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Thursday, September 15
Marketing Laurie Delgado Nancy DeSantis How do you facilitate change at a hospital that may be struggling to achieve success in a financially challenging and highly competitive market? Hear how University Hospitals Richmond Medical Center took stock of its resources and moved from floundering to flourishing status. Review the hospital’s background, the structural and cultural changes implemented, and the aggressive approach taken by its president to forge a new image with patients and in the community that helped to create a better patient experience and led to increased patient preference. Building Your Brand with Wellness Chris Bevolo Chris Boyer Health and wellness offerings are a powerful way to build a hospital brand and engage consumers. Using this strategy, Inova Health System created “Fit for 50,” a wellness campaign to promote healthy habits and fitness tips. The campaign, featuring a local sports celebrity and an interactive wellness journal, resulted in more than 26,000 unique web visits and 6,000 registrants in the first month alone. Learn how Inova created this successful program and how your organization can leverage wellness in its marketing. Public Relations and Communications Christopher Nelson Whether you have five years, five days, or five hours, thoughtful and thorough planning is the key factor to successfully managing a major public relations crisis or opportunity. In a nine-month span, the University of Utah went from promoting a Nobel Prize to managing crisis communication in the wake of the theft of 2.2 million patient billing records. Candid insight, background, and lessons learned from both experiences will be highlighted. Measuring Social Media in Healthcare Dean Browell Wes Williams Explore strategies for establishing measurement tools and using the multitude of statistical reports available to you in social media channels. Find out the reach of a retweet, understand the value of a “like,” and learn how impact and engagement can be incorporated into calculations of ROI. Strategic Planning Ross Armstrong Matt Gibson Hospitals are preparing for the bold new world of payment reform. Discover the strategies your organization needs to promote to achieve financial viability under risk-based payment models, and hear about the University of Mississippi Medical Center’s experiences since it has embarked on these strategies. Market Critical: From All-Things-To-All-People to a High-Value Hospital Ryan Gish Kit Kamholz In the new business environment, health systems need to move rapidly from a strategy of being all things to all people to one of operating only high-value service lines and business. Understand the structured process health systems can use to redefine their core businesses, service distribution system, and geographic markets served. Take home an approach and the tools required to focus your organization in the areas of greatest value. Physician Relations Kelly Dearman Vicki Lucas, PhD Knowledge and skills in physician practice succession planning, transitioning, and compensation are critical to the business success of hospitals. WellSpan Health successfully used a participative planning model when faced with an impending crisis caused by the planned retirement within 24 months of 38 percent of the providers in its largest OB/GYN group. This case study will be used to share the participative planning model and strategies for physician practice transition, succession, and compensation. Industry Trends and Innovations Robert Minkin Barbra Riegel Many hospitals and health systems have spent the past couple of decades focusing on key service lines to establish centers of excellence that will attract patients to their hospitals, improve their overall reputation, and enhance financial viability. Historically, hospitals have focused on program development, marketing, and loose affiliations with their physicians. Will these strategies be enough to be successful in an accountable care world? How will your organization need to modify its strategies for value-based purchasing? Core Competencies Thomas Stoessel Thanks to downsizing of staff and outsourcing of budgets, marketing communications departments are being challenged to do more with less. At the same time, consumers are seeking more interaction via social media and other web 2.0 outlets, health systems are increasing their employed physician complement (which requires increased marketing support), and communities are growing more critical of hospitals and health systems behaving like big-business competitors. Gain some simple tools and valuable insights into how your department can cope in today’s healthcare environment—tips on how to evaluate messaging and create consensus, drive the strategic direction from within, prioritize tactics, and manage a more efficient approach to marketing. BUSINESS DEVELOPMENT Jeffrey Hoffman Cheryl Nester Wolfe, RN Today, many organizations are turning to employing physicians in what they see as the only alternative for building and maintaining major clinical service lines. These service lines often become little more than general “areas of focus” for the organization. Explore strategies and tactics that work to develop “real” clinical institutes, integrating the organization’s key specialists to advance top performance in quality, service, and efficiency without employing needed specialty physicians. The models look to engage specialty physicians and hospital management in achieving these goals while providing reasonable incentives for physicians to be engaged rather than employed.
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