Over the last several years, physicians have increasingly been aligning themselves with hospitals. They have done so both to gain financial security and to gain the clout of being part of a prestigious healthcare system. In fact, American Medical Association statistics show less than half of physicians now own a financial stake in their practices.

Tweet: Customer spotlight: Allied Physicians Group

New York-based Allied Physicians Group is bucking that trend. This group of more than 130 pediatricians is fiercely independent, and it intends to stay that way in order to provide the best possible care to its patients. I recently had the opportunity to visit Allied at its home office on Long Island to talk to staff about the organization’s mission, its challenges, how it’s using analytics to make more data-driven decisions, and the potential of the technology in the future. Here are some of my takeaways.

Being independent in the face of physician affiliation

Allied Physicians is surrounded by a plethora of prestigious medical institutions, such as Northwell, NYU, Mount Sinai, Stonybrook, and more. Robert Creaven, Allied’s executive vice president of operations, says it’s hard to compete with these institutions, but that the physicians who link up with Allied value their independence more than anything else.

According to Robert, “Our partner owners don’t want to have anybody tell them what to do or how they should see their kids or what hours they should work or how much they’re paying their staff. They want the ability to run their practices as they see fit with the ultimate goal of coming together to make sure they’re giving the best quality for their patients and their kids.”

When it comes to analytics, Allied is using Diver to help its doctors figure out the nuts and bolts of their businesses so they can make better decisions about things like staffing, which hours they should be open, which patients are due for vaccines, and much more. When you’re competing with the Goliath health systems, Allied has found that analytics helps it be much more nimble and responsive to its customers’ needs.

The rise of urgent care centers

Robert said the biggest challenge his organization faces right now, though, is the rise of urgent care centers. Many patients are flocking to these centers when they need day-of care, but Robert said the convenience comes at a price. He talked to me about the inherent value of patients seeing their own providers, as these doctors understand their patients holistically, and not just as a list of symptoms.

Allied obviously loses revenue when a patient goes elsewhere for care. But beyond that, Allied is still responsible for the overall quality of its patient population. That means when patients aren’t coming in for regular visits, that can impact Allied’s quality metrics, which leads to lower reimbursement down the road.

In order to combat this, Allied is launching new initiatives such as a telemedicine program. In this program, Allied is partnering with Tyto to offer parents devices that enable doctors to look into ears, eyes, and throats to provide remote diagnoses. Telemedicine is an exciting and emerging area, and Robert and I spent some time talking about how Diver could ultimately provide insights into Allied’s telemedicine initiative.

Some of the Allied Physicians Group team (from top left, clockwise): Robert Creaven, executive vice president of operations; Andrew Phillips, director of quality management, and Eileen Phelan, director of revenue cycle management; Jeff Jones, healthcare business analyst; and Valerie Mayer, vice president of finance

Understanding quality metrics

Allied currently works with 17 different insurance carriers, and each payer has different quality metrics that Allied must adhere to. This can be a headache to track and maintain, and Allied is currently using Diver to try and get a better handle on how it performs on various measures.

I talked to Andrew Phillips, director of quality management, about a new matrix he’s building in Diver that will enable Allied to track some of these quality measures. For example, the organization will be tracking patients who have/have not been in for well visits and those who have/have not gotten vaccines. Allied can then break it down doctor by doctor to see which physicians are getting their patients in the door, and those who might need some extra help or the insight that they are not meeting their goals.

Eileen Phelan, Allied’s director of revenue cycle management, joined me and Andrew for our conversation. She talked about the value of the Allied matrix, saying, “I know these measures are just what the carriers care about, but I like the Allied measures because they really show the focus on better quality health care.”

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Kathy Sucich
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Kathy Sucich

Kathy is director of healthcare marketing at Dimensional Insight. She also manages media relations as well as the company blog. Kathy graduated from Dartmouth College and is currently pursuing her MBA in health sector management at Boston University.
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