WEBCAST ON CD
Sponsored by HealthLeaders magazine
presented on December 5, 2007
Can hospitals benefit from joining forces?
Many hospitals are struggling to decide which services to offer. Some community and rural hospitals are scaling back, while others are growing service lines to meet community demand and help reverse patient out-migration to larger facilities and academic medical centers. Meanwhile, academic and tertiary-care hospitals are looking for ways to expand their market share and grow business lines. For some community and tertiary-care hospitals, affiliating with the competition has been their key to success.
Listen to HealthLeaders Media for a Webcast about the power and the pitfalls of hospital partnerships. Senior-level executives on both sides of the coin—one from a large academic medical center and one from a small critical-access hospital—offer their unique perspectives and advice on making the decision to affiliate. Plus, an expert consultant offers a global view and real-world examples of what makes affiliations succeed or fail.
Regardless of the size of your hospital, this program will deliver proven strategies to:
- Understand the benefits of a partnership
- Learn techniques for choosing the best potential partners
- Identify potential pitfalls associated with partnerships
- Determine how well a partnership is working
PROGRAM AGENDA
- Small hospital perspective on partnerships: Bucyrus Community Hospital case study
- Challenges they faced
- How they decided to pursue a partnership
- Why they decided to partner with Ohio State University Medical Center.
- What to do when a partnership does not meet expectations
- Benefits and accomplishments of the partnership
- Large health system's view on partnerships: OSUMC case study
- Strategy behind affiliating with community hospitals
- What they look for in a community hospital partner
- Strategic opportunities that partnerships offer hospitals
- Daily efficiencies partnerships need to be successful
- The benefits and results of the partnership
- Global perspective on partnerships
- Drivers for influencing the ultimate goal - patient choice
- Preparing to develop a partnership strategy
- What makes a partnership a success or a failure
- Sample criteria for choosing partners
- Q&A
MEET OUR PRESENTERS
Jay Kasey is chief operating officer of the Ohio State University (OSU) Health System, which includes two general teaching hospitals and specialty hospitals in oncology, cardiology, rehab and psychiatry. A fellow in the American College of Healthcare Executives, Kasey has extensive experience in leading and improving the operational performance of hospitals and healthcare systems throughout the country, first as a senior leader of two hospitals in Evansville, IN, and for the past seven years as a senior vice president, then managing director of Navigant Consulting, a hospital operations consulting firm. As a consultant, he achieved strong operating improvements in interim leadership roles in distressed and challenged hospitals and health systems. He has developed numerous operational growth and improvement plans for both community hospitals and academic medical centers.
Jeannette Grey is a director with the QHR Strategy Group. Grey leads consulting engagements with hospitals of various sizes throughout the United States. She serves as the primary planning resource for analyzing market need and physician resources and recommends actions to meet future demand. She specializes in guiding hospitals and healthcare systems in creating future-oriented visions, prioritizing strategies and actions, establishing commitment to implementation, and defining and measuring progress. She also facilitates dialogue among diverse constituents and develops participative action plans. Prior to joining QHR in 1998, Grey gained 11 years of experience with managed care organizations. In those roles, she directed provider recruiting and network operations for various HMO, POS, and PPO products, and regional sales and customer service management in the pharmacy benefit management business. She was also involved with hospital and physician risk budget management, new product development, regulatory agency interaction, and compliance, design, and implementation of customer service policies for a start-up organization.
Jerry D. Klein is CEO of Bucyrus Community Hospital, a 25-bed critical access hospital in Bucyrus, OH. He has been with Bucyrus Community Hospital since 2000. Klein has considerable experience in healthcare networking including the Franciscan Sister of Christian Charity, the Mercy Health Network, Quorum Health Resources, University Hospitals Health System, and most recently the Ohio State Health Network. Klein has been active in the Iowa Hospital Association, Ohio Hospital Association, and American Hospital Association. He currently serves on the Ohio Advocacy and Policy Committee, the OHA Task Force on Healthcare Reform, and the AHA Small and Rural Governing Council. He was also chairman of the board of directors of the Ohio State Health Network from 2005 to 2007.
WHO SHOULD ATTEND?
This educational live event is intended for hospital C-suite executives and senior-level decision-makers. Relevant titles include:
- CEO
- COO
- CFO
- Chief medical officers
- Chief marketing officers
- Physicians
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