8:30 am

As access to physicians becomes increasingly more difficult, this highly-interactive workshop takes a collective learning approach to share ideas and strategize solutions to common challenges and nuances you and your peers face in creating and cultivating long-term relationships with your physicians. After we talk, we’ll do this! Break into groups, roll up your sleeves, and work through different scenarios to put your new communication strategies and tactics into practice.

Get in the Door — Share What Works and Strategize Ways to Overcome Obstacles That Still Exist

  • Explore ways to differentiate yourself from another rep calling on your physicians
  • Examine how approaches are similar or vary due to market, organizational, incentive, or personality considerations

Elevate Your Conversations with Physicians to Increase Your Value to Them

  • Discover ways to better ask probing and layering questions
  • Identify questions that will uncover the needs of physicians so that you can build strategies and convey information to support those needs
    • Discuss where their challenges and opportunities lie around population health initiatives, changing payment models, and improving outcomes and quality measures
Bonnie Longerbeam
Bonnie Longerbeam
Physician Relations Coordinator
GBMC Healthcare, Inc.

Garret Morris
Garret Morris
Director, Network Development & Physician Relations
Greater Baltimore Medical Center

1:00 pm
Donny Lawrence
Donny Lawrence
Vice President, Growth and Development
Ochsner Health System

1:15 pm

The “one size fits all” approach is no longer effective when recruiting physicians. Each physician has a different idea for an appropriate compensation package. These packages are greatly affected by the physician’s geographic locations – whether they are employed in a rural, academic, or suburban hospital may make all the difference. In an effort to enhance the physician recruitment process, learn how to diversify your compensation packages and increase retention.

  • Integrate a compensation package that maximizes RVU
  • Incorporate incentives around productivity, quality measures, and patient experience that “entice” physicians during the recruitment process
  • Create a competitive model specific to your organization to excite newly employed physicians
Ricardo Perez
Ricardo Perez, DO, JD, FACOI
Chief Clinical Officer
Jefferson Health – New Jersey

2:00 pm

Ensuring that the physicians in your network feel engaged with their health care organization leads to improved satisfaction, retention, and better care delivery and health outcomes of your patient population. Yet, on-boarding and managing a network of independent physicians requires a different approach than what is necessary for employed physicians in your network. Learn how one Clinically Integrated Network has been able to successfully recruit, on-board, train, manage, and now focus its provider engagement efforts on education and quality measure improvement for its network of more than 680 independent physicians.

  • Discuss common challenges to consider when recruiting and on-boarding independent physicians
  • Outline which other departments or functions within the organization should be involved in a successful on-boarding and training program
  • Identify provider engagement strategies to effectively manage and retain independent physicians
  • Take a full-service approach to provider relations – Understand workflows in the office and other areas where you may add value to their practice to improve performance
  • Involve providers in developing and re-evaluating quality and performance measures
Dean Sproveri
Dean Sproveri, MBA
Director, Clinical Integration Operations
Cleveland Clinic Quality Alliance

Chris Stevens
Chris Stevens
Program Manager
Cleveland Clinic Quality Alliance

2:45 pm

Growing the business is one of the most important aspects of physician relations. In order to effectively communicate referral information to physicians and generate more business, liaisons need to accurately track referral patterns. Through the use of data tools and in working together with system leadership, liaisons must challenge the physician to build their network and minimize referral leakage.

  • Utilize data to generate strategic plans in order to expand a physician’s referral base
  • Work with leadership to cultivate plans surrounding system alignment for a more quantifiable ROI
  • Move from building physician relationships to challenging the physicians to take control of their referrals
Rebecca Emmons
Rebecca Emmons
Clinical Integration Strategist, Physician Liaison
University Hospitals of Cleveland

4:00 pm

Educating physicians about the latest trends in the market is one of the most difficult parts of the liaison’s job. CME programs and training sessions are two of the platforms liaisons use to educate physicians about the market, but they also serve as a networking opportunity. In this session, understand how to overcome the challenges that come with organizing CME programs, and how these program can further enhance your network and recruiting strategy.

  • Discuss the requirements for CME accreditation to boost your program’s credibility
  • Gain insight into the most valuable and timely content physicians want to hear about to increase engagement
  • Transition CME to a digital platform to enhance the physician’s experience
Barbara Buesse
Barbara Buesse
Physician Outreach
Siteman Cancer Center at Barnes-Jewish Hospital and Washington University School of Medicine

Ashley Snowden
Ashley Snowden
Physician Relations Liaison
Roswell Park Comprehensive Cancer Institute

4:45 pm

As the liaison role becomes more complex, balancing competing priorities is difficult, especially when there may be a disconnect between the liaison and senior leadership. In this session, hear from C-suite executives on how physician liaisons and senior leadership can work together to effectively communicate one message to the physicians in your network.

  • Convey your concerns effectively to your management team to bolster team efforts
  • Maximize the strategies you and your management put together to be proactive and avoid putting out fires after the fact
  • Take an active role in the decision-making process to ensure open communication
Carman Ciervo
Carman Ciervo, DO FACOP
Chief Physician Executive/Executive Vice President
Jefferson Health – New Jersey

Anthony Wehbe
Anthony Wehbe
Chief Population Health Executive
Jefferson Health – New Jersey