David Cook, MD, FAAFP

PHYSICIAN EXECUTIVE BIO:

Dr. David Cook has spent 30 years in the medical field developing transformative practices and unique healthcare delivery systems. As a physician executive for 26 years, he has been instrumental in creating an environment where quality, service and cost come together to improve the patient experience and the healthcare culture. Integration, innovation, and strategic growth have been his main areas of focus working with both large and small medical groups, private practices, hospitals, and healthcare systems helping them to achieve success in the fee-for-service and value-based environments, as well as, in the transition. David founded the current Novant Health Family Medicine Residency program which began in 2015.

SKILLS:

• Leadership Development with physicians, mid-levels, and staff.
• Creating governance structures within large medical groups and hospital systems enabling culture change.
• Integrating specialists, primary care, and facilities.
• Development of new hospitals and hospital systems.
• Creating new approaches to the physician administrative partnership.
• Leading market share growth teams and strategic planning teams.
• Leading transition from the “Fee-for-Service” environment into “Value-Based” healthcare.
• Working with corporations, Medicare, Medicaid, and third-party payers in developing new strategies and alignment.
• Developing new primary care strategies to care for the 5% of the most significantly ill patients who utilize 80% of the healthcare dollar.
• Developing strategies for transitions of care and end-of-life care.
• Practice growth and development in a variety of markets and environments.
• Creating new preventative care models and primary care models based on Quality, Service and Cost.

PROFESSIONAL EXPERIENCE:

One Health Consulting Group, PLLC 2020- Present

Co-CEO One Health Consulting Group

Holston Medical Group 2019- 2020

Co-President HMG, NC.

Executive and practicing family physician.

Novant Health SVP of Population Health and Value Based Care, 2013 – 2019

Lead and direct comprehensive strategies throughout the Novant system transforming health care to a value-based delivery system encompassing the Triple Aim of quality, service, and cost.

• Data Analytics
• Payer Contracting
• Business Development
• Clinical transformation
• Care Coordination
• Patient Engagement
• Operational Improvement
• Cultural Transformation
• Clinical Integration of acute facilities, Novant Health Medical Group specialists and primary care, ancillary services, independent providers
• Development of ACO and Risk Processes

Lakeside Family Physicians, 1993-2019

Founder and Medical Director of a large 45-physician, 10-site family practice in a competitive market. Lakeside Family Physicians employs over 200 individuals and serves over 140,000 patients in 5 counties and has annual gross charges of over 50 million dollars. Incorporated into the practice are physical therapists, athletic trainers, mid-levels, diabetic educators, nutritionists, and a robust bariatric medicine program. Lakeside Family Physicians has been awarded the Level 3 Medical Home designation from NCQA and was the first practice in the area to have advanced “open” access and the “team care” approach to patient care.

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Novant Health Medical Group Executive, 1997-2019

Novant Medical Group employs greater than 1300 providers in 3 states including 500 in 

Charlotte Market. Novant overall has over 320 clinics. The Greater Charlotte Market is

comprised of more than 50 clinics. Novant encounters approximately 3.5 million patient

visits per year. Roles held are noted below:

NHMG Co-President:  Accountable for all physician activity and integration between the hospital system and the medical group. The presidents are also responsible for the financial, quality, safety, and service metrics for all 1300 providers.

NHMG SVP of Strategic Growth, Innovation, and Integration:  Developed models of healthcare delivery for the system and the medical group. This role involves working with finance, managed care, hospital administrators, operators, physicians, and staff to create better systems and processes to improve market share, revenue, and care delivery.

NHMG Director of Revenue Cycle Services:  Accountable for the transformation and continued success of this service. Instrumental in setting goals of 25 days in AR, best cost to providers, and best customer service in the nation. The director must understand all aspects of the revenue cycle and its effects on physicians, patients, and hospitals, as well as large healthcare systems. The NMG CFO reports directly to the Physician Director of the RCS.

NHMG Council Chair:  Instrumental in development of the Council. The Council consists of 20 physicians from varied specialties and geographic regions of Novant. The Council leads the medical group in creating its vision, direction and then creating leadership teams to operate the plans set forth.

NHMG Lab and Ancillary Committee Chair:  Development of new lab and ancillary services that are successful in both the fee-for-service and value-based models.

Chair NHMG EHR Steering Committee:  Led transition to Epic from previously chosen EHR system. Created governance structure to oversee the transition and implementation of Epic. Led the medical group and system to a model of one EHR and one PM system throughout the entire organization.

UNC Business School/Novant Senior Leadership Academy Graduate:  In depth program of leadership development, business skills and management training.

Chief of Staff Presbyterian Hospital Huntersville (NHHMC):  First Chief of Staff at this facility from 2006-2009. Created the first medical staff at this facility and developed leadership teams that are still in place.

Medical Director Chief of Staff Presbyterian Hospital Huntersville (NHHMC):  Leader in the development process of this facility prior to its inception and presence. Instrumental in development of the facility’s culture and processes. Integral in creating a community backing of this facility and bringing physicians to work in the Huntersville market. Presbyterian Hospital Huntersville grew from its inception in 2006 to a 75-bed facility with robust ED volume, ambulatory surgery volume and a well-integrated physician staff. PHH now has an annual profit of well over $50 million.

Medical Director and Co-Founder Lake Norman Community Health Clinic:  1998-Present:  Created to care for the uninsured and underinsured in North Mecklenburg County. Freestanding clinic with 6500 patient visits per year and 1500 patients on record. Open 5 days a week and Wednesday evening hours. Designed for chronic and acute care with attention to prevention, diabetes, hyperlipidemia, coronary artery disease and hypertension. Developed a systematic model for patient care. This model features seamless integration within a broader Community Medical Home including specialty and hospital care.

FURTHER PROFESSIONAL EXPERIENCE:

• Development and creation of the Strategic Council system where medical group and non-medical group physicians (primary care and specialists), hospital administrators, hospital finance, operations, middle management, network development and community resources come together to develop short and long term goals and create metrics and accountability to achieve such goals.

• Active member in the American Medical Group Association’s “Fee-For-Service to Value- Based Collaborative.”  Currently working with many other national healthcare systems moving through the transition to a value-based delivery system.

• Instrumental in the creation of a Network Development team accountable to the CEO and President of the Hospital. Network Development is a group of administrators with special talents who integrate all healthcare activities within a community of physicians, patients, and hospitals. They are accountable for the seamless integration of care within a market and for increasing market share. I personally led this team and developed their current model while president of NHMG.

• Co-Creator of Novant Health’s current Heart and Wellness Program within the Greater Charlotte Market. This program is notable for its unique approach to the prevention of Stroke, Heart Attack and Diabetes through research, advanced lipid testing, advanced diagnostics, and its patient care model.

• Developed a complex and well-integrated Imaging Program within a Primary Care Practice. This program was built around the Triple Aim. Success of this program is measured by quality, cost reduction to the patient, and service. Feedback mechanisms are in place for all tests ordered insuring appropriate care, physician accountability and physician and staff education. Program includes…

• Certified Advanced Ultrasonography
• Certified Vascular Ultrasound
• Certified Echocardiography
• Nuclear Stress Testing
• CIMT testing, ABI testing, Digital Radiography

• Created a Medical Home approach to osteoporosis utilizing pathways and DEXA testing to provide physicians with a method to deliver appropriate care in a well-coordinated fashion.

• Development of integrated Urgent Care system within a primary care office allowing patients access to the right care at the right place and the right price 7 days a week.

• Created an Open Access or Advanced Access model beginning in 1993.

• Developed “Leadership Meeting” beginning in 1995. This meeting includes staff representatives from all areas of a practice including, but not limited to, front office, radiology, lab, nursing, phone, triage, referral coordinators, physicians, and management. The Leadership Group meets monthly to drive practice growth, evolution, and culture. This has been a powerful transformative tool as seen by the growth and development of Lakeside Family Physicians and the Huntersville market.

• NCQA Level 3 Medical Home Certificate for Lakeside Family Physicians. Lakeside was the first large non-academic, multi-site, family practice to achieve this recognition in North Carolina. At Lakeside Family Physicians, the goal is to not only have the certificate but also actually achieve the Triple Aim. Therefore, policies and procedures often went well past that of the NCQA certification.

• Created “Learn Well Be Well” program within the Charlotte Mecklenburg School System. “Learn Well Be Well” is a partnership with physicians, hospitals, CMS Superintendent, and the schools to create a healthy environment for the children and teachers. This program promotes exercise, healthy eating and stress reduction amongst students and teachers. The goal is to give children the skills to create healthy habits that will last a lifetime. This program recently won the Charlotte Business Journal award for Healthcare Partnerships.

• Medicaid CAN project – developing a new team-based approach to Medicaid patients. This project was undertaken to allow for community physicians to improve care and service to patients while lowering cost. This will become a model for other healthcare providers throughout the state.

• Orthopedic committee chair – developing integrative processes for orthopedics within a hospital system including outpatient care, ambulatory surgery and inpatient surgery, trauma call and integration with primary care.

• Previous chair neurology subcommittee – developing a systems approach to integrated neurology care within the hospital and outpatient arena.

• Physician Executive for small emerging markets including Rowan County and Brunswick County – instrumental in developing physician leadership, primary care and specialty integration, hospital development and creation of strategic councils.

• Development of an integrated non-operative orthopedic program within a primary care practice. Helped create a model for a primary care doctor to act as a team physician within the Charlotte Bobcats NBA franchise.

• Development of a “Community Medical Home” around the Presbyterian Huntersville Hospital (NHHMC) primary and secondary markets involving pulmonary, orthopedics, neurology, and hematology-oncology.

• Created and currently oversee an Optimization Team for Epic and Team Based Healthcare. This team includes high quality individuals within nursing and IT.  This team is charged with creating a culture of consistent, evidence-based care within Primary Care. They will be instrumental in the transition to Value Based Healthcare.

• Direct interaction and partnership with Hospital Presidents daily. Creating a model to improve collaboration between physicians and administration.

• Member of the Finance and Managed Care Committees within Novant Health Medical Group. Instrumental in contract negotiations both within a private group and within a large medical group.

• Developed a physician leadership and mentorship model currently used today within Novant. This program is designed to create physician leaders for the future. This model allows for physicians to develop a skill set and leadership style to help integrate large and small medical groups, hospitals, hospital systems, and regional healthcare alliances.

• Associate Professor UNC School of Medicine, Family Medicine Residency Program Preceptor.

• Associate Professor UNC School of Medicine, 6-week Preceptor for third-year medical students.
• Preceptor for the 6-week rotation in the Wingate University Physician’s Assistant Program.

• Past member Blue Cross Blue Shield Outpatient Imaging Advisory Board.

• Past member Northeast Medical Center Primary Care Network Board and Strategic Planning Committee Member.

• Past member Berkeley HeartLab Advisory Board – 2007.

• Past board member of the Cardiovascular Institute. The Institute leads the development of new and innovative delivery models within the cardiovascular service line. The institute also has an essential function to integrate cardiologists, radiologists, cardiovascular surgeons, and primary care physicians in a unique patient care model.