HELM Q&A Interviews
Joe Wilkins, MBA, FACHE, is the Senior Vice President, Chief Transformation Officer at Atlantic Health System. As a healthcare industry executive, Mr. Wilkins has repeatedly driven significant organizational transformations. Mr. Wilkins has dedicated his career to executive management and boardroom leadership within healthcare organizations. He strives to make a difference within our communities, to advance healthcare equity, innovation and transformation, while expanding access, affordability and improving the quality of healthcare and mental health services.
- Due to the disruption in the healthcare industry today, health systems must quickly adapt, transform, and innovate to improve products and services.
- The drive toward value-based, high-quality care starts with bringing together cross sector stakeholders to implement partnership incentives tied to rewarding only the healthcare activities of true value.
- Encouraging collaboration starts with developing common ground, values, and trust, and building that common purpose into all parties’ long-term strategic plans to enable successful collaboration to move forward into action.
Poonam Alaigh, MD, MSHCPM, FACP, is the Executive Vice President of Commercial Business at Remedy Partners, Inc., an organization focused on mobilizing payment reform by creating software and services that enable payers, employers, and at-risk providers to organize and finance healthcare delivery around a patient’s episode of care. Dr. Alaigh was previously the Acting Under Secretary for the U.S. Department of Veterans Affairs (VA), where she directed a healthcare system with an annual budget of over $70 billion and over 300K employees, overseeing the delivery of care to more than 9 million enrolled veterans.
- In order for an organization to have a meaningful impact on the health of the populations it serves, it must tap into the various stakeholders that play a role in community health and wellness.
- Building a foundation of trust, a critical component of successful collaborations, occurs when stakeholders show they care for one another both personally and professionally.
- One of the biggest challenges in achieving successful collaborations is being able to both recognize and celebrate the small wins along the way while staying focused on the long game.
Robert C. Garrett is Co-CEO of Hackensack Meridian Health, which has four hospitals ranked among the top 10 in New Jersey according to U.S. News & World Report – including No. 1 ranked Hackensack University Medical Center - more than any other network in the state. Robert focused on aggressive expansion of the Hackensack University Network before its merger with Meridian Health. As Co-CEO, Robert concentrates on innovation and leading partnerships, including launching New Jersey’s first private medical school with Seton Hall University and a historic partnership with Memorial Sloan Kettering Cancer Center.
John K. Lloyd is Co-CEO of Hackensack Meridian Health, one of the largest, most comprehensive health networks in New Jersey, which includes 13 hospitals, 28,000 team members, more than 6,000 physicians and over 140 patient care locations across the state. John has focused much of his career on developing a full continuum of care – long before national health care reform mandated such changes. As Co-CEO, John oversees all non-acute care hospital businesses, including population health and the foundations. John’s expertise and vision have helped the network meet and exceed the challenges of health care reform.
Patrick R. Young is president of Population Health for Hackensack Meridian Health, where he leads the Population Health division and is responsible for accelerating the development of strategic priorities related to health care reform; population health management; Meridian’s Medicare Shared Savings Accountable Care Organization; Hackensack Meridian Health Partners, Hackensack Meridian Health’s clinically integrated network; health insurance partnerships; as well as overseeing Managed Care.
- In a merged system comprised of multiple entities, a continuum of care model – which focuses on coordination and collaboration between healthcare providers – is essential to enhance the patient experience and deliver value.
- Data integration and analytics – whereby provider, payer, and pharmaceutical data come together in one location – is a key ingredient for predictive modeling that allows providers to proactively manage the health and wellness of their patients to enhance outcomes.
- As a health system, it is critical to pay attention to the social determinants of health because it allows for a more holistic approach to patient care rather than just focusing on the delivery of clinical care.
Bob Hemker is the former (now retired) President and CEO of Palomar Health, a district health system serving the health needs of the largest health care district in the Northern San Diego region. In addition to three hospitals, namely Palomar Medical Center Escondido, Palomar Medical Center Downtown Campus, and Palomar Medical Center Poway, Palomar Health offers home health care, surgery, skilled nursing, ambulatory care, behavioral health services, wound care, community health education programs and Level II Trauma service. Bob has extensive experience managing the strategic, financial, and operational aspects of healthcare organizations, working closely with communities, physicians, and board representatives.
- The biggest opportunity for organizations working across sectors is to play the role of facilitator rather than “leader” or primary “doer.”
- Public-private partnerships that focus on social determinants of health (such as food security) can help connect patients with community resources not necessarily available through traditional hospital services.
- Successful collaborations require engagement and buy-in from front-line stakeholders to ensure their concerns are heard and addressed.
Joshua J. Ofman, MD, MSHS, is the Senior Vice President, Global Value, Access and Policy at Amgen ensuring the integration of reimbursement needs into the product development and commercialization process. In prior roles, Dr. Ofman was an academic gastroenterologist at Cedars-Sinai Health System and Senior Vice President of Zynx Health Inc., focused on evidence-based clinical information for quality improvement and reimbursement, and health economics strategy for life sciences companies. Dr. Ofman received his advanced medical training in Gastroenterology from UCLA and his Health Services Research training from the RAND/UCLA/VA program.
- The biopharmaceutical industry has a vested interest in fruitful patient centric collaborations to drive our attention towards the most pressing health issues for which we can make a positive impact.
- Developing substantive 1:1 relationships with key stakeholders is crucial to open up the conversation to high value collaborations.
- The leadership of all stakeholder organizations needs to demonstrate their commitment to collaboration, or else it will be seen as just a business tactic and progress will be stalled.
Carman Ciervo, D.O., FACOFP, is the Executive Vice President and Chief Physician Executive at Jefferson Health New Jersey (JHNJ). As a member of the senior leadership team since 2010, Carman has played a key role in Jefferson Health of New Jersey’s continued growth and transformation, working directly on hospital and health system initiatives related to the employed-physician model, population health, and clinical excellence. He has also overseen the progressive growth of the Jefferson Health New Jersey (formerly Kennedy) Health Alliance, a consumer-friendly network of primary and specialty medical practices throughout southern New Jersey.
- Healthcare providers should partner with community organizations when rolling out a new initiative to better align services with the needs of the community they serve.
- Working in collaboration with healthcare providers who would traditionally be considered competitors can reduce redundancy in the care provided to the community and lead to better value for the healthcare dollar.
- Population health initiatives that involve partnerships with non-healthcare organizations, such as major employers in the community, help create a healthy workforce.
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.
Roland Lyon is president of Kaiser Permanente (KP) of Colorado, where he 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.
Matthew Guy, a health ecosystem convener, is President and Owner of Accelerated Transformation Associates, and 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.