Loading...
Document Type
Podcast
Presentation Date
2-14-2018
Abstract
Consumers, payers, policy makers, and even providers are all demanding the transformation of healthcare to improve affordability, accessibility, patient experience, outcomes, and stakeholder satisfaction. Yet transformation still occurs at a snail’s pace or not at all in many situations. Achieving Jefferson Health’s vision of “reimagining health, education and discovery to create unparalleled value” requires bold moves – and one of those bold moves has been to establish a new relationship with GE Healthcare. The GE-Jefferson relationship was formalized in July 2017 and is designed as an 8-year relationship to enable both short- and long-term change.
This presentation will discuss how this relationship is different than other provider-vendor relationships, and how Jefferson is partnering with GE to facilitate integration, innovation, and healthcare transformation.
Learning Objectives:
- Identify the reasons why transformational change is so critical for health systems.
- Identify the challenges facing traditional manufacturing companies like GE and how they are pursuing their own transformation.
- Describe how principles from industry can be applied to a health care setting to transform healthcare delivery.
- Identify key elements required for successful bold, transformative change.
Presentation: 57:14
Recommended Citation
Jacobs, Laura P. MPH and Klar, Brandon MHSA, "Jefferson and GE Partnership to Transform Healthcare Delivery" (2018). College of Population Health Forum. Presentation 118.https://jdc.jefferson.edu/hpforum/118
Language
English
Comments
Laura P. Jacobs, MPH
Ms. Jacobs is president at GE Healthcare Camden Group and has been with the firm since 1990. She has more than 30 years of experience in the areas of integrated delivery system development, payer strategy, population health management, healthcare strategic and financial planning, transactions, and governance/management systems. She is a noted speaker and industry resource on the impact of healthcare trends, most notably the requirements for success in value-based payment models, clinical integration, and creating successful integrated delivery systems.
She has assisted organizations throughout the country with strategic and financial planning, performance improvement, merger facilitation, and affiliation strategies. She has led the development and implementation of clinical integration and accountable care initiatives. She has led the strategic, financial, and operational redesign of health systems, including transforming the framework for decision-making and care delivery. She has led the organizational and compensation redesign for provider organizations to achieve greater integration and aligned incentives. She has assisted academic medical centers and large multi-state health systems with implementing clinical integration strategies and transitioning to value-based models. She is a frequent speaker regarding current trends in healthcare, payer strategies, risk-based payment models, consumer expectations, clinical integration, governance, and optimizing performance.
Prior to joining GE Healthcare Camden Group, Ms. Jacobs held administrative positions at St. Vincent Medical Center and Orthopaedic Hospital in Los Angeles and Presbyterian Intercommunity Hospital in Whittier, California. She is the co-editor of Medical Group Management: Strategies for Enhancing Performance, and has been published regularly in Hospitals and Health Networks, Trustee, and The Governance Institute publications, among others.
Ms. Jacobs received her bachelor's degree from Stanford University and her master's degree in public health/corporate management from the University of California, Berkeley.
Brandon Klar, MHSA
Mr. Klar is a vice president with GE Healthcare Camden Group with over 14 years of experience in healthcare management. He specializes in strategic and business planning advisory services, including operations improvement, master facility planning, and transaction work (e.g., mergers, acquisitions, affiliations, joint ventures). He has extensive experience in the creation of strategic partnerships, the facilitation of inaugural health system strategic plan development, as well as the development and implementation of business plans of operational efficiency, system-wide integration plans, and clinical programmatic alignment plans.
Prior to joining GE Healthcare Camden Group, Mr. Klar served as the Vice President of Planning and Network Development at CharterCare Health Partners, a 579 bed two-hospital system in Providence, Rhode Island. There, he led the system-wide strategic planning and medical staff development functions, staffed the post-merger integration process, and oversaw service line program development and master facility planning.
Prior to work at CharterCare Health Partners, Mr. Klar held the role of Administrative Director of Planning, Business Development and Perioperative Services for St. Joseph Health Services of Rhode Island, a 359 bed Catholic health system. In his role there, he directed the organization’s multi-phased campus integration/consolidation initiative and was integrally involved in the joint affiliation task force formed for the development of CharterCARE Health Partners. Operationally, he successfully led the restructuring efforts of the perioperative division and ancillary services resulting in enhanced system efficiencies, improved medical staff relations, and revenue growth.
Mr. Klar holds a master’s degree in health science administration from Xavier University in Cincinnati, Ohio and a bachelor’s degree from Thomas More College in Crestview Hills, Kentucky.
Mr. Klar is an active member of the American College of Healthcare Executives.