ke nekt // Governance, Leadership and Culture Kevin Locke and Ken Knight

Transcription

1 ke nekt // Governance, Leadership and Culture Kevin Locke and Ken Knight 2

2 PINNACLE SPEAKER PROFILE KEVIN D. LOCKE Principal-in-Charge, Transformational Solutions DHG Healthcare Nashville, TN

3 PINNACLE SPEAKER PROFILE KEN KNIGHT Partner-In-Charge BIO PIC Assurance Services Tampa Bay, FL

4 Learning Objectives Current State Next Steps ke nekt: Governance, Leadership and Culture Case Study - UAB 5

5 Health System Governance Fundamentals Unique, with common characteristics Exercise authority, control, oversight Advisory and fiduciary responsibility For-profit: accountable to owners NFP: represent the community; IRS exemption Structure impacted by type and by affiliation Corporate member Religious affiliation AMC Governmental Community leaders Limited understanding of healthcare issues Looking to management to balance FFS and VBC 6

6 Health System Governance Responsibilities Mission and purpose CEO Oversight and accountability Public image Quality Compliance Risk Strategy deciding the right thing to do vs. Tactics deciding how to do the right thing 7

7 Health System Governance View of Population Health Getting Discrete initiatives Data Management reporting Reporting on VBP activities Not Getting Vision / strategy / mission alignment Success measurement Single point accountability Commitment / collaboration 8

8 Leadership and Culture Challenges of Population Health Prioritization VBC / PHM continues to become more important to leadership, culture and organizational structure as providers allocate technical, clinical and financial resources Health system governance requires education and clearly defined measurement and accountability Organizational Focus Intentional design of VBC / PHM leadership, culture and structure is critical to long term sustainability Structure must support mission alignment, strategic decisiveness, real time execution, margin focus across FFS and non-ffs Ownership and Accountability Historically, VBC / PHM initiatives are spread across multiple organizational silos (IT, Finance, Clinical Ops, CIN, etc.) each of which expect ownership and accountability moving forward. Moving forward, VBC / PHM requires clear organizational definition and single point accountability Alignment and Integration VBC / PHM must align with the organizational structure and decision-making authority of the health system for long-term sustainability. VBC / PHM governance will likely include integration with partner organizations outside the enterprise (physician practices, post-acute providers, payers, etc.) 9

9 Approach to Defining VBC Leadership and Governance Please add a simple but dynamic visual that shows four boxes (or some shape) with icons connected by arrows running left to right box/icon 1 Guiding Principles box/icon 2 Critical Objectives box/icon 3 Potential Challenges box/icon 4 Scope and Initiatives 10

10 Value-Based Care Governance Case Study: UAB 11

11 Value-Based Care Governance Case Study: UAB 12

12 Value-Based Care Governance Case Study: UAB 13

13 Value-Based Care Governance Case Study: UAB 14

14 Beyond the Tipping Point // Risk Capability 2.0 Topical Relevance and Connectivity Definitive design and alignment of an organization s VBC culture, leadership and governance is foundational to execution of all GOALS and Objectives of RC 2.0 Our ke nekt approach and methodology provides a disciplined and thoughtful approach to VBC organizational structure and governance FOUNDATIONAL ELEMENTS Innovation Acceleration Clinical Assets New Infrastructure Population Health Scenario Planning & Dynamic Financial Modeling Leadership & Culture Governance CRITICAL GOALS Responsible Confidence in Economic Portfolio Transition Thoughtful and Deliberate Response to Market Forces Meaningfully Positive Community and Patient Clinical Impacts Organizational Preparedness and Transformational Agility Committed Governance and Collaborative Culture Alignment of Mission & Strategy with Pursuit of Value-based Care 15

15 Evolution Commitment Engagement Resources Leadership Accountability 16

16 KEN KNIGHT PIC // DHG HEALTHCARE ASSURANCE TAMPA // FLORIDA // KEVIN LOCKE PIC // TRANSFORMATIONAL SOLUTIONS NASHVILLE // TENNESSEE // 17