Wednesday | Thursday

Wednesday, July 28


Concurrent Track | Post-Pandemic Recovery and Rebuilding

Improving Value with Hospital-at-Home

Bruce Leff, MD, Professor of Medicine, The Johns Hopkins University School of Medicine
Albert Siu, MD, MSPH, Director, Mount Sinai at Home, Mount Sinai Health System
Linda DeCherrie, MD, Clinical Director, Mount Sinai at Home, Mount Sinai Health System
David Levine, MD, MPH, Assistant Professor of Medicine, Brigham Health, Harvard Medical School
Julia Resnick, MPH, Senior Program Manager, Strategic Initiatives, American Hospital Association

The COVID-19 pandemic has spurred a number of innovations in health care delivery that have positively altered how care will be provided in the years ahead. Hospital-at-home is one of those promising models. What was an emerging care model before the pandemic is positioned to become the next frontier of care provision. Hospitals across the country are seeing the value of hospital-at-home and CMS has recognized its potential with a new waiver for an Acute Hospital Care at Home program. Join us for a fireside chat with leaders of the Hospital at Home Users group. Learn about what hospital-at-home is, how it improves value, and what it would take to set up a program at your hospital.
Sponsored by: John A Hartford Logo


Concurrent Track | Leading for Resilience and Transformation

Organizational Health and Resiliency during Disruptive Times

Michelle Janney, PhD, RN, Executive Vice President and Chief Operating Officer, Indiana University Health
Ron Stiver, President of System Clinical Services and Value Based Care, Indiana University Health

Health care leaders faced significant challenges in 2020 during a public health crisis and a divisive political year with heightened racial tensions. But many rose to the challenge. This session explores a multi-phased story that starts well before the pandemic as Indiana University Health improved team member engagement, achieved its operating goals, and adapted to 2020’s disruptions because of a foundation of organizational health – having clarity, commitment and resiliency among leaders and team members. IU Health leaders will highlight how health, resiliency and efforts to become a more antiracist organization came together. Learn how IU Health engaged team members through crowdsourcing and discovery dialogues; recommitted a 2,500+ leadership team to values-based leadership; pursued an operating model to align, thread, and scale strategy, operations and culture; and was guided in its racial justice efforts by the IU Health Way.
Sponsored by: American Medical Association Logo


Concurrent Track | Behavioral Health Integration

A New Narrative for Behavioral Health

Patrick Runnels, MD, Chief Medical Officer, Population Health, University Hospitals of Cleveland
Jeanne Lackamp, MD, Director, Population Health Institute/Vice Chair Psychiatry, University Hospitals of Cleveland
Peter Pronovost, MD, Chief Clinical Transformation Officer, University Hospitals of Cleveland

Patients with unaddressed behavioral health needs experience needless suffering and higher costs of care. Yet these defects in value are largely invisible largely because treatment for mental health and substance use disorders has been under-developed, under-invested in, and at arm’s length from the rest of our health care system. As a result, few health systems have an understanding of the behavioral health needs of the population they serve or a sustainable plan to meet those needs. More recently, as payment models shift toward value over volume, the need to invest in behavioral health access and integration into all segments of the health care systems has emerged as a priority. Learn how University Hospitals has endeavored to re-imagine how to deliver services, focusing on integrating behavioral health at all levels of care, informed by three principles: organizing around patients’ needs, anchoring in primary care, and making visible and eliminating defects in value. The presenters will identify key mechanisms for transforming culture within across all behavioral health providers toward embracing population health, describe how dashboards can be constructed to track the right behavioral health metrics, define a cohesive, comprehensive integrated service design within the ambulatory space, and share key interventions for high-complexity populations.


Concurrent Track | Governance Excellence

Back to the Future: Governing Differently for Health Care's New Normal

Jamie Orlikoff, President, Orlikoff & Associates, Inc.

As health care enters the "new normal" of the post-COVID world, we face new issues and a familiar but magnified litany of challenges: growing health care costs; declining hospital margins; impending Medicare bankruptcy; the massive national debt overhang and its implications, and many others. As boards embrace normalcy will they unconsciously return to the governance models and methods of the past? Or, will they thoughtfully examine the many lessons to be learned and applied from governing during the pandemic? This presentation will review the emerging environmental trends and lingering implications of the pandemic, analyze governance lessons learned, and present tools and techniques to apply them to enhance governance for the future.
Sponsored by: iProtean Logo


Partner Programming

Lessons Learned: Navigating Shifts between In-person and Virtual Care

Katie Logan, Chief Consumer and Strategy Officer, Piedmont Healthcare
Jennifer Melby, Executive Director of Experience, Piedmont Healthcare
Joshua Titus, CEO and Founder, Gozio Health

COVID-19 accelerated digital innovation in health care and changed patient expectations related to how they interact with health care organizations. Navigating the next normal requires balancing constant shifts among in-person, telehealth-based and at-home patient visits. To align with these rapidly evolving movements, many organizations are adopting mobile platforms that help patients feel safe and provide frictionless access to in-person or virtual visits. For Piedmont Healthcare, having their mobile platform—PiedmontNow—already in place before the pandemic proved a game changer enabling the health system to pivot immediately and update protocols to manage patient flows and communicate essential information to their community in real time. This session will explore how Piedmont’s digital front door platform creates a patient-centric, hassle-free experience that will guide the system into the future. You’ll learn what steps to take to implement a digital front door that serves as a direct conduit to patients and improves access to health care services.
Sponsored by: Gozio Logo


Partner Programming

Strategies to Manage Provider Stress Amid Staffing Shortages and Increasing Workloads: From the Pandemic and Beyond

Ryan Dalton, MD, Quality Improvement, Department of Anesthesiology, Ohio State University
Patrick Hunt, MD, Chief Medical Officer, QGenda and Emergency Medicine Physician

The COVID-19 pandemic resulted in unprecedented strains on providers and other health care personnel due to increased workloads, staffing shortages, and the challenges of navigating care delivery through a pandemic. Ohio State University's Department of Anesthesiology had already been experiencing provider shortages, which were further exacerbated by the pandemic. As a result, the well-being, emotional and mental health of their providers, as well as the need to maintain staffing levels were high priorities. OSU employed a strategic and innovative approach to address these challenges. The approach is repeatable and useful for non-COVID-related incidences. This model includes flexible provider scheduling techniques across the enterprise; robust psychological support for their health care personnel; and innovative use of workforce analytics. Join the session to learn how to apply these strategies and adopt a model to manage provider stress and reduce burnout in your health care organization.
Sponsored by: QGenda


Partner Programming

Positioning Your Organization as a Destination Employer for Your Executive Leadership Team

Joe Moscola, EVP, Enterprise Management, Northwell Health
Jim Hebets, President, The Hebets Company
Jamie Hebets, Senior Vice President, The Hebets Company

Cash compensation–both salary and incentives–may create the lure of attraction, but innovative compensation packages can better serve to attract and retain your key leadership. During this session, we’ll peak behind the curtain with one organization that is on a unique journey. Northwell Health’s culture has always been to be a destination employer and they have had great success with positive retention of the best and brightest as proof. Yet they wanted to deliver a truly transformational retirement benefit for their key people. Join us to explore the steps that got them there, from concept to financial modeling, to legal considerations to communication, and plan administration and support. You’ll gain a roadmap from start to finish for how to make a transformation like this happen for your leaders and your organization.
Sponsored by: The Hebets Company


Partner Programming

Creating Time to Care with AI-Powered Workflows

Tim Ruff, Chief Product Owner, 3M Health Information Systems

Optimizing EHR systems to maximize usability for clinicians and delivering return on investment is a top driver for health care organizations. To meet this mission critical goal, it is necessary to accelerate innovation of conversational artificial intelligence (AI) technologies to transform the user experience for patients and physicians, while improving clinical, financial and operational outcomes. Bringing speech, AI and ambient intelligence directly into EHR documentation workflows can enable health care organizations to transition from speech enabling the EHR, to proactively engaging clinicians with real-time insights, to a virtual assistant that can automate tasks. Closing the loop, the same abstracted intelligence and configurations can also drive smarter action for back-end CDI and coding teams. In this session you will learn how such a holistic approach can help health care organizations meet the triple goals of optimizing investments in current systems, supporting physician workflows and well-being, and improving overall quality of care.
Sponsored by: 3M Logo


Interactive Roundtable

The Future of Health Care Leadership

Rodrigo Alban, MD, Associate Director Performance Improvement, Cedars-Sinai Medical Center
Ji Im, MPH, System Director II, Community and Population Health, CommonSpirit Health
Blake Lindley, MSHA, System Director, Planning & Market Intelligence, Edward-Elmhurst Health
Marie Borgella, RN, DNP, Nursing Director, Massachusetts General Hospital
Andria Moore, MN, RN, CPHQ, CCRN-K, Program Manager Nursing Practice and Quality, Providence Health & Services
Laura Griffin, MHA, Vice President, Nursing Operations & Strategy, Allegheny Health Network
Danielle Noreika, MD, FACP, FAAHPM, Medical Director, Palliative Care, VCU Health

The emerging leaders from the inaugural cohort of the AHA Next Generation Leaders Fellowship have spent the last year tackling key issues and challenges affecting health care affordability, cost, quality and safety. With the guidance of talented mentors, the fellows have dug into year-long transformation projects on a variety of topics. Throughout the experience they’ve grown in their ability to manage change, gained new perspectives, and enhanced their value to their organizations – learning a lot along the way about what it means to be a leader. Join this lively discussion as cohort members reflect on what they see as most important for the future of health care leadership and what current leaders need to be thinking about when it comes to succession planning. Come prepared to contribute your own insights and experiences on the leader’s journey.


Interactive Roundtable

Accelerating the Virtual Care Model by Applying Previous Solutions to New Use in 15 days

Shana Horseman, Director of Quality Outcomes, Saint Luke's Health System
Alicia Beebe, Director of Clinical Informatics, Saint Luke's Health System
Kimi Magno, Clinical Informatics Specialist, Saint Luke's Health System

After years of utilizing virtual medicine and telehealth to expand services to its critical access and community hospitals, the COVID-19 pandemic presented Saint Luke’s with the opportunity to problem solve by applying previous solutions to a new challenge. In 15 days, the team moved from kick off to an up-and-running COVID Virtual Nurse Unit that alleviated the burden on frontline clinical staff, reduced staff exposure to the virus, and conserved PPE to maintain a safe supply for the health system. As with all innovation and change, culture and buy-in cannot be underestimated and the power of a patient success story can provide just what you need to keep pushing forward. Join this engaging conversation to explore how accelerating virtual care in a global pandemic was made possible by thinking outside the box and learn about what comes next in supporting frontline staff and evaluating future virtual innovations.


Interactive Roundtable

Shared Solutions: COVID-19, Climate Change, and Health Equity

Jon Utech, Senior Director, Sustainability Strategy, Cleveland Clinic
Beth Schenk, Executive Director of Environmental Stewardship, Providence

The convergence in 2020 of the pandemic, climate change, and racial injustice – all fundamentally public health crises – has made more pronounced the connections between public and environmental health. COVID-19 has complicated the response to climate disasters. Climate-changing air pollution, largely attributable to the burning of fossil fuels, has exacerbated the effects of the virus. The impacts of these crises are not being felt equally. People of color, the elderly, the chronically ill, and low-income communities are being disproportionately impacted by the virus and climate change, yet have the fewest resources to respond to crises. The health sector sits at the epicenter of the collective trauma of these crises and as such is integral to collective healing. In this roundtable, leaders from Cleveland Clinic and Providence will share the innovative solutions they have implemented inside their facilities, in the delivery of care, in their supply chains, and in their communities to manage these converging crises. You’ll be inspired to implement a framework and solutions that prepare health systems for the new realities, help build the resilience of your community, and address the social and environmental conditions that are making people sick in the first place.


Interactive Roundtable

Leveraging EHR Digital Innovation to Improve the Patient Experience and Workflow Outcomes

Anthony Brown MBA, PMI-ACP, Director of Application Services, Kettering Health Network
Venus Jones, Director, Revenue Cycle Systems, AdvantageCare Physicians
Vik Krishnan, General Manager, Digital Workflows & Healthcare, Intrado

Discover why now is the right time for health systems to make the leap from manual and phone call-based patient engagement to automated, digital engagement workflows. Automation and engaging patients using conversational, text-based communications not only improves patient care and experience, but can also improve quality metrics, reduce staff burden, and increase revenues for health systems. Panel participants will share their experiences in implementing such workflows, and the benefits they realized for patients and their health systems. You’ll also learn what other patient engagement activities, driven from the EHR, are good candidates for digital engagement and automation.
Sponsored by: Intrado Logo


Interactive Roundtable

Clinical Innovation: Utilizing Breakthrough Technology for Patient-Specific Care

Gaurav Manchanda, Medical Markets Lead, Formlabs, Inc.
Todd Goldstein, PhD, Director, 3D Design and Innovation, Feinstein Institutes for Medical Research, Northwell Health
Amy Alexander, MS, Unit Head, Biomechanical Development and Applied Computational Engineering, Mayo Clinic
Summer Decker, PhD, Associate Professor and Vice Chair for Research, Director for 3D Clinical Applications, USF Health Morsani College of Medicine

Discover why now is the right time for health systems to leverage traditional imaging to enhance surgery, OR team communication, physician education, and patient consent. Learn how many of the top-ranked surgical hospitals and hundreds of other medical centers are using CT/MR to create tactile reference models of patient anatomy and novel surgical tools for both routine and complex cases. Clinical literature shows that the use of 3D printed anatomy and surgical instrumentation reduces OR time, blood loss, infection and readmission rates, and complications, all while improving communication between the patient and care team. Further, patient-specific 3D models also improve quality metrics, reduce staff burden, lead to cost avoidance, and increase revenue for health systems. Panelists will share their experiences in outsourcing 3D printing and bringing workflows in-house, and the benefits they realized for patients and their health systems. You’ll also learn about the regulatory and reimbursement landscapes of this breakthrough technology that has recently been brought into the catalogs of the largest GPOs in the country.
Sponsored by: Formlabs Inc Logo


Concurrent Track | Post-Pandemic Recovery and Rebuilding

Strategic Planning and Growth: A Drama in Five Acts

Mike Slubowski, President and CEO, Trinity Health
Dan Roth, MD, Chief Clinical Officer, Trinity Health
Sheri Shapiro, SVP and Chief Strategy Officer, Trinity Health
Ben Carter, Chief Operating Officer, Trinity Health

Like many health systems pre-pandemic, Trinity Health was on a journey toward population health management, leadership change, and growth. The COVID-19 pandemic, coupled with social justice, economic and political crises occurring in the US in 2020, caused the Trinity leadership team to re-examine its strategy, operating model, and organizational culture, striving to emerge from the pandemic a stronger, more agile and cohesive organization. Hear how Trinity rapidly learned to think, work and act differently and how they are sustaining the positive organizational changes that were accelerated by the pandemic. The presenters will detail how they implemented, in parallel, both a national COVID rapid response team and strategic "emergence" teams focused on key growth initiatives. These cross-functional cross-geography teams addressed critical operational and strategic issues at scale and more nimbly than the traditional organizational pace, resulting in innovative solutions that were quickly implemented on a national scale. Understand how to balance operational immediacy with longer-term growth initiatives as well as how to transform from a hospital-focused operating model to a portfolio of services that together provide a better, more coordinated and comprehensive customer experience.
Sponsored by: Ryan Companies Logo


Concurrent Track | Innovation, Virtual Care and Digital Health

Digital Strategy: Balancing Transformative Visioning and Practical Application

Stephanie Fendrick, Chief Strategy Officer, Virtua Health
Tarun Kapoor, MD, Chief Digital and Transformation Officer, Virtua Health
Tom Gordon, Chief Information Officer, Virtua Health
Tom Kiesau, Director, The Chartis Group

Providers are at a crossroads needing to quickly modernize consumer engagement tactics to meet rising consumer expectations while evolving care models to promote the right mix of virtual and physical care. Nimbleness is critical as new entrants and payers have taken note of the changing winds, more aggressively competing for consumer attention to direct care and capture telehealth volumes. Health systems must act quickly to build sustainable omnichannel business models that leverage their strengths to differentiate in an increasingly crowded ecosystem. In this session you’ll learn how one health system set a digital transformation strategy that created quick wins while laying out a visionary but achievable path to differentiation through digital. Hear how the structural requirements, financial investments, governance and operating processes, and interim and long-term performance metrics of this 12-week approach are replicable in your own organization.
Sponsored by: Accenture Logo


Concurrent Track | Governance Excellence

The Board’s Role on the Value Journey: How Trustees can Help Hospitals and Health Systems Achieve Health Equity

Jhaymee Tynan, Consultant, Global Health, Public and Social Sector, and Diversity, Equity, and Inclusion Practices, Egon Zehnder
Nichole Wilson, DPT, MBA, Vice President of Integrated Primary Care and Ancillary Services, Community Health Network
Phoebe Yang, Board Member, CommonSpirit Health
Winfred Parnell, MD, Board Member, Parkland Center for Clinical Innovation
Priya Bathija, Vice President, American Hospital Association

COVID-19 has disproportionately affected Black, Indigenous and people of color (BIPOC). Systemic racism has led to inadequate investments in education, safe and affordable housing, and food access, which is exacerbating the spread of the virus. The impact of the dual pandemic has made it abundantly clear that addressing health equity is an imperative to improve health and save lives. Hospital and health system trustees have an essential role to play to lead this work. In addition to making strategic decisions, trustees must ensure that the health system or hospital is providing high quality care and make a strong effort to help their communities succeed. Without a strong focus on health equity, the board will be ineffective in its role to help improve outcomes and the quality of life for patients where they live, work, and play. This panel will examine how trustees can effectively partner with the CEO and the C-Suite and use their expertise and influence to advance health equity for their patients.
Sponsored by: The Joint Commission Logo


Concurrent Track | Post-Pandemic Recovery and Rebuilding

The Quest for Quality: Achieving Quality Health Care and Advancing Health in Communities

Join the 2021 Quest for Quality honorees in a session that will expand your understanding of how to engage everyone in the hospital or health system and partner with others to improve quality, safety and community health status. The discussion will include a focus on changing organizational culture to achieve AHA’s five commitments of access, value, partnership, well-being and coordination; turning your board members, physicians and front-line staff into quality champions; developing partnerships within your community to improve health status; and partnering with patients and families to deliver truly patient-centered care.


Thursday, July 29


Concurrent Track | Leading for Resilience and Transformation

Developing Health Care Workforce Resilience in Uncertain Times

Carolyn Quinn, Executive Director, Cohen Children's Medical Center
Margaret Duffy, PhD, Associate Executive Director/Chief Nursing Officer, Cohen Children's Medical Center
Phyllis Quinlan, PhD, Manager for Clinical Transformation/Internal Coach, Cohen Children's Medical Center

COVID-19 changed everything as frontline team members from care givers to chaplains, from creative-arts therapists to environmental services teams faced realities beyond comprehension. As the need for self-care became paramount, CCMC launched the Comprehensive Restoration Program, a curation of internal and corporate services, refreshed with new programming, and refocused on providing a respite from daily stress, rebuilding resilience, maintaining mental health, and promoting post-traumatic growth to recover from COVID experiences. The outcomes and commitment to this new initiative were validated when CCMC was ranked as Tier-1 in the 2020 Press Ganey Employee Engagement Survey, placing it in the 86th percentile in the Children’s Healthcare Benchmark. Join us to how your organization can accept the challenge of creating a culture in which team members can engage in self-care and mental health activities as freely as participating in professional development programs.
Sponsored by: Cross Country Healthcare Logo


Concurrent Track | Behavioral Health Integration

Utilizing Emerging Virtual Care Methods and Population Health Platforms to Redefine Access to Behavioral Health Services within the Ambulatory Care Setting

Martha Whitecotton, Senior Vice President, Behavioral Health Services, Atrium Health
Manuel Castro, MD, Medical Director, Atrium Health

The integration of behavioral health services into primary care has proven to be an effective early intervention, yielding improvement in overall health outcomes while reducing cost of care. The use of an integrated care team is key to the success of this model. Treating the whole patient—their physical and mental health under the direction of the primary care provider, in partnership with the behavioral health team—provides patients timely, seamless, coordinated care, while improving the overall experience. By improving screening and identification of mental health within the system, the virtual behavioral health team is able to develop psychosocial and self-help treatment plans for the patients as well as identify appropriate referrals to community resources. Join us to learn how this approach provides real time access to the patients and provides ongoing support to the primary care provider. It further helps reduce stigma around receiving behavioral health services while proving the efficiency and flexibility of a virtual model to reach more patients while utilizing minimal resources.
Sponsored by: ABILITY Network Logo


Concurrent Track | Advancing Equity and Eliminating Care Disparities

Meeting a Community’s Complex Challenges and Societal Issues through the SBH Health & Wellness Center

Irene Kaufmann, Senior Vice President, Ambulatory Care, Population Health, SBH Health System

St. Barnabas Hospital (dba SBH Health System) has been delivering high quality patient care to residents of the Bronx for more than 150 years as a safety net institution and the community’s anchor institution. The community’s greatest challenges are complex and often linked with other societal issues that extend beyond health care services, and include poverty, housing, education, environment, food security, and social inclusion. This has informed the organization’s approach to health and wellness, with the construction of the SBH Health & Wellness Center (HWC), a mixed-use development project that offers a holistic approach to health care grounded in prevention and self-empowerment with programming addressing social determinants that exacerbate chronic diseases, such asthma, diabetes, cardiovascular disease and obesity. This session will examine how the HWC came to fruition, the role of varied stakeholders in providing critical support, and the much anticipated impact on the community in the years ahead.
Sponsored by: Lift Logo


Concurrent Track | Innovation, Virtual Care and Digital Health

Successful Digital Transformation of an Entire Hospital System

Roberta Schwartz, Executive Vice President, Chief Innovation Officer, Chief Executive Officer of Houston Methodist Hospital, Houston Methodist
Sarah Pletcher, MD, Vice President & Executive Medical Director of Virtual Care, Houston Methodist
Josh Sol, Administrative Director of Ambulatory Innovation, Houston Methodist

One of the unique features of the innovation department at Houston Methodist and the DIOP (Digital Innovation Obsessed People) committee is the multidisciplinary representation from all departments within the hospital system, ranging from the physician organization to human resources to finance and legal to IT, all led by senior leadership. In this session, you’ll learn how this approach has powered Houston Methodist’s Center for Innovation projects leading to system-wide successful digital transformation. From AI tools that help triage the influx of patient inquiries, to ways in which the virtual ICU is transforming the patient and provider care experience, to telemedicine launches in the wake of the pandemic and patient empowerment technologies that give patients control, the innovation milestones are numerous and noteworthy. Join us to explore implementation of a successful digital health strategy, including how to structure a hospital innovation center in which leadership serves in dual roles—both innovation and operations—to stay close to the day-to-day management of the hospital and patient experience.
Sponsored by: Avertium Logo


Concurrent Track | Post-Pandemic Recovery and Rebuilding

Leading in a Rapidly Evolving Health Care Landscape

Jon Timmis, SVP, Corporate Strategy & Transformation Strategy, CommonSpirit Health
Rich Roth, Chief Strategic Innovation Officer, CommonSpirit Health

As the retired CEO of Ford, Jim Hackett, said, in times of disruption, an organization needs to be able to plan concurrently in the Now, the Near, and the Future. In planning for the "New Normal" CommonSpirit recognized certain market forces impacting the field, including a reduction in barriers to entry for non-traditional competitors, the proliferation of entrepreneurs coordinating a set of bundled services as an alternative to health system offerings, new pathways that offer personalized, consumer-driven services, and a blending of social, public health and health care delivery partnerships that will blur accountabilities for overall care. At a time when resources were focused on confronting the pandemic, CommonSpirit responded by developing a core national/local collaborative to identify and implement services that were either accelerated as a result of COVID-19 or brought to life based on the ensuing environment. In this session you’ll hear the story of how the organization was able to break traditional norms and accelerate outcomes to pursue 17 Emerging Opportunities. Learn how this disruption amplified pursuit of diversified growth opportunities versus traditional acute care.
Sponsored by: Witt Kieffer Logo


Concurrent Track | Leading for Resilience and Transformation

Leveraging Pandemic Response Attitudinal Change to Accelerate ‘Systemness’

Cliff Megerian, MD, Chief Executive Officer, University Hospitals Health System
Eric Beck, MD, Chief Operating Officer, University Hospitals Health System

“Systemness” in its most simplistic way means bringing disparate parts together to function as one unified entity. University Hospitals’ systemness strength became abundantly clear as it effectively navigated the unchartered waters of the COVID-19 pandemic. In all facets of its response, the “parts” of UH rallied together not only internally but with the greater UH community to unite in its collective drive to manage and conquer the coronavirus. A key aspect of these efforts included standing up a hospital incident command system. This nerve center for UH’s response efforts moved collaboration to a whole new level. Since then, UH has contemporized the incident command center model into a new, state-of-the-art Systems Operations Center (SOC). Learn how the SOC is air-traffic control for how to navigate, coordinate and optimize the delivery of care at any given moment.
Sponsored by: Coker Group Logo


Concurrent Track | Governance Excellence

The Patient and the Community: Why Community Boards are the Most Important Link in System Governance

David Nygren, PhD, Principal, Nygren Consulting, LLC
Zachary Morfin, PhD, Consultant, Nygren Consulting, LLC

Regional and national health care consolidation has not only changed the traditional oversight obligations of the health system parent organization, but also the local community hospital board. Through increased emphasis on improving community health, patient and physician engagement, clinical and business risk, quality outcomes, and slimmer margins based on value, the significance of the community board’s role in population health has dramatically intensified. This session will explore the roles and responsibilities of community boards in today’s health care environment as well as how to create strategic alignment across the system with the community boards. The presenters will identify the key levers for fostering strategic alignment across the governance of the system and the detail board education and development activities that can strengthen system-community governance.
Sponsored by: Clearway Community Energy Logo


Interactive Roundtable

Reducing ER Utilization with Behavioral Health Integration

Edmund Pribitkin, MD, MBA, President, Jefferson Medical Group, Thomas Jefferson University Hospitals
Harsh Trivedi, President and CEO, Sheppard Pratt
Deepak Prabhakar, MD, Medical Director, Outpatient Services, Sheppard Pratt
Rebecca Chickey, Senior Director, Behavioral Health Services, American Hospital Association

Even last year, mental health experts recognized that COVID-19 and its accompanying uncertainties related to education, employment, financial struggles, and broader psychosocial issues had the potential to exacerbate America's existing suicide and opioid epidemics. Unfortunately now many statistics are confirming a growth in anxiety, depression, overdoses, and these statistics are tragically higher for children and adolescents. Often the emergency room is the first place individuals seek care for an acute psychiatric or substance use crisis. In this roundtable, you’ll have the opportunity to hear directly from leaders who have developed effective approaches to reducing ER utilization with behavioral health integration. We’ll explore innovative approaches to address the increased need for technology-enabled behavioral health integration, and examine how virtual clinics can help decrease the volume of psychiatric patients in hospital emergency rooms, while increasing access to mental health services to support some of the most vulnerable populations and meet them where they are.
Sponsored by: Cerner Logo


Interactive Roundtable

Creating the Heroes of Tomorrow Today: Engage Your Physicians to Weather Any Storm

Matthew Dahnke, MD, Chief Inpatient Officer, Sutter East Bay Medical Group
Kavita Patankar, MD, Director of Hospitalists, Sutter East Bay Medical Group

The COVID-19 pandemic has been a modern-day crucible for health care systems. While many vulnerabilities have arisen, many strengths have surfaced as well. In this time of extreme stress, physicians need to be clinically nimble and emotionally resilient and serve as a source of stability for the entire team. Engaging front-line physicians requires strong physician leadership; the investment you make in developing your physician leaders today is what you will tap into in times of crisis. Learn how Sutter East Bay’s model of physician leadership turned a disengaged, unstable hospitalist program into a vitally successful strategic and operational partner by focusing on three areas: relationship and trust development, operational stability, and communication. You’ll see how developing physician leaders through the framework allowed them to engage the front-line physicians they led, providing the resilience and guidance necessary to weather any crisis.


Interactive Roundtable

Best Practices Governance Clinic

James E. Orlikoff, President, Orlikoff & Associates, Inc.

Bring your thorniest governance issues to one of the nation’s preeminent health care governance experts. You’ll gain practical solutions and proactive ideas for improving governance performance. No issue is off the table, so come prepared to talk, to question and be challenged!


Interactive Roundtable

Dare to Diverge: Transforming Health and Wellness through an Advanced Digital Ecosystem

Angela Yochem, Executive Vice President and Chief Transformation & Digital Officer, Novant Health
Margaret Lozovatsky, MD, Senior Vice President and Chief Health Informatics Officer, Novant Health
Alex Rozenbaum, Director of Product Development, American Hospital Association

When consumers can order a pizza via a Tweet and receive it in a half hour, they grow accustomed to easy, convenient, multi-channel access to information and services and expect it to be reflected in their health care experience. Hospitals and health systems have an imperative to adapt to these high expectations by elevating our technological ecosystems and the digital patient experience. Otherwise, patients will seek, and find, this level of care elsewhere – whether it’s from Walmart, CVS or other disruptors entering the industry. In this roundtable, we’ll explore how to adopt an innovation mindset when it comes to tech – to be bold and take risks, whether it’s pioneering a new in-home care device or seeking ways to incorporate AI and big data into screenings and preventative care. We’ll also consider how to embrace disruptive and inventive partnerships, as providers can no longer go at it alone. Dare to imagine – what could your hospital achieve in partnership with an airline? A gym chain? An automobile company?
Sponsored by: Fortified Health Security Logo


Partner Programming

Improving Patient Care and Transitions through Post-Acute Data Transparency

Margaret Latrella, APN-C, Director of Quality and Clinical Services, St. Joseph’s Health Partners
Diana Smalley, FACHE, Health System & ACO Advisor, Real Time Medical Systems
Phyllis Wojtusik, RN, Executive Vice President of Health System Solutions, Real Time Medical Systems

As value-based programs continue to gain dominance, health care organizations are realizing the importance of creating a collaborative partnership with their post-acute network–especially as it relates to improving patient care and reducing costs. Though the disparity between acute and post-acute EHRs continues to pose challenges in accessing live patient data among care settings, innovative technologies are able to bridge the gap and efficiently drive care coordination efforts. This panel discussion brings together clinical health care executives to share their insights from working in renowned health systems on the importance that post-acute care coordination plays to improve patient care and clinical outcomes. They’ll explore the challenges providers face with care transitions, delve into the impact that post-acute data transparency and analytics plays in reducing readmissions and managing length of stay, and highlight best practices for continued care coordination success. Join us for this insightful conversation to learn how to create a mutually beneficial post-acute partnership to drive clinical performance and improve the patient care continuum.
Sponsored by: Real Time Logo


Partner Programming

Optimizing System and Service Line Operations across the System of Care

Martin Lucenti, MD, SVP and CMO, Vizient
Marshall Leslie, Group SVP, Quality and Operations, Vizient

Care is shifting to lower cost, lower acuity, easier access care sites (including home!), driven by provider and patient avoidance of infection risk, with many experiencing growing comfort in these easier accessed care sites. Over the next few years, a few major impacts are predicted on service utilization that will require health systems to have thoughtful mitigation strategies. Join this session to explore how to invest in a future System of Care model and right sites of care. We’ll examine the forecast for service line growth and operations, and share strategies to meet the evolving health care needs of consumers, patients and communities. Finally you’ll learn how you can develop a plan for the migration out of acute care and the future role the ED will play in patient flow.
Sponsored by: Vizient Logo


Partner Programming

Changing Patient Management and Improving Lives through Personalized Medicine

Christie Ballantyne, MD, Chief of Cardiology, Baylor College of Medicine
Ronald Maag, MD, Asst. Prof. Medicine, Cardiology, Baylor College of Medicine
Damon Hostin, Sr. Director, Market Access, Illumina

As a result of the pandemic, there were significant reductions in selective and preventative care, basic screenings, and even curative procedures with such disruptions to chronic disease management further widening health inequities. As we approach a new normal, innovations in personalized medicine approaches in clinics such as cardiovascular, oncology, neurodegenerative and primary care will be important factors to consider for improving outcomes and quality of life. This session will explore advances in personalized medicine through review of the HeartCare™ program at use in multiple Baylor College of Medicine cardiovascular clinics and departments. You’ll learn how genomic testing can empower clinicians to make better care decisions, examine the impact of patient genetics in diagnosis and treatment, and understand the value of pharmacogenomics to reduce adverse outcomes.
Sponsored by: Illumina Logo


Partner Programming

The Patient-Centered Health System: Using Technology to Create the Experience Your Patients Expect

Mathew Dietz, Division Director, Digital and Virtual Care Strategy, MercyOne
Madeline Bloch, Market Development Director, Phreesia

Keeping up with changing patient expectations can be daunting—and your ability to quickly pivot makes all the difference. Health systems have already shown their immense capacity for change and innovation as they adapted to COVID-19. Now, as we enter a new phase of the pandemic, hospital and health systems are looking to the future, exploring ways to bring technology into their workflows and create a frictionless, patient-centered registration experience. In this session, you’ll hear about MercyOne’s decision to use technology to meet patient expectations and create a consistent, patient-centric experience across their enterprise. Learn how they implemented tech-enabled solutions like self-service registration and two-way text messaging with patients, and the outcomes they are seeing from these changes, including the impact on patient satisfaction, staffing efficiency and revenue cycle.
Sponsored by: Phreesia Logo


Concurrent Track | Post-Pandemic Recovery and Rebuilding

The Post-Acute Care Experience in the COVID-19 Fight: Lessons on Adaptability and Value

Jim Prister, President & CEO, RML Specialty Hospitals and AHA Board member
Michael Spigel, CEO, Good Shepherd Rehabilitation Hospital
Katrina Melton, RN, Vice President of Post Acute Services, Memorial Hermann Health System
Denise Keefe, President/Executive Vice President Continuing Health, AdvocateAurora Health, Advocate Health Care
Keith Myers, Chairman and CEO, LHC Group

The COVID-19 pandemic is testing the entire health care continuum, including post-acute care providers. Many health systems in hot spot communities relied on their post-acute care partners to treat the sickest COVID patients and to take the pressure off when overwhelmed with a COVID surge. This panel will share the latest COVID challenges and lessons learned that will help shape the next generation hospital-PAC relationships.


Concurrent Track | Behavioral Health Integration

Integrating Behavioral Health into Medical Urgent Care Settings

Robert Garrett, FACHE, Chief Executive Officer, Hackensack Meridian Health
Joseph Miller, PhD, Vice President, Behavioral Health Care Transformation Services, Hackensack Meridian Health
Donald Parker, President, Behavioral Health Care Transformation Services, Hackensack Meridian Health

Overuse and avoidable use of hospital Emergency Departments by patients seeking behavioral health care remains a significant challenge for the U.S. health system. There are opportunities for the development of more efficient service delivery models that deliver the right service at the right place at the right time. At Hackensack Meridian Health an analysis of Emergency Department visits for Behavioral Health/Psychiatric complaints revealed that between 40% and 60% of ED visits for behavioral health complaints could have been managed at such a non-emergent treatment setting. It was this finding that led HMH to develop an innovative model of care delivery—an integrated Medical Urgent Care Center with Behavioral Health. This session will examine lessons learned in developing the program as well as outcome data and the positive impacts the program has had on quality, access and cost efficiency. You’ll gain practical takeaways including guidance on staffing and programming recommendations, as well as an understanding of scalability and the use of telehealth services.
Sponsored by: MindCare Logo


Concurrent Track | Governance Excellence

The Board’s Critical Role in Enterprise Risk Management

Pamela Knecht, President and CEO, ACCORD LIMITED
Rebecca Cady, Esq., Vice President and Chief Risk Officer, Children’s National Medical Center

As a result of the pandemic, hospitals and health systems have a much greater appreciation of the need for their leaders to identify and be prepared for a wide variety of situations that involve risk. Leading organizations employ an Enterprise Risk Management (ERM) approach to anticipate, recognize, and address all types of potential risks to the organization. However, ERM is not just focused on risk management; it also helps drive value creation and enables an organization’s long-term success. ERM also helps boards to optimize their strategic decision-making processes so they can better fulfill their fiduciary duties. This session will aid board members and other leaders in understanding the difference between traditional risk management and the more comprehensive discipline for identifying and addressing risks of ERM. You’ll hear about the governance practices and structures used by boards in organizations that have successfully implemented ERM.
Sponsored by: Diligent Logo


Concurrent Track | Post-Pandemic Recovery and Rebuilding

A Playbook for Succeeding in the Post-COVID World

Nathan Kaufman, Managing Director, Kaufman Strategic Advisors, LLC and Matterhorn Strategic Advisors, LLC Investment Banking

Health systems are experiencing significant margin pressure as a result of declining volumes due to COVID, intense rate pressure from commercial payers, increasing expense inflation, slowing inpatient demand, an increasing percent of government payments. Moody’s notes that recent merger and acquisition activity has not mitigated this problem. The nation has little to show for almost a decade of investment in "innovative concepts" such as value-based care and population health, except record profits in the insurance industry and record low margins for their health systems. Health systems must invest in the development of new innovative competencies that increase market share and profitability. Those who are unable to differentiate between valid beneficial strategies and the latest passing fad can experience significant degradation in financial performance, which in some cases may be irreparable.
Sponsored by: College of American Pathologists Logo