Advisors:
William H. Nelson, President & CEO, Intermountain Health Care
Herbert Pardes, Vice Chairman, President and CEO, New York Presbyterian Hospital
Frank Houser, M.D., Corporate Medical Director and Senior Vice President, Quality, HCA

Top Ten Issues Facing Hospitals and Health Systems in 2004

• Fundamental cost drivers and pressures facing hospitals and health systems
• Pending legislation and regulation in election year 2004
• Increasing quality reporting demands from CMS, purchasers, payers, accreditation bodies and others
• Access to capital to fund IT infrastructure investment
• Successful growth strategies employed by progressive hospitals and health systems
• Addressing the chronic hiring shortage

Peter R. Kongstvedt, MD, FACP, Vice President, Cap Gemini Ernst & Young, LLC
Herbert Pardes, MD, Vice Chairman, President and CEO, New York Presbyterian Hospital
Michael J. Dowling, President & CEO, North Shore-Long Island Jewish Health System

In early 2003, Kaiser Permanente announced its commitment to transform the health care experience by launching a multi-year effort to bring an automated medical record (AMR) to its 8.4 million members and more than 12,000 physicians and staff. The AMR provides physicians with on-demand patient information and decision support, integrates patient information throughout the care experience and enables patients to use the Web to access personal health information securely. This session will address the rationale for this transformation, challenges in store and the promise it holds for all health care professionals, purchasers and consumers.

• Why Kaiser Permanente embarked on a $1.8 billion investment to reengineer health care delivery
• Results from early automated medical record systems from Kaiser Permanente in OH, CO, N. CA and HA
• How the automated medical record not only benefits providers and patients today, but also serves as a critical research tool in developing new treatments and procedures for tomorrow
• Anticipated ROI in clinical quality, patient service and satisfaction and administrative cost

George C. Halvorson, Chairman and CEO, Kaiser Foundation Health Plans and Hospitals

• Identifying and measuring key work processes
  • Clinical conditions, clinical infrastructure, service quality and patient satisfaction, and administration processes
• Designing clinical systems that produce robust quality data and improve communication between providers, payers and patients
• Conducting a critical assessment of IT infrastructure and developing systems that make best practice the easiest path
• Redesign of patient care processes for cost-effective, safe care
• Addressing increasing demand from consumers
• Rationalizing your IT investment - Data to demonstrate improved outcomes and reduced costs over 3-5 years

Brent James, M.D., MStat, Vice President for Medical Research and Executive Director, Health Care Delivery Research, Intermountain Health Care

Michael D. Maves, MD, CEO, American Medical Association

Access to Capital to Fund Growth: Information Technology Investments and Health System Strategies

The urgent need for readily available information in healthcare is driving health system investments and federal policy development. Standards for the interoperability of IT applications are now emerging to leverage the value of investments by individual systems and regional platforms for data exchange are being established in many parts of the US. As the external environment rapidly shifts, what investment strategies will best serve large health delivery systems for funding growth, improving clinical and operational performance and building financial strength?

• Strategies to leverage assets to fund growth of a health system
• Identifying necessary technologies that will impact the cost of care delivered and outcomes collected and the potential of IT to help providers differentiate based upon demonstrated performance
• Assessing ROI from technology adoption
• Emerging information and communications technologies that will drive healthcare strategies
• New clinical and operational technologies that will affect IT performance requirements
• Integrating emerging IT and clinical technologies in planning for healthcare facilities, workforce needs and process redesign
• Moderator: Alden Solovy, Executive Editor, Hospital & Health Networks; Associate Publisher, Health Forum

Moderator:
Alden Solovy, Executive Editor, Hospital & Health Networks; Associte Publisher, Health Forum
Richard A. Norling, Chairman and CEO, Premier, Inc.
Molly J. Coye, M.D., M.P.H, Chief Executive Officer, Health Technology Center
Henry (Hank) G. Walker, President and CEO, Providence Health System

Standardization to Improve Patient Safety and Clinical and Financial Outcomes

Sutter Health and CHS -- Merger challenges and standardization for patient safety

• Bringing together disparate groups to leverage core competencies
• Developing a strategy for standardization and metrics to measure success
• Key initiatives in patient safety
  • eMAP, outpatient and inpatient electronic medical record, bar-coding, ICU staffing plans
• Results to date and measurement of financial and quality metrics

NYC Health and Hospitals Corporation -- Using IT to Improve Patient Outcomes and to Address Disparities in Healthcare The session will talk about the use of our clinical information system to create disease specific registries that enable innovative strategies and programs to achieve marked improvements in patient care outcomes for minority communities.

• Implementing a standardized data platform for a population-based view of illness within a community
• Electronic integration of patient clinical data to identify characteristics and factors influencing outcomes
• Stratification of patients to enable targeting patients into more effective intervention modalities
• Disease specific registries – Evidence-based guideline interventions that transform a health system and community to a decidedly activist engagement

Van R. Johnson, President and CEO, Sutter Health
Benjamin Chu, MD, MPH, President, NYC Health and Hospitals Corporation

Supply Chain Management as a Critical Component in Transforming Health Care Costs and Quality
Since 1999, Ascension Health, the nation’s largest nonprofit system, has focused on a national Supply Chain strategy designed to take advantage of what the organization terms “the value of ‘systemness.’” In FY 2003 the strategy both generated cost savings in excess of $40 million and added more than one percent to the bottom line.

• Scope of implementation process amidst difficult economic realities in spite of financial risks, complexities regarding compliance and varied technological and operational hurdles
• Operational challenges for unique supply chain initiative within a “distributed leadership” model with results obtained absent direct-line reporting
• Streamline procurement and purchasing for 70 hospitals and more than $1.2 B of supplies annually
• Financial metrics developed to measure progress and summary of results to date -- $44M savings to date, projected $64M by 2004
• Transform the industry from “vendor-centric” to “buyer-centric” using e-procurement and global information capture modeled on other industries

Charles E. Saunders, M.D., Chief Executive Officer, Broadlane
Douglas D. French, President and Chief Executive Officer, Ascension Health