Becker's Hospital Review

20 POPULATION HEALTH 20 CEO / STRATEGY AMC chiefs: This is the next decade's toughest decision By Morgan Haefner T he pandemic has forced academic medical centers to plan for the worst and hope for the best. AMC executives will need that mentality as they look forward to the next 10 years, which will bring seismic shis in care delivery. Academic medical center executives discussed what the future holds and more during a ses- sion titled "e AMC executive playbook: How to approach tough decisions to thrive in the next decade," part of the Becker's Health- care Academic Medical Centers Virtual Forum held Sept. 25. e panelists were: • Ellen Zane, CEO Emeritus of Tus Medical Center in Boston • William Peacock III, chief of operations at Cleveland Clinic • Daniel Simon, MD, chief clinical and scientific officer and president of UH Cleveland Medical Center Here is an excerpt from the conversation, lightly edited for clarity. Question: What are the toughest de- cisions AMCs will face in the next de- cade? Dr. Daniel Simon: Probably the biggest chal- lenge in the next 10 years is the migration from volume to value and from inpatient to outpatient. We're going to face a really serious challenge in what we call overbedding — too many hospital beds in urban environments. e real challenge is going to be how we re- gionalize and consolidate care, understanding that means we're not going to look the same 10 years from now as we do today. And consoli- dations are tough. Decreased inpatient capaci- ty obviously has a big impact on communities. Ellen Zane: I want to mention an epiphany I had that helped me understand how dif- ferent the next 10 years are going to be. I sit on the board of Boston Scientific. About a year ago, we went to see their research and development facility for deep brain stimula- tion in neuromodulation in Valencia, Calif. When I saw what's in the pipeline and how it's going to change the way care is provided in this world, I was totally blown away and said to myself, no hospital CEO should build another building that looks like the buildings we have today, because within 10 years, the way we provide care is going to look very, very different. Bill Peacock: We plan across a five-year time- line. No. 1 is staying true to who we are. Our founders were based on the principle of care for the sick, investigating their problems and educating those who serve. We believe that mission will stay consistent for the next five years and we want to stay true to it. We want to double the number of lives we care for. And, especially during the pandemic, patients are looking for a partner that will be there for them across all episodes. Patients look to the hospitals for care and assistance in times of crisis. It doesn't matter if it's a pandemic or a social crisis, that's where they look. So tying in data, analytics, technology to enable that care transformation and allow us to care for pa- tients across their lifetime — that's the type of decision-making that's leading our thinking. n Bridgewater founder gives NewYork- Presbyterian $50M for center devoted to health equity and justice By Mackenzie Bean N ewYork-Presbyterian on Oct. 13 opened a center to better understand and address health inequities via a $50 million donation from billionaire hedge fund manager and philan- thropist Ray Dalio. The Dalio Center for Health Justice will proactively address health disparities and systemic inequities that create conditions for poor health, according to Jerry Speyer, chair of the NewYo- rk-Presbyterian board of trustees. One of the center's main prior- ities is to reduce health disparities that disproportionately affect communities of color. "We are committed to improving the health and well-being of our patients and communities through research, dialogue and education, equity in our clinical operations, investment in our communities and advocacy for national change," Julia Iyasere, MD, head of the Dalio Center for Health Justice at NewYork-Pres- byterian, said in a news release. Mr. Dalio founded Bridgewater Associates, the world's largest hedge fund firm, in 1975 and launched his charitable foundation, Dalio Philanthropies, in 2003. He also sits on NewYork-Presbyteri- an's trustee board. n Mayo Clinic to allow 1,500 employees to work from home long term By Alia Paavola R ochester, Minn.-based Mayo Clinic said about 1,500 employees at its Minnesota campus will work remotely "well into 2021," according to the Pioneer Press. The hospital system said the decision to allow em- ployees to work from home long term was made to ensure the safety of patients and staff and an ade- quate supply of personal protective gear. "The vast majority of Mayo Clinic staff who are not required to be on Mayo's campuses to support pa- tient care, student services or research will work re- motely well into 2021," Mayo Clinic spokesperson Ginger Plumbo told the Pioneer Press. In the longer term, Mayo Clinic said it plans to implement a hybrid model, in which non-clinical administrative staff work from home some days, according to the report. Mayo Clinic has 39,300 employees at its Rochester campus. n

• Cover