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Session Descriptions

HANYS - Johnson at Cornell University

Opening Session

Leadership, Motivation, and Engagement

Leadership is one of the most talked about topics in management. There are thousands of articles, books, and now videos and blogs about what makes an effective leader. Yet, despite all this interest, there remains a vast amount of misinformation and confusion about this complex issue. In three sessions we will cover the main issues that are critical to leadership in organizations today: 1) how the style of the leaders matters in motivating effective performance; 2) the challenges of leading a successful, high-performing team; and 3) what it means to be a principled, values-driven leader. In each session, we will use a variety of techniques to cover the material, including industry examples and cases, simulations and exercises, and individual assessments.

Service Line Profitability: Estimation and Decision-Making

At most hospitals, margins differ substantially between service lines (e.g., cardiac services, medicine, and obstetrics) and between payers (e.g., Medicaid, managed care) within the same service line. Organizations that are able to estimate service line profitability can negotiate effectively with payers, determine the implications of expanding and/or closing service lines, estimate the financial impact of merging with another institution, and determine the value of physicians to the organization. This session uses actual revenue and expense data from an academic medical center to estimate service line profitability by payer, and then uses the model to make key strategic and operating decisions.

Using Financial Statements to Assess Performance

Financial statements are the most visible and widely used means of assessing a company’s performance. Using a hospital’s recent financial statements, participants explore how to read an income statement, balance sheet, and cash flow statement. Then, participants use the financial statements to calculate financial and operating ratios and use those ratios to assess how well the hospital is performing compared to similar hospitals, hypothesize why the hospital is performing better or worse than its peers, and discuss ways to test the various hypotheses.

Competitive Strategy/Positioning for Advantage

Hospitals and health systems face intense competitive pressures in today’s environment. Survival means implementing effective business strategies that maximize efficiency and control costs; attract patients, physicians, and other healthcare professionals; and build a strong, trusted reputation in the community. This session offers business strategies for managing profitability and addresses the issues that arise from implementing these strategies. Participants explore templates that can help determine if an organization is capable of sustaining a business strategy and discuss the causes of business strategy failure.

Making it Real: Positioning for Success

As a result of federal and state healthcare reform initiatives, chief executives must grapple with the challenges of today’s current climate while taking steps to manage change. In New York, that means leaders must operate in a highly regulated, politically active environment, be conscious of issues ranging from workforce to shifting reimbursement, and maintain a positive operating margin, all while ensuring their facilities deliver the best possible level of service to patients. In this session, Steven Goldstein, President of Strong Memorial and Highland hospitals in Rochester, provides his candid assessment of the current healthcare landscape and discusses the plethora of challenges facing his organization. Mr. Goldstein tackles current leadership questions and strategies and discusses what chief executives need from their management teams to keep healthcare provider institutions on a path to success.

Virtual Sessions

Upended Assumptions: Healthcare Policy in 2018

Major assumptions that once guided the thinking about the evolving healthcare system in the United States are now in question. Changes under the Trump Administration to the Affordable Care Act specifically, and health policy more generally, have significant implications for healthcare providers and how care is delivered. Market consolidation, changes in insurance models, Medicaid and Medicare, and physician payment mechanisms, and the role of value-based payment are all part of complex issues confronting the healthcare system. This session provides context and offers perspective on a changed healthcare landscape and its implications for those in leadership roles.

Quality and Patient Safety in a Dynamic Healthcare Environment

The changing political and payment landscape will continue to impact how providers ensure high-quality care and patient safety. Numerous quality improvement initiatives, measurement, pay-for-performance programs, and public reporting requirements have placed an extraordinary demand on healthcare leaders to improve processes and change culture to drive meaningful and sustainable improvement. In this session, participants will learn about quality improvement and patient safety concepts. Practical application of these concepts will also be explored, including best practices and maximizing data effectively and accurately.

Emerging Payment, Delivery, and Coverage Models

This session covers the transition to new, “value-based” models of payment and how they impact the delivery of care and the design of coverage. Faculty will explain how both public and private payers are incorporating accountable care, value-based purchasing, and bundled payments into their business models. They will also discuss what leaders need to know to evaluate the opportunities and risks that a value-based model may present. As organizations participate in these new arrangements, healthcare leaders need to understand how their financial success is directly related to positive quality outcomes. Topics covered in this session include payers’ transition to value-based payments, emerging payment systems, and analytics to support provider decisions on implementation of new payment models, relevant quality measures, and proposed public reporting requirements.

Healthcare Marketing and Planning

This session introduces marketing strategy and how healthcare organizations can apply marketing concepts to address issues around market potential, consumer choice, business development, and branding. As consumers take a more active role in decision-making, marketing becomes increasingly important for healthcare organizations. This session also covers organizational strategic planning; reviewing core organizational strategies; and using census, demographic, and public healthdata to make sound, evidence-based decisions. By analyzing utilization, target markets, and population patterns and trends, hospital leaders can improve decision-making and implementation, and reduce financial risk.

Health Information Technology and Decision Support

Rapid advances in technology, accompanied by high expectations for healthcare providers to deliver safe, quality, and efficient patient care, have created a complex and often confusing health information technology (HIT) environment for healthcare leaders. Technology-based goals for hospitals often include improved patient care; privacy assurance; improved efficiency; medical error prevention; meeting government HIT requirements; and enhanced communication among healthcare professionals, consumers, and organizations. This session provides HIT strategies that leaders need.

Workforce Development and Talent Management

Today’s changing healthcare environment is having a tremendous impact on how healthcare organizations manage their workforce. Physicians are critical to fulfilling an organization’s mission, and their active participation is crucial to organizational success, but decisions on physician employment models and the optimum arrangement for recruitment and retention can be complicated. At the same time, mergers, affiliations, closures, and other arrangements that bring organizations together have workforce implications. This session offers insight into how a large system has had to respond to many of these challenges and how it is managing its clinical and non-clinical workforce successfully with comprehensive workforce planning.

Closing Session

The Critical Thinking Advantage

Critical thinking and problem-solving skills are indispensable to leadership success in all roles and all industries, including healthcare. Participants in this interactive session will identify the traits that the best critical thinkers exhibit; explore some of the most significant obstacles to critical thinking success; and most importantly, learn and practice implementing a framework for thinking and problem solving that helps organizations overcome those obstacles and produce well-reasoned, compelling solutions to complex organizational challenges.

Effective Negotiation

Exceptional leaders must have exceptional negotiating skills. This includes everything from understanding your BATNA (Best Alternative to a Negotiated Agreement), to refining your aspirations in light of the other party’s needs and tactics. In this session we will use interactive, real-world negotiation simulations to enable participants to understand their personal tendencies in the face of conflict and learn how to manage their own bargaining strengths and weaknesses. We will discuss how to manage difficult people and handle manipulative tactics, when to walk away from a negotiation, and how to increase your likelihood of reaching the prized win-win solution.

Strategic Decision-Making

Too often, rational people are tripped up by irrational decision-making. Extensive research over the last 25 years has demonstrated that even the most careful managers can fall prey to decision traps. Using an assessment of your decision-making approach, real-world examples, and in-class exercises, this session reveals common decision biases and how to avoid them to create a framework for making rational, effective decisions.

Capstone Project Fair and Reception

Throughout The Academy, each participant applies his or her learning toward completing a self-directed “capstone” project that addresses an organization-specific issue. This comprehensive approach provides a valuable return on investment by applying solutions developed in the classroom to a real-time challenge—completing a project that can be applied to the workplace.

Conversations on Leadership

As part of the closing session at Cornell, participants hear from hospital chief executive officers about the strategies they employ to address the pressing issues they face. At this roundtable discussion, healthcare leaders and experts explain how they sustain their organizations’ mission.