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Bebiak Appointed to SHSMD Executive Strategies Task Force

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Jack Bebiak

INDIANAPOLIS – Greenspire Leader Center is pleased to announce that Jack Bebiak, managing partner, has been appointed to the 2016 Executive Strategies Task Force of the Society for Healthcare Strategy & Market Development (SHSMD). This is the second-consecutive year Bebiak will serve in this role.

Bebiak, and other members of the task force, will engage chief strategy officers, other senior executives, and thought leaders in dialogue and learning. The task force is also responsible for the programming and speaker selection for SHSMD programs throughout the year, such as the upcoming Thought Leader Forum and Executive Dialogue in Fort Lauderdale, Fla. on March 7 and 8, 2016.

About Greenspire Leader Center
Greenspire Leader Center is a collaborative network of over 50 specialty firms coordinated by a team of experienced healthcare professionals. Greenspire was formed in response to healthcare leaders who need responsive support, proven expertise and inventive solutions within an ever-changing, complex and challenging healthcare landscape.

About SHSMD
The Society for Healthcare Strategy & Market Development is the premier organization for healthcare planners, marketers, and communications and public relations professionals. A personal membership group of the American Hospital Association, SHSMD serves more than 4,000 members. The society is committed to helping its members prepare for the future with greater knowledge and opportunity as their organizations work to improve health status and quality of life in their communities. For more information, visit shsmd.org.

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Be the Best: A Governance Perspective

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BeTheBest_graphic

Be the Best: A Governance Perspective

by John Whitcomb, Governance Development Program Director, Greenspire Leader Center

As a member of hospital or health system governance, have you asked recently, “Why aren’t we the best?” Or, more positively posed, “What will it take for us to be the best?” Operating our organizations is not an easy task. Achieving superior performance is a real challenge. Effective population health, accountable care, integration with and among physicians and other types of providers remains elusive, quality remains more assumed than proven, and payment reform is inevitable. Add to this mix, the need now to understand and excel in this emerging era of consumerism and retail healthcare.

Today, governance and management have major decisions to make in order to be, at a minimum, relevant and preferably, a major player. If the following perspectives have not already formed the basis for vision, strategy and execution, it might be valuable to bring sharp focus to them now.

Perspective #1 – Identify the optimum, or ideal, state for an organization to be positioned to accept responsibility for care of a defined population, at costs that the market will accept, and consumers will seek. Such care consists of the full range of providers, such as, and including: preventive; primary; acute; urgent; emergency; tertiary and beyond; rehabilitative; home care; skilled nursing; palliative and hospice. Sufficient identification and management of clinical resource use via evidenced based care, order sets, care maps and other techniques is fully embedded for inpatient and outpatient care. Financial risk is a part of doing business.

Perspective #2 – Your region or service area – what does it look like relative to the above optimum state? How many different providers are functioning across the continuum of services and to whom are they accountable? How many are connected by ownership, partnerships, operating agreements, performance contracts, etc., and share mutual accountability (risk and reward) for the services needed by a defined population? How do costs of care compare in your service area vs. best practice? Are employers satisfied with the value proposition available to them? Are consumers satisfied? Are insurers taking steps to impact both cost and quality, as has government?

Perspective #3 – What does your organization look like relative to the optimum state and within the context of Perspective #2? How well does your organization manage the care of those you employ – your ”in-house defined population?” Is your organization a “best practice” ready to show employers and consumers that selecting your organization is in their best interests?

Perspective #4 – What do the consumers of today and tomorrow seek in a relationship with health care providers – physician, ancillary services, urgent care, etc.? Think of how people are using smart phones, tablets, social media and other tools in their daily lives and assess how your organization matches up with that preferred use. Look closely at how the retail world has changed and continues to change as an indicator of the divide that exists between a hospital-centric model and non-hospital/healthcare transactions.

Perspective #5 – Why not be the best? Someone will occupy that spot.

About the author: John Whitcomb serves as the Governance Development Program Director for Greenspire Leader Center. His interests are to assist senior leadership and governance of healthcare organizations that see to optimize their leadership practices. His extensive experience has solidified his belief that organizations success depends more on leadership than any other factor. The basis for this philosophy resides in leading, diagnosing and assisting over 40 hospitals, health systems and health care organizations.

Seeing the Big Picture of Opportunity

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Jack_webby Jack Bebiak, managing partner, Greenspire Leader Center

Opportunity comes in all shapes, sizes—and quite often, when you least expect it.  But maybe that is because often we can become so focused on the task at hand, or the role we are supposed to play, that we forget to see the big picture.

Recently I was fortunate enough to have attended the Michigan Rural Health Conference as both a presenter and an exhibitor, on behalf of Greenspire. With many talented healthcare professionals at the conference, the opportunity to turn a conversation into a business opportunity was promising.

So as the exhibitor portion of the conference began, I knew my role and I had my task at hand—listening to concerns with attendees, understanding their interests in Greenspire and gaining a prospective client or two. The attendees were fun, engaging, and led to two meaningful findings:

1. As the foot traffic slowed in front of my exhibitor space, I was able to take advantage of the downtime by meeting many of our fellow exhibitors. Networking with the other exhibitors enabled us to take a step back and look at the big picture. The room was filled with many of the best healthcare firms and systems, and they were eager for collaboration within the Greenspire model. We have three critical follow-up meetings with several key firms as well as client prospects.

2. Following our case study presentation, “Transforming Core Services, While Making Money,” attendees sought us out to say, “I get it. Yes, Greenspire is a best-of-class collaborative network, but the standout feature is the focus on nurturing the professional growth of the onsite leaders.

We continually find that leaders – who are overwhelmed addressing the most challenging issues and deadlines – need, want, and respect that Greenspire Leader Center includes them as a person in need of support and nourishment.

Collaboration is King

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Jack_webby Jack Bebiak, managing partner, Greenspire Leader Center

Thanks to Isaac “Ike” Coe, former CEO of Murray-Calloway County Hospital in Kentucky, the power of utilizing collaborating firms was realized in 2003 via the development and execution of a strategic plan. Mr. Coe leveraged the depth of four specialty firms to challenge one another, in the best interest of the hospital, to produce actionable goals, owned by all stakeholder groups, in governance, physicians, employees, service lines, and area providers.

Today’s healthcare leaders face a unique set of challenges—challenges that didn’t exist just a few years ago. With patient care consistently on the rise and the uncertainty of an ever-changing landscape for reimbursement, the need for healthcare leaders to have a network of experts at their disposal has never been greater.

Greenspire was formed in response to healthcare leaders in governance, management and care delivery roles who are passionate about their work and want proven and responsive support to be successful within the complexities of healthcare. Specifically, healthcare leaders want to access best of practice services on an as needed basis from pre-credentialed firms, with a record of collaborating effectively with others and modifying their approaches in optimizing success unique to the individual, team or organization.

Look around at organizations that are high performing, adaptive, and focusing on core competencies, and you will find success within complex, integrated, demanding industries. They are actively collaborating with a wide range of organization to provide complimentary skills, services, and resources.

There is no one-size-fits-all solution to organizational challenges in today’s healthcare environment. Greenspire facilitates communication, innovation, and accountability between work team of experts tailored to the specific needs of an organization.

The future of healthcare is the nation’s centerpiece for exciting and innovative transformational change in improving the health of the population—creating the most prolific set of professional leaders across all industries.