Leadership and Governance

Board members, department heads, and other thought leaders will discuss changing cultures, leadership development, and strategic planning.

Friday, March 19, 2010
2:00 p.m. – 3:15 p.m.

Successful Leadership Transitions: Supporting Vision and Strategy
Michelle A. Koury, M.D., Chief Operating Officer, Crystal Run Healthcare; and Andrew Epstein, M.D., Managing Director, Navigant Consulting, Inc.
Crystal Run Healthcare’s founding leaders recognized the need to review and analyze the group’s first 12 years and refine its vision and strategy. This process was an opportunity to review and enhance the governance and leadership model to best develop and distribute leadership and ensure succession well into the future. Presenters will examine how you can refine organizational design (governance and leadership model) to accomplish goals and support leadership succession.
Upon completion of this activity participants should be able to:

Establish a “picture of the future.”
Declare strategy within the picture of the future.
Refine organizational design (governance and leadership model) to accomplish goals and support leadership succession.

Primary Care Redesign: Lessons Learned or What Not to Do
Joe Bianco, M.D., Associate Chief – Primary Care Division, and Barbara Possin, M.S., R.N., Vice President, System Quality and Strategy Management, SMDC Health System
Creating a new care delivery model presents a perfect case study on the challenges, pitfalls, and opportunities in implementing meaningful change. This multispecialty group has been working for more than three years to efficiently and effectively improve the clinical outcomes of primary care patients with chronic disease. Presenters will discuss honestly their missteps, including erroneous assumptions such as assuming the adoption of Lean production methods would result in immediate improvement in clinical and financial results. A review of this journey will include lessons learned, and how the group discovered a change formula that works.
Upon completion of this activity, participants should be able to:

State the components of the change model formula of Gleicher, Beckhard, Harris Change Equation.
Discuss frequent pitfalls in implementing change and the relationship to each element of the change formula.
Describe successful actions that can be taken related to each element of the change model formula to achieve successful change.
Demonstrate the impact of the aligning the right infrastructure and accountabilities to successfully implement a new primary care delivery model.

Friday, March 19, 2010
3:45 p.m. – 5:00 p.m.

Succession Planning Now: The Boomers Aren’t Booming for Long
Bill Gil, Chief Executive Officer, Facey Medical Foundation
Facey Medical Foundation was facing a growing gap based on generational differences, where decision making was heavily concentrated within senior leadership, the Baby Boomers. The organization put forth a strong effort to narrow this gap and motivate collaboration across generations among physicians and administration, creating teams to drive a more inclusive approach to decision making in order to ensure the group’s sustainability. The presenter will describe Facey’s implementation of its formal mentorship and intelligence transfer program.
Upon completion of this activity, participants should be able to:

Assess their own structural biases and create organizational paths wherein physicians and management work in joint accountable teams.
Incorporate experience with new knowledge to provide the type of creative and disruptive leadership that promotes and ensures sustainability.

The Impaired Physician: “Not in My Group!”
Thomas Wright, Chief Executive Officer; and Joseph Cincotta, M.D., Medical Director, Heritage Medical Group
The reality of the impaired physician challenges every organization’s obligation to ensure patient safety as a part of its primary mission. In 2007, Heritage Medical Group’s leadership was blindsided by separate media reports involving two physicians improperly using pain medication. Presenters will detail their response to this challenge, including the difficulty of identifying impaired physicians, the impact on the group, and rehabilitation/retention decisions. They will also use this opportunity to explore some of the issues beyond personal experience that are important components of the subject.
Upon completion of this activity, participants should be able to:

Understand that all practices, regardless of size, face the challenge of the impaired physician
Recognize that physician impairment is the common result of a variety of causes
Develop a plan to identify impaired physicians
Develop a management plan for physicians identified as impaired
Identify and engage expert resources to address the challenge of the impaired physician
Understand the role of your risk management and medical malpractice carrier in this process
Develop a plan to work with contracted insurance carriers

Enterprise Performance Management: Delivering on Strategic Objectives
A. Marc Harrison, M.D., M.M.M., Chief Medical Operations Officer; and Andrew W. Proctor, M.S., Senior Director, Medical Operations, Cleveland Clinic
Cleveland Clinic provides a case study on how to manage through metrics, using enterprise business intelligence (EBI) as a tool for delivering on strategic initiatives. Presenters will explain how to align physician leadership through metrics-based management; how an established EBI program can be leveraged to drive continuous improvement; how to create a roadmap to achieve an Enterprise Performance Management (EPM) system; how an effective EBI solution can provide “speed to value” for strategic initiatives; and how EBI increases the clinic’s ability to provide the highest-quality care at costs well below the national norm.
Upon completion of this activity, participants should be able to:

Align physician leadership through metrics based management
Provide examples of how established enterprise business intelligence (EBI) program can be leveraged to drive continuous improvement and move an organization to a metric driven culture.
Describe roadmap to achieving an Enterprise Performance Management (EPM) system.
Delineate how an effective EBI solution can provide “speed to value” for strategic initiatives.

Saturday, March 20, 2010
11:00 a.m. – 12:15 p.m.

Progressive Culture Shock: Policy Governance in a Large Multispecialty Medical Group
Marvin J. Lein, M.S.H.A., M.S.B.A., CMPE, Chief Executive Officer, Bend Memorial Clinic
Frustrated with board-management relationships that are neither satisfying nor empowering for board members or your management team? Learn how one large multispecialty medical group turned to policy governance to empower both board and management in a truly functional model that emphasizes the distinct value of each. Highlights include team building under maximum stress; cultural change from “me” to “we”; and resolving ownership and control issues.
Upon completion of this activity, participants should be able to:

Describe the Policy Governance model and how it may be implemented in large practice
Delineate its strengths and weaknesses based on real-world experience
Use tools necessary to consider it application in their own practices

Organizational Culture and Its Role in Social Media
Greg Glasner, M.D., President; and Kevin Pitzer, Chief Administrative Officer, Innovis Health
Facebook, Twitter, LinkedIn . . . these social networking vehicles are a hot topic among healthcare marketers. Social media are providing new opportunities for senior leadership to communicate instantly, both internally and externally, foster an environment of openness, and communicate with key constituents. This session will examine why social media should be an essential component of your communications plan; how to involve leaders and employees in outreach; how to use social media to confront a crisis, to shape your brand, and to build organizational culture; and what internal policies you should have in place.
Upon completion of this activity, participants should be able to:

Make social media an essential component of their internal and external communications plan
Involve their leadership team and employees in social media outreach
Use social media in a crisis
Use social media to shape brand position locally, regionally, and nationally
Use social media to build organizational culture
Institute internal policies

Saturday, March 20, 2010
2:00 p.m. – 3:15 p.m.

Lahey Clinic’s Approach to Governance of Executive Compensation
James C. Nelson, Executive Vice President; and Ken Ackerman, Chair, Integrated Healthcare Strategies; and Theron (Ron) Bradley, Senior Vice President, Human Resources Operations, Lahey Clinic
Managing executive compensation is challenging for any board. This case study examines how Lahey Clinic improved its management of executive total compensation with a formalized process, met the legal safe harbor for ensuring that executive pay is reasonable, and became more transparent in communicating executive pay practices to physicians and other constituents. Learn how to manage compensation in today’s environment of intense scrutiny from media and regulators.
Upon completion of this session participants should be able to:

Describe how to meet the legal safe harbor for assuring executive pay is reasonable.
Describe how to manage compensation in today’s environment of intense scrutiny from media and regulators.
Execute strategies to communicate executive pay to physicians and other constituencies.

Supporting Regional Growth through Physician-Hospital Co-management
Carol Koenecke-Grant, M.A., Senior VP, Strategic Planning and Implementation, Guthrie Clinic, Ltd.
Physicians and hospitals are actively pursuing strategies to build profitable incremental, procedural volume in their regional markets. This session explores how aligning these key stakeholders through a shared vision can build trust and collaboration, reduce specialty turf issues, and differentiate services locally and regionally to gain a larger piece of profitable services. The presenter will use the CMS acute care episode (ACE) demonstration project to describe how important it is for physicians and administrators to be on the same page in preparation for value-based purchasing and global pricing within healthcare reform.
Upon completion of this session participants should be able to:

Describe how the co-management methodology can develop trust and collaboration among all key stakeholders
Implement a well designed patient centric care model
Develop strategic growth imperatives for their organizations
Pursue primary and secondary market growth and new market opportunities
Improve hospital/physician relationship based on clinical quality and service
Describe the framework for value-based purchasing and global pricing

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