Agenda

Noon – 12:45 p.m.

Welcome lunch

12:45 – 1 p.m.

Introductions and program overview

1 – 4:30 p.m.

Leading effective organizational change

Elizabeth A. “Beta” Mannix, PhD, Ann Whitney Olin Professor of Management, SC Johnson Graduate School of Management, Cornell University

Leading through change is one of the most important challenges facing leaders and one of the most common problems for organizations. From moments of opportunity to times of adversity, high-performing leaders guide their organizations through challenges and change. Successful leaders understand how to open people’s minds to move past the obstacles that stall new ideas and innovation. They coordinate teams across diverse, cross-functional knowledge areas and engage and motivate technical experts. In this session, we will use various techniques, including industry examples and interactive simulations and exercises to explore this topic. We will identify change traps and derailers and focus on the critical competencies needed to accelerate successful change.

4:30 – 5 p.m.

Capstone orientation

5:30 – 7 p.m.

Reception and dinner

Tuesday, Sept. 16

7:30 – 8:30 a.m.

Breakfast

8:30 a.m. – noon

Strategic negotiation

Stephen Sauer, PhD, Senior Lecturer, SC Johnson Graduate School of Management, Cornell University

Healthcare professionals must understand how to manage conflict. Physicians may have difficult conversations with insurers or patients, nurses must manage their teams or clinicians from other departments and administrators may find themselves negotiating internally or externally with providers.

In this session, we will cover everything from understanding your BATNA (best alternative to a negotiated agreement) to refining your aspirations in response to the other party’s needs and tactics. We’ll use interactive, real-world negotiation simulations to help participants understand their personal tendencies in the face of conflict and learn how to manage their bargaining strengths and weaknesses. Focusing on healthcare examples, we will discuss how to manage difficult people, handle manipulative tactics, when to walk away from a negotiation and how to increase your likelihood of reaching the prized win-win solution.

Noon – 1 p.m.

Lunch

1 – 4:30 p.m.

Strategic negotiation | Part 2

4:30 p.m.

Dinner on your own in Ithaca

Wednesday, Sept. 17

7:30 – 8:30 a.m.

Breakfast

8:30 – 10:45 a.m.

Fostering a culture of motivation and engagement

Elizabeth A. “Beta” Mannix, PhD

How can we lead with clarity, focus and purpose? How can we motivate, engage and drive our teams toward results — yet also be open and empowering? Nowhere is this balance more critical than in healthcare, where we must learn to work together to achieve a positive patient experience, outstanding technical outcomes and efficient, affordable care. In this session, we will explore practical tools for fostering results-driven cultures of psychological safety, motivation and engagement.

10:45 – 11 a.m.

Break

11 a.m. – 12:30 p.m.

Making it real: Positioning for success

Steven I. Goldstein, President, System Integration Strategy, UR Medicine

Due to federal and state healthcare reform initiatives, chief executives must grapple with the challenges of today’s climate while taking steps to manage change. In New York, leaders must operate in a highly regulated and 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 patient care. This session will include a candid assessment of the current healthcare landscape and the challenges faced. Discussions will also cover leadership questions and strategies and what management teams can do to keep healthcare provider institutions on a path to success.

12:30 p.m.

Closing comments and adjournment

Box lunches will be available.

3 – 5 p.m.

Influencing policy and politics in an uncertain landscape

Cristina Freyre Batt, Senior Vice President, Federal Policy, HANYS

Bea Grause, RN, JD, FACHE, President, HANYS

Amy Nickson, Senior Vice President, State Policy, HANYS

The COVID-19 pandemic placed extraordinary stress on healthcare systems. Five years later, New York’s hospitals remain in crisis. They face a national healthcare worker shortage, unprecedented expense increases, fewer places to safely discharge patients, stagnant infrastructure, market changes that leave hospitals increasingly serving only the sickest and most vulnerable patients, and political uncertainty at the federal and state levels.

With just over half of New Yorkers covered by Medicare or Medicaid, state and federal policymakers play an outsized role in how patients receive care and how providers are reimbursed. Health plan behavior, an aging population, multi-generational consumer demands and cost pressures continue to rapidly shift how and where healthcare is delivered.

This session offers context and perspectives on the forces shaping our dynamic healthcare landscape and helps healthcare executives assess and understand the political environment and how it impacts care delivery in their communities.

Tuesday, Sept. 30

3 – 5 p.m.

Value-based care: Over a decade of experience and where the industry is moving next

Victoria Aufiero, Vice President, Insurance, Managed Care and Behavioral Health, HANYS

Alyssa Dahl, Vice President, Advanced Analytics, DataGen^®, Inc.

Cara Henley, Managing Principal, Health Management Associates

This session will cover alternative payment models and their impact on care delivery and coverage design. Faculty will explore the different types of value-based payment models, including the risks and benefits of entering these new payment arrangements. This session will highlight the most important value-based care concepts to know, lessons learned after a decade of models tested, and new initiatives at the federal and state level, including New York’s 1115 Waiver.

Tuesday, Oct. 7

3:30 – 5 p.m.

Quality and patient safety in a dynamic healthcare environment

Colleen McVeigh, Principal Healthcare Informatics Analyst, HANYS

Kathleen Rauch, RN, MSHQS, BSN, CPHQ, Vice President, Quality Advocacy, Research and Innovation, HANYS

Patient care quality and cost, regardless of sector, are under close scrutiny at federal and state levels. Providers already face regulatory, reimbursement and reputational risks related to quality performance and may see additional penalties levied soon. To avoid these risks, healthcare leaders must understand the quality and patient safety reporting landscape and their current performance to ensure their organizational quality, patient safety and infection control plans address priority areas and are successful.

This session will teach you about quality reporting requirements, performance improvement and patient safety methods. We’ll also explore the practical application of these concepts, including best practices and how to analyze data effectively and accurately to maximize results.

Tuesday, Oct. 14

3 – 5 p.m.

What is your hospital market and how can you protect and expand it, compete and survive?

Jeff Gold, Esq., Special Counsel, Insurance and Managed Care, HANYS

Cara Henley, Managing Principal, Health Management Associates

Steven I. Goldstein, President, System Integration Strategy, UR Medicine

Hospital executives need to understand various market forces’ current and projected impact on their organization to effectively manage operations and plan for challenges and opportunities. As a leader, you must weigh factors such as regional characteristics, case and payer mixes, traditional and non-traditional competitors, potential partnerships with payers and other providers, and more. During this session, we’ll review such factors and strategies to help you ensure your organization effectively serves your mission and community while being set up to survive and thrive.

Tuesday, Oct. 21

3 – 5 p.m.

Building a technology strategy for today’s healthcare

Thomas Hallisey, Director, Digital Health Strategy, HANYS

A focused, comprehensive technology strategy is crucial for healthcare organizations. Technology impacts an organization’s ability to run efficient operations, provide quality care, enhance a limited workforce and meet demands in a competitive landscape. We’ll review the foundational tools available and emerging technologies, how technology is changing healthcare now and where it may lead us in the future. We’ll also explore practical considerations for strategic planning that incorporate the evolving technology available to help guide healthcare’s transformation.

Tuesday, Oct. 28

3 – 5 p.m.

Building talent pathways and pipelines

Karen A. Scott, MS, HRD, Director, Learning and Development, University of Rochester Medical Center

Stephanie Von Bacho, EdD, MS, RN, NEA-BC, Senior Director, Learning and Development, University of Rochester Medical Center

We are all feeling the impact of the current job market — the lingering effects of a global pandemic, ongoing staffing shortages and a competitive job marketplace offering creative incentives to attract talent. The days of simply posting a job opening and counting on applicants to fill vacant positions are a distant memory.

In this session, you’ll learn about the innovative “outside in, inside up” approach to workforce development, including strategic, intentional and collaborative efforts to not only attract and retain staff but build diverse talent pipelines that support your community. We will also discuss alignment with organizational strategies and techniques for enculturation.

Noon – 1 p.m.

Welcome back buffet lunch

1 – 4:30 p.m.

Financial acumen

Drew David Pascarella, Senior Lecturer, Finance, SC Johnson Graduate School of Management, Cornell University

When you make decisions without financial skills, you are unable to evaluate their impact on your organization’s well-being. All members of healthcare organizations, in administrative or clinical roles, must have a basic understanding of their organization’s financial drivers.

The first half of our session will focus on understanding and analyzing financial statements. Participants will assess the financial situation of a healthcare business by reviewing and analyzing its income statement, cash flow and balance sheet. Then, we’ll shift to understanding and estimating shareholder value.

We will introduce participants to valuation methodologies and show how to apply these techniques to estimate the value of a range of healthcare companies to better understand the key drivers behind that value.

5 – 6:30 p.m.

Closing program celebration and capstone project reception

Throughout The Academy you will apply your learning to a self-directed capstone project that addresses an issue specific to your organization. This comprehensive approach provides a valuable return on investment by applying solutions developed in the classroom to a real challenge — completing a project that can be applied within your organization.

Monday, Nov. 3

9 a.m. – 12:30 p.m.

Competitive strategy/positioning for advantage

Vrinda Kadiyali, PhD, Nicholas H. Noyes Professor of Marketing and Economics, SC Johnson Graduate School of Management, Cornell University

Hospitals and health systems face intense competitive pressures. 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 to manage profitability and address issues that arise from implementing these strategies.

12:30 – 1 p.m.

Lunch

1 – 5:30 p.m.

The critical decision-making advantage

There will be a 15-minute break at 3 p.m.

Michelle Duguid, PhD, Associate Dean, Diversity, Inclusion and Belonging, and Associate Professor, Management and Organizations, SC Johnson Graduate School of Business, Cornell University

Decision-making and problem-solving skills are indispensable to leadership success in all roles and industries — including healthcare. Participants in this interactive session will identify traits of effective decision-makers, uncover the barriers to optimal problem-solving and develop an understanding of how to overcome these barriers as a way for individuals, groups and organizations to produce well-reasoned, compelling solutions to complex organizational challenges.

5:30 p.m.

Dinner on your own

Tuesday, Nov. 4

9 – 11:30 a.m.

Conversations on leadership

Moderator: Bea Grause, RN, JD, FACHE

Helen Arteaga-Landaverde, MPH, PhD, Chief Executive Officer, NYC Health + Hospitals/Elmhurst

Andrew L. Davis, MBA, President and Chief Operating Officer, Erie County Medical Center Corporation

Paul J. Scimeca, President and Chief Executive Officer, Glens Falls Hospital

Sandra R. Scott, MD, Chief Executive Officer, One Brooklyn Health System

During this panel discussion, hospital leaders will share their strategies to address pressing issues and sustain their organizations’ missions.

11:30 – 11:45 a.m.

Closing remarks

Boxed lunches will be available.