NatioNal CeNter for HealtHCare leadersHip The Arriving Future · keynote speaker, Robert J. Lang, PhD, an origami artist and NASA physicist, shows how creating something from a simple

The Arriving FutureN at i o N a l C e N t e r f o r H e a lt H C a r e l e a d e r s H i p

2018 human capital investment conference & Gail l. Warden leadership excellence aWard dinner

November 13-14, 2018 | embassy suites magNificeNt mile & chicago cultural ceNter | chicago

Our Sponsors 2

NCHL Committees and Board of Directors 6

Welcome Letter 7

Human Capital Investment Conference: The Arriving Future Agenda 8

BOLD: Ensuring our Leaders are ‘Future Friendly’ 10

Speaker Biographies 11

Gail L. Warden Leadership Excellence Award Dinner Agenda 19

An Interview with Nancy Howell Agee 21

About NCHL’s Gail L. Warden Leadership Excellence Award 26

Competencies: What Will the ‘Arriving Future’ Look Like for our Healthcare Leaders? 27

Leadership Excellence Networks: A Commitment to Organizational Excellence and Leadership 28

Administrative Fellowships: Building Your Pipeline and Grooming the Future Leaders 29

USCIPP: Transcending Borders and Leading International Healthcare Collaboration 31

P r o g r a m

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N A T I O N A L C E N T E R F O R H E A LT H C A R E L E A D E R S H I P

e v e n t s P o n s o r s

s u P P o r t e r s P o n s o r s

m e d i a & e v e n t s P o n s o r H o s t e d B Y

sponsors

HEALTHCARE

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N A T I O N A L C E N T E R F O R H E A LT H C A R E L E A D E R S H I P 2 0 1 8 h u m a n c a p i t a l i n v e s t m e n t c o n f e r e n c e a n d l e a d e r s h i p a w a r d

s u P P o r t e r s P o n s o r s

B r e a k f a s t s P o n s o r

B r e a k o u t s e s s i o n s P o n s o r s

sponsors

F U N DGAIL & LOIS

WARDEN

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NATIONAL CENTER FOR HEALTHC ARE LEADERSHIP

Award Recipient:

Thank you for your pioneering work, contributions

and dedication to improving the quality of healthcare.

Modern Healthcare is the industry’s leading source of healthcare business and policy news, research and information.

To learn more visit www.modernhealthcare.com

2018 Gail L. Warden Leadership Excellence

Nancy Howell AgeePresident & CEO, Carilion Clinic

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Rush congratulates Peter W. ButlerThe 2018 recipient of the National

Center for Healthcare Leadership

Distinguished Service Award

graDuate eDucatioN iN health maNagemeNt leNs members

A SpeciAl ThAnk youto our GEHM-LENS Members for their continued work and support in the areas of Career Planning, Diversity & Inclusion, and Alumni Engagement.

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N a t i o N a l c e N t e r f o r h e a l t h c a r e l e a D e r s h i p

r. timothy (tim) rice Chairman & President, NCHL and CEO Emeritus, Cone Health

andrew (andy) N. garman, psyD CEO, NCHL

barbara a. anason Senior Vice President, AMC Networks & Strategy, Vizient

John W. bluford, iii President, Bluford Healthcare Leadership Institute & President Emeritus, Truman Medical Centers

peter W. butler Chair, Department Health Systems Management, Rush University

Joseph (Joe) cabral President & CHRO, Workforce Solutions, Press Ganey Associates

Delvecchio finley CEO, Alameda Health

christy harris lemak, phD Professor & Chair, Department Health Services Administration, University of Alabama at Birmingham

shoou-yih (Daniel) lee, phD Professor & Associate Chair, Health Management & Policy and Faculty Lead, Griffith Leadership Center, University of Michigan

marie e. michnich, Drph Consultant & Coach, L&M Strategic Outcomes, LLC

robert (bob) g. riney President, Healthcare Operations & Chief Operating Officer, Henry Ford Health System

amir Dan rubin President & CEO, One Medical Group

Jill schwieters President, Cielo Healthcare

catherine J. tabaka President & CEO, Sodexo Healthcare - North America

gail l. Warden Senior Advisor, NCHL and President Emeritus, Henry Ford Health System

maryjane a. Wurth Executive Vice President & Chief Operating Officer, American Hospital Association and President & CEO, Health Forum

board of directorsmission

To be an industry-wide catalyst to ensure that high-quality, relevant, and accountable health management leadership is available to meet the needs of 21st century healthcare.

vision

Improve the health of the public through leadership and organizational excellence.

Follow us at

@ NCHL_Leadership

NCHLeadership

Recordings of the conference and Gail L. Warden Leadership Excellence Award Dinner will be made available shortly following the conference.

HUMaN capital iNvestMeNt coNfereNce eveNt coMMittee

Gail l. WardeN leadersHip eXcelleNce aWard selectioN coMMittee

Jill schwieters, chair Cielo Healthcare

pamela abner Mount Sinai Health System

patti adelman, edD Northwell Health

aimee J. allbritton, phD Memorial Health System

mike andrus Oracle

brittany bogan Michigan Health & Hospital Association

Jim Dunn, phD, Dha, Dast Atrium Health

andrew (andy) N. garman, psyD National Center for Healthcare Leadership

Janet guptill Scottsdale Institute

christina Jack American Hospital Association

susan (sue) e. lawler, phD Rush University Medical Center

anne prendergast SurePeople

Wendy l. rheault, phD Rosalind Franklin University of Medicine and Science

Jeffrey simms UNC Chapel Hill

theodore (ted) J. Witherell Partners HealthCare

christy harris lemak, phD, co-chair University of Alabama at Birmingham robert (bob) g. riney, co-chair Henry Ford Health Systembarbara a. anason Vizientmarc l. boom, mD Houston MethodistJoseph (Joe) cabral Press GaneyDelvecchio finley Alameda Health Systemthomas (tom) giella Korn Ferry Internationalsr. carol Keehan Catholic Health Association of the United States

Darrell g. Kirch, mD American Association of Medical Collegessteven (steve) h. lipstein 2017 Gail L. Warden Leadership Excellence Award Recipientmary a. pittman, Drph Public Health Instituter. timothy (tim) rice National Center for Healthcare LeadershipNinfa m. saunders, Dha Navicent Healthgail l. Warden Henry Ford Health Systemmaryjane a. Wurth Health Forum & American Hospital Association

committees & Board

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Dear Friends and Colleagues,

Welcome to the National Center for Healthcare Leadership’s (NCHL) 2018 Human Capital Investment Conference, the Gail L. Warden Leadership Excellence Award Dinner, the presentation of the Distinguished Service Award, and the recognition of this year’s Best Organizations for Leadership Development (BOLD).

How, as leaders, do we create positive opportunities from healthcare’s rapid pace of change in technology, data, workforce, and policy so that we can continue to enhance our ability to deliver high quality, affordable, and accessible healthcare? How do we prepare our leaders for the arriving future?

That is our conference theme—The Arriving Future—which speakers, presentations, and discussions will tackle as we seek new thinking to bring to healthcare’s complicated problems. To start, we will marry art and mathematics as Tuesday’s keynote speaker, Robert J. Lang, PhD, an origami artist and NASA physicist, shows how creating something from a simple square piece of paper can result in a beautiful object that can also have applications to real-world problems, sometimes even saving a life.

Executives from two organizations—Catherine A. Jacobson and Eric Humphrey of Froedtert Health in Milwaukee and Rodney F. Hochman, MD and Debra A. Canales of Providence St. Joseph Health in Seattle—will discuss whether leadership is as hard as rocket science, or, they may ask, is it harder?

Aneesh Chopra, president of CareJourney and the country’s first chief technology officer will be our second keynote speaker, addressing how data from Accountable Care Organizations (ACO) can be used to make better decisions for treating individuals. Our panel on transforming cultures to build resilient organizations will bring together Cambia Health Solutions president & CEO Mark B. Ganz and Mission Health president and CEO Ronald A. Paulus, MD who will offer insights on building culture. Closing remarks for the first day will come from Truman Medical Center president emeritus, John W. Bluford III, who was the 2013 Gail L Warden Leadership Excellence Award recipient.

Carilion Clinic president and CEO, Nancy Howell Agee, RN, anticipated the arriving future in 2011 as she initiated the restructuring of her organization to focus on population health, elevating Carilion to national prominence. With Mrs. Agee’s inspired healthcare leadership, which has permanently benefitted the field, she is the recipient of the 2018 Gail L. Warden Leadership Excellence Award, which will be presented Tuesday evening. Also that evening, NCHL will present former Rush University Medical Center president, Peter W. Butler, with a Distinguished Service Award in recognition of his outstanding contributions to NCHL’s success since its inception.

Wednesday will bring another look at the arriving future when the Best Organizations for Leadership Development—BOLD—are recognized and have the opportunity to present their innovative and cutting-edge programs. More insight into what it means to lead boldly will be explored in an executive conversation featuring Carilion Clinic executive vice president and chief administrative officer, Jeanne S. Armentrout, and Memorial Health System president and CEO, Edgar J. Curtis. Two other keynote speakers, Conscious Capitalism, Inc. co-founder and chairman emeritus, Raj Sisodia, PhD, and author and Harvard associate, Donna Hicks, PhD, will offer suggestions on how we can focus on our employees in the workplace.

We hope our conference brings you new opportunities to connect, learn, and bring ideas for positive change back to your healthcare organizations as you anticipate the arriving future. Thank you for sharing your time with us.

Andrew N. Garman, PsyDCEO, National Center for Healthcare Leadership

R. Timothy Rice President & Board Chair National Center for Healthcare Leadership

Welcome

Jill SchwietersEvent Committee Chair National Center for Healthcare Leadership

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tuesdaY, novemBer 13, 2018

Human CaPitaL investment ConferenCe: THE ARRIVING FUTURE | daY 1

12:30 Pm oPening remarks Ballroom

andrew (andy) N. garman, psyD, CEO, National Center for Healthcare Leadership r. timothy (tim) rice, President & Chair, National Center for Healthcare Leadership and CEO Emeritus, Cone Health

12:45 Pm WeLCome & taBLe introduCtionsH Jill schwieters, President, Cielo HealthcareU

1:00 Pm keYnote address: deveLoPing simPLiCitY from ComPLeXitY: WHat tHe art of origami Can teaCH usH robert J. lang, phD, Origami Artist & NASA PhysicistU Let’s begin by opening our minds. Discover how to find simplicity in today’s complex questions. Healthcare leaders are living in a disruptive world. We must learn to do things differently, to find solutions, to engage people, and to find meaning and joy in our work. Learn how thinking differently can help us understand an ancient art, solve real-world problems, and connect to humanity.

1:30 Pm eXeCutive PaneL: roCket sCienCe & LeadersHiP

moderator: r. timothy (tim) rice, President & Chair, National Center for Healthcare Leadership and CEO Emeritus, Cone Health

rodney (rod) f. hochman, mD, President & CEO, Providence St. Joseph Health Debra (Deb) a. canales, Executive Vice President & Chief Administrative Officer, Providence St. Joseph Health catherine (cathy) a. Jacobson, President & CEO, Froedtert Health eric humphrey, Senior Vice President, Chief Human Resources Officer, Froedtert Health

Is healthcare leadership like rocket science? Building on the message from Dr. Lang, our panel will discuss the complexity of the evolving healthcare system. Hear how two CEOs and their leadership team are committed to creating cultures of leadership in a growing urban-based academic medical system and an expansive multi-state, religious-based health system, respectively. Learn how they are endeavoring to help leaders cultivate new leadership skills and boundary-spanning competencies to move their organizations forward.

2:30 Pm taBLe touCH Base & netWorking Break

3:00 Pm keYnote address: tHe Promise of teCHnoLogY & tHe future of HeaLtHCare

aneesh chopra, President, CareJourney, and the first US Chief Technology Officer A rapid culture change is afoot in healthcare. As we shift our thinking, processes, and planning to align individual patient care and population health, a new generation of entrepreneurs are helping to foster technological advancements. Learn about strategies that can help leaders deliver high quality, lower cost care.

3:30 Pm eXeCutive PaneL: transforming CuLtures to BuiLd resiLient organiZationsH moderator: Jill schwieters, President, Cielo Healthcare mark b. ganz, President & CEO, Cambia Health Solutions ronald (ron) a. paulus, mD, President & CEO, Mission Health and Co-founder, National Taskforce on Humanity in Healthcare Often we hear that US healthcare is a broken model. It takes good people who want to do good work and causes them to make decisions that are suboptimal for those we serve. How do we transform our cultures to make every decision start with the experience of the customer, while reducing hassles and increasing joy for our employees?

4:20 Pm CLosing remarks

John W. bluford iii, President Emeritus, Truman Medical Centers; President, Bluford Healthcare Leadership Institute

hcic aGenda

Transportation via Chicago Trolleys will be provided to and from the Chicago Cultural Center for the Leadership Award event. Please see flyer for more details.

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WednesdaY, novemBer 14, 2018


7:30 am WeLCome & Breakfast Ballroom

8:00 am aWard reCognition: 2018 Best organiZations for LeadersHiP deveLoPment (BoLd) Jill schwieters, President, Cielo Healthcare r. timothy (tim) rice, President & Chair, National Center for Healthcare Leadership and CEO Emeritus, Cone Health

8:40 am eXeCutive Conversation: Leading BoLdly moderator: aimee J. allbritton, phD, Vice President, Organization Development & Chief Learning Officer, Memorial Health System Jeanne s. armentrout, Executive Vice President & Chief Administrative Officer, Carilion Clinic edgar (ed) J. curtis, President & CEO, Memorial Health System Hear from two Best Organizations for Leadership Development (BOLD) awardees, who will discuss their work to improve the individuals and culture in their organization. Learn how senior leadership commitment is the driving force behind bold, leadership initiatives.

9:15 am keYnote address: everYBodY matters: Caring for Your PeoPLe raj sisodia, phD, Co-founder & Chairman Emeritus, Conscious Capitalism, Inc. Would you agree that we are all in the business of people, where everybody matters? If so, how do we create healing organizations for our healers? Discover how to link both the business and compassion sides of our jobs to transform our organizations.

10:00 am

10:35 am

aCCeLerating future Leaders’ suCCess: CHLa’s administrative feLLoWsHiP and neW Leader onBoarding Program yaw frimpong, Manager, Organizational Effectiveness, Children’s Hospital Los Angelesmamoon syed, Senior Vice President & Chief People Officer, Children’s Hospital Los Angeles

PreParing Leaders for suCCess using deveLoPmentaL eXPerienCes patti adelman, edD, Vice President, Center for Learning & Innovation, Northwell Health

strategiCaLLY aLigning LeadersHiP deveLoPmentmara burdick, Assistant Vice President, Learning and Organizational Development, Atrium Health

deveLoPing WorkforCe inteLLigenCe & monitoring resuLts Douglas (Doug) a. crowder, Director, Workforce Intelligence, Carilion Clinic

B R E A K O U T P R E S E N T A T I O N S

breaKout 2 salon efg

breaKout 1 ballroom

hcic aGenda

atrium healthaurora health care

baycare health systemcarilion clinic

children’s health system of texascleveland clinic

Deaconess health systemmemorial health system

Northwell healthstanford children’s health /

lucile packard children’s hospital stanford

boston children’s hospitalchildren’s hospital los angeles

emory healthcareregional health

rush university medical centerucla health

BOLD AWARDEES HIgH PERfORmER AWARDEES

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11:10 am netWorking Break

11.30 am

12.05 Pm keYnote address: CuLtivating dignitY in tHe WorkPLaCe Ballroom Donna hicks, phD, Associate, Weatherhead Center for International Affairs, Harvard University Realize the profound truth about human nature and relationships to enable your ability to create a culture of dignity, social justice, and personal accountability. Learn how to heal workplace conflict in a safe and productive manner.

12:35 Pm fareWeLL

andrew (andy) N. garman, psyD, CEO, National Center for Healthcare Leadership

WednesdaY, novemBer 14, 2018


aGenda & Bold

tHe CLeveLand CLiniC Commitment: using CoaCHing to deveLoP taLent gina m. cronin, Executive Director, Global Leadership & Learning Institute, Cleveland Clinic lisa m. minor, Director, Leadership Programs & Learning Operations, Global Leadership & Learning Institute, Cleveland Clinic christopher (chris) Nagel, Director, Team and Leadership Development, Global Leadership and Learning Institute, Cleveland Clinic

engaging emPLoYees, engaging CommunitY: Creating an environment of diversitY & inCLusion Darlene hightower, Associate Vice President, Rush University Medical Centerterry peterson, Vice President, Corporate & External Affairs, Rush University Medical Center

B R E A K O U T P R E S E N T A T I O N S

breaKout 2 salon efg

breaKout 1 ballroom

How can health systems best prepare our leaders for the future? NCHL’s biennial survey and Best Organizations for Leadership Development (BOLD) program is designed to not only recognize high-performing organizations, but also to point all organizations toward practices that are firmly grounded in sound scientific principles and best-available evidence for effectiveness.

how the survey gets updated Throughout the year, NCHL staff and collaborators scan findings presented at professional conferences and in the peer-reviewed literature to identify promising leadership development practices that can inform our next survey. We also include practices that are widely used but may not have yet demonstrated clear outcomes. These items may not contribute to respondents’ overall score, but the data collection can help us better understand their promise in the years to come.

Once survey revisions have been drafted, they are vetted with two hand-selected panels of experts. Our scientific panel helps us ensure we have identified the right sources to inform our work, and are interpreting the results appropriately. Our practitioner panel helps us ensure survey items are clear and practically relevant.

eNsuriNg our leaDers are ‘future-frieNDly’

Continued on page 33

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speaker Biospatti adelman, edD Patti Adelman is the vice president at the Center for Learning and Innovation at Northwell Health and the Physician Leadership Institute. Over the last 12 years, Dr. Adelman has been the program director for the Physician Leadership Institute, manager for the Center for Learning and Innovation, and a change management educator. She has played a significant role in developing and growing the Physician Leadership Institute, from one program to an offering of over 17 consistent programs. Dr. Adelman is responsible for

organizational and leadership development activities for both clinical and non-clinical team members. In conjunction with senior leadership and organizational stakeholders, Dr. Adelman plans appropriate interventions to grow organizational effectiveness. In her current role, Dr. Adelman is a member of the NCHL’s LENS Steering Committee and is chair of the Physician Leadership Development Committee. Dr. Adelman recently graduated from University of Pennsylvania with her doctorate in education. She obtained her master’s degree in education from the University of Pennsylvania and a master’s degree in social work from New York University.

Nancy howell agee, rN Nancy Agee is president and CEO of Carilion Clinic, a $2 billion not-for-profit integrated health system headquartered in Roanoke, Virginia, serving more than 1 million people in Virginia and West Virginia. Carilion Clinic includes seven hospitals ranging from the third largest in Virginia to midsized community and small rural or critical access hospitals. Before becoming CEO in 2011, Mrs. Agee served as executive vice president and COO, when she co-led Carilion’s reorganization from a collection of hospitals to a fully

integrated physician-led clinic. The reorganization resulted in a partnership with Virginia Tech to create an allopathic medical school and research institute. Mrs. Agee is recognized nationally as a healthcare leader and currently serves as chair of the American Hospital Association, a membership organization representing the nation’s 5,000 hospitals and healthcare systems. She was named one of Modern Healthcare’s top 25 women in health-care in 2017 and one of the national magazine’s 100 most influential people in healthcare in 2016 and 2017. She is a former member of The Joint Commission’s Board of Commissioners and past chair of the Virginia Hospital & Healthcare Association and the Virginia Center for Health Innovation. Mrs. Agee holds degrees with honors from the University of Virginia and Emory University and honorary degrees from Roanoke College and Jefferson College of Health Sciences. She is an adjunct professor at the Virginia Tech Carilion School of Medicine.

aimee J. allbritton, phD Aimee Allbritton is vice president of organization development and chief learning officer at Memorial Health. Dr. Allbritton provides executive leadership for the following departments within Memorial Health System: Organization Development, Organization Learning, Organization Communications, and the Memorial Center for Learning and Innovation. Dr. Allbritton is responsible for the strategic leadership of a comprehensive infrastructure in order to achieve the organization’s desired outcomes. She oversees the organization’s

approach to identifying, diagnosing, and leading change, among the health system’s structures, behaviors, and processes. Dr. Allbritton obtained her doctorate degree in organization development and master’s degree in management of organization behavior from Benedictine University.

Jeanne s. armentrout Jeanne Armentrout is executive vice president and chief administrative officer of Carilion Clinic. Since joining Carilion as a nurse in 1982, Ms. Armentrout has held a variety of leadership positions. She was named to her current position in 2012 and is responsible for a range of Carilion administrative and support departments, including: Organizational Integrity and Compliance, Business Consulting, Facility Services, Human Resources, Information Technology, Marketing and Communications, Planning and Community Development,

Home Health and Hospice, and Wellness. Ms. Armentrout currently serves on several Carilion boards, including the Jefferson College of Health Sciences Board. In 2011, she was appointed by then Governor Bob McDonnell to the Virginia Workforce Development Board and currently chairs its Advanced Technology Committee. In 2014, Governor Terry McAuliffe named her to the State Rehabilitation Council. She is a member of the Virginia Hospital and Healthcare Association and serves on the President’s Advisory Councils for both Hollins University and Roanoke College. Ms. Armentrout’s work has earned national recognition, including the Corporate Learning Network’s CUBIC Leadership Award for internal training and development. She also was named a Fellow by the Health Care Advisory Board. Ms. Armentrout earned her undergraduate and master’s of nursing degrees from Radford University and the University of Virginia, and holds a designation of certified senior professional human resources.

John W. bluford, iii John Bluford is the president and founder of the Bluford Healthcare Leadership Institute (BHLI), a didactic and experiential program for undergraduate scholars aimed at reducing healthcare disparities for vulnerable and ethnic patient populations over the next generation. The Institute is now in its seventh year and has impacted over 80 graduates. Mr. Bluford’s work at the BHLI follows a celebrated career in healthcare leadership. As president emeritus for Truman Medical Centers (TMC) in Kansas City, Missouri, he served

as its president and CEO for 15 years. Prior to TMC, he served for 21 years in various leadership capacities at Hennepin County Medical Center (HCMC) in Minneapolis, Minnesota, including the last six years as its CEO. Mr. Bluford’s tenure at TMC and HCMC is part of a distinguished career in hospital and health system administration that has spanned more than four decades. Mr. Bluford is a nationally known healthcare innovator who has been recognized by Modern Healthcare and Becker’s Hospital Review as one of the Most Influential People in Healthcare. From 2005-2012 he served as the board chairman for the American Hospital Association, the National Association for Public Hospitals, and Missouri Hospital Association. Mr. Bluford was the recipient of the NCHL’s 2013 Gail L. Warden Leadership Excellence Award. Mr. Bluford received his master’s degree in health services administration from Northwestern University and a bachelor’s degree in life sciences and biology from Fisk University.

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speaker Biosmara burdick Mara Burdick is assistant vice president of learning and organizational development at Atrium Health. In her 20 year career with Atrium Health, Ms. Burdick has been a leader in information services, strategic services, and human resources. Ms. Burdick has a passion for change management and the development of talent, which led her to join the learning and organizational development team. She is responsible for organizational talent management processes and administration of the corporate learning management

system. Ms. Burdick’s recent accomplishments include integrating succession planning into the annual performance review process, in order to quickly populate talent profiles with baseline information, and launching integrated education and continuous improvement tools, which focus on the skills and behaviors needed to achieve goals across quality and safety, patient experience, teammate engagement, and efficiency and throughput. Ms. Burdick’s contributions have helped Atrium Health achieve the BEST Award from The Association for Talent Development (ATD) and the NCHL’s Best Organizations for Leadership Development (BOLD) Award, both in 2018. Ms. Burdick holds credentials in both project management and program management. She received a bachelor’s degree in business management from Guilford College.

peter W. butler Peter Butler is a professor in and the chairperson of the Department of Health Systems Management at Rush University and the former president of Rush University Medical Center. Mr. Butler is a nationally recognized healthcare executive with more than four decades of experience working in teaching hospitals and healthcare systems. Mr. Butler first joined Rush as budget director and as a faculty member. He went on to serve as president and CEO of the Methodist Hospital System, now known as Houston Methodist, and

as senior vice president and chief administrative officer of the Henry Ford Health System in Detroit. He then rejoined Rush University in 2002. During the course of his career, he has authored or co-authored more than 40 articles on the financing and management of healthcare organizations in journals ranging from the Journal of Healthcare Management to The New England Journal of Medicine. In 2016, he was awarded a doctor of humane letters from Rush University and provided the commencement address and received the prestigious Filerman Prize for Educational Leadership from the Association of University Programs in Health Administration. He also has been recognized as the outstanding faculty member by Rush University. Mr. Butler has a long history of mentoring and supporting career development beyond the master’s level of training. He has started and been a mentor to administrative fellowship programs for new graduates for more than 25 years, totaling over 50 administrative fellows. He also oversaw the development and launch of a statewide Leadership Academy for healthcare transformation in partnership with the Illinois Hospital Association. Mr. Butler is a graduate of Amherst College, where he received a bachelor’s degree in psychology. Mr. Butler received his master’s degree in health services administration from the University of Michigan.

Debra (Deb) a. canales Deb Canales serves as executive vice president and chief administrative officer for Providence St. Joseph Health. Ms. Canales joined Providence in 2014 and is responsible for human resources, communication, foundation boards, community partnerships, and government affairs. Prior to joining Providence, Ms. Canales served at CHE Trinity Health for over 10 years, most recently as executive vice president and chief administrative officer. During her tenure, she guided the organization through significant change, creating

synergy across a geographically and operationally diverse system in 21 states. Throughout her 25 year human resources career, Ms. Canales has worked in a range of global Fortune 500 organizations, including Hewlett Packard/Compaq Computer Corporation, Yum Brands/PepsiCo, R.H. Macy’s Inc., and Centura Health. Ms. Canales was named a “Healthcare Executive to Watch” by Modern Healthcare in 2016. Additionally, she sponsored a groundbreaking benefits program that provides free or reduced priced medical insurance to those employees most in need, resulting in Providence receiving the Employee Assistance Trade Association’s (EASNA) Corporate Award of Excellence in 2016. Ms. Canales has served on a number of community and business boards. She is currently a member of the board of directors for: AMICA Mutual Insurance, The Breakaway Group-Healthcare Division of Xerox, and the Inforum-Women’s Alliance Group, Seattle Repertory Theatre, and the Seattle Chamber of Commerce. Ms. Canales is also a certified executive coach with a reputation for helping executives develop transformational leadership styles. Ms. Canales is a graduate of the University of Texas at Austin.

aneesh chopra Aneesh Chopra is the president of CareJourney, a Hunch Analytics company that provides actionable, clinically relevant analytic services to population health organizations. He served as the first U.S. Chief Technology Officer under President Obama from 2009-2012 and in 2014. Mr. Chopra authored, Innovative State: How New Technologies can Transform Government. In 2017, he joined the board of the Health Care Cost Institute. Mr. Chopra earned his master’s degree in public policy from Harvard Kennedy School and

bachelor’s degree from The Johns Hopkins University.

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speaker Biosgina m. cronin Gina Cronin is the executive director for the Global Leadership and Learning Institute at the Cleveland Clinic. In this role, she guides leadership and learning for 55,000 caregivers across the Cleveland Clinic Health System. This includes design and deployment of leadership development, performance management and succession planning, organizational development, coaching and learning technologies, and social collaboration. Previously, Ms. Cronin directed clinical service lines and was responsible for overall operations,

as well as for finance and strategy. Most recently, she served as administrator for the Heart & Vascular Institute at the Cleveland Clinic, which is rated the number one heart center in the nation by U.S. News & World Report. Upon completion of the Cleveland Clinic administrative fellowship, Ms. Cronin assumed a position with the chief operating officer in the early formation and growth of the Cleveland Clinic as an integrated health system. Ms. Cronin also serves as program director for the administrative fellowship program, providing experiential opportunities and mentorship to early careerists within a talent pipeline; and as executive sponsor for the Cleveland Clinic’s young professional organization, Group of Aspiring Leaders. Ms. Cronin is an alumnus of the Cleveland Clinic administrative fellowship and holds her master’s degree in health administration from the University of North Carolina at Chapel Hill and bachelor’s degree from the University of Michigan.

Douglas (Doug) a. crowder Doug Crowder is the director of workforce intelligence at Carilion Clinic. In this position, Mr. Crowder applies his nearly 15 years of experience in healthcare human resources and workforce measurement to lead Carilion’s workforce analytics and employee research function. His team is responsible for developing and implementing solutions for data, reporting, and analytics that generate insights to inform fact-based talent decisions. He is a certified professional in human resources and has taught undergraduate courses in human

resource management as an adjunct professor at Roanoke College. Mr. Crowder holds a master’s degree in industrial/organizational psychology from Radford University and a bachelor’s degree in psychology from Virginia Tech.

edgar (ed) J. curtis Ed Curtis is the president and CEO of Memorial Health System (MHS) in Springfield, Illinois. Having started his career at MHS in 1975, he has served in a variety of administrative positions devoting his career to serving others. Mr. Curtis’ devotion to the medical field is reflected in the numerous leadership positions that he has held with professional associations. He is the immediate past chair of the Illinois Health and Hospital Association’s board of directors. He currently serves as a founding board member for the BJC Collaborative,

the Midwest Healthcare Quality Alliance, and the Lincoln Land Health Information Exchange. In addition, he serves as a delegate on the American Hospital Association’s Regional Policy Board, as well as the Sangamon County Economic Development Commission. Mr. Curtis has served the Springfield community in a variety of roles including, chair of the board for the Central Illinois Foodbank (CIFB), the Springfield Urban League (SUL), and the United Way of Central Illinois. After receiving his bachelor’s degree in nursing from Southern Illinois University Edwardsville, Mr. Curtis holds a master’s degree in business administration from the University of Illinois at Urbana, where he also received an honorary doctorate of humane letters for his outstanding and innovative leadership in healthcare administration, as well as his exceptional community service.

yaw frimpong Yaw Frimpong is the manager of organizational effectiveness at Children’s Hospital Los Angeles. In this role, he leads the leadership development, learning and development, employee engagement, and team effectiveness work at the hospital. His years of organizational development, learning and development, and leadership experience were cultivated through retail, consulting, banking, and healthcare. Mr. Frimpong has helped public and private sector organizations (including General Motors, DB Schenker,

SARS, Netcare and Metropolitan) achieve results through improving people performance. He is an avid developer and facilitator of leadership development programs and guides leaders on how to effectively achieve results through people. Mr. Frimpong holds a bachelor’s degree in biochemistry and microbiology from the University of Cape, a post-graduate diploma in social and intellectual history from The Leadership Institute, and a master’s degree in business administration from Georgetown University.

mark b. ganz Mark Ganz is president and CEO of Cambia Health Solutions, a non-profit total health solutions company dedicated to transforming healthcare by creating a person-focused and economically sustainable system. Mr. Ganz has an extraordinary record of involvement regionally and on the national stage, including former chairman of the board for America’s Health Insurance Plans from 2013-2016. Mr. Ganz sits on the board of directors for the Blue Cross and Blue Shield Association, continues to serve as a board member with

America’s Health Insurance Plans, and serves as a member of the board for numerous organizations. In 2013, he received the Governors’ Gold Award for his lifetime contributions to the state of Oregon in the areas of healthcare, economic development, and leadership through community service. In 2015, the National Eagle Scout Association awarded him the Distinguished Eagle Scout Award (DESA) for his tremendous commitment and leadership within the community and healthcare industry. Recognition of Mr. Ganz’s groundbreaking work to personalize healthcare led Portland Business Journal to name him healthcare CEO of the Year for 2014. Mr. Ganz earned both his undergraduate and law degrees from Georgetown University in Washington, DC.

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andrew (andy) N. garman, psyD Andy Garman is CEO of the NCHL and is a professor in the Department of Health Systems Management at Rush University. He is co-author of three books, Exceptional Leadership; The Healthcare C-Suite: Leadership Development at the Top; and The Future of Healthcare: Global Trends Worth Watching (Health Administration Press). Dr. Garman is a three-time recipient of the American College of Healthcare Executives’ Health Management Research Award, and has received support from the Agency for Healthcare Research and Quality. His

professional experience includes roles at the Federal Reserve Bank of Chicago, Institute of Technology, University of Chicago, and Illinois Department of Mental Health. Dr. Garman received a PsyD in clinical psychology from the College of William & Mary / Virginia Consortium, a master’s degree in human resource development from the Illinois Institute of Technology, and a bachelor’s degree in psychology from Pennsylvania State University.

Donna hicks, phD Donna Hicks is an associate at the Weatherhead Center for International Affairs at Harvard University. Dr. Hicks has educated the nation’s brightest minds at Harvard, Clark and Columbia Universities. She is also author of the best-selling book Dignity: It’s Essential Role in Resolving Conflict. Dr. Hicks’ book has gained worldwide recognition for her unique approach to transforming conflict by shedding light on our universal desire to be treated with dignity. She has 25 years of experience as a facilitator of international

conflicts in the Middle East, Sri Lanka, Colombia, Cuba, Northern Ireland, and the United States. Her unique focus on dignity and the essential role it plays in resolving conflict has transformed work environments for the world’s most prominent companies, non-profits and governmental agencies. She has applied the Dignity Model to international conflicts, the corporate world, schools and universities, faith communities as well as the healthcare community. With past clients such as the World Bank, United Nations, US Navy, and the government of Colombia, her ideas on human interaction help enable organizations to build a culture of dignity, heal highly-charged emotional wounds, and thrive in today’s global marketplace. Dr. Hicks holds a doctorate in human development from the University of Wisconsin–Madison.

Darlene oliver hightower Darlene Hightower is the associate vice president for community engagement and practice for Rush University Medical Center (RUMC). Ms. Hightower is responsible for the implementation and evaluation of community programs aimed to improve health of individuals in community areas. In addition, she leads the partnership with interdisciplinary teams across RUMC and Rush Oak Park Hospital to address and mitigate health inequities; fulfill commitments to the local community; oversee the community-based school

based clinics and Rush University community outreach programs; and provide direction for the school-based pipeline programs. Ms. Hightower is a key member of the team that is helping to shape Rush’s enduring commitment to community health and well-being in neighborhoods. Prior to joining Rush, Ms. Hightower held a dual role with Public Allies, Inc., as national vice president of programs and executive director for Public Allies Chicago. There, she was charged with overseeing the programmatic and administrative deliverables for an $8 million federal AmeriCorps grant that funded Public Allies’ signature national service apprenticeship program in 23 communities across the country. Prior to joining Public Allies, Ms. Hightower was associate director for the Metropolitan Chicago Breast Cancer Task Force, an affiliate of RUMC, where she worked to address health disparities in breast cancer outcomes for African American women in Chicago. While there, Ms. Hightower launched the Task Force’s first e-newsletter, developed its first corporate sponsorship initiatives, launched community-based outreach programs, and raised more than $1 million in funding. Ms. Hightower practiced law before transitioning to the nonprofit sector and was a partner in a law firm handling civil rights litigation. She holds a bache-lor’s degree in psychology from Bradley University and a law degree from the Georgetown University Law Center.

rodney (rod) f. hochman, mD Rod Hochman is the president and CEO of Providence St. Joseph Health, a Catholic not-for-profit health system that has served the Western US for 160 years. The health system also includes an education ministry—Providence High School in Burbank, California, and the University of Providence in Montana—and a supportive housing ministry. Under Dr. Hochman’s leadership, Providence St. Joseph Health is transforming healthcare for the future through digital innovation, genomics and scientific wellness, population health, whole

person care, and outreach to the poor and vulnerable. Mental health is a top priority for Providence St. Joseph Health, which contributed $100 million to establish an independent foundation focused on improving the mental health and wellness of communities. In 2017, Dr. Hochman was named the second most influential person in healthcare by Modern Healthcare. He is a board member for the American Hospital Association and chair of its Nine Regional Policy Board. He is also immediate past chair of the board of trustees for the Catholic Health Association. Dr. Hochman served as a clinical Fellow in internal medicine at Harvard Medical School and Dartmouth Medical School. He received his bachelor’s degree and medical degree from Boston University.

speaker Bios

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eric humphrey Eric Humphrey serves as senior vice president and CHRO for Froedtert Health. Mr. Humphrey holds leadership in human resources in healthcare for more than 25 years. This role in the human resources division encompasses leading compensation, benefits, internal wellness, talent delivery, human resources services and analytics, internal occupational health, patient experience, organizational learning, and organizational development. Mr. Humphrey also provides human resources strategy for the health network and

leadership roles in regional workforce development. Mr. Humphrey joined Froedtert Health in 2016 as vice president of human resources operations and was promoted to his current role in 2017. Prior to joining Froedtert, he served as the vice president of human resources for Lehigh Valley Health Network and the senior vice president and CHRO for Summa Health System. He began his human resources career as the benefits officer for the US Department of Health and Human Services Center in Washington, DC. Mr. Humphrey earned a bachelor’s degree in psychology from Bowling Green State University in Ohio and a master’s degree in industrial and organizational psychology from the University of Baltimore.

catherine (cathy) a. Jacobson Cathy Jacobson serves as president and CEO of Froedtert Health, a regional healthcare system based in Milwaukee, Wisconsin. Ms. Jacobson joined Froedtert Health in 2010 as executive vice president of finance and strategy, chief financial officer, and chief strategy officer. She was appointed to president and CEO in 2012. Prior to joining Froedtert Health, Ms. Jacobson spent 22 years at Rush University Medical Center in Chicago in various leadership roles. Her current board appointments include Vizient, United Way of

Greater Milwaukee, the Greater Milwaukee Committee, and Metropolitan Milwaukee Association of Commerce. Ms. Jacobson also served on the Mercy Health (Ohio) board of directors from 2014 to 2017 and served as the voluntary national chair of the board of Healthcare Financial Management Association in 2009-2010. She is also the immediate past chair of the board of the Wisconsin Hospital Association. Ms. Jacobson’s recognitions include Distinguished Executive of the Year from the Junior Achievement of Wisconsin’s Wisconsin Business Hall of Fame in 2018. She was recognized as a Women of Influence by the Milwaukee Business Journal in 2013 and received an honorable mention as Executive of the Year in 2014. Ms. Jacobson received an honorary degree of Doctor of Healthcare Leadership from the University of Wisconsin-Milwaukee in 2015. Ms. Jacobson is a certified public accountant and received her bachelor’s degree in accounting from Bradley University in Peoria, Illinois.

robert J. lang, phD Robert Lang is an origami artist and NASA physicist. Dr. Lang has been an avid student of origami for over 50 years and is now recognized as one of the world’s leading masters of the art. He is noted for designs of detail and realism, and includes in his repertoire some of the most complex origami designs ever created. His work has been shown in exhibitions in New York (Museum of Modern Art), Paris (Carrousel du Louvre), Salem (Peabody Essex Museum), San Diego (Mingei Museum of World Folk Art), and Kaga, Japan (Nippon

Museum Of Origami), among others. Dr. Lang became the first Westerner ever invited to address the Nippon Origami Association’s annual meeting in 1992; he has since been an invited guest at international origami conventions around the world. He lectures widely on origami and its connections to mathematics, science, and technology, and teaches workshops on both artistic techniques and applications of folding in industrial design. He is a Fellow of the Optical Society of America and an Honorary Life Member of the British Origami Society. In 2009, he received Caltech’s Distinguished Alumni Award and in 2013 he was chosen as one of the inaugural Fellows of the American Mathematical Society.

christy harris lemak, phD Christy Lemak is professor and chair of the Department of Health Services Administration in the School of Health Professions at the University of Alabama at Birmingham. She leads a team of over 40 full-time faculty and 15 staff who are developing leaders to shape tomorrow’s healthcare. The Department offers multiple degree programs including a PhD and executive DSc in health leadership, several master’s degrees and graduate certificate programs (CAHME-accredited master of MSHA taught in residential and executive

formats; CAHIIM-accredited MSHI, Masters in Healthcare Quality and Safety, Masters in Healthcare Simulation) and an AUPHA-certified undergraduate Healthcare Management program. The MSHA program is currently ranked second in the nation by US News & World Report. Dr. Lemak teaches and conducts research in the area of healthcare leadership, with an emphasis on how leadership and organizational factors can lead to high performance. She currently focuses on developing organizations where all leaders can thrive. Dr. Lemak holds a doctorate from the University of Michigan, master’s degrees in health administration and business administration from the University of Missouri-Columbia, and a bachelor’s degree in health planning and administration from the University of Illinois-Urbana.

fawn lopez Fawn Lopez is publisher and vice president of Modern Healthcare and Modern Physician. Ms. Lopez’s previous work includes associate publisher to Modern Healthcare, national advertising director of Crain’s Chicago Business, and advertising director of the Kansas City Business Journal. Currently, Ms. Lopez serves as board chair of the American Heart Association, Midwest Affiliate and a member of the DePaul University-School of Communication Dean’s Advisory Board. Ms. Lopez is also a member of the Women of Impact in Healthcare,

Women Business Leaders of the U.S. Healthcare Industry Foundation, Executives Club of Chicago, and the Economic Club of Chicago. Ms. Lopez received a bachelor’s degree in business administration with an emphasis in marketing from the University of Missouri and participated in graduate studies at Webster University in Kansas City.

speaker Bios

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lisa m. minor Lisa Minor is the director of leader transitions and learning operations within the Global Leadership and Learning Institute at the Cleveland Clinic. In her current role, she leads the strategic direction of executive and physician leader onboarding, which includes employee onboarding and executive coaching. She also directs the project management functions of the department through AGILE methodology. Ms. Minor began her career delivering systems training to software vendors and publishers at OverDrive, Inc.

in Cleveland, Ohio. This experience led her to the Cleveland Clinic where she led the registration and billing training efforts of the Enterprise Administrative Patient Management (EAPM) implementation for Cleveland Clinic Florida. Following this project, Ms. Minor was promoted to management within the office of patient experience at the Cleveland Clinic. In this role, Ms. Minor led a team of training specialists who delivered service excellence programming and coaching across the organization. In Ms. Minor’s tenure at the Clinic, she has had the opportunity to coach physician executives and colleagues alike. Ms. Minor holds a master’s degree in business administration from Indiana Wesleyan University and an undergraduate degree in communication and culture from Indiana University Bloomington.

christopher (chris) Nagel Chris Nagel is the director of team and leadership development in the Global Leadership and Learning Institute (GLLI) at the Cleveland Clinic. Mr. Nagel has been a thought leader within the organization to integrate the serving leader work into the culture in the Cleveland Clinic Health System locally and abroad. Mr. Nagel has over 30 years of experience in the service industry beginning his career with Marriott Hotels & Resorts working within the Renaissance, Marriott, and Ritz-Carlton brands. He shifted his focus to

healthcare in 2002 and brought his service-oriented mindset from the hospitality industry to the Cleveland Clinic Health System working in environ-mental services, continuous improvement, and GLLI. Mr. Nagel’s passion is around the behavioral side of organizations and how teams work together. He is a Gestalt certified professional coach and an ACC certified coach through the International Coaching Federation. He is involved in the coaching community through serving on the board of the Cleveland International Coaching Federation Chapter. Mr. Nagel has over 10 years of experience in facilitating both large and small sized groups in the field of continuous improvement, leadership, and team development. His role for the past six years involves him facilitating immersive sessions to expand leader’s development and supporting them through ongoing coaching efforts. Mr. Nagel holds a bachelor’s degree in business administration from Bowling Green State University and a master’s degree in organizational leadership from Gonzaga University.

ronald (ron) a. paulus, mD Ron Paulus is president and CEO of Mission Health, a $2 billion integrated health system serving all of western North Carolina. Mission Health includes six general acute care hospitals, a rehabilitation hospital, more than 700 employed providers, inpatient and home hospice programs, a PACE program, and an MSSP ACO comprised of more than 1,000 physicians. Under Dr. Paulus’ leadership, Mission Health has experienced the following: doubled its revenue and operating income, halved inpatient mortality, achieved six sigma

medication safety results, improved patient experience to above the 90th percentile, doubled employee engagement scores to more than twice the national average, and became the only health system ever designated as one of the nation’s Top 15 Health Systems in six of seven years (IBM Watson Health, 2012-2018) performing in the top 2% of the US in a recent award period. Before joining Mission Health, Dr. Paulus was executive vice president of clinical operations and chief innovation officer for Geisinger Health System, where he managed Geisinger’s hospitals and its more than 800 physician member group practice. While there, Dr. Paulus also was responsible for ensuring system-wide innovation. Prior to joining Geisinger, Dr. Paulus was co-founder, president, and later CEO of CareScience, Inc. (a NASDAQ company), later acquired by Premier, Inc. providing an analytics platform to support health systems’ quality and efficiency improvement work used today by nearly 1,000 hospitals nationwide. Dr. Paulus received his medical degree from The School of Medicine, University of Pennsylvania, master’s degree in business administration with a concentration in healthcare management, and bachelor’s degree in economics from The Wharton School of University of Pennsylvania.

terry peterson Terry Peterson is vice president of corporate and external affairs at Rush University Medical Center (RUMC) and the chairperson of the Diversity Leadership Council. Mr. Peterson’s primary responsibilities include leading, developing, and implementing federal, state, and local government relations initiatives for RUMC. He is also tasked with exploring health disparities and works with providers, government, and community leadership to address inequities in healthcare delivery in Chicago and Cook County. Mr. Peterson serves as chairman

of the Chicago Transit Board. He was appointed to that position in October 2009 by Mayor Richard M. Daley and retained by Mayor Rahm Emanuel. Mr. Peterson oversees the business of the Chicago Transit Authority and works closely with CTA’s day-to-day senior leadership. Mr. Peterson also served as CEO of the Chicago Housing Authority from 2000-2006. Mr. Peterson led the organization’s $1.5 billion program to transform Chicago’s public housing from unsafe, high-density developments to safe, low-rise mixed-income communities. His previous roles include Alderman, Chicago, Illinois’ 17th Ward, 1996-2000. Mr. Peterson generated more than $200 million in development for the Auburn-Gresham and Englewood communities. Mr. Peterson also served as executive assistant to Mayor Daley and as assistant commissioner of the City’s Department of Planning and Development. Mr. Peterson holds a bachelor’s degree from Chicago State University and a master’s degree in public administration from Roosevelt University. He is an alumnus of Harvard University School of Design’s Advanced Management Development Program in real estate.

speaker Bios

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r. timothy (tim) rice Tim Rice is the president and board chair of the NCHL and serves as CEO emeritus for Cone Health. During Mr. Rice’s time at Cone Health, he served as CEO from 2004-2014, as COO, and other executive positions prior to that. He currently serves on several boards including: the Joint Commission, the Center for Creative Leadership, and North Carolina Agricultural and Technical State University. Mr. Rice is a Fellow of the American College of Healthcare Executives. He earned a pharmacy degree from Washington State University and

a master’s degree in health administration from Duke University.

Jill schwieters Jill Schwieters is the founder and president of Cielo Healthcare. Ms. Schwieters has served in provider healthcare for 25 years and is now a leading executive in global healthcare services. Her passion, expertise, and personal drive have fueled her success. She created a market and established an innovative organization that has achieved global leadership. Her experience includes building strong teams, scaling an organization, and developing a business model, which provides ROI for clients and profitability for shareholders.

She knows healthcare is a people business and understands the need to build strong relationships. A respected human capital executive, she has been a champion for workforce, organizational, and leadership solutions for decades. Ms. Schwieters is guided by core values and unwavering integrity. She is a strategic thinker and business executive focused on achieving optimal outcomes through effective people strategies, which will drive organizational success. She is committed to innovation and “next” practices for the industry. She was recognized by Chicago’s Business Magazine in 2018 as a notable woman in Healthcare and has led Cielo Healthcare to be recognized by HRO Today for five consecutive years as the uncontested leader in healthcare recruitment. Ms. Schwieters holds a master’s science in management degree in leadership and business from Cardinal Stritch University and an undergraduate degree in industrial psychology from the University of Wisconsin-Stevens Point.

raj sisodia, phD Raj Sisodia is co-founder and chairman emeritus of Conscious Capitalism, Inc. He is also FW Olin distinguished professor of global business and Whole Foods Market research scholar in Conscious Capitalism, Inc. Dr. Sisodia is co-author of the New York Times and Wall Street Journal bestseller Conscious Capitalism: Liberating the Heroic Spirit of Business in 2013 and Wall Street Journal bestseller Everybody Matters (2015). He was named one of “Ten Outstanding Trailblazers of 2010” by Good Business International, and one of the

“Top 100 Thought Leaders in Trustworthy Business Behavior” by Trust Across America for 2010 and 2011. Dr. Sisodia has published 10 books and over 100 academic articles. His book, Firms of Endearment: How World Class Companies Profit from Passion and Purpose, was named a top business book of 2007 by amazon.com. He has consulted with numerous companies, including AT&T, Nokia, LG, DPDHL, POSCO, Kraft Foods, Whole Foods Market, Tata, Siemens, Sprint, Volvo, IBM, Walmart, Rabobank, McDonalds, and Southern California Edison. He is on the board of directors at The Container Store and a trustee of Conscious Capitalism, Inc. Dr. Sisodia holds a doctorate degree in marketing from Columbia University and received an honorary doctorate from Johnson & Wales University in 2016.

mamoon syed Mamoon Syed is senior vice president and chief people officer at Children’s Hospital Los Angeles. Mr. Syed provides leadership and strategic direction for all areas of Human Resources and partners closely with other senior executives and leaders to provide vision and guidance for human capital. This includes the development of strategic programs, policies, and practices that drive results in support of the organization’s mission, vision, and business and operational objectives, while promoting a positive culture of high

performance. In his previous role at The Ohio State University (OSU) in Columbus, Ohio, Mr. Syed served as CHRO and associate vice president for human resources, health sciences at Wexner Medical Center and interim CHRO and senior associate vice president, human resources for the university as a whole. Among other accomplishments at OSU, he advised university leaders on strategic talent and cultural matters, and improved the medical center’s employee engagement score, physician contract approval turnaround times, and staff, physician, and faculty member turnover rates. He also partnered with the chief diversity officer to develop an integrated diversity plan to enhance the university’s commitment to inclusive excellence. Prior to his role at OSU, Mr. Syed served as vice president of human resources and support services at Rady Children’s Hospital and Health Center in San Diego, California, and vice president of human resources at Children’s Hospital of Orange County (CHOC). There he repositioned the department for success and served as the first executive to lead an initiative between Rady Children’s and CHOC to identify collaborative talent management opportunities. Mr. Syed holds a master’s degree in healthcare administration and a bachelor’s degree in journalism and mass communication from The University of Minnesota.

speaker Bios

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Congratulations

The American Hospital Association joins in tribute to a visionary leader who embraces innovation and research to transform how

we care for our communities. Nancy Howell Agee’s efforts benefit patients, clinicians, communities and hospitals across America.

Nancy Howell Agee

www.aha.org

Gail L. Warden Leadership Excellence Award Recipient

President and CEO, Carilion Clinic Chair, AHA Board of Trustees

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tuesdaY, novemBer 13, 2018

gaiL L. Warden LeadersHiP eXCeLLenCe aWard

chicago cultural center | music provided by the arlen music production

5:30 Pm aWard reCePtion gar rotunda

6:30 Pm WeLCome Preston Bradley Hall

fawn lopez, Publisher & Vice President, Modern Healthcare

6:35 Pm nCHL distinguisHed serviCe aWard

Recognizing the contributions of Peter W. Butler

r. timothy (tim) rice, President & Chair, National Center for Healthcare Leadership and CEO Emeritus, Cone Health

6:40 Pm refLeCtion peter W. butler, Chair, Department Health Systems Management, Rush University

7:00 Pm dinner

7:40 Pm introduCtion of 2018 aWard reCiPient christy harris lemak, phD, Department Chair, Health Services Administration, University of Alabama at Birmingham & Co-Chair, NCHL Selection Committee

7:45 Pm aWard reCiPient’s remarks Nancy howell agee, rN, President & CEO, Carilion Clinic

8:15 Pm CLosing andrew (andy) N. garman, psyD, CEO, National Center for Healthcare Leadership

dinner aGenda

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SHE SET OUT TO PROVIDE CARE.SHE ENDED UP TRANSFORMING IT. Congratulations to Nancy Howell Agee, 2018 recipient of the Gail L. Warden Leadership Excellence Award

Long before Nancy Howell Agee was our president and CEO, she was a nurse. She put the patient first then, and she continues to do it today, by leading an approach to care based on ever-improving quality, innovation and value.

See our unlikely story at CarilionClinic.org/grow

G245372 Gail Warden Award Ad Nancy HPAd.indd 3 10/25/18 2:35 PM

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nanCY HoWeLL agee, rnPresident and CEO, Carilion Clinic

eDucatioN

Bachelor of Science, Nursing, University of Virginia, with Honors

Master of Science, Nursing, Emory University, Magna Cum Laude

Kellogg School of Management, Executive Semester, Northwestern University

career

Carilion Clinic President and CEO, 2011-present

Carilion Health System COO and Executive Vice President, 2001-2011 Vice President, Medical Education 1996-2000

Carilion Roanoke Memorial Hospitals Nurse Manager to Vice President, 1973-1996

aWarDs & recogNitioN

Business Person of the Year, Virginia Business, 2017

Top 25 Women in Healthcare, Modern Healthcare, 2017

50 Most Influential Virginians, Virginia Business, 2016, 2017

100 Most Influential People in Healthcare, Modern Healthcare, 2016, 2017, 2018

University of Virginia Outstanding Alumni, 2015

curreNt boarDs & affiliatioNs

American Hospital Association, Chair, Board of Directors

Coalition to Protect America’s Health Care, Board of Directors

Center for Medical Interoperability, Board of Directors

Healthcare Realty Trust Inc., Board of Directors

Virginia Tech Carilion School of Medicine, Board of Directors

Virginia Hospital & Healthcare Association, Chair Emeritus

past boarD affiliatioNs

The Joint Commission, Board of Commissioners, 2010-2015

intervieWThe National Center for Healthcare Leadership is honored to present the 2018 Gail L. Warden Leadership Excellence Award to Nancy Howell Agee in recognition of her efforts to address population health by stressing value over volume medicine, quality, safety, and preventive care, driving the $2 billion health system to national prominence. Her efforts have included expanding Carilion’s community outreach efforts to address the social determinants of health, creating medical homes to actively manage the care of patients suffering from chronic diseases, and adopting new payment models. In addition, Mrs. Agree forged a successful public-private partnership with a leading research university to establish the Virginia Tech Carilion School of Medicine and Research Institute. Founded in 2010, the medical school is now one of the most competitive in the country and boasts $100 million in research funding. With her focus on improving community health through innovative collaborations and creative problem solving, Mrs. Agee has demonstrated inspired healthcare leadership, permanently benefitting the field.

nancy Howell agee Leads $2 Billion Carilion Clinic to succeed at Population Health, Healthcare innovation, and Pushing teams to Communicate Better

Carilion Clinic President and CEO Nancy Howell Agee leads by anecdote. Ask her a question and her reply will likely be a story that will grab at your heart, but also show you the path to an important lesson. It is all part of her communication-inspired strategy for guiding more than 13,000 employees, seven hospitals, and the 737 physicians representing more than 75 specialties across 225 practice sites that comprise the Roanoke-based healthcare organization. Mrs. Agee, who was inspired to work in healthcare after staring down bone cancer as a teenager, began her career as a nurse at Carilion Roanoke Memorial Hospital. Her curiosity and restlessness propelled her career forward as she encountered enticing opportunities that she deemed too good to ignore. Her strong instinct to communicate has been a driving force behind her leadership style,

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intervieWwhere she believes it is her job to help everyone else do their job. “Patient care is what we do. What I do is make sure my team has what they need to succeed. That’s the most important thing I can do.”

Q. how do you implement that strategy?

A. I do it by noticing everything from dirt on the floor to the financials; it’s all important. I do some kind of rounding every day, somewhere. But it’s not just rounding, it’s rounding with purpose. It’s about eyes on everything. So, here’s a story. During the worst of the summer heat I noticed that one of our valets looked very hot. He said yes, and then added he was more concerned about our patients who also had to endure the unbearable heat as they walked across the parking lot. Together, we decided to start providing patients and their families with bottles of water as they entered the hospital. With open communication, we solved a problem that benefitted employees and patients and also encouraged a good health practice—hydration. I think this is an example of how employees feel comfortable speaking to me, which I think reflects my open-door policy. I practice accessibility and I love all the things that come my way.

Q. Not all executives are comfortable with that much accessibility. What about you as a person allows you to lead in this way?

A. I am high energy and very curious; I like to ask lots of questions. It probably helps that I really like people. Teachers use to send home notes to my parents saying my grades were good, but that I talked a lot. So, nothing has changed. I need that interaction and I give it. There are effective leaders who are introverts; I am an extrovert. It’s very natural for me to ask hard questions, explore complicated ideas or to empathize with someone; to recognize when someone is pained and needs to talk or when they need to be left alone. That happened the other day with a woman in the elevator. I could see the pain on her face as we approached the cancer floor, but I could also see she needed to be left alone. I appreciate having this gift so much. I also think that because I was a nurse before I was a CEO, I speak the same language as clinicians and I understand their frustrations. It has made me a better leader in healthcare.

Q. how do you make communication effective?

A. Communication has to be in context. Leaders must reflect on what they are seeing; leadership must be observant and mindful. Sometimes when I am stressed I sit with a patient—maybe

someone who isn’t doing too well—who needs a comforting hand. I am not wearing my CEO hat during those visits, I am just there to listen to them. I cherish those interactions and it brings perspective as to why I am in healthcare.

Q. What has been your most effective communication tool?

A. People hear things in different ways so we use a collection of tools. Webinars, texting, emails, and walking around—face-to-face communication—are all part of our style. We also do our version of TED Talks, which are popular, instructive and effective, and which we can use in a variety of ways. Communication is vital, but also frustrating because it can feel like you have said the same thing over and over. Yet you can never say it enough. When I see a team that isn’t communicating well, I call them on it and then provide support and training to get them back on track. We do a lot of education on team building that includes structured meetings with agendas, notes, and follow-up to make sure everyone is on board with the same going-forward steps; follow-up is as important an ingredient as anything else. For instance, I usually send a follow-up email after a meeting, rehashing what we discussed and next steps to make sure everyone has heard what I heard. We also have to remember to celebrate successes. This business is hard. We can take our jobs seriously, but ourselves not so much. We have to remember to have fun along the way.

Q. carilion has been active in Nchl as a leNs member for many years. how do you see the fit between the two organizations?

A. Like hand in glove; LENS is completely consistent with our approach. Leadership development is an essential part of the Carilion culture, which is great for me because it combines healthcare and education, my two great interests. LENS reinforces what we are doing; our culture accommodates this and we see the results in our employees. People say Carilion is different because we are accepting, we have high expectations, and we emphasize leadership development. They say that makes Carilion a great place to work. I tend to agree.

Q. carilion underwent a significant reorganization about ten years ago, that transformed you into a physician-led, integrated healthcare system with an emphasis on value over volume. you have said it was difficult to implement; did you ever think about scotching the plan?

A. It was extraordinarily hard to implement and the recession didn’t help. But once we started down the path, there was no

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intervieWturning back. Our board and leadership knew we had to move to a primary care model to address the pressing issues of our region; standing still was not an option. During the reorganization years we were working more than 80 or 90 hours a week as we operated on a lot of cylinders all at the same time. Red ink flowed, as we knew it would, but we worked our way out of it. About three years after we started the transformation, a certain rhythm took over. Everybody knew what was expected, people started to lead and we slowed down; we continued to move forward, but the pace was less frenetic. During this time, I was buoyed by a strong executive team and a strong board.

Q. since assuming the mantle as ceo and president in 2011, how have you changed the way you work with your board?

A. It’s critically important to provide the board with a lot of education and communication. It’s not just that they are our bosses, but they represent the voice of the community, and what they think matters. In addition to our monthly board meetings, I meet with individual members once a year for a check-in and to see what else they need to be able to do their jobs better; we also do an annual board self-assessment. We start our board meetings with a 20-minute clinical talk from one of our specialists and then we leave lots of time for questions. We provide board members with standard information packets that include financials, other stats, and my monthly report, and in the last few years we have made a point of adding relevant materials, such as deep dives on important topics—things like disease entities or new procedures. I also prepare abstracts on relevant magazine or journal articles, where I explain how Carilion could be affected by industry changes or advancements. Additionally, we provide board members with a portal so they have access to information immediately, continuously and securely. I end my monthly report with a coda, which can be a personal reflection, a patient letter, or something else that conveys a deeper meaning about the work we do. I also hired a full-time board secretary who keeps everyone informed on an ongoing basis. This is more typical of what you see in a corporate setting, but it has helped us standardize our reports and make our meetings effective.

Q. carilion has a diverse workforce; how do you help them succeed?

A. We spend a lot of time thinking about culture and different issues related to safe environments and outcomes because of our diverse population, both in terms of patients and our employees. About 75 percent of our workforce is female, so we do a lot in

women’s services to make sure they feel comfortable. In our laundry, for instance, virtually 100 percent of our employees do not speak English as a first language, so we provide English classes. This is consistent, by the way, with Carilion’s history which began providing care in the 1890’s for injured Norfolk & Western Railway workers who initially weren’t welcome in area hospitals. A group of women prevailed on the railroad company to deliver care to the workers and that was the birth of our hospital. We have a long and rich history of providing care for all, and I have always felt proud of that.

Q. as a woman ceo is there anything special you are doing to bring along other women executives?

A. Well, whatever I do, I probably need to do more. Mentoring is the key thing that I do, including formal relationships where I like to spend a lot of time at the beginning discussing what they are seeking from a mentor, and their hopes and dreams; then we craft a schedule for meetings. They will spend time shadowing me, attending meetings, and then we reflect on those things. As you would expect, there is lots of communication, follow-up, and celebration. Inside Carilion there are a couple of mentoring programs that do some unique things. We have one group of medical students that goes to the Ronald McDonald House and cooks together. It’s funny how cooking and talking go hand-in-hand. It’s both purposeful and fun and gives young medical students a chance to talk about what they are learning, problems, insights, or whatever is on their minds. Then our CFO is very involved with a food bank. He takes his team to work there several times a year, offering another setting for both team building and communicating.

Q. Did you have mentors in your career who were particularly supportive?

A. Many people have supported me in my career, but Dr. Charles “Buck” Crockett is the person who had the most significant impact. When I was a nurse, he suggested that we apply together for a cancer grant, and then I worked with him when we received it. He turned me into a really good writer, editing everything that I did, and making me go back to do it over and over until I got it right. He asked lots of tough questions, he expected me to find the answers, and he did not let me get away with a thing. He taught me a lot, but he was also a great mentor because he made me believe I could do things. I learned great lessons from him that I try to put into practice.

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intervieWQ. healthcare is rife with change; what are the daunting problems you see ahead?

A. I can’t predict the future, but I think change will be more evolutionary than revolutionary. Access—how we get care to patients—is a looming issue and includes discussions about how technology is used and how providers function. We have to look at social determinants of health, including poverty, joblessness, and mental healthcare issues that can affect families in multigenerational ways. We do a fair amount in this space, which is great, but then I have to ask myself, is that how we should use our precious healthcare dollars? At the same time, life expectancy is related more to your zip code than your blood pressure; that is something we can’t ignore. As a business leader, and the largest employer in a large area, I need to think how what we do affects the economy, which is a very powerful context for health and healthcare outcomes.

Q. is that a conundrum for carilion?

A. In our region we have some of the poorest outcomes in Virginia. In fact, the zip code of our largest hospital has among the lowest ten outcomes in the state, which means we are failing in our goal to improve the health of our population. Addressing just healthcare issues won’t fix the problem since social determinants are intertwined. We assembled a group of community leaders and we began to figure out ways to attack the problem without boiling the ocean. As an example, for the past year we have been working with educators to remodel the elementary school, we are working with physicians to get healthier food to residents through a prescription program, and community health workers—who don’t wear white coats—have been going into the neighborhoods to build bonds of trust. The good news is that the latest data from the state shows improvement in several areas and we are excited about that because this is how change is made. On the flip side, I am frustrated by the slow pace. But none of us went into healthcare for the short run.

Q. are these the things that keep you awake at night?

A. Actually, I am incredibly excited about the great national conversation we are having about healthcare; it is really hard, but there is renewed energy about technology, improving outcomes, reducing cost, population health, and understanding how to help chronically ill patients who are the super users of healthcare resources. I am excited about the growing emphasis on wellness and prevention; these changes are coming at a great time. I actually welcome innovators and disrupters as long as they are doing it to make healthcare outcomes better for our patients and our country.

Q. Do you have a prediction of what the hospital of the future will look like?

A. There will be hospitals, I am certain, with a focus on intensive care services, operating procedures, and ER—things that really can only be done in a hospital. But they will be different in different settings. We might see micro-hospitals and we most certainly will see expanded delivery of services in the home that will rely on technology. Whatever we do we will need to determine whether the outcomes justify the costs.

Q. What else about the future of healthcare excites you?

A. I am excited about human factor research centered on making our tools and environment more conducive for humans to prevent errors and create a safe environment. Only about 100 people are working on it in healthcare—our industry can be slow to change. But the focus is on making care accessible and safe without being costly. Artificial intelligence will help us improve the way we deliver care. These things are fantastic. Innovation is what gets me up in the morning.

Strong leaders make us better.

Congratulations, Nancy Howell Agee, for winning the 2018 Gail L. Warden Leadership Excellence Award.

©2018 Baylor Scott & White Health.

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Nancy Howell AgeePresident and CEO of Carilion Clinic

for winning the 2018 Gail L. Warden Leadership Excellence Award.

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0658

0

9/11

/18

Congratulations to Nancy Howell Agee

Recipient of the 2018 Gail L. Warden

Leadership Excellence Award

Thomas J. Giella Chairman

Healthcare Services

kornferry.com/health

AMERICA’S ESSENTIAL HOSPITALSCongratulates

2018 Gail L. WardenLeadership Excellence Award Winner

Nancy Howell AgeePresident and CEO

Carilion ClinicCarilion Clinic

The nation’s essential hospitals honor Ms. Ageefor her leadership and distinguished career

as a champion for health care excellence and equity.

Essential people, essential communities, essential hospitals

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aBout the aWard

The National Center for Healthcare

Leadership (NCHL) named the

leadership award in honor of Gail L.

Warden, founding chairman of NCHL,

president emeritus of Henry Ford Health

System, and one of healthcare’s foremost

leaders. This distinction recognizes

his remarkable accomplishments as

an innovator in healthcare delivery,

community wellness, and health

policy, and as a mentor and inspiration

to future generations. This enduring

tribute is in recognition of Gail’s

leadership legacy.

2017 steven H. Lipstein President and CEO, BJC HealthCare

2016 Christine k. Cassel, md Planning Dean, Kaiser Permanente School of Medicine

2015 richard J. umbdenstock former President & CEO, American Hospital Association

2014 nancy schlichting former CEO, Henry Ford Health Systems

glenn d. steele, Jr., md, Phd former President & CEO, Geisinger Health System

2013 John W. Bluford iii President, Bluford Healthcare Leadership Institute President Emeritus, Truman Medical Centers

2012 mitchell H. katz, md Director, Los Angeles County Department of Health Services

margaret e. o’kane President, National Committee for Quality Assurance

2011 michael J. dowling President & CEO, Northwell Health

2010 robert H. Brook, md, scd Distinguished Chair, RAND Health Care Service Senior Principal Physician Policy Researcher, & Professor, Pardee RAND Graduate School

2009 denis a. Cortese, md former President & CEO, Mayo Clinic

2008 Patricia a. gabow, md former CEO, Denver Health

2007 thomas m. Priselac President & CEO, Cedars-Sinai Health System

2006 richard J. davidson former President, American Hospital Association

gary a. mecklenburg former President & CEO, Northwestern Memorial HealthCare

2005 William H. nelson former President & CEO, Intermountain Healthcare

Past LeadersHiP aWard reCiPients

NatioNal ceNter for healthcare leaDership gail l. WarDeN leaDership excelleNce aWarD

2726


competencies An important part of NCHL’s competency model work involves scanning trends and predictions about what the future has in store, and distilling implications of these predictions for the future of healthcare leadership. In completing these types of assessments, we pay particularly close attention to macro-level trends that are likely to shape the future not just of healthcare, but also of our lives and experiences in the broadest sense. We then consider these trends in light of the experiences future healthcare leaders may need to have, the competencies they may need to develop, and the values they may need to uphold.

When we completed this work for the 2018 Health Leadership Competency Model revision, four macro trends stood out as particularly important to keep our eyes on:

1. adaptive capacity becomes increasingly essential to organizational success. The combination of increasing computing power, decreasing costs of data storage, and massive expansions in available data are enabling a boom in artificial intelligence applications. These applications are, in turn, creating unprecedented opportunities to rethink and redesign our approaches to pursuing high-value care. At the employee level, these forces are also likely to reshape the nature of professional boundaries and jobs throughout our health delivery systems in a faster and more ongoing basis. Along the way, we anticipate that organizational learning will move from competitive advantage to “table stakes,” requiring all organizations—health systems included—to develop and provide robust learning and retraining strategies that build new learning in as core job responsibilities. Annual efforts to define and evaluate performance against a set of expectations will give way to ongoing monitoring and feedback systems, shepherded by regular—and, typically, supportive—coaching discussions about results. All of these trends will require greater facility in the competencies associated with ongoing transformation.

2. social determinants will emerge as service lines. As the quantity and quality of health-related data continues to improve, decision-makers will better understand the complex drivers of community-health outcomes, and will seek expertise and leadership in improving community health and vitality. Where will this leadership come from? Of all options, health systems stand out on many fronts as the logical “quarterbacks” for many reasons. Of all health-focused organizations, hospitals are by far the best capitalized. They also tend to have the most developed learning functions, as well as greater capacity in areas such as information management and data analytics. Add to this a values-based alignment with inclusively improving health, and it is not difficult to imagine a future in which communities contract with health systems as the ‘hubs’ of community health improvements. Indeed, there are many examples across the country of these investments already taking place, particularly under the heading of ‘anchor institutions.’ Employment provides the handiest example today: workforce investment boards and other philanthropic support organizations are increasingly realizing that healthcare are home to many of the the kinds of jobs that can improve the welfare of entire families. In the future, more complex challenges such as eating habits, homelessness, and substandard housing may also fall under a broader mandate of social change these health systems lead. These trends will require many leaders to improve their boundary spanning competencies in particular.

3. consumers become peer caregivers. With advances in medical science already outpacing clinicians’ capacity to absorb them, decision-support systems are becoming more prevalent, a trend that will accelerate as artificial intelligence applications continue to become more powerful. Inevitably, these applications will begin to bypass the care provider and become available direct to consumer. This trend is unlikely to eliminate the need for clinicians, and instead to change the fundamental nature of their roles,

What Will the ‘arriviNg future’ looK liKe for our healthcare leaDers?

Health System Awareness& Business Literacy

Self-Awareness &Self-Development

ValuesProfessional, Organizational, Personal

ActionCompetencyDomains

EnablingCompetencyDomains

Boundary Spanning

Execution Relations

Transformation

Health Leadership Competency Model 3.0

Continued on page 34

Past LeadersHiP aWard reCiPients

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lens

The Leadership Excellence Networks (LENS) and Councils are an interorganizational collaboration of hospitals and health systems dedicated to advancing leadership excellence and organizational effectiveness. The LENS Steering Committee provides important oversight and leadership to the work of the Councils, including interorganizational Coaching, Physician Leadership Development, Diversity & Inclusion, and Talent Metrics, Analytics, and Planning. Within the Councils, senior leaders focus their work on sharing best practices, facilitating innovation, and creating value for the members.

The Diversity & Inclusion Council members also includes: Beaumont Health, Bon Secours Health System, Catholic Health Initiatives, Children’s Hospital of Philadelphia, Cleveland Clinic, Cone Health, Mount Sinai Health System, and Trinity Health. UK HealthCare is a member of the Physician Leadership Development Council.

LENS and Council members are unique in that they:

• Demonstrateacommitmentanduseforward-thinkingapproachestoleadership

• Seekopportunitiestoshareresourcesandco-developprogramswithothermembers

• Prioritizetheirworkbasedonthehighestimpactontheirorganization,withaneyeonlong-term outcomes for the field

In terms of organizational impact, LENS members often outperform other organizations in their use of evidence-based leadership development practices, as measured by the 2018 National Health Leadership Survey and DiversityInc’s Top Hospitals and Health Systems, for example.

Highlights of Council activity in 2018 include:

coaching council — The 2018 coaching certification course that brought together 18 LENS coaches to receive ICF-certified training. Feedback from the first two cohorts has been extremely positive, and a third cohort will launch in early 2019.

Diversity & inclusion council — Under the leadership of Jan Harrington-Davis of Henry Ford Health System, the council launched a strategic planning process to focus on broadening impact, disparities benchmarking and metrics, and education.

physician leadership Development council — In conjunction with the refresh of NCHL’s Healthcare Leadership Competency Model, a 360-degree assessment tool specifically geared toward physicians was created for use by LENS member organizations in their physician leadership development endeavors.

talent metrics, analytics, & planning — The council shares experiences with approaches to talent metrics and analytics, while identifying areas of need and looking for alternative approaches to strengthen capabilities for assessing future workforce needs.

Other benefits to LENS membership include:

• ComplimentaryregistrationtoattendtheannualHumanCapitalInvestmentConference

• ReceiptofmonthlyExecutiveBriefings,LENSnewsletter,andotherleadershipcommunications and reports

• Priorityeligibilitytoparticipateinnationalresearchanddemonstrationprojectsandco-development, design, and peer review of new leadership development initiatives

For additional information about LENS and the qualification process, please contact Chelsea Johnson at [email protected].

leaDership excelleNce NetWorKs: a commitmeNt to orgaNizatioNal excelleNce aND leaDership

STEERING COMMITTEE

atriUM HealtH Rebecca Schmale, PhD, Vice President, Learning & Organizational Development

bostoN cHildreN’s Hospital Chris Newell, PsyD, Director, Learning & Development

carilioN cliNic Tara L. Wiedeman, Senior Director, Human Resources Steering Committee Chair

HeNrY ford HealtH sYsteM Eric Bacigal, Vice President, Organizational Development, EAP, & Wellness

JoHNs HopKiNs MediciNe Susan Recko, Senior Director, Learning & Organizational Development

MeMorial HealtH sYsteM Aimee Allbritton, PhD, Chief Learning Officer & Vice President, Organization Development

Moffitt caNcer ceNter Dorte Heimbeck, PhD, Director, Organizational Development

NortHWell HealtH Patti Adelman, EdD, Assistant Vice President, Physician Leadership Institute Physician Leadership Development Chair

partNers HealtHcare Theodore J. (Ted) Witherell, Director, Organization Development & Learning Services Interorganizational Coaching Council Chair

rUsH UNiversitY Medical ceNter Alita Tucker, Associate Vice President, Organizational Effectiveness & Leadership Development

staNford cHildreN’s HealtH Laura Gottlieb, Director, Enterprise Learning & Development

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ncaf

Post-graduate administrative fellowships are coveted opportunities for early careerists in healthcare management that serve as real-world exposure to the major areas of the organization to develop their leadership, critical thinking, and problem-solving skills. While administrative fellowships have been around for decades, over the last few years there has been a collective effort to standardize this process with the foundation of this stemming from the National Council on Administrative Fellowships (NCAF), a program of NCHL. NCAF is an organization of of over 110 fellowship sites and graduate health management programs who are working collaboratively to advance the role, availability, and quality of administrative fellowships, while creating a uniform, coordinated, and fair approach to the fellowship application process. Fellowship opportunities help prepare early careerists for leadership-track careers in the health sector and are an important strategy to develop and grow an organization’s workforce to that which embodies and strengthens their mission, vision, and culture.

creating administrative fellowships As an increasing number of hospitals, health systems, insurance companies, and even consulting firms are utilizing administrative fellowships as a pipeline for future leaders, many are still looking for a place to start. This year NCAF launched it’s Administrative Fellowship Guide outlining the ins and outs of what it means to lead a quality administrative fellowship program. The detailed guide has already helped launch new fellowship opportunities, with more to come in the future.

the applicant pool & centralized application system Each year the number of applicants utilizing the National Administrative Fellowship Centralized Application Service (NAFCAS) grows. 2018 is the third year of the application, which saw over 1150 applicants this year, a 14% increase since its inception. As numbers rise, NCAF continues to grow and provide an efficient application process to both applicants and fellowship sites. This year NCAF organized the first national administrative fellowship fair, providing over 25 sites and 100 students the opportunity to network and discuss future career opportunities. Being a member-driven organization, NCAF provides annual benchmarks gathering insight from applicants, fellowship sites, graduate health management programs, and fellows. This information helps improve the application process, understand the overall fellowship experience, and predict the impact of administrative fellowships on career trajectory.

cultivating your fellows Organizations that provide an administrative fellowship have an increased reputation in the field because they place an emphasis on the proactive growth and development of their leadership pool. The rotational and project-based structure provides the organization with an opportunity to develop their fellows’ professional skill-set early on, which adds to their overall potential for success and meaningful contribution to the organization’s mission and vision. NCAF members approved a Fellows Education Subcommittee this year, which focuses on providing additional education opportunities and a fellows network. Part of their work has been to deliver a fellows leadership webinar series to help guide the fellowship and post-fellowship experience.

For more information on NCAF, please contact Nitasha Kassam at [email protected]

aDmiNistrative felloWships: builDiNg your pipeliNe & groomiNg the future leaDers iN healthcare

30


30


ncaf

ADMINISTRATIVE FELLOWSHIP SITES

Advocate Health CareAkron Children’s HospitalAlameda Health SystemAllegheny Health NetworkAmerican Hospital Association*Anne Arundel Medical CenterArkansas Children’sAtrius Health Aurora Health CareBeaumont HealthBrigham and Women’s HospitalCarilion ClinicCentegra Health System^CHI Health (Omaha)CHI St. Luke’s HealthChildren’s Hospital of Los AngelesChildren’s Hospital of WisconsinCity of Hope National Medical CenterCleveland ClinicColumbia University Vagelos College of Physicians & SurgeonsCone HealthDana-Farber Cancer InstituteFairview Health Services Froedtert Health & The Medical College of WisconsinGenesis Health SystemHenry Ford Health SystemHonorHealthHouston MethodistIndiana University HealthIntermountain HealthcareJohns Hopkins MedicineKeck Medicine of USCLahey Hospital and Medical CenterLehigh Valley Health NetworkLexington Medical Center*Loyola MedicineMarshfield Clinic Health System Massachusetts General Hospital

Mayo Clinic*Medical University of South Carolina HealthMedStar HealthMercy Health Mercy Medical Center-Des MoinesMount Sinai Health SystemRenown HealthNorthwell HealthNYU Langone HealthOhioHealthOregon Health and Science UniversityPenn State Health Milton S. Hershey Medical CenterPremier HealthRochester Regional HealthRush University Medical CenterSanford HealthSSM Health of WisconsinStanford Children’s Health - Lucile Packard Children’s Hospital StanfordStanford Health CareSt. Joseph Heritage HealthcareThe Guthrie ClinicThe University of Kansas Health SystemTrinity HealthUC Davis Medical CenterUCSF HealthUNC Hospitals/UNC Health CareUniversity HospitalUniversity Hospitals Cleveland Medical CenterUAB HospitalUChicago MedicineUniversity of Kentucky HealthCareUniversity of Missouri Health CareUniversity of Utah Health UPMCVidant HealthYale New Haven Health System

GRADUATE HEALTH MANAGEMENT PROGRAMS

Boston University School of Public HealthColumbia UniversityCornell UniversityDes Moines UniversityGeorge Washington UniversityGeorgia Southern UniversityGeorgia State UniversityIndiana University at IndianapolisMedical University of South CarolinaNYU WagnerPenn State UniversityRush University Saint Louis UniversitySeton Hall UniversityTexas A&M Health Science Center Texas Woman’s UniversityThe Ohio State UniversityUNC Chapel HillUniversity of Alabama at BirminghamUniversity of Arkansas for Medical SciencesUniversity of Central FloridaUniversity of Colorado DenverUniversity of FloridaUniversity of IowaUniversity of Kansas Medical CenterUniversity of MichiganUniversity of MinnesotaUniversity of MissouriUniversity of PittsburghUniversity of ScrantonUniversity of South FloridaUniversity of Texas at ArlingtonUniversity of Texas School of Public HealthUniversity of Wisconsin-Milwaukee^Virginia Commonwealth UniversityXavier UniversityYale School of Public Health^

* Members not participating in the National Administrative Fellowship Centralized Application Service (NAFCAS) (nafcas.liaisoncas.com). ^ Denotes NCAF Affiliate members, including graduate schools with non-CAHME accredited programs and fellowship sites that are currently not offering a nationally competitive administrative fellowship

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30


uscipp

Member-driven platforms that facilitate peer-to-peer learning and collaboration are integral to all of NCHL’s component programs, and the US Cooperative for International Patient Programs—or USCIPP—is no exception. Comprised of 64 American academic medical centers, hospitals, and health systems, USCIPP operates on a member-driven agenda of research, benchmarking, education, and expanding global access to high-quality US healthcare. USCIPP’s members have specialized programs that cater to international patients who travel to the US for care and many collaborate with hospitals and governments around the world through education and training programs, affiliation agreements, telehealth, and more. Some of the exciting initiatives that USCIPP has been working on in 2018 are outlined below.

on-site collaboration The USCIPP on-site collaboration is a program that offers an opportunity for four USCIPP members to participate in a year-long informational exchange in the form of quarterly, two-day site visits hosted on the campuses of each institution in the cohort. These visits provide structured opportunities for the participants to engage in a series of in-depth discussions on topics of interest chosen by the group and help facilitate the sharing of knowledge, experience, and best practices. The organizations in this year’s cohort—The Ohio State University Comprehensive Cancer Center – James Cancer Hospital and Richard J. Solove Research Institute, Children’s

Mercy Kansas City, Stanford Medicine, and Northwestern Medicine—are collaboratively working on a number of projects, including:

• Authoringa“USCIPPwhitepaper”thatoffersinsightsintothecomplexlandscapeoftheinternationalhealthcaremarket

• Pilotinganinternationalpatientcomplexitytooltoquantifythelevelofeffortrequiredtocareforinternationalpatients— the “international patient effort index”—that will allow for strategic alignment of institutional resources to better serve international patient needs

• Exploringinternationaltelemedicineopportunitiesformembersthatwishtoexpandtheirservicesusingnewtechnologiesinthisfield

business intelligence, research, and analytics By combining the annual benchmarking data that USCIPP collects from its members with up-to-date economic, healthcare, and geopolitical research, USCIPP is able to provide a comprehensive set of analytic tools and market insights that its Premium members use to make strategic plans for their programs. This portfolio of business intelligence (BI) work has evolved over the past year, and members have expressed that the resultant analyses have been used to inform specific business decisions and international marketing, staffing, and business development plans. Coupled with members’ assessments of their physicians’ and organizational relationships abroad that may help facilitate market development, USCIPP’s research and analytics deliverables provide members with a deeper understanding of a country’s healthcare system and the legal, political, economic, and regulatory dynamics in geographies where international projects are being considered. These insights can help hospitals identify key stakeholders—such as legal, tax, and information technology experts—whom should be consulted both within their own organizations and externally.

international patient experience survey The international patient experience survey initiative was formed in response to USCIPP members’ interest in the development of a common set of experience-of-care metrics specifically designed for patients who travel to the US for treatment. In April 2016, the Patient Experience Initiative Committee selected the Rush University Center for the Advancement of Healthcare Value (CAHV)

uscipp: traNsceNDiNg borDers aND leaDiNg iNterNatioNal healthcare collaboratioN

32


uscippto provide survey development and pilot testing services. With generous support from Flywire, the Patient Experience Initiative Committee designed a survey that accounts for different touchpoints unique to the international patient experience and that may not otherwise be identified in traditional surveys designed for domestic patients. The pilot survey was launched in the summer of 2018 in English, Spanish, and Arabic by ten USCIPP member institutions. The next phase of the initiative will include translating the survey into additional languages and building a data dashboard that allows USCIPP members to interact with, visualize, and benchmark their international patient experience survey data.

clinical Quality forum At the 2017 USCIPP annual meeting, conference attendees in clinical roles at USCIPP institutions expressed that they would like to have a platform that provides an opportunity to discuss clinical and care quality issues specific to the international patient populations they serve. This resulted in the creation of the USCIPP Clinical Quality Forum (CQF) in February 2018, which now functions as a collective platform for clinicians and allied health professionals to network, share information, and collaborate with one another. The CQF is currently engaged in an initiative that examines the international patient journey, identifying best practices from initial inquiry, intake, treatment, discharge, and follow-up after international patients have returned home.

For more information on USCIPP, please contact Jarrett Fowler at [email protected].

USCIPP PREMIUM MEMBERS

AbilityLab (Shirley Ryan AbilityLab)Atrium HealthBaylor St. Luke’s Medical CenterBoston Children’s HospitalBrigham Health, Dana-Farber/Brigham and Women’s Cancer CareBroward Health InternationalCancer Treatment Centers of AmericaChildren’s Hospital of PhiladelphiaChildren’s Mercy Kansas CityChildren’s National Health SystemCincinnati Children’sCity of HopeCleveland ClinicCook Children’s Health Care SystemEmory HealthcareFlorida HospitalGlobal Medical Services/Minnesota International Medicine*Johns Hopkins Medicine InternationalMassachusetts General HospitalMayo ClinicMemorial Hermann–Texas Medical Center & TIRR Memorial HermannMemorial Sloan Kettering Cancer CenterMoffitt Cancer Center

NewYork-PresbyterianNicklaus Children’s HospitalNorthwestern MedicineNYU Langone HealthOchsner Health SystemPenn MedicinePhiladelphia International Medicine**Sharp HealthCareThe Ohio State University Comprehensive Cancer Center – James Cancer Hospital and Richard J. Solove Research InstituteUC San Diego HealthUChicago MedicineUCLA HealthUCSF HealthYale International Medicine Program

USCIPP STANDARD & INTRODUCTORY MEMBERSAnn & Robert H. Lurie Children’s Hospital of ChicagoBaptist Health InternationalCedars-SinaiChildren’s Hospital ColoradoChildren’s Hospital Los AngelesCommunity Medical Centers – Central California

Dignity Health InternationalDuke HealthHenry Ford Health SystemHospital for Special SurgeryHouston MethodistIndiana University HealthKeck Medicine of the University of Southern CaliforniaKennedy Krieger InstituteMedStar Georgetown University HospitalMemorial Healthcare SystemMount Sinai Medical CenterNationwide Children’s HospitalNemours Alfred I duPont Hospital for ChildrenNorthwell HealthPrinceton HealthCare SystemRush University Medical CenterSeattle Children’sStanford MedicineTexas Children’s HospitalUCHealthUPMC and Children’s Hospital of Pittsburgh of UPMC

* Representing Abbott Northwestern Hospital, Children’s Hospitals and Clinics of Minnesota, Gillette Children’s Specialty Healthcare, North Memorial Medical Center, Regions Hospital, Shriners Hospitals for Children – Twin Cities, University of Minnesota Masonic Children’s Hospital, University of Minnesota Medical Center, Hazelden Betty Ford Foundation

** Representing Fox Chase Cancer Center, Temple University Hospital, Thomas Jefferson University Hospital, Wills Eye Hospital, Magee Rehabilitation Hospital, The Renfrew Center, Rothman Institute, Vincera Institute

U S CO O P E R AT I V E F O R I N T E R N AT I O N A L PAT I E N T P R O G R A M S M E M B E R S

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Bold

Copyright 2018 | National Center for Healthcare LeadershipAll rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without written permission.

national Center for Healthcare Leadership 17 North State Street | Suite 1530

Chicago, Illinois 60602 312-563-6630

For more information about NCHL visit www.nchl.org

managing editor Joyce Anne Wainio | National Center for Healthcare Leadership

ContriButing editors Nilu Faiz-Ali | National Center for Healthcare Leadership Jarrett Fowler | US Cooperative for International Patient Programs Andrew (Andy) N. Garman, PsyD | National Center for Healthcare Leadership Alia Ibrahim | US Cooperative for International Patient Programs Nitasha Kassam | National Council on Administrative Fellowships Callie Lambert | US Cooperative for International Patient Programs Lisabeth Weiner | Lisabeth Weiner Consultants, Inc. | www.lisweiner.com

art direCtor Lisa Klein | Pisa Design, Inc. | www.pisadesign.com

THANK YOU TO PARTICIPATING PANELISTS

NCHL wishes to thank the following individuals for serving on our 2018 advisory council

Matthew M. anderson Associate Dean, Administrative Affairs, School of Health Professions, University of Texas Health Science Center San Antonio

aimee J. allbritton, phd Vice President, Organization Development & Chief Learning Officer, Memorial Health System

liz bickley Senior Vice President, Healthcare Client Services, Cielo Talent

Kevin d. broom, phd Associate Professor and Director, MHA and MHA/MBA Programs & Vice Chair, Education, Department Health Policy and Management, University of Pittsburgh

david v. day, phd Professor & Academic Director, Kravis Leadership Institute, Claremont McKenna College

Joan H. evans Chief of Staff, Cone Health

andrew (andy) N. Garman, psyd CEO, National Center for Healthcare Leadership

Michael (Mike) Grubich Managing Partner, LAK Group

christina lacerenza Assistant Professor, Organizational Leadership & Information Analytics, Leads School of Business, University of Colorado Boulder

susan (sue) lawler, phd Director, Leadership & Learning Academy, Rush University Medical Center

Joyce anne Wainio Vice President, National Center for Healthcare Leadership

helping health systems adopt best-practices During bi-annual survey periods, every health system that completes a BOLD survey is eligible to receive a free benchmarking report, describing how their practices compare to other health systems on each of the survey dimensions. During the off-cycle, NCHL provides consultative support to health systems seeking to strengthen their leadership development systems using a peer-referenced survey as part of their process. More information about these opportunities is available by contacting Joyce Anne Wainio at [email protected].

contributing to the science NCHL also works with university researchers to examine relationships between leadership development practices and important organizational outcomes. Prior research has demonstrated significant associations between leadership development practices and both HCAHPS scores and operating margins; current research underway is examining relationships to hospital bond ratings.

For additional information about the National Leadership Survey and BOLD, please contact Joyce Anne Wainio at [email protected].

eNsuriNg our leaDers are ‘future-frieNDly’

Continued from page 10

2018 Human Capital Investment Conference & Gail L. Warden Leadership Excellence Award

s a v e t H e d a t e

N ov E m b E r 12 – 13, 2019

34


competencies

Congratulations2018 Gail l. Warden leadership excellence aWard recipient

Nancy Howell AgeePresident & CEO | Carilion Clinic

What Will the ‘arriviNg future’ looK liKe for our healthcare leaDers? Continued from page 27

away from being experts and toward being guides. Eventually, the true differentiator of clinical ‘expertise’ will not be technically based, but rather relationship-based, with the most sought-after clinicians being the ones who master the ability to help their patients collaboratively navigate information to make the decisions that are best for their individual needs. These trends are likely to require leaders as well as caregivers to not only develop new relationship competencies, but also to revisit their current professional values and roles.

4. ‘engagement’ begins to unify all stakeholders. As patient roles become more central to their own care, and as employees become recognized as important role models and brand ambassadors, current distinctions between “patient engagement” and “employee engagement,” already known to be interrelated, will continue to fade. Lessons learned from improving engagement in patients will increasingly be adapted to the experiences of employees, and vice versa. An early example of this relates to the hospital as a destination. Almost all health systems are now implementing strategies to move care ever-closer to whenever the consumer needs it, wherever they happen to be at the time. The approach has also led some progressive health systems to begin revisiting the notion that employees need to physically show up at a place of work, according to a schedule driven primarily by employer need. Health systems also have already developed a history of trialing health-promoting policies, guidelines, and requirements first with their employees, and consumer advocate and resource roles have in some cases begun to professionalize.

If your organization is interested in engaging in this work, please contact the principal investigator, Andrew (Andy) N. Garman, at [email protected].

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THE WORLD NEEDS LEADERS LIKE YOU

ON BEHALF OF CEDARS-SINAI, CONGRATULATIONS TO THE 2018 GAIL L. WARDEN LEADERSHIP EXCELLENCE AWARD RECIPIENT

Nancy Howell Agee

©2018 CEDARS-SINAI.

2018 Gail l. Warden leadership excellence aWard recipient

We commend theNational Center for Healthcare Leadership

For their vision to optimize the health of the public through leadership and organizational excellence.

Congratulations to this year’s honoree

Nancy Howell AgeePresident and CEOCarilion Clinic

Mark L. ClasterChairman, Board of Trustees

Michael J. Dowling President & CEO

Documents

NatioNal CeNter for HealtHCare leadersHip The Arriving Future · keynote speaker, Robert J. Lang, PhD, an origami artist and NASA physicist, shows how creating something from a simple