Barry H. Ostrowsky is President and Chief Executive Officer for RWJBarnabas Health, New Jersey’s largest not-for-profit integrated health care delivery system and the largest private employer in the state. Mr. Ostrowsky joined Saint Barnabas Medical Center in 1991 as Executive Vice President and General Counsel. He served in the same role at Barnabas Health, when the System was created in 1996. He assumed the title of President and Chief Operating Officer in 2010, and became President and Chief Executive Officer in January 2012. Prior, Mr. Ostrowsky was a Senior Partner in the law firm of Brach Eichler. He received a BA from Rutgers University and a JD from the University of Tennessee School of Law.
- Organizations’ efforts to enhance the health of the communities they serve must take into account the community’s needs, their own organization’s capacity in terms of resources, and what has already been done.
- RWJBarnabas Health is running a program called “Hire Newark” to address unemployment in Newark — one of the top social determinants of health.
- When large organizations commit to a vision, it takes time for all the pieces to come into place. Any new initiative requires that leadership explain its significance to those who manage the functions that are going to be affected by the change.
Andrew Baskin, MD, is Aetna’s Vice President, National Medical Director for Quality and Clinical Policy and served as the Interim Chief Medical Officer (in 2014). He works on initiatives to measure and improve quality of care, the provision of evidence based care, quality measurement implementation and public reporting, health plan accreditation, and the establishment of performance based networks. Additionally, Andy partners with others to help establish programs which create incentives for more effective and efficient care, influence and assure compliance with healthcare reform regulations, develop products to improve affordability and quality of care, and promote payment reform.
Mohamed Diab, MD, Vice President of Provider Transformation leads population health management at Aetna. His focus is on providers as they transform their care delivery to achieve the “Triple Aim” by improving quality of care and reducing unnecessary cost. Mohamed has more than 25 years of experience as a provider as well as an executive in the payer and consulting industries. He has a background in medical management, pharmacy benefit management, clinical informatics and cost management programs.
- There is a limit to what each sector of the health ecosystem can do on its own. Collaboration is a good business strategy that can lead to greater impact and better outcomes.
- Aetna works with provider partners to form joint venture collaborations in which the total premium dollars are shared 50/50.
- Senior leadership from both organizations has had to put forth a culture change campaign in order to communicate to internal stakeholders their impact on the success of the collaborative.
Lorie Shoemaker, DHA, RN, MSN, is the SVP and Chief Nursing Officer at CHI – Texas Division, where she is responsible for the oversight of the quality of nursing care and nursing practice across the acute and post-acute care continuum. Prior to joining CHI St. Luke’s Health, Dr. Shoemaker served in a variety of leadership roles over a 29-year career at Palomar Health in California, including the System Chief Nurse Executive. In this role, Dr. Shoemaker provided oversight for nursing care across the system that included three acute care hospitals, two skilled nursing facilities, as well as ambulatory and home health agencies.
- In order to align diverse stakeholders around a common goal, start first with creating a shared mission and vision.
- Designing and implementing collaborative solutions is an iterative process that requires grit and resilience.
- Openly sharing ideas and creating meaningful solutions to improve the health of the population is one of the many benefits of cross sector collaboration.
Donna Mills is the Executive Director of Central Oregon Health Council. The Council convenes stakeholders across the health ecosystem to create and implement programs in service to the mission of better health, better care, and better value for healthcare in the Central Oregon Region. As a seasoned healthcare professional with experience in leadership positions in healthcare, finance, and operating management, Donna has a proven track record recommending and executing business and financial solutions and initiatives, ultimately contributing to an organization’s financial results.
- When stakeholders focus on the populations they all serve, rather than on the needs of their respective organizations, the conversation changes and the door to collaboration opens.
- Rather than duplicating efforts and competing for resources, organizations should share with one another their work in a particular area and look for opportunities to collaborate in ways that advance the goals further then when they operate independently.
- Past tensions ease when you bring unlikely partners around the table and create an open dialogue.
- Deep, meaningful relationships are the bedrock for developing collaborative solutions among diverse stakeholders.
Tanisha Carino, Ph.D., serves as Vice President, U.S. public policy at GSK, which is committed to helping people do more, feel better and live longer. In her role, Dr. Carino promotes public policies in the best interest of patients and the public’s health. Prior to GSK, Tanisha served as Executive VP at Avalere Health, a strategic health care advisory company, where she oversaw advisory and research services to the nation’s leading life sciences companies. Dr. Carino brings over 15 years of experience in consulting, management, health policy and strategy development across government, industry and academia. She is a recognized thought leader in the evolving U.S. regulatory environment, market access and commercial trends, as well as health technology and evidence-based medicine.
- Cross-sector stakeholders do not need to agree on all issues in order to advance the goals of a shared mission.
- Hiring leaders with experience outside of your organization’s industry is an advantage for developing cross-sector collaborative solutions.
- Deep, meaningful interactions between stakeholders is essential for building trust.
David Carmouche, MD, is Senior Vice President of Ochsner Health System and President of Ochsner Health Network in Louisiana. In his current role, David is responsible for clinical integration, population health strategies, development of a data and analytics infrastructure, care management, network administration and insurance product development. David joined Ochsner with 19 years of progressive healthcare leadership experience in medicine and operations. Before joining Ochsner, Dr. Carmouche served as the Executive Vice President of External Operations and Chief Medical Officer at Blue Cross Blue Shield of Louisiana in Baton Rouge where he successfully led important initiatives designed to organize care, improve quality, and increase affordability.
- Understanding your potential partner’s business models and mindset are important first steps for developing mutually-beneficial collaborative solutions.
- Opening up a partnership dialogue driven by inquiry as opposed to forced solutions helps quell tensions bred from historic misunderstanding and lack of trust.
- Innovative, collaborative solutions do not develop overnight – it takes time to identify a shared vision, align stakeholders, and overcome obstacles. Patience, persistence, and grit are key competencies for success.
- We would all make progress if we had more people who had the skills and capabilities to reach across sectors and put themselves in the other side’s shoes.
Craig Samitt, MD, MBA is the EVP and Chief Clinical Officer at Anthem, where he is responsible for establishing, leading, and executing overall clinical vision and strategy for Anthem, the second largest health insurer in the US. In this role, Craig leads all clinical operations and policy as well as Anthem’s diversification strategy, from payer as a benefit-management company to payer as partner, enabler, and convener. An internal medicine physician by training, Craig has worked across multiple sectors within the health ecosystem including providers, payers, and policy makers. His work specializes in turnaround management, growth of physician networks, enhancing integrated delivery systems, and diversifying health plans in competitive markets.
- All the players in the health ecosystem have done what they can within their world, but the industry now needs a new model that coordinates across the various players.
- Collaboration requires an understanding of each stakeholders’ expertise and capabilities to maximize the strength of the partnership.
- The health ecosystem requires engagement of non-traditional players to address the social determinants of care by influencing “upstream” stakeholders.
We are pleased to present our Q&A article with Roland Lyon, president of Kaiser Permanente (KP) of Colorado. In this role, Lyon leads the state’s largest nonprofit health plan, providing healthcare to approximately 670,000 members in Denver/Boulder, Southern Colorado, Northern Colorado, and the mountain communities of Summit and Eagle counties. Lyon joined KP in 2002, initially based in California before coming to Colorado in 2006. His roles in California included vice president of consulting and capital planning in KP’s Northern California region, and vice president of strategic planning in KP’s national program offices.
- Successful collaboration occurs when partners identify and align around overlapping interests.
- Making an effort to understand not only what is important to each partner but also why it is important allows for creative solutions to develop.
- A culture of collaboration must be modeled from the top to enlist leaders who are willing and able to collaborate across boundaries.
This month, we are pleased to present our Q&A with Matthew Guy, a health ecosystem convener. Matt, President and Owner of Accelerated Transformation Associates, specializes in clinical, community, and population health transformation. Through his work with ReThink Health, he provides great insights on his work to convene groups in systemic changes to positively impact the health of the populations within Sonoma Country, CA; Bend, OR; and Albequerque, NM.
- Starting from an understanding of the other side’s perspective, priorities, and interests helps prevent obstacles in the way of collaboration
- In order to drive collaborative solutions, organizations require leaders who are eager to learn, willing to take action, and can find common ground
- A culture of collaboration must be modeled from the top to enlist leaders who are willing and able to collaborate across boundaries
We are thrilled to share our first in a series of interviews on Leading in Today’s Health Ecosystem. This month, we had the great pleasure of interviewing Bob Sachs, PhD, Talent Strategy Advisor, Executive Coach, and Advisory Board Chair for TLD Group, about the importance of developing leaders who have the capacity to work collaboratively across healthcare sectors to drive population health and reduce healthcare costs. Bob, formerly the VP of National Learning and Development at Kaiser Permanente and a national leader in integrated healthcare, works with organizations to enhance and integrate critical leadership talent strategies and systems, on learning strategy and governance.
TLD Group President & CEO Tracy Duberman interviewed David Carmouche, who is the current President of Ochsner Health System, and previously served as the Chief Medical Officer and Executive Vice President of External Health Plan Operations for Blue Cross Blue Shield of Louisiana. David’s experience leading in the healthcare ecosystem spans both within and across the provider and payer sectors. In this interview, David discusses how he had developed and implemented cross-sector initiatives designed to organize care, improve quality, and increase affordability.
With the tsunami of changes occurring in the healthcare industry today – ranging from increasing cost of care, shifting government regulations, technological advances, and the move from volume- to value-based care, the need to focus on population health holds utmost importance. Undeniably, all healthcare sectors hold the same shared goal of providing the best care to consumers, but each of the different (and often competing) sectors also holds varying interests, values, and points of view. In order to be best positioned to meet that shared goal of improving health outcomes and quality of life, industry leaders must foster an ecosystem view, which prioritizes population and community health through cross-sector collaboration.