Randy Oostra – 2014 nominee for Modern Healthcare’s Community Leadership Award.
The success of the healthcare industry depends on leaders who define themselves by leading efforts to change lives and contribute to their communities through their work. But many go above and beyond commitments central to their roles, reaching out to support causes that may be wholly unrelated to healthcare, but which build and sustain strong communities and the quality of life within them. Modern Healthcare's Community Leadership Awards was established to recognize these leaders while bringing attention to the worthy causes they support. Modern Healthcare's Community Leadership Awards was established to recognize these leaders while bringing attention to the worthy causes they support.
http://www.modernhealthcare.com/section/community-leadership
This document discusses various tax incentives that can be applied to real estate development projects, including tax increment financing (TIF), tax credits, and tax abatements. It provides an overview of each incentive and how they are determined. It also includes a case study of applying these layered incentives to a commercial rehabilitation project, showing how the different incentives can increase available funding sources and improve financial metrics like debt coverage ratio.
This document summarizes a presentation on regional redevelopment and smart growth given by Geoff Anderson of Smart Growth America. The presentation discusses changes in federal policy under the new administration that are significant for redevelopment, including issues around climate change, transportation, infrastructure, and the economy. It outlines evidence that compact development can reduce vehicle miles traveled and greenhouse gas emissions compared to continued urban sprawl. The presentation advocates for policy changes to shift land development patterns from sprawl to more compact, mixed-use development centered around public transportation. It argues that with ongoing education and outreach, as well as a focused political agenda, opportunities exist to advance these smart growth goals.
Sherlock Homepage - A detective story about running large web services - WebN...
The site was slow. CPU and memory usage everywhere! Some dead objects in the corner. Something terrible must have happened! We have some IIS logs. Some traces from a witness. But not enough to find out what was wrong. In this session, we’ll see how effective telemetry, a profiler or two as well as a refresher of how IIS runs our ASP.NET web applications can help solve this server murder mystery.
Dan Gilmartin: What is Michigan's Redevelopment PlanSuburbs Alliance
This document discusses efforts to create successful 21st century communities in Michigan. It notes that communities must prepare leaders to tackle challenges for the next 50 years, not the last. Place matters, as seen by Volkswagen moving its headquarters to attract young talent. Prosperous states and regions have high rates of college education and knowledge industry jobs concentrated in large metro areas. Michigan lags in these areas. The League is working on initiatives like redevelopment laws and transportation to attract residents and boost economic development in communities across the state.
This document discusses various tax incentives that can be applied to real estate development projects, including tax increment financing (TIF), tax credits, and tax abatements. It provides an overview of each incentive and how they are determined. It also includes a case study of applying these layered incentives to a commercial rehabilitation project, showing how the different incentives can increase available funding sources and improve financial metrics like debt coverage ratio.
This document summarizes a presentation on regional redevelopment and smart growth given by Geoff Anderson of Smart Growth America. The presentation discusses changes in federal policy under the new administration that are significant for redevelopment, including issues around climate change, transportation, infrastructure, and the economy. It outlines evidence that compact development can reduce vehicle miles traveled and greenhouse gas emissions compared to continued urban sprawl. The presentation advocates for policy changes to shift land development patterns from sprawl to more compact, mixed-use development centered around public transportation. It argues that with ongoing education and outreach, as well as a focused political agenda, opportunities exist to advance these smart growth goals.
Sherlock Homepage - A detective story about running large web services - WebN...Maarten Balliauw
The site was slow. CPU and memory usage everywhere! Some dead objects in the corner. Something terrible must have happened! We have some IIS logs. Some traces from a witness. But not enough to find out what was wrong. In this session, we’ll see how effective telemetry, a profiler or two as well as a refresher of how IIS runs our ASP.NET web applications can help solve this server murder mystery.
- Overview of new features added to ERPNext including over production allowance percentage setting, tracking operations in production orders, and minor fixes.
- Updates on support work including migrating 5 accounts to V5 and being dedicated to fixing V5 issues.
- Details on the first paid feature for customer credit days and accounting reports being 20 times faster.
- Notes from website cleanup and fixes to issues with product search, cancel buttons, time logs, and dates in exports.
- Prototyping work done with iXsystems including a product configurator and margin calculation.
Carson City Library - Board of Trustee 5/26/2016: 3D PrintingSena Loyd
The document discusses establishing a policy for the Carson City Library's new 3D printers, including introducing patrons to innovative technologies, only allowing lawful uses, and providing examples of other library 3D printing policies which restrict prohibited content and set procedures for design submission and cost recovery.
A personagem feminina entra em um estado de perturbação emocional após sentir uma forte atração por um colega, experienciando uma mistura de sentimentos dentro de si que a deixam inquieta e confusa. Ela não compreende o que está sentindo e busca entender os processos internos que a afetam, comparando-os à mistura de elementos químicos.
SIMULATION OF PRESSURE VARIATIONS WITHIN KIMILILI WATER SUPPLY SYSTEM USING E...IAEME Publication
Water Supply system is a system of engineered hydrologic and hydraulic components which provide water supply for domestic use, industrial purposes, fire fighting and so on. The system
comprises of intake structures, treatment units, storage tanks and distribution systems. A well designed water supply system is meant to operate optimally such that consumers have access to portable water of sufficient pressure and quality at all times. However during operations of water supply systems, cases of pressure drops, Leakages and contamination occur and the main challenge is the lack of a simple tool to accurately predict zones of low pressures and areas where quality is compromised.
Execução Distribuída: O Jeito de Trabalhar das Empresas do FuturoRegy Andrade
O documento discute a execução distribuída como o futuro do trabalho, onde processos e tarefas são realizados por pessoas internas, externas e robôs de forma integrada. A execução distribuída permite automação, escalabilidade, redução de custos e foco no negócio principal através da fragmentação e distribuição inteligente de tarefas. O documento fornece etapas e pilares para implementar esse modelo, como automação de processos, gestão de informações, comunicação e conexões entre as partes.
Quotes for Entrepreneurs - by Saud Masud, CEO, Vector Partners (Pvt.) Ltd.Khawaja Saud Masud
10 quotes to inspire action. Compiled and shared by Saud Masud, CEO, Vector Partners (Pvt.) Ltd. We encourage you to internalize these quotes and implement them starting today.
Running head ANALYSIS OF MAYO CLINIC1ANALYSIS OF MAYO CLINI.docxSUBHI7
Running head: ANALYSIS OF MAYO CLINIC 1
ANALYSIS OF MAYO CLINIC 2
Analysis of Mayo Clinic
Kurtis Gray
HA499
07 March 2016
Mayo clinic health system is a non-profit health organization that is based in Rochester, Minnesota and has a large number of employees ranging from 3900 physicians as well as more than 50,000 related health staff. This health care system has qualifications in scientific research and has been able to treat difficult health cases making it be one of the best organizations in the city. In terms of physical settings, Mayo clinic has presence in United States metropolitan areas of Arizona and Florida and also operates associated facilities right through Minnesota and Wisconsin. It has a very large college of medicine which also includes Mayo Medical School and Mayo School of Health Sciences (Ludwig, Viggiano, Mcgill & Oh, 1980).
Mayo clinic provides medical care for thousands of people in the U.S. and around the world; its client's bases are based on appointments as well as referrals by doctors from neighboring clinics. Many of the patients who are treated are serviced on outpatient basis which means that all the evaluations and treatments are done in this clinic. Most patients may return home after treatment while most patients who require inpatient care are always hospitalized in the clinic which is located on different campuses (Laurie, Moertel, Fleming, Wieand, Leigh, Rubin & Malliard, 1989).This medical facility has been able to provide best care to every patient and this is based on thorough clinical practice, research and education which are the secrets to success. Its model of care is defined by quality medical care delivery which includes meeting the needs of the patients. Delivery is based on care provided with compassion and trust among the physicians as well as respect.
According to the level of clinical activity, Mayo clinic is the world's largest multispecialty group medical practice which has been able to combine research, education and clinical practice to realize its activities of providing health care needs to patients and clients. It fosters team-oriented care and accountability hence has promoted absolute clinical excellence which has increased the level of clinical activities in this institution. It has specialized in information continuity as well as care coordination and transitions which have promoted easy access to appropriate care and information at all hours (Berry, 2004).
(Berry, 2004) says that Mayo clinic has developed an organizational structure that includes 386 dentists and physicians. It is such as multi-specialty clinic in which doctors share facilities, income, support staff and equipment. This clinic has been designed to serve the needs of patients in a convenient location where physicians are able to consult with each other and provide quality healthcare to the patients. Patients of Mayo clinic have learnt to develop relationships with support and administrative staff that ...
MAYO CLINIC
Mayo Clinic
Mayo Clinic
Health care is the maintenance or improvement of health via prevention, diagnosis and treatment of disease, illness, injury and other physical and mental impairments in people. It may vary across countries, communities and individuals largely influenced by social and economic conditions as well as health policies. Providing health care services means “the timely use of personal health’s services to achieve the best possible health outcomes." Factors to consider in terms of health care assess include financial limitations, geographical barriers and personal limitations.
Health care systems are organizations established to meet the health needs of targeted populations. A well-functioning health care system requires a financing mechanism, a well-trained and adequately paid workforce, reliable information on which to base decisions and policies, and well-maintained health facilities to deliver quality medicines and technologies (Clin Oral Investing, 2018). An efficient health care system can contribute to a significant part of the country's economy, development and industrialization.
In my project, the organization I selected is Mayo Clinic. The reason for choosing it is because it is mostly ranked the top ten among the best organizations in the US. It contains the best facilities that is advanced technologies and clinical research trials. Most well-known specialists like William James Mayo who is not only the son of the founder on the clinic but also an excellent surgeon, John Kirkland who developed the first commercial heart-lung bypass machine and Earl Wood who is known for the development of G-suit in the US.
Mayo Clinic is a nonprofit academic medical center based in Rochester, Minnesota, focused on integrated clinical practice, education and research. It specializes in treating difficult cases throughout tertiary care and destination medicine. It spends over $660 million a year on research and has more than 3000 full time research personnel. It has major campuses in Arizona and Florida being ranked among the best and maintaining that position for over 27 years.
For more than 100 years, millions of people from all walks of life have found answers at Mayo clinic. These patients tell us they leave Mayo clinic with peace of mind knowing they received care from the world's leading experts. Mayo clinic is the first and largest integrated not for profit group in the world. At Mayo, a team of specialists is assembled to take their time and listen, understand and care for patient’s health issues and concerns. These teams draw from more than 3700 physicians, 50 scientists, and 100 allied staff that work at Mayo's campuses based in Minnesota, Florida and Arizona.
Mayo clinic’s organization structure is majorly of the matrix form. The authority flows down ranking from the highest rank which is the board of trustees and.
INTEGRATED thought leaders Dr. William Jessee and Don Seymour share their insight and advice on the emerging pay/risk trend in today's evolving healthcare environment. This webinar coincides with their 3-part video series titled "Raising the Bar."
Running head MAYO CLINIC1Mayo Clinic2.docxcowinhelen
Running head: MAYO CLINIC 1
Mayo Clinic 2
Mayo Clinic
Kurtis Gray
HA499
Kaplan University
16 February 2016
Mayo clinical is a not-for-profit organization based in Rochester, Minnesota. It is one of the largest medical practice and medical research group in the world and has employed more than 3,800 physicians and over 50,000 scientists allied to the staff. It is present in the United States metropolitan areas and has the core values of providing patient care practice represented by the central shield. Patient care has been one of the first priorities of this organization and it has been able to offer highly specialized care hence most of the population in this medical facility are referrals from smaller clinics and other hospitals from across the United States (Ludwig, Viggiano, Mcgill & Oh, 1980).
The rationale behind the selection of this organization is that, this clinic has greatly contributed to understanding various disease processes and has been able to provide best clinical practices to patients. It has also helped with the establishment of current residency education system in the institution. It has developed more innovations to help researchers to actually study the interactions between human health and the indoor spaces. Most researchers in this health institution have actually improved patient care hence translating discoveries into therapies which have exponentially improved the lives of individuals in the area (Fontana, Sanderson, Taylor, Woolner, Miller, Muhm & Uhlenhopp, 1984).
Mayo clinic has outlined its mission to inspire and contribute to health and well-being by providing the best care to every patient through integrated clinical practice, education and research. The primary value of this clinic is that the patient comes first. The management of this clinic has also been able to enable equal treatment of everyone within the diverse communities including patients, their families with great dignity. It has the compassion to provide the best care to patients with sensitivity and empathy. This hospital has been very successful since it has been able to adhere to the highest standards of professionalism ethics and personal responsibility.
It has also enabled the healing process to actually respect the spiritual and physical needs of the patients and also to make sure that the teamwork within the working place creates much excellence in the working environment. Mayo clinic has also been able to deliver the best outcomes through the dedication of all team members in this hospital. Various innovations have also energized Mayo clinic and has greatly contributes to enhancement of people’s lives through creation of ideas as well as various unique talents of all employees in this organization Ludwig (Viggiano, Mcgill, & Oh, 1980).
Mayo clinic’s success is based upon training, team work compensation and employees who improve the general health care system of their clients. Putting patient’s interest first is one ...
Christy Connor is an experienced senior healthcare executive with over 20 years of experience in assisted living and hospital administration. She has held roles such as Executive Director, Director of Patient Care Services, Vice President for Hospital Administration, and Adjunct Professor. Her experience includes overseeing daily operations, staff management, budget development, capital improvements, and regulatory compliance. She has a proven track record of exceeding financial goals, achieving high patient satisfaction scores, and developing new service lines.
Jamie Thomas is a senior-level healthcare executive with over 30 years of experience leading hospitals and healthcare divisions. He has consistently developed high performing teams and improved operational, financial, and patient outcomes. Most recently, as President/CEO of HCA's South Atlantic Division, he managed over $2 billion in revenue and 8,500 employees across 11 hospitals. He has a track record of implementing strategic initiatives to drive growth, such as new service lines, facilities expansions, and quality improvements.
This document provides biographical and professional information about Dr. Marie F. Hatam. It includes her education, licensure, experience as a medical director and physician in various specialties including orthopedics and occupational medicine, computer skills and certifications. Her experience spans over 30 years in clinical practice, medical management, and utilization review. She has held leadership roles at several large insurance companies and currently works as a Senior Medical Director at Aetna.
This document provides a summary of Kimberly K. Bell's career profile and qualifications. She has over 30 years of experience in healthcare administration, most recently serving as Chief Administrator for the Cancer Institute at Cleveland Clinic, where she oversaw $950 million in revenue and 800 employees. Her experience includes strategic planning, operations management, business growth initiatives, and leading large teams within integrated healthcare systems.
Daniel Cassavar is a physician executive and chief medical officer with over 30 years of experience in interventional cardiology, hospital administration, and physician network management. He currently serves as President and CMO of ProMedica Physicians, overseeing 800 providers. Prior to this role, he founded and led successful cardiology practices. Cassavar has extensive leadership experience developing strategic plans, managing business operations, and improving quality of care across multiple hospital systems. He maintains an active clinical practice in interventional cardiology procedures.
William Wooden is an experienced healthcare leader with a background in hospital administration, academic medicine, and group practice management. He currently serves as the Director of Perioperative System Collaborative at IU Health, where he has led quality improvement initiatives that reduced surgical site infections and length of hospital stays. Previously, he was the Vice Chairman of Clinical Affairs at Indiana University School of Medicine, overseeing operations across multiple hospitals. He has a strong track record of physician engagement, cost savings, and clinical program development.
A. Hugh Greene, FACHE, President and CEO, Baptist Health - 2013 Community Lea...Modern Healthcare
About Modern Healthcare's Community Leadership Award
The healthcare industry is full of executives who define themselves by leading efforts to change lives and contribute to their communities. Modern Healthcare's Community Leadership Awards will recognize these leaders while bringing attention to the worthy causes they support.
Learn more about the Community Leadership Award on Modern Healthcare's website:
http://www.modernhealthcare.com/section/community-leadership/
DHG Healthcare CEO Advisors is a team of highly accomplished healthcare leaders with extensive executive experience who assist CEOs and senior executives. Their collective experience allows them to provide consultation, challenge ideas, support implementation plans, educate boards, and help executives network. They focus on challenges like clinical transformation, financial performance, and strategic issues. The advisors have leadership backgrounds in hospitals, health systems, and other organizations.
This resume summarizes Patricia Lamb's experience as a healthcare executive with over 30 years of experience leading operations and support services at large academic medical centers. She is currently the Chief of Ancillary and Support Services at Mount Sinai Healthcare System, where she has implemented initiatives to improve quality, reduce costs, and centralize services. Prior to this role, she held several senior leadership positions with responsibilities over multi-million dollar budgets and thousands of employees at Montefiore Medical Center and Princeton Healthcare System.
Dr. Iacuone has over 40 years of experience in healthcare, including 29 years in private practice and 20 years as an academic professor. He has held executive roles such as Chief Medical Officer for hospitals and health plans. Most recently, he was President and Chief Clinical Officer of Vantage Cancer Care Network, which was acquired by McKesson in 2016 where he remains in the same role. He brings extensive clinical, academic, and executive experience across multiple areas of healthcare.
Houston Healthcare Real Estate Market Report - Year End 2015Coy Davidson
The Texas Medical Center in Houston announced plans to expand its life science research campus by 30 acres and $1.5 billion to establish Houston as a new life science hub. Additionally, Baylor College of Medicine and CHI St. Luke's Hospital plan to develop a $1.1 billion medical campus featuring a medical school, cardiovascular research institute, and nationally recognized hospital. The expansions aim to solidify Houston's position as a leader in human health and medical research.
John Doe has over 30 years of experience in healthcare administration, leadership, and clinical operations. He has held roles such as Chief Operating Officer and Administrator, where he improved quality, increased revenues, reduced costs, and streamlined operations. Doe has a proven track record of turning around struggling healthcare organizations through strategic planning, process improvements, and cost reduction strategies. He has extensive experience in areas such as healthcare trends, regulatory compliance, community outreach, and team leadership.
This document provides an agenda and background information for the third annual Quality Improvement and Patient Safety Conference. The one-day conference on May 4th will focus on innovations in healthcare delivery, with sessions on quality improvement tools, simulation, design feedback, process improvement techniques, healthcare funding, and more. Speakers include experts from healthcare organizations and universities. The goal is to bring together students and professionals from different disciplines to discuss challenges and opportunities in improving healthcare.
Dr. Joan Sullivan has over 25 years of leadership experience in non-profit organizations and healthcare. She developed pharmacy operations and launched medical programs for Mission of Mercy, Inc. in 4 states, growing the organization significantly. As Chief Director of Pharmacy Services, she pioneered contracts with hospitals, developed drug formularies and programs, and mentored managers. She has held director roles at Walmart, Cardinal Health, and clinical pharmacist roles, where she implemented programs, streamlined systems, and achieved regulatory compliance.
This resume is for Dr. Joan Sullivan, who has over 25 years of leadership experience in non-profit healthcare organizations. She developed pharmacy programs and launched new clinical services for Mission of Mercy, a non-profit providing free healthcare to the underserved. She has held director roles with large healthcare companies and hospitals, developing programs, managing staff, and improving quality of care. Her experience includes clinical pharmacy, management, operations, compliance, and developing strategic partnerships.
This resume is for Dr. Joan Sullivan, who has over 25 years of leadership experience in non-profit healthcare organizations. She developed pharmacy programs and launched new clinical services for organizations in multiple states, growing one organization from 6 to over 600 volunteers. Her experience includes management roles with large healthcare companies and hospitals where she implemented quality programs, developed staff, and coordinated services. She holds a Doctor of Pharmacy degree and has received several awards for her work and leadership in healthcare.
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Shifting landscapes: Establishing and maintaining brand identity in an era of...Modern Healthcare
As the healthcare system continues its unprecedented trend of consolidation, driven by factors such as the rapid move to value-based care, many hospitals and health systems wonder how a merger or acquisition might affect their hard-earned brand identity and reputation. This session will explore that question in depth as speakers from Baylor Scott & White Health, the largest not-for-profit health system in Texas formed in 2013 after an $8.3 billion merger of two well-known healthcare organizations, share lessons learned and offer practical marketing and branding strategies.
The power of the story: Using patient testimonials and stories to drive marke...Modern Healthcare
Nothing drives a message home like a well-told story. And an increasing number of healthcare organizations are making patient testimonials a central part of their marketing strategy, harnessing the power of a compelling story to build loyalty, highlight compelling cases and showcase their best work. In this session, experts will share best practices—and common pitfalls—to keep in mind when using patient testimonials.
The document summarizes a presentation about embracing a new paradigm in healthcare marketing that focuses on digital marketing and content marketing rather than traditional mass promotional campaigns. It discusses how digital marketing requires developing proficiency in various digital strategies and tools. It also explains that content marketing involves creating useful non-sales content to attract audiences, like health articles, videos, and seminars. The presentation includes a case study of a healthcare organization that saw major increases in web traffic and engagement through a new digital marketing and content strategy focused on its cancer services. It closes by encouraging adoption of the new paradigm through change management and patience despite expected resistance.
The tools for success: Leveraging content marketing to engage and inspirefor ...Modern Healthcare
Developing an insightful content marketing strategy that anticipates consumers’ need for meaningful health information can go a long way toward helping healthcare organizations reach their target audiences and build relationships. But many marketers, wary of navigating this heavily regulated area, have made scant progress. This plenary session will dive deep into the ins and outs of content marketing, including tips for choosing the right channels and effective techniques for measuring your efforts.
Closing Keynote - Effective Patient Engagement: The Only Path to Achieving th...Modern Healthcare
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2) There is a mismatch between what patients truly value in healthcare (empathy, compassion, trust) and provider priorities (operational efficiency, regulatory compliance).
3) Engaged patients have better health outcomes, higher rates of treatment adherence, lower costs, and are less likely to delay care. Greater patient engagement is needed to improve the US healthcare system.
Webinar: Information Governance - Where is the Healthcare Industry and Where ...Modern Healthcare
Led by Deborah Green, MBA, RHIA EVP/Chief Innovation and Global Services Officer of AHIMA, who has had key responsibility for AHIMA's IG initiative, and featuring Katherine Lusk, MHSM, RHIA is the Chief Health Information Management and Exchange Officer for Children's Medical Health System of Texas, who has been instrumental in promoting and shepherding information governance (IG) at her organization, this webinar will provide insights on key findings of the second survey of IG adoption in Healthcare. The webinar will feature:
- Specific findings on progress in IG adoption
- A discussion of the evolving disciplines of IG
- Perspectives on the readiness and needs of professionals working in IG and related roles
The Leadership Pipeline: Cultivating Your Organization’s High Potential Emplo...Modern Healthcare
The Leadership Pipeline: Cultivating Your Organization’s High Potential Employees – Joseph Cabral at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
Workplace Wellness in Flux – Nicolaas Pronk at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
Opening Keynote Presentation – George Foyo at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
Closing Keynote Presentation – Craig Deao at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
Danny Timblin, President and CEO of Onlife Health, Inc., discusses how incremental behavior changes in areas like exercise, nutrition, tobacco use, stress, and weight management can lead to significant savings in healthcare costs and improved quality of life. Data from Onlife Health clients shows that participating in more wellness programs correlated with lower per member per year claim costs, with average savings of $5,712 for members in 3 programs compared to $2,892 for non-users. Specific behavior changes like exercising 150 minutes per week or quitting smoking were each associated with over $200 in reduced claims costs per member per year. Timblin argues that advancing the core areas of wellness, using data analytics, mobile technologies
EHR Safety - Identifying and Mitigating Health IT-related Risks (Webinar Slides)Modern Healthcare
About the Webinar
The federal government has spent tens of billions of dollars getting providers to install EHR systems-all in the hopes of making care more efficient, safe and cost-effective. But EHRs can introduce their own safety risks, whether from confusing displays, excessive alerts or a range of other factors. This hourlong webinar will explore where we are now on health IT-related safety and what you can do to mitigate hazards in your own organization.
You can learn more about this event:
http://www.modernhealthcare.com/article/20150908/WEBINAR/309099998/webinar-ehr-safety-identifying-and-mitigating-health-it-related-risks
Custom webinar slides: Improve operations through standardizationModern Healthcare
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This webinar discusses accountable care and big data in meeting healthcare challenges. It features presentations from four panelists on their experiences with accountable care organizations and using data analytics. Katie White discusses findings from a study of pioneers and MSSP ACOs. Kim Kauffman outlines Summit Medical Group's strategies around disease registries and claims analytics. Jason Dinger explains MissionPoint's approach of using 3-5 years of claims data and risk stratification to guide care management and population health interventions. The webinar concludes with thanks to the panelists and information on receiving presentation materials.
Achieving Sustainable Savings in Purchased Services Through Best PracticesModern Healthcare
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From Burnout to Engagement: Strategies to Promote Physician Wellness and Work...Modern Healthcare
Slides from a Modern Healthcare presentation.
http://www.modernhealthcare.com/article/20150225/INFO/302259999/webinar-from-burnout-to-engagement-strategies-to-promote-physician
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Webinar: Leading the Journey - Cultivating Success in HealthcareModern Healthcare
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Two of the three largest data breaches in healthcare industry history have occurred in the past six months – exposing personally identifiable patient and health plan membership records on 84.5 million individuals – a number equal to the populations of California, Texas, New York and Nevada combined. Both breaches were attributed to hackers from China. These, and other massive hacks in financial services and retail, prompted President Obama to sign an executive order in February calling on government and the private sector to step up the nation's defenses against cybersecurity threats.
As pressure mounts on hospitals to improve quality and reduce costs, they have turned to medicine's fastest growing physician specialty—hospital medicine---to improve clinical performance and operational efficiency. How this new role for hospitalists plays out varies according to the type, location and creativity of individual healthcare organizations and the resources available to them. This editorial webinar will explore the steps health care organizations should take to prepare and position their hospitalists for quality-improvement responsibilities. Our panel of experts will share their insights, experiences and proven strategies for success.
ADANI WILMAR PREDICTS GROWTH IN ITS SALES VOLUME THIS FISCAL YEAr.pptxAdani case
Adani Group will surpass these figures and experience a more significant increase in the price value. This will give the conglomerate’s business excellent exposure. It will also be able to recover from the struggle that the company was suffering after the Hindenburg Report Adani.
Christmas Decorations_ A Guide to Small Christmas Trees, Candle Centerpieces,...Lynch Creek Farm
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Analyze the idea behind Binance KYC Bypass and compare it to the KYC policies of other cryptocurrency exchanges. Find out about the dangers of trying to bypass KYC and the verification procedure.
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How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
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How AI is Disrupting Service Industry More Than Design Thinking
Randy Oostra – 2014 nominee for Modern Healthcare’s Community Leadership Award
2. RANDALL D. OOSTRA, DM, FACHE
21 Tremore Way
Holland, OH 43528
419-861-1725 (Home)
419-469-3824 (Work)
randy.oostra@promedica.org
_________________________________________________________________
EDUCATION
Doctorate in Management, 2005, Weatherhead School of Management, Case Western Reserve University,
Cleveland, OH
Master’s in Hospital & Healthcare Administration, 1989, University of Minnesota, Minneapolis, MN
Master’s of Science, 1985, University of Wisconsin, Eau Claire, WI
Medical Technology, 1978, McKennan Hospital, Sioux Falls, SD
Bachelor of Arts, Biology, 1977, Northwestern College, Orange City, IA
EXPERIENCE
1997 – Present PROMEDICA, Toledo, OH
ProMedica is a leading integrated healthcare delivery system that serves 3.3 million patients annually
throughout 27 counties in northwest Ohio and southeast Michigan. It is comprised of more than 14,900
employees and 1,860 physicians who work in 12 hospitals and over 300 other sites. ProMedica has earned
myriad national distinctions including being ranked among the Top 10 Most Integrated Healthcare Networks
in the U.S. for the past 10 years by SDI (No. 1 in both 2006 and 2008, and No. 2 in 2012), as well as in the Top
99 Most Wired Healthcare Systems in the U.S., as published in Hospitals & Health Networks. ProMedica’s
business units consistently earn top ratings from accrediting bodies such as The Joint Commission, the
American College of Surgeons and state departments of health, as well distinctions from HealthGrades,
Solucient and the National Committee for Quality Assurance (NCQA). Its comprehensive network includes
specialties in heart and vascular, oncology, orthopaedics, neurology, women’s, and pediatrics.
PRESIDENT AND CHIEF EXECUTIVE OFFICER, 2009 - Present
Lead multi-hospital system with major health institutes, including world-renowned Jobst Vascular
Institute; a system physician corporation with 24 sites and 70 physicians recognized by NCQA as
patient-centeredmedical homes; Paramount Health Care, an insurance company with nearly 200,000
covered lives; continuum services such as air and mobile medical transportation, rehabilitation
facilities, a new hospice residence and home care services, Alzheimer’s and skilled-nursing facilities;
and an Academic Health Center established with The University of Toledo in 2010 which includes
research, grants and residency programs, as well as collaboration on a multimillion-dollar Simulation
Center for state-of-the-art medical training. Oversaw joinders with St. Luke’s Hospital, Maumee,
Ohio, and Memorial Health System in Fremont, Ohio. Established a Center of Nursing Excellence to
further implement best practices and attract and retain nurses, as well as increased physician
participation in governance and operations. In 2011, launched a new system Mission statement,
Vision and Values as part of cultural transformation that fosters optimal patient experiences and
improved satisfaction scores; opened a new cancer center as a joint venture with Karmanos Cancer
Institute and Mercy Memorial Hospital System, Michigan; opened ProMedica Wildwood
3. Orthopaedic and Spine Hospital; implemented iCare, an overarching IT platform that supports
the electronic health record; overhauled the system’s patient portal/web site; and launched
ProMedica social media sites. Successfully implemented a full range of wellness initiatives, including
employee medical benefit discounts that reward healthy lifestyle choices, a no-tobacco policy for all
ProMedica facilities, and healthy food options for cafeterias and vending machines. Received
Congressional recognition for ongoing community advocacy efforts, including an aggressive
childhood obesity program. Ensured ProMedica’s operating margins continued to climb, from 3.5%
in 2009, to 3.73% in 2010 and 3.8% in 2011.
PRESIDENT AND CHIEF OPERATING OFFICER, 2006 – 2009
Oversaw all regions and business units, leading ProMedica to its best financial and quality results in
each of these three years. Achieved a 3.4% system operating margin for 2007 and 2008, and earned a
rating of Aa3 fromMoody’s and AA- from Standard and Poor’s. Served on all system boards and
committees. Oversaw $300 million in capital projects, including the development of Wildwood
Orthopedic Hospital; Orthopedic Institute; Oncology Institute; Heart and Vascular Institutes;
multiple major ambulatory sites; and a 500,000-square-foot renovation/addition of ProMedica
Toledo Hospital, the system’s adult 774-bed tertiary facility.
PRESIDENT, LENAWEE HEALTH ALLIANCE, NORTH REGION, 2002 – 2006
Served as President of ProMedica North Region (and concurrently was the system’s Chief Strategic
Officer), which provided care for 10 communities in southeast Michigan through two acute care
hospitals (ProMedica Bixby and Herrick Hospitals); Hickman Cancer Center; skilled nursing and
assisted living centers; ground transportation; and numerous ambulatory sites, with a combined total
of more than $250 million in annual revenues. Licensed for 225+ acute care beds, as well as 200 long-term
care and assisted living beds. The North Region/Lenawee Health Alliance is comprised of 1,700
employees and 300 physicians who annually provide care for more than 250,000 outpatients; 40,000
ER visits; and 8,000 inpatients. Led the region to its best financial years in both 2004 and 2005,
exceeding a 6% operating margin and a 35-day increase in days cash on hand over 2003.
CHIEF STRATEGIC OFFICER/CORPORATE VICE PRESIDENT, 1998 -2006
Senior executive responsible for system-wide Strategy, Integration, Business Development, and
Corporate Construction. Led all strategic development in a highly competitive market, all major
physician ventures and hospital development, insurance development, system integration, business
development, marketing, public relations, regionalization, the 25-hospital Lake Erie Health Alliance,
corporate construction, and community advocacy initiatives for all of ProMedica’s business lines and
regions. Responsible for significant system growth through facilitation of multiple mergers with other
hospitals and systems. Facilitated ProMedica’s growth including the addition of six hospitals, 4,000
employees, $300 million in annual revenues, and major increases in market share. Oversaw board
and operational integration, and also was chair of a council comprised of hospitals presidents,
overseeing acute and ambulatory care issues across the system. Successfully negotiated numerous
major physician partnerships including a strategic partnership with a 100+ physician IPA; a joint
venture/affiliation with a 90+ physician multispecialty group; and numerous major joint ventures
including two investor-owned surgery centers, as well as an integrated sports medicine, wellness and
fitness center. Development activities included facilitating and negotiating hospital mergers,
acquisitions and major physician partnerships.
PRESIDENT, EAST REGION & BAY PARK COMMUNITY HOSPITAL, 1998 – 1999
Served as initial President of East Region, overseeing planning, land acquisition and construction of
a new $70-million, 100-bed regional medical center in Oregon, Ohio.
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4. PRESIDENT, WEST REGION, 1998
Served as President of West Region and Defiance Regional Medical Center, Defiance, Ohio, upon
its affiliation with ProMedica. Oversaw planning, land acquisition and construction of a new $60-
million regional medical center.
VICE PRESIDENT, THE TOLEDO HOSPTAL, 1997 – 1998
Served as one of three senior leaders of ProMedica Toledo Hospital, the 774-bed, $600-million
tertiary flagship of ProMedica. Toledo Hospital (TH) is a Level 1 Trauma Center, serving more than
100,000 ER patients, 25,000 inpatients and 400,000 outpatients, as well as Toledo Children’s
Hospital, which is part of TH’s campus as a hospital within a hospital. Oversaw all clinical
departments and portions of nursing, as well as led physician partnership activities. Was responsible
for master facility planning for a $200-million rebuild of all major diagnostic and inpatient areas.
Oversaw creation of two ambulatory surgery centers with physician investors, as well as planning
and development of the Wildwood Medical Center, a 100-square-foot facility with a medical office
building, surgery center, fitness club, sports medicine, and rehabilitation center.
1994 – 1997 SAINT ANTHONY’S HEALTH SYSTEM, Alton, IL
Saint Anthony’s Health System is a $200-million, three-hospital regional system, serving southern Illinois and
the north side of St. Louis. A member of the six-hospital, 3,856–bed, St. Louis-based Unity Health Network,
St. Anthony is an affiliate member of the 17-hospital Sisters of Mercy Healthcare System and United States
Motherhouse of the Sisters of St. Francis. St. Anthony has more than 1,500 employees, as well as 200
physicians on its medical staff, with annual revenues of $200 million. It is comprised of three acute care
campuses, a regional cancer center, nursing homes, assisted living, ambulatory care sites and a physician
corporation with more than 30 physicians.
EXECUTIVE VICE PRESIDENT AND CHIEF OPERATING OFFICER
Served as the administrative responsible for all system operations. Led Saint Anthony’s to their best
fiscal years (FY)–including operating margins of 4% in FY 1995, 5% in FY 1996, and 7% in FY
1997—with a resulting cash reserve increase of $3.5 million. Achieved major operational
improvement that resulted in lowering FTE levels while also earning the organization’s best JCAHO
scores. These initiatives culminated in Saint Anthony being named to Modern Healthcare’s “Top 100
U.S. Hospitals” for the first time in its history.
1989 – 1994 BLODGETT MEMORIAL MEDICAL CENTER, Grand Rapids, MI
Blodgett Memorial Medical Center was a $ 200-million, 2,200-employee, 510-bed regional tertiary teaching
medical center serving western Michigan, with more than 18,000 inpatients and 200,000 outpatients annually.
Today it is part of Spectrum Healthcare.
VICE PRESIDENT/ASSISTANT VICE PRESIDENT/ADMINISTRATIVE FELLOW
Oversaw all professional and support services of Blodgett Memorial Medical Center. Throughout
tenure, had line management responsibilities for the majority of hospital departments including:
nursing, the physician-hospital organization, radiology, laboratory, engineering, security, pharmacy,
environmental services, poison center, ambulatory care clinics, ER, Betty Ford Cancer Center,
rehabilitation services, food services, occupational health, research, professional office buildings, and
hospital-owned properties. Blodgett was routinely recognized on the “100 Top U.S. Hospitals” list
published by Modern Healthcare.
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5. Led Master Facility planning for creation of a new replacement hospital to be built on a new 75-acre
campus. Also planned a $10-million+ renovation/expansion of the Ambulatory Care Center, ER and
ancillary departments.
PRESIDENT AND CHIEF EXECUTIVE OFFICER
Reed City Hospital, Reed City, MI, 1992 - 1994
(Interim position held concurrently with Blodgett Vice Presidency)
Successfully led a financial turnaround of a 110-bed community hospital that had significant cash
flow and accounts payable issues. Implemented a turnaround plan that identified $1 million in
expense reductions and revenue enhancements. Reversed three years of losses including a $ 1-million
loss in FY 1992, producing net incomes of $20,000 in FY 1993 and $850,000 in FY 1994, while also
enhancing service volumes and quality. Led recruitment of new CEO and CFO.
1987 - 1989 HEALTHONE CORPORATION (now Allina), Minneapolis, MN
ADMINISTRATIVE DIRECTOR/ADMINISTRATIVE RESIDENT
Oversaw administrative responsibility for a wide range of corporate and hospital projects for a
3,900-bed, 23-hospital, multi-hospital system in the upper Midwest. Served in liaison role between
managed and owned hospitals, representing the corporate office to system hospitals, and leading
system-based projects. Conducted operational analyses of several system metro and non-metro
hospitals. Assisted with the creation of a corporate Center for Rural Health including assisting with
strategic planning, developing management support systems and coordinating grant applications.
Received a Rural Health Transition Grant from Health and Human Services (HHS) for
transformation of a system hospital from an acute care facility to a geriatric service center.
1979 - 1987 LABORATORY OF CLINICAL MEDICINE, Mankato, MN/Sioux Falls, SD/
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Des Moines, IA
CONSULTANT
Served as a management consultant to hospitals and physician offices for ancillary services including
facility design, quality control, expense reduction, JCAHO standards, and marketing. Consulted with
numerous hospitals on management and medical staff issues, ancillary development and medical
education programs.
PUBLICATIONS / PRESENTATIONS
ACHE Congress, “Myths, Legends, & Other Fiction about Rural Healthcare,” 1991.
“Patient-centered Decision-making: Ethics Form the Foundation,” Boardroom Press, The
Governance Institute, February 2011.
“Just Watch Us,” Modern Healthcare, May 9, 2011.
Kaufman Hall National Meeting, “Strategic Positioning in the New Era,” October 2010.
“Shared Governance: Closing the Responsibility Gap,” national white paper, The Governance
Institute, Fall, 2005.
HIMSS Conference, “Re-engineering Hospitals for Healthcare Reform,” 1993.
“No Violins, No Apologies Necessary: Considering a Career as a Rural Hospital Executive,”
Healthcare Executive, November/December 1990.
6. “Six Steps to Dealing with Physicians and Nursing Complaints,” Medical Laboratory Observer,
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November 1988.
“Hunger as a Health Issue”, Modern Healthcare, September, 2013
“Community Partnering: A Strategic Effort”, American College of Healthcare Executives –
Boardroom Press, October 2013
PROFESSIONAL & COMMUNITY AFFILIATIONS / ACTIVITIES
American College of Healthcare Executives (ACHE), Fellow
American Hospital Association, Delegate, Regional Policy Board
Ohio Hospital Association, Committee on Advocacy and Policy, System
Toledo Symphony, Board Member
Toledo Art Museum, Board Member
Toledo Rotary, Member
Regional Growth Partnership, Board of Directors
University of Toledo Medical School, Advisory Committee
University of Toledo, External Affairs Committee
University of Toledo, School of Healthcare Business Innovation and Excellence Advisory
Board (SHBIE)
Governor’s Advisory Council on Healthcare Payment Innovation
Third Frontier Advisory Board
Northwestern College Board (Orange City, Iowa)
The Partnership for Excellence Board (TPE)
Bread for the World Development Committee
Employee Involvement Association, Executive Leadership Award, 2009
Honorary Chair, Urban League Dinner, 2009
Northwestern College, Distinguished Alumni Award for Professional Achievement, 2009
University of Wisconsin-Eau Claire, Alumni Distinguished Achievement Award, 2010
Honorary Chair, Kidney Foundation, 2010
Honorary Chair, Toledo Museum of Art Winter Ball, 2011
Campaign Chair, United Way, 2012
Ohio Cancer Research Foundation, Grand Illusions Honor & Saute of Randy Oostra, 2012
Leadership Committee, Early Literacy Campaign, Toledo-Lucas County Public Library, 2013
Outstanding Volunteer Fundraiser Award presented by the Association of Fundraising
Professionals (AFP), 2013
Becker’s Hospital Review, Dec. 2013 – 300 Hospitals & Health System Leaders to Know
Campaign Chair, March of Dimes-March for Babies, 2014
Becker’s Healthcare Leadership Award, 2014
Talks:
Kaufman Hall, 2010
National Healthcare CXO Summit, 2012
Blue Key National Honor Society Conference, 2013
Becker’s Hospital Review Annual Meeting / Conference, 2013
Terra State Community College Commencement Speech, May, 2013
TEDx Toledo, Reimagine: The Vision to Think, to Believe, September 2013
Becker’s Hospital Review Annual Meeting: The Art of Helping People Embrace and Flourish
in the Changing Healthcare Environment, May 2014
7. FAMILY
Wife Barbara
Sons Drew, Tyler, Carson
Recreation Family Activities, Running, Golf, Skiing, Reading
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