Issue link: https://beckershealthcare.uberflip.com/i/1439613
21 Thought Leadership are going to move out of the hospital to an ASC. We need to have those ASCs positioned in the community where we can serve patients close to home, efficiently and with a positive margin as we move out of the hospital. at's likely our biggest potential for growth. We're looking at a hub-and-spoke model. I think having clinics that are closer to home that can provide services where patients live and work, and bringing only the higher-acuity procedures to our main hospital location makes the most sense. Q: What skills are critical for healthcare leaders to thrive in today's environment? EH: It has to start with an understanding of the entire business envi- ronment. As a physician, it's really easy to focus on day-to-day oper- ations and what directly affects our patients and our practices, but in order to lead the organization you need a much more global view of things. I also think that there needs to be an understanding that you can't go it alone. Success is a team sport, so you need to have an open outlook in terms of talking with other groups, facilities and interested parties in the community. You need to have that negotiation ability as well as the ability to bring teams together to be successful. Q: What personal goals do you hope to achieve in the com- ing years? EH: At OrthoIndy, we've always had a physician president, which is my role now. I'm about half clinical and half administrative. I've been doing what I do clinically for 30 years, and don't think I have anything to prove in that regard. Where I get the most satisfaction now is what I'm doing administratively, working with our leadership team to try and bring OrthoIndy into the best position possible for the future to remain independent. at way when I retire, I want to see my junior partners have something bigger and better than what I started with, and I hope that they have the same attitude so their junior partners yet to come will have something bigger and better than what they start with. n Higher-acuity spine market is the biggest opportunity for growth, according to Hoag Orthopedic Institute CEO By Alan Condon Irvine, Calif.-based Hoag Orthopedic Institute has appoint- ed Kim Mikes, BSN, RN, as its third consecutive female CEO. Over the last five years, Ms. Mikes operated as chief oper- ating officer and chief nursing officer at Hoag Orthopedic Institute, and she has served as interim CEO since May, when Jennifer Mitzner left the role. Ms. Mikes spoke to Becker's about the biggest opportuni- ties for growth in 2022, challenges facing orthopedic prac- tices and the qualities healthcare leaders need to succeed. Note: Responses are lightly edited for style and clarity. Question: What do you see as the most pressing issue fac- ing independent orthopedic practices in 2022? Kim Mikes: As large numbers of orthopedic practices con- solidate under national health organizations, independent orthopedic practices may lose access to patients who will be directed to affiliated surgeons. Practice overhead costs have also grown due to the COVID-19 pandemic. There is a shortage of healthcare workers, and those who are look- ing for employment are looking for a higher rate of pay. Q: What are the top healthcare trends you're following? KM: 1) Consolidation of physician practices: Mega groups and consolidation under corporate umbrella companies. 2) The CMS transition of orthopedic procedures such as total joint and spine from the hospital to the ASC, and the subsequent reversal of those guidelines for certain proce- dures to go back to the hospital instead of the ASC. 3) Orthopedic population health management. Q: Where are Hoag Orthopedic Institute's biggest oppor- tunities for growth in 2022? KM: As one of the largest providers of orthopedic care in the Western region of the U.S., Hoag Orthopedic Institute has the opportunity to enhance our efforts to highlight what differentiates us in our markets. We are an orthopedic and spine specialty hospital and ASC network. Our team of physicians and staff members are experts at orthope- dic and spine care. With that expertise comes all the ben- efits of quality outcomes, high volume, standardized val- ue-based care and low infection rates. We need to ensure that the Southern California community knows that Hoag Orthopedic Institute is where you come for orthopedic and spine care. We are also increasing our ability to take care of higher-acuity orthopedic and spine patients. Our big- gest growth opportunity will be in the higher-acuity spine market. Q: What skills are critical for healthcare CEOs to thrive in today's environment? KM: I believe that having both a clinical and business background is extremely beneficial in leading a healthcare organization. Being able to look at an issue and make op- erational and strategic decisions with both a clinical/qual- ity and a financial lens is invaluable. It enables you to "talk the language" of both clinical and financial team members and physicians, garnering credibility and respect. It is also critical to stay informed of healthcare trends and to be able to quickly make changes. Understanding the business at its core allows for rapid execution when needed. Q: How do you expect orthopedic care delivery to change in the next five years? KM: In the next five years, we will see a significant increase in the number of orthopedic procedures done in the ASC setting. There will continue to be a large number of pa- tients who will more safely be treated in the hospital set- ting. We will also likely see more orthopedic care being de- livered in a risk-based population management model. n