OR Manager - April 2020 - 9

OR Business Management Conference
Growth and opportunities
Continued from page 1
about and understanding the issues at
other organizations, which are similar
to the ones we are having, and getting
some solutions that will give us a starting
point. "
Providing a forum for healthcare industry
leaders to share practices that
have worked well for them is the mission
of the conference. This brief look
at some of the keynotes and attendee
feedback illustrates just some of the
diverse and information-rich ideas on
offer.
Finding your 'True North'
David
Wildebrandt,
MHA
In his opening keynote
address, David Wildebrandt,
MHA, managing
director of BRG-Berkeley
Research Group,
LLC, walked the audience
through the evolution
of healthcare provider
roles and service
lines from volume to
value. He noted that healthcare organizations
needing an acumen shift to
focus on filling " talent gaps " -notably,
community health and population health
management experience, data analytics,
nontraditional health partnerships
(eg, joint ventures), and change management.
Fifteen
years ago, Wildebrandt said,
healthcare providers anticipated a large
influx of inpatients as Baby Boomers
became eligible for Medicare. Instead,
there has been a bigger shift than anticipated
toward outpatient procedures.
By 2028, his data show, the growth
rate for outpatients will be 18.9% vs
just 3.9% for inpatients.
Many organizations try to capitalize
on that type of growth by developing
new service lines, but Wildebrandt
sounded several cautionary notes. " You
have to prioritize, " he told the audience.
" There should be tiered service lines so
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Call for Proposals
Share your experience at 2021 ORBMC!
Submit a proposal by March 31 and join us in San Diego,
February 7-10, 2021.
Visit www.orbusinessmanagementconference.com to learn more.
Vikram Tiwari, PhD, receives the Best in OR Business Award from Mary Lou
Jones, BSN, CSSM, OR Business Management Conference chair. Tiwari's predictive
analytics model has enabled leaders at Vanderbilt University School of Medicine
to increase case volume and ensure adequate staffing.
that you focus on your 'premiere service
lines' and take a laser approach to the
market instead of a shotgun approach.
Service rationalization is critical, and
the different types of services that are
performed in different locations should
be thoughtful and not duplicative to ensure
that the business aligns with the
market needs. " That means examining
your portfolio objectively and deliberately
to decide what to do in each market,
he explained.
A useful tool for portfolio evaluation
is a scoring system composed of six
key areas (sidebar, p 10). " Sit down
with those on the business side and
the clinical side, compare a profile of
the service lines, and decide as a system
how you rank those and what you
need where, " he said. Doing so will help
avoid the problem of having multiple
services located within minutes of one
another. He also advised evaluating
service lines every month or once per
quarter to keep things on track.
Wildebrandt believes healthcare
leaders sometimes don't know enough
about physicians' needs or the economics
of their practices to effectively
serve those needs-yet physicians are
the group that the system as a whole
depends on the most. " When we get to
the point where we're engaged and optimizing
physicians' practices and understanding
why we're failing them, things
are going to be better, " he predicted.
Taking ownership
Building on Wildebrandt's advice for
gaining a competitive advantage, Jeffry
Peters, MBA, urged business leaders
to " own " their perioperative service
lines. Peters, chief executive officer of
Chicago-based Surgical Directions, delivered
a luncheon keynote.
Continued on page 10
OR Manager | April 2020
9
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OR Manager - April 2020

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