Financial Operations Track
Focusing on the fiscal health of your organization while meeting the demands for superior patient care remains a challenge.  With new financial models, changes in the way payments are being made and stringent goals for reducing expenditures, financial decision makers face numerous critical decisions every day.  Designed to target executives with direct responsibilities for financial management, contract negotiation and product pricing decisions, the sessions in this track will help you develop and implement financial strategies that will provide a positive impact on both patient experience and the bottom line.  
Monday, April 16, 2018
1:00 PM - 2:15 PM
National Ballroom B
According to Consumer Reports, person for person, health care in the U.S. costs about twice as much as it does in the rest of the developed world. In fact, if our $3 trillion health care sector were its own country, it would be the world’s fifth-largest economy.  In addition, since the year 2000, most employee salaries have barely kept up with inflation while insurance premiums have more than doubled. To help alleviate the high cost of health care, health systems are under pressure to develop new strategies, engage consultants, and source analytical tools to improve care and lower costs.  
Innovative partnerships, reducing clinical variations, and rewarding efficiency are among the steps many health systems are implementing in order to achieve cost savings in new, out-of-the-box ways.  Tasked with the goal of formulating a plan to cut $25 million from the budget in just 10 days, executives at CHRISTUS Trinity Mother Frances Health System used innovating methods of finding savings in areas including revenue cycle, labor productivity, supply chain and purchased services.  Part 1 of this session will feature Ali Birjandi, who will share their experience when faced with a directive of finding savings in a hurry.   Learn ways that you can take back to your organization in order to implement significant savings and improve efficiency as well.
Then hear from Ed Hardin, who will share details of a project that has resulted in significant cost savings.  Tasked with reducing costs, Ed has implemented programs that have resulted in substantial savings.  Hear about how strategies were developed and implanted to reduce costs and improve delivery of services. 
Learning Objectives: 
1. Identify methods of innovation in cost savings.
2. Describe three ways to find savings opportunities at your organization.
3. Demonstrate knowledge of methods of cost cutting that can also improve services.
Regional VP of Performance Improvement

Ed Hardin
Senior Vice President Supply Chain Management
Beaumont Health

Monday, April 16, 2018
2:30 PM - 3:45 PM
National Ballroom B
In a 2017 ACHE survey of hospital executives, of those who listed governmental regulations as one of their top challenges, 70% listed CMS regulations at the top of that list.  The CMS estimates that the total amount available for value-based incentive payments for 2018 will be approximately $1.9 billion.  With so much at stake, it’s vital that hospitals meet the minimum domain requirements in order to have payments adjusted.  Monitoring the performance analysis for a single patient population would be one thing, but things get complicated when you consider the large number of measures a health system must track.  
Case studies will be shared that illustrate practical steps you can take in your organization to engage and unleash the potential of your supply chain network.  Gain a better understanding of the role supply chain data plays in achieving the requirements of value-based purchasing.  Learn how to approach decision making from a value perspective and communicate value to all stakeholders.
Phase 3 of the Meaningful Use Regulations are effective in 2018.  The recent proposed changes to meaningful use rules have received praise from some quarters, but it remains unclear how physicians will navigate the different programs and requirements they face under each one.  Part 2 of this session will review the meaningful use incentives, objectives and reporting requirements.
Learning Objectives: 
1. Identify strategies to implement Value-based Purchasing best practices.
2. Analyze the role that supply chain data plays in Value-based Purchasing.
3. Outline the Phase 3 Meaningful Use Regulations and requirements.
Rob Austin
Navigant Consulting

Deborah Brown RN, BSN, MBA
Navigant Consulting

Monday, April 16, 2018
4:00 PM - 5:15 PM
National Ballroom B
In 2014, Deloitte forecasted that only 50 percent of the health systems operating at that time would remain independent by 2024.  In a recent HealthLeaders Media survey, 87% of the respondents said their organizations were expected to explore potential deals and/or complete deals that were underway in the next 12–18 months.  As the healthcare merger-and-acquisition movement has grown, hospitals and health systems work to make sense of the value-based care models being encouraged by the CMS and other payers. While these partnerships help to address new payment models and related financial obstacles, such as the outpatient shift and increased competition from freestanding clinics, they also bring added operational challenges. 
The impact of involving supply chain at the outset of these initiatives is significant. Failure to sync the purchasing practices of each hospital—or hospital and practice—can translate into major differences in contract pricing, purchasing, and distribution methods (to name a few), ultimately increasing operating costs.  Part 1 of this session will address how health systems have successfully defined, restructured, evolved, and transformed supply chain value as they merge, acquire, and integrate care delivery.  The presenters will highlight how this new landscape has transformed relationships, what the advantages of scale are, and the impact on GPO leverage.   Gain an understanding of current market trends (acute and non-acute, owned/leased/managed), and how value is defined and created (cost and utilization savings, evolving value analysis, etc.).
Then hear from an expert in supply chain innovations who will share a number of the disruptions that are most likely affecting you on a regular basis.  Changing regulations, rapidly changing technologies, market conditions, and other competitive pressures are among the common disruptors in supply chain.  Discover the steps you can take to help forecast and prepare your supply chain for these types of possible disruptions.  Review the unique risks involved with each of these types of disruptions, and what your supply chain can do to mitigate these risks.
Learning Objectives:
1.   Define ways to create supply chain value as health systems grow and expand.
2.   Describe three key learnings that will include strategies, critical success factors, and examples of savings and performance improvement.
3.   Identify methods of preparing for possible disruptors and how to mitigate risk.
Jeffrey Ashkenase MPA
Executive Vice President
Acurity, Inc.

Jay Scott Fligstein
Senior Vice President, Business Solutions
Acurity, Inc.

Lori Pilla CPSM, RN, MBA
Senior Vice President, Strategy/Performance Improvement
Kaufman Hall