2017 HUMAN CAPITAL INVESTMENT … L. Warden Leadership Excellence Award Dinner ... HUMAN CAPITAL INVESTMENT CONFERENCE: SCIENCE OVER ... GAIL L. WARDEN LEADERSHIP EXCELLENCE AWARD

About NCHL and 2017 Committees 5

Welcome Letter 7

Human Capital Investment Conference Agenda 9

Gail L. Warden Leadership Excellence Award Dinner Agenda 13

Steve Lipstein Creates a Culture of Shared Values at BJC HealthCare Focused on Excellent Patient Care, Financial Responsibility, Long-Term Investments, and Remaining True to Its Mission 15

Past Leadership Award Recipients 20

Speaker Bios 21

Developing Leaders for the Future of Healthcare: Evolving NCHL’s Leadership Competency Model 28

Interorganization Collaborations that Create Value: Leadership Excellence Networks Are Leading the Way 29

Beyond Career-Entry Opportunities: The Value of Administrative Fellowships on Organizational Excellence 30

Transcending Borders: USCIPP Promotes US Expertise Around the Globe 32

2018 National Survey & Best Organizations for Leadership Development: Disseminating the Science of Leadership Development 34

SCIENCEfiction

S C I E N C E O V E R F I C T I O N

2017 HUMAN CAPITAL INVESTMENT CONFERENCE & GAIL L. WARDEN

LEADERSHIP EXCELLENCE AWARD DINNER

November 14-15, 2017 | The Palmer House Hilton | Chicago

N AT I O N A L C E N T E R f o r H E A LT H C A R E L E A D E R S H I P

PROGRAM

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N A T I O N A L C E N T E R F O R H E A LT H C A R E L E A D E R S H I P 2 0 1 7 H U M A N C A P I T A L I N V E S T M E N T C O N F E R E N C E A N D L E A D E R S H I P A W A R D

E V E N T S P O N S O R S

M E D I A & E V E N T S P O N S O R

H O S T E D B Y

O U R S P O N S O R S

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T R I B U T E S P O N S O R S

T A B L E S P O N S O R S

B R E A K F A S T S P O N S O R S B R E A K O U T S E S S I O N S P O N S O R S

S U P P O R T E R S

O U R S P O N S O R S

HEALTHCARE

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W E L C O M E

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NATIONAL CENTER FOR HEALTHC ARE LEADERSHIP

Award Recipient:

Thank you for your pioneering work, contributions

and dedication to improving the quality of healthcare.

Modern Healthcare is the industry’s leading source of healthcare business and policy news, research and information.

To learn more visit www.modernhealthcare.com

17np0045.pdf RunDate:10/02/17 Full Page Color: 4/C

2017 Gail L. Warden Leadership Excellence

Steven H. LipsteinCEO, BJC HealthCare

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2 0 1 7 C O M M I T T E E S

N A T I O N A L C E N T E R F O R H E A L T H C A R E L E A D E R S H I P

Peter W. Butler Chair, Department of Health Systems Management, Rush University

John W. Bluford, III President, Bluford Healthcare Leadership Institute & Presi-dent Emeritus, Truman Medical Centers

Joseph Cabral CHRO, Partners HealthCare

Delvecchio Finley CEO, Alameda Heath

Andrew N. Garman, PsyD CEO, NCHL (ex-officio)

Peter D. Jacobson, JD, MPH Professor, University of Michigan Department of Health Management & Policy

Christy Harris Lemak, PhD Chair, UAB, Department of Health Services Administration

Marie E. Michnich, DrPH Senior Scholar, Health Policy Education Programs & Fellowships, National Academy of Medicine

Joseph Moscola Senior Vice President & Chief People Officer, Northwell Health

Jeff Paulson CEO, Sodexo Healthcare

R. Timothy Rice CEO Emeritus, Cone Health and President & Chair, NCHL

Robert G. Riney President, Healthcare Operations & COO, Henry Ford Health System

Amir Dan Rubin President & CEO, One Medical Group

Jill Schwieters President, Cielo Healthcare

Maryjane Wurth Executive Vice President & COO, American Hospital Association and President & CEO, Health Forum

Gail L. Warden, Senior Advisor President Emeritus, Henry Ford Health System

BOARD OF DIRECTORSMISSION

To be an industry-wide catalyst to ensure that high-quality, relevant, and accountable health management leadership is available to meet the needs of 21st century healthcare.

VISION

Improve the health of the public through leadership and organizational excellence.

Follow us at

@ NCHL_Leadership

NCHLeadership

Recordings of the conference and Gail L. Warden Leadership Excellence Award Dinner will be made available shortly following the conference.

HUMAN CAPITAL INVESTMENT CONFERENCE EVENT COMMITTEE

GAIL L. WARDEN LEADERSHIP EXCELLENCE AWARD SELECTION COMMITTEE

Joseph Cabral, Chair Partners HealthCare

Aimee J. Allbritton, PhD Memorial Health System

Barbara Anason Vizient

Brittany Bogan Michigan Health & Hospital Association

Andrew N. Garman, PsyD National Center for Healthcare Leadership

Gloria J. Goins Bon Secours Health System

Michael Grubich Aurora Health Care

Janet Guptill Scottsdale Institute

Laurie Jensen, RN Henry Ford Health System

Susan E. Lawler, PhD Rush University Medical Center

Joseph Moscola Northwell Health

Wendy L. Rheault, PhD Rosalind Franklin University of Medicine and Science

Leslie Wainwright, PhD Do Tank & AVIA

Debbie Walkenhorst Cielo Healthcare

Christy Harris Lemak, PhD, Co-chair University of Alabama at Birmingham

Robert G. Riney, Co-chair Henry Ford Health System

Nancy Howell Agee, RN Carilion Clinic

Christine K. Cassel, MD Kaiser Permanente & 2016 Gail L. Warden Leadership Excellence Award Recipient

Benjamin K. Chu, MD

Delvecchio Finley Alameda Health System

Thomas Giella Korn Ferry International

Sr. Carol Keehan Catholic Health Association of the United States

Jeff Paulson Sodexo Healthcare

R. Timothy Rice National Center for Healthcare Leadership

Gail L. Warden Henry Ford Health System

Maryjane A. Wurth Health Forum & American Hospital Association

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Steven H. LipsteinChief Executive Officer, BJC HealthCare

www.aha.org

The American Hospital Association congratulates NCHL’s 2017 Gail L. Warden Leadership

Excellence Award recipient

Thank you for your innovative leadership in efforts to reimagine health care. Your work advances the AHA’s vision

of a society of healthy communities where all individuals reach their highest potential for health.

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Dear Friends and Colleagues,

Welcome to the National Center for Healthcare Leadership’s (NCHL) 2017 Human Capital Investment Conference and presentation of the Gail L. Warden Leadership Excellence Award.

Our conference theme of Science over Fiction will explore the importance of using evidence-based information, fact-based perspectives, and proven results to develop healthcare leaders who can bring innovation and high performance to their organizations.

Tuesday afternoon’s first keynote speaker Michael Beer, professor emeritus, Harvard Business School and co-founder and director, TruePoint Partners, has been working with organizations to achieve high-performing teams for nearly 50 years. He will discuss the science behind organizational transformation and explain how companies can break down barriers to implement strategies and change.

Mission-driven organizations benefit when they can use evidence to measure their results, which is the purview of Mission Measurement. Its CEO Jason Saul will explain how his company focuses on how to standardize, measure, and forecast social outcomes.

With healthcare organizations striving to create more diverse workplaces, Mary-Frances Winters, president and founder of The Winters Group will present on how to bring inclusive and bold conversations into the workplace. Her remarks promise to be challenging and enlightening. A panel discussion on artificial intelligence’s impact in the workplace and a virtual reality demonstration will help participants consider the future impact of data analytics and technology on HR and learning. NCHL’s Board member, Delvecchio Finley, will provide final remarks for day one of the conference.

Sustained long-term performance is difficult to achieve, but it is a hallmark of Steven H. Lipstein, CEO and president of BJC HealthCare, who will be honored Tuesday night as recipient of the 2017 Gail L. Warden Leadership Excellence Award. Mr. Lipstein has led one of the largest healthcare systems in the US for 17 years, increasing access to high-quality healthcare throughout Missouri and Southern Illinois, while maintaining financial stability. With innovation and visionary leadership, he has worked to transform healthcare system from a provider of medical services to a proactive facilitator of wellness.

We see an exciting year ahead as we release our revised Health Leadership Competency Model, which NCHL first introduced in 2005 to help guide health leadership development throughout the country. The updated model will include new elements that will reflect the behaviors and proficiencies required of healthcare leaders to succeed in today’s dynamic and complex environment.

Additionally, early in 2018 we will release the next National Healthcare Leadership Survey to the field. The survey provides insights into the science of leadership development and talent management, and helps identify “best practice” organizations that can serve as role models for the field. We look forward to honoring the Best Organizations for Leadership Development (BOLD) next year.

Science over Fiction is particularly relevant in today’s environment where the lines between the two may seem to blur. We hope our conference speakers and the opportunity for you to connect with your colleagues from around the country will provide you with the evidence, facts, proven results—and the science—to help drive your organizations to excellence and high performance.

Thank you for sharing your time with us.

Andrew N. Garman, PsyDCEO, National Center for Healthcare LeadershipProfessor, Health Systems ManagementRush University

R. Timothy Rice President & Board Chair National Center for Healthcare Leadership

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We commend theNational Center for Healthcare Leadership

In their mission to meet the needs of healthcare by working to ensure that high-quality, accountable leaders are prepared for the challenges facing the 21st century.

Congratulations to this year’s honoree

Steven H. LipsteinCEO, BJC HealthCare

Mark L. ClasterChairman, Board of Trustees

Michael J. DowlingPresident & CEO

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TUESDAY, NOVEMBER 14, 2017 11:30 AM NCHL BOARD-SPONSORED LUNCH (invitation only) Honore Ballroom | 1st Floor

HUMAN CAPITAL INVESTMENT CONFERENCE: SCIENCE OVER FICTION | DAY 1

12:30 PM OPENING REMARKS Empire Room | 1st Floor

R. Timothy Rice, CEO Emeritus, Cone Health and President & Chair, National Center for Healthcare Leadership Andrew N. Garman, PsyD, CEO, National Center for Healthcare Leadership Joseph Cabral, Chief Human Resources Officer, Partners HealthCare & Chair, NCHL Event Committee

12:45 PM KEYNOTE ADDRESS: THE SCIENCE OF ORGANIZATIONAL TRANSFORMATION

Michael Beer, Professor Emeritus, Harvard Business School; Co-Founder & Chairman, Center for Higher Ambition Leadership; and Co-founder & Director, TruePoint Healthcare systems often underestimate the importance of proper alignment of leadership, organization structure, work, and people. Hear from prized researcher and management expert, Mr. Beer, about how healthcare leaders must focus on all fronts—including their people, their patients, and their communities—to win.

1:30 PM FACILITATED Q&A

1:45 PM KEYNOTE ADDRESS: THE SCIENCE OF MEASURING MISSION

Jason Saul, Founder & CEO, Mission Measurement Social issues can have huge economic consequences especially when massive investments towards some programs are not paying off it is important for us to understand why. Mr. Saul, an expert on measuring social impact, believes we cannot afford to guess what is not working. We must focus on standardizing, measuring, and predicting what works to make the most change in social outcomes.

2:30 PM TABLE DISCUSSION & ACTION ITEMS

2:45 PM NETWORKING BREAK

3:00 PM KEYNOTE ADDRESS: ENGAGING IN BOLD, INCLUSIVE CONVERSATIONS IN THE WORKPLACE

Mary-Frances Winters, President & Founder, The Winters Group Organizations do not exist within a vacuum. During polarizing times, in particular, employees tend to bring the stress and identity-based trauma associated with the socio-political climate to the workplace. Organizations and leaders must have the skills and competencies to create ‘brave’ spaces for dialogue around these issues. With this interactive and thought- provoking session, Ms. Winters will provide learners with a blueprint for increasing one’s capacity to engage in bold, inclusive conversations™.

3:45 PM PANEL DISCUSSION: ARTIFICIAL INTELLIGENCE & THE WORLD OF WORK

Moderator: Jill Schwieters, President, Cielo Healthcare Mike Andrus, Vice President, Human Capital Management Transformation, Oracle Adam Godson, Vice President, Global Technology Solutions, Cielo Talent The availability of date and artificial intelligence will transform key dimensions of HR operations, including onboarding, service centers, talent acquisition, management, and learning/development. Two thought leaders, Mr. Andrus and Mr. Godson, will share the best practices from Oracle and Cielo Talent, respectively, to help us understand how AI can improve and effectively shape HR practices in the future.

4:20 PM USING TECHNOLOGY TO DEVELOP THE FUTURE WORKFORCE

Steve Grubbs, Founder & Healthcare Virtual Reality Expert, Victory Enterprises Abstract thinkers and technology will prominently bridge the gap between employees in the workplace and their impact and development on the social sphere. Mr. Grubbs will demonstrate the evolution and future of virtual reality technology on workforce. Mr. Grubbs will share his thoughts on how new technologies can be applied to real-world problems

4:45 PM TABLE DISCUSSION & ACTION ITEMS

5:00 PM CLOSING REMARKS

Delvecchio Finley, CEO, Alameda Health System

A G E N D A | H U M A N C A P I T A L I N V E S T M E N T C O N F E R E N C E

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WEDNESDAY, NOVEMBER 15, 2017 HUMAN CAPITAL INVESTMENT CONFERENCE: SCIENCE OVER FICTION | DAY 2

7:00–8:00 AM BREAKFAST Monroe Room | 6th Floor

7:45 AM WELCOME Joseph Cabral, Chief Human Resources Officer, Partners HealthCare & Chair, NCHL Event Committee Theodore J. Witherell, Director, Organization Development & Learning Services, Partners HealthCare

8:00 AM KEYNOTE ADDRESS: THE HEALTH SYSTEM OF TOMORROW & HOW WE WILL GET THERE Joseph E. Fournier, Senior Vice President & Chief People Officer, Intermountain Healthcare A. Marc Harrison, MD, President & CEO, Intermountain Healthcare

Providing high-value care, managing population health, and embracing innovation are key to healthcare’s success. Hear from Dr. Harrison and Mr. Fournier who share the “secret” to reducing patient-safety concerns, giving employees a voice, and adopting change at Intermountain Healthcare. Intermountain focuses on implementing best clinical and operational practices designed to advance its mission of helping people live the healthiest lives possible.

8:45 AM KEYNOTE ADDRESS: BUILDING RESILIENCY, ADDRESSING THE EPIDEMIC OF BURNOUT

J. Bryan Sexton, PhD, Associate Professor, Psychiatry and Behavioral Science, Duke University School of Medicine and Director, Duke Patient Safety Center

The quality and safety of patient care and the strength of the healthcare systems depends on high-functioning physicians and employees. Research shows that building resilience among the healthcare workforce can reduce stress and emotional fatigue, which affect patient-care delivery and quality. Hear from Dr. Sexton who has captured the wisdom of frontline caregivers through rigorous assessments of safety culture, teamwork, and workforce resilience.

9:45 AM NETWORKING BREAK

2018 Human Capital Investment Conference & Gail L. Warden Leadership Excellence Award

S A V E T H E D A T E

N OV E M B E R 13 – 14, 2018

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WEDNESDAY, NOVEMBER 15, 2017 HUMAN CAPITAL INVESTMENT CONFERENCE: SCIENCE OVER FICTION | DAY 2

10.00 AM

10:35 AM

11:10 AM

Moderator: Theodore J. Witherell, Director, Organization Development & Learning Services, Partners HealthCare

LESS LABELING, MORE ACTION: BATTLING GENDER INEQUALITY Toniya Singh, MD, Cardiologist & Managing Partner, St. Louis Heart & Vascular

TRANSFORMING THE EMPLOYEE ENGAGEMENT SURVEY Matthew Gosney, EdD, Vice President, Organizational Development, Human Resource Services, UCHealthDallis J. Howard-Crow, Chief Human Resources Officer, UCHealth

CREATING A SUSTAINABLE WORKFORCE STRATEGY & ANALYTICS FUNCTION Chirag Padalia, Director, Workforce Strategy & Analytics, Aurora Health Care

Moderator: Andrew N. Garman, PsyD, CEO, National Center for Healthcare Leadership

BOLD BENCHMARKS: CREATING BETTER LEADERSAimee J. Allbritton, PhD, Vice President, Organization Development & Chief Learning Officer, Memorial Health SystemLaurie Jensen, RN, Director, Organizational Development & HFHS University, Henry Ford Health System

FELLOWSHIPS & THEIR IMPACT ON ORGANIZATIONAL EXCELLENCE D’Anne Carpenter, System Director, Talent Development, Trinity HealthShekinah H. Singletery, Trinity Health Fellow, Trinity HealthGreg Souza, Vice President & Chief Human Resources Officer, Lucile Packard Children’s Hospital StanfordMeher M. Kachwala, Administrative Fellow, Lucile Packard Children’s Hospital Stanford

B R E A K O U T P R E S E N T A T I O N STRACK 2

Hancock Parlor | 6th FloorTRACK 1

Grant Park Parlor | 6th Floor

11:45 AM KEYNOTE ADDRESS: THE EVOLUTION OF HEALTHCARE HR: Monroe Room | 6th Floor WHAT WE NEED TO UNDERSTAND Jim Dunn, PhD, DHA, DAST, Executive Vice President & Chief Talent Officer, Parkland Health Healthcare HR has moved beyond its transactional past to becoming more aligned with the business strategy of the organization. Hear from Dr. Dunn who brings unique perspectives on how to engage and improve employee culture. He also will discuss how public policy, including The Patient Protection and Affordable Care Act (ACA) has impacted HR in some unintended and important ways.

12:30 PM FAREWELL

12:30-2:30 PM LENS-SPONSORED CHRO & TALENT LUNCH (invitation only) Grant Park Parlor | 6th Floor THE FUTURE: WORKFORCE & LEADERSHIP

Joseph Cabral, Chief Human Resources Officer, Partners HealthCare Andrew N. Garman, PsyD, CEO, National Center for Healthcare Leadership Joseph Moscola, Senior Vice President & Chief People Officer, Northwell Health

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G A I L L . W A R D E N L E A D E R S H I P E X C E L L E N C E A W A R D

TUESDAY, NOVEMBER 14, 2017

GAIL L. WARDEN LEADERSHIP EXCELLENCE AWARD DINNER AGENDA

Music provided by The Arlen Music Production

5:15 PM AWARD RECEPTION Red Lacquer Foyer | 4th Floor

6:00 PM WELCOME Red Lacquer Ballroom | 4th Floor

R. Timothy Rice CEO Emeritus, Cone Health and President & Chair, National Center for Healthcare Leadership

Christy Harris Lemak, PhD Department Chair, Health Services Administration, University of Alabama at Birmingham & Co-Chair, NCHL Selection Committee

6:15 PM OPENING REMARKS

Fawn Lopez Publisher & Vice President, Modern Healthcare

6:30 PM INTRODUCTION OF 2017 AWARD RECIPIENT

Robert G. Riney President, Healthcare Operations & Chief Operating Officer, Henry Ford Health System & Co-Chair NCHL Selection Committee

6:40 PM AWARD RECIPIENT’S REMARKS

Steven H. Lipstein CEO, BJC HealthCare

7:00 PM REFLECTION & DINNER

John W. Bluford, III President, Bluford Healthcare Leadership Institute, President Emeritus, Truman Medical Centers

8:00 PM CLOSING REMARKS

Andrew N. Garman, PsyD CEO, National Center for Healthcare Leadership

POST-DINNER RECEPTION | cash bar

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B O L D R E C O G N I T I O N

2017-1924_SteveLipsteinRecognition_PrintAd_3.375x4.375.indd 1 10/18/17 2:42 PM

Congratulationsto Steven H. Lipsteinon receiving the 2017 Gail L. Warden Leadership Excellence Award from the National Center for Healthcare Leadership.

Steve LipsteinCEO of BJC Healthcare

for winning the 2017 Gail L. Warden Leadership Excellence Award.

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STEVEN H. LIPSTEINCEO, BJC HealthCare

EDUCATIONBachelor of Arts, Emory UniversityMaster of Health Administration, Duke UniversityAdministrative Fellowship, Massachusetts General Hospital

CAREERBJC Collaborative, LLC Executive Vice President, 2013-present

BJC HealthCare CEO, 2017-present President & CEO, 1999-2016

University of Chicago Hospitals and Health System Executive Vice President (health system) and President & COO (hospitals), 1997-1999

Executive Vice President & COO (hospitals), 1994-1997

Johns Hopkins Hospital and Health System, 1982-1994

AWARDS & RECOGNITIONSJohn D. Levy Human Relations Award, American Jewish Committee, 2017Champion for Health Award, Rx Outreach, 2017Distinguished Service Award, Association of American Medical Colleges, 20152nd Century Award, Washington University, 2015Elected to National Academy of Medicine, 2014Citizen of the Year, St. Louis, 2014

CURRENT BOARDS & AFFILIATIONSUnited Way of Greater St. Louis, Inc. Board of Directors & 2016 Campaign Co-Chair University of California Board of Regents Health Services CommitteeMissouri Council for a Better Economy Board of DirectorsEmory University Board of TrusteesBioSTL Board of TrusteesTeach for America, St. Louis Regional Advisory BoardAmeren Corporation Board of DirectorsCortex Board of DirectorsSt. Louis Regional Health Commission

PAST BOARDS & AFFILIATIONS Federal Reserve Bank (eighth district), Board Chair, 2009-2011Patient-Centered Outcomes Research Institute, Vice Chairman, 2010-2014

The National Center for Healthcare Leadership is honored to present the 2017 Gail L. Warden Leadership Excellence Award to Steven H. Lipstein for his tireless work increasing access to high quality healthcare throughout Missouri and Southern Illinois. As a leader of one of the largest nonprofit healthcare organizations in the US, Mr. Lipstein has been active in transforming healthcare organizations from providers of medical services to proactive facilitators of wellness and healthcare management, while providing leadership on local and national healthcare issues. Joining BJC HealthCare in 1999, he is credited with bringing financial stability to the organization and developing and maintaining a high-performing integrated health system that consistently receives high ratings from bond agencies. With his commitment to serve all of BJC Healthcare’s communities and constituents, Mr. Lipstein has brought innovation and visionary leadership to the delivery of healthcare.

Steve Lipstein Creates a Culture of Shared Values at BJC HealthCare Focused on Excellent Patient Care, Financial Responsibility, Long-Term Investments, and Remaining True to Its Mission

Steven H. Lipstein, Gail L. Warden Leadership Excellence Award Recipient What started as a part-time job for 18-year-old-college freshman Steve Lipstein became the launch of his career. Working as a nursing unit clerk at Emory University Hospital, he became so inspired by his colleagues—especially nurses—that he committed to a career in healthcare administration so he could work alongside those people who have what he describes as “a high calling.” Nearly 25 years later when Mr. Lipstein joined BJC HealthCare as president and CEO, he brought along his carefully honed leadership skills, including his genuine respect for people and the ability to make tough decisions quickly. His first priority at BJC in 1999 was to face the system’s nearly $80 million operating deficit. He knew exactly where to begin.

Q. What was the first thing you did at BJC?

A. It’s not hard to prioritize when you are bleeding red. We began chipping away at areas with unfavorable operating results, and one of the first things we did was to address the six-year-old BJC operating framework. It wasn’t working. Nobody understood it. Were we going to be a federation of 12 independent hospitals, or were we going to operate in a more integrated fashion? It was clear that our different hospitals were not ready to accept

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our efforts to impose one operating paradigm on all 12 of them. So we stepped back. We stopped trying to force consolidation and integration and began to let each hospital operate more autonomously within a set of guiding principles.

Q. How do you explain your philosophy and how is it implemented?

A. Our management philosophy is “directed autonomy with congenial controls” and we implement it by enabling each hospital to focus on four things: First, we take really good care of people—both patients and employees; second, we operate in a financially responsible way that provides the resources that enable us to provide high quality care; third, we make human and capital investments to position each hospital for long-term sustainability and success; and fourth, we stay true to our social and academic missions. We have performance metrics and scorecard measurements, we have divided our long-term positioning investments into human, physical, or financial assets, and we have made deliberate commitments to our charitable and academic missions, the former as anchor of the regional safety net in St. Louis, and the latter through affiliations with Washington University School of Medicine, the Goldfarb School of Nursing, the St. Louis College of Pharmacy, and other area colleges and universities.

Q. Have you lost anything by deferring the integrated approach?

A. I describe it as restarting our journey towards integration by beginning at a place that was within BJC’s “comfort zone.” We encourage each hospital to be the best at something, allowing their individual brands to shine. Barnes-Jewish Hospital aspires to be the best hospital providing comprehensive medical care in almost every specialty, coupled with missions in education and research. One of our small rural hospitals aspires to be the best at customer intimacy; they know the names, families, and personal stories of all their patients. One hospital aspires to be the best at taking care of kids, another at orthopedics. By allowing healthcare professionals to be the best in the world at something, and associating their individual brands with their sense of what makes them special, we are harnessing and accelerating organizational aspirations that far exceed what you get from forcing everyone to be the same.

Q. What did employees think about eschewing an umbrella brand?

A. I’ll tell you a true story. I was meeting with leaders at St. Louis Children’s Hospital and a manager asked me whether she worked for Children’s Hospital or BJC? I said, “Who do you want to work for?” She replied, “Children’s Hospital. I’ve been at Children’s for 28 years and I just want to work with kids.” So I told her she worked for Children’s. At the same meeting another gentleman said he wanted to work for BJC HealthCare because he liked the flexibility to work at different hospitals while retaining his benefits, seniority, and his affiliation to the parent company. I told him that he works for BJC.

I could relate to this issue from my own experience. When I started as a clerk at Emory University Hospital in Atlanta, I didn’t work for Emory, I worked for Floor 5G. It was those nurses who made me feel special, a part of the team. At BJC—with 31,000 employees—I understand that each individual wants to relate to their nursing unit or department where they are valued, where they make a contribution and where they have some control over the work environment. I want people to feel good about being part of BJC and also identify with the place where they do their daily work.

Q. The trend in most industries is for consolidation and integration. Is healthcare different?

A. Healthcare is different and you can make a big mistake pretending that healthcare is like anything else. Here’s an example. I am often asked why healthcare lags other industries with regard to information technology. For instance, a commercial banking “technology platform” has about 160 different transactional services that are all quantified in dollars and cents. By contrast, a pharmacy “technology platform” must perform over 2,000 transactions that are in a variety of units of measure. The complexity of our world—and the fact that we provide human services to people who are afraid and anxious, or injured or ill—doesn’t easily translate to other industries. So we believe that a “directed autonomy with congenial controls” approach still allows for BJC to have shared values and common purpose to make medicine better in all of its forms. As a leader, my job is to help stimulate that aspiration to be better, and not to stifle it with hard and fast standards that may have no beneficial impact on the quality or cost of the healthcare being delivered.

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Q. What about conventional wisdom that recommends a single culture?

A. We have a shared value to take very good care of people. We also embrace inclusion of many cultures that reflects a diversity of traditions, religions, races, and ethnicities. Why would we want to take away each individual organization’s culture and impose one culture that may not fit? We value human services and we value each other, including our differences. We are financially disciplined. We exist for the benefit of our diverse community, not for any investors or owners. We make human, physical, and financial investments for the long term. That’s our shared purpose and our shared values.

Q. What has inspired your leadership style?

A. Back to my early days in healthcare, I had a real “aha” moment when I was a unit secretary. I learned that the patients did not want to be in the hospital, and we could not expect them to exhibit their very best behavior. But I was fascinated by our nurses who would get up every day to take care of them. Nurses are not the most highly compensated professionals in our society, but they have a very high calling. I was inspired to be part of their world. What I enjoyed the most was working in the hospital and being part of the delivery of patient care and that special opportunity to make a difference in someone else’s life. I learned to value the importance of everybody’s role, from nurses and therapists and technologists to food-service workers and the maintenance people. They were the people without whom we couldn’t do the work of a hospital—admitting patients, helping them to feel better, providing their medicines, giving them a clean room. Part of what has shaped my leadership style is my deep respect and admiration for all of these people.

Q. You have been an active supporter of the administrative fellows program. How did that benefit your career and your understanding of healthcare?

A. I was a fellow at Massachusetts General Hospital from 1980 to 1982 and then I helped establish a fellowship program when I went to Johns Hopkins in 1982; at BJC we started one in 2002. The administrative fellowship program played a critical role in creating a pipeline of talent that populated the needs at Hopkins and also provided a candidate pool for health administration positions across the nation. Fellows are provided with a rotational experience, allowing them to be immersed in the mix of functional areas that are required to deliver healthcare. I firmly believe young people need to spend time in the service-delivery units; at BJC

HealthCare our fellows work in the hospitals rather than at the system level to help them learn and understand the delivery of patient care and services. An impressive list of individuals who are running top institutions throughout the country today started their career in administrative fellowship programs.

Q. What role does collaboration play at BJC?

A. Among our BJC hospitals, we share strategic thinking and plans, we make pooled investments in learning and performance-improvement platforms, and we share administrative, revenue cycle, and clinical information systems.

The BJC Collaborative, which was created in 2012 and includes eight of the largest not-for-profit healthcare systems in the largest population centers in southern Illinois and Missouri, has provided a vehicle for collaborating outside our family. We buy supplies, equipment, and purchased services together; we have developed a cancer care collaborative, and we have made shared investments in infrastructure to manage population health.

Here’s how collaboration can work: In 2000, BJC operated an antiquated hospital in North County that delivered 800 deliveries annually, while nearby SSM Health’s DePaul Hospital delivered 700 babies a year. Working with SSM leaders, BJC made a financial contribution to expand the labor and delivery capacity at DePaul so it could accommodate the newborn deliveries for both hospitals. Subsequently, BJC replaced its outdated hospital with a state-of-the art ambulatory care center to meet a critical healthcare need for our community. Both hospitals benefitted and the value to the community was paramount.

Q. Are you collaborators with your competitors?

A. don’t think of my counterparts at SSM or Mercy as competitors. They are my colleagues and we are all pursuing the same thing—providing high-quality healthcare to our communities. We all sit on the St. Louis Regional Health Commission, so we all understand the needs of the community. To be sure, we have a competitive spirit as we work to improve quality, access, and service, and to steward our resources wisely. But we also look for ways to solve problems together by collaborating on services that otherwise might not be available in our community. The essential ingredient in collaboration is personal relationships, and being open to explore new or different or better approaches to working together.

Q. How do you implement the mentoring and education that are part of BJC’s value set?


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A. We do it by investing heavily in our employees’ education. I am very proud of the fact that over 2,000 BJC employees are always enrolled in next-step educational course work. We aren’t just developing a select group of pre-identified leaders; we develop everybody. We make an outsized investment in learning, and our employee engagement surveys consistently give us very high marks for the investment we make in the learning, education, and development of our employees.

Q. BJC is leading an effort to improve literacy as a path to better health in your communities. How is that working?

A. We know that if children are not reading on grade-level by third grade, they are less likely to complete high school. And those who do not complete high school, on average, live more than 10 years less than those who complete college. Hospitals need to redefine what it means to be a healthy newborn, thinking beyond the traditional outcomes measures of maternal and infant health, extending to early childhood immunizations, eye and dental care, nutrition, and reading literacy by third grade. We need to improve the outlook for people born into extreme poverty. We are developing a home-based, eight-year program focusing on healthcare, education, and social structure that would stay with children from birth through third grade. But we are learning that because these families live under difficult circumstances and are often single-parent households, eight years is a long commitment. We know that social determinants of health are more influential of health status and outcomes than are clinical interventions. Eleven percent of Americans live in poverty, including one in five children. Until America steps up to deal with its poverty problem, it will be hard to make progress.

Q. What gets in the way of population health?

A. In the United States, we value our individual freedoms, including the freedom to choose or not to choose good health practices. Although we might like to—and we certainly have the know-how—we can’t legislate lower blood pressure, sugar, or cholesterol levels. We know the health risks of smoking and of obesity, yet still too many Americans (me among them) eat fast foods, high in salt, sugar, fat, and calories. But it sure tastes good!

Q. How do you keep your sanity amid the uncertainty of the nation’s healthcare policy?

A. It’s important to listen to the crowd without overreacting to the noise. The nation’s healthcare policies have real consequences for the math associated with operating a

healthcare delivery organization. About 160 million Americans rely on Medicare, Medicaid, the Military Health System, the Veteran’s Administration, or the government as their employer for healthcare. Taxpayers finance over 50 percent of the American healthcare system, which is also the largest private sector of the American economy. In spite of all the noise in Washington, the “what” of what we are doing hasn’t changed, just the “how” and the “how much.”

The “what” of what we do in hospitals is still to provide high-quality care to people who are sick or injured, and to use our expertise to help people stay healthy for as long as possible.

The “how” will be forever changing and improving. The “how much” we have to spend on human and physical resources to carry out our missions will always be constrained by the political will of taxpayers and the financial wherewithal of premium payers. If we don’t overreact to the noise (and keep an ever-watchful eye on the math), then even in the face of great uncertainty, a healthcare leader can maintain a “steady as she goes” approach to leadership.

CONGRATULATIONS

to one of health core's leading minds

Thank you for pointing the way to a better future.

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Congratulations2017 GAIL L. WARDEN

LEADERSHIP EXCELLENCE AWARD RECIPIENT

S T E V E N H . L I P S T E I N

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A B O U T T H E L E A D E R S H I P A W A R D

NATIONAL CENTER FOR HEALTHCARE LEADERSHIP GAIL L. WARDEN LEADERSHIP EXCELLENCE AWARD

The National Center for Healthcare Leadership (NCHL) named the leadership award in honor

of Gail L. Warden, founding chairman of NCHL, president emeritus of Henry Ford Health System,

and one of healthcare’s foremost leaders. This distinction recognizes his remarkable accomplishments

as an innovator in healthcare delivery, community wellness, and health policy, and as a mentor

and inspiration to future generations. The Gail L. Warden Leadership Excellence Award honors a

healthcare leader whose commitment, values, and contributions embody the vision of NCHL to

improve the health of the public through leadership and organizational excellence. This enduring

tribute is in recognition of Gail’s leadership legacy.

PAST LEADERSHIP AWARD RECIPIENTS

2016 Christine K. Cassel, MD Planning Dean, Kaiser Permanente School of Medicine

2015 Richard J. Umbdenstock former President & CEO, American Hospital Association

2014 Nancy Schlichting former CEO, Henry Ford Health Systems Glenn D. Steele, Jr., MD, PhD former President & CEO, Geisinger Health System

2013 John W. Bluford III President, Bluford Healthcare Leadership Institute, President Emeritus, Truman Medical Centers

2012 Mitchell H. Katz, MD Director, Los Angeles County Department of Health Services Margaret E. O’Kane President, National Committee for Quality Assurance

2011 Michael J. Dowling President & CEO, Northwell Health

2010 Robert H. Brook, MD, ScD Distinguished Chair, RAND Health Care Service, Senior Principal Physician Policy Researcher, & Professor, Pardee RAND Graduate School

2009 Denis A. Cortese, MD former President & CEO, Mayo Clinic

2008 Patricia A. Gabow, MD former CEO, Denver Health

2007 Thomas M. Priselac President & CEO, Cedars-Sinai Health System

2006 Richard J. Davidson former President, American Hospital Association Gary A. Mecklenburg former President & CEO, Northwestern Memorial HealthCare

2005 William H. Nelson former President & CEO, Intermountain Healthcare

F U N DGAIL & LOIS

WARDEN

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S P E A K E R B I O S

AIMEE J. ALLBRITTON, PHD

Aimee Allbritton is vice president of organization development and chief learning officer at Memorial Health System in Springfield, IL. Dr. Allbritton is responsible for strategic leadership of a comprehensive infrastructure that ensures the workforce has the needed knowledge, skills, and abilities to achieve the organization’s desired outcomes. She is also responsible for overseeing the organi-zation’s approach to identifying, diagnosing, and leading change among the health system’s structures, behaviors, and processes. Dr. Allbritton provides executive leadership for the following departments within MHS: Organization Development, Organization Learning, Organization Communications, and the Memorial Center for Learning and Innovation.

MIKE ANDRUS

Mike Andrus is the vice president of human capital management transformation at Oracle. In this role, Mr. Andrus partners with key customer executives to share human resource transformation and technology strategies, leading practices, and research. He also serves as an internal advisor to Oracle’s sales, marketing, and product strategy teams to develop the best solutions for customer needs. Prior to joining Oracle in 2016, Mr. Andrus spent 10 years as vice president of human resource operations at Catholic Health Initiatives, one of the nation’s largest health systems. He also spent 10 years in progressive finance roles at Ericsson, a global telecom company. In his roles on senior leadership teams across two different industries undergoing major

transformation, he knows what it means to be the face of change within large organizations and leading initiatives with executive stakeholders. Mr. Andrus now partners with customer senior leaders on all aspects of human capital transformation.

MICHAEL BEER

Mike Beer is a Cahners-Rabb professor of business administration, emeritus at the Harvard Business School, co-founder and director of TruePoint, a management consulting firm, and co-founder and chairman of the Center for Higher Ambition Leadership, a not-for-profit organization dedicated to helping leaders build businesses that do well by doing good. His research, writing, and consulting focuses on organization effectiveness, change, and transformation. Mr. Beer has authored many articles and authored or co-authored eleven books, among them Managing Human Assets and The Critical Path to Corporate Renewal. The latter received the Johnson, Smith & Knisely award and was a finalist for the Academy of Management’s Terry Book Award. His most recent books

are High Commitment, High Performance and Higher Ambition. Mr. Beer is a Fellow of the Academy of Management, National Academy of Human Resources the Society of Industrial and Organizational Psychology, and winner of the prestigious Michael Losey Research Award from the Society of Human Resource Management.

JOHN W. BLUFORD, III

John Bluford is currently the president and founder of the Bluford Healthcare Leadership Institute (BHLI), a didactic and experiential program for undergraduate scholars aimed at reducing healthcare disparities for vulnerable and ethnic patient populations over the next generation. The Institute is now in its fifth year and has impacted over 60 graduates. Mr. Bluford’s work at the BHLI follows a celebrated career in healthcare leadership. As president emeritus for Truman Medical Centers (TMC) in Kansas City, MO, he served as its president and CEO for 15 years. Prior to TMC, he served for 21 years in various leadership capacities at Hennepin County Medical Center (HCMC) in Minneapolis, MN, including the last six years as its CEO. Mr. Bluford’s tenure at TMC and HCMC

is part of a distinguished career in hospital and health system administration that has spanned more than four decades. Mr. Bluford is a nationally known healthcare innovator who has been recognized by Modern Healthcare and Becker’s Hospital Review as one of the Most Influential People in Healthcare. From 2005-2012 he served as the Board Chairman for the American Hospital Association, the National Association for Public Hospitals, and Missouri Hospital Association. Mr. Bluford was the recipient of NCHL’s 2013 Gail L. Warden Leadership Excellence Award.

JOSEPH CABRAL

Joe Cabral is the chief human resources officer for Partners HealthCare, one of the largest diversified healthcare services organizations in the United States, with $14 billion in total operating revenue and over 73,000 employees. With more than 20 years of experience developing and executing strategies that enhance cultural and organizational change, Mr. Cabral has spent more than a decade driving business objectives, vision, and values forward in all aspects of talent management and human resources in order to achieve the organization’s goals. Prior to going to Partners HealthCare, Mr. Cabral served as the CHRO for Cleveland Clinic. Previously he was CHRO for Northwell Health, which received the SHRM/SIOP Award. He also held other key human resources

leadership roles at NewYork-Presbyterian Hospital and Children’s Hospital in Boston, MA, and has been cited by Time Magazine, Business Week, The Wall Street Journal, New York Times, Forbes, and other industry publications for his expertise in human resources “best practices.” He holds an MS in quality systems management, and has taught as an adjunct professor at the University of Massachusetts.

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D’ANNE CARPENTER

D’Anne Carpenter is the system director of talent development at Trinity Health in Livonia, MI. Ms. Carpenter provides strategic leadership in the design, development, implementation, and evaluation of learning experiences for Trinity Health colleagues at all levels in the organization. She oversees the Trinity Health University, which includes the College of Foundational Learning and Leadership Development, College of Functional Capabilities Development, and College of Clinical Development. Under Ms. Carpenter’s leadership, the talent development function has demonstrated its value to the organization through alignment with strategic priorities and achievement of measurable outcomes, resulting in national recognition. The organization was ranked 21st

in 2012 Best in Leadership Development, nonprofit category, and was a recipient of a Bersin by Deloitte. Ms. Carpenter earned a master’s degree in management from Northwestern University, is a Certified Public Accountant, and an ASQ Certified Manager of Quality/Organizational Excellence.

JIM DUNN, PHD, DHA, DAST

Jim Dunn is the executive vice president and chief talent officer for Parkland Health and Hospital System in Dallas, Texas. Dr. Dunn serves as a member of the executive leadership team overseeing the people and talent operations for the 12,000-employee system, including human resources operations, diversity & inclusion, employee experience, language and linguistic services, pastoral care, occupational health, and their learning and development structure, Parkland Academy. Prior to joining Parkland, Dr. Dunn served as the executive human resources and learning executive for the Office of Learning and Performance Development for the Cleveland Clinic, CLO for Texas Health Resources and the National Vice President, Human Resources and Talent Retention Strategies for the

American Cancer Society in Atlanta, GA. His work history also includes progressively responsible roles as a research scientist with the Georgia Tech Research Institute (GTRI) and leading the global human resources operations for former President Jimmy Carter at the Carter Presidential Center in Atlanta. Dr. Dunn holds a BS in chemistry and macro-environmental science from Howard University, an MBA from the Massachusetts Institute of Technology’s (MIT ) Sloan School of Management, along with a master’s of public health in occupational health from Emory University’s Rollins School of Public Health. Additionally, he holds multiple doctoral degrees in education, organizational development, and healthcare administration from Emory University, Benedictine University, and the Medical University of South Carolina, respectively

DELVECCHIO FINLEY

Delvecchio Finley serves as CEO of Alameda Health System, a leading public healthcare provider and medical training institution based in Oakland, CA. Between 2011-2015, he served as CEO of Harbor-UCLA Medical Center in Torrance, CA. Mr. Finley has extensive experience in healthcare management with several well-regarded institutions, including the University of California, San Francisco (UCSF), San Francisco General Hospital and Trauma Center (SFGH), and Sutter Health’s California Pacific Medical Center (CPMC). Mr. Finley holds a bachelor’s degree in chemistry from Emory University. He received his master’s of public policy degree at Duke University, where he also attained graduate certification in health policy, law, and management. Mr. Finley is

board certified in healthcare management and an ACHE Fellow.

JOSEPH E. FOURNIER

Joe Fournier is senior vice president and chief people officer for Intermountain Healthcare. He is responsible for making Intermountain the place where patients, families, and outstanding caregivers cannot imagine receiving care or working anywhere else. Before becoming a nationally recognized leader in human resources, Mr. Fournier was an accomplished attorney and Air Force officer. Earlier in his career, he held positions as a military prosecutor, and in-house counsel and general counsel for the Air Force Medical Service, one of the nation’s largest integrated healthcare delivery systems. Mr. Fournier earned a law degree from Suffolk University Law School, a master’s degree in healthcare administration from Worcester State University and a

bachelor’s degree in finance from Providence College.

ANDREW N. GARMAN, PSYD

Andy Garman is CEO of the National Center for Healthcare Leadership and is a professor in the Department of Health Systems Management at Rush University. He is co-author of three books, Exceptional Leadership; The Healthcare C-Suite: Leadership Development at the Top; and The Future of Healthcare: Global Trends Worth Watching (Health Administration Press). Dr. Garman is a three-time recipient of the American College of Healthcare Executives’ Health Management Research Award, and has received support from the Agency for Healthcare Research and Quality. His professional experience includes roles at the Federal Reserve Bank of Chicago, Institute of Technology, University of Chicago, and Illinois Department of Mental Health. Dr. Garman received a PsyD in

clinical psychology from the College of William & Mary / Virginia Consortium, a master’s in human resource development from the Illinois Institute of Technology, and a bachelor’s degree in psychology from Pennsylvania State University.


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ADAM GODSON

Adam Godson is vice president of Global Technology Solutions at Cielo, one of the world’s leading talent acquisition companies. Mr. Godson pushes boundaries in the future of technology used to facilitate the hiring process, using automation, artificial intelligence, and robotics to drive better hiring results for companies around the world. At Cielo, Mr. Godson has built scalable software systems that facilitate millions of hiring transactions each year and received numerous industry accolades. Mr. Godson earned an MBA from Marquette University and a dual Bachelor of Arts from Luther College in management and communication.

MATTHEW GOSNEY, EDD

Matt Gosney is vice president of organizational development and learning services for UCHealth, Colorado’s nationally recognized health system comprised of leading community hospitals and the region’s only academic medical center. Dr. Gosney joined UCHealth in August 2016, and brings 20 years of experience in learning & organizational development his previous five years were with Hillcrest HealthCare System. Dr. Gosney holds a doctorate in human resource development from the University of Arkansas. He received his master’s and bachelor’s degrees in psychology from the University of Central Oklahoma and Brigham Young University, respec-tively. He is author of History of Human Resource Development and Bridging the Scholar-Practitioner Gap in Human Resources.

STEVE GRUBBS

Steve Grubbs is a serial entrepreneur in the technology space. After building his first website in his basement in 1997, he launched an eCommerce store and a tech development company. After a six-year stint in the Iowa legislature where he served as chairman of the House education committee, he launched a career developing new technologies and applying them to real-world problems. In addition to his work of bringing virtual reality training and assessment to the world of medicine, he also founded a company that develops classroom curriculum in virtual reality. Mr. Grubbs has also been active in the management of six presidential cam-paigns from Bob Dole to Rand Paul. Mr. Grubbs is a graduate of the University of Iowa schools of business and law.

A. MARC HARRISON, MD

Marc Harrison is the president and CEO of Intermountain Healthcare. He began serving in this position in October 2016. A specialist in pediatric critical care, Dr. Harrison held leadership positions at Cleveland Clinic prior to joining Intermountain. He most recently served as chief of international business development for Cleveland Clinic, developing and implementing international strategy, and as CEO of Cleveland Clinic Abu Dhabi, where he oversaw the establishment of 12 Institutes, five centers of excellence, and more than 30 medical and surgical specialties. Earlier roles included service as chief medical operations officer, involving oversight of a broad range of clinical operations worldwide for the system, and as chairman of pediatric critical care.

Dr. Harrison earned an undergraduate degree at Haverford College and a medical degree at Dartmouth Medical School. He completed a residency and an internship in pediatric critical care through the University of Utah School of Medicine, working primarily in the critical care units of Intermountain’s Primary Children’s Hospital. Dr. Harrison later received a master’s of medical management from Carnegie Mellon University and completed additional study in management at Harvard Business School.

DALLIS J. HOWARD-CROW

Dallis Howard-Crow is chief human resources officer for UCHealth, Colorado’s Front Range health system comprised of leading community hospitals and the region’s top academic medical center. Ms. Howard-Crow joined UCHealth in December 2014 and is responsible for all human resources functions across the system, including organizational development and learning, employee engagement, employee recognition, benefits, e-learning, shared services, compensation, talent acquisition, wellness, employment law and compliance, internal communications, performance management, onboarding, and service performance (employee and physician satisfaction). Ms. Howard-Crow has extensive experience in the healthcare field. Prior to joining UCHealth, she

was the chief administrative officer and chief human resources officer for Emory Healthcare, where she oversaw human resources for the health system, directed human resources programs, and ensured the human resources systems and programs supported the mission and goals of the entire organization. Among her many responsibilities was providing strategic leadership in support of the organization’s goal of being the employer of choice in Atlanta and the Southeast. Ms. Howard-Crow holds a master’s degree in health administration from the University of Colorado at Denver and a bachelor’s in accounting from Arizona State University. She also completed the Managing Healthcare Delivery program at Harvard Business School.

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LAURIE JENSEN, RN

Laurie Jensen is a corporate human resources leader for Henry Ford Health System, one of the nation’s leading comprehensive, integrated healthcare systems. She has more than 25 years of clinical and human resources leadership experience in inpatient, ambulatory, and corporate roles, and a proven ability to lead business unit and system-wide initiatives that produce measurable results. In her current role as director of organizational and human resources development for Henry Ford Health System, Ms. Jensen is responsible for the Henry Ford Corporate University, employee and leadership development, performance management, employee and physician engagement, and succession planning. Ms. Jensen has been in her current role for 12 years, during

which she has been instrumental in the design and implementation of a number of talent management and culture transformation strategies aligned with Henry Ford’s organizational priorities and desired key results. Ms. Jensen is a licensed registered nurse with a Bachelor of Science in nursing and a master’s degree in organizational management.

MEHER M. KACHWALA

Meher Kachwala is an administrative Fellow at Lucile Packard Children’s Hospital Stanford. Throughout her college career, Ms. Kachwala partook in internships and volunteer efforts that heightened her interest in healthcare, and specifically healthcare disparities as they affected the underprivileged pediatric population. In pursuit of increasing her understanding of the dynamic healthcare landscape, she moved to New York where she attended Columbia University and completed her master’s degree in healthcare administration. In this process, she completed her administrative residency at New York-Presbyterian Hospital, an experience that increased her understanding and interest in hospital operations, and specifically process improvement. Her

work at Bronx-Lebanon Hospital Center furthered her exposure to operations whilst culminating her interest in other areas of hospital management, including strategy and finance. Ms. Kachwala’s desire to continue building her experience and exposure to hospital operations along the continuum of care, combined with her passion for enhancing pediatric medicine led her to Stanford Children’s Hospital. She hopes to make a difference in patients’ lives at Stanford Children’s while finding her niche in the intersection of medicine and management. Ms. Kachwala earned her bachelor’s degree from the University of Maryland, College Park with a major in business with a pre-health focus and a minor in technology entrepreneurship.

CHRISTY HARRIS LEMAK, PHD

Christy Harris Lemak teaches and conducts scholarship in the areas of healthcare management and healthcare leadership development, with an emphasis on how leadership and organizational factors can lead to high performance in healthcare. Dr. Lemak’s research includes projects to examine a complex pay-for-performance incentive program for physicians in Michigan and the relationships among organizational culture, management practice, and surgical outcomes in a multi-hospital surgical collaborative. Dr. Lemak has extensively studied how Medicaid policy demonstrations impact hospitals, health plans, and the relationships among organizations. She is also exploring ways to create and support organizations in which all health care

leaders can thrive. Dr. Lemak’s research has been published in many outlets, including Journal of Healthcare Management, Health Services Research, and Medical Care Research and Review, and Health Affairs. Previously, Dr. Lemak was associate professor of health management and policy and associate chair at the University of Michigan, and the Michael O. and Barbara Bice professor of health services research, management, and policy at the University of Florida. Dr. Lemak holds a PhD in health services organization and policy from the University of Michigan, MHA and MBA degrees from the University of Missouri-Columbia, and a bachelor’s degree in health planning and administration from the University of Illinois.

STEVEN H. LIPSTEIN

Steve Lipstein is the CEO of BJC HealthCare and the 2017 Gail L. Warden Leadership Excellence Award recipient. In his role at BJC HealthCare, Mr. Lipstein oversees one of the nation’s largest healthcare organizations, with five billion in net revenues and more than 31,000 employees in the greater St. Louis, southern Illinois and mid-Missouri regions. BJC HealthCare serves patients and their families in urban, suburban, and rural communities through its 15 hospitals and other health-service organizations. Its teaching hospitals, Barnes-Jewish Hospital and St. Louis Children’s Hospital, are affiliated with internationally renowned Wash-ington University School of Medicine, which is consistently ranked among the nation’s best medical schools and research insti-

tutions. Mr. Lipstein serves on the St. Louis Regional Health Commission and sits on the board of the Missouri Hospital Association. He also serves on the Board of Directors of Ameren, an electrical utility company, on the Teach for America–St. Louis Regional Advisory Board, and on the Boards of Trustees at Washington University and at Emory University. Mr. Lipstein is a former chairman of the board of directors of the St. Louis Federal Reserve Bank. Spanning four decades, Mr. Lipstein’s education and professional career has taken him from Emory University to Duke University for college and graduate school respectively, to Massachusetts General Hospital, Johns Hopkins Hospital, the University of Chicago Hospitals, and now to BJC HealthCare, where he has served as CEO since 1999.


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FAWN LOPEZ

Fawn Lopez is publisher and vice president of Modern Healthcare and Modern Physician. Ms. Lopez’s previous work includes associate publisher to Modern Healthcare, national advertising director of Crain’s Chicago Business, and advertising director of the Kansas City Business Journal. Ms. Lopez received a bachelor’s degree in business administration with an emphasis in marketing from the University of Missouri and participated in graduate studies at Webster University in Kansas City. Currently, Ms. Lopez serves as a board member of The Asian Health Care Leaders Association (AHCLA), The American Heart Association-Chicago, The Heartland Alliance, and the Dean’s Advisory Board at DePaul University, School of Communication. Additionally, Ms. Lopez is a

member of the Women Business Leaders of the US Healthcare Industry Foundation, Chicago United, Executives Club of Chicago, and the Economic Club of Chicago. She has served as board president of the Kansas City Consensus, executive committee board member of the Don Bosco Center, board member of the Central City School Fund, consultant for Junior Achievement, chaired the sponsorship committee for the American Cancer Association, and chair member of the luncheon committee of the Kansas City Chamber of Commerce.

JOSEPH MOSCOLA

Joe Moscola, senior vice president and chief people officer, is responsible for Northwell Health’s human resources. Mr. Moscola has oversight of initiatives to develop the health system’s workforce and enhance its productivity, drive change and accountability, and strengthen employee engagement. Mr. Moscola has held a number of positions throughout the system, most recently as senior vice president and executive director of ambulatory operations. In that role, he led operations for the $1.1 billion business, which included ambulatory services, working with the clinical and administrative service line leadership, Northwell Health Physician Partners leadership, and Clinical Joint Ventures. Mr. Moscola helped the Northwell Health Physician Partners

achieve a “silver level of distinction” from the Regional Baldrige Performance Excellence Committee. He has also been responsible for leading efforts to successfully integrate several clinical joint ventures and expanding the ambulatory footprint. Mr. Moscola began his career as a Physician Assistant in Cardiothoracic Surgery. He later transitioned to an administrative career, serving as administrative director for neuroscience at Southside Hospital, and then senior administrative director of neurology and neurosurgery at North Shore University Hospital at LIJ Medical Center. Mr. Moscola received a bachelor’s degree from St. John’s University, an MBA from Adelphi University and a Physician Assistant Certificate from Catholic Medical Centers–Bayley Seton Campus.

CHIRAG PADALIA

Chirag Padalia is the director of workforce strategy & analytics at Aurora Health Care, a private not-for-profit, integrated health-care organization with 15 hospitals and more than 150 clinics, exceeding 3.8 million unique patients, and more than 30,000 care-givers. In this position, Mr. Padalia leads the development of the workforce strategy & analytics function. His team is responsible for developing and implementing the framework to elevate advanced analytics for system-wide workforce planning and partner-ing with leaders to create a strategic advantage. Prior to Aurora Health Care, Chirag has extensive experience and a proven track record in leading the development and implementation of data driven workforce planning solutions in various industries from

automotive to benefits outsourcing. In early 2013, Mr. Padalia founded Lean Systems, Inc., a consulting firm specializing in delivering innovative and effective solutions in human capital management and implementing lean operating systems, while partnering with clients at all levels of their organization to identify cost saving opportunities, address their most critical business challenges, and help lead their lean transformation.

R. TIMOTHY RICE

Tim Rice serves as CEO emeritus for Cone Health and is the president and board chair of NCHL. He previously served as COO of Cone Health from 2001-2004, when he was responsible for the network’s five acute care hospitals. Prior roles also include executive vice president of Moses Cone Memorial Hospital and executive vice president of the health services division. Mr. Rice serves on the boards of the North Carolina Hospital Association, North Carolina Agricultural and Technical State University, Greensboro Partnership, Piedmont Triad Partnership, and the GTCC Foundation. Nationally, he serves on the boards of The Joint Commis-sion, the National Center for Healthcare Leadership, the VHA Central Atlantic, and the Southern Atlantic Healthcare Alliance. He

is a Fellow of the American College of Healthcare Executives. Mr. Rice received the 2011 Thomas Z. Osborne Distinguished Citizen Award from the Greensboro Partnership and the 2012 Distinguished Service Award from the North Carolina Hospital Association. Mr. Rice received a degree in pharmacy from Washington State University and a graduate degree in health administration from Duke University.

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ROBERT G. RINEY

Bob Riney serves as president of healthcare operations and chief operating officer of Henry Ford Health System. In this role, Mr. Riney oversees all hospital and service operations for the six-hospital health system consisting of more than 60 clinical loca-tions, 23,000 employees, and annual revenues of $4 billion. Mr. Riney, a graduate of Wayne State University, joined HFHS in 1978 and has had the privilege throughout his career to work in almost every business unit in the system. Mr. Riney is a passionate contributor to the overall quality of the community as well as his profession, and he is often sought out for input on major com-munity strategic issues. His current board and community roles include: board president, Dominican Healthcare Board; vice chair,

National Center for Healthcare Leadership; board member, Nemours Foundation, Wayne State University School of Business Administration, Michigan Health & Hospital Association, Detroit Metro Convention and Visitors Bureau, ACCESS, Greater Detroit Area Health Council, and Parade Company.

JASON SAUL

Jason Saul is one of the world’s leading experts on measuring social impact and the founder and CEO of Mission Measurement, a firm that measures and predicts social impact for governments, foundations, and corporations around the world. Mr. Saul serves on the faculty of the Kellogg School of Management at Northwestern University and is an award winning author of numerous books on measurement and social strategy, including Benchmarking for Nonprofits, Social Innovation, Inc. and The End of Fundraising. Mr. Saul was awarded the Harry S. Truman Scholarship for leadership and public service, has been recognized by Bloomberg/Businessweek as one of the Nation’s 25 Most Promising Social Entrepreneurs, and recognized by Crain’s Chicago Busi-

ness as a “40 under 40” business leader. He serves on the National Board of Directors for Net Impact and was appointed to the State of Illinois’ Budget-ing for Results Commission. Mr. Saul holds a JD from the University of Virginia School of Law, an MPP from the John F. Kennedy School of Government at Harvard University, and has a bachelor’s degree in government and French literature from Cornell University.

JILL SCHWIETERS

Jill Schwieters is president of Cielo Healthcare, the leading provider of talent acquisition and management solutions to healthcare organizations. Ms. Schwieters believes hiring great talent is the key to delivering exceptional care, achieving operational results and driving innovation. She knows healthcare is a people business and understands the critical need to build strong relation-ships with others to solve the toughest problems in healthcare today. Prior to founding Cielo Healthcare (formerly named Pinstripe Healthcare) in 2006, Ms. Schwieters served as a human resource executive for a large integrated healthcare system in the Midwest comprised of more than 15,000 employees. In that role, Ms. Schwieters pioneered organization-wide initiatives that

enhanced the employee experience, created operational efficiencies and reduced overall labor costs. Ms. Schwieters has earned a bachelor’s degree in industrial psychology from University of Wisconsin-Stevens Point, on MSM from Cardinal Stritch University and participates in the Harvard Business School President’s Program.

J. BRYAN SEXTON, PHD

Bryan Sexton is the associate professor and director of Duke Patient Safety Center at Duke University Health System. Dr. Sexton has captured the wisdom of frontline caregivers through rigorous assessments of safety culture, teamwork, and workforce resilience. His research instruments have been used around the world in over 3,000 hospitals, and in 30 countries. His current R01 grant from NIH is a randomized clinical trial of resilience training. Dr. Sexton has studied teamwork, safety, and resilience in high risk environments such as the commercial aviation cockpit, the operating room, and the intensive care unit, under funding from NIH, NASA, AHRQ, Robert Wood Johnson Foundation, Swiss National Science Foundation, and the Gottlieb Daimler and Karl

Benz Foundation. With specializations in organizational assessment, teamwork, survey development, and quantitative methods, Dr. Sexton spends his time teaching, mentoring, conducting research, and finding practical ways of getting busy caregivers to do the right thing, by making it the easy thing to do. He has found that results across industries, work settings, shifts, professions, and countries highlight a great deal about reliability in high risk environments.

TONIYA SINGH, MD

Toniya Singh is an invasive, non-interventional cardiologist and managing partner at St. Louis Heart and Vascular. Dr. Singh is passionate about empowering and mentoring medical students and cardiology fellows nationwide. She is also the founding president of the Missouri chapter of Women in Cardiology (WIC) section of The American College of Cardiology. Trained as a cardiovascular disease specialist, she has been in practice, performing both invasive and noninvasive procedures since 2003. Fluent in both English and Hindi, Dr. Singh is board certified in Internal Medicine, Cardiology, and Adult Echocardiography. She is on staff at Christian Hospital Northeast and SSM DePaul Health Center in St. Louis, MO and Gateway Regional Medical Center in

Granite City, IL, and is licensed to practice in both Missouri and Illinois. Dr. Singh received her MBBS degree from Lady Hardinge Medical College in New Delhi, India and completed an internal medicine residency and a cardiology Fellowship at St. Louis University Hospital.


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SHEKINAH H. SINGLETERY

Shekinah Singletery is a Trinity Health Fellow at System Office located in Livonia, MI. In this role, Ms. Singletery leads work within the community health and well-being, diversity & inclusion, talent development, and clinical informatics departments. Ms. Singletery has experience in strategic planning, lean management, project management, and communication planning. During her fellowship, Ms. Singletery co-founded the Trinity Health Fellowship Program Advisory Group to provide council to Trinity Health on goals, priorities, strategic opportunities, and operational challenges related to the fellowship program. Previous to Trinity Health, Ms. Singletery worked as a program coordinator for the University of Michigan Summer Enrichment Program, business

operations intern at St. John Providence Health System, and healthcare intern at Denison Consulting. Ms. Singletery received her master’s degree in health service administration at the University of Michigan School of Public Health.

GREG SOUZA

Greg Souza is the vice president and chief human resources officer for Lucile Packard Children’s Hospital Stanford (LPCHS). Mr. Souza joined the Stanford community in 2007 as the vice president of human resources for LPCH and prior to that was the vice president of human resources for Oakland Children’s Hospital. In his role at LPCHS, Mr. Souza has led the establishment of the human resource function which solely serves LPCHS staff and management, implemented the human resource modules of PeopleSoft, and significantly expanded the leadership development program, and aligned with the key goals and initiatives of the organization. Mr. Souza began his career in human resources in the Kaiser Permanente Health Plan in 1976, and held multiple

facility based and regional positions in human resources, including the director of human resources operations for the Kaiser California Division end-ing in 2001. Mr. Souza led a human resources staff of over 400FTE’s and an annual operating budget of over $25M. During his human resources lead-ership tenure, Mr. Souza has developed skills in employee/labor relations, organization development, compensation and benefits, recognition, HRIS, talent acquisition, and strategic human resources planning. Mr. Souza holds a master’s degree in organization development and human resources from the University of San Francisco and is certified as a SHRM-SCP and as a senior professional in human resources.

MARY-FRANCES WINTERS

Mary-Frances Winters, president and founder of The Winters Group, Inc., truly believes that diversity and inclusion work is her passion and calling. The Winters Group, Inc. is a 33-year-old organization development and diversity & inclusion consulting firm with an emphasis on ethnic and multicultural issues. Ms. Winters has impacted over hundreds of organizations and thousands of individuals with her thought provoking message and her approach to diversity & inclusion. Ms. Winters is a master strategist with experience in strategic planning, change management, diversity, organization development, training and facilitation, systems thinking, and qualitative and quantitative research methods. She has extensive experience in working with senior leadership

teams to drive organizational change. Ms. Winters is the author of four books: We Can’t Talk about That at Work!: How to Talk about Race, Religion, Politics, and Other Polarizing Topics (2017); Only Wet Babies Like Change: Workplace Wisdom for Baby Boomers; Inclusion Starts With “I”; and CEO’s Who Get It: Diversity Leadership from the Heart and Soul.

THEODORE J. WITHERELL

Ted Witherell is director of organization development and learning services at Partners HealthCare. Mr. Witherell has over 20 years of experience facilitating the development of organizations and their most important asset—their people. In his position, Mr. Witherell partners with senior leaders to set the strategies and support the success of their operations. He provides advice and counsel to various operations such as talent management, change management, employee engagement, executive coach-ing, learning solutions, and leadership development. Prior to this, Mr. Witherell held similar roles at Massachusetts General and Brigham and Women’s Hospitals. Outside of Partners, he consults with organizations like WorldCare International and the Massa-

chusetts Medical Group Managers Association.

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DEVELOPING LEADERS FOR THE FUTURE OF HEALTHCARE: EVOLVING NCHL’S LEADERSHIP COMPETENCY MODEL

An important part of NCHL’s mission involves understanding the critical competencies associated with effective healthcare leadership needs, both today and in the future.

Although many foundations of effective leadership are timeless, there are aspects of every leader’s role that must continuously evolve to meet the changing needs of our health systems. That is why this year, NCHL embarked on an extensive review and revalidation project to update the Health Leadership Competency Model as a resource for leaders preparing for healthcare’s next decade.

Partnering with Rush University As a long-standing user of NCHL’s Competency Model, the Health Systems Management (HSM) Leadership Center at Rush University agreed to provide the in-kind support NCHL needed to pursue its revision and revalidation efforts.

The partnership with the HSM Center is allowing NCHL to capitalize on a breadth of innovations not only in competency modeling, but also in the science of leadership itself.

Recent Advances in Competency Modeling & Leadership Science Numerous advances have taken place since the last NCHL Competency Model revision, including:

More robust modeling standards. The Society of Industrial and Organizational Psychology (SIOP) taskforce on competency modeling brought together a blue-ribbon panel of practitioner-scholars to develop professional practice guidelines for leadership competency modeling. Their findings now provide a clearer and more rigorous roadmap for scientifically-informed practice.1

Greater clarity on the foundations of leadership. Researchers from SUNY Albany published a wide-ranging review of what was known about leadership competencies across a variety of sectors.2 While the synthesis validated many aspects of NCHL’s current Competency Model, it also helped point in the direction of important expansions of focus.

Technologies to translate across disciplines. More recently, open-source natural language processing (NLP) technologies have evolved to a point where they can be applied as an aid to tasks such as competency crosswalking. Although still far from being sophisticated enough to replace human expertise, NLP has the distinct advantage of being relatively free from the bias of needing to defend a particular professional point of view. The result of an NLP analysis is an unbiased numeric metric expressing the degree of similarity between sets of competencies, providing a neutral starting point for developing a common language of leadership.

Progress So Far To assess leadership in current practice, we completed a series of behavioral event interviews with a breadth of healthcare leaders at different levels (entry, mid, and senior), backgrounds (clinical and administrative) and performance levels (typical and top decile). Transcribed interviews were crosswalked against NCHL’s current Competency Model to confirm relevance and look for gaps.

To assess future needs, we completed an extensive review of future scenarios and writings concerning trends likely to affect leadership within and outside healthcare through 2030. This review and analysis, when combined with our review of updates to leadership science, helped us identify several emerging competencies that will need increased attention in the years to come.

Next Steps We anticipate completing validation of the Health Leadership Competency Model 3.0 in late 2017, and releasing it to the field in early 2018. The focus of this work will then shift to developing resources supporting the organizations that want to use the Competency Model to develop their current and future leaders.

If your organization is interested in engaging in this work, please contact the Principal Investigator, Andy Garman, at [email protected].

1 Campion, M.A., et al. (2011). Doing competencies well: Best practices in competency modeling. Personnel Psychology, 64(1), 225-262.

2 Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. Academy of Management Perspectives, 66-85.

A FULL RANGE MODEL FOR LEADERSHIP DEVELOPMENT

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L E A D E R S H I P E X C E L L E N C E N E T W O R K S ( L E N S )

The Leadership Excellence Networks (LENS) and Councils are an interorganizational collaboration of hospitals and health systems dedicated to advancing leadership excellence and organizational effectiveness. The LENS Steering Committee provides important oversight and leadership to the work of the Councils, including Coaching, Physician Leadership Development, Diversity & Inclusion, and Talent Metrics & Analytics. Within the Councils, senior leaders focus their work on sharing best practices, facilitating innovation, and creating value for the members. The LENS organizations have demonstrated commitment and forward-thinking approaches to healthcare leadership.

One example of LENS value is the Coaching Exchange, which is an inventive way to reduce ‘the spend’ on external executive coaching through an interorganizational exchange of experienced executive coaches across LENS member organizations. As well, LENS-member coaches are collectively participating in cohort-based coach certification programs to develop their internal leadership coaching capabilities to meet their leaders’ needs.

Working with the refreshed NCHL Health Leadership Competency Model, the Physician Leadership Development Council is working to create a physician-specific 360-degree assessment. The instrument would be available to the field to use in tandem with internal physician development programs.

In terms of organizational impact, LENS members outperform other organizations in their use of evidence-based leadership development practices, as measured by the biennial National Health Leadership Survey. In addition, the LENS Councils help organizations strengthen and improve the work they are currently doing. For example, while most of the members of the Diversity & Inclusion Council are Healthcare Equity Index Leaders, seven of DiversityInc’s top ten health systems are current Council members, and two others were recognized for the American Hospital Association’s Equity of Care Award this year.

For additional information about LENS and the qualification process, please contact Chelsea Johnson at [email protected].

INTERORGANIZATIONAL COLLABORATIONS THAT CREATE VALUE: LEADERSHIP EXCELLENCE NETWORKS ARE LEADING THE WAY

LENS ORGANIZATIONS

Aurora Health CareBoston Children’s HospitalCarilion ClinicCarolinas HealthCare SystemHenry Ford Health System Memorial Health SystemMoffitt Cancer CenterNorthwell HealthPartners HealthCareRush University Medical Center Stanford Children’s Health

LENS COUNCIL ORGANIZATIONS

Beaumont HealthBon Secours Health SystemCatholic Health InitiativesChildren’s Hospital of PhiladelphiaCleveland ClinicCone Health Mount Sinai Health System Princeton HealthCare SystemTrinity HealthUK Healthcare

2017 L E N S M E M B E R L I S TStanford Children's Health

Catholic Health Initiatives

Aurora Health Care

Rush University Medical Center

Memorial Health System

Mo�tt Cancer Center

Beaumont HealthHenry Ford Health System

Trinity Health

Cleveland Clinic

UK HealthcareCarilion Clinic

Cone Health

Carolinas HealthCare System

Boston Children’s HospitalPartners HealthCare

Bon Secours Health SystemChildren’s Hospital of Philadelphia

Princeton HealthCare SystemMount Sinai Health System

Northwell Health

LENS COUNCIL LOCATIONSLEADERSHIP EXCELLENT NETWORKS

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BEYOND CAREER-ENTRY OPPORTUNITIES: THE VALUE OF ADMINISTRATIVE FELLOWSHIPS ON ORGANIZATIONAL EXCELLENCE

You will have the opportunity to hear from two highly regarded administrative fellowship programs during the conference: Trinity Health and Lucile Packard Children’s Hospital Stanford Leaders and current fellows will present on the importance of sponsoring fellows and the role that fellowships play in their organizational talent strategy. Both organizations are members of the National Council on Administrative Fellowships (NCAF), a program of NCHL that includes 81 hospital/health system fellowship sites and 39 graduate health management programs, who are working collaboratively to advance the role, availability, and quality of administrative fellowships across the country. Leaders of NCAF agree to abide to a uniform, coordinated, and fair approach to the fellowship application process.

The Fellowship Experience Besides its continued growth, NCAF is also accomplishing important work to enhance the fellowship experience to understand the impact of fellowships on career trajectory. For example, this year NCAF was able to survey current administrative fellows to learn more about their fellowship experiences and their career plans post-fellowship. In addition, NCAF was able to offer an educational session to fellows to interact with leaders in the field and leadership webinars on topics such as Healthcare Innovation, Building a Strong Professional Network, and Implementing Alternative Payment Models.

A Centralized Application Service The National Administrative Fellowship Centralized Application Service (NAFCAS) is in its second year of operation. NAFCAS provides fellowship sites with real-time applicant data, customizable scoring and ranking criteria, and exposure to a national spectrum of applicants. Applying through NAFCAS allows applicants to search and review over 70 fellowship opportunities and to submit applications to multiple sites using a single centralized service to record personal information, academic history, and to request and track recommendation letters. This year, over 1,000 applicants completed more than 6,000 fellowship applications via NAFCAS. This is a 12% and 28% growth, respectively, over last year.

Measuring Value Although additional research is needed, there were two studies released this year that found a correlation between the existence of an administrative fellowship program, financial outcomes, and HCAHPS scores1, 2. The jury is still out as to why this might be the case, but one can imagine that hospitals and health systems who sponsor fellows may also have a focus on talent development or other initiatives that enhance their organizational performance.

For more information about NCAF, please contact Lindsey Tucker at [email protected].

1 Crowe, D., Li, C., Garman, A.N., Anderson, M. A., Helton, J., & Butler, P. W. (2017). Leadership development practices and health system financial outcomes. Health Services Management Research.

2 Li, C., Barth, P., Garman, A. N., Anderson, M. A., Helton, J., & Butler, P. W. (2017). Leadership development practices and patient satisfaction: A study of U.S. academic medical centers. Patient Experience Journal.

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ADMINISTRATIVE FELLOWSHIP SITES

Advocate Health CareAkron Children’s HospitalAllegheny Health NetworkAmerican Hospital Association Ann and Robert H. Lurie Children’s HospitalAnne Arundel Medical CenterArkansas Children’sAurora Health CareBarnes-Jewish HospitalBaylor College of MedicineBeaumont HealthBlanchard Valley Health SystemBrigham and Women’s HospitalCarilion ClinicCarolinas HealthCare SystemCentegra Health SystemCHI Health (Omaha)CHI St. VincentChildren’s Hospital of Los AngelesChildren’s Hospital of WisconsinCity of HopeCleveland ClinicColumbia University Medical CenterCommunity Health NetworkDana-Farber Cancer InstituteFroedtert HospitalGeisinger Health SystemGenesis Health SystemHartford HealthCareHenry Ford Health SystemHonorHealthHouston MethodistIndiana University HealthIntermountain HealthcareJohns Hopkins MedicineKeck Medicine of USCLehigh Valley Health NetworkLexington Medical Center Loyola MedicineMassachusetts General HospitalMayo Clinic MD Anderson Cancer CenterMedical University of South Carolina HealthMedStar Health

Memorial Health SystemMercy Health Mercy Medical Center-Des MoinesMultiCare Health SystemNorthwell HealthNYU Langone Medical CenterOchsner Health SystemOhioHealthPenn State Health Milton S. Hershey Medical CenterPremier Health Rochester Regional HealthRush University Medical CenterSanford Health Sharp HealthCareSSM Health of WisconsinSt. Joseph HealthSt. Louis Children’s Hospital ^

Stanford Children’s Health - Lucile Packard Children’s Hospital StanfordStanford Health CareThe Guthrie Clinic The Mount Sinai Health SystemThe University of Kansas Health SystemTrinity HealthUC Davis Medical Center ^

UCSF HealthUNC Health CareUniversity Hospitals Cleveland Medical CenterUniversity of Alabama at Birmingham HospitalUniversity of Chicago MedicineUniversity of Kentucky HealthCareUniversity of Utah Health SciencesUniversity of Utah Hospitals and ClinicsUPMCUVA Health System Vidant HealthWashington University School of MedicineYale New Haven Health System

GRADUATE HEALTH MANAGEMENT PROGRAMS

Armstrong Atlantic State UniversityBoston University School of Public HealthColumbia UniversityCornell UniversityDes Moines UniversityFlorida A&M University ^

George Washington UniversityGeorgia State UniversityIndiana University at IndianapolisMedical University of South CarolinaPenn State UniversityRush University Saint Louis UniversitySeton Hall UniversityTAMU-HSC SRPHTexas Women’s UniversityThe Ohio State UniversityTulane UniversityUNC Chapel HillUniversity of Alabama at BirminghamUniversity of Arkansas for Medical SciencesUniversity of Central FloridaUniversity of Colorado DenverUniversity of FloridaUniversity of IowaUniversity of Kansas Medical CenterUniversity of MichiganUniversity of MinnesotaUniversity of MissouriUniversity of PittsburghUniversity of ScrantonUniversity of South FloridaUniversity of Texas at ArlingtonUniversity of Texas School of Public HealthUniversity of WashingtonUniversity of Wisconsin-Milwaukee^Virginia Commonwealth UniversityXavier UniversityYale School of Public Health ^

^ Denotes NCAF Affiliate members, including graduate schools with non-CAHME accredited programs and fellowship sites that are currently not offering a nationally competitive administrative fellowship.

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Although much of NCHL’s work focuses on healthcare leadership in the United States, we also recognize that leadership is important to health systems all over the world, as are innovative solutions. Accordingly, the US Cooperative for International Patient Programs (USCIPP)— an organizational membership program of nearly 70 American academic medical centers, hospitals, and health systems that work Together to advance international access to US–based healthcare— is an integral component of NCHL’s portfolio of activities.

All of USCIPP’s members have a focus on providing care to international patients, and many also engage in collaborations with hospitals and governments around the world. USCIPP operates on a member-driven agenda of research, benchmarking, education, and awareness-building. Through its close partnership with the International Trade Administration of the US Department of Commerce, USCIPP helps promote high-quality US healthcare to a worldwide audience.

USCIPP hosted its 2017 annual meeting at NewYork-Presbyterian this April, where over 200 attendees participated in three days of networking, peer learning, and discussion of USCIPP-led market research. In conjunction with this year’s conference, USCIPP held its inaugural Leadership Awards Dinner and recognized

two individuals who have made outstanding contributions to international healthcare—Leonard Karp of Philadelphia International Medicine, winner of the 2017 USCIPP International Services Leadership Award, and Dr. Paul E. Farmer of Brigham and Women’s Hospital, recipient of the 2017 USCIPP International Humanitarian and Global Health Leadership Award.

Importantly, USCIPP’s 2017 annual meeting coincided with the official launch of ChooseUSHealth (www.ChooseUSHealth.org), a federally sponsored initiative that—for the first time ever—globally communicates the unique value of healthcare available in the United States. ChooseUSHealth helps international patients connect directly to an institution that can both treat a specific illness and facilitates access information around travel, interpreters, cultural sensitivities, and financing. It also fosters global collaboration with potential international partners by highlighting USCIPP members’ educational, advisory, and management services capabilities. A Chinese-language version of the platform (www.ChooseUSHealth.cn) was released this October, and Portuguese and Spanish editions will be launched in 2018.

USCIPP’s next annual meeting will be hosted by Cleveland Clinic and is scheduled for May 2-4, 2018.

For more information about USCIPP, contact Jarrett Fowler at [email protected].

TRANSCENDING BORDERS: USCIPP PROMOTES US EXPERTISE AROUND THE GLOBE

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USCIPP PREMIUM MEMBERS

Baylor St. Luke’s Medical CenterBoston Children’s HospitalBrigham Health, Brigham and Women’s Hospital (Partners HealthCare International)Cancer Treatment Centers of AmericaChildren’s Hospital of PhiladelphiaChildren’s Mercy Kansas CityChildren’s National Health SystemCincinnati Children’s Hospital Medical CenterCity of HopeCook Children’s Health Care SystemDuke HealthFlorida HospitalIndiana University HealthJames Cancer Hospital at Ohio State University, TheJohns Hopkins Medicine InternationalMassachusetts General Hospital (Partners HealthCare International)Memorial Sloan Kettering Cancer CenterNewYork–PresbyterianNorthwestern Medicine

Penn MedicinePhiladelphia International Medicine*Rehabilitation Institute of Chicago (Shirley Ryan Ability Lab)Stanford MedicineUC San Diego HealthUCLA HealthUCSF Health

USCIPP STANDARD & INTRODUCTORY MEMBERS

Ann & Robert H. Lurie Children’s Hospital of ChicagoBaptist Health InternationalBroward Health InternationalCarolinas HealthCare SystemChildren’s Hospital ColoradoChildren’s Hospital Los AngelesCleveland ClinicEmory HealthcareHenry Ford Health SystemHospital for Special SurgeryHouston Methodist

Keck Medicine of The University of Southern CaliforniaKennedy Krieger InstituteMayo ClinicMedStar Georgetown University HospitalMemorial Healthcare SystemMemorial Hermann–Texas Medical Center & TIRR Memorial HermannMichigan MedicineMinnesota International Medicine**Moffitt Cancer CenterMount Sinai Medical CenterNationwide Children’s HospitalNemours Alfred I duPont Hospital for ChildrenNicklaus Children’s HospitalNorthwell HealthNYU Langone HealthOchsner Health SystemPrinceton HealthCare SystemRoswell Park Cancer InstituteRush University Medical CenterScripps HealthSeattle Children’sSharp HealthCare

Texas Children’s HospitalUChicago MedicineUniversity Health System (San Antonio)University of Cincinnati Cancer InstituteUniversity of Colorado HealthUPMC and Children’s Hospital of Pittsburgh of UPMCYale International Medicine Program

* Representing Fox Chase Cancer Center, Temple University Hospital, Thomas Jefferson University Hospital, Wills Eye Hospital, Magee Rehabilitation Hospital, The Renfrew Center, Rothman Institute, Vincera Institute

** Representing Abbott Northwestern Hospital, Children’s Hospitals and Clinics of Minnesota, Gillette Children’s Specialty Healthcare, North Memorial Medical Center, Regions Hospital, Shriners Hospitals for Children–Twin Cities, University of Minnesota Masonic Children’s Hospital, University of Minnesota Medical Center, Hazelden Betty Ford Foundation

U S CO O P E R AT I V E F O R I N T E R N AT I O N A L PAT I E N T P R O G R A M S M E M B E R S

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2018 NATIONAL SURVEY & BEST ORGANIZATIONS FOR LEADERSHIP DEVELOPMENT: DISSEMINATING THE SCIENCE OF LEADERSHIP DEVELOPMENT

If you are familiar with NCHL’s biennial ‘Best Organizations for Leadership Development’ (BOLD) program, chances are because of the visibility it provides to health systems that are going above and beyond in developing our next generation of healthcare leaders. But the program provides much more to the field than a few awards!

Updating Our Knowledge Base Throughout the year, NCHL staff and collaborators scan findings presented at professional conferences and in the peer-reviewed literature to identify promising leadership development practices that can inform our next survey. We also are able to include practices that are widely used but may not have yet demonstrated clear outcomes. These items may not contribute to respondents’ overall score, but the data collection can help us better understand their promise in the years to come.

Providing Benchmarks Every health system that completes a BOLD survey is eligible to receive a free benchmarking report, describing how their practices compare to other health systems on each survey dimension. This information can help decision-makers ask better informed questions about their approaches to leadership development, prioritize enhancements to their approaches, and learn from other health systems who have more mature practices in place.

Contributing to the Science While some believe that leadership development pays for itself, it is important to understand the nature and magnitude of its impact so that these investment decisions are well-informed. In support of this goal, NCHL also works with university researchers to examine relationships between leadership development practices and important organizational outcomes. Over the past year, two such studies were published in peer-reviewed journals: one confirmed significant associations between leadership development practices and HCAHPS scores1, the other found significant associations to hospital operating margins.2

The 2018 BOLD Awards In 2018, with the generous support of our corporate sponsor Cielo and our research partner Rush University, NCHL will once again provide the field with an opportunity to participate in the BOLD program.

Look for an email from us in late spring with participation instructions, or email Chelsea Johnson at [email protected] to be added to our notification list. All participants will be automatically considered for a BOLD recognition, and there is no cost to participate.

For additional information about the national leadership survey and BOLD, please contact Joyce Anne Wainio at [email protected].

1 Li, C., Barth, P., Garman, A. N., Anderson, M. A., Helton, J., & Butler, P. W. (2017). Leadership development practices and patient satisfaction: A study of U.S. academic medical centers. Patient Experience Journal.

2 Crowe, D., Li, C., Garman, A.N., Anderson, M. A., Helton, J., & Butler, P. W. (2017). Leadership development practices and health system financial outcomes. Health Services Management Research.

BOLDBest Organizations for

Leadership Development

HEALTH C A R E LE A DERSHIP

NATIONAL CENTER FOR

2018

Copyright 2017 | National Center for Healthcare LeadershipAll rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical,

including photocopy, recording, or any information storage and retrieval system, without written permission.

National Center for Healthcare Leadership 1700 West Van Buren | Suite 126B Chicago, Illinois 60612 312-563-6630

For more information about NCHL visit www.nchl.org

MANAGING EDITORJoyce Anne Wainio | National Center for Healthcare Leadership

CONTRIBUTING EDITORSNilofer Faiz-Ali | National Center for Healthcare Leadership Jarrett Fowler | US Cooperative for International Patient ProgramsAndrew N. Garman, PsyD | National Center for Healthcare Leadership & Rush UniversityLindsey Tucker | National Center for Healthcare Leadership Lisabeth Weiner | Lisabeth Weiner Consultants, Inc. | www.lisweiner.com

ART DIRECTOR Lisa Klein | Pisa Design, Inc. | www.pisadesign.com

Stay Tuned

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Stay Tuned

BOLDBest Organizations for

Leadership Development

HEALTH C A R E LE A DERSHIP

NATIONAL CENTER FOR

2018 HEALTHCARE

2018 National Health Leadership Survey

&

Best Organizations for Leadership Development

Sponsored by

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Congratulations on your honorSteven H. LipStein

2017 Gail L. Warden Leadership Excellence Award

65636_BJC Program Ad - Gail L. Warden Award-fin.indd 1 9/28/17 4:42 PM

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2017 HUMAN CAPITAL INVESTMENT … L. Warden Leadership Excellence Award Dinner ... HUMAN CAPITAL INVESTMENT CONFERENCE: SCIENCE OVER ... GAIL L. WARDEN LEADERSHIP EXCELLENCE AWARD