Page 6 - SI_20_Annual_Report

S S S S I I I I I I SCOTTSDALE INSTITUTE COLLABORATION • • EDUCATION • • NETWORKING
2019 EXECUTIVE OUTLOOK
Chief Digital/Experience Officers
SI’s annual Outlook issue highlighting perspectives from a a a a a a a key executive Introduction rsolme ehtaims ensevservetaraclktlietdlesa imn othre dsaymnaemOicutlopoikc iNsseuwe—erxeeflceucttivjeusttithleosw— fluid the the industry is is is today as as it it it struggles to to wrap its heart and and mind around the the ‘arrived but but unevenly distributed’ future of of value-based care care consumerism and and and digital health These are are are are less buzzwords
than they are are are are terms in in a a a a a a a a a a a a a a a new new emerging language to describe new new models of of care care and and payment Our 2019 2019 Outlook features Chief Digital/Experience Officers
who speak this new language as as they share their vision of the the future as it it will be be distributed in 2019 2019 and beyond Jeffrey Johnson VP Innovation & Digital Business Banner Health
Reflecting just how in in flux digital health is only a a a a a a a a a a a a year ago Jeff Johnson was VP VP of of Banner’s Digital Digital Garage today he he is VP VP of of Innovation & Digital Digital Business at at Banner Health
The title change is anything but cosmetic Phoenix- based Banner with 28 hospitals mostly in in Arizona and Colorado a a a a a a a a a a a few months ago formed an an entirely new operating unit called digital business Johnson reports to Scott Nordlund Chief Strategy Officer as does marketing a a a a a a peer operating unit to digital business under the new structure “To succeed we we need seamless alignment so we’ve aligned with growth and strategy ” he says The digital business group has five channels: > > Digital Consumer
> > > Digital Digital Health
Engagement
> > > Digital Digital Workforce
> > > Digital Digital Experience > > Digital Digital Garage Digital Consumer
focuses on on on consumers who are shopping for providers paying bills seeking to better understand their conditions signing consent forms and and so on on on on “The goal is to to to make it as as as easy as as as possible to to to be a a a a a a a a Banner customer ” notes Johnson Digital Health
Engagement
is about creating
Jeffrey Johnson VP Innovation & Digital Business Banner Health
“It’s a a a a new strategic discipline for Banner ” says Johnson “We’re not merely repurposing IT We’re We’re creating
all new new new job descriptions new new new executives net-new classifications—treating this as as a a a a a a a skill set we need but haven’t had before ” a a a a a a a a a a a a deeper relationship with with consumers who have authenticated with with their Banner account It involves helping them conveniently view their data and manage a a a a a a a a a chronic condition like diabetes through new digital therapies “To engage patients and consumers we’ll develop
SI Members represent 1 1 148 of the 2 937 U S non-profit hospitals 6 AFFINITY GROUP SUMMITS & DIALOGUE CALLS
Affinity Groups are sets of members that come together to to to focus on a a a particular role or or topic SI currently supports nine like- minded groups: CIO CISO CMIO CNIO Analytics Innovation Population Health
Telehealth and new in in 2020—Social Determinants of Health
(SDoH) SI Affinity Groups gather annually at at in-person Roundtables and Summits
often producing original reports Additionally SI hosts routine Dialogue Calls
which are member generated no-holds-barred one-hour conference calls enabling executives to to convene peers around any topic challenge
or or or question These regularly scheduled or or or or or extemporaneous calls are not recorded or or or or transcribed What happens in in a a a a a a a a a a dialogue dialogue stays in in a a a a a a a dialogue!
TELECONFERENCES
SI presented 95 content-rich teleconference programs accessible to member and sponsor associates— including non-employed staff physicians Topics ranged from patient patient safety to to cloud intelligence patient patient engagement to to to predictive
AI DevSecOps to to to clinical communication agile to to opioid abuse and so much more Teleconferences
are presented about twice a a a a a a a week and average 170+ attendees SI PUBLICATIONS
BENCHMARKING
SI’s unique IT Benchmarking program—which ensures rigorous “apples-to-apples” comparisons—engaged 72 health systems including 34 SI member organizations organizations Data collected from participating organizations organizations represents 833
hospitals and 15 000 ambulatory sites In the pipeline: a a a “very large health system” report expected for publication in 2020 SI publications are person-to-person conversations among senior executives and thought leaders on on the transformation of healthcare through IT Highlights include:
• Industry Inside Edge: The Race for for for Scale Healthcare Workforce
of of of the the Future Future IT Platform of of of the the Future Future Emerging New Models of of of Care Business Interoperability
• Executive Outlook: Chief Chief Community Health
Officers
Officers
Chief Chief Digital/ Experience Officers
• CEO Viewpoint: UChicago Sentara Intermountain
S S S S S I I I I I I I SCOTTSDALE INSTITUTE COLLABORATION • • EDUCATION • • NETWORKING
INDUSTRY INSIDE EDGE
The Race for Scale Innovative partnerships achieve scale
without adding bricks & mortar
INTRODUCTION TishnatowUh Se rehemaoltrheceavriedeins tbtohtahnministshioeni-ndaunsdtrmy’sarckoent-tdinruivineng
consolidation The The most recent era era of of mergers and and and and and acquisitions (M&As) begun in in in in in in in in in in in in in the the the the the 1990s and and and and and slightly slowing in in in in in in in in in in in in the the the the the the the the mid-2010s is is is is is is accelerating today driven by an an an an an an unsustainable cost curve and and and and and and and the the the the the the the the growth of of digital digital health health health health and and and and and and and consumerism—the latter evident in in in in in in in in in in in in the the the the the the the the trend toward consumer-friendly health-system names like CommonSpirit (formerly (formerly CHI and and and and and and Dignity Health) and and and and and and Northern Light (formerly Eastern Maine) However just as as poetic branding signals signals a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a radical new new shift to to to to to to to embrace consumers and and and and and and and customers customers the the the the the the the the need to to to to to to to to to achieve achieve scale
scale
in in in in in in in in in in in a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a digital digital consumer consumer consumer world is is is is is causing health health health health health health systems to to to to to to to to to to embrace embrace innovative partnership models to to to to to to to to to to achieve achieve scale
scale
without adding the the the the the the the “weight” of of of new new new hospitals Shifting from bricks & & mortar
to to to to to to to to to to partnering with with other other players—other health health health health health health systems as as as as as well as as as as as more disruptive hybrid entities—signals that healthcare is is is is is moving beyond a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a provider- and and and hospital-centric model model to to to to to to to to one one focused on on on on customers customers No one one is is is is is saying health-system M&A activity has has stopped It hasn’t But a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a new new vision of of the the the the growth-and-scale calculus may change how we we we define what exactly a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a health health health system system system system is is is is is Why scale?
What drives health systems to to to try to to to achie1 ve ve larger scale?
scale?
There are three major reasons:
1 To gain access to to capital and and the debt
In the the last decade of consolidation health systems have achieved the the first two but nOopttutmhe “tShoirmd esoafysthMeitlacrhgeMsot rsryis teMmDs —EnVoPt- for-profits for-profits and and for-profits—are experiencing financial challenges as they’ve grown through consolidation ” he he he he he says “Also when a a a a a a a a a a a a a a a a a large hospital chain acquires local local systems the the risk of of local local decision-making loss is is is very high and and market 2 To To increase an an an an organization’s power in in in in contracting 3 To To To achieve economies of scale
and operations 1 1 1 1 In his book “The U S S S Healthcare System: Origins Organization and and Opportunities ” p p p p p p p p p p p p p 112 Joel Shalowitz MD whom we i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e r r r r r r r r r r r r r r r r r r r r r r r r r r r g g g g g v v v v r r r r r r r r r r r r r r r r r r r r r r r r r r r i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i a a a a a a a a a a a a a a a a a a a a a a a a a a a a a e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t w w w w w w w w i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o n n n n n n n n n n n n n n n n n n n n n n n n n n b b b e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e 4 l l l l l l l l l l l l l o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o w w w w w w w w C a a a a a a a a a a a a a a a a a a a a a a a a a a a a a c c c c c c c c c c c c c c c c c c p p p p p p p p p p p p i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t u u u u u u u u u e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e s
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6 1 1 1 E E B c c c c c c c c c c c c c c c c c c u u u u u u u u u o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o r r r r r r r r r r r r r r r r r r r r r r r r r r r n n n n n n n n n n n n n n n n n n n n n n n n n n e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o a a a a a a a a a a a a a a a a a a a a a a a a a a a a a mu c c c c c c c c c c c c c c c c c c i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e r r r r r r r r r r r r r r r r r r r r r r r r r r r a a a a a a a a a a a a a a a a a a a a a a a a a a a a a s
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t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t c c c c c c c c c c c c c c c c c c i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o a a a a a a a a a a a a a a a a a a a a a a a a a a a a a n n n n n n n n n n n n n n n n n n n n n n n n n n l l l l l l l l l l l l l e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e H H 2 2 o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o E E w w w w w w w w c c c c c c c c c c c c c c c c c c e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o v v v v n n n n n n n n n n n n n n n n n n n n n n n n n n e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o r r r r r r r r r r r r r r r r r r r r r r r r r r r m m m m m m m m m m f f f f f f f o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e r r r r r r r r r r r r r r r r r r r r r r r r r r r s
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p p p p p p p p p p p p c c c c c c c c c c c c c c c c c c u u u u u u u u u o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o r r r r r r r r r r r r r r r r r r r r r r r r r r r p p p p p p p p p p p p p p p p p p p p p p p p e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o s
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3 3 e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e s
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V o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e e r r r r r r r r r r r r r r r r r r r r r r r r r r r f f f f f f f t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t t i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i c c c c c c c c c c c c c c c c c c h h h h h h h h h h h h h h a a a a a a a a a a a a a a a a a a a a a a a a a a a a a i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i s
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l l l l l l l l l l l l l article we subsume them under the the three mentioned AN EXECUTIVE PUBLICATION FROM THE SCOTTSDALE INSTITUTE MAY 2019 As a a a a a a a a a a a a a a a a a a a a a a newly minted graduate in in in in in in biology and and and environmental sciences in in in in in in 1978 Howard P P Kern saw the healthcare healthcare industry as as as full of of of opportunity and and and and substantial growth potential After 39 years of of of executive management experience in in in in in in in healthcare healthcare and and and and in in in in in in in his his current role role as as as President and and and and Chief Executive Officer (CEO) of of of of of Sentara Sentara Healthcare Healthcare Kern Kern has helped play a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a key role role in in in in in in in in the the the the tremendous industry evolution he he he he he he he he he projected at at the the the the start of of of of of of his his career Sentara Sentara Healthcare Healthcare is is is is a a a a a a a a a a a a a a a a a a a a a a a a a a a a a not-for-profit integrated healthcare system system headquartered in in in in in in in in in in in Norfolk Virginia Virginia It is is is one of of of of of the the the the top-five largest employers in in in in in in in in in in in the the the the Commonwealth of of of of of Virginia Virginia Virginia with 28 000 000 employees net revenue of of of of $6 3 billion and and operations in in in in in in in in in in in in in three states The healthcare healthcare system system system also includes Optima Health
a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a health health health health health insurance plan serving more than 550 000 000 members across Ohio North Carolina and and and Virginia Howard P Kern not only leads the the the integrated healthcare healthcare healthcare system system he he he he he he he he he also also serves as as as an an an an an an an an influential leader in in in in in in in in in the the the the healthcare healthcare healthcare industry and and his community He He participates as as as a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a member member member or or or or board member member member for numerous organizations such as as as the the the the Becker’s Hospital Review CEO CEO Advisory Board Hampton Roads Economic Development Alliance the the Wall Street Journal CEO CEO Council and and is is is ranked 58th in in Modern Healthcare’s 2018 100 Most Influential People in in Healthcare Healthcare Before you you became President & CEO you you served as Chief Operating Officer (COO) of Sentara for 18 years How did that experience shape your vision and strategy as President & CEO?
mproindceilpbleusilt anrodunldevceorraegionpgerabtiensgt practices Those principles include standardizing our patient experience learning across the enterprise and and fundamentally seeking to create best practices As CEO I am am even more keenly focused on being the integrated healthcare system that truly adds value to our our patients communities and the component parts of our health system Serving as the the COO made me appreciate the the value of creating
an an integrated healthcare system and how it is a a a a a a a a a a a a a a fundamental enabler of our overall success An integrated healthcare system has several core
elements including operations integration relationships with both
customers and and team members and and quality The other important thing I I learned as a a a a a a a a a a a a a a a a a a COO is is that a a a a a a a a a a a a a a a a a a a system system is is a a a a a a a a a a a a a a a a a a a learning organization a a a a a a a a a a a a a a a a a a a factor necessary to to to create high-performing processes and practices across the the the system system to to to to drive value In the the the past many healthcare systems undertook a a a a a a a a a a a a a a a a a growth and and and affiliation strategy with the the intention of standardizing to to to achieve value value however that did not always occur Successful systems need to to focus on on on creating
value value as a a a a a a a a a a a a a whole and within individual components At Sentara we designed a a a a a a a a a a High Performance Design
As a a a a a a a COO I learned that healthcare reform is about reducing the the price of of of care care care not the the the cost of of of care care care while
HOWARD P P KERN
PRESIDENT & CEO SENTARA HEALTHCARE
maintaining the the quality and and patient satisfaction We work diligently to provide the the the the the right right right care at at at at at the the the the the right right right time and and and at at at at at the the the the right right right place in the the the the most cost-effective manner possible for our patients and and and members Additionally a a a a a a a a a a a a a a a a a health system’s relevance and and and influence depends on on on on on achieving both
radical radical cost control and and and radical radical growth because scale
alone will not guarantee long- term success Having four integrated healthcare system platforms is critical: One an an efficiency- generating operational platform platform that integrates
highest levels of of >>>