Becker's Hospital Review

35 2015 YEAR REVIEW in Cletis Earle, vice president and CIO of St. Luke's Cornwall Hospi- tal in Newburgh, N.Y., following the Anthem breach 38. "is isn't the greedy drug company trying to gouge pa- tients, it is us trying to stay in business." Martin Shkrel, founder and chief executive of Turing Pharmaceu- tical, on increasing the price of a drug by more than 5,000 per- cent, in The New York Times 39. "is was a bipartisan effort, Republicans and Democrats coming together to do something that's smart and com- mon-sense, and my hope is it becomes a habit." U.S. President Barack Obama on the "doc fix," as quoted by The Hill 40. "When I started the company, I had no idea how to do marketing, so we just didn't do it. What I did know, because I was a technical person, is to be able to write good soware. So we focused on writing good soware, and we focused on doing good support. And then fortunately, word of mouth did the rest." Judy Faulkner, founder and CEO of Epic in Verona, Wis. 41. "It's right for people to think, 'Is this the way we should spend our healthcare dollars?'" Gregg Meyer, MD, chief clinical officer at Partners HealthCare in Boston on the system's $1.2 billion Epic rollout, in The Boston Globe 42. "e readmissions reduction program is designed to penalize hospitals for poor quality of care, but our findings suggest that hospitals are penalized to a large extent based on the patients that they serve." J. Michael McWilliams, MD, PhD, associate professor of health- care policy and medicine at Harvard Medical School and prac- ticing internist at Brigham and Women's Hospital in Boston, on CMS' readmission reduction program in JAMA Internal Medicine 43. "She's a hard person not to like. It's like you always admire the best players on the other team, and you wish they were on your team. I admire Secretary Burwell a great deal, and I wish she was on my side of the aisle." Rep. Tom Cole (R-Okla.) on HHS Secretary Burwell in The Hill 44. "We claim on banners, websites and pamphlets that, in addition to pursuing excellence in research and medical education, we seek to improve the health of our communities. But rarely, it seems to me, are those communities defined — or consulted. e people who live near and work in these institutions appear to have no place in these missions: ey are not celebrated as our colleagues, nor can they afford to be our patients." Benjamin Oldfield, MD, internal medicine and pediatrics resi- dent at Johns Hopkins School of Medicine, on healthcare insti- tutions providing care for the real people in their communities in NEJM 45. "I have this fundamental belief the infrastructure of healthcare is obsolete. It's all pre-Internet. But because we love healthcare and because it's a public good, we create a regulatory environment where it's hard for it to die." Jonathan Bush, cofounder, president and CEO of Watertown, Mass.-based athenahealth's National Healthcare Innovation Summit in June 46. "Over 50 percent of primary care, critical care and emer- gency physicians report being burned out. If we cannot improve the current environment of the physicians today, we will lose the future physicians. Based on intelligence, skill and education, physicians are the best of the best. Other industries treat their top performers much better than we treat physi- cians in their work environment." Quint Studer, founder of the Studer Group 47. "It is our hope that the essay will gnaw on the consciences of readers who may recall an instance of their own repugnant behavior. e story is an opportunity to see what this behavior looks like to others and starkly shows that it is anything but funny. Aer finishing it, readers guilty of previous offense will hopefully think twice before acting in a manner that demeans patients and makes trainees and colleagues squirm." Editors of the Annals of Internal Medicine on an anonymous es- say they published from a physician who recounts disturbing in- cidents of lewd comments and unprofessional behavior among health professionals 48. "Approach it like just another dog and pony show. You'll be able to handle it. I leaned on that a whole lot more early in my career than I do today, but it's simple advice that anyone can use in a variety of settings — calm down, take a deep breath and go." Kevin Lofton, CEO of Catholic Health Initiatives in Englewood, Colo., on how to manage uncertainty 49. "It requires a combination of efforts. I'm incredibly op- timistic, but I worry sometimes that it can't be a regulatory thing, it can't be a huge financial hit and it can't just be us." Larry Goodman, MD, CEO of Rush University Medical Center in Chicago and president of Rush University, on population health management at the Becker's Hospital Review 6th Annual Meet- ing 50. "We shouldn't feel sorry for ourselves. A lot of us say, 'Oh my God, how could this be happening. Look at all the unpre- dictable things happening all the time.' ese are happening in every industry." Michael Dowling, president and CEO of North Shore-Long Is- land Jewish Health System in Great Neck, N.Y., at the Becker's Hospital Review 6th Annual Meeting n

• Cover