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New White Paper Download: Top 10 Characteristics of High-Performing Healthcare Organizations

Posted by Matthew Smith on Apr 18, 2017 11:30:49 AM

By Darryl Greene, MS, Vice President, and Robert Green, MBA, FACHE, CHFP, Senior Vice President, GE Healthcare Camden Group

high-performing healthcare organizations

Prompted by the Affordable Care Act and numerous other environmental factors, many healthcare organizations, physicians, employers, and newcomers to the industry have been simultaneously focusing on multiple objectives to decrease an unsustainable cost of care growth while improving the quality of care and access for millions of patients. A question for healthcare organizations to consider is how to remain relevant to patients and financially viable in an industry that has been in and will likely continue to be in a constantly developing landscape?

We have observed consistent and common characteristics or attributes among the leaders and many of the employees who work in the highest performing organizations. Our new White Paper discusses 10 characteristics to consider as you journey through this sometimes uncertain and sometimes turbulent, but always challenging and many times rewarding industry we call healthcare. 


GreenB1.pngMr. Green is a senior vice president and the practice lead for the financial operations and transaction advisory practice at GE Healthcare Camden Group. He has more than 26 years of healthcare experience with 13 years of healthcare consulting experience and 13 years of provider-based financial, operational, and strategic experience among health systems, hospitals, medical groups, management services organizations (“MSOs”), and physician hospital organizations (“PHOs”). Mr. Green has significant expertise in building high-performing teams and leading and executing transformational change. He may be reached at [email protected]. 


d.Greene-1.jpgMr. Greene is a vice president for the strategy and leadership practice at GE Healthcare Camden Group. He has more than 18 years of strategy to execution consulting experience, including 11 years in healthcare. He has significant expertise in strategic planning, business management systems implementation, talent management, performance improvement, leadership, and leading and executing transformational and culture change. He may be reached at [email protected]. 

 

Topics: Top 10, White Paper, Robert Green, Health System Integration, Staff Planning, Darryl Greene

Top 10 Characteristics of High-Performing Healthcare Organizations

Posted by Matthew Smith on Apr 4, 2017 3:34:17 PM

By Darryl Greene, MS, Vice President, and Robert Green, MBA, FACHE, CHFP, Senior Vice President, GE Healthcare Camden Group

The following is an abbreviated version of ourwhite paper with the same title. For the full white paper, which offers additional insights on each characteristic or attribute, please click on the button at the bottom of this page.

Prompted by the Affordable Care Act (ACA) and numerous other environmental factors, many healthcare organizations, physicians, employers, and newcomers to the industry have been simultaneously focusing on multiple objectives to decrease an unsustainable cost of care growth while improving the quality of care and access for millions of patients. A question for healthcare organizations to consider is how to remain relevant to patients and financially viable in an industry that has been in and will likely continue to be in a constantly developing landscape?

We have observed consistent and common characteristics or attributes among the leaders and many of the employees who work in the highest performing organizations. Here are 10 of these characteristics to consider as you journey through this sometimes uncertain and sometimes turbulent, but always challenging and many times rewarding industry we call healthcare. Some of the characteristics below are basic, but well worth mentioning again because of their foundational importance.

1. Continuously Learning, Well-informed, and Insightful. These organizations understand the current environment with an eye toward the future change trajectory. It is only by keeping a constant pulse on the numerous environmental factors that have multi-faceted impacts such as political (government), economic (market segment), social (population), and technology (information, devices, web) that high-performing organizations can begin to make meaning of the trends and organizational changes required. In turn, they can set their course and pursue imperatives that best position them to be successful in this dynamic environment of healthcare.

2. “Change-Forward” with Bold, Inspiring Vision. High-performing organizations are not satisfied with incremental change, but desirous of “breakthrough, transformative change.” They are not just “change ready,” but embrace change management as a competitive advantage. The type of change underway in healthcare is clearly significant, and the pathway to the transition from fee-for-service to value-based care is not a clear one. It is being discovered through pilots, trial and course correction, and some failed attempts.

3. Agile and Adaptable.  High-performing organizations continue to pursue strategy and find value through staying agile and adaptable. Because the world is accelerating the time frame, the strategy needs to be more flexible and “opportunistic” and is rarely beyond one to three years with an emphasis of planning the specific goals of the most immediate year. Prioritizing the change underway for the organization according to strategic pillars and related value proposition is important to manage the diverse portfolio of imperatives. These pillars translate into multiple project efforts that are more synergistic with similar goals (and measures to impact). For example, improving OR throughput, while addressing readmission issues, and while creating new care models of evidence-based care, are not an unusual portfolio of programs with different timelines and needs of an organization.

4. Actionable Information-Oriented. These organizations understand how to translate data into data analytics, into information, into transparent, actionable-information and ultimately, into “predictive analytics.” Many organizations are challenged by the following: overall analytics framework that does not outline and prioritize information or reporting needs; overlapping reporting efforts across various analytics silos; limited transparency and understanding of reporting capabilities and queues of each silo; and limited or no understanding of alignment of analytics efforts against strategic and operational goals. Unfortunately, much of this disarray and uncertainty stymies action or creates “analysis paralysis.” Many high-performing organizations have analytic strategies to ensure they are leveraging data and actionable information to gain a strategic market position and incorporate that into their value-based payer strategies. When successful in addressing the challenge of “actionable information,” these high-performing organizations can, for instance: Improve access to care across the network; create information architecture in support of population health initiatives; continually improve provider network’s performance while decreasing spend; evaluate clinical programs and initiatives and understand the effect of the interventions and return on investment; and reduce out-migration of patients and better understand referral patterns across the network.

5. Financially Disciplined. High-performing organizations have financial discipline as a priority. This is to meet the vision and mission of the organization while achieving a financial balance between the capital needs and financial capabilities. This translates to clarity on the level of strategic investment the organization can make relative to an overall operating profit and loss portfolio and credit rating objective. A well-integrated, strategic, financial, and capital planning process is paramount to achieving the balance. Defining the financial goals forecasted out 5 years and annually, along with clear objectives designed to meet the expected well-defined capital needs is a key goal.

6. Respectful and Optimized Staffing. One of the greatest “wastes” in healthcare is not deploying staff at their “highest and best” use. With labor typically comprising more than 50 percent of any hospital or health systems expenses – salaries, wages, and benefits are typically a common “target” for cost savings. Unfortunately, an “across the board” cut or an even more focused reduction in force, tends to never get to the “root cause” of underlying disjointed, ambiguous, and sometimes even broken processes, and certainly the savings are never sustained.

High-performing organizations engage their staff from the “ground up” or by the “diagonal slice” in helping to resolve the long-standing challenges of more efficient and effective care. These organizations will assess the entire “human capital value chain,” ensuring best practices in strategy and talent management (workforce planning, employee engagement, learning and development), workforce management (scheduling, staffing and assignment, span of control, productivity, coaching and mentoring) and human capital operating model (reporting and analysis, improve and control, training, benchmarking).

7. Accountable and Execution-Focused. Many organizations, if not most, struggle with implementation and effective execution. The reasons are numerous: inability to effectively prioritize; multitude of initiatives dilutes effectiveness; “analysis paralysis”; “no one is accountable”; and overwhelmed staff already busy doing their “day jobs.” Effective transitions from direction setting and strategic planning by the leadership of the organization to execution by the middle management and frontline levels of the organization are done best by high-performing organizations. High-performing organizations have found a nuance to increase accountability – creating venues to ensure bi-directional input between owner and sponsor for the imperative, project, or task – at the organization level and the local level at which the individual contributes. And what to do when the accountability goes beyond the four walls of the hospital? At a time when leadership extends to new groups and partners, some of which are not inside the four walls of the hospital this bi-directional exchange and development of local plans to deliver are critical to best create ownership.

8. Patient-Centric and Operationally Proficient. These organizations are focused on standardizing care processes, embracing clinical protocols, and effecting seamless, patient access. Efficient and effective operations discipline in the way care is delivered and supported, as well as, broad and deep ongoing improvement efforts, are key attributes of high-performing organizations. Maximized operational efficiency with top-decile clinical quality is the priority, with emphasis on areas that impact patient access, patient flow through the system, and effective discharge to the right post-acute care entity (“right care, right place, right time”). As well, standards set relative to evidence based care and effective standard care plans for treatment types are important to providing reliable care with reproducible patient experience and quality outcomes. Process improvement work is a key enabler to achieving these goals through practices, tools, and methods addressing waste elimination, improving inefficient operations, redesigning care processes, and standardizing work delivery. Additionally, many high-performing organizations are utilizing real-time decision-making driven by predictive analytics, enabling ability to accommodate capacity demand, complex transfers, ED boarding, and PACU holds while driving seamless patient access and maximizing resource utilization.

9. Creative Collaborators. A key attribute is partnerships and joint ventures with other providers, payers, employers, clinical technology companies, and other key stakeholders, all intended to create and increase value for patients and communities. Many organizations are challenged in determining the right value-based payment arrangement programs and investments to set up over a multi-year window (3-5 years) to realize the organization’s strategic vision and achieve financial strength. For high-performing organizations, it starts with addressing the basics of creating reliable quality care highlighted in patient centric and operational proficiency. Along with this, high-performing healthcare organizations expand this focus to connect and align the fragmented system of care delivery to improve patient experience, cost, access, and quality outcomes vertically and horizontally across the care continuum. This effort is incentivized by CMS’ continued transition to value-based payment reimbursement. New partnerships are expected, aligning physicians, payers, employers, providers, and consumers helping healthcare payments transition more quickly from pure fee-for-service to alternative payment models. Identifying the clinical programs, care models, and care interventions coupled with aligning and coordinating the physicians in the care continuum around common goals of value-based care, is a priority. Population health models and clinical and financial integration vehicles will continue regardless of administrative or legislative action as employers, providers, and patients are expecting and even demanding greater value.

10. Realizing the Value of System Integration.  Many healthcare organizations, in pursuit of economies of scale and scope, have acquired a collection of overlapping units that have failed to achieve the intended goal of system integration and transformation. High-performing organizations create value through economies of scale and scope with system integration and optimizing synergies. They enact a unifying vision, strategy, processes, technology, and especially culture to achieve improved performance expected as an integrated system. With a deep understanding of financial operations and clinical care as well as the related decision-making structures and processes, high-performing organizations tend to work a customized problem-back approach to system integration, understanding the “precious few” areas to focus on that will be prioritized and sequenced in a way that creates the most value for the organization.


This top 10 is an abbreviated version of our white paper with the same title. For the full white paper, please click the button, below.

high-performing healthcare organizations


GreenB1.pngMr. Green is a senior vice president and the practice lead for the financial operations and transaction advisory practice at GE Healthcare Camden Group. He has more than 26 years of healthcare experience with 13 years of healthcare consulting experience and 13 years of provider-based financial, operational, and strategic experience among health systems, hospitals, medical groups, management services organizations (“MSOs”), and physician hospital organizations (“PHOs”). Mr. Green has significant expertise in building high-performing teams and leading and executing transformational change. He may be reached at [email protected]. 


d.Greene-1.jpgMr. Greene is a vice president for the strategy and leadership practice at GE Healthcare Camden Group. He has more than 18 years of strategy to execution consulting experience, including 11 years in healthcare. He has significant expertise in strategic planning, business management systems implementation, talent management, performance improvement, leadership, and leading and executing transformational and culture change. He may be reached at [email protected]. 

 

Topics: Top 10, Robert Green, Health System Integration, Staff Planning, Darryl Greene

Webinar Reminder: Building an Analytics-Based Value Model to Validate Transformation Investments

Posted by Matthew Smith on Nov 29, 2016 2:10:38 PM

Please join GE Healthcare Camden Group for a complimentary, 60-minute webinarBuilding an Analytics-Based Value Model to Validate Transformation Investments, on Thursday, December 8, 2016, at 12:00 P.M., ET.

Date:

Thursday, December 8th, 12:00 P.M., Eastern

Background:

Healthcare organizations are struggling to understand the impact of their investments in population health initiatives. To help measure performance risk and evaluate return on investment ("ROI"), organizations are building and implementing analytics-based value models as decision-making tools. Creating these value models allows healthcare organizations to quantify risks and evaluate viability. It also allows organizations to measure and track ROI in digital health technology and resources associated with various programs aimed at managing the health of the populations they serve.

GE Healthcare Camden Group's team of analysts, data scientists, and actuaries builds comprehensive analytics-based value models for organization leaders (CFO, CMO, CIO, Population Health Leaders) wanting to evaluate their ROI from investments in care management programs, look to better manage utilization, and predict outcomes.

Overview:

In this complimentary webinar, members of the GE Healthcare Camden Group team will deliver an overview of the analytics-based value model and how high-performing healthcare organizations are leveraging these to guide strategic decision making and prioritize investments in value-based care initiatives.  

Topics to be Addressed:

Held in a round-table format with GE Healthcare Camden Group senior leaders representing the roles of an organization's CFO, CMO, and CIO, the webinar will address the following questions facing today's leaders:
  • Where should organizations invest resources in order to drive the most value from their care management programs?
  • What is the impact on their programs to both acute and ambulatory utilization?
  • Which programs are driving the greatest value and how are these measured?
  • What “value levers” are important in order to drive the best outcomes?
  • What is the expected outcomes from managing certain medical conditions and/or population risk cohorts?
  • What is the typical ROI of their care management programs and population health initiatives?
  • How can this information be used to support risk-based contracting with payers and other providers?

GE Healthcare Camden Group Presenters:

Marino_Dan.jpgDaniel Marino, MBA, MHA, Executive Vice President Mr. Marino is an executive vice president with GE Healthcare Camden Group with more than 25 years of experience in the healthcare field. Mr. Marino specializes in shaping strategic initiatives for healthcare organizations and senior healthcare leaders in key areas such as population health management, clinical integration, physician alignment, and health information technology. With a comprehensive background in all aspects of practice management and hospital/physician alignment, Mr. Marino is a nationally acknowledged innovator in the development of Accountable Care Organizations and clinical integration programs.

chopra2-110511-edited-239718-edited.jpgShaillee J. Chopra, PMP, Senior Manager Ms. Chopra is a senior manager with GE Healthcare Camden Group and specializes in developing and managing innovative technology portfolios for value-based and clinically integrated healthcare networks. She is highly experienced in leading information technology and consumer experience strategy development, as well as transformations to enable clinical integration, accountable care, and population health management strategies for organizations invested in innovation and transformation of care delivery models.

 

DiLoreto.pngDavid DiLoreto, M.D., MBA Dr. DiLoreto, senior vice president at GE Healthcare Camden Group, is a physician-executive who is highly experienced in executive management, strategy and operations of healthcare delivery systems, and managed care companies. He has deep management expertise in community-based and academic health systems, large group medical practices, hospitals, and managed care organizations. His areas of specialty include clinical transformation, population health, business process improvement, leadership development, medical informatics, and data management and analytics.

GreenB1.pngRobert Green, MBA, FACHE, CHFP Mr. Green is a senior vice president and the practice lead for the Financial Operations and Transactions practice. He has more than 26 years of healthcare experience with 13 years of healthcare consulting experience and 13 years of provider-based financial, operational, and strategic experience among health systems, hospitals, medical groups, management services organizations, and physician hospital organizations.

 

To Register:

To register, simply click the button below, complete a short registration form, and press the "Cick to Register!" button. You will receive a confirming email. A second email will be sent the week of December 5th with webinar login/call-in instructions.

Please note: This webinar is intended for providers, provider organizations, and industry partners. Because of the proprietarty nature of the information shared during this webinar, independent consultants and consulting agencies will not be provided access to programming. GE Healthcare Camden Group reserves to the right to limit attendance at this event. 

Value Model, Webinar, Digital Health Analytics

Questions?

Please contact Matthew Smith at [email protected]

Topics: Webinar, Daniel J. Marino, Shaillee Chopra, Digital Health Services and Data Analytics, Value Model, David DiLoreto, Robert Green

New Webinar: Building an Analytics-Based Value Model to Validate Transformation Investments

Posted by Matthew Smith on Nov 16, 2016 1:16:09 PM

Please join GE Healthcare Camden Group for a complimentary, 60-minute webinarBuilding an Analytics-Based Value Model to Validate Transformation Investments, on Thursday, December 8, 2016, at 12:00 P.M., ET.

Date:

Thursday, December 8th, 12:00 P.M., Eastern

Background:

Healthcare organizations are struggling to understand the impact of their investments in population health initiatives. To help measure performance risk and evaluate return on investment ("ROI"), organizations are building and implementing analytics-based value models as decision-making tools. Creating these value models allows healthcare organizations to quantify risks and evaluate viability. It also allows organizations to measure and track ROI in digital health technology and resources associated with various programs aimed at managing the health of the populations they serve.

GE Healthcare Camden Group's team of analysts, data scientists, and actuaries builds comprehensive analytics-based value models for organization leaders (CFO, CMO, CIO, Population Health Leaders) wanting to evaluate their ROI from investments in care management programs, look to better manage utilization, and predict outcomes.

Overview:

In this complimentary webinar, members of the GE Healthcare Camden Group team will deliver an overview of the analytics-based value model and how high-performing healthcare organizations are leveraging these to guide strategic decision making and prioritize investments in value-based care initiatives.  

Topics to be Addressed:

Held in a round-table format with GE Healthcare Camden Group senior leaders representing the roles of an organization's CFO, CMO, and CIO, the webinar will address the following questions facing today's leaders:
  • Where should organizations invest resources in order to drive the most value from their care management programs?
  • What is the impact on their programs to both acute and ambulatory utilization?
  • Which programs are driving the greatest value and how are these measured?
  • What “value levers” are important in order to drive the best outcomes?
  • What is the expected outcomes from managing certain medical conditions and/or population risk cohorts?
  • What is the typical ROI of their care management programs and population health initiatives?
  • How can this information be used to support risk-based contracting with payers and other providers?

GE Healthcare Camden Group Presenters:

Marino_Dan.jpgDaniel Marino, MBA, MHA, Executive Vice President Mr. Marino is an executive vice president with GE Healthcare Camden Group with more than 25 years of experience in the healthcare field. Mr. Marino specializes in shaping strategic initiatives for healthcare organizations and senior healthcare leaders in key areas such as population health management, clinical integration, physician alignment, and health information technology. With a comprehensive background in all aspects of practice management and hospital/physician alignment, Mr. Marino is a nationally acknowledged innovator in the development of Accountable Care Organizations and clinical integration programs.

chopra2-110511-edited-239718-edited.jpgShaillee J. Chopra, PMP, Senior Manager Ms. Chopra is a senior manager with GE Healthcare Camden Group and specializes in developing and managing innovative technology portfolios for value-based and clinically integrated healthcare networks. She is highly experienced in leading information technology and consumer experience strategy development, as well as transformations to enable clinical integration, accountable care, and population health management strategies for organizations invested in innovation and transformation of care delivery models.

 

DiLoreto.pngDavid DiLoreto, M.D., MBA Dr. DiLoreto, senior vice president at GE Healthcare Camden Group, is a physician-executive who is highly experienced in executive management, strategy and operations of healthcare delivery systems, and managed care companies. He has deep management expertise in community-based and academic health systems, large group medical practices, hospitals, and managed care organizations. His areas of specialty include clinical transformation, population health, business process improvement, leadership development, medical informatics, and data management and analytics.

GreenB1.pngRobert Green, MBA, FACHE, CHFP Mr. Green is a senior vice president and the practice lead for the Financial Operations and Transactions practice. He has more than 26 years of healthcare experience with 13 years of healthcare consulting experience and 13 years of provider-based financial, operational, and strategic experience among health systems, hospitals, medical groups, management services organizations, and physician hospital organizations.

 

To Register:

To register, simply click the button below, complete a short registration form, and press the "Cick to Register!" button. You will receive a confirming email. A second email will be sent the week of December 5th with webinar login/call-in instructions.

Please note: This webinar is intended for providers, provider organizations, and industry partners. Because of the proprietarty nature of the information shared during this webinar, independent consultants and consulting agencies will not be provided access to programming. GE Healthcare Camden Group reserves to the right to limit attendance at this event. 

Value Model, Webinar, Digital Health Analytics

Questions?

Please contact Matthew Smith at [email protected]

Topics: Webinar, Daniel J. Marino, Shaillee Chopra, Digital Health Services and Data Analytics, Value Model, David DiLoreto, Robert Green

GE Healthcare Camden Group Welcomes New Senior Leaders to Team

Posted by Matthew Smith on Sep 29, 2016 10:17:00 AM

In response to client needs, particularly around population health and financial operations and transactions, GE Healthcare Camden Group is pleased to announce the addition of several new leaders to the firm:

Robert Green, MBA, FACHE, CHFP

GreenB1.pngMr. Green joins as senior vice president and the practice lead for the Financial Operations and Transactions practice and is based out of the Chicago office. He will be responsible for overseeing the practice and enabling innovative solutions to the complex financial challenges facing clients that are meaningful and impactful in the business of improving the health of individuals and of a popualtion. He has more than 26 years of healthcare experience with 13 years of healthcare consulting experience and 13 years of provider-based financial, operational, and strategic experience among health systems, hospitals, medical groups, management services organizations, and physician hospital organizations. Mr. Green most recently served as PWC’s Managing Director in its Health Industries Advisory practice. He has also held positions at Deloitte & Touche and Ernst & Young. Additionally, Mr. Green served as Senior Vice President, Strategic Financial Services at Baylor Healthcare System from 2010 to 2013 and held a variety of leadership roles with Advocate Healthcare from 1998 to 2010. He may be reached at [email protected]

David DiLoreto, M.D., MBA

DiLoreto.pngDr. DiLoreto joins as senior vice president in the population health practice and is based in the Chicago office. In his new role, Dr. DiLoreto will serve health systems, accountable care organizations, and clinically integrated networks in creating strategies and solutions for sustainable improvement. He has twenty years of healthcare expertise in population health, accountable care, physician group practice, hospital operations, managed care operations, graduate medical education, quality improvement, and informatics. Prior to joining GE Healthcare Camden Group, Dr. DiLoreto was the CEO of WellPledge, a consumer health IT company. He also previously served as the Chief Clinical Officer at Presence Health and Baptist Health Care where he was responsible for key population health management strategies and the operations of ACOs, clinically integrated networks, physician alignment strategies, and the integration of clinical services across outpatient clinics, hospitals, and post-acute care. He may be reached at [email protected]

Mark Krivopal, M.D., MBA

Krivopal.pngDr. Krivopal joins as a vice president in the population health practice and is based in the Boston office. With more than 15 years of care delivery experience across the continuum throughout the healthcare industry, Dr. Krivopal will be responsible for developing and leading engagements that require innovative, value-based programs addressing client needs in health systems, hospitals, physician practices, and integrated networks. His experience spans not-for-profit and privately held organizations of various sizes as well as the start-up environment in the healthcare IT space.

Prior to joining GE Healthcare Camden Group, Dr. Krivopal served as Vice President of Clinical Programs at Kyruus, Inc., a leading provider of enterprise patient access solutions. He has also previously served as the Vice President and Medical Director of Clinical Integration and Hospitalist Medicine at Steward Health Care, where he implemented provider engagement strategies, clinical integration and healthcare system governance redesign, assured sustainability and operational effectiveness of hospital medicine programs, and served as the senior executive and key advocate for the network with external payers and providers. Prior to that, Dr. Krivopal was the Senior Regional Medical Director at TeamHealth in California, a publicly-held healthcare company specializing in nation-wide outsourcing for hospital medicine, emergency medicine, and anesthesia. Dr. Krivopal’s career as a physician-executive began when he co-founded and then, for many years, led Beth Israel Deaconess HealthCare Hospitalist Services based in Boston, Massachusetts. He may be reached at [email protected]

In addition to the leadership above, due to its growth, GE Healthcare Camden Group has also added another 10 advisors to the consulting team since this spring. For a look at the full GE Healthcare Camden Group leadership team, please click here.

Topics: Physician Leaders, Mark Krivopal, David DiLoreto, Robert Green, Financial Operations and Transactions

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