Webinar: Charting a new course: How to optimize financial performance and clinical alignment across an integrated delivery system

Many health systems have hospitals or recently acquired hospitals that are struggling financially, often due to macro and competitive trends. Healthcare leaders feel immense responsibility to these hospitals, staff and communities to safeguard and ensure optimal patient care.

During this panel conversation, we will discuss how to evaluate and revitalize an underperforming hospital with Dr. Paul Hinchey, COO of University Hospitals, and Vizient consulting leaders. From strategy to analytics to cultural considerations and change management, join us to examine how to chart a new course, gain enterprise buy-in and align incentives to successfully execute the strategy.

Key takeaways from the webinar will be:

• Describe how leaders can identify and evaluate an underperforming hospital within their health system.
• Assess the external and internal factors for determining a new path forward for an underachieving hospital.
• Recommend a multi-faceted approach for successfully charting a new course for a given hospital.

Paul R. Hinchey, MD
Chief Operating Officer
University Hospitals

Paul R. Hinchey, MD, MBA, is the Chief Operating Officer for University Hospitals Health System. With more than 30 years of experience in healthcare, Dr. Hinchey has held leadership positions in diverse areas of clinical and operational medicine. His extensive experience spans roles in education and research, operational optimization, clinical performance improvement and care redesign, population health management, value-based care, high-performing alternative payment models and clinically integrated networks. Dr. Hinchey has served as the Chief Medical Officer for air and ground critical care and EMS agencies in Raleigh and Austin and as the Chief Operating Officer for Evolution Health where he designed and implemented their population health programs. Before joining University Hospitals he was the Chief Strategy Officer for Boulder Community Health where he led an innovative partnership with Optum designed to leverage the strengths of both organizations to create shared value in revenue cycle, enterprise analytics and value-based care.

Michael Lutkus
Principal
Sg2, a Vizient Company

Michael is a principal with Sg2 and has extensive experience working on strategic planning and physician alignment projects with various specialists and primary care physicians across the US. In addition to facilitating independent physician practice acquisitions and performing physician/extender compensation modeling, Michael has distinct expertise helping hospitals and physicians jointly craft clinical co-management agreements that are win-win for both parties. Michael also often works on projects involving change management, and he provides ongoing implementation and execution assistance after the discover/vision and develop/design phases. Prior to joining Sg2, Michael worked for Charis Healthcare and the National Strategy Practice of Dixon Hughes Goodman (DHG). At DHG, Michael helped to standardize the firm’s approach to clinical co-management and developed a tool kit for use with clients. He was also intimately involved with clinically integrated network development projects.

Heidi Pandya
Principal, Enterprise Strategic Planning
Sg2, a Vizient Company

Heidi has 20 years of healthcare provider and professional service experience, with expertise in strategic planning and operational improvement. As a principal on Sg2’s Consulting team, she manages complex strategic engagements with academic medical centers, national health systems, regional health systems and community hospitals. A trusted advisor to many healthcare executives, Heidi answers challenging questions related to market relevance, sustainable growth, strategic partnerships, major investments and disruption/innovation. Prior to joining Sg2, Heidi served as vice president of strategic planning for Medical City Healthcare (HCA North Texas Division), where she partnered closely with the Sg2 team. She was responsible for leading short- and long-range strategy development, executing strategic growth and expansion across the system. In addition, she oversaw the teams that support system operations and strategic planning.