ceo board report
TRANSCRIPT
CEO Board Report
Presented by
James E. T. Jackson, Interim CEO
April 30th, 2021
Starting February 2021
• 20 Site Visits, 2 campuses every week
• 50 Individual 1:1 meetings with staff
• 23 1:1 meetings with physicians
• Starting soon:
“The Walks” Kick-off around Lake Merritt w/ AHS staff and the community
- 1 Saturday a month (weather permitting)- Creating a holistic and healthy environment
Re engaging AHS – The First 90 Days
James E. T. Jackson
Interim CEO
Mark Fratzke
Interim COO
Kimberly Miranda
CFOGhassan Jamaleddine, MD
CMO
Mark Amey
CIOMike Moye
General CounselLorna Jones
Interim CHRO
Tangerine Brigham
CAO, Population Health
VP Patient Care
Services
Acute Care
CAO
Post Acute Care
Services
Public Affairs and
Community
Engagement
Health Equity
Care
Management
VP System
Transformation/
Reengineering
Finance Division
Revenue Cycle
Division
VP Support
Services
Information
Technology
Contracts and
Grants
Network
Development
Applications
Health
Information
Management
Business
Intelligence
AHS Board of Trustees
Sheria Johnson
Executive Office
Manager/ Special
Assistant to CEODr. Chitra Akileswaran
President
EBMG
Preston Walton
President
AHSF
Telcomm/Network
+ Strategy Reports directly to CEO
Reports directly to the Board of Trustees/Audit and Compliance Committee and administratively to the CEO
** CNE is accountable for Nursing practice across the system
Revised April 2021
East Bay Medial Group
Board of Directors
ALAMEDA HEALTH SYSTEM
ORGANIZATIONAL CHART
Legal Counsel
Ronna Jojola
Gonsalves
Clerk of the Board
System Ancillary
Services
Waiver
Integration
Payor
Contracting/
Insurance
ACMO
Acute Care
Services
CAO Ambulatory
Care Services
AHP/Provider
Delivery
Chief Quality
Officer
Risk/Accreditation
Medical Staff
Office
CAO/CNE**
Acute Care
Services
System Admission
& Transfer Center
Talent Acqusition
Labor Relations/
Partnerships
Benefits &
Wellness
Diversity and
Inclusion
Organizational
Education and
Development
HealthPath
CGME
Vacant
VP Strategy and Business
Development+
Akemi Renn
Interim, VP Internal Audit &
Compliance
Mark S.Fratzke
Interim
Chief Operating Officer
Cyndi Narcisse
Executive Assistant
Richard Espinoza
Chief Administrative
Officer
Post Acute
ALAMEDA HEALTH SYSTEM
OPERATIONS DIVISION
Vacant
Vice President
Support Services
Vacant
Vice President
System
Transformation &
Re-engineering
Fairmont Skilled
Nursing
Long Term Sub-
Acute Care
Park Bridge
Skilled Nursing
PMO
Kaizen Promotion
Office/LEAN
Environmental
Services
Food & Nutrition
Supply Chain
Management
Security
Services
Janet McInnes
Chief Administrative
Officer/Chief Nurse
Executive
Acute Care
Behavioral Health
Nursing Unit Leaders
System Ancillary
Services
Rehab Services
Acute Rehab
Services
Respiratory Services
Bio Medical
Engineering
Interpreter Services
James E.T. Jackson
Interim
Chief Executive Officer
Nursing Unit Leaders
Nursing
Administration
Staffing Office
Nursing Unit
Leaders
Nursing
Administration
Staffing Office
Nursing Unit
Leaders
Nursing
Administration
Staffing Office
Respiratory
Services
Respiratory
Services
South Shore
Skilled Nursing
Revised April 2021
Ronica Shelton, RN, MSN
VP Patient Care Services
Alameda
Glorinda Pastorius, MSN,
RN,
NEA-BC, CCRN-K
VP Patient Care Services
San Leandro Hospital
Theresa Cooper, RN,
BSN,MSN
VP Patient Care Services
Highland General Hospital
Engineering Services
Vacant
VP Patient Care Services
John George
Psychiatric Hospital
System
Education
Alameda Health System
Operations Future State
Organization Structure
Chief Operating Officer
CAO
Skilled
Nursing Facility
Vice President
Support Services
CAO
Alameda and San
Leandro Hospitals
Director
Interpreter Services
CAO
Highland General
Hospital
Director
LEAN
CAO
John George Psychiatric
Hospital
Director
Clinical Lab
Chief Nursing Officer
Director
Radiology
Director
Imaging
AHS Org Structure #2 –
Alameda Health System
Operations Future State
Triad Structure
COO
CAO
San Leandro and
Alameda
Nurse Leader
John George
Nurse Leader
Highland
Nurse Leader
San Leandro
Nurse Leader
Alameda
CMO
MD Lead
Alameda
MD Lead
Highland
MD Lead
San Leandro
MD Lead
John George
ACMO
AHS Structure #1 4_28_2021
CAO
Highland
CAO
John George
System
CNO
Huron Proposal
AHS Board of Trustee Retreat
Friday, April 30th, 2021
HURON I 7
Alameda Health SystemCaring, Healing, Teaching, Serving All
Why
Alameda Health System needs to accelerate a broad spectrum of financial and process performance improvement initiatives to achieve a sustainable operating budget.
• Improvement in processes and financial results are key for Alameda Health System to continuously serve the community and their patients.
• Improvements must be sustainable.
• The financial goals are $20M - $40M annually.
• This project is a key component of our budget.
HURON I 8
How
• A comprehensive partnership with Huron will accelerate achieving our goals.
• The work will be leveraged to further enhance our cultural and operational excellence
• The partnership with Huron includes a commitment to Diversity, Equity, and Inclusiveness.
• The scope of the project will include revenue enhancements and cost improvements.
• Huron has a strong track record of working with public entities in California.
• Huron has the expertise and capacity to accelerate implementation.
• Huron will invest to accelerate the implementation of $20M to $40M in annual recurring financial improvement.
• Fees are 100% at risk, in essence the project pays for itself.
© 2020 Huron Consulting
Group Inc. and affiliates.
HURON I 9
California
Proven Results
HURON I 10
Mountain View, CA | $830M NPR |
395 Physicians | 2 Hospitals
TOTAL BENEFITS
• $73.9 Million
Moreno Valley, CA | $450M NPR |
137 Physicians
TOTAL BENEFITS
• $83 Million
Greenbrae, CA | $380M NPR |
120 Physicians | 1 Hospital & Clinics
TOTAL BENEFITS
• $29.2 Million
“Huron’s healthcare solutions led to improvements across our
organization, delivering over $83 million in recurring benefits
and setting us on a path of continual improvement. The
project was a great success.”
- JAY ORR, CEO*, RIVERSIDE UNIVERSITY, MEDICAL CENTER *reflects title at time of engagement
TOTAL BENEFITS
• $20.6 Million
Salinas, CA | $225M NPR | 193 Physicians
TOTAL BENEFITS
• $29.1 Million
Ventura, CA | $400M NPR |
217 Physicians | 2 Hospitals
TOTAL BENEFITS
• $21.8 Million
Escondido, CA | $700M NPR |
370 Physicians | 3 Hospitals
Nationwide
TOTAL BENEFITS
• $50 Million
Seattle, WA | $950M NPR
TOTAL BENEFITS
• $240 Million
New York, NY | $5B NPR |
1,067 Physicians | 12 Hospitals
Ideas for project names or
continuing values
• BEST – Building Excellence, Sustainability & Transformation
• FIRM – Financial Improvement & Resource Management
• FAST – Financial Acceleration & Stewardship Team
• FIRST – Financial Improvement & Resource Stewardship Team
© 2020 Huron Consulting
Group Inc. and affiliates.
HURON I 11
COVID19 Vaccine UpdatesU. Mini B. Swift MD MPH FACP
Vice-President Population Health
Activities Henry Ford AHS
Staff Vaccinations ✓ ✓
Patient Vaccinations ✓ ✓
Strategies 1. Clinics,
2. Community activities
3. Stopped inpatient
4. Others
1. Post Acute (4)
2. Ambulatory (4)
3. Inpatient (4)-paused
4. Highland ED-paused
5. JG PES
6. Mobile Clinic-
7. Beebe Memorial
FEMA Partnership ✓ Vaccinations ✓ Blood Borne
Pathogens
Vaccine Awareness and Advocacy ✓ ✓ Advocacy Workgroup
✓ Last Push Campaign
Outcomes: Equity
Outcomes: Patient Vaccinations
Lessons Learned
• Make decisions quickly
• It takes a village, pull resources from everywhere
• Staff vaccination experience informed patient vaccination operations
• Equity
– Digital Divide-phone calls are more effective than MyChart
– Focus on zip code
– Community Partnerships:
• Total experience needs to be positive
Biggest Challenges
• A lot of administrative and
documentation requirements
• Cold storage requirements
• Data collection-(Axion,
Epic, Excel)
• State immunization registry
• Operational bandwidth
• Targeted outreach
• Vaccine demand and now
hesitancy
“We live in the future that we build”
Principles
• Equity/Justice
• Supporting Primary Care
Access for Everyone
• Safety
Key Areas
• Ongoing role in the public health
response
• Future of inpatient and ED
vaccinations
• Building confidence in vaccines and
addressing hesitancy
• Transition into “Usual Care”-
boosters in Primary Care
Taskforce Planning Activities
Questions?
Thank you