Sessions

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Concurrent Sessions

 

PLANNING NEW MODELS FOR THE FUTURE

COVID-19 Highlights the Value of Value

Brian Gragnolati, President & CEO, Atlantic Health System and Past Board Chair, AHA Board of Trustees
Carol Vargas, VP, Integrated Care, Atlantic Health System
Diana Contreras, MD, Chairman, Department of Obstetrics, Gynecology and Women’s Health, Atlantic Health System
Moderated by: Priya Bathija, Vice President, Strategic Initiatives, American Hospital Association

Before COVID-19, hospitals and health systems were implementing a variety of value-based care delivery strategies that reduced cost, improved quality and enhanced the patient experience. Hear how those efforts served as a launching pad for their COVID-19 response, and how strategies, including integrated care, telemedicine, and team-based approaches, were critical to managing the health of patients during the COVID-19 pandemic. You’ll learn how these value-based strategies will move forward post-COVID-19 as they continue to promote value, affordability, and ensure patients receive the right care at the right time and in the right place.

 
 

WORKFORCE IMPLICATIONS

Not Just Surviving: Solutions for Resilience in an Era of Turbulence

Theresa Amerson, Executive Medical Director for Primary Care and Urgent Care, WakeMed Health and Hospitals
Bill Maples, MD, President and CEO, Institute for Healthcare Excellence
Read Pierce, MD, Senior Consultant, Institute for Healthcare Excellence

Health systems and healing professionals currently face an enormous level of stress, anxiety, and uncertainty amidst the chaos of COVID-19, financial constraints, and operational challenges. The case for focusing on caregiver well-being and enhancing thriving among clinicians has never been stronger or more relevant for delivering exceptional quality of care and maximizing organizational performance. Join us to learn about cutting edge frameworks that underpin effective well-being interventions and hear how one system’s primary care clinics used this approach to navigate the confluence of clinic redesign and the pandemic, all while promoting thriving.

 
 

FINANCIAL IMPACT AND RECOVERY

Using the Road to Recovery to Build the Health Care System We Need

Alan Kaplan, MD, CEO, UW Health
Julie Peterson, CEO, Kittitas Valley Healthcare
Tina Freese Decker, President and CEO, Spectrum Health

Health care organizations have demonstrated they can be nimble and highly functioning, providing COVID-19 responsiveness in record time. Attention has shifted to recovery and rebuilding. Pent up care needs coupled with a difficult financial situations have prompted health care organizations to focus on a different course for the future, as stimulus funding, executive pay cuts and staff furloughs are providing only partial and temporary relief to the revenue loss. Even so, new opportunities emerging from the crisis could hold permanent promise, such as real-time patient-centered care, telemedicine adoption, work-from-home, and regulatory relief. Now is the time to triage the most essential strategic and operational initiatives, including capital commitments. This session will include a moderated panel of hospital/health system executives from diverse organizations that are effectively planning ahead to facilitate financial recovery with a strategic focus, including capital strategy, expense management, growth and investment towards a new future.

 
 

CLINICAL CARE INNOVATIONS

Achieving Equity in the Time of a Pandemic

Daniel O’Connor, MSA, VP, Population Health, Augusta Health and Executive Director, Augusta Care Partners
Heidi Gullett, MD, MPH, Medical Director, Cuyahoga County Board of Health and Associate Professor, School of Medicine, Case Western Reserve University, Center for Community Health Integration
Moderated by: Michael Elliott, SVP and Chief Transformation Officer, Centra Health

The differential impact of the COVID-19 pandemic has illuminated inequities in outcomes on a much larger scale, underscoring the need to address the underlying causes such as differences in social and economic conditions, access to early screening and care, and underlying disease risk. Hear diverse clinical and administrative leaders talk about how the pandemic has shifted their cross-sector and community partnership work in the short-term, and how the lessons learned during this crisis will reshape their priorities and alignment efforts going forward.

 
 

THE DIGITAL PATIENT EXPERIENCE

Pivoting Digital Health and Digital Engagement for COVID-19 and Beyond

Sara Vaezy, Chief Digital Strategy and Business Development Officer, Providence St. Joseph Health

The Providence St. Joseph Health team was able to quickly pivot their digital engagement and digital health platforms in response to the pandemic. Tools such as chatbots were used in new ways. Learn how the digital strategy for the organization will continue to pivot to meet new needs and expand access.

 
 

PLANNING NEW MODELS FOR THE FUTURE

Readiness for Future Pandemic Surges

Lesley Ogden, MD, MBA, FACEP, Chief Executive Officer, Samaritan North Lincoln Hospital and Samaritan Pacific Communities Hospital
Marjorie Bessel, MD, Chief Clinical Officer, Banner Health
Doug Cropper, President and CEO, Genesis Health System and AHA Board Member

To successfully reopen services while remaining ready for future surges, hospitals and health systems must be able to plan for and execute effective surveillance, testing and tracking protocols, working in collaboration with public health services and driven by robust data collection, trending and analytic capabilities. Additionally, they need strategies in place to oversee acquisition of much-needed personal protective equipment, leveraging innovative community and business partnerships for production, while finding creative solutions to modify existing space and expand and balance capacity. This session will examine how health systems are stepping up to the challenge to prepare for the next surge.

 
 

PLANNING NEW MODELS FOR THE FUTURE

How will Care be Organized Going Forward?

James Merlino, MD, Chief Clinical Transformation Officer, Cleveland Clinic
Michael Ash, MD, Executive Vice President and Chief Transformation Officer, Nebraska Medicine and Vice Chancellor of Information and Technology, University of Nebraska Medical Center

As the incidence of COVID-19 stabilizes in many areas, hospitals are beginning to move into a “new normal” of organizing care for patients — some with COVID-19 and some without. Leaders are examining protocols and technology to transform standard operating procedure with the goal to be able to isolate and treat infectious patients while safely resuming care for patients needing non-emergent care to prevent worsening of other health conditions or preventable deaths. Learn how providers pursuing innovative approaches have moved a significant portion of in-person visits to virtual platforms, implementing transformative processes that improve patient and caregiver safety and reduce risk, and enabling the hospital to minimize interruptions to patient care during any future infectious-disease surges.

 
 

THE DIGITAL PATIENT EXPERIENCE

Integrating Behavioral and Physical Health: How the COVID-19 Pandemic Makes this Even More Important

Hochang (Ben) Lee, MD, Chairman, Department of Psychiatry, University of Rochester Medical Center
Itai Danovitch, MD, MBA, Chairman, Department of Psychiatry and Behavioral Neurosciences, Cedars-Sinai Medical Center
Moderated by Harsh Trivedi, MD, President and CEO, Sheppard Pratt Health System and AHA Board Member

The COVID-19 pandemic is causing significant increases in stress and psychological distress for a large proportion of the population, and rates of depression and anxiety are increasing. Medical hospitalization is an under-recognized opportunity to optimize both mental and physical health outcomes. As a result of the pandemic, many behavioral health hospitals and service lines have created COVID-19 + treatment programs, while some general hospitals are increasing screening and treatment for behavioral health disorders. At Cedars-Sinai Medical Center, 95% of patients admitted to the hospital receive screening and evaluation for depression, while the University of Rochester Medical Center has implemented a multidisciplinary proactive consultation model, which is associated with a significant reduction in length of stay and has shown a positive return on investment. Dr. Danovitch and Dr. Lee will share lessons learned from the pandemic, and describe the implementation and impact of these behavioral health programs.

 
 

CONSUMER PERCEPTIONS AND COMMUNICATIONS STRATEGIES

The Secret Behind Organizational Change: The Story Behind UNC Health’s Culture Revolution—What One Statewide System Did to Engage Thousands in Unprecedented Transformation

Amy Higgins, Chief Transformation & Experience Officer, UNC Health
Lisa Schiller, Chief Communications & Marketing Officer, UNC Health
Kalen Stanton, Managing Director, Health Transformation, Root Inc.

Change is hard and rarely sticks (especially at larger organizations) unless you rethink how to do it. UNC Health defied the odds. Comprised of many entities and healthcare facilities, and with 33,000+ healthcare professionals working in locations across North Carolina, it embarked on a massive transformation journey to bring its mission to life: improve the quality of health, life, and wellbeing across the state by redefining what it means to be NC’s health system. This session explores the untraditional methods used to get thousands of people on board with a new strategy and operating model through a single, unified culture

 
 

WORKFORCE IMPLICATIONS

Redesigning Staff Roles, Workflows and Relationships for Future Flexibility

Catherine Jacobson, President and CEO, Froedtert Health, and Chair of the AHA Changing Workforce Task Force
Kelly Rhone, MD, FACEP, Medical Director, Outreach and Innovation, Avera eCare
Mandy Bell, eCARE Quality and Innovation Officer, Avera Health
Moderated by: Joy Lewis, Strategic Policy Planning, American Hospital Association

As more care is done digitally, providers need to learn how to do it well. And hospitals and health systems must set up the infrastructure to support it so that physicians and caregivers have access to digital information for the patient, and we have the systems to escalate care effectively and efficiently. This session will explore how we can create the necessary trusted relationships and competencies within the health care team and between providers and patients through digital health, redefined workflows and positions, and emerging care models that enable health systems to flex as needed to prepare for future outbreaks.

 
 

PLANNING NEW MODELS FOR THE FUTURE

How Consumerism is Driving New Business Models in Health Care

Jeffrey Kraut, Executive Vice President Strategy & Analytics, Northwell Health

Consumer insight data is causing us to think differently about the customer experience and implications on care delivery, facility plans, financial models, workforce and more. Explore what consumer thinking is telling us about how strategic and business unit plans must evolve, and the new metrics we must consider to achieve growth.

 
 

PLANNING NEW MODELS FOR THE FUTURE

The Secret behind Organizational Change: The Story behind UNC Health’s Culture Revolution—What One Statewide System Did to Engage Thousands in Unprecedented Transformation

Amy Higgins, Chief Transformation & Experience Officer, UNC Health
Lisa Schillert, Chief Communications & Marketing Officer, UNC Health
Kalen Stanton, Managing Director, Health Transformation, Root Inc.

Change is hard and rarely sticks (especially at larger organizations) unless you rethink how to do it. UNC Health defied the odds. Comprised of many entities and healthcare facilities, and with 33,000+ healthcare professionals working in locations across North Carolina, it embarked on a massive transformation journey to bring its mission to life: improve the quality of health, life, and wellbeing across the state by redefining what it means to be NC’s health system. This session explores the untraditional methods used to get thousands of people on board with a new strategy and operating model through a single, unified culture.

 
 

THE PATIENT EXPERIENCE

Connecting the Data Dots: Transforming Experience by Understanding Relationships between HCAHPS and Brand Metrics

Greg Feirn, CEO, LCMC Health
Christine Albert, SVP, Marketing and Communications, LCMC Health
Justin Wartell, Managing Principal, Monigle

The business case for brand change is sometimes a tough one to make. Learn how LCMC Health created a new lens for analyzing its experience and closing this gap for the leadership team by effectively understanding the relationships between HCAPHS and brand data. The new insights guided decision-making to truly transform the experience and explained how insights and actions impacted patients and communities across a growing geographic footprint.

 
 

THE PATIENT EXPERIENCE

Digital Front Door - Building an Ideal Digital Consumer Experience Telehealth Beyond Convenience Care: Applications for Behavioral Health, Primary Care and Provider Networks

Liz Dean, Executive Director of Strategy and Business Development, Riverwood Health Center
Amy Schroeder, Chief Strategy Officer, Lexington Regional Health Center

Digital front doors can strengthen competitive position, attract and engage customers, and provide critical access to care. A sound digital strategy is critical for driving results, but it can be challenging to know how to prioritize digital initiatives for the greatest impact, especially given limited resources. Hear how two critical access hospitals – one in central Nebraska and another in Minnesota’s North woods, moved quickly to assess their organization’s digital readiness, identify priorities and launch a strategy for success – all at lightning speed – at a time when the pandemic called for greater digital engagement.

 
 

CLINICAL CARE INNOVATIONS

Telehealth Beyond Convenience Care: Applications for Behavioral Health, Primary Care and Provider Networks

Paul J. Wood, Chief External Affairs Officer, Cohen Veterans Network
Deborah Hollenstein, Vice President of Strategic Marketing, Vanderbilt University Medical Center
Nikki Moll, Senior Vice President, Marketing & Communications, Baylor Scott & White Health
Moderated by: Tom Hileman, President, Hileman Group

Telehealth today is already emerging as an integral aspect of delivery in every corner of health care, including both patient and physician engagement. Its technology may have been perceived early on as useful primarily in convenient low-acuity care and reaching more remote, rural populations. Explore how three different facets of health care are applying telehealth to their particular settings and achieving new impact: nonprofit behavioral health, provider networks and direct patient care. Panelists will examine the emerging trends and how the practice and technology of telehealth are changing the health care industry across the board.

 
 

THE PATIENT EXPERIENCE

Improving Patient Outcomes and Care Plan Adherence Outside Traditional Provider Settings at Virtua Health

Ryan Younger, Vice President of Marketing, Virtua Health
Rich Phillips, CEO, Customer Evolution

COVID has powerfully illustrated the need for health systems to interact with patients and effectively manage care beyond traditional settings. While most health systems leverage journey “mapping” to identify experience and engagement improvement opportunities, Virtua has raised the bar by embracing journey “management” as a key differentiation strategy. Journey “management” delivers timely, condition-specific activities and information which foster patient self-management and improved care plan adherence. Health systems gain rich insights into care paths and gaps, enabling timely and streamlined outreach to “at risk” patients. Learn how Virtua is applying journey management techniques long-proven outside of healthcare to change the game.

 

Partner Programming

 

Reigniting the Revenue Engine: Operations during the COVID-19 Pandemic

Martin Lucenti, MD, PhD, Chief Medical Officer and Senior Vice President, Vizient
Madeleine McDowell, MD, FAAP, Principal and Medical Director, Sg2

To successfully reopen services while remaining ready for future surges, hospitals and health systems must be able to plan for and execute effective surveillance, testing and tracking protocols, working in collaboration with public health services and driven by robust data collection, trending and analytic capabilities. Additionally, they need strategies in place to oversee acquisition of much-needed personal protective equipment, leveraging innovative community and business partnerships for production, while finding creative solutions to modify existing space and expand and balance capacity. This session will examine how health systems are stepping up to the challenge to prepare for the next surge. Health systems across the nation are challenged with revenue recovery as a result of the COVID-19 pandemic while, at the same time, resources are focused on daily operations to provide care in a dual world of COVID and non-COVID operations. Hear key learnings from the first surge and ways organizations can prepare for additional surges and build a sustainable model for the future to overcome supply challenges and meet revenue, cost and quality goals.
Sponsored by Vizient