GE Healthcare Camden Group Insights Blog

Primary Care at a Crossroads

Posted by Matthew Smith on Jul 25, 2016 2:42:30 PM

By Marc Mertz, MHA, FACMPE, Vice President, GE Healthcare Camden Group

Most primary care practices still operate based on a model developed decades ago: the hours of operation, appointment scheduling rules, staffing, patient flow, and office design were all determined based on physician preference. In an attempt to provide physicians with a more convenient practice model, we created a system that forced patients to accept long waits for appointments, inefficient office flow, and limited ability to communicate with their physicians outside of the exam room.

Yet physicians hardly fared any better in these offices that were actually designed with them at the center. Complex appointment scheduling rules and templates inherently led to mistakes and double booking, phone messages piled up, administrative work increased, patient appointments ran behind, and physicians inevitably spent hours working in the clinic long after patients had left.

While the typcial primary care practice doesn't really work for patients or physicians, in the absence of alternatives, we came to accept this model for what it was. But times are changing. A plethora of new providers are entering the primary care marketplace, and their growing popularity is as much an indictment on traditional physician-centric primary care practices as it is a reflection of new reimbursement models and rising consumerism.

To contunue reading "Primary Care at a Crossroads," please click the button below. You will instantly be directed to the online article published in CAPG Health's Summer 2016 issue.

Primary Care, Practice Management, Practice Transformation

MertzM.jpgMr. Mertz is a vice president with GE Healthcare Camden Group and has 18 years of healthcare management experience. He has 15 years of experience in medical group development and management, physician-hospital alignment strategies, physician practice operational improvement, practice mergers and acquisitions, medical group governance and organizational design, clinical integration, and physician compensation plan design. He may be reached at  

Topics: Practice Management, Primary Care, Primary Care Providers, Primary Care Access, Marc Mertz, Practice Transformation

Shifting Away from the Status Quo: Reinventing the Primary Care Practice

Posted by Matthew Smith on Apr 19, 2016 1:55:43 PM

By Susan Corneliuson, M.H.S., FACHE, Senior Manager, GE Healthcare Camden Group

Primary care practices will be continually challenged to drive clinical transformation and care coordination across the continuum as more and more systems evolve to care for patient populations. This transition will have a major impact on practices and require significant cultural and operational shifts away from the status quo.

A basic premise of effective population health is the need to expand one’s reach to a large population and manage care effectively across the continuum. To accomplish this successfully, it is important to not only consider the number of primary care physicians within a practice but also the composition and size of a physician’s panel. Under this new paradigm, considering physician numbers alone is not sufficient. Practices must also examine the ease of physician access and the access experience that the practice, the physician, and the care team at large create. Understanding each physician’s panel and the unique patients who comprise the panel is key to success in this evolving healthcare environment. Reinventing the primary care practice requires going beyond the status quo and asks us to consider how care is delivered, to whom, and where.

To continue reading this article in its entirety, please click the button below for immediate (no form) access.

Primary Care Transformation

Topics: Primary Care Physicians, Family Physicians, Primary Care, Susan Corneliuson, Practice Transformation

Are Your Primary Care Practices at Risk?

Posted by Matthew Smith on Aug 28, 2015 12:56:41 PM

By Marc Mertz, MHA, FACMPE, Vice President, GE Healthcare Camden Group

If your primary care practices are like most traditional medical offices, they have been designed with the physicians’ preference and convenience in mind. The physician decides which days they will work, the hours they will see patients, the types of appointments they will see, as well as when they will see them. As a result, patients might wait weeks for an appointment. When they do get an appointment, the patient’s experience does not get much better: they wait to be seen, they have to fill out long forms, and they have little face time with the physician. Patients are not the only ones dissatisfied with the status quo. Despite being at the center of the current practice model, primary care physicians are not satisfied with the way their practices are structured; increasing burdens to provide care coordination and quality monitoring while improving patient access makes them feel increasingly overwhelmed and dissatisfied.

An Increasing Pressure to Change

The medical office described above has not changed much in the last 30 years, aside from perhaps the addition of electronic medical records (“EMRs”) or other technologies. Practices have felt little pressure to change their business model, and patients really have not had any other options. That is changing, however, and it is changing very quickly. Retail giants such as Walgreens, CVS, and Walmart are aggressively expanding their clinical services, including primary care. Urgent care centers are popping up seemingly on every corner. The reason for such rapid growth is that these new providers offer patients everything that traditional primary care practices do not: access, convenience, and efficiency.

Is it so farfetched to think that these new providers could ultimately replace primary care as we know it today? Blockbuster probably thought it unlikely that Netflix and its online movie downloads and streaming would drive them out of business. Kodak did not foresee digital photography essentially eliminating the film camera industry. But if these dominant players in long-established industries can be replaced, why not primary care practices?

New Options for House Calls

A primary care practice that continues the status quo ultimately faces a slow death spiral. Every time an established patient gets sick, and they cannot get in to see their physician for several days or even weeks, they are going to go to an alternative provider. And they may never come back. Rather than take the afternoon off from work to see their primary care physician, a patient might stop in and see a nurse practitioner at their drug store after work and be in and out in 20 minutes. Or in some markets, they might use an app on their phone like Amwell to have a virtual visit without leaving their home, or even request an on-demand home visit from an Uber-like service. Patients in major U.S. cities now have multiple options for house calls. Pager is a new service that allows patients in New York to schedule a house call within 2 hours and pay a flat fee per visit. Will your primary care practices be blindsided by Pager just as taxi companies were by Uber?

Retail clinics and other alternative delivery models currently offer a limited scope of services but are expected to expand their services. They will also continue to introduce remote monitoring and telemedicine devices that allow them to engage and monitor patients, as well as manage their chronic conditions, increasingly competing with traditional primary care practices for patients.

Patients are not the only ones looking for alternatives to the current primary care delivery model. Dissatisfied primary care physicians are also looking for more rewarding practice models that do not overwhelm them with long days, an inefficient EMR, and ineffective work flows. Primary care groups risk losing their current physicians and face increasing recruitment challenges.

Where Should You Start?

So where should a primary care practice start? By expanding patient access? Increasing the efficiency of their office and patient flow? Improving patient service? Implementing enhanced technology such as a patient portal and home monitoring devices? Partnering with retail clinics and other innovators? The answer is all of the above. And fast.

Appointment scheduling should be easy, both via telephone and online. Patients should be able to get an appointment when they want it, and that includes the same day. To achieve this, practices must reevaluate the number of types of appointments they offer. They may also have to expand their office hours to include evening or weekends. Physicians need to let go of their perceived control over daily schedules. Rather than cling to a system that does not work for anyone—the patient, physician, or the staff— primary care practices should start over with no more than four appointment types: long and short new patient visits and long and short established patient visits; in many cases this can even be boiled down to two appointment types. Not every appointment will fit perfectly into one of these slots, but the flexibility and simplicity of the scheduling will save time and improve access and satisfaction.

Primary care physicians already use advanced practice clinicians (“APCs”), typically nurse practitioners or physician assistants. In many offices, several physicians will share an APC, who will see the physicians’ sick patients or routine cases. By flipping the ratio of physicians to APCs, a practice can expand access at a lower cost. A single primary care physician can supervise a team of two or three APCs, each of whom manages his or her own panel of patients. The physician handles the complex patients and is available to support the APCs whenever necessary.

Patients do not like to spend two hours in your primary care office, especially when they get just a few minutes with the physician. Every aspect of the patient’s visit and experience should be assessed with a critical eye for any waste or delays. Time studies that track each component of the visit can help identify bottlenecks. Once inefficiencies or waste are identified, engage a multidisciplinary team to redesign the process. Then test and redesign again continuously to improve.

The greatest influence on patient satisfaction is not the physician or the office décor. It is your staff. Recruit employees with this in mind. Train your staff on customer service skills. Physicians must also lead by example. Patients are being seen to receive clinical care, but they must also be treated like customers and human beings.

Optimize the EMR

One of the biggest barriers to office efficiency, as well as a major source of physician dissatisfaction, is the EMR. As new systems have been implemented, practices have modified their procedures and processes to adapt to the EMR design and structure, rather than the other way around by adapting the EMR to serve as a tool to help meet the needs of the practice. This case of the “tail wagging the dog” typically means more work for the physicians and staff— often a lot more work. As a result, efficiency and patient volume have declined, which also reduces patient access. System inefficiency also leads to physician and staff dissatisfaction. Practices need to assess how they use their EMR and identify ways to optimize the system based on efficient work flows and an appropriate delegation of tasks to the lowest cost individuals whenever possible.

Furthermore, consider how your primary care practice will deliver care without requiring patients to come to the office. Relying solely on the traditional face-to-face office visit is quickly becoming archaic. Determine what fits best in your practice: patient portals for secure e-mail messaging, televisits, group visits, home visits, use of other support staff such as educators and pharmacists to respond to patient questions, or partnering with innovators to extend your reach to retail or other settings all must be considered as potential venues for extending the access points for your patients.

Overhauling your primary care practices is no small undertaking. However, failing to do so puts your organization at significant risk, as patients will increasingly seek out providers who offer greater access, convenience, and service. Inefficient and ineffective primary care practices will also make the recruitment and retention of primary care physicians even more difficult than it already is. More than just a defensive effort, redesigning your practices with the patient in the center is good for care delivery and for business.

Mr. Mertz is a vice president with GE Healthcare Camden Group and has 18 years of healthcare management experience. He has 15 years of experience in medical group development and management, physician-hospital alignment strategies, physician practice operational improvement, practice mergers and acquisitions, medical group governance and organizational design, clinical integration, and physician compensation plan design. Mr. Mertz has managed private practices, hospital-affiliated practices, and academic physician practices. The Medical Group Management Association (“MGMA”) has identified practices under his management as “Best Performing.” He may be reached at

Topics: EMR, Primary Care, Primary Care Access, Primary Care Provider, Marc Mertz, EMR Optimization

The Survey Results Are In: "Walmart as a Primary Care Provider"

Posted by Matthew Smith on Aug 29, 2014 1:04:00 PM

Survey, Health Directions, WalmartA big thanks goes out to the 89 respondents to our "Walmart as a Primary Care Provider" survey that we ran this past Monday. While clearly not scientific, it generated some great responses and elicited some meaningful comments on both the HD Insights Blog and within individual LinkedIn groups where it ran.

We will continue to leave the survey open for a few more weeks to gather more information. Here are the results as of 8/29/14. Survey Says...

Question 1: What is your initial reaction to Walmart entering the primary care provider market? (n=87)

34%: Somewhat Positive

22%: Somewhat Negative

18%: Indifferent

15%: Extremely Negative

  8%: Extremely Positive

Walmart Primary Care Survey

Question 2: Which of the following scenarios describes your STRONGEST thought on Walmart's primary care clinics? (n=88)

25%: I don't see any difference between Walmart and other commercial "minute clinics" (i.e CVS, Walgreens, etc.)

21%This may be fine for well visits, but I don't think this is a proper venue for chronic conditions.

20%: I'm in favor as long as this improves access to health care in rural communities

20%: I question the qualilty of care provided by Walmart

8%:  This will negatively impact local primary care providers.

3%:  (Please select this option if you cannot strongly identify with the previous six options.)

1%:  This is of absolutely no concern to me.

Walmart, Primary Care Survey

 Survey Comments

"The real issue will be quality of their care, and the market they will be attractive to. If they have low income folks using the stores, $40 may still be too high. Not sure I want to seek health care in a Walmart."

"I think it is a wonderful idea! It will help to get the patients closer to they're providers!"
"Our market has this service offered at a local grocery store. My worry is not only in regard to quality standards but also infection control. What happens during flu season? What safeguards are in place to protect the healthy patients who see this clinic?"

"I am in favor of increased access to healthcare in whatever form it is. I am however concerned about how to effectively manage populations especially chronic conditions. It seems that without a good foundation for care coordination we just have established an increased route that may reduce urgent care and ED visits but without an increase in care coordination and outcomes. What role will these areas play in population health?"

"It would be greatly beneficial if a variety of affordable diagnostic tests were also available. POS testing devices are available for this purpose. Many devices provide results within minutes."

"Access to initial screening tests and exams at low cost is a big plus; BUT the key would be referral to medical providers equipped to deal with the chronic conditions that the potential patient base is likely to present. - Former NYS Director of Regulatory Affairs (retired)"

Topics: Population Health, ACA, Survey Results, Primary Care, Obamacare, Accountable Care Act, Walmart, Primary Care Provider

Two-Question Survey: Walmart Launches Primary Care Clinics

Posted by Matthew Smith on Aug 25, 2014 12:31:00 PM

Walmart, Primary Care, Primary Care ProviderWalmart has a new take on retail clinics. These newly launched clinics will charge patients $40 for a visit—but only $4 for Walmart associates. Anybody, with or without insurance, can go into one of these clinics and be seen by a qualified health professional, without the usual paperwork. Although the mega-retailer has operated clinics in its stores for a few years now, the new ones are different in a couple of ways.

First, Walmart’s previous clinics were collaborations with local hospitals, which are described as having mixed success. It appears the Walmart is embarking in the primary care market alone at this time. In line with its usual branding, Walmart's touted the low prices available in its clinics: $40 to get a walk-in check-up, and even lower costs (possibly $4) for employees. "For our associates and dependents on the health plan, you can come and see a provider in the Wal-Mart Care Clinic for $4. Four dollars!" Jennifer LaPerre, a company official, said earlier this month. "That is setting a new retail price in the health care industry," she added.

Second, Walmart looks to be rolling out these clinics in states that have not expanded the number of residents dependent on Medicaid (such as South Carolina). Insurance is irrelevant to these clinics, which accept cash payments directly. 

And unlike most primary care providers, they will be open 12 hours a day on weekdays and at least eight hours a day on weekends, Forbes reports. 

What's your take? Please answer the following 2-question survey (make sure to scroll down for Question #2 and submit). Once you submit your answers, you will be directed to a link to see live polling results. If you choose to share comments on the blog, please be respectful and keep the conversation moving forward. Thank you for your feedback. We will publish the results at the end of the week.

Topics: Population Health, ACA, Survey, Primary Care, Obamacare, Accountable Care Act, Walmart, Primary Care Provider

Study Shows Growth of Primary Care Provider Pay Tied to Quality

Posted by Matthew Smith on Jul 5, 2013 10:34:00 AM

Physician CompensationWhile a new survey indicates that a small percentage of both primary care and specialist pay is tied to quality and patient metrics, it could be growing in the future.

For the first time in over 35 years of surveying physicians, the Medical Group Management Association (MGMA) included questions on quality and patient satisfaction metrics on its latest annual compensation survey, according to MGMA director of data solutions, Todd B. Evenson.

"Obviously, under the ACA and other value-based reimbursement that we see in the future, we'll see [quality metrics] as increasingly important components of physician compensation models," said Evanson. "So we felt that it was very important to begin that process to highlight how compensation plans are being changed based upon those changes to reimbursement models."

The "Physician Compensation and Production Survey: 2013 Report Based on 2012 Data," which surveyed over 60,000 physicians and nonphysician providers, found that primary-care physicians reported 3 percent of total compensation tied to quality metrics, while specialists reported 2 percent of compensation.

While this number is relatively small, MGMA president and CEO, Susan L. Turney, MD, said in a statement, "It's encouraging to see physician practices invested in patient-centered care and continuing to seek ways to better incorporate quality and experience into compensation methodologies."

Mary Barber, vice president of physician recruitment and retention firm, Cejka Search, agrees.

"We do see signals that these components [patient satisfaction and quality measures] will be growing in significance and proportion to total compensation. Primary-care physicians will be positioned as the care quarterback for their patients from an outpatient basis. And, in fact, physicians are positioned to lead and their compensation will reflect that reality," said Barber in an e-mail to Physicians Practice.

In the Physician Retention Survey 2011, the American Medical Group Association and Cejka Search asked physicians "what minimum percentage of incentive compensation is required to drive desired changes in practice outcomes for [quality measures]." Fifty-one percent of respondents felt that 3 percent or 5 percent of incentive compensation was sufficient to drive quality measures in their practices.

Evenson noted that while practices are already moving in the direction of patient-centered care and reimbursement contingent on quality measures, e.g. PQRS and e-prescribing programs, very often they are limited by the amount of funds available for that purpose. However, through the expansion of government initiatives like the EHR Incentive Programs, physicians are being paid for meeting quality measures like meaningful use, which, he said, could help them expand their own quality programs.

So while these metrics directly affect physician compensation, it will be a practice-wide effort, added Evenson, driving stronger relationships between physicians and staff.

"The administrative and support staff team will have a larger role ultimately in delivering that satisfying experience for the patient," he said. "As a result, it will be critically important for the physician and the administrator to develop a stronger relationship to be successful at that."

The MGMA survey also reported that the growth of physician compensation was relatively flat during the period 2011-2012, with a modest 5.6 percent increase for select primary-care specialties. Annual median compensation in 2012 was reported for selected specialties.

• Family Practice (without OB/GYN) — $207,117

• Pediatric/Adolescent Medicine ― $216,069

• Internal Medicine ― $224,110

• Obstetrics/Gynecology ― $301,737

• Cardiology Invasive ― $532,269

Topics: ACA, Primary Care, Physicians, Specialists, Accountable Care Act

Hospitals Continue to Acquire Physician Practices as FTC Looks On

Posted by Matthew Smith on Apr 1, 2013 10:28:00 AM

Acquiring Physician PracticesHospitals are increasingly interested in buying physician practices—and analysts say the Federal Trade Commission is becoming more interested in whether these deals are creating antitrust issues.

In its first survey of hospital executives, staffing company Jackson Healthcare found that 52% of the 118 surveyed said their facilities planned to acquire physician practices in 2013—up from 44% who closed such deals in 2012. Jackson’s report, based on a survey in late 2012, was released March 12.

The interest in primary care was overwhelming. Fifty-four percent of executives planning acquisitions sought family practice physicians, and 26% set their sights on general internal medicine practices, making those the top two specialties by far.

Hospitals don’t need to search long and hard for willing partners. Seventy percent of executives said one reason for making deals is that physicians are approaching hospitals with offers to sell. However, the executives have their own strategic goals in mind: 58% said they were considering acquisitions to build a competitive advantage, and 57% said they would do so to maintain a competitive advantage. Executives could choose more than one reason for wanting to make a deal.

Jackson’s survey echoes other recent statements describing growing hospital interest in physician practices. A Jan. 22 report on nonprofit hospital finances by Moody’s Investors Service noted that facilities increasingly seek out physician practices because they help stabilize their market share and improve their bottom lines.

Regulatory scrutiny

As hospitals’ interest in physician practices grows, so does the FTC’s in making sure such deals aren’t violating antitrust laws. “The FTC is just responding to what is happening in the marketplace,” said Alison Cuellar, PhD, associate professor of health administration and policy at George Mason University in Virginia.

Most recently, the FTC, along with the Idaho attorney general, is trying to block the acquisition of the state’s largest independent multispecialty physician practice group by a major hospital operator, St. Luke’s Health System.

The FTC said in a complaint issued March 12 — the same day as Jackson’s report — that the Boise-based hospital’s acquisition of Saltzer Medical Group, which has more than 40 physicians, means it would have too much market power to set rates. FTC officials said St. Luke’s would have about a 60% share of the primary care market.

St. Luke’s acquired Saltzer’s personal property and equipment on Dec. 31, 2012. Saltzer physicians entered into a five-year professional service agreement with St. Luke’s.

The complaint is related to another federal lawsuit filed in November 2012 by St. Alphonsus and Treasure Valley Hospital that seeks to void the acquisition, citing similar concerns. They said St. Luke’s, the state’s largest hospital system, has purchased 22 practices with 200 physicians. A judge did not grant the temporary injunction sought by the two hospitals, so the Saltzer deal went through.

St. Luke’s officials said in a statement that the hospital entered into the agreement to better coordinate care based on the Affordable Care Act, which would reduce rates, not increase them, as the FTC contends.

In the last few years, the FTC has said it would review hospital-physician deals more closely. In August 2012, the FTC ordered Renown Health in Reno, Nev., to allow at least 10 cardiologists to be released from noncompete agreements after the agency found that the health system’s purchases gave it 88% of the local cardiac care market.

However, the FTC approved a “clinical integration model” on Feb. 13 that created the Norman (Okla.) Physician Hospital Organization, a partnership between the Norman Regional Health System and the Norman Physicians Assn. The hospital did not buy the practice, but the two, under the PHO, would be permitted to negotiate joint contracts with insurers. One factor in the FTC’s approval was that physicians would have the right to negotiate contracts with insurers that choose not to sign deals with the joint network.

Strategic Provider Planning, Specialty Mix

Topics: Employed Physicians, employed physician practices, Employed Medical Practices, Family Physicians, owned physician practices, Primary Care

Subscribe to Email Updates

Value Model, Health Analytics

Recent Posts

Posts by Topic

Follow Me