Issue link: https://beckershealthcare.uberflip.com/i/576097
CARE DELIVERY 83 mance from last year to this year, which demonstrates that we are making a real impact in the communities our physician partners serve. Making the transition to value-based care is hard work, and the results demonstrate the success we've been able to achieve with our physician partners. Q: How do you communicate these results with staff? EB: We communicate our performance regularly throughout the year to our staff. We also share our annual performance in coordination with Medicare's announcements, when we are able to compare our performance to the hundreds of ACOs national- ly, including congratulations and thanks for the dedication and hard work that it takes to provide this high level of care to our patients. LSA & SA: How don't we communicate these results with our staff ? We use email, newsletters, letters, our employee intranet, face-to-face meetings, website content, slide presentations and video presentations. We want our team of employees, physicians and community partners to be aware of our collective result and recognize how their individual contributions made a difference. KS: We at DVACO are very pleased with this early validation of our commitment to moving the business model of healthcare from one strictly based on volume to one based upon value, ultimately improving health outcomes and the patient care experience. ese early results speak to the challenging transfor- mational work that has been taking place in our hospitals and physician practices — all with a focus on delivering superior care at a sustainable cost for our regional economy and the communi- ties we serve. On behalf of the entire DVACO team, I extend my deepest gratitude to our member physicians for their work thus far, and we am looking forward to continuing our partnership as we make significant progress in this complex transition to value-based care. JS: We work closely with the ACO physician leadership and provide them a comprehensive analysis of success factors and opportunities for improvement. ere is a real science that is developing around understanding how the traditional Medicare delivery system operates and the levers we have to improve the quality and cost of care within the MSSP. We want to give our physician partners and staff not only an overview of their per- formance, but compelling insights that we are uniquely able to provide as a result of operating 25 ACOs around the country. n North Shore-LIJ Joins Handful of Systems Posting Star Ratings of Physicians By Molly Gamble N orth Shore-LIJ Health System began posting online ratings of its physicians in late August, making it one of only a few systems to do so. It took the system nearly two years to compile the data and earn physician support for online ratings. Patients can rate physicians on a scale of one to five stars, and ratings are only displayed if the physician has opted in to the system and receives at least 30 evaluations. So far, the lowest rating is a 3.63 and the highest is a 4.93. North Shore-LIJ said it is the first system in the New York metropolitan area to post online ratings of physicians, and only a few other health systems across the U.S. have done the same. University of Utah Health Care says it was the first in the nation to do so. It began posting star ratings of physicians in 2012. Cleveland Clinic, Wake Forest Baptist Health in Winston-Salem, N.C., Stanford (Calif.) Health Care and At- lanta-based Piedmont Healthcare have since followed suit. Earlier this month, UPMC launched its online ratings, based on 200,000 reviews of more than 1,600 physicians, nurse practitioners, midwives and other providers, collected by South Bend, Ind.-based Press Ganey. San Diego-based Scripps Health also launched an online rating system for two of its medical groups late this summer. The system is posting Press Ganey patient satisfac- tion survey results for physicians practicing within Scripps Clinic or Scripps Coastal medical groups. Similar to North Shore-LIJ and UPMC, Scripps physi- cians must have a minimum of 30 surveys for scores to be posted. Ratings are updated monthly on a rolling 12-month basis. n