Amy Compton-Phillips, MD, is Executive Vice President and Chief Clinical Officer for Providence St. Joseph Health. She oversees Clinical Care for the system, focused on creating high-value health outcomes for every individual seen. Key interest areas include developing cutting edge care through research, advanced access to care through innovation, highly reliable care processes through physician partnerships and systems design, and building the health care workforce of the future.
Dr. Compton-Phillips has an extensive background in directing patient care programs and leading health care organizations to broad-based improvements.
Prior to joining Providence in August 2015, Dr. Compton-Phillips served as the Chief Quality Officer at the Permanente Federation, where she focused on improving the value of care delivery. During her tenure, Dr. Compton-Phillips was a key organizational leader in developing capacity in patient-driven design, enhancing clinical outcomes and the care experience, and addressing the affordability of care.
Dr. Compton-Phillips is a board-certified internist, author, and Theme Leader for NEJM Catalyst. She holds a bachelor’s degree from Johns Hopkins University and earned her medical degree from the University of Maryland School of Medicine.
Article by Amy Compton-Phillips & David Johnson
Health care leaders need to focus less on ownership and control of the delivery process, and more on outcomes, cost efficiency, and customer experience.
Insights Report by Amy Compton-Phillips & Eric Weil
Many health care organizations are reasonably effective in treating chronic diseases, but they are limited from doing better by fee-for-service payment, which remains the predominant payment model in the United States. This report serves as a snapshot in time, showing the intent of health care providers to be proactive in treating chronic disease, but limitations in their ability to address population health.
Resolving the mismatch between where patients are and where care is offered.
Our NEJM Catalyst Insights Council survey on palliative care reveals an interesting dichotomy: While the great majority of organizations have a palliative or end-of-life care program, 60% of patients who would benefit from such services don’t receive them.
How do we create a future where we continue the trajectory of making life better year after year?
Data and analytics are a key means for clinicians, clinical leaders, and executives to transform health care delivery. Yet health care organizations have work to do in getting measures right and much to learn about effective use of data, according to our most recent Insights Council survey.
Although care delivery models in rural and urban/suburban areas are distinct, by virtue of geographic density and resource availability, each locale affords lessons for the other.
Health care leaders and frontline clinicians are eager to embrace design thinking. Yet its principles are not widely applied.
This is national trauma — we have so much morbidity from mental health and illness, and yet it’s the system we’ve designed.
By neglecting mental and behavioral health, our society has made it virtually impossible to succeed in holistic health, and thus to improve health outcomes.