsbenefitforthecostofonemembership).Contractsmaybenegotiatedatanytransitionstage
Dues
• Individual• OrganizamonalandaffiliateorganizamonsmaynegomatecontractsatanytransimonstageNon-Dues
Non-Dues
• Sponsorships• Insurancerevenue• PCVS• TenantRent• Educamonalincome• POCouncilRevenue• Quantum• WealthcareAdvisors• Investments• Incubatenewbusinessopportunimes/expandtoangelgroups/Seededfuturebusinessenmmes
MSMS13
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
Programs
Model Advantages
• Inclusive • Diversifies Representation • A population health focus • Smaller board • Accounts for MOA specifically • Allowing virtual presence in representation on BOD • Population based • Connects with allied providers • Aims to preserve physician leadership in healthcare despite changes • Competency based board • Inclusion of non-physicians • Possible nominating committee adding MOA is an advantage • Unifies into one healthcare organization • Competency based with constituency situated representation • Less reactionary, more proactive • Virtual participation in meetings • Need to start with those who are ready for change • Adding MOA • Forward thinking • Inclusive of important perspectives • Larger voice • Care delivery model
Model Disadvantages
• Might be received as a threat to physicians/ current members • Does not diversify membership • Will be hard to implement • No clear composition of the board • Additions of apps may complicate decision making within the organization and dilute
physician voice • Changes mission of the organization • Competing legislative intersects
Educamon
• CME• Research• MedicalSchoolModels
Advocacy
• Payer• Regulatory• Purchasers• Legislamve
Communicamons
• Print• Electronic• Virtualcommunimes
PopulamonHealth
• MACRA,MIPS,otherstakeholders• Newmodelsofcommunityhealthandcommunityhealthorganizamons
IntegraPonofAPPs HCTechnology
• HIT• Pamenttools• Telehealth
MSMS14
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
• Does not address geographic distribution or representation • No mechanism to decrease BOD seats • Doesn’t address outreach to unstaffed counties • Challenges with non-physician representative • “Optics” of having non-physicians may be viewed as negative • A lot of change at once may decrease existing membership at first • Are we ready? • Effect on counties/ acceptability • How it impacts legitimacy of MSMS in the AMA • Many details are not determined yet • Unsure how rank and file doctors will “buy in” and become new members
MSMS15
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
HybridModelThismodelisanattempttounifythecommonelementsfromthefivegroups.Theelementsusedtodevelopthismodelincludethefollowing:
• TheHouseofDelegatesastheprimarysourceofongoinginputintothepublicandphysicianpracticepolicyprioritiesofMSMS.
• AchangeinthegeographicorganizationofMSMSmembershipandgovernance.• RecognitionofmembershipandinputfromProfessionalOrganizations(POs)andSpecialty
SocietyRepresentation.• AsmallerBoardwithincreasedoperationalandpolicy-makingauthority.• TheutilizationofaNominatingCommittee,whichutilizesspecificcriteriatosuggestmembersof
theBoardofDirectorstothemembership.• ThereisanattempttomodifytheroleoftheHouseofDelegatesasasourceoffocusedinputon
policyissueswhileallowingtheBoardtogoverntheorganization.
Membership
Affiliatememberswillbedefinedinthebylawsasindividualsand/orgroupswhomaybenefitfromtheproductsandservicesprovidedbyMSMS.Theywillbenon-votingmemberswithspecificbenefits.
MSMS
IndivicualPhysicians
PhysicianOrganizamons
SpecialtyPhysicians
MedicalSchoolStudents
ResidentPhysicians
PhysicianGroups(hospitalandacademic)
Affiliate(non-vomng)
MSMS16
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
Governance
NameofBody HouseofDelegates BoardofDirectors NominatingCommitteeNumber Nolimit 16 6Composition Opentomembersin
goodstanding9membersatlargenominatedbytheNominatingCommitteewiththreememberselectedeachyearfor3-yearterms.7officers
3–OfficersPresidentPresident-ElectSpeaker3–SelectedbytheBoardofDirectors
Responsibilities Theprimarysourceofinputintopublicpolicyandtrendsinphysicianpractice.TheissuesdiscussedbytheHoDaredrivenbyongoingqualitativeandquantitativeresearch.ThedeliberationsdrivetheagendaandprioritiesofMSMS.
OperationalPolicy,Leadership,Vision,FiduciaryResponsibilities,EstablishstrategicprioritiesbaseduponHouseofDelegatesInput.
Nominateaslateofcandidates(officersandatlargeBoardmembers)tothemembershipforelectionattheHouseofDelegatesmeeting.Candidatesareselectedbaseduponapre-establishedsetofcriteriatoinsureabalanceofperspectivesandskills.ThiscriteriashouldbedevelopedbytheBoardandapprovedbytheHouseofDelegates.
MeetingSchedule OnceAnnuallywithan
ongoingmechanismforinput.
Quarterly Asneeded
StaffLiaison CEO CEO
HouseofDelegates/Membership-PublicandHealthcarePolicyInput
BoardofDirectors-Operamonalandongoing
MSMSpolicy
CommiRees/TaskForces
CEO MSMSStaffNominaPngCommiRee
MSMS17
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
Revenue
Programs
Programsandrelatedtaskforce/committeeactivitieswouldbedevelopedbytheBoardofDirectorsinordertoachievethegoalsintheMSMSstrategicplan.
Model Advantages
Will be generated through input from stakeholders
Model Disadvantages
Will be generated through input from stakeholders
Dues
• Individualphysicians• Groups• PO• GroupPracmces• AcademicInsmtumons
SpecialtySociemes
• Negomatecontractsforspecificservicesandrepresentamon.Revenuemaybebaseduponaformulaofmembershippenetramonwithinthespecialty,sharingofdata,etc.
Non-Dues
• Sponsorships• Insurancerevenue• PCVS• TenantRent• Educamonalincome• POCouncilRevenue• Quantum• WealthcareAdvisors• Investments• Incubatenewbusinessopportunimes/expandtoangelgroups/Seededfuturebusinessenmmes
AffiliateRevenue
• Affiliateduesmaybecollectedfrominterestednon-physicianssuchasanorneys,pracmcemanagers,grouppracmcemanagers,employergroups,healthplans,etc.Duesinthiscategorymaybehigherthanregularmemberduesbaseduponthevalueofbenefitstotheaffiliategroup.
Advocacy
Lobbying
Policy
Grassroots
Educamon
CME
EducamonProducts
Leadershipdevelopment
Pracmcemanagement
Operamons
HoD
BoD
Communicamons/PR
Media
MIMedicaid
ElectMedia
SocialMedia
Membership
Students
Sociemes
Districts
Alliance
MSMS18
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
MSMS19
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
Trends
ThefollowingisalistoftrendsmosteffectingthefutureofphysiciansinMichiganidentifiedbytheparticipantgroups:
• 8Accesstocare• 19Workforce/Michigan• 30YoungerPhysicians• 20Burnout• 23Life-workbalance• 71TechnologyDriven• 23ChallengeswithPhysicianhealthandwellnesswithlifebalance• 30YoungerPhysicianshavedifferentsenseofmembershipvalue• 88Anincreaseinthenumberofemployedphysicians• 46Mid-levelpractitionerswillseekincreasedscopeofpractice• 71Technologydrivenconsolidationtrendsareleadingtophysicianburnoutanddecreased
physiciancontrol• Decreasingfinancialresourcesforhealthcarewillmeanmorefocusonoutcomesthatpayingfor
procedures.• Socialandeconomicfactorsarelinkedtooverallpatientoutcomes.• Healthcarerelatedtechnologywilldrivethetrendsinmedicineforallstakeholders.• Healthcareconsolidationwillcontinue,basedonmarketforces,sophysicianscannotbe
isolatedorunconnected• Therewillcontinuetobequalityaccessissuesinurbanandruralareaswithincreasetheneed
forclinicalintegrationandexpandedteam-basedmodelsofcare.• Changingpatientexpectationsaboutaccessandconvenience.• Increasedphysicianrecognitionofwork-lifebalancewithpart-timeoptions• 6Decreasingoverallhealthanddecreasedaccesstocare.MSMScanadvocateforlegislative
andregulatorychangestomakeimprovementtopublichealthandaccesstocarebyincreasingphysiciantraining.
• 45/86/70Governmentinfluence,regulatoryburdenandEHRdecreasephysicianautonomy.• 23/30ChangingPhysiciandemographicsandburnout.• 43/38/59Megamergers,healthsystememployment,interferingwithdoctorpatient
relationshipandmovesto“quality”basedcaredecreasephysicianautonomyandsatisfaction.
MSMS20
_____________________________________________________________________________________MSMSRemodelingSummit-Facilitation/ConsultationProvidedbyTeckerInternational,LLC
301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com
SUMMARYOFCURRENT“MODESOFTRANSPORTATION”
ParticipantswereaskedtoidentifyamodeoftransportationwhichbestdescribesthecurrentstateoftheMichiganStateMedicalSociety.Followingisadescriptionofthosemodesidentified.
Bus
• Carriesmixedpopulationstogether• Establishedpoint-to-pointslowtocreatenewpick-upsorstops• Canbestoppedorslowedbyoneorjustafewpassengers• Subjecttotrafficandotherlocalizedforces• Focusedprimarilyinpopulationscenters• Riderslackalternatetransportationoptions
Train
• Progresshasbeenmadebutmoreflexibilityisneeded.• Wecannowonlychangeatcertaintimesandincertainways.• Wetendtostayonthesametrack• Multipleprograms,multiplecarsrepresentedbythetraincars.• Carsareconnectedbutseparatefromeachother• Memberscangetonandoff
Taxi
• Evolvingvs.traditionaltransportationmethods• Forhiretoaspecificdestination• Oldercustomersusetraditionaltaxis• Taxisareusefulbutnobodyknowswheretheygo• Limitedcapacityforthosewhowanttogotoadifferentdestination–onetripmaybetakenata
time.• Technology-Driverlesscars–technologicalcanbeafriendorfoedependinguponperspective• Innovation–TaxisarenotUBER(convenient,easy,technologydriven,anyonecanbeadriverfor
thetimetheydesignate).• Communication–onedirectionaltransaction