Sunday, April 15, 2018

Jeffrey Hughes, Chief Strategy Officer, Wentworth-Douglass Hospital


Today's guest is Jeff Hughes, the Chief Strategy Officer for Wentworth-Douglass Hospital (WDH) in Dover, New Hampshire. In this podcast, Jeff talks about his career in planning and strategy in a wide variety of healthcare organizations from community hospitals to teaching hospitals to health systems and even a medical school. Wentworth-Douglass has recently gone through the process of becoming an affiliate of Massachusetts General Hospital, and Jeff talks about the lengthy process WDH went through to decide on this strategy. The podcast is a fascinating insight into the reasoning behind the industry-wide trend in consolidation. 

Links to the Podcast

Soundcloud:

Full length interview:  https://soundcloud.com/healthleaderforge/jeffrey-hughes-chief-strategy-officer-wentworth-douglass-hospital/

Abridged interview: https://soundcloud.com/healthleaderforge/jeffrey-hughes-chief-strategy-officer-wdh-abridged/ 
(The abridged interview starts with Jeff's position at WDH, the full length interview includes his work history leading up to WDH.)

Podcast Outline Time       Topic
0:01:03 education - finding direction
0:03:14 Yale program in health services administration and epidemiology
0:05:33 Healthcare Administration Residency
0:08:35 first role as planning coordinator for Newport Hospital
0:09:22 moving to Danbury Hospital, becoming director of operations
0:10:34 becoming a manager
0:12:11 meshing together strategy and operations
0:12:26 Price Waterhouse Coopers consulting
0:16:19 what do consultants do?
0:18:12 returning to direct care, starting own consulting practice
0:28:41 recruited by WDH
0:29:44 starting at VP of Planning at WDH
0:31:03 redesigning the strategic planning process at WDH
0:34:21 creating strategic questions
0:36:36 moving from process measures to outcomes measures
0:37:39 about WDH
0:38:41 what were the strengths and skills he developed leading up to WDH
0:40:54 Affiliating with Massachusetts General Hospital/Partners Health Care
0:45:04 strategic affiliation analysis
0:46:22 examining options: NH-based system vs. Mass Gen
0:48:47 negotiating from a position of strength
0:50:25 the NH option - horizontal vs. vertical merger
0:53:21 clinical affiliations - what are the benefits?
0:56:25 the future of telehealth
0:59:00 what are the strategic challenges in healthcare now?


Links of Interest:




Thursday, March 15, 2018

Dr. Teresa Leverett, DO, Freedom Family Practice


Today's guest is Dr. Teresa Leverett, the founder of Freedom Family Practice in Portsmouth, New Hampshire. Freedom Family Practice is a family practice clinic that runs under a model called Direct Primary Care (DPC). In this podcast, we talk about what DPC is, and how it is allowing physicians and patients alike to have a different health care delivery experience. Recent UNH graduate Sameer Panasar returns to guest host this episode.

Links to the Podcast





Podcast Outline 
Time       Topic
0:03:38 schooling
0:07:06 deciding to pursue family medicine
0:09:05 Residency at Eastern Maine Medical Center
0:10:55 when did she know she was a physician
0:11:53 clinical career before Freedom Family Practice
0:18:08 breaking with practicing in a large physician group, looking for something else
0:21:44 Founding Freedom Family practice - what is direct primary care?
0:24:18 panel size, what patients want from direct primary care
0:26:52 small businesses as customers of DPC
0:34:06 growing the practice
0:37:11 running a lean business
0:39:21 challenges of starting a practice
0:41:46 policy challenges of DPC - regulatory status
0:46:41 Specialists who are starting DPC-like businesses
0:49:04 DPC - "Back to the Future" model of healthcare
0:53:50 At year 3 of her practice - goals?
0:55:05 would like to teach medical students about how to grow a practice
0:56:12 thoughts on the primary care crisis
1:01:38 DPC helps her feel like a doctor

Links of Interest:







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Thursday, February 15, 2018

Colonel Jean M. Barido, Commander, Public Health Command - Central


Today’s guest is COL Jean Barido, the Commander of the US Army Public Health Command – Central. The Command provides public health leadership and evidence-based preventive medicine programs and veterinary services to optimize the health of military units, installation personnel, and animals within 20 states, the Caribbean, and Central America.

In this podcast we talk about COL Barido’s career as an Army Nurse Corps officer, starting in the reserves and then transitioning to active duty. We discuss her many roles in the military including deployments to Kosovo and Afghanistan, and then discuss her role as the Commander of a dispersed unit with many diverse missions. We conclude with a discussion of leadership.

Podcast Outline 
Time       Topic

0:01:24 introduction, education
0:02:40 working as an RN, joining the reserves
0:03:41 about the Army Reserves
0:06:17 balancing the Reserve duty with civilian full time job
0:07:43 deploying to Kosovo with reserve combat hospital
0:09:38 caring for local nationals in austere conditions
0:11:14 transition to active duty as an Army nurse
0:12:54 first jobs on active duty
0:13:29 deploying to Afghanistan
0:14:25 PROFIS units - how the Army staffs field units
0:16:54 the Afghan mission
0:21:06 return from deployment, becoming a nurse practitioner
0:22:26 Uniform Services University of the Health Sciences
0:24:21 work as a family nurse practitioner
0:26:24 moving to the Pentagon - working in Manpower and Reserve Affairs
0:28:38 Chief Nursing Officer, Moncrief Army Health Clinic, Ft. Jackson
0:29:28 Commander, Public Health Command - Central
0:32:25 defining public health - "one health" - people, animals, and the environment
0:34:24 composition of the command - units within the command
0:38:12 role of the Commander
0:45:06 role of Veterinary Corps
0:46:50 learning to lead in a distributed and diverse organization
0:47:57 the Army process for selecting commanders
0:48:54 what prepared her for this command
0:51:09 most pressing issues facing MHS from Public Health perspective
0:53:46 leadership philosophy - her 5 core values
0:55:11 characteristics of a good leader
0:55:58 her leadership role model - her father
0:56:39 what she is looking for in a leader
0:57:10 leadership lesson learned the hard way
0:59:30 organizational culture
1:01:48 her career mentors
1:02:46 what does a good mentor do
1:03:14 her role as a mentor
1:04:36 careers: why public health? Why nursing?
1:06:31 advice to future healthcare leaders


Topics Discussed:

Public Health Command - Central

399th Combat Support Hospital




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Monday, January 15, 2018

Mary Lowry, Administrative Director, Center for Telehealth, DHMC



Today’s guest is Mary Lowry, the administrative director of Dartmouth-Hitchcock health system’s Center for Telehealth. The Center for Telehealth is Dartmouth-Hitchcock’s consolidated telemedicine program, and in this podcast we talk about the variety of services and support that Mary’s team provides across New Hampshire and Vermont. It’s a fascinating look at the future of medicine, even though as Mary notes, telemedicine isn’t new, I think it is just now coming of age, and as we continue to transition away from a fee for service model in healthcare and towards the provision of value based care, we are only going to see greater levels of telemedicine utilization.

Links to the Podcast
Soundcloud: https://soundcloud.com/healthleaderforge/mary-lowry-administrative-director-center-for-telehealth/
Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377 
YouTube: https://youtu.be/w4K5nXEUwqQ
Transcript is available here: http://healthleaderforge.blogspot.com/p/mary-lowry-transcript.html

Podcast Outline 
Time       Topic
0:01:15 introduction - about Dartmouth-Hitchcock
0:03:12 Mary's background, role of the administrative director
0:04:56 Connected Care Center
0:05:42 Telemedicine and Transfer Management
0:06:38 history of the program
0:07:38 Services - Telestroke & Teleneurology
0:10:11 which hospitals contract for telemedicine services and why
0:11:24 critical access hospitals, night coverage at PPS hospitals
0:18:35 partnership with Specialists on Call
0:19:47 reimbursement
0:21:40 the business case for telemedicine - keeping patients
0:23:25 protocol for treatment with telehealth
0:24:08 other inpatient telehealth services
0:25:26 tele-emergency medicine
0:28:50 challneges of quantifying the business case
0:30:18 tele-intensive care (tele-ICU)
0:31:48 "wired bed"
0:36:11 tele-ICU - complement, not substitute
0:37:51 the tele-ICU stations team
0:38:56 revenue stream for tele-ICU, ROI
0:40:50 tele-pharmacy
0:42:36 tele-psychiatry
0:45:40 why not ambulatory tele-psychiatry
0:47:50 ambulatory services
0:50:35 billing for home telehealth visits
0:51:45 pediatric specialty services - efficiency
0:52:45 strategy implications of telemedicine
0:56:30 synergies between services
0:57:20 identifying gaps in care and bringing resources to patients
0:58:05 building the business, seeking profitability
0:59:46 role of telemedecine and value based care
1:01:26 what are the limits on growth for telemedicine
1:04:06 future visions for telemedicine
1:05:35 business to business vs. business to consumer
1:09:25 closing thoughts


Topics Discussed:

Connected Care Center





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Friday, December 15, 2017

Stephen Kasabian, Chief Administrative Officer, Maine Medical Partners


Today's guest is Stephen Kasabian, Chief Administrative Officer for Maine Medical Partners (MMP) in Portland, Maine. Maine Medical Partners is a large, multi-specialty practice with over 500 physicians and is a subsidiary of Maine Medical Center. Steve was MMP Employee #1, and has overseen the growth of the organization since its inception.

Steve is a graduate of our own HMP program, and in this podcast we trace his career from UNH through to his leadership at MMP. We discuss the challenges and opportunities faced by healthcare organizations, and those in and around southern Maine. We conclude with a discussion about leadership. 

Steve is interviewed by HMP junior Bridgette Carrier and HMP senior Shayna Murphy.




Links to the Podcast
Soundcloud: 
            Full-length: https://soundcloud.com/healthleaderforge/stephen-kasabian-chief-administrative-officer-maine-medical-partners/
 Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377 
YouTube: https://youtu.be/jIW8ArQjxvs

Podcast Outline 

Time       Topic
0:01:54 Choosing health management as a major
0:02:44 Internship at Exeter Hospital - the beginning of a career
0:04:56 First job at Goodall Hospital, learning to be a manager
0:08:53 Transition to consulting
0:11:21 key skills - relationship building and listening
0:13:56 what did he enjoy most about consulting
0:15:26 becoming a senior manager and deciding to leave consulting
0:16:27 moving into practice management
0:18:44 comparing practice management to hospital management
0:19:42 Leading a practice merger
0:20:57 the formation of Maine Medical Partners
0:23:30 working with a PHO when the concept was new
0:24:55 employee 1 - starting Maine Health's Medical Service Organization (MSO)
0:27:09 organziation as it was in 1995
0:28:29 building relationships with the physicians
0:29:26 what are the challenges of building a multi-specialty practice
0:30:50 what does it mean to be a multi-specialty group
0:33:21 MMP process for acquiring or opening a practice
0:35:49 challenges of rapid acquisition
0:37:00 hiring a physician president, becoming Chief Administrative Officer (CAO)
0:38:57 being half of a dyad
0:40:20 division of labor in the physician-administrator dyad
0:41:38 pros and cons of dyad leadership
0:42:07 MMP's major services
0:43:50 MMP's current structure
0:46:06 small number of direct reports
0:47:15 longevity of leadership team is a strength
0:48:39 MMP corporate strategy linked to Maine Medical Center
0:51:07 making the jump from individual practice to system level
0:52:37 MMP mission - to care for patients regardless of ability to pay
0:54:34 challenges of recruiting physicians
0:56:01 dealing with an aging population
0:57:45 impact of the ACA - lowering bad debt
0:58:30 impact of not expanding Medicaid
0:59:57 operational excellence, Gemba walks
1:03:40 Gemba walks help with employee engagement
1:04:53 what keeps him up at night - finding the resources to provide the services needed
1:06:34 what are the skills necessary to become a CAO
1:07:32 advice to his 20 year old self
1:08:33 leadership philosophy
1:10:04 the characteristics of a good leader - listening
1:11:09 who inspired his leadership style
1:11:54 a leadership lesson learned the hard way
1:13:56 what to look for when choosing leaders
1:16:21 the common mistakes of junior leaders - impatience
1:17:23 organizational culture
1:18:41 how to shape organizational culture - live it
1:19:56 the role of the mentor
1:22:11 book recommendation for early careerists
1:23:20 advice to early careerists


Topics Discussed:




Goodall Hospital (now SMHC)






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Wednesday, November 15, 2017

Timothy D. King, VP of Business Development, G. Greene Construction



Today's guest is Timothy King, Vice President of Business Development for G. Greene Construction, a construction firm specializing in healthcare facilities. Tim has a long history of working business development for construction firms, starting with his father's commercial real estate development firm, moving on to work with civil construction, including the Big Dig in Boston, and finally specializing in healthcare construction. In this podcast we talk about the construction industry and business development in general, and then focus in on how business development in healthcare construction works. Tim talks with a lot of passion about his work, and I learned a bunch about a side of healthcare that I personally have not been directly involved in all that much.

Prior to recording the podcast, Tim was able to give me a tour of the new ICU that his firm, G. Greene, had just completed at Lowell General. We talk about the project quite a bit during the podcast, so I have included some pictures of the facility below.

(We recorded the podcast at Lowell General, so at a few points you will hear announcements from the intercom, and even a lullaby is played, indicating a new baby was born during the recording.)

Links to the Podcast
Soundcloud: 
https://soundcloud.com/healthleaderforge/timothy-king-vp-of-business-development-g-greene-construction/
Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377 
YouTube: https://youtu.be/dc3OeNIAnJI

Podcast Outline

Time               Topic
0:01:47 Business and Econ at Stonehill College
0:03:14 starting in construction - family business - 
                        A.J. Lane & Co./King-Guanci Development
0:05:16 Modern Continental Construction
0:06:49 The Big Dig
0:07:42 defining "business development"
0:09:07 healthcare construction - director of Business Development for 
                        Suffolk's healthcare division
0:11:37 selling to municipal vs. institutional (hospital) buyers
0:15:48 the challenges of business development - winning and rejection
0:22:27 opportunities through relationships
0:23:54 starting a healthcare practice for the real estate firm of Jones, Lang, Lasalle
0:31:32 starting his own business development agency
0:34:35 business development for G. Greene Construction
0:36:18 securing a project - Lowell General ICU
0:39:20 planning a team for a construction project
0:43:28 winning a project is about relationship chemistry
0:44:27 how architect and construction firm work together
0:46:22 challenges of building an ICU expansion in a functioning hospital
0:47:37 managing the project - hiring the subcontractors
0:50:17 factors that led to the unique design of the Lowell ICU project
0:55:55 what drives the high cost of healthcare space?
1:01:02 the future of healthcare - and the future of healthcare construction
1:03:04 lessons learned from his career
1:04:54 what do people get wrong about healthcare construction?
1:08:17 why administrators should understand healthcare construction

Pictures of the Lowell General ICU:




Topics Discussed:








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Sunday, October 15, 2017

Samantha O'Neill, VP of HR, The Elliot Health System


Today's guest is Samantha O'Neill, the Vice President of Human Resources for the Elliot Health System in Manchester, New Hampshire. Sam has served in senior HR roles in software, information technology consulting, high-tech, manufacturing companies, and most recently healthcare.

Sam is interviewed by Kayli Mathews and Nicole Bishop, juniors in the Department of Health Management and Policy at the University of New Hampshire. In this podcast, they explore Sam's diverse career, talk about the various functions of HR, and close on a discussion of Sam's leadership style.

Links to the Podcast
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377 
YouTube: https://youtu.be/KW0Sf7MCw6I

Podcast Outline 

Time             Topic
0:01:07 Start of Career Post Music Education Degree
0:01:55 Challenges as a Business Retirement Plan Specialist
0:03:25 Working with the Temp Agency - starting in HR
0:05:14 Senior HR of Ajalon- Reasons for staying in HR
0:06:47 Sam had little HR experience but someone took a chance on her - "baptism by fire"
0:07:33 Learning HR and taking a crash course
0:09:10 Success of making Senior VP in 12 years
0:10:11 Start of HR at TomTom (GPS)
0:11:48 How Sam learned to build an HR Department at Tom Tom
0:13:00 Sam's career in HR at Velcro
0:13:49 Why Sam took her posistion at Velcro
0:15:11 Understanding travel and requirements of a new CEO
0:16:56 Joining rhe Elliot Health Care System
0:18:43 What is the Elliot like as an organization
0:19:58 First Posistion at the Elliot: Director of HR
0:21:43 Genereal structure of the orgnization and how Sam fits in as VP of HR
0:22:24 Who Sam interacts with as VP
0:23:16 Compensation and Benefits 
0:25:00 How Sam knows and manages to stay within her market
0:25:33 How Sam and her team deliver support to other areas
0:27:28 Sam took initiative because HR was not appropriately staffed
0:30:40 HR in healthcare vs HR in other fields
0:32:02 Show you want to learn in the industry to be successful
0:33:48 Interaction with employed physcians 
0:35:20 Approaching the CEO about staffing issues in HR
0:36:37 Measuring employee outcomes and patient satisfaction
0:38:42 Patient and Department ratings
0:40:37 Transferable skills from HR
0:41:38 The draw of HR - seeing the value
0:43:47 Employee law, patience, judgement, and regulations
0:45:17 Confusion and Misunderstandings about HR Departments
0:47:14 Strategic Goals in HR 
0:48:26 Leadership Philosphy
0:49:55 Characteristics of a good leader
0:51:00 Leadership lesson learned the hard way
0:52:40 Being a woman in a senior executive posistion
0:53:55 Hiring for skill and fit
0:55:53 Organizational Culture
0:56:54 Mentors in earlier jobs and using previous knowledge
0:59:06 Developing leaders
1:00:58 Professional organizations
1:02:21 Advice to those starting a career in the health field

Topics Discussed:

The Elliot Health System

Westfield State

Tom Tom

Velcro

Society for Human Resource Management





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