Agenda

This Summit features breakout sessions organized into five strategic tracks, each built around the realities of today's integrated health systems. Sessions are designed to provide tactical takeaways and high-level engagement.

Track: Systemwide Care Coordination & Population Health Management 
Tackle the operational levers that move the needle on capacity and cost.  

Why Not Home? A Scalable Framework for Smarter Discharges, Better Throughput, and Patient-Centered Outcomes
Shahina Banthanavasi, MD, MHA, SVP, Chief Medical Officer & Chief Quality Officer, Valley Medical Center
Kim Petram, RN, BSN, Director, Case Management, Valley Medical Center
What if "home" became the default discharge destination — not the exception? The Why Not Home initiative at Valley Medical Center is a scalable, interdisciplinary framework that challenges traditional discharge patterns and embeds proactive planning earlier in the inpatient stay. By aligning hospitalists, care management, primary care, patients, families, and community partners around a shared goal of safely returning more patients home, Valley achieved a 37% increase in home discharges, a 28% decrease in SNF discharges, a 7.3% improvement in length of stay index, and a reduction in ED median boarding time from 6.9 to 3.8 hours. Learn how to operationalize a "home-first" mindset across the care continuum, identify the workflow and culture changes that drive measurable throughput gains, and walk away with practical strategies to improve length of stay, patient safety, and total cost of care without sacrificing patient-centered outcomes.

Engineering Care Continuity: UC Davis Health's Playbook for Reducing ED Utilization 18% and Hospitalizations 25%
Vanessa McElroy, Director of Care Transitions, UC Davis Health
Eddie Eabisa, MBA, CSSGB, Manager II, Care Transitions, UC Davis HealthEmergency department overutilization and avoidable admissions remain among the most stubborn drains on margin, capacity, and patient experience and the hardest to solve through point solutions. UC Davis Health took a different path: a deliberate, system-level redesign that embedded care management across clinical and community touchpoints, closing the gaps where patients typically fall through. The result is a coordinated model that meets patients before crises escalate and the numbers prove it works: an 18% reduction in ED visits and a 25% reduction in hospitalizations. In this session, presenters will share the architecture behind the model, the operational decisions that made integration stick, and the lessons that translate to any health system under pressure to do more with less.

Contracting Meets Care: How Cleveland Clinic Aligned Financial Strategy with Care Management Implementation
Michelle P. Medina, MD, FAAP, Executive Medical Director, Value-Based Operations, Division of Finance, Cleveland Clinic
Care management programs often fail not because the clinical model is wrong, but because the financial model never caught up. Contracts get signed in one room, care gets redesigned in another, and the economics quietly erode the impact. Cleveland Clinic took on that disconnect directly by building a model where value-based contracting and care management implementation are designed, deployed, and measured as a single system rather than parallel workstreams. This session walks through how Cleveland Clinic structures the handoff between contract terms and operational execution, the governance that keeps finance and care delivery accountable to the same outcomes, and the decisions that determine whether a value-based arrangement generates value. Leave with a clearer view of what it takes to move care management from a cost center to a sustainable, scalable engine of performance.
 

Track: Digital Integration & Workflow Optimization
What it takes to scale technology across a health system without losing the physician experience along the way. 

The AI Leadership Imperative: Governance, Implementation, and What's Changed
Eric Williamson, MD, CMIO, Mayo Clinic
As artificial intelligence moves from experimentation to enterprise-scale implementation, health system leaders face a new set of questions: What's working? What's not? And how do we lead responsibly through continued transformation? This session will explore how Mayo Health System has evolved their approaches to AI governance, clinical integration, and change leadership—reflecting on lessons learned and emerging priorities heading into the next phase of adoption.

Beyond the Pilot: How a Physician-Led System Can Move VC Partnership into Digital Integration
Ashok Rai, MD, President & Chief Executive Officer, Prevea Health
Health systems are increasingly courted as testing grounds for venture-backed healthcare technologies, but the path from pilot to sustainable digital integration is rarely straightforward. In this session, Dr. Ashok Rai, CEO of Prevea Health and a veteran of innovation partnerships through TitletownTech, shares an unfiltered look at what it takes to evaluate, select, and operationalize emerging health tech as a physician-led organization. Drawing on real partnership experience, discussions will focus on how health systems can assess VC-backed innovation opportunities, what criteria separate viable test-site partnerships from costly distractions, the financial and operational implications of becoming a deployment site, and the practical lessons learned (sometimes the hard way) along the journey.  

Digital Integration Under Pressure: Real-Time Lessons from Allina Health's Most Consequential Build
Lisa Shannon, President and Chief Executive Officer, Allina Health 
Jerry Penso, MD, MBA, President & CEO, AMGA
Most health systems don't get to design digital workflows into a flagship facility from the ground up. Fewer still are doing it while simultaneously deploying enterprise AI tools, managing a pending cross-market system integration, and keeping 12 hospitals running. Allina Health is doing all of it at once. This fireside chat presents a candid, in-the-moment conversation about frameworks, tradeoffs, and hard lessons shaping Allina's digital strategy as it unfolds—not a retrospective success story. Leave with sharper questions to bring back to your own digital strategy, along with a clearer view of how to weigh build-versus-buy tradeoffs under real-world time and resource pressure, regardless of where your organization sits on the integration journey.
 

Track: Provider Alignment & Compensation Models
A focus on call coverage, incentive design, and governance structures that unify physician enterprises. 

Collaborative Value Alignment: The Art and Science of Aligning Incentives and Driving Outcomes 
Ryan Nicholas MD, FAAFP, Chief Quality Officer, Mercy Medical Group, Sacramento, CommonSpirit Health 
Explore how health system leaders can engage their workforce in value-based transformation using data-driven frameworks, behavioral insights, and structured incentives. Participants will apply the Cultural Change Curve to understand workforce responses, explore system-level structures to influence outcomes, and use the Bullseye Framework to sustain positive change. Leave with practical strategies for metric selection, incentive design, and overcoming common obstacles to engagement—tailored to your organization’s stage in the value journey.

One Sentara: A Layered Governance Model for Aligning the Physician Enterprise 
Prasanna Mohanty, MBA, MPH, MS, EVP & President, Ambulatory, Sentara Health, Sentara Medical Group
Aligning employed physicians, affiliated providers, and ambulatory services under a single physician enterprise is one of the most persistent challenges facing integrated health systems today. Sentara Health has addressed this through its "One Sentara" strategic model—a layered governance structure designed to unify decision-making across distinct physician and provider populations while preserving the flexibility each group needs to operate effectively. Learn how this two-tier governance approach was designed and implemented, including the structural and cultural decisions that allow employed and affiliated providers to operate within a coordinated enterprise rather than parallel, disconnected systems. Leave with a practical case study in physician enterprise alignment, including lessons applicable to systems at varying stages of integration maturity.

Who's On Call? Innovative Coverage Strategies from Two Health System Perspectives
Josh Crabtree, MD, Chief Physician - Sanford Clinic and Sanford World Clinics, Sanford Health 
Napoleon Knight, MD, MBA, Executive Vice President, Chief Medical Officer, Carle Health Medical Group
Fred Horton, CMPE, MHA, President, AMGA Consulting [Moderator]
Call coverage is one of the most persistent and complex operational challenges facing health systems today and the solutions look very different depending on geography, scale, and available resources. This session brings together two organizations navigating coverage demands in a dense, high-acuity environment, and community-based system. Together, they will explore the strategies, tradeoffs, and innovations shaping how health systems ensure physician availability across service lines, from scheduling models and telehealth integration to recruitment, retention, and partnership approaches.
 

Track: Financial Integration to Enhance System Performance 
Turning clinical performance into financial resilience.    

Driving Clinical Outcomes and Administrative Efficiency Through Payor Collaborations
Philip M. Oravetz, MD, MBA, MPH, Executive Advisor, Population Health, Ochsner Health 
Tammie Guyette, MBA, Data Consultant, Value Based Analytics, Ochsner Health
Clinical and administrative requirements from payors are amongst the biggest pain points in surveys of medical group/integrated delivery system leaders. Quality reporting, records requests, prior authorizations, and insurance coverage determinations drive practice inefficiency and provider frustration. This presentation will demonstrate how medical groups and integrated care systems are using bidirectional data exchange with their payors to reduce costs and administrative complexity that improve outcomes and the healthcare experience.

Access Is Quality: How Houston Methodist Turned 21,000 Daily Appointments into the Front Door for Care
Tesha Montgomery, FACHE, MHA, RN, Senior Vice President, Houston Methodist, Houston Methodist Physician Organization
Houston Methodist schedules over 21,000 appointments each day across nearly every service line and site of care—with half of all new primary care appointments now self-scheduled. AI can handle new appointment bookings for established primary care patients in under three minutes, without a human handoff. These results did not start with a technology decision. They started with a deliberate structural one. This unique leadership model enabled Houston Methodist to move beyond fragmented scheduling toward a unified, patient-centered front door. For health system leaders wrestling with fragmented access, underperforming scheduling operations, or technology investments that haven't delivered, this session offers a replicable model grounded in one conviction: access is quality, and if patients can't get in the door, nothing else matters.

Speaking the System's Language: How Physician Enterprise Leaders Drive Financial Integration
Todd Smith, MD, SVP, Chief Physician Executive, Sutter Health
For physician enterprise leaders, operational credibility inside the C-suite increasingly depends on one skill: the ability to translate clinical performance into system-level financial impact. That requires more than knowing the numbers—it requires framing the medical group not as a cost center to be managed, but as a strategic asset that drives margin, network performance, and competitive positioning.  At Sutter Health, operating in one of the most competitive and financially complex markets in the country, physician enterprise leadership has had to develop that fluency by necessity. Hear how Sutter's physician executive team builds and presents the financial case for the medical group's value to system leadership—connecting compensation alignment, care delivery efficiency, and network utilization to the metrics that matter most in the boardroom.  Leave with frameworks for translating physician enterprise performance into financial terms, strategies for engaging CFOs and system leadership on medical group ROI, and lessons from a market where the pressure to demonstrate value is constant.

Track: Workforce Strategy & Operational Performance
Integration, culture, and accountability—at scale. 

The Human Side of the Deal: Workforce Integration Lessons from Henry Ford Health's Ascension Michigan Venture
Manu Malhotra, MD, MBA, FACEP, Senior Vice President and Regional Chief Medical Officer, West Region, Henry Ford Health
Antonio Bonfiglio, MD, Regional Chief Medical Officer, East Region, Henry Ford Health
When Henry Ford Health completed its joint venture with Ascension Michigan in 2024, it absorbed eight hospital campuses and a workforce of more than 50,000 across 550 sites of care. The mandate was clear: don't disrupt care, don't disrupt careers. Delivering on this commitment required a clinical leadership infrastructure capable of absorbing an organization at scale without sacrificing quality, safety, or the physician experience. As regional CMOs responsible for enterprise-wide quality outcomes, care delivery efficiency, and physician engagement, the presnters will speak to the operational and cultural architecture that made integration work: how medical staff alignment was structured, how quality and safety standards were maintained across newly absorbed campuses, how clinical leadership teams were built and unified, and what it takes to bring disparate care delivery models—including innovative home-based care programs—into a coherent operational whole.

What it Takes to Earn a Top Ranking as "Best Place to Work" Within Healthcare 
Tracy Chu, FACHE, Corp. Vice President, Population Health/Chief Executive, ACO, Scripps Medical Foundation
Hear how ScrippsHealth earned the top health system ranking in Fortune’s Best Places to Work in Health Care™ for 2026. While comprehensive benefits, professional development opportunities, inclusive work environments, and true work-life flexibility are essential ingredients, the differentiator behind top-ranked organizations is culture—the daily lived experience of employees, the behaviors leaders model, and the values that shape every decision from the bedside to the boardroom. Hear how ScrippsHealth intentionally built and sustains a culture that attracts, develops, and retains top talent in one of the most demanding labor markets in the country, while also identifying moments where leadership had to choose between the easy path and the culture-defining path. 

Building a Culture of Shared Accountability in an Integrated Medical Group
Matthew Gibb, MD, Chief Clinical Officer, Concord Hospital Health System
Joining Concord Hospital Health System seven years ago as the new CEO, Dr. Matthew Gibb inherited a medical group operating at the 15th percentile in productivity. Today, productivity sits near the median, access and quality metrics have improved, and a new cultural compact has reshaped how providers and the health system work together. This session traces that transformation, not as a turnaround story, but as a deliberate architecture of alignment. Learn about the specific mechanisms deployed: a redesigned compensation model to incentivize productivity and access; a bi-directional health system compact, now an exhibit in every physician contract that sets explicit ground rules for how providers and the organization engage with one another; and an annual organizational achievement letter, Board-endorsed and strategy-linked, that keeps the group accountable to shared goals year over year.  Leave with a clear picture of how to diagnose a culture problem, translate values into contractual and operational structure, and sustain alignment over time.