: Bryan Becker
: Navigating Healthcare Organizations Case Studies as a Compass
: BookBaby
: 9798350981995
: Navigating Healthcare Organizations
: 1
: CHF 5.20
:
: Management
: English
: 112
: kein Kopierschutz
: PC/MAC/eReader/Tablet
: ePUB
This book is a series of engaging case studies designed to help leaders in healthcare organizations, from rising leaders to C-suite executives navigate their healthcare organizations and the challenges therein. The cases have many features of real-world situations that readers will recognize as they dive deeper into each of these healthcare situations. Each case study is accompanied by questions throughout and a takeaway summary with some additional prompts to help the reader think through the approach of the key leader in the case, the other leaders in the organization and the organization itself.

Bryan Becker, MD, MMM, FACP, CPE is a seasoned physician executive with a 25-year track record in successfully leading healthcare transformations. Specializing in organizational change, operations, and financial turnarounds, his leadership has been instrumental in enhancing patient-centered care and physician engagement. Bryan excels in strategic partnerships and data-driven improvement, driving excellence in diverse healthcare environments from academic health systems to community and for-profit delivery systems. With a leadership philosophy anchored in empathy, integrity, accountability, and continuous improvement, he challenges and empowers his team members to develop new skills, try new things and actively participate in shaping organizational direction and success. Bryan has enjoyed a unique and progressive career journey beginning as a faculty nephrologist at the prestigious Vanderbilt University Medical Center and steadily advancing into administrative leadership roles across academic health centers, community health systems, for-profit health system environments, and public health institutions. With a heart and passion for the underserved, Bryan has served in C-level roles and as an Associate Dean and Sr. Associate Dean in two large academic health systems (University of Illinois Hospital& Health Sciences and University of Chicago Medicine) building new medical groups and clinically integrated networks, expanding service offerings, driving improved quality, and enhancing operational performance. He has further displayed his leadership impact and versatility by driving numerous transformational initiatives as a chief medical officer and physician leader for integrated care at DaVita, Inc., as President of a 600-clinician multispecialty group practice within a $1.1B county public safety net health system, and, most recently, as National Medical Director for a national primary care group with responsibility for 116 locations and their team members. Above all, Bryan's career priority has been to be a force for good with the belief that healthcare should emphasize the health part and should be easier for all, saying 'We need to make it work well, we must change how we teach it, how we deliver it, and how we show it is working.' Bryan's selfless nature and servant leadership extends beyond his day-to-day work duties into the community where he engages heavily in volunteer activities that range from board memberships, support of his synagogue, seeing patients with medical students, providing health education for elementary students, to supporting music and sports activities within the community. Bryan lives in Texas with his family and spends a lot of time outside with his dogs.

Considerations forthe case study:
Process Improvement Steps and Missteps in PopulationHealth

The forces of “status quo’ism” can be very strong. Attempting to change the status quo is often a very positive thing for an organization. It is also fraught with organizational and personal risk. It exposes legacy practice. It identifies individuals who have not necessarily performed up to par or who are desirous of maintaining control and squeezing down on any change possibility. Their motives can be varied. One has to heed them, nonetheless.

Knowing that, it is logical to ask, what is the best way to initiate real change in a healthcare organization? How do you size up the power base? How do you choose the right subject to propel the change? What are the change management methodologies that you with to consider applying? When is it time to move forward and when is it time to consolidate your own base to take the next steps? Some of the most influential individuals in healthcare today focus on changing systems of care to improve patient outcomes. If you were faced with a charge to change something significant, how would you go about it?

HighburyHealth

Highbury Health consisted of Highbury Hospital, ten Highbury Clinics (HHC), a partnership with Lady of the Lake Hospital in the adjacent county, and an affiliation with Stone School of Medicine as well as an employed medical group. Highbury Health physicians and providers also practiced at White Heart Hospital in the same metropolitan area and at eleven ambulatory clinic locations within twenty-five miles from Highbury. Nearly 50% of all ambulatory visits occurred at the main Highbury Clinic site. Highbury Health was led by Nathan Rudd, MHA, FACHE. Mr. Rudd had been a service line administrator and then hospital administrator in another state prior to coming to Highbury Health four years previously. The leadership team at Highbury Health consisted of Paul Thomas, MBA as Chief Financial Officer and Sr. VP for Finance, Devin Gonzalez, RN, MBA in a combined role as Chief Nursing Office and Sr. VP for Clinical Operations, Salvatore DiPisciligia, MD as Chief Clinical Officer for the system, and Calum Earle, MBA, M.Sc. as Chief Strategy Officer and VP for Strategic Planning.

HighburyPhysicians

Highbury Physicians consisted of 353 employed physicians and 576 affiliated physicians who practiced at various Highbury sites. The group was led by Johnna Francona, MD, FACP, FACC. Dr. Francona reported to Dr. Pisciligia. Dr. Francona was a non-invasive cardiologist who was promoted to President of the practice by Mr. Rudd. Dr. Francona had been part of Highbury Health for seven years and practiced at the main Highbury hospital. Brian Rodderidge, MBA as chief administrative officer along with sixty-two staff addressed revenue cycle, contracting, information technology, human resources, and other practice management functions.

Highbury Physicians had a 27-member governing board. Each specialty was assigned to one of seven districts with three representatives elected from each district and six community representatives named to the board. The board committees included Personnel and Compensation, Quality, Operations, Finance, Compliance, and Communications. The Highbury Physicians board determined that there was a need to better manage chronic care to position Highbury Physicians for value-based contracting. The Quality committee was given a set of tasks that included disseminating innovations in healthcare throughout the entire Highbury delivery system.

Dr. Francona communicated this new charge to the practice via an all-practice memo that described how the Quality committee would be leading this work.

August 1, 2022

To: Members of the Quality Committee, Highbury Health Physicians

From: Dr. Johnna Francone

Re: New charge

Your committee has done exceptional work for Highbury Health over the last two years. Given the changes happening throughout Highbury and the external environment, we have had multiple discussions around the best focus for your committee in support of our organization. The board of Highbury Health has been looking to a committee in our organiz