MARK E. GRUBE
Mark Grube, Managing Director, leads Kaufman Hall’s Strategic Advisory practice, which provides a broad array of strategy-related services to regional and national healthcare systems, academic medical centers, community hospitals, and specialty providers nationwide. Mr. Grube has more than 25 years of experience in the healthcare industry, as a consultant and as a planning executive with one of the nation’s largest healthcare systems.
Mr. Grube is a frequent speaker and author on healthcare strategy topics and has published dozens of articles and white papers. He is a three-time winner of the Helen Yerger/L. Vann Seawell Best Article Award from the Healthcare Financial Management Association (HFMA).
Mr. Grube has presented at national meetings of the American College of Healthcare Executives (ACHE), The Governance Institute, The Healthcare Roundtable, HFMA, and the Society for Healthcare Strategy and Market Development (SHSMD). He is a member of ACHE, HFMA, SHSMD, and the Leaders Board for Healthcare Strategy and Public Policy.
Mr. Grube received an M.B.A. from the University of Chicago Graduate School of Business and a B.S. in Economics, magna cum laude, from Bradley University.
Managing Population Health: A Strategic Playbook for Best-Fit Opportunities
The transition of U.S. healthcare to a system focused on managing population health presents significant opportunities and challenges for hospitals and health systems. Different organizations will play different roles in population health management (PHM), reflecting their ability to incur risk, and based on numerous factors, such as their market environment, care management capabilities, scale, and location. To achieve effective and efficient PHM, health systems and provider networks will need to work collaboratively to improve the overall health, health outcomes, and well-being of patients across all defined care settings under risk-bearing arrangements. A seven-level framework can guide organizations on where, when, and how to assume a financially sustainable role in PHM.
Redefining Access to Healthcare Expertise: The Virtual/Telehealth Opportunity
Disruption is accelerating in healthcare as the industry moves toward the provision of services through the most convenient and least expensive avenues to meet the evolving needs of the modern healthcare consumer. Telehealth and virtual healthcare services, including e-visits over the web and mobile devices, and other applications, are exploding. This session explores how technological advances are reshaping traditional patient-provider communications and relationships, and redefining access to healthcare for consumers worldwide. Attendees will learn how to assess the evolving telehealth and virtual healthcare forces in their market, and move toward development of an effective virtual/telehealth strategy. Such a strategy will be essential for organizations seeking to remain competitive, boost their brand, and expand access to their services, experts, and expertise in the new healthcare era.
Playbook 2015 for the Retail/Outpatient Imperative
As the healthcare industry shifts toward a value-based model, consumers are taking a more active role in, and greater financial responsibility for, their healthcare decisions. At the same time, new competitors with strong retail presence are entering the delivery market, offering services that threaten to disrupt hospitals’ low-intensity outpatient services. To compete in this environment, hospital and health system boards and management teams need a clear understanding of the retail market landscape and a plan to reposition the organization to attract cost-conscious consumers and other healthcare purchasers. This session will describe healthcare’s new retail landscape and critical areas that hospitals and health systems will need to address to maintain relevance and market share in an increasingly consumer-driven and community-centric environment.
Problem Solving in the Reform Era
Given the transformative changes that need to occur in the healthcare industry, hospital and health system leaders must be adept at problem-solving. One of the first significant challenges will involve declining inpatient utilization, which is occurring nationwide concurrently with the move to a value-based delivery and payment system. This session will highlight recent trends, suggesting what might be driving the trends, and identifying possible strengths and vulnerabilities for providers.
The Case for Scale: Lessons Learned in Healthcare and Other Industries
Size and scale are more important now than ever for hospitals and health systems. This session focuses on the benefits of scale and its essentiality under healthcare’s new business model. Mr. Grube first examines scale and the drivers of consolidation in other industries, and why healthcare has remained highly fragmented up to this time. He provides detailed information on how and why this is rapidly changing in healthcare, with unprecedented levels of partnership discussions occurring between and among providers nationwide. Attendees will learn the benefits that scale offers, what strategies hospitals and health systems are currently using to achieve scale, and the challenges associated with growth and integration.
Key Issues Driving a New Era in Healthcare
Numerous factors are contributing to the changing healthcare business model. This session examines the core macro issues involved and their implications for healthcare organizations nationwide. Attendees will learn about the challenges posed by evolution in the employer and insurance market, the advent of consumerism in healthcare, the drive toward population health management, the increasing focus around managing the full continuum of healthcare services, disruptive innovation across the delivery spectrum, and the high level of consolidation and partnership activity. In examining these factors, organizations should assess how prepared they are for the new business model and define what role they are best suited to play in the emerging market.
Healthcare Disruptive Competitors
Hospitals and health systems face mounting market pressure from new competitors that are disrupting the traditional business model and seeking to siphon market share by offering more convenient care services at lower cost to consumers. Some examples include retail health clinics, telehealth services, and digital health monitoring applications offered via smartphones, tablets, and other mobile devices. The basis of competition in healthcare—defined as the collection of benefits that determine a customer’s choice between competing products and/or services—is shifting as a result. This session examines the emergence of non-traditional competitors, how healthcare providers around the country are responding, and the implications for capital spending and strategic planning.
- Consumerism and Retail Health Care
- Delivering Value through Delivery System Innovation
- Future of Health Care
- Health Care Reform
- Innovation and Change Management
- Mergers, Affiliations, Partnerships and Networks
- Population Health
- Positioning for the New Insurance Markets
- Strategic Planning
- Breakout Presenter
- Group Facilitator
- Keynote Presenter
- Webinar Presenter