Transcript Building Leaders – Transforming Hospitals

Leading Change: Shifting To Population
Health Management
Building Leaders – Transforming Hospitals – Improving Care
© HTS3 2016 |
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Who We Are
Our Company
Our Team
Formerly known as Brim
Healthcare we have a
45 year track record of
delivering superior
clinical & operating
results for our clients.
Management
• Turnaround
Strategy
• Financial
• Operations
• Corporate
Compliance
• Board
Development
© HTS3 2016 |
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Our Executive Team
has experience in
managing hospitals
from multi-billion $
healthcare systems to
community hospitals
Consulting
• Regulatory
Compliance and
Accreditation
Preparation
• Lean Process
Improvement
• Community Health
Needs Assessments
Our Mission
We believe that the
combination of People,
Process & Technology
transforms healthcare &
provides the required
results
Placement
• Execuitve
Recruiting
• Interim Executive
Placements
• Mid-level and
Specialty
Placements
Technology
• Gaffey Revenue
Cycle
Management
• CrossTX
Population Health
Platform
• Optimum
Productivity
Building Leaders – Transforming Hospitals – Improving Care
Instructions for Today’s Webinar
•
You may type a question in the text box if you have a question during the
presentation
•
We will try to cover all of your questions – but if we don’t get to them during the
webinar we will follow-up with you by e-mail
•
You may also send questions after the webinar to Diane Bradley (contact
information is included at the end of the presentation)
•
The webinar will be recorded and the recording will be available on the
HealthTechS3 web site
www.healthtechs3.com
HealthTechS3 hopes that the information contained herein will be informative and helpful on industry topics. However,
please note that this information is not intended to be definitive. HealthTechS3 and its affiliates expressly disclaim any
and all liability, whatsoever, for any such information and for any use made thereof. HealthTechS3 does not and shall
not have any authority to develop substantive billing or coding policies for any hospital, clinic or their respective
personnel, and any such final responsibility remains exclusively with the hospital, clinic or their respective personnel.
HealthTechS3 recommends that hospitals, clinics, their respective personnel, and all other third party recipients of this
information consult original source materials and qualified healthcare regulatory counsel for specific guidance in
healthcare reimbursement and regulatory matters.
© HTS3 2016 |
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Clinical Consulting
Diane Bradley, PhD, RN, NEA-BC, CPHQ, FACHE, FACHCA
Regional Chief Clinical Officer
Diane began her health care career as a staff nurse in the Emergency
Department of a major Medical Center. She has worked in diverse areas
of nursing in acute care, long term care, and behavioral health. While in
the U.S. Army, she advanced to Chief Nurse of a 400-bed field hospital,
and again was appointed as the Chief Nurse in a multihospital system
after the Army. Diane has been in her current position as Regional Chief
Clinical Officer with HealthTechS3 for almost seven years.
In her role as Regional Chief Clinical Officer, Diane provides guidance
and assistance to hospitals to integrate her expertise into operations,
clinical areas, quality and patient safety, and board functions. Her
special interests include mentoring and coaching clinicians, leadership
development, quality and patient safety, patient engagement,
conducting mock surveys, and especially addressing the unique needs of
each organization and the demographic they serve.
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Building Leaders – Transforming Hospitals – Improving Care
Change
Definition: To make radically different; to
become different; to undergo
transformation, transition or substitution;
implies making either an essential
difference often amounting to a loss of
original identity or a substitution of one
thing for another.
Source: Merriam-Webster Dictionary
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Changes in Health Care
Procedures:
CABG, Heart
transplant
Medications
LOS
MRI &
CT
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FFS
PFP
VBP
New diseases:
AIDS, Ebola,
Zika
New
Medical
Specialties
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Infection
Prevention
Acuity
Longevity
Characteristics of Health Care
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Competition
Independent practitioners
Isolationism
Inward leadership
Fee-for-Service
Hierarchical
Traditions
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Qualities of Leaders to Affect Change
• Vision– Where is the organization going?
“Vision without action is merely a dream. Action without vision
just passes the time. Vision with action can change the
world.”
---Joel Barker. 1990
• Persuasiveness – Charisma, ability to convince employees of
the change
• Systematic and thorough when making decisions
• Communicative – Is the change good for the organization?
• Confidence – Assuring employees that the change is good for
the future.
• Resolute – overcome hurdles, but stay strong to achieve
change
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Leader Capability Gaps
• Experience leading non-traditional
partnerships
• Change management experience
• Risk aversion
• Lack of data analytics expertise
• Flexibility, agility to make change
•
innovative thinking
• Advanced financial expertise by all senior
leaders
• Creation of different roles needed for
population health management, e.g. Chief
Strategy Officer, Chief Transformation Officer
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How to Address the Gaps?
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Think Different
Consider hiring from different sectors
Define needs succinctly for new roles
Conduct behavioral interviews
Assess culture fit and hire the candidate
who will fit the best
• Develop educational programs to groom
internal personnel for leadership positions
• Interview successful board members from
different businesses
• Identify internal up-and-comers
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Critical Skill Set for the Future
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Critical thinking
Strategic planning
Innovation
Change management
Transformational change
Creativity
Collaboration
Courage
Results-driven
Interconnectivity
Disruptive Innovator
Flexibility/Adaptability/Nimbleness
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Healthcare Business Model
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The Learning Organization
• Optimize the human side of
relationships.
• Plan for the transfer of knowledge from
the current workforce to tomorrow’s
workforce.
• Assure competence development at
all levels of the organization.
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The New Leader
“I found Rome a city of bricks and left it
a city of marble.”
--Augustus Caesar
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Leader Success
The four avatars of Steve Jobs.
Avatar – translated from Sanskrit means
incarnation and manifestation.
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“The reasonable man adapts himself to
the world;
the unreasonable one persists in trying to
adapt
the world to himself. Therefore all
progress depends on the unreasonable
man.”
--George Bernard Shaw
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According to Anil Inamdor,
“Thinking” – the
thought process
leading to a
decision:
 Routine or outof-the-box
 Risky or safe
 Predictable or a
surprise
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“Approach” – the method of
execution:
 Professional or skillful as
expected in a business
environment
 Unprofessional or
audacious
Four Avatars
M
Artist – creative
and imaginative
thinker
Manager – an
analytical and
results-oriented
person
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Cowboy – a reckless
and impulsive decision
maker
Tyrant – an autocratic
and oppressive
person acting
without restraint
Summary
• Good leadership drives change; ineffective
leadership drives chaos and crisis management
• Move outside the four walls of the hospital
• Individual/Patient-centered
• Involve physicians in process change
• IT is an essential component of the change we
need
• Educate everyone on the changes
• Change will happen whether we do it or someone
else makes us change
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“Life can only be understood
backwards; but it must be lived
forward.”
--Soren Kierkegaard
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Upcoming Events
Medicare and Medicaid LTC Reform: A Breakdown Of The New Requirements
Date: Monday – December 19, 2016
12:00 – 1:00 p.m. CDT
Host: Cheri Benander, RN, MSN, CHC, NHCE-C
2017 Planned Webinars
Antibiotic Stewardship – the New CoPs for Critical Access Hospitals
Silent Epidemic
2017 OIG Plan: Gaining Insight
What the 2017 changes to the CCM regulations mean to your practice
The True Impact of IT Within Healthcare
2017 Community Health Needs Assessment – Start the New Year right!
Infection Control – the New CoPs for Critical Access Hospitals
A Guide To Reading Financial Statements
Tools and Resources For Successful Advanced Care Planning
Creating An Engaged Workforce In Changing Times
Physician Engagement In Rural Hospitals
© HTS3 2016 | Page 23
Contact Information
If you would like to schedule
a consultation or have questions, please contact:
Diane Bradley
Regional Chief Clinical Officer
Email:
Phone:
© HTS3 2016 | Page 24
[email protected]
585-671-2212
THANK YOU
Diane Bradley, PhD, RN, NEA-BC, CPHQ, FACHE, FACHCA
HealthTechS3
[email protected]
© HTS3 2016 | Page 25
Building Leaders – Transforming Hospitals – Improving Care