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SHSMD
  
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Friday, September 19

3:30–5:00 p.m.

Marketing
The ED Is Killing our Margin: A Case Study on Developing Profiles to Increase Service Margins
Session Number F21  Session Level I-A

Brian Cullen
Marketing Solutions Manager
Thomson Reuters
Evanston, IL
brian.cullen@thomsonreuters.com

Amy Middleton
Director of Advertising and Vendor Relations
Oakwood Healthcare System
Dearborn, MI
amy.middleton@oakwood.org

Hear how Oakwood Healthcare System leveraged its market research, customer relationships management solution, clinical data, and competitor intelligence to identify strategies to maintain ED volumes while helping to grow the margin. Learn how to create utilization profiles that can answer business questions and provide a basis for data-driven marketing plans. Discover how to use market research and patient segmentation to target, craft messages, and change operational procedures to grow margins. Take away strategies for dealing with nonacute conditions in the ED. Create a comprehensive picture of your market to understand opportunities for and obstacles to growth.

Hit Us With Your Best Shot for Marketing Professionals
Session Number F22  Session Level B-I-A

Jim Childress
Vice President, Marketing and Public Relations
Metro Health
Wyoming, MI
jim.childress@metrogr.org

Karen Corrigan
CEO
The Strategy Group
Norfolk, VA
corrigan@thestrategygroup.com

Danny Fell
Executive Vice President
Neathawk, Dubuque & Packett
Chattanooga, TN
dfell@ndp-agency.com

Pamela Henderson
Chief Marketing Officer
St Joseph Mercy Oakland Hospital
Pontiac, MI
hendersp@trinity-health.org

Got a problem? Need some advice? Bring your biggest professional problems and challenges to our panel of experts, and let them work their magic. This session brings together healthcare professionals with more than 100 years of combined experience in marketing and business development. Pose a question to the panel, and they will respond with “nuts and bolts” ideas and suggestions you can take home and begin to implement immediately. This panel will give you one more opportunity to ask leaders in the field to apply their expertise to your unique and pressing issues and challenges. Get those remaining questions answered before you return to the job, and learn from questions posed by other attendees.

Public Relations and Communications
YourTube: Getting Aboard the Video Bandwagon
Session Number F23  Session Level I-A

Mark Cohen
Senior Vice President, Communications and Public Relations
VITAS Healthcare Corporation
Miami, FL
mark.cohen@vitas.com

Healthcare communicators too often assume that video programming is the exclusive province of academic medical centers and market-leading providers. But joining the video age is essential for all providers to remain relevant, timely, and effective in communicating with all of their publics. Operating expenses, capital, and the new skills required often discourage practitioners from considering how to lead their employers into the video age. Examine the resources necessary to launch and implement a self-directed video program. Learn how the video produced can be repurposed in a variety of ways to fully leverage the investment and help build broad institutional support.

When You Need a Friend It's Too Late to Make One
Session Number F24  Session Level I-A

Brandon Edwards
President and COO
DAVIES
Santa Barbara, CA
bedwards@daviespublicaffairs.com

Basak Ertan
Director, Insurance Management
DaVita, Inc.
El Segundo, CA
Basak.Ertan-Bourgeois@davita.com

Healthcare providers frequently have to defend their hard-earned reputations against damaging public controversy caused by aggressive health plans, unions, and others. Building an advocacy program that protects your reputation and leverages public support in good times and bad will allow you to remain in control and set the agenda for debate. Find out how low-intensity grassroots programs in “peacetime” can help prevent crises and keep smaller problems from threatening the hospital’s reputation and business performance in “wartime.” Discover the various strategic media channels available, which ones to use for your audiences, and how to craft messages that resonate with your community and boost morale among staff. Exploring case studies, learn what works and why.

Strategic Planning
Competitive Strategies for the Independent Hospital: How Can You Remain Independent?
Session Number F25  Session Level I-A

Dan Limesand
Director of Business Development and Contracting
Community Hospital of the Monterey Peninsula
Monterey, CA
dan.limesand@chomp.org

Samuel Steinberg
Senior Associate Consultant
Health Strategies & Solutions, Inc.
Philadelphia, PA
ssteinberg@hss-inc.com

Take a close look at the growth of healthcare systems, and uncover the benefits and costs of system membership. Through case study, review the leading strategies for remaining independent, with particular focus on working with and retaining the loyalty of key physicians, as well as maximizing financial resources. Find out how a tool developed by Health Strategies & Solutions can help an individual hospital evaluate its ability to remain independent.

An Approach to Facilities Strategic Planning
Session Number F26  Session Level A

Carrie Rager
Director of Strategic Planning
Clarian Health
Indianapolis, IN
crager@clarian.org

Anthony Roesch
Vice President
HOK
Chicago, IL
anthony.roesch@hok.com

Examine lessons learned from an actual planning process for a large healthcare system, demonstrating the planning process and techniques used to develop an integrated business and facility strategy. Explore an interactive model that integrates data and scenario planning and can be integrated graphically as well as statistically. The model will allow you to assess the implications of changing market, case mix, volume, and strategic assumptions on facility size and configuration within a region or network. .

Best Practices/Emerging Issues
Market Share vs. Wallet Share: Uncovering Hidden Opportunities by Looking at Things from the Patient's Point of View

Session Number F27  Session Level I

Monica Doyle
Senior Director, Strategy, Internet and Market Research
Thomas Jefferson University Hospital
Philadelphia, PA
monica.doyle@jeffersonhospital.org

John Froehlich
Practice Leader, Planning and Marketing Solutions
Thomson Reuters
Benicia, CA
john.froehlich@thomsonreuters.com

In today’s world of competitive hospital marketing, new techniques for measuring market share are necessary. Episode-based planning provides a more holistic view of care delivered to patients being treated for chronic or acute medical episodes. Discover how Thomas Jefferson University Hospital used customer relationship management (CRM) data to measure the long-term financial impact of patients entering the system for treatment of specific conditions. Thomson Healthcare’s Medical Episode Grouper (MEG) and MarketScan® longitudinal claims data were then used to analyze important characteristics of specific episodes, yielding insights into tactics for improved market performance across all care delivery settings.

Physician Relations
Management Services Agreements:  Co-Management is a Key Factor In Effective Physician and Hospital Alignment
Session Number F28  Session Level I

Peter Spiers
Vice President/COO
Charles Franc & Associates
Dana Point, CA
pjspiers@charlesfrancassociates.com

As pay-for-performance programs increase, hospitals face very real challenges in working with physicians, who directly control both resource consumption and quality outcomes. Effective strategies for integration between hospitals and their medical staffs must be achieved to successfully address these issues. One of the best ways to achieve goal congruency between hospitals and medical staffs is through the development and implementation of a management service agreement (MSA). Explore the use of MSAs as one successful methodology to attain hospital/physician alignment. Analyze the overall methodology and approaches to developing an MSA. Through case study, familiarize yourself with examples of successful MSAs and ongoing results.

Leadership/Professional Development
Living Your Brand Promise from the Inside Out
Session Number F29  Session Level I-A

Kristin Baird
President
Baird Consulting
Fort Atkinson, WI
kris@baird-consulting.com

Carla Mercer
Vice President, Planning and Marketing
Reedsburg Area Medical Center
Reedsburg, WI
cmercer@ramchealth.org

If a brand is a promise, how well are you fulfilling yours? Your organization’s reputation hinges on being able to provide consistently positive customer experiences. If you promote skill, technology, and compassion, your organization had better be prepared to deliver on those promises 100% of the time. Take an in-depth look at five leadership essentials needed to ensure that everyone is consistently delivering on the brand promise. Case studies help explore how messages set expectations and how you can make certain that your messages resonate with employees and inspire and engage them in delivering on the promise.

Core Competencies
As Easy as Match.com: Five Steps to "Make Love Happen" with Your Next External Partner
Session Number F30  Session Level I-A

Adrienne Greer Foley
Principal
Foley Outsource Communications
Eagan, MN
adrienne@foleyoutsource.com

Rebecca Keightley
Director of Marketing and Strategic Planning
Memorial Health
Savannah, GA
keighre1@memorialhealth.com

Anne West
Principal
Strategic Communication Counsel
Dunwoody, GA
awwest@mindspring.com

Budget cuts. Staff reductions. New services. Stronger competition. At some point during your career, chances are you’re going to need the help of an external partner to build the bridge for your marketing initiatives—because you don’t have either the manpower or the expertise on board. Regardless of why you need a partner, it’s important to identify them and bring them on board quickly so you can begin to produce immediate results. Gain insights into the most effective ways to build a relationship with an external partner to make your next search easier, more efficient, and more effective.