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BUSINESS & LEGAL ISSUES FOR HEALTH SYSTEM LEADERSHIP Hospital Review -XO\$XJXVW 9RO 1R INSIDE Community Hospital Executive Panel: /HDGHUV 6KDUH ,QVLJKWV RQ WKH 6WDWH RI &RPPXQLW\ +RVSLWDOV S 11 Best Practices for Commercial Payor Negotiations on New Payment Models S The Chief of Change: 4$ :LWK 6WHZDUG +HDOWK &DUH &(2 'U 5DOSK GH OD 7RUUH S Reinventing a Hospital’s Philosophy: 4$ :LWK 0LVVLRQ +HDOWK &(2 'U 5RQDOG 3DXOXV S INDEX Focus on: Community Hospitals S Physician-Hospital Relationships & ACOs S Finance, Revenue Cycle & ICD-10 S ([HFXWLYH %ULHÀQJ Transactions & Valuation S ([HFXWLYH %ULHÀQJ 5XUDO Relevance S Chuck Lauer: Why We Need to Keep Our Community Hospitals Strong S 7 Things Hospitals Should Know About Professional Services Agreements By Bob Herman 1DU\ KDV D GD\ JRQH E\ IRU KRVSLWDO H[HF- XWLYHV ZKHQ WKH\ KDYH QRW WKRXJKW DERXW KRZ WR LPSURYH WKHLU SK\VLFLDQ DOLJQ- PHQW VWUDWHJLHV 7KH XSFRPLQJ GHFDGHV RI KHDOWKFDUH ZLOO UHTXLUH KRVSLWDOV DQG SK\VLFLDQV WR ZRUN WRJHWKHU VHDPOHVVO\ )RU PDQ\ SK\VLFLDQV WKLV PD\ UHTXLUH ORVLQJ VRPH PHGLFDO LQGHSHQGHQFH DQG IRU PDQ\ KRVSLWDOV WKLV PD\ LQYROYH D JUHDWHU ÀQDQFLDO UHTXLUHPHQW :KLOH KRVSLWDO HPSOR\PHQW RI SK\VL- FLDQV LV FOHDUO\ PRUH RI D UHDOLW\ WKDQ D WUHQG WR PXVH DERXW ³ PRUH WKDQ 20 SHUFHQW RI WKH DFWLYH SK\VLFLDQ ZRUN- IRUFH LV DQ HPSOR\HH RI D KRVSLWDO DF- FRUGLQJ WR WKH American Hospital Associa- tion Hospital Statistics 2012 Edition ³ LW PD\ QRW EH WKH DQVZHU IRU HYHU\ RUJDQL- ]DWLRQ RU SK\VLFLDQ $OLJQPHQW EHWZHHQ KRVSLWDOV DQG SK\VLFLDQV FDQ VWLOO EH Are You an Old or New Era Hospital Leader? By Sabrina Rodak :LWK WKH KHDOWKFDUH LQGXVWU\ PRYLQJ WRZDUGV DFFRXQWDEOH FDUH SD\IRU SHUIRUPDQFH PRGHOV LQFUHDVHG TXDOLW\ GHPDQGV DQG SRSXODWLRQ KHDOWK PDQDJHPHQW KRVSLWDOV DQG KHDOWK V\VWHPV DUH H[SHULHQFLQJ D UHYROX- WLRQ 7KH PXOWLSOH FKDQJHV LQ WKH LQGXVWU\ ³ QRW RQO\ LQ SKLORVRSK\ EXW LQ UHJXODWLRQV ³ UHTXLUH FKDQJHV LQ KHDOWKFDUH OHDGHUV 7R EH VXF- FHVVIXO KRVSLWDO DQG KHDOWK V\VWHP OHDGHUV ZLOO QHHG WR EH FROODERUDWLYH WUDQVSDUHQW DQG ÁH[LEOH +HUH LQGXVWU\ H[SHUWV GHVFULEH KRZ DQ ´ROG HUDµ KHDOWKFDUH OHDGHU ZRXOG DSSURDFK VSHFLÀF DUHDV RI KHDOWKFDUH DQG KRZ WKLV DSSURDFK GLIIHUV IURP VWUDWHJLHV VXFFHVVIXO ´QHZ HUDµ OHDGHUV VKRXOG WDNH Is the Community Hospital a Dying Model, or is it the Future of Healthcare? By Sabrina Rodak $V WKH KHDOWKFDUH LQGXVWU\ DGRSWV WKH SKLORVRSK\ RI DFFRXQWDEOH FDUH ODUJH KRVSLWDOV DQG DFDGHPLF PHGLFDO FHQWHUV PD\ VHHP WR KDYH WKH XSSHU KDQG FRPSDUHG ZLWK FRPPXQLW\ KRVSLWDOV EHFDXVH ODUJHU KRV- SLWDOV W\SLFDOO\ KDYH JUHDWHU DFFHVV WR UHYHQXH DQG RIIHU PRUH VHUYLFHV DORQJ WKH FRQWLQXXP RI FDUH ´$FDGHPLF PHGLFDO FHQWHUV RIIHU FRP- SOH[ VHUYLFHV WKDW IRU D YDULHW\ RI UHDVRQV SURGXFH EHWWHU DYDLODELOLW\ RI FDSLWDOµ VD\V 7LP %DWHPDQ H[HFXWLYH GLUHFWRU RI WKH FRPPXQLW\ KRV- SLWDO QHWZRUN &RPPXQLW\ +RVSLWDO DQG H[HFXWLYH YLFH SUHVLGHQW RI /LQFROQ +HDOWKFDUH (YHQWV +RZHYHU FRPPXQLW\ KRVSLWDOV PD\ EH continued on page 8 continued on page 26 continued on page 10 100 Physician Leaders of Hospitals and Health Systems p. 16 SuBSCRIBE TODAY! Becker’s Hospital Review CEO Report E-Weekly Guidance, analysis and best practice information on hospital leadership, operations and management issues for top hospital and health system executives Each E-Weekly, sent every Tuesday, contains the most popular feature articles covering business and OHJDO LVVXHV &(2 SUR¿OHV DQG EHQFKPDUNLQJ DQG statistical data to immediately inform your decision-making To subscribe to the FREE E-Weekly, visit www.BeckersHospitalReview.com and click on the “E-Weekly” tab or call (800) 417-2035

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BUSINESS & LEGAL ISSUES FOR HEALTH SYSTEM LEADERSHIP

Hospital Review

-XO\�$XJXVW��������9RO�������1R���

INSIDECommunity Hospital Executive Panel: /HDGHUV�6KDUH�,QVLJKWV�RQ�WKH� 6WDWH�RI �&RPPXQLW\�+RVSLWDOV� S����

11 Best Practices for Commercial Payor Negotiations on New Payment Models S����

The Chief of Change: 4$�:LWK�6WHZDUG�+HDOWK�&DUH�&(2�'U��5DOSK�GH�OD�7RUUH�S����

Reinventing a Hospital’s Philosophy: 4$�:LWK�0LVVLRQ�+HDOWK�&(2�'U��5RQDOG�3DXOXV��S����

INDEXFocus on: Community Hospitals S����

Physician-Hospital Relationships & ACOs S����

Finance, Revenue Cycle & ICD-10 S����

([HFXWLYH�%ULHÀQJ�� Transactions & Valuation S����

([HFXWLYH�%ULHÀQJ��5XUDO�Relevance S����

Chuck Lauer: Why We Need to Keep Our Community Hospitals Strong��S����

7 Things Hospitals Should Know About Professional Services AgreementsBy Bob Herman

1DU\�KDV�D�GD\�JRQH�E\�IRU�KRVSLWDO�H[HF-XWLYHV�ZKHQ�WKH\�KDYH�QRW�WKRXJKW�DERXW�KRZ� WR� LPSURYH� WKHLU� SK\VLFLDQ� DOLJQ-PHQW� VWUDWHJLHV�� 7KH� XSFRPLQJ� GHFDGHV�RI � KHDOWKFDUH�ZLOO� UHTXLUH� KRVSLWDOV� DQG�SK\VLFLDQV� WR� ZRUN� WRJHWKHU� VHDPOHVVO\��)RU� PDQ\� SK\VLFLDQV�� WKLV� PD\� UHTXLUH�ORVLQJ� VRPH�PHGLFDO� LQGHSHQGHQFH�� DQG�IRU� PDQ\� KRVSLWDOV�� WKLV� PD\� LQYROYH� D�JUHDWHU�ÀQDQFLDO�UHTXLUHPHQW�

:KLOH� KRVSLWDO� HPSOR\PHQW� RI � SK\VL-FLDQV�LV�FOHDUO\�PRUH�RI �D�UHDOLW\�WKDQ�D�WUHQG� WR�PXVH� DERXW�³�PRUH� WKDQ�20 SHUFHQW� RI � WKH� DFWLYH� SK\VLFLDQ� ZRUN-IRUFH� LV� DQ�HPSOR\HH�RI �D�KRVSLWDO�� DF-FRUGLQJ�WR�WKH�American Hospital Associa-tion Hospital Statistics 2012 Edition�³� LW�PD\�QRW�EH�WKH�DQVZHU�IRU�HYHU\�RUJDQL-]DWLRQ�RU�SK\VLFLDQ��$OLJQPHQW�EHWZHHQ�KRVSLWDOV� DQG� SK\VLFLDQV� FDQ� VWLOO� EH�

Are You an Old or New Era Hospital Leader? By Sabrina Rodak

:LWK�WKH�KHDOWKFDUH�LQGXVWU\�PRYLQJ�WRZDUGV�DFFRXQWDEOH�FDUH��SD\�IRU�SHUIRUPDQFH�PRGHOV��LQFUHDVHG�TXDOLW\�GHPDQGV�DQG�SRSXODWLRQ�KHDOWK�PDQDJHPHQW��KRVSLWDOV�DQG�KHDOWK�V\VWHPV�DUH�H[SHULHQFLQJ�D� UHYROX-WLRQ��7KH�PXOWLSOH�FKDQJHV� LQ�WKH�LQGXVWU\�³�QRW�RQO\� LQ�SKLORVRSK\�EXW�LQ�UHJXODWLRQV�³�UHTXLUH�FKDQJHV�LQ�KHDOWKFDUH�OHDGHUV��7R�EH�VXF-FHVVIXO��KRVSLWDO�DQG�KHDOWK�V\VWHP�OHDGHUV�ZLOO�QHHG�WR�EH�FROODERUDWLYH��WUDQVSDUHQW�DQG�ÁH[LEOH��+HUH�� LQGXVWU\�H[SHUWV�GHVFULEH�KRZ�DQ�´ROG�HUDµ�KHDOWKFDUH�OHDGHU�ZRXOG�DSSURDFK�VSHFLÀF�DUHDV�RI �KHDOWKFDUH��DQG�KRZ�WKLV�DSSURDFK�GLIIHUV�IURP�VWUDWHJLHV�VXFFHVVIXO�´QHZ�HUDµ�OHDGHUV�VKRXOG�WDNH��

Is the Community Hospital a Dying Model, or is it the Future of Healthcare? By Sabrina Rodak

$V�WKH�KHDOWKFDUH�LQGXVWU\�DGRSWV�WKH�SKLORVRSK\�RI �DFFRXQWDEOH�FDUH��ODUJH�KRVSLWDOV� DQG� DFDGHPLF�PHGLFDO� FHQWHUV�PD\� VHHP� WR�KDYH� WKH�XSSHU�KDQG�FRPSDUHG�ZLWK�FRPPXQLW\�KRVSLWDOV��EHFDXVH�ODUJHU�KRV-SLWDOV�W\SLFDOO\�KDYH�JUHDWHU�DFFHVV�WR�UHYHQXH�DQG�RIIHU�PRUH�VHUYLFHV�DORQJ�WKH�FRQWLQXXP�RI �FDUH�� $́FDGHPLF�PHGLFDO�FHQWHUV�RIIHU�FRP-SOH[�VHUYLFHV�WKDW�IRU�D�YDULHW\�RI �UHDVRQV�SURGXFH�EHWWHU�DYDLODELOLW\�RI �FDSLWDO�µ�VD\V�7LP�%DWHPDQ��H[HFXWLYH�GLUHFWRU�RI �WKH�FRPPXQLW\�KRV-SLWDO�QHWZRUN�&RPPXQLW\�+RVSLWDO�����DQG�H[HFXWLYH�YLFH�SUHVLGHQW�RI �/LQFROQ�+HDOWKFDUH�(YHQWV��+RZHYHU��FRPPXQLW\�KRVSLWDOV�PD\�EH�

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100 Physician Leaders of Hospitals and Health Systems p. 16

SuBSCRIBE TODAY!Becker’s Hospital Review

CEO Report E-WeeklyGuidance, analysis and best practice information on

hospital leadership, operations and management issues for top hospital and health system executives

Each E-Weekly, sent every Tuesday, contains the most popular feature articles covering business and OHJDO�LVVXHV��&(2�SUR¿OHV�DQG�EHQFKPDUNLQJ�DQG�

statistical data to immediately inform your decision-makingTo subscribe to the FREE E-Weekly, visit

www.BeckersHospitalReview.com and click on the “E-Weekly” tab or call (800) 417-2035

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6 Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

-XO\�$XJXVW������������9RO�������1R��������ZZZ�%HFNHUV+RVSLWDO5HYLHZ�FRP

FEATuRES

7 Publisher’s Letter

11 The Chief of Change: Q&A With Dr. Ralph de la Torre, CEO of Steward Health Care

14 Reinventing a Hospital’s Philosophy: Q&A With Dr. Ronald A. Paulus, President and CEO of Mission Health

16 100 Physician Leaders of Hospitals and Health Systems

Focus on: Community Hospitals

28 Community Hospital CEO Panel: 3 Leaders Share Insights on the State of Community Hospitals

31 Examining the Crossroads of Culture, Engagement and Patient Satisfaction

Physician-Hospital Relationships & ACOs

33 Who Will Be on Your Team? Acquiring a Physician Practice Requires Multi-Faceted Due Diligence

35 Physician Engagement: 20 Survey Findings

36 Six Sigma, 10 Years on: Was “the Promise” Realized?

39 Don’t Fear Clinical Integration: One Reason Community Hospitals May Have an Edge

Finance, Revenue Cycle & ICD-10

40 11 Best Practices for Commercial Payor Negotiations on New Payment Models

43 Moody’s: The 5 Most Prominent Areas of Focus in High-Performing Hospitals

43 AHA Supports Postponing ICD-10 Until 2014

([HFXWLYH�%ULH¿QJ��7UDQVDFWLRQV��9DOXDWLRQ

44 10 Steps to Increase the Value of a Hospital or Surgery Center

48 Community Hospitals Must Lead With Experience, Close With Compassion

([HFXWLYH�%ULH¿QJ��5XUDO�5HOHYDQFH

50 Performance of Rural Healthcare Under the Affordable Care Act

53 Chuck Lauer: Why We Need to Keep Our Community Hospitals Strong

54 Hospital & Health System Transactions

55 Hospital & Health System Executive Moves

55 Advertising Index

BUSINESS & LEGAL ISSUES FOR HEALTH SYSTEM LEADERSHIP

Hospital Review

EDITORIAL/LQGVH\�'XQQEditor in Chief

���������������OLQGVH\#EHFNHUVKHDOWKFDUH�FRPLaura Miller

Editor in Chief, Becker’s Orthopedic, Spine and Pain Review���������������ODXUD#EHFNHUVKHDOWKFDUH�FRP

5DFKHO�)LHOGVEditor in Chief, Becker’s ASC Review

���������������UDFKHO#EHFNHUVKHDOWKFDUH�FRP0ROO\�*DPEOHAssociate Editor

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Becker’s Hospital Review is published by ASC Commu-nications. All rights reserved. Reproduction in whole or in part of the contents without the express written permis-sion is prohibited. For reprint or subscription requests, please contact (800) 417-2035 or e-mail [email protected].

For information regarding Becker’s ASC Review, Becker’s Hospital Review or Becker’s Orthopedic & Spine Review, please call (800) 417-2035. @hospreviewmag Becker’s Hospital Review

7Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

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Publisher’s LetterBecker’s Hospital Review Community Hospital Issue; Annual CEO Strategy Roundtable

BUSINESS & LEGAL ISSUES FOR HEALTH SYSTEM LEADERSHIP

Hospital Review

8 Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

Management“Old era” leader,Q�WKH�SDVW��KRVSLWDOV�ZHUH�GHVLJQHG�ZLWK�D�VWULFWHU�KLHUDUFK\�ZKHUH�WKHUH�ZHUH�D�IHZ�GHFLVLRQ�PDNHUV�WDVNLQJ�RWKHUV�LQ�WKH�RUJDQL]DWLRQ�ZLWK�FDUU\LQJ�RXW�WKHLU�GHFLVLRQV��´+LVWRULFDOO\��D� ORW�RI � >KHDOWKFDUH@�RUJDQL]DWLRQV�KDYH�EHHQ�VHW�XS�ZLWK�DQ�H[HFXWLYH�FRPPDQG�DQG�FRQWURO�DSSURDFK�µ�VD\V�.HYLQ�)LFNHQVFKHU��0'��SUHVLGHQW� DQG�&(2�RI �$0,$�7KH�$PHULFDQ�0HGLFDO�,QIRUPDWLFV�$VVRFLDWLRQ��

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Are You an Old or New Era Hospital Leader? (continued from page 1)

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Healthcare issue “Old era” leader “New era” leader

Management Hierarchical Collaborative

Hospital-physician relationships Detached Engaged

Community Internally focused Externally focused

Transparency Private Open

The patient experience Episodic Universal

Quality Punitive Instructive

Costs Containment-oriented Focused on revenue growth

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6. Periodic review of the relationship. -XVW�OLNH�UHJXODU��IXOO�WLPH�HPSOR\HHV��KRVSLWDOV� VKRXOG�QRW� UHVW�RQ� WKHLU� ODXUHOV�ZKHQ� LW� FRPHV� WR�WKHLU�36$V��7KHUH�VKRXOG�EH�FRQVLVWHQW�UHYLHZ�WR�PDNH�VXUH� WKH�DJUHH-PHQWV�DUH�VWLOO�EHLQJ�PHW�RQ�ERWK�VLGHV��WKDW�WKH�ULJKW�DPRXQW�RI �ZRUN�LV�EHLQJ�FRPSOHWHG�DQG�WKDW�WKH�SK\VLFLDQV�DUH�VWLOO�D�JRRG�PDWFK�IRU�WKH�KRVSLWDO�DQG�LWV�VHUYLFH�OLQHV��3HULRGLF�UHYLHZ�RI �36$V�DOVR�JLYHV�WKH�UHDV-VXUDQFH�WKDW�DOO�SDUWLHV�DUH�VWLOO�PHHWLQJ�WKH�UHTXLUHPHQWV�RI �IHGHUDO�DQG�VWDWH�KHDOWKFDUH�ODZV�

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7 Things Hospitals Should Know About Professional Services Agreements (continued from page 1)

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Question: You’ve been a champion of healthcare innovation — everything IURP� WKH� &DUGLR9DVFXODU� ,QVWLWXWH� DW�Beth Israel Deaconess Medical Center, WKH�&DULWDV�6WHZDUG�VDOH��WR�UHGH¿QLQJ�

America’s community hospitals. What fuels your drive to break the mold in healthcare?

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Q: How do you choose to deal with nay-sayers?

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Q: Over the years, what one attitude, belief or notion have you found to be most destructive in the healthcare in-dustry?

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Q: Soon after you were named CEO of Caritas Christi in 2008, you invited the Service Employees International union to organize employees — something Dennis Rivera, the then-head of the union, said he experienced only twice before. Why did you choose to take a proactive approach?

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Q: As a fairly new system, how is Stew-ard building rapport and forming ties with physicians in the area? Have you heard feedback from physicians on ZK\�WKH\�¿QG�WKH�V\VWHP�DSSHDOLQJ"

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Q: Many healthcare CEOs have publicly said the Supreme Court ruling on the Patient Protection and Affordable Care $FW� LVQ¶W� VLJQL¿FDQW� WR� WKHP� EHFDXVH�the law’s values will be instilled regard-less. What is your opinion on the mat-ter?

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The Chief of Change: Q&A With Dr. Ralph de la Torre, CEO of Steward Health Care By Molly Gamble

12 Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

Q: Industry experts say Steward is UHGH¿QLQJ� WKH� WUDGLWLRQDO� FRPPXQLW\�hospital. How do you break such a “big picture” initiative down into manage-able work?

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Q: A Boston Globe report from Febru-ary 2011 mentioned you average four hours of sleep a night. How do you avoid burnout, or is that not so much an issue?

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Examining Payments,Prescribing Solutions

We’re Vantiv. We drive strategic payment processing solutions for healthcare providers across the nation. We’ll work with you to develop programs that enhance your revenue cycle, and make it easy for your patients to make payments – at the point of care, with a card on file or through payment portals.

Let’s Talk Payment ProcessingAndrew Moorhead

[email protected]

Scan here or visit:www.vantiv.com/becker

to Download your FREE report:

PCI Compliance for the Healthcare

Industry

© Copyright 2012 Vantiv, LLC. All rights reserved.

Becker June 2012.indd 1 5/11/2012 2:32:50 PM

14 Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

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Q: What are your greatest challenges locally at Mission, and what do you see are the greatest challenges on a national scale?

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Q: Prior to serving as CEO, you served as executive vice SUHVLGHQW�RI�FOLQLFDO�RSHUDWLRQV�DQG�FKLHI�LQQRYDWLRQ�RI¿FHU�at geisinger. What systems have you introduced to Mission that you implemented at geisinger?

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Reinventing a Hospital’s Philosophy: Q&A With Dr. Ronald A. Paulus, President and CEO of Mission HealthBy Molly Gamble

ANTICIPATE CHANGE.WE DO.

2012

®

636.273.6711 | www.nationalASCbilling.com

The ASC Revenue Cycle.It’s all we do. It’s all we think about.And it shows.

Named one of the world’s best outsourcing service providers – Fortune Magazine 2012

15Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

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4�� <RX¶UH� WKH� ¿UVW� SK\VLFLDQ� &(2� DW�Mission. How has your background in-ÀXHQFHG�\RXU�UHODWLRQVKLSV�ZLWK�SK\VL-cians? How has your physician back-ground helped with your physician alignment at Mission?

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Q: You have said engaging patients in their own health and wellness is key to a successful healthcare system and community. How are you doing that at Mission Health?

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Q: Your background is that of a physi-cian, but you also have an IT background. [Dr. Paulus co-founded CareScience, a company that pioneered the country’s ¿UVW�,QWHUQHW�EDVHG�TXDOLW\�PDQDJHPHQW�software in 1996 and is now part of Pre-mier Informatics.] How do those two very GLIIHUHQW�VNLOO�VHWV�LQÀXHQFH�ZKDW�\RX¶UH�doing at Mission Health?

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16 Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

100 Physician Leaders of Hospitals and Health Systems By Sabrina Rodak

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David Abelson, MD. President and CEO of Park Nicollet Health Services (St. Louis Park, Minn.).�'U��$EHOVRQ�MRLQHG�3DUN�1LFROOHW�DV�DQ�LQWHU-QLVW�LQ������DQG�VHUYHG�DV�FKLHI �FOLQLFDO�RIÀFHU�DQG�H[-HFXWLYH�YLFH�SUHVLGHQW�DQG�&0,2�EHIRUH�EHLQJ�QDPHG�SUHVLGHQW� DQG� &(2� LQ� ������ +H� LV� D� FXUUHQW� ERDUG�PHPEHU�DQG�SDVW�FKDLUPDQ�RI �WKH�,QVWLWXWH�IRU�&OLQLFDO�6\VWHPV�,QWHJUDWLRQ��QRZ�FDOOHG�WKH�,QVWLWXWH�IRU�&OLQL-FDO�6\VWHPV�,PSURYHPHQW�

Richard Afable, MD. President and CEO of Hoag Memorial Hospital Presbyterian (New-port Beach, Calif.).�$V�SUHVLGHQW�DQG�&(2�RI �+RDJ�0HPRULDO�+RVSLWDO� 3UHVE\WHULDQ��'U�� $IDEOH� RYHUVHHV�WZR�DFXWH�FDUH�KRVSLWDOV��ÀYH�XUJHQW� FDUH� FHQWHUV� DQG�VHYHQ� KHDOWK� FHQWHUV��+H� SUHYLRXVO\� VHUYHG� DV� H[HFX-WLYH� YLFH� SUHVLGHQW� DQG� &02� RI � 1HZWRZQ� 6TXDUH��3D��EDVHG�&DWKROLF�+HDOWK�(DVW��+H�ZDV�DOVR�IRXQGHU��SUHVLGHQW�DQG�&(2�RI �3UHIHUUHG�3K\VLFLDQ�3DUWQHUV��DQ�2KLR�EDVHG�SK\VLFLDQ�SUDFWLFH�PDQDJHPHQW�FRPSDQ\�

Steve Allen, MD. CEO of Nationwide Chil-dren’s Hospital (Columbus, Ohio).�1DPHG�&(2�RI �1DWLRQZLGH�&KLOGUHQ·V�+RVSLWDO�LQ�-XO\�������'U��$O-OHQ�RYHUVHHV�WKH�KRVSLWDO·V�UHVHDUFK�LQVWLWXWH��IRXQGDWLRQ�DQG�WKH�&HQWHU�IRU�&KLOG�DQG�)DPLO\�$GYRFDF\�LQ�DGGL-WLRQ�WR�WKH�KRVSLWDO�LWVHOI��3ULRU�WR�KLV�FXUUHQW�SRVLWLRQ��KH�ZDV�D�SK\VLFLDQ��VFLHQWLVW��WHDFKHU�DQG�H[HFXWLYH�DW�WKH�7H[DV�0HGLFDO� &HQWHU� LQ�+RXVWRQ��'U��$OOHQ� LV� ERDUG�FHUWLÀHG�LQ�DQHVWKHVLRORJ\�DQG�FULWLFDO�FDUH�PHGLFLQH�

Steven M. Altschuler, MD. President and CEO of The Children’s Hospital of Philadelphia.�'U��$OWVFKXOHU�KDV�VHUYHG�DV�SUHVLGHQW�DQG�&(2�RI �7KH�&KLO-GUHQ·V�+RVSLWDO�RI �3KLODGHOSKLD�VLQFH�������+H�SUHYLRXVO\�KHOG�WKH�SRVLWLRQV�RI �SK\VLFLDQ�LQ�FKLHI �DQG�WKH�/HRQDUG�DQG�0DGO\Q�$EUDPVRQ�(QGRZHG�&KDLU� LQ�3HGLDWULFV� DW�&+23�DQG�SURIHVVRU�DQG�FKDLU�RI �WKH�GHSDUWPHQW�RI �SH-GLDWULFV�DW�WKH�3HUHOPDQ�6FKRRO�RI �0HGLFLQH�DW�WKH�8QLYHU-VLW\�RI �3HQQV\OYDQLD��'U��$OWVFKXOHU�VHUYHV�RQ�WKH�ERDUGV�RI �VHYHUDO�RUJDQL]DWLRQV��LQFOXGLQJ�WKH�&KLOGUHQ·V�0LUDFOH�1HWZRUN�+RVSLWDOV��WKH�)UHH�/LEUDU\�RI �3KLODGHOSKLD�DQG�8QLYHUVLW\�+HDOWK6\VWHP�&RQVRUWLXP�

Ken Anderson, DO. Chief Medical Quality Of-¿FHU�RI�1RUWK6KRUH�8QLYHUVLW\�+HDOWK6\VWHP�(Evanston, Ill.).�'U�$QGHUVRQ� KDV� VHUYHG� DV� FKLHI �

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Timothy Babineau, MD. President and CEO of Rhode Island Hospital (Providence).� 'U��%DELQHDX�� D� ERDUG�FHUWLÀHG� JHQHUDO� VXUJHRQ�� LV� SUHVL-GHQW�DQG�&(2�RI �����EHG�5KRGH�,VODQG�+RVSLWDO�DQG�����EHG�0LULDP�+RVSLWDO��,Q�������WKH�IDFLOLWLHV�IRXQG-HG� WKH� QRQ�SURÀW� LQWHJUDWHG� KHDOWK� V\VWHP� /LIHVSDQ��ZKLFK� LQFOXGHV� WKUHH�RWKHU�KRVSLWDOV� DQG� LV� JRYHUQHG�E\� D� VHSDUDWH� PDQDJHPHQW� WHDP�� 3ULRU� WR� WDNLQJ� KLV�FXUUHQW�SRVLWLRQ�LQ�������'U��%DELQHDX�ZDV�WKH�VHQLRU�YLFH�SUHVLGHQW�DQG�&02�RI �WKH�8QLYHUVLW\�RI �0DU\ODQG�0HGLFDO�&HQWHU�DQG�6FKRRO�RI �0HGLFLQH�LQ�%DOWLPRUH��+H�KDV� DOVR� VHUYHG� LQ� OHDGHUVKLS�SRVLWLRQV� DW�%RVWRQ�0HGLFDO�&HQWHU�

Richard B. Becker, MD. President and CEO of Brooklyn (N.Y.) Hospital Center.�6LQFH�������'U��%HFNHU�KDV�VHUYHG�DV�SUHVLGHQW�DQG�&(2�RI �%URRNO\Q�+RVSLWDO�&HQWHU��D�����EHG�IDFLOLW\�WKDW�HPSOR\V�PRUH�WKDQ� ������ SHRSOH�� 'U�� %HFNHU� SUHYLRXVO\� VHUYHG� DV�&(2�RI �7KH�*HRUJH�:DVKLQJWRQ�8QLYHUVLW\�+RVSLWDO�LQ�:DVKLQJWRQ��'�&���DQG�DV�GHDQ�RI �FOLQLFDO�DIIDLUV�DW�7KH� *HRUJH� :DVKLQJWRQ� 8QLYHUVLW\� 0HGLFDO� &HQWHU��+H�LV�ERDUG�FHUWLÀHG�LQ�DQHVWKHVLRORJ\�DQG�FULWLFDO�FDUH�PHGLFLQH��ZKLFK�KH�WDXJKW�DV�DQ�DVVRFLDWH�SURIHVVRU�DW�7KH�*HRUJH�:DVKLQJWRQ�6FKRRO�RI �0HGLFLQH�

Marc Boom, MD, MBA. President and CEO of The Methodist Hospital System (Hous-ton).�'U��%RRP�KDV�VHUYHG�DV�SUHVLGHQW�DQG�&(2�RI �7KH�0HWKRGLVW�+RVSLWDO�6\VWHP�VLQFH�-DQXDU\��+H�ZDV�SUHYLRXVO\�H[HFXWLYH�YLFH�SUHVLGHQW�RI �WKH�KRVSLWDO�IRU�VHYHQ�\HDUV��+H�KDV�DOVR�VHUYHG�DV�VHQLRU�YLFH�SUHVLGHQW�DQG�&22�RI �WKH�KRVSLWDO��SUHVLGHQW�DQG�&(2�RI �7KH�0HWKRGLVW� 'LDJQRVWLF� +RVSLWDO� DQG� SUHVLGHQW�� &(2�DQG� PHGLFDO� GLUHFWRU� RI � %D\ORU�0HWKRGLVW� 3ULPDU\�&DUH�$VVRFLDWHV�

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David Bronson, MD. President of Cleve-land Clinic Regional Hospitals. $V�SUHVL-GHQW� RI � &OHYHODQG� &OLQLF� 5HJLRQDO� +RVSLWDOV��'U��%URQVRQ�RYHUVHHV�&OHYHODQG�&OLQLF·V�(XFOLG��)DLUYLHZ��+LOOFUHVW��+XURQ��/DNHZRRG��/XWKHUDQ��0DU\PRXQW��0HGLQD�DQG�6RXWK�3RLQWH�KRVSLWDOV�DV�ZHOO�DV�WKH�DIÀOLDWH�$VKWDEXOD�&RXQW\�0HGLFDO�&HQWHU��%HIRUH�EHLQJ�QDPHG�WR�KLV�FXUUHQW�SRVL-WLRQ�LQ�������KH�ZDV�FKDLUPDQ�RI �WKH�GHSDUWPHQW�RI �JHQHUDO�LQWHUQDO�PHGLFLQH�IURP������WR������DQG� FKDLUPDQ� RI � WKH�'LYLVLRQ� RI �0HGLFDO� 5H-JLRQDO�3UDFWLFH�IURP������WR�������'U��%URQVRQ��ZKR� DOVR� SUDFWLFHV� LQWHUQDO�PHGLFLQH� DW� &OHYH-ODQG� &OLQLF�� LV� WKH� SUHVLGHQW� RI � WKH� $PHULFDQ�&ROOHJH�RI �3K\VLFLDQV�IRU�WKH������WR������WHUP�

george J. Brown, MD. President and CEO of Legacy Health System (Port-land, Ore.).�'U�� %URZQ�� D� JDVWURHQWHURORJLVW��KDV� QHDUO\� ��� \HDUV� RI � KHDOWKFDUH� H[SHULHQFH��+H�KDV�VHUYHG�DV�SUHVLGHQW�DQG�&(2�RI �/HJDF\�+HDOWK�VLQFH�$XJXVW������DQG�SUHYLRXVO\�VHUYHG�DV� &22� RI � 7DFRPD�� :DVK��EDVHG� 0XOWL&DUH�+HDOWK�6\VWHP��+H�ZDV�DOVR�D�EULJDGLHU�JHQHUDO�LQ�WKH�8�6��$UP\��

John R. Brumsted, MD. President and CEO of Fletcher Allen Health Care (Bur-OLQJWRQ��9W����'U��%UXPVWHG�EHFDPH�SUHVLGHQW�DQG� &(2� RI � )OHWFKHU� $OOHQ� +HDOWK� &DUH� DQG�)OHWFKHU�$OOHQ�3DUWQHUV�³�WKH�SDUHQW�RUJDQL]D-WLRQ�RI �WKH�KHDOWK�V\VWHP�DQG�&HQWUDO�9HUPRQW�0HGLFDO� &HQWHU� ³� LQ� )HEUXDU\� DIWHU� KDYLQJ�VHUYHG� LQ� DQ� LQWHULP� UROH� VLQFH� $XJXVW� ������+LV�UHODWLRQVKLS�ZLWK�WKH�KHDOWK�V\VWHP�EHJDQ�LQ������ZKHQ�KH�ZDV�D�UHVLGHQW��DQG�LW�KDV�FRQWLQ-XHG�DV�KH�EHFDPH�&02�DQG�FKLHI �TXDOLW\�RIÀFHU��'U��%UXPVWHG�LV�ERDUG�FHUWLÀHG�LQ�REVWHWULFV��J\-QHFRORJ\��UHSURGXFWLYH�HQGRFULQRORJ\�DQG�LQIHU-WLOLW\�DQG�LV�D�PHPEHU�RI �WKH�9HUPRQW�0HGLFDO�6RFLHW\�&RXQFLO��

John Cacciamani, MD. CEO of Chest-nut Hill Hospital (Philadelphia).�'U��&DF-FLDPDQL�� D� ERDUG�FHUWLÀHG� LQWHUQLVW� DQG� JHULDW-ULF� VXEVSHFLDOLVW�� ZDV� QDPHG�&(2�RI � ����EHG�&KHVWQXW�+LOO�+RVSLWDO�DW�WKH�HQG�RI �0DUFK��+H�SUHYLRXVO\�VHUYHG�DV�FKLHI �RI �FOLQLFDO�RSHUDWLRQV�DQG�LQIRUPDWLFV�IRU�7HPSOH�8QLYHUVLW\�+RVSLWDO�LQ�3KLODGHOSKLD��+H�LV�DOVR�D�SDVW�SUHVLGHQW�RI �WKH�3KLODGHOSKLD�0HGLFDO�6RFLHW\�

Jeffrey Canose, MD. President of Tex-as Health Presbyterian Hospital Plano (Texas).� 'U�� &DQRVH� LV� SUHVLGHQW� RI � ����EHG�7H[DV� +HDOWK� 3UHVE\WHULDQ� +RVSLWDO� 3ODQR��ZKLFK�LV�D�PHPEHU�RI �WKH����KRVSLWDO��QRQ�SURI-LW�KHDOWK�V\VWHP�7H[DV�+HDOWK�5HVRXUFHV��+H�ZDV�WKH�ÀUVW�SK\VLFLDQ�LQ�WKH�7H[DV�+HDOWK�5HVRXUF-HV� V\VWHP� WR� EH� QDPHG� D� KRVSLWDO� SUHVLGHQW� LQ�0DUFK������DIWHU�KH�VHUYHG�DV�WKH�ÀUVW�&22�RI �7H[DV�+HDOWK�3ODQR�IRU�WZR�\HDUV��+H�SUHYLRXVO\�VHUYHG�DV�D�FOLQLFDO�GHSDUWPHQW�FKDLU�� DFDGHPLF�SURJUDP�GLUHFWRU�RI �DQHVWKHVLRORJ\�DQG�DGPLQ-LVWUDWRU�RI �SHULRSHUDWLYH�VHUYLFHV�DW�7KH�:HVWHUQ�3HQQV\OYDQLD�+RVSLWDO�LQ�3LWWVEXUJK�

John B. Chessare, MD. President and CEO of greater Baltimore Medical Center HealthCare.� 'U�� &KHVVDUH�� D� SH-GLDWULFLDQ�E\�WUDLQLQJ��KDV�VHUYHG�DV�SUHVLGHQW�DQG� &(2� RI � *%0&� +HDOWK&DUH� VLQFH� -XQH�������,Q�WKLV�UROH�KH�RYHUVHHV�����EHG�*%0&��*UHDWHU� %DOWLPRUH� 0HGLFDO� $VVRFLDWHV�� D�JURXS�RI �PRUH�WKDQ����PXOWL�VSHFLDOW\�SK\VL-FLDQ�SUDFWLFHV��D�KRVSLFH�RUJDQL]DWLRQ��DQG�WKH�*%0&�)RXQGDWLRQ��+H� SUHYLRXVO\� VHUYHG� DV�SUHVLGHQW�RI �&DULWDV�1RUZRRG��0DVV���+RVSL-WDO��QRZ�FDOOHG�1RUZRRG�+RVSLWDO��3ULRU�WR�KLV�FXUUHQW� SRVLWLRQ�� KH�ZDV� D� FRQVXOWDQW� IRU� UH-JLRQDO�DQG�QDWLRQDO�KHDOWKFDUH�RUJDQL]DWLRQV�

Kevin B. Churchwell, MD. CEO of Nemours/Alfred I. duPont Hospital for Children (Wilmington, Del.).� 'U�� &KXUFK-ZHOO� KDV� VHUYHG� DV�&(2�RI �1HPRXUV�$OIUHG� ,��GX3RQW� +RVSLWDO� IRU� &KLOGUHQ� DQG� VHQLRU� YLFH�SUHVLGHQW� RI � -DFNVRQYLOOH�� )OD��EDVHG� 1HPRXUV�VLQFH�'HFHPEHU� ������+H� SUHYLRXVO\� VHUYHG� DV�&(2�DQG�H[HFXWLYH�GLUHFWRU�RI �0RQURH�&DUHOO�-U��&KLOGUHQ·V�+RVSLWDO� LQ�1DVKYLOOH�� 7HQQ��+H� DOVR�KHOG� RWKHU� SRVLWLRQV� DW�0RQURH� &DUHOO� -U�� &KLO-GUHQ·V�+RVSLWDO��LQFOXGLQJ�FKLHI �RI �VWDII��PHGLFDO�GLUHFWRU�RI �WKH�&KLOGUHQ·V�+HDOWK�DQG�,QMXU\�3UH-YHQWLRQ� 3URJUDP�� PHGLFDO� GLUHFWRU� RI � 3HGLDWULF�&ULWLFDO�&DUH�6HUYLFHV�DQG�WUDQVSRUW�GLUHFWRU��

Steven J. Corwin, MD. CEO of NewYork-Presbyterian Healthcare System (New York City).�'U��&RUZLQ��D�FDUGLRORJLVW�DQG�LQ-WHUQLVW��KDV�EHHQ�&(2�RI �1HZ<RUN�3UHVE\WHULDQ�+RVSLWDO�DQG�1HZ<RUN�3UHVE\WHULDQ�+HDOWKFDUH�6\VWHP� VLQFH� 6HSWHPEHU� ������ +H� SUHYLRXVO\�VHUYHG�DV�H[HFXWLYH�YLFH�SUHVLGHQW�DQG�&22�RI �WKH�KRVSLWDO�IRU�VL[�\HDUV�DQG�VHQLRU�YLFH�SUHVL-GHQW�DQG�&02�IRU�VHYHQ�\HDUV��+H�ZDV�QDPHG�WR�WKH�IDFXOW\�RI �&ROXPELD�8QLYHUVLW\�&ROOHJH�RI �3K\VLFLDQV�DQG�6XUJHRQV�LQ������

Delos “Toby” Cosgrove, MD. Presi-dent and CEO of Cleveland Clinic. 'U��&RVJURYH�KDV�VHUYHG�DV�SUHVLGHQW�DQG�&(2�RI �&OHYHODQG�&OLQLF�VLQFH�������+H�MRLQHG�WKH�V\V-WHP�LQ������DQG�EHFDPH�FKDLUPDQ�RI �WKH�GHSDUW-PHQW�RI � WKRUDFLF�DQG�FDUGLRYDVFXODU�VXUJHU\� LQ�������+H�ZDV�D�VXUJHRQ�LQ�WKH�8�6��$LU�)RUFH�DQG�VHUYHG�LQ�'D�1DQJ��5HSXEOLF�RI �9LHWQDP�DV�WKH�&KLHI �RI �8�6��$LU�)RUFH�&DVXDOW\�6WDJLQJ�)OLJKW��ZKHUH�KH�ZDV�DZDUGHG�WKH�%URQ]H�6WDU�DQG�WKH�5HSXEOLF�RI �9LHWQDP�&RPPHQGDWLRQ�0HGDO��+H�KDV�UHFHLYHG�WKH�&OHYHODQG�&OLQLF�,QQRYDWRU�RI �WKH�<HDU�DZDUG�DQG�KDV����SDWHQWV�ÀOHG�IRU�GH-YHORSLQJ�PHGLFDO�DQG�FOLQLFDO�SURGXFWV�

Kenneth L. Davis, MD. President and CEO of The Mount Sinai Medical Center (New York City).�'U��'DYLV�KDV�VHUYHG�DV�SUHVL-GHQW�DQG�&(2�RI �7KH�0RXQW�6LQDL�0HGLFDO�&HQ-WHU� VLQFH� ������ EHIRUH�ZKLFK�KH� VHUYHG� DV� FKDLU�RI �0RXQW�6LQDL·V�GHSDUWPHQW�RI �SV\FKLDWU\�IRU����\HDUV��)URP������WR�������KH�ZDV�GHDQ�RI �0RXQW�6LQDL�6FKRRO�RI �0HGLFLQH��,Q�������'U��'DYLV�UH-FHLYHG� WKH�*HRUJH�+��:��%XVK� ¶��� /LIHWLPH� RI �

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Ralph de la Torre, MD. Chairman and CEO of Steward Health Care System (Boston).�$V�FKDLUPDQ�DQG�&(2�RI �6WHZDUG�+HDOWK� &DUH� 6\VWHP�� 'U�� GH� OD� 7RUUH� RYHUVHHV���� KRVSLWDOV��PRUH� WKDQ� ������� HPSOR\HHV� DQG�RWKHU�DIÀOLDWH�HQWLWLHV��VXFK�DV�D�KRPH�KHDOWKFDUH�FRPSDQ\�� +H� EHFDPH� &(2� RI � &DULWDV� &KULVWL�+HDOWK�&DUH� LQ������DQG�FRQWLQXHG�WR� OHDG�WKH�V\VWHP�DIWHU�LW�ZDV�VROG�WR�6WHZDUG�+HDOWK�&DUH�6\VWHP� LQ�1RYHPEHU� ������+H�ZDV� SUHYLRXVO\�IRXQGHU�DQG�&(2�RI �WKH�&DUGLR9DVFXODU�,QVWL-WXWH�DW�%HWK�,VUDHO�'HDFRQHVV�0HGLFDO�&HQWHU�LQ�%RVWRQ�DQG�&DUGLR9DVFXODU�0DQDJHPHQW�$VVR-FLDWHV�DQG�FKLHI �RI �FDUGLDF�VXUJHU\�DW�%,'0&�

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Reginald J. Eadie, MD. President of DMC Sinai-grace Hospital (Detroit)��'U��(DGLH� EHFDPH� SUHVLGHQW� RI � '0&� 6LQDL�*UDFH�+RVSLWDO�LQ�-DQXDU\�DIWHU�KDYLQJ�VHUYHG�DV�SUHVL-GHQW� RI � 'HWURLW� 5HFHLYLQJ� +RVSLWDO� IRU� QHDUO\�WZR�\HDUV��+H�SUHYLRXVO\�VHUYHG�DV�YLFH�SUHVLGHQW�RI � PHGLFDO� DIIDLUV� DW� '0&� +DUSHU� 8QLYHUVLW\�+RVSLWDO� DQG�'0&�+XW]HO�:RPHQ·V�+RVSLWDO��'U��(DGLH�LV�D�GLSORPDWH�RI �WKH�$PHULFDQ�%RDUG�RI �(PHUJHQF\�0HGLFLQH�

Melinda Estes, MD, MBA. CEO of Saint Luke’s Health System (Kansas City, Mo.).� 'U�� (VWHV�� D� ERDUG�FHUWLÀHG� QHXURORJLVW�DQG� QHXURSDWKRORJLVW�� KDV� VHUYHG� DV� SUHVLGHQW�DQG�&(2�RI �6DLQW�/XNH·V�+HDOWK�6\VWHP�VLQFH�6HSWHPEHU�������6KH�SUHYLRXVO\�VHUYHG�DV�SUHVL-GHQW�DQG�&(2�RI �)OHWFKHU�$OOHQ�+HDOWK�&DUH�LQ�%XUOLQJWRQ��9W���IRU�HLJKW�\HDUV�DQG�DV�&(2�RI �&OHYHODQG�&OLQLF�)ORULGD�IRU�WZR�\HDUV��,Q�DGGL-WLRQ�� VKH�ZDV� VHQLRU� YLFH� SUHVLGHQW� RI �PHGLFDO�DIIDLUV� DQG� H[HFXWLYH� YLFH� SUHVLGHQW� RI �0HWUR-+HDOWK�6\VWHP�LQ�&OHYHODQG�

David T. Feinberg, MD, MBA. President of uCLA Health System (Los Angeles). 'U��)HLQEHUJ�KDV�VHUYHG�DV�&(2�DQG�DVVRFLDWH�YLFH�FKDQFHOORU�RI �8&/$�+HDOWK�IRU�ÀYH�\HDUV��+H� SUHYLRXVO\� VHUYHG� DV� PHGLFDO� GLUHFWRU� RI �8&/$·V�5HVQLFN�1HXURSV\FKLDWULF�+RVSLWDO�DQG�KHDG� RI � WKH�13+�)DFXOW\�3UDFWLFH�*URXS��+H�

18 Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

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Donald Fesko, OD, MBA. CEO of Community Hospital (Mun-ster, Ind.). 'U��)HVNR�KDV� VHUYHG�DV�&(2�RI �&RPPXQLW\�+RVSLWDO� IRU�QLQH� \HDUV��+H� SUHYLRXVO\� SUDFWLFHG� RSWRPHWU\�ZLWK�0XQVWHU� �,QG��� (\H�&DUH�$VVRFLDWHV��7KLV�\HDU�KH�UHFHLYHG�WKH�5REHUW�6��+XGJHQV�$ZDUG�IRU�<RXQJ�+HDOWKFDUH�([HFXWLYH�RI � WKH�<HDU� IURP�WKH�$PHULFDQ�&ROOHJH�RI �+HDOWKFDUH�([HFXWLYHV��7KH�DZDUG�UHFRJQL]HV�DQ�$&+(�IHOORZ�OHVV�WKDQ����\HDUV�RI �DJH�ZKR�LV�DQ�H[FHSWLRQDO�&(2�RU�&22�RI �D�KHDOWKFDUH�RUJDQL]D-WLRQ�DQG�KDV�VKRZQ�H[FHOOHQW�KHDOWKFDUH�PDQDJHPHQW�VNLOOV�

Michael R. Foley, MD. CMO of Scottsdale (Ariz.) Healthcare. 'U��)ROH\�EHFDPH�&02�LQ������DIWHU�KDYLQJ�VHUYHG�DV�PHGLFDO�GLUHFWRU�RI �DFDGHPLF�DIIDLUV�DQG�FKLHI �DFDGHPLF�RIÀFHU�IRU�RQH�\HDU��3ULRU�WR�MRLQLQJ�6FRWWVGDOH�+HDOWKFDUH��'U��)ROH\�ZRUNHG�LQ�D�SHULQDWDO�SUDFWLFH�DQG�PDLQ-WDLQV�D�OLPLWHG�FOLQLFDO�SUDFWLFH�LQ�PDWHUQDO�IHWDO�PHGLFLQH��+H�LV�D�SDVW�SUHVL-GHQW�RI �WKH�6RFLHW\�RI �0DWHUQDO�)HWDO�0HGLFLQH�DQG�LV�D�ERDUG�H[DPLQHU�LQ�PDWHUQDO�IHWDO�PHGLFLQH�

Steven g. gabbe, MD. CEO of the Wexner Medical Center at The Ohio State university (Columbus).�'U��*DEEH�KDV�VHUYHG�DV�&(2�RI � WKH�:H[QHU�0HGLFDO�&HQWHU�VLQFH�-XO\�������+H�ZDV�SUHYLRXVO\�GHDQ�RI �WKH�9DQGHUELOW�8QLYHUVLW\�6FKRRO�RI �0HGLFLQH�LQ�1DVKYLOOH��7HQQ���IRU�VHYHQ�\HDUV�DQG�FKDLU�RI �REVWHWULFV�DQG�J\QHFRORJ\�DW�WKH�8QLYHUVLW\�RI �:DVKLQJWRQ�0HGLFDO�&HQWHU�LQ�6HDWWOH�

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Kenneth garay, MD. CMO of LibertyHealth System (Jersey City, N.J.).�'U��*DUD\��D�SUDFWLFLQJ�RWRODU\QJRORJLVW��LV�&02�RI �/LEHUW\-+HDOWK�6\VWHP��ZKLFK�LQFOXGHV�-HUVH\�&LW\�0HGLFDO�&HQWHU��DQ�HPHUJHQF\�PHGLFDO�VHUYLFHV�RUJDQL]DWLRQ�DQG�EHKDYLRUDO�VHUYLFHV��'U��*DUD\�SOD\HG�D�ODUJH�UROH�LQ�KHOSLQJ�-&0&�UHFUXLW�PRUH�WKDQ�����SULYDWH�FRPPXQLW\�SK\VL-FLDQV�WR�WKH�PHGLFDO�VWDII �RYHU�WKH�SDVW�IRXU�\HDUV��

W. Brian gibler, MD. President and CEO of university Hospi-tal (Cincinnati).�'U��*LEOHU�KDV�VHUYHG�DV�SUHVLGHQW�DQG�&(2�RI �8QLYHU-VLW\�+RVSLWDO�VLQFH�6HSWHPEHU�������+H�ZDV�SUHYLRXVO\�WKH�5LFKDUG�&��/HY\�3URIHVVRU�RI �(PHUJHQF\�0HGLFLQH�DQG�WKH�FKDLUPDQ�RI �WKH�GHSDUWPHQW�RI �HPHUJHQF\�PHGLFLQH�DW�WKH�8QLYHUVLW\�RI �&LQFLQQDWL�&ROOHJH�RI �0HGLFLQH�IRU�ÀYH�\HDUV��+H�ZDV�WKH�H[HFXWLYH�FR�FKDLUPDQ�RI �WKH�QDWLRQDO�TXDOLW\�LP-SURYHPHQW�LQLWLDWLYH�FDOOHG�&586$'(��ZKLFK�DLPHG�WR�GHYHORS�KRVSLWDO�EDVHG�VWUDWHJLHV�WR�UHGXFH�P\RFDUGLDO�LQIDUFWLRQ�RFFXUUHQFHV�

Richard L. goldberg, MD. President of MedStar georgetown university Hospital (Washington, D.C.).�'U��*ROGEHUJ�EHFDPH�SUHVL-GHQW�RI �*HRUJHWRZQ�8QLYHUVLW\�+RVSLWDO�LQ������DIWHU�KDYLQJ�VHUYHG�DV�LQ-WHULP�SUHVLGHQW�IRU�RQH�\HDU��+H� MRLQHG�*HRUJHWRZQ�LQ������DV�D�PHGLFDO�VWXGHQW�DQG�EHFDPH�D�PHPEHU�RI �WKH�*HRUJHWRZQ�IDFXOW\�LQ�WKH�GHSDUWPHQW�RI �SV\FKLDWU\��+H�ODWHU�VHUYHG�LQ�VHYHUDO�H[HFXWLYH�SRVLWLRQV��LQFOXGLQJ�GHDQ�RI �JUDGXDWH�PHGLFDO�HGXFDWLRQ��YLFH�SUHVLGHQW�RI �PHGLFDO�DIIDLUV�DQG�&02��

Larry J. goodman, MD. CEO of Rush university Medical Cen-ter (Chicago).�'U��*RRGPDQ��DQ�LQWHUQLVW��KDV�EHHQ�SUHVLGHQW�DQG�&(2�RI �5XVK�8QLYHUVLW\�0HGLFDO�&HQWHU�VLQFH�������+H�DOVR�VHUYHV�DV�SUHVLGHQW�RI �5XVK�8QLYHUVLW\��SUHVLGHQW�RI �WKH�5XVK�6\VWHP�IRU�+HDOWK�³�D�QRQ�SURÀW�RUJDQL]DWLRQ�FRPSULVHG�RI �5XVK�8QLYHUVLW\�0HGLFDO�&HQWHU��5XVK�2DN�3DUN��,OO���+RVSLWDO�� 5XVK�&RSOH\�0HGLFDO� &HQWHU� LQ�$XURUD�� ,OO��� DQG� 5LYHUVLGH�0HGLFDO�&HQWHU�LQ�.DQNDNHH��,OO��³�DQG�SULQFLSDO�RIÀFHU�RI �WKH�5XVK�%RDUG�RI �7UXVWHHV��'U��*RRGPDQ�EHJDQ�WKH�´5XVK�7UDQVIRUPDWLRQ�µ�D����\HDU�����ELOOLRQ�SURMHFW�WR�UHEXLOG�D�VLJQLÀFDQW�SRUWLRQ�RI �WKH�PHGLFDO�FHQWHU��LQ�������

gary L. gottlieb, MD, MBA. President and CEO of Partners HealthCare (Boston).� 'U�� *RWWOLHE�� D� SV\FKLDWULVW�� KDV� OHG� 3DUWQHUV�+HDOWK&DUH� VLQFH� ������ +H� SUHYLRXVO\� VHUYHG� DV� SUHVLGHQW� RI � %ULJKDP�DQG�:RPHQ·V�+RVSLWDO� DQG�)DXONQHU�+RVSLWDO� LQ�%RVWRQ� IRU� HLJKW� \HDUV��+H� KDV� DOVR� KHOG� OHDGHUVKLS� SRVLWLRQV� DW� WKH�8QLYHUVLW\� RI � 3HQQV\OYDQLD�LQ�3KLODGHOSKLD�� VHUYLQJ� DV� H[HFXWLYH� YLFH� FKDLU� DQG� LQWHULP� FKDLU� RI � WKH�XQLYHUVLW\·V�GHSDUWPHQW�RI �SV\FKLDWU\�DQG�DVVRFLDWH�GHDQ�IRU�PDQDJHG�FDUH�RI �WKH�KHDOWK�V\VWHP�

Howard R. grant, MD, JD. CEO of Lahey Clinic (Burlington, Mass.).�'U��*UDQW�KDV�VHUYHG�DV�SUHVLGHQW�DQG�&(2�RI �/DKH\�&OLQLF�³�ZKLFK�LQFOXGHV�WZR�KRVSLWDOV�DQG�PXOWLSOH�SULPDU\�FDUH�DQG�VSHFLDOW\�FDUH�VLWHV�³�VLQFH�1RYHPEHU�������+H�ZDV�SUHYLRXVO\�H[HFXWLYH�YLFH�SUHVLGHQW�DQG�&02�RI �*HLVLQJHU�+HDOWK�6\VWHP�LQ�'DQYLOOH��3D���DQG�&02�RI �7HP-SOH�8QLYHUVLW\�+HDOWK�6\VWHP�LQ�3KLODGHOSKLD��+H�LV�D�IHOORZ�RI �WKH�$PHUL-FDQ�$FDGHP\�RI �3HGLDWULFV�

Robert I. grossman, MD. CEO of NYu Langone Medical Cen-ter (New York City).�'U��*URVVPDQ�LV�&(2�RI �1<8�/DQJRQH�0HGLFDO�&HQWHU�DQG�GHDQ�RI �WKH�1<8�6FKRRO�RI �0HGLFLQH��+H�MRLQHG�1<8�LQ������DV�FKDLUPDQ�RI �WKH�GHSDUWPHQW�RI �UDGLRORJ\�DQG�SUHYLRXVO\�VHUYHG�DV�FKLHI �

Connecting Peopleto Healthcare

19Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

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Dean gruner, MD. President and CEO of ThedaCare (Appleton, Wis.).�'U��*UXQHU��D�IDPLO\�SK\VLFLDQ��LV�SUHVLGHQW�DQG�&(2�RI �7KHGD&DUH��D�KHDOWK�V\VWHP�WKDW� LV� WKH�WKLUG� ODUJHVW�KHDOWKFDUH�HPSOR\HU� LQ�:LVFRQVLQ��%HIRUH� EHLQJ� QDPHG� WR� KLV� FXUUHQW� SRVLWLRQ� LQ� ������ KH� VHUYHG� DV� VHQLRU�YLFH�SUHVLGHQW�DQG�&02�RI �WKH�V\VWHP�IRU�ÀYH�\HDUV��+H�ZDV�DOVR�&02�RI �7RXFKSRLQW�+HDOWK�3ODQ��ZKLFK�ZDV�VROG�WR�8QLWHG+HDOWKFDUH�LQ�������

Thomas Hansen, MD. CEO of Seattle Children’s.�'U��+DQVHQ�KDV�VHUYHG�DV�&(2�RI �6HDWWOH�&KLOGUHQ·V�VLQFH�2FWREHU������DQG�LV�DOVR�D�SURIHVVRU�RI �SHGLDWULFV�DW�WKH�8QLYHUVLW\�RI �:DVKLQJWRQ�6FKRRO�RI �0HGL-FLQH��+H�SUHYLRXVO\�VHUYHG�DV�FKDLUPDQ�DQG�&(2�RI �1DWLRQZLGH�&KLOGUHQ·V�+RVSLWDO�LQ�&ROXPEXV��2KLR��'U��+DQVHQ�LV�D�PHPEHU�RI �WKH�6HDWWOH�&KDP-EHU�&RPPXQLW\�'HYHORSPHQW�5RXQGWDEOH�DQG�VHUYHV�RQ�WKH�ERDUG�RI �WKH�*UHDWHU�6HDWWOH�&KDPEHU�RI �&RPPHUFH��

Rodney F. Hochman, MD. group President of Providence Health & Services (Renton, Wash.).�'U��+RFKPDQ��D�UKHXPDWROR-JLVW��EHFDPH�JURXS�SUHVLGHQW�RI �3URYLGHQFH�+HDOWK��6HUYLFHV�LQ�)HEUX-DU\�ZKHQ�WKH�V\VWHP�ÀQDOL]HG�DQ�DIÀOLDWLRQ�DJUHHPHQW�ZLWK�6HDWWOH�EDVHG�6ZHGLVK�+HDOWK�6HUYLFHV��,Q�WKLV�UROH��KH�LV�UHVSRQVLEOH�IRU�UHJLRQDO�RSHUD-WLRQV�DQG�VWUDWHJLF�DQG�PDQDJHPHQW�VHUYLFHV��'U��+RFKPDQ�KDG�VHUYHG�DV�SUHVLGHQW�DQG�&(2�RI �6ZHGLVK�VLQFH�������%HIRUH�WKHQ��KH�ZDV�H[HFXWLYH�YLFH�SUHVLGHQW�RI �1RUIRON��9D��EDVHG�6HQWDUD�+HDOWKFDUH�

Kevin Joseph, MD. CEO of West Chester (Ohio) Hospital.�'U��-RVHSK� KDV� VHUYHG� DV� &(2� RI �:HVW� &KHVWHU� +RVSLWDO� VLQFH� 6HSWHPEHU�������+H�DOVR�VHUYHV�DV�VHQLRU�YLFH�SUHVLGHQW�RI �8&�+HDOWK�LQ�&LQFLQQDWL��PHGLFDO�GLUHFWRU�RI �8&�+HDOWK�HPHUJHQF\�PHGLFLQH�DQG�DQ�DVVLVWDQW�SUR-IHVVRU�DW�WKH�8QLYHUVLW\�RI �&LQFLQQDWL�GHSDUWPHQW�RI �HPHUJHQF\�PHGLFLQH�UHVLGHQF\�SURJUDP��%HIRUH�EHFRPLQJ�&(2�RI �:HVW�&KHVWHU�+RVSLWDO��KH�ZDV�PHGLFDO�GLUHFWRU�RI �:HVW�&KHVWHU·V�HPHUJHQF\�GHSDUWPHQW���

Larry R. Kaiser, MD. President and CEO of Temple university Health System (Philadelphia).�'U��.DLVHU�EHFDPH�VHQLRU� H[HFXWLYH�YLFH�SUHVLGHQW�IRU�KHDOWK�VFLHQFHV��GHDQ�RI �WKH�7HPSOH�8QLYHUVLW\�6FKRRO�RI �0HGLFLQH�DQG�&(2�RI �7HPSOH�8QLYHUVLW\�+HDOWK�6\VWHP�LQ�)HEUXDU\�������+H�SUHYLRXVO\�VHUYHG�DV�SUHVLGHQW�DQG�$ONHN�:LOOLDPV�&KDLU�RI �7KH�8QLYHUVLW\�RI �7H[DV�+HDOWK�6FLHQFH�&HQWHU�DW�+RXVWRQ��ZKHUH�KH�ZDV�DOVR�D�SURIHVVRU�RI �VXUJHU\�DQG�SURIHVVRU�RI �FDUGLRWKRUDFLF�DQG�YDVFXODU�VXUJHU\�

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M. Narendra Kini, MD. President and CEO of Miami Children’s Hospital.�'U��.LQL��ZKR�LV�ERDUG�FHUWLÀHG�LQ�SHGLDWULF�HPHUJHQF\�PHGL-FLQH��KDV�VHUYHG�DV�SUHVLGHQW�DQG�&(2�RI �����EHG�0LDPL�&KLOGUHQ·V�+RV-SLWDO� VLQFH������� ,Q� WKLV� UROH��KH�RYHUVHHV�PRUH� WKDQ�����SK\VLFLDQV� DQG�������HPSOR\HHV��+H�SUHYLRXVO\�VHUYHG�DV�H[HFXWLYH�YLFH�SUHVLGHQW�RI �FOLQL-FDO�RSHUDWLRQV�LPSURYHPHQW�DW�7ULQLW\�+HDOWK�LQ�1RYL��0LFK���IRU�IRXU�\HDUV��

John Koster, MD. President and CEO of Providence Health & Services (Renton, Wash.).�'U��.RVWHU��DQ�LQWHUQLVW��KDV�OHG�3URYL-GHQFH�+HDOWK��6HUYLFHV�DV�SUHVLGHQW�DQG�&(2�VLQFH�������+H�MRLQHG�WKH�V\VWHP�LQ������DQG�ZDV�UHVSRQVLEOH�IRU�V\VWHPV�RSHUDWLRQV��+H�SUHYLRXVO\�VHUYHG�DV�VHQLRU�YLFH�SUHVLGHQW�RI �,UYLQJ��7H[DV�EDVHG�9+$�DQG�KDV�KHOG�OHDGHUVKLS�SRVLWLRQV�DW�3UHVE\WHULDQ�+HDOWKFDUH�6HUYLFHV� LQ�$OEXTXHUTXH��1�0���DQG�5RFN\�0RXQWDLQ�+HDOWKFDUH�&RPSDQ\�LQ�'HQYHU�

Paul Kronenberg, MD. President and CEO of Crouse Hospital (Syracuse, N.Y.).�'U��.URQHQEHUJ��D�ERDUG�FHUWLÀHG� LQWHUQLVW��EHFDPH�SUHVLGHQW�DQG�&(2�RI �WKH�QRQ�SURÀW������EHG�&URXVH�+RVSLWDO�LQ�)HEUX-DU\������� VKRUWO\�DIWHU� WKH�KRVSLWDO�FDPH�RXW�RI �&KDSWHU����EDQNUXSWF\��8QGHU� KLV� OHDGHUVKLS�� WKH� KRVSLWDO� KDV� EHDWHQ� EXGJHW� WDUJHWV� HYHU\� \HDU�VLQFH�������'U��.URQHQEHUJ�SUHYLRXVO\�VHUYHG�DV�FKLHI �RI �PHGLFLQH�DW�WKH�KRVSLWDO�IRU����\HDUV�

Mark Laney, MD. President and CEO of Heartland Health (St. Joseph, Mo.).�'U��/DQH\�KDV�VHUYHG�DV�SUHVLGHQW�DQG�&(2�RI �+HDUWODQG�+HDOWK�VLQFH�������+H�SUHYLRXVO\�VHUYHG�DV�SUHVLGHQW�RI � WKH�&RRN�&KLO-GUHQ·V�3K\VLFLDQ�1HWZRUN�DW�&RRN�&KLOGUHQ·V�+HDOWK�&DUH�6\VWHP�LQ�)RUW�:RUWK��7H[DV��IRU����\HDUV��+H�LV�DOVR�SUHVLGHQW�RI �WKH�ERDUG�RI �WKH�0D\R�&OLQLF� $OXPQL� $VVRFLDWLRQ�� +HDUWODQG� +HDOWK� UHFHQWO\� MRLQHG� WKH� 0D\R�&OLQLF�&DUH�1HWZRUN��SURYLGLQJ�WKH�V\VWHP�DFFHVV�WR�0D\R·V�H[SHUWLVH�

Robert J. Laskowski, MD, MBA. President and CEO of Chris-tiana Care Health System (Wilmington, Del.).�'U��/DVNRZVNL�� D�JHULDWULFLDQ�� EHFDPH�SUHVLGHQW� DQG�&(2�RI �&KULVWLDQD�&DUH�+HDOWK� 6\V-

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James Leonard, MD. President and CEO of The Carle Foundation (urbana, Ill.).�'U��/HRQDUG�LV�SUHVLGHQW�DQG�&(2�RI �WKH�QRQ�SURÀW� LQWHJUDWHG� KHDOWK� V\VWHP��7KH�&DUOH�)RXQGDWLRQ�� DQG� LWV� ����EHG�&DUOH� )RXQGDWLRQ�+RVSLWDO��+H�MRLQHG�WKH�&DUOH�&OLQLF�$VVRFLDWLRQ�LQ������DV�D�SULPDU\�FDUH�SK\VLFLDQ��+H�VHUYHG�DV�YLFH�SUHVLGHQW�RI �PHGLFDO�DIIDLUV�RI �7KH�&DUOH�)RXQGDWLRQ�IURP������WR������DQG�ZDV�D�PHP-EHU�RI �LWV�ERDUG�RI �WUXVWHHV�IURP������WR�������+H� ODWHU� KHOG� WKH� SRVLWLRQV� RI � DVVRFLDWH�PHGL-FDO�GLUHFWRU�RI �&DUOH�&OLQLF�DQG�PHGLFDO�GLUHFWRU�RI �WKH�HPSOR\HH�DVVLVWDQFH�DQG�VSRUWV�PHGLFLQH�SURJUDPV��'U��/HRQDUG�EHFDPH�&(2�LQ������DI-WHU�VHUYLQJ�LQ�DQ�LQWHULP�UROH�IRU�RQH�\HDU��

James Mandell, MD. CEO of Boston Children’s Hospital.� 'U��0DQGHOO�� D� XUROR-JLVW��LV�&(2�RI �%RVWRQ�&KLOGUHQ·V�+RVSLWDO��IRU-PHUO\� &KLOGUHQ·V� +RVSLWDO� %RVWRQ��� D� ����EHG�FHQWHU� IRU� SHGLDWULF� KHDOWKFDUH�� 7KH� KRVSLWDO� LV�DOVR�KRPH� WR� WKH� -RKQ�)��(QGHUV�3HGLDWULF�5H-VHDUFK�/DERUDWRULHV��WKH�ZRUOG·V�ODUJHVW�UHVHDUFK�HQWHUSULVH�EDVHG�DW�D�SHGLDWULF�KRVSLWDO��'U��0DQ-GHOO�LV�D�PHPEHU�RI �WKH�ERDUG�RI �WUXVWHHV�DQG�D�VHQLRU�DVVRFLDWH�LQ�XURORJ\�DW�WKH�KRVSLWDO��DQG�D�SURIHVVRU�RI �VXUJHU\��XURORJ\��DW�+DUYDUG�0HGL-FDO�6FKRRO�LQ�%RVWRQ�

Steve Markovich, MD. President of Riv-erside Methodist Hospital (Columbus, Ohio).� $V� SUHVLGHQW� RI � 5LYHUVLGH� 0HWKRGLVW�+RVSLWDO�� 'U�� 0DUNRYLFK� RYHUVHHV� WKH� ODUJHVW�KRVSLWDO� LQ� WKH� 2KLR+HDOWK� V\VWHP�� +H� MRLQHG�WKH�KRVSLWDO�LQ������DV�D�IDPLO\�DQG�HPHUJHQF\�SK\VLFLDQ�DQG�KDV�KHOG�VHYHUDO�SRVLWLRQV�VLQFH��LQ-FOXGLQJ�YLFH�SUHVLGHQW�RI �FOLQLFDO�VHUYLFHV��DVVR-FLDWH�PHGLFDO�GLUHFWRU�DQG�VHQLRU�YLFH�SUHVLGHQW�RI �RSHUDWLRQV��'U��0DUNRYLFK�LV�DOVR�D�%ULJDGLHU�*HQHUDO�LQ�WKH�2KLR�$LU�1DWLRQDO�*XDUG��ZKHUH�KH�FXUUHQWO\�VHUYHV�DV�FKLHI �RI �VWDII��

John McCabe, MD. CEO of upstate uni-versity Hospital (Syracuse, N.Y.).� 'U��0F&DEH� EHFDPH� &(2� RI � 8SVWDWH� 8QLYHUVLW\�+RVSLWDO� DQG� VHQLRU�YLFH�SUHVLGHQW� IRU�KRVSLWDO�DIIDLUV�LQ�$XJXVW������DIWHU�KDYLQJ�VHUYHG�DV�LQ-WHULP�&(2�IRU�WZR�PRQWKV��+H�KDV�KHOG�VHYHUDO�SRVLWLRQV�DW�WKH�KRVSLWDO��LQFOXGLQJ�PHGLFDO�VWDII �SUHVLGHQW��PHGLFDO�GLUHFWRU�DQG�FKDLU�RI �WKH�GH-SDUWPHQW�RI �HPHUJHQF\�PHGLFLQH��+H�KDV�SUHYL-RXVO\�VHUYHG�DV�SUHVLGHQW�RI �WKH�$PHULFDQ�&RO-OHJH�RI �(PHUJHQF\�3K\VLFLDQV�DQG�WKH�$PHULFDQ�%RDUG�RI �(PHUJHQF\�0HGLFLQH�

John D. McConnell, MD. CEO of Wake Forest Baptist Medical Center (Winston-Salem, N.C.).�'U��0F&RQQHOO��D�XURORJLVW��ZDV�QDPHG� WKH� ÀUVW� &(2� RI � :DNH� )RUHVW� %DSWLVW�0HGLFDO� &HQWHU� LQ� �����ZKHQ� WKH�PHGLFDO� FHQ-WHU�UHVWUXFWXUHG�LWV�JRYHUQDQFH�PRGHO�WR�FUHDWH�D�

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Nanette Mickiewicz, MD. President of Dominican Hospital (Santa Cruz, Ca-lif.). 'U��0LFNLHZLF]�EHFDPH�WKH�ÀUVW�SK\VLFLDQ�SUHVLGHQW�RI �'RPLQLFDQ�+RVSLWDO�³�D�PHPEHU�RI � 6DQ� )UDQFLVFR�EDVHG� 'LJQLW\� +HDOWK� ³� LQ������DIWHU� VHUYLQJ� LQ� DQ� LQWHULP� UROH� IRU� VHYHQ�PRQWKV��6KH�ZDV�SUHYLRXVO\�&02�RI �WKH�KRVSL-WDO�DQG�VHUYHG�RQ�LWV�PHGLFDO�VWDII��VSHFLDOL]LQJ�LQ�LQIHFWLRXV�GLVHDVHV��IRU����\HDUV��

Edward D. Miller, MD. CEO of Johns Hopkins Medicine (Baltimore).�'U��0LOOHU��DQ�DQHVWKHVLRORJLVW��KDV�VHUYHG�DV�&(2�RI �-RKQV�+RSNLQV�0HGLFLQH�DQG�GHDQ�RI �-RKQV�+RSNLQV�8QLYHUVLW\� 6FKRRO� RI �0HGLFLQH� VLQFH� ������+H�MRLQHG�-RKQV�+RSNLQV�LQ������DV�SURIHVVRU�DQG�GLUHFWRU� RI � WKH� GHSDUWPHQW� RI � DQHVWKHVLRORJ\�DQG�FULWLFDO�FDUH�PHGLFLQH��+H�UHFHQWO\�RYHUVDZ�WKH� GHYHORSPHQW� RI � D� ����� ELOOLRQ� QHZ� IDFLOLW\��'U��0LOOHU�ZLOO�UHWLUH�LQ�-XQH�

Elizabeth g. Nabel, MD. President of Brigham and Women’s and Faulkner Hospitals (Boston). 'U��1DEHO�� D� FDUGLROR-JLVW��EHFDPH�SUHVLGHQW�RI �%ULJKDP�DQG�:RPHQ·V�DQG� )DXONQHU� +RVSLWDOV� LQ� %RVWRQ� LQ� -DQXDU\�������6KH�ZDV�SUHYLRXVO\�GLUHFWRU�RI �WKH�1DWLRQ-DO�,QVWLWXWHV�RI �+HDOWK·V�+HDUW��/XQJ��DQG�%ORRG�,QVWLWXWH�� ZKHUH� VKH� ODXQFKHG� QHZ� VFLHQWLÀF�SURJUDPV� LQ� JHQHWLFV� DQG� JHQRPLFV�� VWHP� DQG�SURJHQLWRU� FHOO� ELRORJ\�� WUDQVODWLRQDO� UHVHDUFK�DQG�RWKHU�DUHDV��6KH�LV�FXUUHQWO\�RQ�WKH�HGLWRULDO�ERDUG�RI �WKH�1HZ�(QJODQG�-RXUQDO�RI �0HGLFLQH��

Harris M. Nagler, MD. President of Beth Israel Medical Center (New York City).�'U��1DJOHU�ZDV�QDPHG�SUHVLGHQW�RI �WKH�������EHG�%HWK�,VUDHO�0HGLFDO�&HQWHU�LQ�0DUFK�������+H�SUHYLRXV-O\�VHUYHG�DV�FKDLUPDQ�RI �WKH�KRVSLWDO·V�GHSDUWPHQW�RI �XURORJ\�IRU����\HDUV��'U��1DJOHU�LV�DOVR�D�UHFRJ-QL]HG�FOLQLFDO�H[SHUW�LQ�PDOH�LQIHUWLOLW\�LVVXHV�

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Kurt Newman, MD. President and CEO of Children’s National Medical Center (Washington, D.C.).�'U��1HZPDQ��SUHVLGHQW�DQG�&(2�RI �&KLOGUHQ·V�1DWLRQDO�0HGLFDO�&HQ-WHU��MRLQHG�WKH�KRVSLWDO�LQ������DQG�EHFDPH�VXU-JHRQ�LQ�FKLHI � DQG� VHQLRU� YLFH� SUHVLGHQW� RI � WKH�-RVHSK�(��5REHUW�-U��&HQWHU�IRU�6XUJLFDO�&DUH�LQ�������+H�ZDV�DOVR�YLFH�SUHVLGHQW�RI �WKH�6KHLNK�=D\HG�,QVWLWXWH�IRU�3HGLDWULF�6XUJLFDO�,QQRYDWLRQ�LQ�������'U��1HZPDQ�LV�D�PHPEHU�RI �WKH�ERDUG�RI � FRPPLVVLRQHUV� RI � 7KH� -RLQW� &RPPLVVLRQ�DQG� WKH� ERDUG� RI � JRYHUQRUV� RI � WKH� $PHULFDQ�3HGLDWULF�6XUJHU\�$VVRFLDWLRQ��

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Charles O’Brien, MD. President of San-ford uSD Medical Center (Sioux Falls, S.D.).�'U��2·%ULHQ��ZKR�VSHFLDOL]HV� LQ� LQWHUQDO�PHGLFLQH�� FDUGLRYDVFXODU� GLVHDVH� DQG� LQWHUYHQ-WLRQDO�FDUGLRORJ\��KDV�VHUYHG�DV�SUHVLGHQW�RI �6DQ-IRUG�86'�0HGLFDO�&HQWHU�VLQFH�0D\�������3ULRU�WR�WKDW�DSSRLQWPHQW�KH�VHUYHG�DV�YLFH�SUHVLGHQW�RI �SK\VLFLDQ�DIIDLUV�RI �6LRX[�9DOOH\�+HDOWK�6\V-WHP�³�WKH�SUHYLRXV�QDPH�RI �6DQIRUG�+HDOWK��

Steven J. Packer, MD. President and CEO of Community Hospital of the Monterey (Calif.) Peninsula.� 'U�� 3DFNHU�KDV� VHUYHG�DV�SUHVLGHQW� DQG�&(2�RI �&RPPX-QLW\�+RVSLWDO� RI � WKH�0RQWHUH\� 3HQLQVXOD� VLQFH�-DQXDU\�������+H�SUHYLRXVO\�VHUYHG�DV�FKLHI �RI �VWDII �DQG�ZDV�PHGLFDO�GLUHFWRU�RI �WKH�KRVSLWDO·V�LQWHQVLYH� FDUH�XQLW� IRU� ��� \HDUV��%HIRUH� MRLQLQJ�WKH�KRVSLWDO��KH�ZDV�D�SDUWQHU�LQ�D�FDUGLRSXOPR-QDU\�SUDFWLFH��,Q�)HEUXDU\��'U��3DFNHU�ZDV�HOHFW-HG�DV�WKH������FKDLU�RI �WKH�&DOLIRUQLD�+RVSLWDO�$VVRFLDWLRQ�%RDUG�RI �7UXVWHHV��

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Build state-of-the-art outpatient surgery centers.Keep your top surgeons and attract more.

Increase caseloads and boost pro!ts.Get it all handled by Murphy HealthCare—

We’re your Turnkey Solution!

What’s the secret of our 20-year success rate of 100 percent?

Our unmatched ability to recruit and retain first-class surgeon partners.

MurphyHealthCare.com

Robert Murphy, CEO(212) 937-4911

Ready to take the future? Give me a call!

DON’T LET YOUR SURGICAL CASES SLIP AWAY!

Physician-Hospital JV Centers can be Your Opportunity.(Let Murphy HealthCare Group Make You a Hero!)

TOGETHER WE CAN . . .

0+&B-XO\B+5B�����LQGG���� ����������������30

Build state-of-the-art outpatient surgery centers.Keep your top surgeons and attract more.

Increase caseloads and boost pro!ts.Get it all handled by Murphy HealthCare—

We’re your Turnkey Solution!

What’s the secret of our 20-year success rate of 100 percent?

Our unmatched ability to recruit and retain first-class surgeon partners.

MurphyHealthCare.com

Robert Murphy, CEO(212) 937-4911

Ready to take the future? Give me a call!

DON’T LET YOUR SURGICAL CASES SLIP AWAY!

Physician-Hospital JV Centers can be Your Opportunity.(Let Murphy HealthCare Group Make You a Hero!)

TOGETHER WE CAN . . .

0+&B-XO\B+5B�����LQGG���� ����������������30

22 Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

David C. Pate, MD, JD. President and CEO of St. Luke’s Health System (Boi-se, Idaho).� $V� SUHVLGHQW� DQG� &(2� RI � 6W��/XNH·V�+HDOWK�6\VWHP��'U��3DWH�RYHUVHHV�WKH�RQO\�,GDKR�EDVHG�QRQ�SURÀW�KHDOWK�V\VWHP��+H�MRLQHG�WKH� V\VWHP� LQ� ����� IURP� 6W�� /XNH·V� (SLVFRSDO�+HDOWK�6\VWHP�LQ�+RXVWRQ��ZKHUH�KH�VHUYHG�DV�VHQLRU�YLFH�SUHVLGHQW�DQG�&02��DQG�&(2�RI �6W��/XNH·V�(SLVFRSDO�+RVSLWDO��

%DUEDUD�5��3DXO��0'��6HQLRU�9LFH�3UHVL-dent and CMO of Community Health Systems (Franklin, Tenn.).� 'U�� 3DXO�� D�ERDUG�FHUWLÀHG� LQWHUQLVW�� EHFDPH� VHQLRU� YLFH�SUHVLGHQW�DQG�&02�RI �&RPPXQLW\�+HDOWK�6\V-WHPV� LQ�$XJXVW�������6KH�SUHYLRXVO\� VHUYHG�DV�VHQLRU�YLFH�SUHVLGHQW�DQG�&02�RI �%HYHUO\�(Q-WHUSULVHV�DQG�GLUHFWHG�WKH�3K\VLFLDQV·�5HJXODWRU\�,VVXHV�7HDP�DW�&06��6KH�SUDFWLFHG�IXOO�WLPH�LQ�QRUWKHUQ�&DOLIRUQLD�IRU����\HDUV��

Ronald Paulus, MD, MBA. President and CEO of Mission Health System (Ashe-ville, N.C.).�'U�� 3DXOXV� MRLQHG�0LVVLRQ�+HDOWK�6\VWHP�LQ�6HSWHPEHU������DV�SUHVLGHQW�DQG�&(2��+H�SUHYLRXVO\�VHUYHG�DV�H[HFXWLYH�YLFH�SUHVLGHQW�RI �FOLQLFDO�RSHUDWLRQV�DQG�FKLHI � LQQRYDWLRQ�RIÀ-FHU�RI �*HLVLQJHU�+HDOWK�6\VWHP�LQ�'DQYLOOH��3D��+H�ZDV�DOVR�FR�IRXQGHU��SUHVLGHQW�DQG�&(2�RI �&DUH6FLHQFH��D�FOLQLFDO�VROXWLRQV�DQG�GDWD�DQDO\WLFV�SURYLGHU�WKDW�LV�QRZ�SDUW�RI �3UHPLHU�

Harold L. Paz, MD. CEO of Penn State Milton S. Hershey (Pa.) Medical Center and Health System.�'U��3D]�EHFDPH�&(2�RI �3HQQ�6WDWH�0LOWRQ�6��+HUVKH\�0HGLFDO�&HQWHU�DQG�+HDOWK�6\VWHP�LQ�$SULO�������$W�WKDW�WLPH�KH�DOVR�WRRN�WKH�SRVLWLRQV�RI �VHQLRU�YLFH�SUHVLGHQW�IRU� KHDOWK� DIIDLUV� DW� 3HQQ� 6WDWH�8QLYHUVLW\� DQG�GHDQ�RI �WKH�3HQQ�6WDWH�&ROOHJH�RI �0HGLFLQH�LQ�+HUVKH\��+H� SUHYLRXVO\� VHUYHG� DV� GHDQ� RI � WKH�5REHUW�:RRG�-RKQVRQ�0HGLFDO�6FKRRO�DQG�&(2�RI � 5REHUW� :RRG� -RKQVRQ� 8QLYHUVLW\� 0HGLFDO�*URXS�LQ�1HZ�%UXQVZLFN��1�-��

Jonathan B. Perlin, MD, PhD. Presi-dent of Clinical and Physician Services group and CMO of Hospital Corpora-tion of America (Nashville, Tenn.).� 'U��3HUOLQ� KDV� VHUYHG� DV� SUHVLGHQW� RI � FOLQLFDO� DQG�SK\VLFLDQ� VHUYLFHV� JURXS� DQG� &02� RI � +&$�VLQFH�������,Q�WKLV�UROH��KH�OHDGV�FOLQLFDO�VHUYLFHV�DQG� SHUIRUPDQFH� LPSURYHPHQW� DW� WKH� V\VWHP·V����� KRVSLWDOV� DQG� PRUH� WKDQ� ���� RXWSDWLHQW�FHQWHUV� DQG� SK\VLFLDQ� SUDFWLFHV�� +H� SUHYLRXVO\�VHUYHG�DV�XQGHU�VHFUHWDU\�IRU�KHDOWK�LQ�WKH�8�6��'HSDUWPHQW� RI � 9HWHUDQV� $IIDLUV� DQG� &(2� RI �WKH�9HWHUDQV�+HDOWK�$GPLQLVWUDWLRQ�

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Kenneth S. Polonsky, MD. Executive 9LFH� 3UHVLGHQW� IRU� 0HGLFDO� $IIDLUV� DW�university of Chicago Medicine.� $V� H[-HFXWLYH� YLFH� SUHVLGHQW� IRU� PHGLFDO� DIIDLUV� DW�8QLYHUVLW\� RI �&KLFDJR�0HGLFLQH��'U�� 3RORQVN\�UHSRUWV� GLUHFWO\� WR� WKH� XQLYHUVLW\� SUHVLGHQW� DQG�VHUYHV� DV� DQ� RIÀFHU� RI � WKH� XQLYHUVLW\�� RYHUVHH-LQJ�WKH�8QLYHUVLW\�RI �&KLFDJR�0HGLFLQH��+H�DOVR�VHUYHV�DV�GHDQ�RI �WKH�GLYLVLRQ�RI �ELRORJLFDO�VFL-HQFHV��GHDQ�RI �WKH�3ULW]NHU�6FKRRO�RI �0HGLFLQH�DQG�WKH�5LFKDUG�7��&UDQH�'LVWLQJXLVKHG�6HUYLFH�3URIHVVRU�RI �0HGLFLQH��+H�MRLQHG�WKH�8QLYHUVLW\�RI � &KLFDJR� IDFXOW\� LQ� ����� DQG� KDV� VHUYHG� DV�VHFWLRQ�FKLHI �RI �HQGRFULQRORJ\��

Claire Pomeroy, MD, MBA. CEO of uC Davis Health System (Sacramento). As &(2�RI �8&�'DYLV�+HDOWK�6\VWHP��'U��3RPHUR\�RYHUVHHV� WKH� ����EHG�8&�'DYLV�0HGLFDO� &HQWHU��WKH� 6FKRRO� RI �0HGLFLQH�� WKH� %HWW\� ,UHQH�0RRUH�6FKRRO�RI �1XUVLQJ�DQG�DQ�����PHPEHU�SK\VLFLDQ�SUDFWLFH�JURXS��6KH�LV�DOVR�DQ�H[SHUW�LQ�LQIHFWLRXV�GLVHDVHV�DQG�D�SURIHVVRU�RI �LQWHUQDO�PHGLFLQH�DQG�PLFURELRORJ\� DQG� LPPXQRORJ\�� 6KH� MRLQHG� 8&�'DYLV� LQ������DV�H[HFXWLYH�DVVRFLDWH�GHDQ�RI � WKH�6FKRRO� RI � 0HGLFLQH� DQG� EHFDPH� YLFH� FKDQFHO-ORU�DQG�GHDQ�LQ�������'U��3RPHUR\�LV�FKDLU�RI �WKH�ERDUG�RI �GLUHFWRUV�RI �WKH�$VVRFLDWLRQ�RI �$FDGHPLF�+HDOWK�&HQWHUV�DQG�RI �WKH�FRXQFLO�RI �GHDQV�RI �WKH�$VVRFLDWLRQ�RI �$PHULFDQ�0HGLFDO�&ROOHJHV�

John Popovich, MD. President and CEO of Henry Ford Hospital (Detroit). 'U��3RSRYLFK��D�SXOPRQDU\�GLVHDVH�DQG�LQWHUQDO�PHGLFLQH�VSHFLDOLVW��EHFDPH�SUHVLGHQW�DQG�&(2�RI �+HQU\�)RUG�+RVSLWDO�LQ�-XO\�������+H�MRLQHG�WKH� KRVSLWDO� LQ� ����� DV� D� PHGLFDO� LQWHUQ� DIWHU�KH� JUDGXDWHG� IURP� WKH�8QLYHUVLW\�RI �0LFKLJDQ�0HGLFDO�6FKRRO��+H�DOVR�VHUYHG�DV�GLYLVLRQ�KHDG�RI �SXOPRQDU\�DQG�FULWLFDO�FDUH�PHGLFLQH�IRU����\HDUV� DQG� FKDLU� RI � WKH� GHSDUWPHQW� RI � LQWHUQDO�PHGLFLQH�DW�WKH�KRVSLWDO�

Robert W. Pryor, MD. President and CEO of Scott & White Healthcare (Tem-ple, Texas)��'U��3U\RU�EHFDPH�SUHVLGHQW�DQG�&(2�RI �6FRWW��:KLWH�+HDOWKFDUH�LQ�$SULO�������+H�SUHYLRXVO\�VHUYHG�DV�&02�RI �WKH�KHDOWK�V\V-WHP�IRU�VL[�\HDUV�DQG�DV�&22�IRU�WZR�\HDUV��+H�LV� D�ERDUG�FHUWLÀHG�SHGLDWULFLDQ� DQG� LV� FHUWLÀHG�LQ�/HDQ�SURFHVV� LPSURYHPHQW��3ULRU� WR� MRLQLQJ�6FRWW��:KLWH��'U��3U\RU�ZDV�&02�RI �6W�� -R-VHSK·V�+RVSLWDO�DQG�0HGLFDO�&HQWHU�LQ�3KRHQL[�

Patrick J. Quinlan, MD. CEO of Ochsner Health System (New Orleans).�'U��4XLQ-ODQ�KDV�VHUYHG�DV�&(2�RI �2FKVQHU�+HDOWK�6\V-WHP�VLQFH�������+H�ZLOO�VWHS�GRZQ�WR�KHDG�WKH�QHZ�2FKVQHU� &HQWHU� IRU� &RPPXQLW\�:HOOQHVV�DQG�+HDOWK�3ROLF\�6HSW�� �� DQG�ZLOO� FRQWLQXH� WR�

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Paul g. Ramsey, MD. CEO of uW Medi-cine (Seattle).�'U��5DPVH\�KDV�VHUYHG�DV�&(2�RI �8:�0HGLFLQH�VLQFH�-XQH�������+H�KDV�FRQ-FXUUHQWO\� KHOG� WKH� SRVLWLRQV� RI � H[HFXWLYH� YLFH�SUHVLGHQW� IRU� PHGLFDO� DIIDLUV� DQG� GHDQ� RI � WKH�6FKRRO�RI �0HGLFLQH�DW�WKH�8QLYHUVLW\�RI �:DVK-LQJWRQ��'U��5DPVH\�SUHYLRXVO\�VHUYHG�DV�DFWLQJ�FKDLU�DQG�WKHQ�FKDLU�RI �WKH�8:�GHSDUWPHQW�RI �PHGLFLQH�IRU�VHYHQ�\HDUV�

5RJHU�$��5D\��0'��([HFXWLYH�9LFH�3UHVL-dent and CMO of Carolinas HealthCare System (Charlotte, N.C.).�$V�H[HFXWLYH�YLFH�SUHVLGHQW� DQG� &02� RI � &DUROLQDV� +HDOWK&DUH�6\VWHP��'U��5D\�RYHUVHHV�SHUIRUPDQFH�LPSURYH-PHQW� LQ� TXDOLW\� DQG� SDWLHQW� VDIHW\� DV� ZHOO� DV�PHGLFDO�VWDII �VHUYLFHV��PHGLFDO�UHFRUGV��WKH�&HQ-WHU�IRU�&OLQLFDO�'DWD�$QDO\VLV�DQG�WKH�5��6WXDUW�'LFNVRQ�5HVHDUFK� ,QVWLWXWH��+H� MRLQHG�&+6� LQ�������EHIRUH�ZKLFK�KH�VHUYHG�DV�FKLHI �TXDOLW\�RI-ÀFHU�RI �&OHDUZDWHU��)OD��EDVHG�%D\&DUH�+HDOWK�6\VWHP��'U��5D\�SUDFWLFHG�FOLQLFDO�QHXURORJ\�IRU����\HDUV�EHIRUH�WDNLQJ�RQ�DGPLQLVWUDWLYH�UROHV��

Craig D. Rhyne, MD. CMO of Covenant Health System (Lubbock, Texas).� 'U��5K\QH��D�ERDUG�FHUWLÀHG�VXUJHRQ��EHFDPH�&02�RI �&RYHQDQW�+HDOWK�6\VWHP� LQ�$SULO� ������+H�KDV� VHUYHG� LQ� VHYHUDO� OHDGHUVKLS� UROHV� DW� &RY-HQDQW�� LQFOXGLQJ� WUDXPD� PHGLFDO� GLUHFWRU� DQG�FKDLU� RI � WKH� 7UDXPD� 3HHU� 5HYLHZ� &RPPLWWHH�DQG�WKH�7UDXPD�6HFWLRQ�&RPPLWWHH��'U��5K\QH�KDV�DOVR�EHHQ�DQ�DVVRFLDWH�FOLQLFDO�SURIHVVRU�RI �VXUJHU\�DW�7H[DV�7HFK�8QLYHUVLW\�+HDOWK�6FLHQF-HV�&HQWHU�VLQFH�0DUFK������

William L. Roper, MD. CEO of uNC Health Care System (Chapel Hill). 'U�� 5RSHU� LV�&(2�RI �81&�+HDOWK�&DUH�6\VWHP��GHDQ�RI �WKH�VFKRRO�RI �PHGLFLQH�DQG�YLFH�FKDQFHOORU�IRU�PHGL-FDO�DIIDLUV��+H�LV�DOVR�D�SURIHVVRU�RI �SHGLDWULFV�LQ�WKH�6FKRRO�RI �0HGLFLQH�DQG�SURIHVVRU�RI �KHDOWK�SROLF\�DQG�DGPLQLVWUDWLRQ�LQ�WKH�81&�6FKRRO�RI �3XEOLF�+HDOWK��'U��5RSHU�LV�D�PHPEHU�RI �WKH�,Q-VWLWXWH�RI �0HGLFLQH�RI �WKH�1DWLRQDO�$FDGHP\�RI �6FLHQFHV�DQG�VHUYHV�RQ�WKH�ERDUG�RI �WUXVWHHV�IRU�WKH�5REHUW�:RRG�-RKQVRQ�)RXQGDWLRQ�

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24 Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

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Joseph A. Scopelliti, MD. President and CEO of guthrie Health (Sayre, Pa.).�,Q�0DUFK��'U��6FRSHOOLWL�EHFDPH�WKH�VROH�&(2�RI �*XWKULH�+HDOWK�DIWHU�VHUYLQJ�DV�FR�&(2�RI �WKH�KHDOWK�V\VWHP�DQG�SUHVLGHQW�DQG�&(2� RI �*XWKULH� &OLQLF�� D�PXOWLVSHFLDOW\� JURXS� SUDFWLFH��+H� MRLQHG�WKH�FOLQLF�LQ������DQG�FRQWLQXHV�WR�SUDFWLFH�DV�D�JDVWURHQWHURORJLVW�DW�WKH�FOLQLF��+H�LV�DOVR�D�FOLQLFDO�LQVWUXFWRU�ZLWK�WKH�6WDWH�8QLYHUVLW\�RI �1HZ�<RUN�8SVWDWH�0HGLFDO�8QLYHUVLW\�DW�6\UDFXVH�DQG�WKH�FKDLUPDQ�RI �WKH�*XWKULH�*UDGXDWH�0HGLFDO�(GXFDWLRQ�&RPPLWWHH�

David J. Shulkin, MD. President of Morristown (N.J.) Medical Center.�'U��6KXONLQ�� D�ERDUG�FHUWLÀHG� LQWHUQLVW��KDV� VHUYHG�DV�SUHVLGHQW�RI �0RUULVWRZQ�0HGLFDO�&HQWHU�DQG�YLFH�SUHVLGHQW�RI �SDUHQW�RUJDQL]DWLRQ�$WODQWLF�+HDOWK�6\VWHP�VLQFH� -XO\�������+H� LV� DOVR�SUHVLGHQW�RI �$WODQWLF�$FFRXQWDEOH�&DUH�2UJDQL]DWLRQ��D�0HGLFDUH�DSSURYHG�$&2��+H�SUHYLRXVO\�VHUYHG�DV�SUHVLGHQW�DQG�&(2�RI �%HWK�,VUDHO�0HGLFDO�&HQWHU�LQ�1HZ�<RUN�&LW\��DQG�&02�RI �WKH�8QLYHUVLW\�RI �3HQQV\OYDQLD�+HDOWK�6\VWHP��WKH�+RV-SLWDO�RI �WKH�8QLYHUVLW\�RI �3HQQV\OYDQLD�DQG�7HPSOH�8QLYHUVLW\�+RVSLWDO��DOO�LQ�3KLODGHOSKLD��

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Charles Sorenson, MD. President and CEO of Intermountain Healthcare (Salt Lake City).�'U��6RUHQVRQ��D�XURORJLF�VXUJHRQ��EHFDPH�SUHVLGHQW�DQG�&(2�RI �,QWHUPRXQWDLQ�+HDOWKFDUH�LQ������DIWHU�KDYLQJ�VHUYHG�DV� H[HFXWLYH�YLFH�SUHVLGHQW� DQG�&22�RI � WKH� V\VWHP� IRU���� \HDUV��+H�KDV�DOVR�VHUYHG�DV�YLFH�FKDLUPDQ�RI �WKH�GHSDUWPHQW�RI �VXUJHU\��SUHVLGHQW�RI �WKH�PHGLFDO�VWDII �DQG�D�PHPEHU�RI �WKH�ERDUG�RI �WUXVWHHV�RI �/'6�+RVSLWDO�LQ�6DOW�/DNH�&LW\��,Q�DGGLWLRQ�WR�KLV�UROH�DW�,QWHUPRXQWDLQ�+HDOWKFDUH��'U��6RUHQVRQ�LV�DQ�DGMXQFW�SURIHVVRU�RI �VXUJHU\�DW�WKH�8QLYHUVLW\�RI �8WDK��

Jeffrey Sperring, MD. President and CEO of Riley Hospital for Children at Iu Health (Indianapolis).�$V�SUHVLGHQW�DQG�&(2�RI �5LOH\�+RVSLWDO�IRU�&KLOGUHQ�DW�,8�+HDOWK��'U��6SHUULQJ�RYHUVHHV�SHGLDWULF�

True Partnerships.Our switch to HFAP was seamless. We beganwith a collegial and thorough survey processfocused on quality and patient safety. Our relationship continues to be a cost-effectiveand educational partnership.

John M. Kosanovich, MD, MBAVPMA / Network Development

Covenant HealthCareSaginaw, Michigan

[email protected]

PUBLICATION: Becker’s Hospital Review SIZE: Half Page 4/color APPEARANCE: 2011 Norcom Inc. 847-948-7762 [email protected]

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25Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

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Nicholas Wolter, MD. CEO of Billings (Mont.) Clinic.�$V�&(2�RI �%LOOLQJV�&OLQLF��'U��:ROWHU�KHDGV�D�QRQ�SURÀW�KHDOWK�V\VWHP�WKDW�LQFOXGHV�D�����EHG�KRVSLWDO��D�VXUJHU\�FHQWHU��D�PXOWL�VSHFLDOW\�JURXS�SUDFWLFH�DQG�VHY-HUDO�RWKHU�IDFLOLWLHV��'U��:ROWHU��ZKR�LV�ERDUG�FHUWLÀHG�LQ�LQWHUQDO�DQG�SXO-PRQDU\�PHGLFLQH��IRUPHUO\�VHUYHG�DV�D�PHPEHU�RI �WKH�ERDUG�RI �GLUHFWRUV�RI �WKH�$PHULFDQ�+RVSLWDO�$VVRFLDWLRQ�DQG�WKH�$PHULFDQ�0HGLFDO�*URXS�$VVRFLDWLRQ��+H�LV�DOVR�D�IRUPHU�&RPPLVVLRQHU�RQ�WKH�0HGLFDUH�3D\PHQW�$GYLVRU\�&RPPLVVLRQ��Q

SAVE THE DATE19th Annual Ambulatory Surgery

&HQWHUV�²�,PSURYLQJ�3UR¿WDELOLW\�DQG�Business and Legal Issues Conference2FWREHU���������������6ZLVVRWHO���&KLFDJR

Keynotes: Tony Larussa, three time World Series Champion and manager discusses leadership; Howard Dean & Ari

Fleisher debate healthcare in a heated election year; Addi-tional sessions moderated by Suzy Welch, Author, Television

Commentator and Business Journalist

For more information, call (800) 417-2035or visit www.BeckersASC.com

Great business focused meeting for Ambulatory Surgery Centers

100 plus speakers; 75 plus sessions

26 Focus on: Community Hospitals

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Is the Community Hospital a Dying Model, or is it the Future of Healthcare? (continued from page 1)

Call 888.646.7763 today for more information.

cogenthmg.com/solutions

C O N S U LT I N G | M S O | F U L L O U T S O U R C I N G

You need critical care solutions that help your patients and your hospital.

We have the answer.

Our intensivists don’t just treat critically ill patients. They help hospitals get well, within

a team-based structure that includes talented physicians, expert support staff, proven

processes and sound leadership at every level. As the critical care affiliate of Cogent

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improved care quality, consistent staffing, and a healthier bottom line.

28 Focus on: Community Hospitals

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Question: What are some of the biggest challenges your community hospital, and community hospitals in general, face today?

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Community Hospital CEO Panel: 3 Leaders Share Insights on the State of Community HospitalsBy Bob Herman

Mike Patterson

Phil Wright

John Sernulka

29Focus on: Community Hospitals

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30 Focus on: Community Hospitals

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Becker’s Hospital Review Annual

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This event is moderated by Chuck Lauer and Scott Becker.

REGISTER TODAY! Limited to 100 Attendees. To register or for sponsorship options, please call Jessica Cole

at (800) 417-2035 or visit http://www.beckershospitalreview.com/novhospitalevent.html

3OHDVH�MRLQ�XV�IRU�WKH�%HFNHU¶V�+RVSLWDO�5HYLHZ�$QQXDO�&KLHI�([HFXWLYH�2I¿FHU�6WUDWHJ\�5RXQGWDEOH�IURP� 4 - 6 p.m. on November 1st at the Ritz Carlton in Chicago. Dinner and a reception to follow. Come listen to 12 panelists discuss their biggest concerns and how they are addressing them. The panelists include:

1. Larry Anderson, CEO, Tri-City Medical Center

2. Dave Brooks, CEO, Providence Regional Medical Center Everett

3. Teri Fontenot, President and CEO, Women’s Hospital

4. Larry goldberg, President and CEO, Loyola University Health System

5. Steve goldstein, President and CEO, Strong Memorial Hospital

6. Dean Harrison, President and CEO, Northwestern Memorial HealthCare

7. Bill Leaver, President and CEO, Iowa Health System

8. Barb Martin, President and CEO, Vista Health

9. Charles Martin, Chairman and CEO, Vanguard Health Systems

10. Megan Perry, President, Sentara Potomac Hospital

11. Jim Skogsbergh, President and CEO, Advocate Health Care

12. Quint Studer, Consultant and Founder, Studer Group

31Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

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An avenue to world-class care´7KH�RQO\�ZD\�WKDW�ZH�FRXOG�DFKLHYH�ZRUOG�FODVV�FDUH�ZDV�WKURXJK�D�G\-QDPLF�DQG�FRKHVLYH�WHDP�RI �HPSOR\HHV�µ�— Rulon Stacey, CEO, Poudre Val-ley Health System, Fort Collins, Colo.

unifying your employees´<RX� QHHG� D� XQLI\LQJ� WKHPH�� ,I � \RX� IRFXV� RQ� FXOWXUH�� HVSHFLDOO\� LQ� WKH�KHDOWKFDUH�LQGXVWU\��DQG�\RX�KDYH�RUJDQL]DWLRQV�WKDW�DUH�W\SLÀHG�E\�VLORV��\RX�FRXOG�IRFXV�RQ�HQJDJHPHQW��EXW�RQO\�ZLWKLQ�WKHLU�VLOR��:H�WU\�WR�RUJD-QL]H�D�PDWUL[�RUJDQL]DWLRQ�WKDW�>LV@�WUXO\�FURVV�IXQFWLRQDO�µ�— Wayne Lerner, CEO, Holy Cross Hospital, Chicago

Involvement and transparency´*LYH�WKHP�PXOWLSOH�RSSRUWXQLWLHV�WR�VKDUH�WKHLU�LQSXW�DQG�KDYH�WKH�WUDQV-SDUHQF\�WR�JHW�EDFN�WR�WKHP�DQG�OHW�WKHP�NQRZ�ZKDW�\RX�GLG�ZLWK�WKHLU�LGHDV��,I �SHRSOH�EHOLHYH�WKHLU�YRLFH�LV�KHDUG��WKH\�ZLOO�EH�PRUH�HQJDJHG�µ��— Tony Armada, CEO, Advocate Lutheran General Hospital, Oak Brook, Ill.

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Examining the Crossroads of Culture, Engagement and Patient SatisfactionBy Paul Spiegelman, CEO of BerylHealth

SAVE THE DATE19th Annual Ambulatory Surgery Centers —

,PSURYLQJ�3UR¿WDELOLW\�DQG�%XVLQHVV�DQG�/HJDO�,VVXHV�&RQIHUHQFH2FWREHU���������������6ZLVVRWHO���&KLFDJR

Keynotes: Tony Larussa, three time World Series Champion and manager discusses leadership; Howard Dean & Ari

Fleisher debate healthcare in a heated election year; Additional sessions moderated by Suzy Welch, Author,

Television Commentator and Business Journalist

*UHDW�EXVLQHVV�IRFXVHG�PHHWLQJ�IRU�$PEXODWRU\�6XUJHU\�&HQWHUV�������SOXV�VSHDNHUV�����SOXV�VHVVLRQVFor more information call (800) 417-2035 or visit www.BeckersASC.com

Explore new frontiers in clinical, operational and financial performance.

To successfully improve hospital performance, you need help navigating the complex environment and managing an ever-increasing amount of data. VHA IMPERATIV™ is a unique performance management solution featuring highly skilled clinical and operational experts that work with you to interpret your data, counsel you through complex decisions and develop a performance improvement plan. You’ll also access our easy-to-use analytics dashboard, the industry’s only Leading Practice Blueprint® library, and collaborative networking.

So wherever you are in your performance journey, you don’t have to go it alone. Move forward with VHA IMPERATIV and navigate your way to peak clinical and operational performance.

For a free preview of your organization’s performance data and improvement opportunities, visit www.vha.com/VHAIMPERATIV or call 800.842.5146.

How do you want to move forward today?

Cost Reduction | Margin Improvement | Quality Improvement

33Physician-Hospital Relationships & ACOs

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1. What type of practice is it? $FTXLULQJ�D�SUDFWLFH�PXVW�EH�YLHZHG�DV�D�VWUDWHJLF�GHFLVLRQ�WKDW�WDNHV�LQWR�DFFRXQW�WKH�PLVVLRQ�RI �D�SURVSHF-WLYH�SUDFWLFH��LWV�VHUYLFH�RIIHULQJV�DQG�LWV�FRPSDW-LELOLW\�ZLWK�WKH�DFTXLULQJ�KRVSLWDO�RU�KHDOWK�V\VWHP��$�KRVSLWDO·V�HYDOXDWLRQ�RI �D�WUDQVDFWLRQ�VKRXOG�JR�EH\RQG�ÀQDQFLDO�FRQVLGHUDWLRQV�DQG�DOVR�FRQVLGHU�KRZ�FOLQLFDO�RXWFRPHV�DQG�FRQWLQXLW\�RI �FDUH�ZLOO�LPSURYH��+RVSLWDOV�VKRXOG�DVN�WKHPVHOYHV��'RHV�WKLV� JURXS� RI � SK\VLFLDQV� DSSO\� WKH� DSSURSULDWH�FDUH�WR�WKH�DSSURSULDWH�SDWLHQWV�LQ�WKH�DSSURSULDWH�YHQXH"�,V�SDWLHQW�VDWLVIDFWLRQ�PHDVXUHG�DQG�WDNHQ�LQWR� DFFRXQW"� 'R� SK\VLFLDQV� IROORZ� HYLGHQFH�EDVHG�JXLGHOLQHV"�'R�SK\VLFLDQV�ZRUN�LQ�VLORV�RU�DV�SDUW�RI �D�FRRUGLQDWHG�FDUH�WHDP"�

2. How can I bridge a practice’s his-WRULFDO� ¿QDQFLDO� SHUIRUPDQFH� WR� LWV�forecasted results? 0RVW� EX\HUV� SHUIRUP�ÀQDQFLDO�GXH�GLOLJHQFH�WR�DQDO\]H�WKH�FRPSDQ\·V�KLVWRULFDO�´TXDOLW\�RI �HDUQLQJV�µ�7KLV�DQDO\VLV�DV-VHVVHV� WKH� LPSDFW� RI � QRQ�UHFXUULQJ� LWHPV� DQG�QRQ�RSHUDWLQJ�FRVWV�DQG�UHYHQXHV�DQG�XOWLPDWHO\�VKRXOG�KHOS� WKH�EX\HU� IRUP�DQ�RSLQLRQ�RI � WKH�VXVWDLQDELOLW\� RI � UHYHQXH� DQG� HDUQLQJV�� &RP-PRQ� GLOLJHQFH� SURFHGXUHV� DOVR� DQDO\]H� WUHQGV�LQ�UHYHQXH�DQG�PDUJLQV�E\�VSHFLDOW\��2QFH�SDVW�SHUIRUPDQFH�LV�DQDO\]HG��LW�LV�XVHG�WR�EULGJH�WKH�KLVWRULFDO� SHUIRUPDQFH� WR� PDQDJHPHQW·V� IRUH-FDVW��3URVSHFWLYH�EX\HUV�VKRXOG�DVN�WKHPVHOYHV��,V�WKLV�IRUHFDVW�DFKLHYDEOH�EDVHG�RQ�WKH�KLVWRULFDO�UHVXOWV"�+DV�WKH�ÀQDQFLDO�PRGHO�FRQVLGHUHG�WKH�H[SHFWHG�GHFOLQH�LQ�0HGLFDUH�UDWHV"��

3. What are the practice’s working capi-WDO�UHTXLUHPHQWV"�$�EX\HU�VKRXOG�XQGHUVWDQG�WKH�FXUUHQW�ZRUNLQJ�FDSLWDO�QHHGV�RI �D�SURVSHF-WLYH�SUDFWLFH�E\�DQDO\]LQJ�LWV�KLVWRULFDO�WUHQGV��7KH�RYHUDOO�FDVK�F\FOH�VKRXOG�DOVR�EH�DVVHVVHG��+RZ�ORQJ�GRHV�LW�WDNH�WR�FRQYHUW�D�PHGLFDO�SURFHGXUH�LQWR�FDVK"�+RZ�PXFK�RI �WKH�DFWXDO�JURVV�ELOOLQJ�FDQ�DFWXDOO\�EH�FROOHFWHG"�6RPH�SK\VLFLDQ�JURXSV�PD\� DOVR� RZQ� DQ� LQVXUDQFH� SODQ� UHTXLULQJ� WKDW�FHUWDLQ�FDVK�OHYHOV�DUH�PDLQWDLQHG�IRU�VWDWH�VROYHQ-F\�UHTXLUHPHQWV��&DSLWDO�H[SHQGLWXUHV�VKRXOG�DOVR�

EH�HYDOXDWHG��&DSLWDO�LQYHVWPHQWV�UHODWHG�WR�SK\VL-FDO�ORFDWLRQV�IRU�XUJHQW�FDUH�FHQWHUV��DPEXODWRU\�FHQWHUV�DQG�LQIRUPDWLRQ�WHFKQRORJ\�³�HVSHFLDOO\�HOHFWURQLF�KHDOWK�UHFRUGV�³�ZLOO�EH�QHFHVVDU\�IRU�SK\VLFLDQ� JURXSV� WR� FRPSHWH� LQ� WKH� QHZ� PDU-NHWSODFH��,Q�IDFW��WKH�QHHG�IRU�FDSLWDO�LQYHVWPHQW�PD\�EH�RQH�RI �WKH�UHDVRQV�D�SK\VLFLDQ�JURXS�LV�LQFOLQHG�WR�VHOO���

4. Should I assume a practice’s debt? ,Q�JHQHUDO��LW�LV�QRW�DGYLVDEOH�IRU�D�KRVSLWDO�WR�DV-VXPH�WKH�GHEW�RI �D�SUDFWLFH�LW�ZLVKHV�WR�DFTXLUH��+RZHYHU��VRPH�GHEW�WDNHV�D�ZKLOH�WR�UHYHDO�LWVHOI��'XULQJ�GLOLJHQFH�LW�LV�LPSRUWDQW�WR�LGHQWLI\�WKHVH�´GHEW�OLNHµ�LWHPV��7KH\�DUH�FRPPLWPHQWV�RU�FRQ-WLQJHQFLHV� WKDW� DUH�QRW� UHFRUGHG�RQ� WKH�EDODQFH�VKHHW� EXW�PD\� UHTXLUH� IXQGLQJ� SRVW�WUDQVDFWLRQ��([DPSOHV�LQFOXGH�WKH�FDVK�FRVW�RI �DQ�XQIXQGHG�SHQVLRQ�OLDELOLW\�DQG�FKDQJH�LQ�FRQWURO�SD\PHQWV��WULJJHUHG�XSRQ�D�WUDQVDFWLRQ���,I �GLOLJHQFH�SURFH-GXUHV�DUH�QRW�FUHDWHG�WR�XQFRYHU�WKHVH��EX\HUV�DUH�SXWWLQJ�WKHPVHOYHV�DW�ULVN�RI � LQKHULWLQJ�ÀQDQFLDO�REOLJDWLRQV�WKH\�PD\�KDYH�QRW�NQRZQ�DERXW��)RU�H[DPSOH�� D� SK\VLFLDQ� JURXS�PD\� EH� VHOI�LQVXUHG�IRU�SURIHVVLRQDO�OLDELOLW\�FODLPV�DQG�WKH�LQVXUDQFH�H[SHQVH�PD\� EH� UHFRUGHG� RQ� WKH� LQFRPH� VWDWH-PHQW�� EXW� WKH� LQFXUUHG�EXW� QRW� UHSRUWHG� FODLPV�PD\� QRW� EH� UHFRUGHG��2QFH� GHEW�OLNH� LWHPV� DUH�XQFRYHUHG�� WKH�EX\HU� FDQ� WU\� WR�QHJRWLDWH� WKHVH�REOLJDWLRQV�DZD\��RU�DW�D�PLQLPXP�LQFRUSRUDWH�WKH�IXWXUH�FDVK�RXWÁRZV�LQWR�WKHLU�ÀQDQFLDO�PRGHO�

5. How much should a practice’s IT in-frastructure be taken into account? A SUDFWLFH·V�,7� LQIUDVWUXFWXUH� LV�D�FULWLFDO�DVVHW� WKDW�VKRXOG� EH� HYDOXDWHG� GXULQJ� GLOLJHQFH�� %X\HUV�VKRXOG� DVVHVV� D� SUDFWLFH·V� H[LVWLQJ� ,7� RUJDQL]D-WLRQDO� VWUXFWXUH� DQG� V\VWHPV� LQ� WKHLU� HQWLUHW\� WR�JDXJH� WKH�SUDFWLFH·V� VXLWDELOLW\�DV�D�KRVSLWDO�SUR-YLGHU��+RVSLWDOV�VKRXOG�DVVHVV�WKH�FRVW�RI �FRQVROL-GDWLQJ�DQG�LPSOHPHQWLQJ�WKH�,7�V\VWHPV�QHHGHG�SRVW�WUDQVDFWLRQ��0DQ\�WLPHV��SK\VLFLDQ�SUDFWLFHV�ZLOO�QRW�KDYH�LQYHVWHG�LQ�LQWHURSHUDELOLW\��PDNLQJ�LW�D�JXDUDQWHHG�IXWXUH�FRVW�IRU�WKH�KRVSLWDO���

6. How should physicians be compen-sated?�0DQ\�SK\VLFLDQ�JURXSV� DUH� VWUXFWXUHG�DV� SDUWQHUVKLSV�� PDNLQJ� SK\VLFLDQV� WKHLU� RZQ�ERVVHV�� ,I � DFTXLUHG�� WKH\�ZLOO� KDYH� WR� DGMXVW� WR�EHLQJ�HPSOR\HHV��1DWXUDOO\��SK\VLFLDQV�ZKR�DUH�DFTXLUHG� H[SHFW� WR� PDLQWDLQ� RU� LQFUHDVH� WKHLU�LQFRPH�XQGHU�WKHLU�QHZ�HPSOR\HU��(LJKW\�WKUHH�SHUFHQW�RI �SK\VLFLDQV�ZKR�DUH�FRQVLGHULQJ�KRV-SLWDO�HPSOR\PHQW�VDLG�WKH\�H[SHFW�WR�EH�SDLG�WKH�VDPH�RU�PRUH�WKDQ�ZKDW�WKH\�DUH�HDUQLQJ�ZKHQ�WKH\�MRLQ�D�KRVSLWDO·V�VWDII��

Who Will Be on Your Team? Acquiring a Physician Practice Requires Multi-Faceted Due DiligenceBy Glenn Barenbaum, Transaction Services Director, PwC

34 Physician-Hospital Relationships & ACOs

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Mr. Barenbaum is a director in PwC’s Healthcare Transaction Services Practice. He can be reached via email at [email protected].

$19 Billionin federal EMR incentives, but what

will it do for the bottom line?It’s great to see the clinical side of healthcare becoming more digitized to improve its mission. Now what can be done about its margin? There is hard proof that an operational platform which drives out waste and sustains operational efficiencies can increase your margin. Real-Time Capacity Management™ gives you tighter

operational control, which goes right to the bottom line. So, if you want the patient there as the record arrives, medical devices where you need them, and beds when you need them, give us a call.

Because, without a margin, there is no mission.

www.teletracking.com / 800.331.3603 / [email protected]

Real-Time Capacity Management™

35Physician-Hospital Relationships & ACOs

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Physician Engagement: 20 Survey FindingsBy Molly Gamble

Becker’s Hospital Review Annual

&KLHI�([HFXWLYH�2IÀFHU�6WUDWHJ\�5RXQGWDEOH 1RYHPEHU��VW���&KLFDJR

This event is moderated by Chuck Lauer and Scott Becker.

REGISTER TODAY! Limited to 100 Attendees. To register or for sponsorship options, please call Jessica Cole

at (800) 417-2035 or visit http://www.beckershospitalreview.com/novhospitalevent.html

3OHDVH�MRLQ�XV�IRU�WKH�%HFNHU¶V�+RVSLWDO�5HYLHZ�$QQXDO�&KLHI�([HFXWLYH�2I¿FHU�6WUDWHJ\�5RXQGWDEOH�IURP� 4 - 6 p.m. on November 1st at the Ritz Carlton in Chicago. Dinner and a reception to follow. Come listen to 12 panelists discuss their biggest concerns and how they are addressing them. The panelists include:

1. Larry Anderson, CEO, Tri-City Medical Center

2. Dave Brooks, CEO, Providence Regional Medical Center Everett

3. Teri Fontenot, President and CEO, Women’s Hospital

4. Larry goldberg, President and CEO, Loyola University Health System

5. Steve goldstein, President and CEO, Strong Memorial Hospital

6. Dean Harrison, President and CEO, Northwestern Memorial HealthCare

7. Bill Leaver, President and CEO, Iowa Health System

8. Barb Martin, President and CEO, Vista Health

9. Charles Martin, Chairman and CEO, Vanguard Health Systems

10. Megan Perry, President, Sentara Potomac Hospital

11. Jim Skogsbergh, President and CEO, Advocate Health Care

12. Quint Studer, Consultant and Founder, Studer Group

36 Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

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Six Sigma, 10 Years on: Was “the Promise” Realized? By Ian R. Lazarus, FACHE, Principal, Creative Healthcare

Attributes of Six Sigma Attributes of Lean

Strong, data-driven orientation Data not always necessary

Strong project management IUDPHZRUN��³'0$,&´� �'H¿QH��Measure, Analyze, Improve & Control

More intuitive, loose framework based on “Current State” vs. “Future State”

Focus on variation in process Focus on value stream analysis

Aim is to eliminate defects Aim is to eliminate waste

Goal is improved quality at lower cost

Goal is increased speed and HI¿FLHQF\

37Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

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Ian R. Lazarus, FACHE, is founder and principal at Creative Healthcare (www.creative-healthcare.com), a VXSSOLHU�RI �WUDLQLQJ��FRQVXOWLQJ�DQG�FHUWLÀFDWLRQ�LQ�/HDQ�and Six Sigma.

Footnote:

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5S is a method for organizing a workplace to maxi-PL]H�HIÀFLHQF\����VWHSV��XQGHUWDNHQ�LQ�RUGHU��LQFOXGH�Sort: Set aside all work-related tools for categorization and possible relocation

Set in Order: Decide which tools are needed daily, weekly, monthly or less often. Organize the proximity of tools based on frequency of use

Shine: Ensure workplace is sterile with adequate visual controls to VXSSRUW�UDSLG�LGHQWL¿FDWLRQ�RI�ZKHUH�UHVRXUFHV�DUH�DQG�KRZ�WKH\�DUH�WR�EH�used

Standardize: Leverage this work across the entire workspace. Use one workstation as a prototype, replicate, expand. Use this as an opportunity to standardize all supplies and tools.

Sustain: Delegate ongoing responsibility for maintaining order. Post SLFWXUHV�WR�VXSSRUW�UDSLG�LGHQWL¿FDWLRQ�LI�DQ\�DVSHFW�RI�WKH�RUJDQL]DWLRQ�effort has been compromised.

* Many healthcare organizations have added a 6th “S” for member “Safety.”

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Becker’s Hospital Review Annual

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39Sign up for the COMPLIMENTARY Becker’s Hospital Review CEO Report & CFO Report E-Weeklies at www.BeckersHospitalReview.com or call (800) 417-2035

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Kenneth Bertka, MD, is a family physician and vice president of physician clinical integration at Mercy, a sev-en hospital and physician group system based in Toledo, Ohio. Mercy is a member of Catholic Health Partners, the largest healthcare system in Ohio.

Don’t Fear Clinical Integration: One Reason Community Hospitals May Have an EdgeBy Kenneth Bertka, MD, Vice President of Physician Clinical Integration, Mercy

40 Finance, Revenue Cycle & ICD-10

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2. Form a collaborative, trusting relationship. 7KH�FRPPHUFLDO�SD\RUV� DQG� WKH�SURYLGHUV� VKRXOG� DSSURDFK�QHZ�SD\PHQW�PRGHOV� FROODE-RUDWLYHO\��´,�GRQ·W� OLNH� WR�XVH� WKH� WHUP�QHJRWLDWH�EHFDXVH�HYHU\RQH�QHHGV�WR� EH� LQYROYHG� LQ� WKH� SUREOHP��1HJRWLDWLQJ� FRQYH\V� D� FRQQRWDWLRQ� WKDW�

11 Best Practices for Commercial Payor Negotiations on New Payment ModelsBy Kathleen Roney

You don’t need another vendor

I know your business

better than you do

I make promises

I can’t keep

I tell you what you want

to hear

I outsource off-shore but promote it as

in-house

I just got trained last

week

Contact us today, and start capturing the full value of the services you provide.

HBCS is no vendor. In the truest sense, we’re a revenue-generating partner that can be as large – or small – as you need us to be. We blend in… enhancing your current systems and procedures, while remaining transparent to your customers with our highly-trained staff and flexible, state-of-the-art technology.

When your revenue is on the line, experience counts. HBCS opened its doors in 1985, and has served hundreds of healthcare clients throughout the U.S. In fact, some of our clients have been with us longer than our competitors have been in business.

Accounts Receivable Management Third Party Billing Insurance Follow-up Self-Pay Billing and Follow-up Flex-Staffing

Energize your revenue cycle877-254-9580

www.hbcs.org/energize1

You need a revenue-energizing partner

42 Finance, Revenue Cycle & ICD-10

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Moody’s: The 5 Most Prominent Areas of Focus in High-Performing HospitalsBy Bob Herman

AHA Supports Postponing ICD-10 until 2014By Bob Herman

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10 Steps to Increase the Value of a Hospital or Surgery CenterBy Rachel Fields

Sponsored by:

���6WHSV�WR�,QFUHDVH�9DOXH���������1. Increase revenue

2. Compare yourself to competitors

3. Hire a CPA

4. Pursue sustainable earnings

5. understand risk

6. Diversity sources of revenue

7. Improve payment processes

8. Recruit physicians and outstanding staff

9. understand potential for growth

10. Be wary of risky growth

Both are experts with sharp instruments...One is focused exclusively on healthcare.

Many consulting !rms o"er FMV analysis...We are focused exclusively on healthcare.

HealthCare Appraisers #0,�/�42535�(--52#4+.0(*5,�5�3-(3',15240�/+42531�5�3/05�30�4.5�3-(45�������52,-(',12��������� �,05.$45$43-.$+304531�5-/�452+/41+425+,**(1/'42�

Experts in Healthcare FMV

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• Litigation Support

www.HealthCareAppraisers.com | [email protected] | (561) 330-3488

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Community Hospitals Must Lead With Experience, Close With CompassionBy Lindsey Dunn

SuBSCRIBE TODAY!

Becker’s Hospital Review CEO Report E-Weekly

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For the first time, one company helps you assess your internal performance and apply market factors and influences to get a comprehensive view for driving strategic decision-making.

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iVantage_PrintAdFinal_Layout 1 6/15/12 12:43 PM Page 1

June 2012An evaluation of how to effectively align and integraterural hospitals into ACOs starts with a quantitativeunderstanding of existing payment and utilizationpatterns, and the historical delivery performance by rural providers from financial, clinical, operational andpatient experience perspectives.Below are summary findings from research conducted by iVantage Health Analytics that shed new, multi-dimensional light on the rural healthcaredelivery system using the latest Medicare Shared Savingsdata files, the first nationwide hospital rating system toevaluate community and rural hospitals including all 1,326 Critical Access Hospitals, and the industryʼs largestproprietary rural Emergency Department database.Based upon this timely analysis of the most current public and proprietary data, rural hospitals have achieveda noteworthy level of comparative performance includingdemonstrated quality, patient satisfaction and operationalefficiency for the type of care most relevant to ruralcommunities. While not all care is equal, and it isunderstood that much complex care is appropriatelyreferred to tertiary care centers, the findings suggest, and the new law demands, that ACOs must managepopulations in a variety of settings. Value in healthcare is created by doing a few things well, not by trying to do everything.

The rural findings may just suggest that by naturalselection, rural has figured out what it does well and has optimized those services for the patientʼs benefit. The misunderstanding that rural hospitals are morecostly, inefficient and have lower quality and satisfactionis empirically challenged. More importantly as providersand developers seek to address the New Healthcareusing innovative delivery models, the rural setting mustbe better understood and included in any strategy for patient-centered care.

Performanceof RuralHealthcareUnder the AffordableCare Act

Aconsideration in the design of the Affordable Care Act (ACA) is the roleplayed by rural patients and theirproviders. This geographically diverse

and misunderstood segment of the healthcare delivery system could provide meaningful insightfor developing Accountable Care Organization(ACO) models, and for hospitals dealing with the implementation of the Affordable Care Act.

Quarterly Update Based on Most Recently Available Data and Refined Assessment Framework using the Hospital strength Index™,the 5th Annual National Rural Emergency Department Study, andmost recent CMS Shared Savings Data File for ACO Development

The study recognizes the significant differences between healthcare in rural America compared to urban settings andthe unique challenges that many safety net hospitals in sole provider communities face. This study nonetheless findshigh value in rural healthcare. The study evaluates key performance measures across physician, outpatient, hospitaland emergency department settings. The measures include: beneficiary costs, quality of care, patient safety, patientoutcomes, patient satisfaction, facility costs and service pricing, market size, competition and demand growth factors.

“Rural hospitals have achieved a noteworthylevel of comparative performance including:demonstrated quality, patient satisfaction andoperational efficiency for the type of caremost relevant to rural communities. While notall care is equal, and it is understood thatmuch complex care is appropriately referredto tertiary care centers, the findings suggest,and the new law demands, that ACOs mustmanage populations in a variety of settings.”

John Morrow – EVP and Co-Founder, iVantage Health Analytics, Inc.™

Summary of Medicare Beneficiary Payment Findings

• Approximately $7.2 billion in annual savings to Medicarealone if the average cost per urban beneficiary were equal to the average cost per rural beneficiary,

• Approximately $2.2 billion in annual cost differential (savings)occurred in 2010 because the average cost per rural beneficiarywas 3.7% lower than the average cost per urban beneficiary,

• Per-capita Inpatient Hospital Service payments for rural beneficiaries are 2% less costly than payments for urban beneficiaries,

• Per-capita Physician Service payments for rural beneficiariesare 18% less costly than payments for urban beneficiaries, and

• Per-capita Outpatient Service payments for rural beneficiariesare 14% more costly than payments for urban beneficiaries.

Summary of Hospital Performance Findings

• Neither the rural nor urban cohort dominates performanceacross the CMS Process of Care topic areas (PN, HF, AMI,SCIP and OP).

• There is no significant performance variation on 30-dayreadmission rates at the benchmark levels for the two hospital study groups. There is nominal performance variation on 30-day all-cause mortality rates.

• Rural hospital performance on HCAHPS patient experiencesurvey measures is better than urban hospitals.

• For three of the four price and cost efficiency measures based on Medicare Cost Reports, rural hospital performanceis better than urban hospitals.

Summary of Emergency Department Performance Findings• Rural Emergency Departments experienced a 12% increase

in utilization between 2007-2011 compared to the baseline24% increase in the decade between 1998-2008.

• Patient Acuity in rural Emergency Departments is lower (over 50% of visits are low acuity) compared to published national benchmarks for all EmergencyDepartments (34% of visits are low acuity).

• 58% of low acuity visits to rural Emergency Departments are during business hours (9 am to 5 pm), compared to onethird of all visits to US Emergency Departments, as cited in May 2011 Congressional testimony.

• The median Time to Medical Screening for rural EmergencyDepartment patients (20 minutes) is 11 minutes faster whencompared to wait times for all US Emergency Departmentpatients (31 minutes) as reported in a published nationalbenchmark study.

• The median Total Time in the ED for rural EmergencyDepartment patients (100 minutes) is 56 minutes faster when compared to all US Emergency Department patients (156 minutes) as reported in a published national benchmark study.

• Inpatient Admissions in rural Emergency Departments (5%) is less than half the national Inpatient Admission rate (12.5%).

• Transfer rates from the rural Emergency Department to another facility (4%) are more than double the published national benchmarks (1.8%).

About iVantage Health AnalyticsiVantage Health Analytics is a leading provider of information products serving an expansive healthcare industry. The company integrates diverse data into innovative delivery platforms to ensure customersʼ timely, concise, and relevant strategic action.

iVantage Health helps healthcare executives gain strategic perspective across the entire enterprise, from Strategy and Planningto Clinical and Functional Performance Benchmarking and Physician Strategy. Our solutions blend our deep industry andoperational expertise with internal benchmark analytics and strategic market information. That unique capability combined withleading edge technology pinpoints vital performance and growth opportunities for customers.

For more information call 615.932.8400. You can download a copy of the full report at www.iVantageHealth.com

sponsored by

Ivantage_Editorial_Beckers_June12_Layout 1 6/15/12 2:56 PM Page 1

June 2012An evaluation of how to effectively align and integraterural hospitals into ACOs starts with a quantitativeunderstanding of existing payment and utilizationpatterns, and the historical delivery performance by rural providers from financial, clinical, operational andpatient experience perspectives.Below are summary findings from research conducted by iVantage Health Analytics that shed new, multi-dimensional light on the rural healthcaredelivery system using the latest Medicare Shared Savingsdata files, the first nationwide hospital rating system toevaluate community and rural hospitals including all 1,326 Critical Access Hospitals, and the industryʼs largestproprietary rural Emergency Department database.Based upon this timely analysis of the most current public and proprietary data, rural hospitals have achieveda noteworthy level of comparative performance includingdemonstrated quality, patient satisfaction and operationalefficiency for the type of care most relevant to ruralcommunities. While not all care is equal, and it isunderstood that much complex care is appropriatelyreferred to tertiary care centers, the findings suggest, and the new law demands, that ACOs must managepopulations in a variety of settings. Value in healthcare is created by doing a few things well, not by trying to do everything.

The rural findings may just suggest that by naturalselection, rural has figured out what it does well and has optimized those services for the patientʼs benefit. The misunderstanding that rural hospitals are morecostly, inefficient and have lower quality and satisfactionis empirically challenged. More importantly as providersand developers seek to address the New Healthcareusing innovative delivery models, the rural setting mustbe better understood and included in any strategy for patient-centered care.

Performanceof RuralHealthcareUnder the AffordableCare Act

Aconsideration in the design of the Affordable Care Act (ACA) is the roleplayed by rural patients and theirproviders. This geographically diverse

and misunderstood segment of the healthcare delivery system could provide meaningful insightfor developing Accountable Care Organization(ACO) models, and for hospitals dealing with the implementation of the Affordable Care Act.

Quarterly Update Based on Most Recently Available Data and Refined Assessment Framework using the Hospital strength Index™,the 5th Annual National Rural Emergency Department Study, andmost recent CMS Shared Savings Data File for ACO Development

The study recognizes the significant differences between healthcare in rural America compared to urban settings andthe unique challenges that many safety net hospitals in sole provider communities face. This study nonetheless findshigh value in rural healthcare. The study evaluates key performance measures across physician, outpatient, hospitaland emergency department settings. The measures include: beneficiary costs, quality of care, patient safety, patientoutcomes, patient satisfaction, facility costs and service pricing, market size, competition and demand growth factors.

“Rural hospitals have achieved a noteworthylevel of comparative performance including:demonstrated quality, patient satisfaction andoperational efficiency for the type of caremost relevant to rural communities. While notall care is equal, and it is understood thatmuch complex care is appropriately referredto tertiary care centers, the findings suggest,and the new law demands, that ACOs mustmanage populations in a variety of settings.”

John Morrow – EVP and Co-Founder, iVantage Health Analytics, Inc.™

Summary of Medicare Beneficiary Payment Findings

• Approximately $7.2 billion in annual savings to Medicarealone if the average cost per urban beneficiary were equal to the average cost per rural beneficiary,

• Approximately $2.2 billion in annual cost differential (savings)occurred in 2010 because the average cost per rural beneficiarywas 3.7% lower than the average cost per urban beneficiary,

• Per-capita Inpatient Hospital Service payments for rural beneficiaries are 2% less costly than payments for urban beneficiaries,

• Per-capita Physician Service payments for rural beneficiariesare 18% less costly than payments for urban beneficiaries, and

• Per-capita Outpatient Service payments for rural beneficiariesare 14% more costly than payments for urban beneficiaries.

Summary of Hospital Performance Findings

• Neither the rural nor urban cohort dominates performanceacross the CMS Process of Care topic areas (PN, HF, AMI,SCIP and OP).

• There is no significant performance variation on 30-dayreadmission rates at the benchmark levels for the two hospital study groups. There is nominal performance variation on 30-day all-cause mortality rates.

• Rural hospital performance on HCAHPS patient experiencesurvey measures is better than urban hospitals.

• For three of the four price and cost efficiency measures based on Medicare Cost Reports, rural hospital performanceis better than urban hospitals.

Summary of Emergency Department Performance Findings• Rural Emergency Departments experienced a 12% increase

in utilization between 2007-2011 compared to the baseline24% increase in the decade between 1998-2008.

• Patient Acuity in rural Emergency Departments is lower (over 50% of visits are low acuity) compared to published national benchmarks for all EmergencyDepartments (34% of visits are low acuity).

• 58% of low acuity visits to rural Emergency Departments are during business hours (9 am to 5 pm), compared to onethird of all visits to US Emergency Departments, as cited in May 2011 Congressional testimony.

• The median Time to Medical Screening for rural EmergencyDepartment patients (20 minutes) is 11 minutes faster whencompared to wait times for all US Emergency Departmentpatients (31 minutes) as reported in a published nationalbenchmark study.

• The median Total Time in the ED for rural EmergencyDepartment patients (100 minutes) is 56 minutes faster when compared to all US Emergency Department patients (156 minutes) as reported in a published national benchmark study.

• Inpatient Admissions in rural Emergency Departments (5%) is less than half the national Inpatient Admission rate (12.5%).

• Transfer rates from the rural Emergency Department to another facility (4%) are more than double the published national benchmarks (1.8%).

About iVantage Health AnalyticsiVantage Health Analytics is a leading provider of information products serving an expansive healthcare industry. The company integrates diverse data into innovative delivery platforms to ensure customersʼ timely, concise, and relevant strategic action.

iVantage Health helps healthcare executives gain strategic perspective across the entire enterprise, from Strategy and Planningto Clinical and Functional Performance Benchmarking and Physician Strategy. Our solutions blend our deep industry andoperational expertise with internal benchmark analytics and strategic market information. That unique capability combined withleading edge technology pinpoints vital performance and growth opportunities for customers.

For more information call 615.932.8400. You can download a copy of the full report at www.iVantageHealth.com

sponsored by

Ivantage_Editorial_Beckers_June12_Layout 1 6/15/12 2:56 PM Page 1

Becker’s Hospital Review Annual

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1. Align closely with physicians. 0DLQWDLQLQJ� D� JUHDW� UHODWLRQVKLS� ZLWK� SK\-VLFLDQV� LV� NH\� WR� IDYRUDEOH� SD\RU� FRQWUDFWV��VXFFHVVIXO� TXDOLW\� LQLWLDWLYHV� DQG� DQ� LP-SURYHG�FRVW�VWUXFWXUH��

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3. Engage the community.� .HHS� D�KLJK� SURÀOH� E\� KROGLQJ� FRPPXQLW\� PHHW-LQJV�� SURGXFLQJ� QHZVOHWWHUV� DQG� DUWLFOHV� LQ�FRPPXQLW\� QHZVSDSHUV�� DQG� ZRUNLQJ� ZLWK�FRPPXQLW\�EDVHG�RUJDQL]DWLRQV�

4. get community feedback. *DWKHU�FRPPXQLW\�PHPEHUV·�YLHZV�WKURXJK�PHHW-LQJV� DQG� IRFXV� JURXSV� WR� LGHQWLI\� ZD\V� WR�LPSURYH�SURJUDPV�DQG�H[SRVH�VHUYLFH�JDSV�

5. Become the healthcare hub for the community.� %HFRPH� LQGLVSHQVLEOH�WR�WKH�FRPPXQLW\�E\�VWHSV�VXFK�DV�KROGLQJ�SUHYHQWLRQ�FODVVHV��EXLOGLQJ�D�ÀWQHVV�FHQWHU�DQG�SDUWQHULQJ�ZLWK�H[LVWLQJ�YHQWXUHV�LQ�WKH�FRPPXQLW\��Q

Why We Need to Keep Our Community Hospitals StrongBy Chuck Lauer, Former Publisher of Modern Healthcare and an Author, Public Speaker and Career Coach

SuBSCRIBE TODAY!

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Hospital & Health System Transactions

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Advertising Index

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7KRPSVRQ�+HDOWK�LQ�&DQDQGDLJXD��1�<���QDPHG�Michael Stapleton�SUHVL-GHQW�DQG�&(2�

Martin Tursky��SUHVLGHQW�DQG�&(2�RI �0HPRULDO�+RVSLWDO�RI �5KRGH�,V-ODQG� LQ� 3DZWXFNHW�� DQQRXQFHG� KLV� UHVLJQDWLRQ� WR� VHUYH� DV� SUHVLGHQW� DQG�&(2�RI �)LUHODQGV�5HJLRQDO�+HDOWK�6\VWHP�LQ�6DQGXVN\��2KLR�

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Gary Wages�ZLOO� VHUYH� DV� LQWHULP�&(2�RI �&XVKLQJ�0HPRULDO�+RVSLWDO� LQ�/HDYHQZRUWK��.DQ���SDUW�RI �.DQVDV�&LW\��0R��EDVHG�6W��/XNH·V�+HDOWK�6\VWHP�

Note:�$G�SDJH�QXPEHU�V��JLYHQ�LQ�SDUHQWKHVHV

ASCOA. [email protected] / www.ascoa.com / (866) 982-7262 (p. 7)

Beryl Health. [email protected] / www.beryl.net / 817-785-5028 (p. 18)

Cogent HMg. www.cogenthmg.com / (615) 377-5600 / (888) 646-7763 (p.27)

The C/N group. [email protected] / www.thecng.com / (219) 736-2700 ext. 225 (p. 19)

HBCS. www.hbcs.org/energize1 / (877) 259-9580 / (p. 41)

HealthCare Appraisers. [email protected] / www.healthcareappraisers.com / (561) 330-3488 (p. 44, 45, 46)

Healthcare Facilities Accreditation Program. [email protected] / www.hfap.org / (312) 202-8258 (p. 24)

L9DQWDJH�+HDOWK�$QDO\WLFV� www.ivantagehealth.com / (800) 437-3293 (p. 49, 50, 51)

MedeAnalytics. [email protected] / www.medeanalytics.com / (510) 379-3300 (p. 4)

Murphy Healthcare group. [email protected] / www.murphyhealthcare.com / (212) 937-4911 (p.21)

National Medical Billing Services. [email protected] / www.nationalascbilling.com / (636) 273-6711 (p. 14)

Palmero Healthcare. [email protected] / www.palmerohealth.com / (800) 344-6424 (p. 2)

3ULQFLSOH�9DOXDWLRQ� [email protected] / www.principlevaluation.com / (312) 422-1010 (p. 12)

Sandlot Solutions Inc. [email protected] / www.sandlotsolutions.com / (800) 370-1393 (p. 3)

Surgical Directions. [email protected] / www.surgicaldirections.com / (312) 870-5600 (p. 5)

TeleTracking. [email protected] / www.teletracking.com / (800) 331-3603 (p. 34)

9DQWLY��www.vantiv.com / (404)279-4515 (p. 13)

9+$��www.vha.com / (800) 842-5146 (p.32)

90*�+HDOWK� [email protected] / www.vmghealth.com / (214) 369-4888 (back cover)

West Coast Medical Resources. [email protected] / www.westcmr.com / (800) 565-6385 (p. 23)