Issue link: https://beckershealthcare.uberflip.com/i/961245
160 SPEAKER SERIES In fact, that goal of reinventing the medical care experience is why we, at Velano Vascular, are focused on blood draws. Our inspiration dates back to when an elderly patient asked our founder and inventor why she needed to be stuck with another needle for a blood draw when she already had an IV line in her arm. We believe that by treating patients as consumers and as people — and re-imagining every facet of their care — we can significantly advance the healthcare experience in the years ahead. John Snyder, FACHE Executive Vice President and System Chief Operating Officer, Carle Health System (Urbana, Ill.) Chief Administrative Officer, Health Alliance Medical Plans Hear Mr. Snyder speak at 4:10 p.m. on April 11 at the panel, "Our Journey to Value — How to Integrate and Leverage a Health Plan and Deliver Strategic Value to a Vertically Integrated Health System." Mr. Snyder will also speak at 11:25 a.m. on April 12 at the panel, "Should Providers Own eir Own Insurance Plans?" "What I noticed the last time I was a patient was how much the little things matter. Quality care should be a given. What makes the difference between a good and excellent experience are a couple of things. Being treated as a partner in your own care, and being educated about what is happening and why it is happening makes a big difference in patient engagement and satisfaction." Jaspal Singh, MD, MHA, MHS, FCCP, FCCM Pulmonary, Critical Care and Sleep Medicine Physician, Atrium Health (Charlotte, N.C.) Hear Dr. Singh speak at 9:45 a.m. on April 14 at the panel, "Physician Leadership and Development: A Conceptual Model for Teaching Physicians and ACPs to be Effective Leaders." "I continually seem surprised at how increasingly expensive healthcare is becoming. Medications are difficult to afford even for those with financial means. Minor procedures can cost tens of thousands in the current environment. Moreover, since costs are being passed to patients, I can see why many patients refuse or delay services. Similarly, my family members and I have personally delayed elective procedures and refused expensive medications even though we think in the long-run these might be helpful. Added to the expense is the lack of complete cost transparency in cost transactions in healthcare. We believe this is a very treacherous situation for patients and families, and are hopeful the current focus of our organization to evolve to more cost containment and increased transparency will be helpful to our communities." Terre Short, MBA, CXPX Assistant Vice President of Patient Experience, HCA Healthcare (Nashville, Tenn.) Hear Ms. Short speak at 3:05 p.m. on April 13 at the panel, "How Cultural Readiness Predicts and Influences Sustainable Results." "I noticed a disconnect between all of the various caregivers regarding the details of my care, forcing me to have to take on connecting the dots and coordinating my care. I believe this is a big part of what we need to fix. We have yet to properly leverage technology to improve the teamwork and collaboration of caregivers, as well as free them up a bit to make a personal connection with the patient." Stonish Pierce, FACHE System Vice President of Specialty Services, Beaumont Health (Royal Oak, Mich.) Hear Mr. Pierce speak at 3:25 p.m. on April 11 at the panel, "Key Financial and Alignment Strategies." "My last healthcare experience was a visit to a dental practice that I've remained a loyal patient to for the last several years. I would describe my entire experience as pleasant and consumer-focused, but this is due in large part to the fact I selectively research my healthcare providers based not only on clinical credentials, but also, and most importantly, on the 'service' experience that I can anticipate. Researching the service experience may include, but is not limited to, online ratings from prior patients and families, social media, promoted service amenities, ease of access and ease of interfacing with the provider on an ongoing basis given my busy schedule. e practice is very modern in both its physical and virtual forms. From a pre-arrival standpoint, I was able to complete new patient paperwork, obtain information related to insurance coverage and even view photos of the practice's modern facilities online. Upon arrival, parking was easy to secure, comfortable seating was provided along with free Wi-Fi access and manageable television noise, but most importantly, the wait time was less than five minutes. e staff were all professional, introduced themselves by their name and their role and informed me as to how they would be interacting with me as a patient during my visit. Following my appointment, the practice provided me with immediate access to schedule future appointments during convenient evening and weekend hours that accommodated my schedule. While not a 'traditional' health system encounter, what I derived from this experience, as well as other healthcare experiences, is that we're fortunate to serve the overall experience that today's patients expect to receive at Beaumont. As the largest healthcare system in Michigan — based on inpatient admissions and net patient revenue — with eight hospitals, 36,000 employees, 5,000 physicians and nearly 200 outpatient care sites, I'm inspired to translate my personal experiences into motivating our employees to assist Beaumont in reaching its goal of being a national leader for patient- and family-centered care over the next five years." Shaun Phillips Vice President of Clinical and Pharmacy Services, Bronson Healthcare Group (Kalamazoo, Mich.) Hear Mr. Phillips speak at 9:40 a.m. on April 14 at the panel, "Key oughts on How to Control Pharmaceutical Spending." "I had recent outpatient knee surgery due to sports-related injuries. It was a great experience, as I was fortunate to get everything taken care of quickly and efficiently. e problem is our support services — home care, rehab, etc., are not geared towards middle- aged, busy people. We have many of our services and support systems built to support our core demographic—aging populations with older or grown children. We need to consider what are the needs of families with young children and perhaps limited or no family support in the area. How do we help a single mother continue her own care and care for her kids aer an appendectomy? How do we support a family with a dad who just had back surgery and can't do home repairs like before? If either of these folks try to do their usual activities too soon, they will be readmissions too. We as an industry need to consider our aer-care, post-acute systems to take care of our traditional populations as well as the kinds of barriers to younger patient populations face."