Responding to the Power of Consumerism in Health Care

Thursday, July 27, 4:15-5:30 pm
What Does Consumerism 2.0 Look Like for Your Patients and Providers – and How Do You Get There?  

Denise Barton, Consumer Project Manager, Frederick Regional Health System; David Quirke, Corporate Former CIO, Trivergent Health Alliance; Nathan Hall, Associate Principal, The Chartis Group; and Gregg Mohrmann, Principal and Leader, Informatics and Technology Practice, The Chartis Group

Health systems that successfully augment their enterprise strategy with a consumer orientation and re-design their service offerings to reflect the demands of consumers will be at an advantage in the increasingly competitive realm of attracting and retaining individual health care consumers. Learn how Frederick Regional Health System built a financially sustainable consumer strategy to offer a compelling value proposition to an increasingly empowered, patient population.  You’ll hear how FRHS addressed the technology, people and process dependencies across several of the key initiatives of the plan and understand the role strategy and IT leaders play in together defining and achieving a consumerism strategy.

Friday, July 28, 11:00 am-12:15 pm
Health System Response to Disruptive Innovators  

Dan Cassavar, MD, President & Chief Medical Officer, ProMedica Physicians; Angela Brandt, Chief Operations Officer, ProMedica Physicians; and Brian Linder, MD, Corporate Medical Director, Owens Corning

ProMedica believes there is a distinct advantage to being an early mover in the market by defining its role throughout its communities, educating its consumers on the value proposition, and introducing new services that meet their specific needs. Learn how ProMedica identified an emerging decision maker, the activated employer, and partnered with Owens Corning to deliver evidence-based services that were individually tailored to Owens Corning’s employees. Using extensive data analytics from multiple sources to determine specific health priorities and segmenting the population by risk level, ProMedica’s care delivery approach was able to target risk factors that underlie multiple conditions and provide the appropriate interventions.

Friday, July 28, 4:00-5:15 pm
Disruptive Healthcare is Good for Patients

Gina Altieri, CPA, Senior Vice President and Chief of Strategy Integration, Nemours Children's Health System; Stephen Lawless, MD, MBA, Chief Clinical Officer, Nemours Children's Health System; and Bernie Rice, Chief Information Officer, Nemours Children's Health System

Technology and innovation have reoriented how we think about health care and how we receive it. The health care market is forcing the hand of traditional delivery systems to innovate around patient demand, while start-ups are nimbly addressing niche patient needs. This has led to a proliferation of patient choice that ideally gives patients the access to the care they need where and when they need it. How are health systems responding to these changes without sacrificing the quality and value of their care or alienating their loyal base?  This session will explore Nemours’ strategy for meeting consumer demands through digital health innovation and the integration of patient-centered precision medicine to reduce the variation in care on an individual basis without compromising its traditional services. Participants will learn how to respond to patient demand in a way that complements their tried and true practice through integration of in-person, telehealth and partnership care settings.

Saturday, July 29, 8:30-9:45 am
Employer Engagement as a Consumer Acquisition Strategy: Creating “Pre-Patient” Relationships through Employer Outreach
Jan Hess, Vice President, St. Luke’s Hospital and Rob BeSore, Employer Relations Specialist, St. Luke’s Hospital

St. Luke’s is proactively creating critical linkages with local employers and community groups to identify health risks and manage consumers’ health through an ongoing outreach strategy that enables it to proactively build relationships and develop tailored prevention and wellness services customized for each individual.  Through a St. Luke’s and employer-branded platform, the hospital is able to customize results reporting, direct communication to consumers based on risk, provide specific recommendations for better health, and direct consumers to the most appropriate points of care.  With direct lines of communications to consumers through employers, St. Luke’s can provide quality, outcomes and pricing information in a convenient and transparent manner.