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Maximizing the Value of Your

Health Care Industry

Committee Membership2018 Guide to In-Person Education Sessions

Health Care Industry Committee

advisory.com2©2018 Advisory Board • All Rights Reserved • 31819_01

In-Person Education Session Service in Brief

The Health Care Industry Committee’s in-person education session service provides members with the unique

experience of having one of our distinguished subject-matter experts present our latest research to your institution.

Health Care Industry Committee faculty are renowned for their deep content knowledge as well as their presentation and

facilitation skills. Member organizations routinely evaluate the in-person education session as the most important service

included with their Health Care Industry Committee membership. Organizations typically incorporate the in-person

education session service into the agenda of an executive-team meeting or board retreat, or as part of a broader staff

education effort. We highly encourage member organizations to take advantage of this highly regarded service.

To schedule an in-person education session, please contact your institution’s Advisory Board relationship manager. Due

to extremely high demand for this service, we respectfully request at least 12 weeks’ notice to ensure faculty availability.

During periods of peak demand we may not be able to guarantee the availability of specific faculty on a particular date.


Our Health Care Advisory Board faculty combine deep expertise in their topic areas with

exemplary communication and facilitation skills. Our in-person education session logistics team

will work with you to identify the right faculty member to meet the needs of your audience.

REPRESENTATIVE FACULTY

Ethan Brosowsky

BA, New York University

Stu Clark

BA, University of Kansas

Ken Leonczyk

JD, Yale Law School

MAR, Yale Divinity School

BA, University of the South: Sewanee

Matt Stevens

JD, University of Chicago

BA, University of Michigan


FAQs for Health Care Industry Committee

In-Person Education Session Overview

How is a topic selected?

Our hope is that this guide will serve as a preliminary reference tool to assist you in selecting an appropriate topic for

your in- person education session. Your Advisory Board relationship manager is a helpful resource; in addition, our

faculty is available to guide you toward the right content for your needs.. Approximately eight weeks in advance of your

presentation, the in-person education session coordinator will set up a planning call for you to speak directly with your

presenter regarding the topic you’ve selected.

What is the appropriate length of time to allot for our presentation?

Most of our topics are roughly ninety minutes in length. Please reference topic summaries inside the guide for specific

suggested lengths of time.

Can we have multiple presentations in one day?

We typically caution against multiple presentations in one day, due to the volume of material covered. Past experience

suggests that it is very difficult for audiences to absorb content from multiple presentations. We’ve found that our

members get the most value out of going in-depth on one topic.

Who should attend the presentation?

Each of our presentations is tailored to a specific audience. You can find this information listed inside the guide as well

as on our website.

Will we receive handouts for our presentation?

The Advisory Board Company has migrated to an electronic format for materials distribution. In advance of the

presentation, we will send you the handout and PPT via email. We welcome you to send copies of the handout to

attendees in advance of the presentation to pre-download, or to provide hard copies of the meeting materials. We will

gladly assist with providing hard copies of the materials should you wish.

What specific room setup or materials are we expected to provide?

The presenter will bring their PowerPoint presentation pre-loaded on a USB flash drive. You will need a laptop projector

setup and microphone if the room size and setup necessitates it. Additionally, a full-sized podium is preferable if you

have one available.

Can we have the same presenter as last year?

While we will try to accommodate specific requests, due to heavy demand it is possible that you’re requested faculty

member will not be available on your preferred date. In addition, each presenter’s expertise lies within a different terrain

so it is important to schedule a presenter who will be best-suited to fulfill the content needs and objectives you are

looking for.

How much does the in-person education session cost?

Your in-person education session is included in your annual HCIC membership based on renewal date.

To request additional information or to schedule your in-person

education session, please contact your Advisory Board relationship manager.


Table of Contents

State of the Hospital Industry

State of the Union . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

C-Suite Agenda 2018: The New Referral Network . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

C-Suite Agenda: Surviving Market Tensions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

The Future of Health Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

Case Study Profiles of Systemness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

The Hospital of the Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

The New Innovation Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Navigating the Future of Value Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

Population Health Management and Coordinated Care

Playbook for Population Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Population Health Care Model Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

The Shared Accountability Care Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

The Patient-Centered Ambulatory Facility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Pharmaceutical Management

Changing Inpatient Dynamics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

Medication Strategy in the Ambulatory Setting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

Post-Acute Care

Post-Acute State of the Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Service Line Strategy: Cardiovascular Programs

Cardiovascular Market Report 2017 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21

Service Line Strategy: Imaging Programs

Imaging Market Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Service Line Strategy: Oncology Programs

Oncology State of the Union . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23

IT in the Changing Health Care Marketplace

State of the Health Care and IT Union . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24


State of the Union


Landscape Scan of the Latest Trends in Health Care

In the wake of the 2016 election and the GOP’s unsuccessful efforts to immediately repeal and replace the Affordable

Care Act, the health care industry continues to grapple with a period of prolonged uncertainty. While the GOP looks to

other means for advancing their health care agenda—especially administrative rather than legislative actions—hospital

and health system leaders across the country are still waiting to see what the Trump administration will ultimately mean

for the future of coverage expansion, payment reform, and federal entitlement programs.

The Health Care Advisory Board’s latest “State of the Union” provides an objective analysis of the next era of health care

reform. The presentation explores the potential futures of the public exchanges, Medicare, and Medicaid—and what

those changes would mean for provider strategy. But government action is only one driver of health care reform. Shifting

patient demographics and health care consumption patterns are certain to threaten financial sustainability and motivate

change at the frontlines. The presentation includes an overview of the evolving health care consumer base and the

emerging range of competitors that are setting a new standard for convenience, service, and affordability.

Finally, the presentation concludes by sharing the Health Care Advisory Board’s latest guidance on how hospital and

health system leaders should proceed amid uncertainty, pinpointing no-regrets priorities that position providers for long-

term success regardless of the political climate.

After attending this presentation, attendees will be able to:

• Understand the latest health policy developments from the Trump administration and Congress—and which reforms

substantively impact provider strategy.

• Identify the core elements of the next era of health reform that are poised to impact the health care industry regardless

of repeal and replace efforts.

• Realize the impact of shifting patient demographics and clinical needs on the future of hospitals’ and health systems’

business model and asset configuration.

• Recognize the need for dramatic system transformation to meet emerging imperatives for cost control, clinical

transformation, and economies of scale.

Length of Presentation

Please allow 60–120 minutes for this presentation, including discussion and Q&A.

Suggested Audience

Board members, executives, strategic planners


C-Suite Agenda 2018: The New Referral Network


Each year, the Advisory Board provides suppliers and professional service organizations with insight into the “up at

night” issues impacting their hospital customers. These annual sessions pull resources from across the Advisory Board’s

multiple research programs and provide an unparalleled view into the key trends, challenges, and opportunities that will

influence hospital executives’ strategies and investment needs. As the list of provider challenges grows, it seems more

and more like there are few surefire strategies to help providers prepare for the future. These complexities are not going

away. Your provider customer’s now face permanent, structural market tensions that will force them to meet multiple,

seemingly opposed, challenges at once. And they’re often struggling.

A new series of mega-mergers announced in late 2017 have caused health system executives to consider future

alliances and competition with massive non-traditional providers. The ambulatory market will be the competitive

battleground for a renewed and critical focus of consumer loyalty. But to capture more cases, systems need to

fundamentally change the ways they appeal to patients.

In this presentation, we focus on how suppliers can help health systems tap into a patient multiplier effect to truly

improve consumer loyalty. No matter your firm’s product and service portfolio, you can make achievable changes to

improve your best customers’ chances to capture patient business. We’ll share tactics you can implement to become a

partner of choice.

In this presentation, you will learn:

• Why current health system strategy is insufficient to generate long term revenue growth

• How health systems can capture more revenue in ambulatory environments

• Tactics suppliers and service firms can implement to help provider customers maximize patient loyalty


Please allow 90 minutes for this presentation, including discussion.

Suggested Audience



C-Suite Agenda: Surviving Market Tensions


Helping Providers Succeed in a World of Tensions

Each year, the Advisory Board provides suppliers and professional service organizations with insight into the “up at

night” issues impacting their hospital customers. These annual sessions pull resources from across the Advisory Board’s

multiple research programs and provide an unparalleled view into the key trends, challenges, and opportunities that will

influence hospital executives’ strategies and investment needs.

As the list of provider challenges grows, it seems more and more like there are few surefire strategies to help providers

prepare for the future. These complexities are not going away. Your provider customer’s now face permanent, structural

market tensions that will force them to meet multiple, seemingly opposed, challenges at once. And they’re often

struggling.

This presentation focuses on the role that suppliers and service providers can play to help hospitals and health systems

address these market tensions. We’ll share a series of case studies of successful provider-supplier relationships and

explain how your solutions can help provider customers grow and succeed. In our 2018 session, we’ll address the

following topics:

• Market tensions affecting provider’s sites of care

• Strategies providers can employ to meet multiple challenges

• Tactics suppliers and service providers can implement to help their hospital and health system customers succeed.

These sessions are designed to educate our members on opportunities and challenges facing their hospitals customers

and to provider actionable insight for navigating customer relationships. It is our hope that this information leads to better

customer interactions, informs the product development and commercial process, and highlights new opportunities to

service the hospital industry.


Please allow 90 minutes for this presentation including Q&A.

Suggested Audience



The Future of Health Systems


As hospitals and health systems continue to consolidate, suppliers and service firms must prepare to serve provider

customers who will look different in the future. Health systems are under greater financial pressure from both public and

private stakeholders to deliver high-value care to consumers. As a result, health systems are looking to enter new

business lines and diversify their revenue streams – from launching their own health plans to creating new clinical

offerings. As health systems advance these efforts, their businesses may look radically different from the traditional

service line models seen today.

In this presentation, we gave an overview on system activity, potential scenarios which could occur in the future, and

actionable steps you can take to prepare for changes in the provider economy.


• Key market forces impacting health systems

• Scenarios for health system transformation over the next decade

• Potential effects on suppliers and service firms and action-oriented steps



Suggested Audience

Planners, architects, real estate leaders at director level and above, and business development leaders


Case Study Profiles of Systemness


Generating Durable Returns from Network Integration

Are your health system partners making the most of their scale? For most health systems, whether small regional

organizations or multi-market national chains, the answer is no. First- order benefits like pricing leverage and capital

access are often achieved, and operational efficiencies occasionally so, but deeper advantages like reduced variation

and portfolio rationalization are much less common. In the eyes of the market, bigger rarely means better. At the root of

the problem is a failure of systemness—the ability of all stakeholders at all sites of care to work together toward common

objectives.

Case Study Profiles of Systemness examines how some leading systems are overcoming the fragmentation inherent in

scale to improve both clinical and financial performance. The discussion begins with in-depth profiles of three well-known

health systems that each exemplifies a different form of systemness:

• Banner Health, a national leader in clinical standardization

• Yale New Haven Health System, an instructive example of acquisition, integration and service rationalization, and

• Intermountain Healthcare, a system in the mist of the journey to a value-based business model

The discussion then turns to specific principles and tactics that providers are using to build systemness. Topics covered

include the division of governance and spending power, innovative roles and responsibilities for executives and

physicians, incentive models, IT integration, and others.

After attending this presentation, you will learn how your provider partners:

• Recognize the true potential of scale and systemness

• Assess and resolve the tension between local and centralized authority

• Create structures to align employees of all levels with both system and local priorities

• Improve information flow across the health system



Suggested Audience



The Hospital of the Future


12 Tactics for Restructuring the Acute Care Asset to Compete on Value

The fundamental assumptions underpinning traditional acute care strategy are becoming increasingly weaker—which

means current hospitals aren't suitable for future market demands.

To achieve acute care sustainability, organizations have to shift focus from labor, supply cost, and clinical variation to the

challenge with the greatest savings potential: fixed costs.

This presentation shares common hospital tactics for significantly restructuring fixed costs by reallocating services

across the system and rightsizing excess inpatient capacity.

After attending this presentation, you’ll learn how your provider partners:

• Understand how to map inpatient capacity to future market demands

• Weigh the merits of comprehensive service offerings versus clinical specialization

• Invest in the right facilities and service line structures across the continuum



Suggested Audience

Board members, senior executives, strategic planners


The New Innovation Agenda


Eight Clinical Technologies with the Potential to Transform Health Care Delivery

Hospitals and health systems need to prepare for a new wave of clinical innovation, especially as leaders read about the

promise of patient-generated data, artificial intelligence, and precision medicine in clinical literature and the popular press

alike. But which emerging innovations have the potential to truly transform health care delivery—and fundamentally

disrupt hospitals’ business?

This research presentation explores the clinical technology pipeline to help health care leaders become more conversant

in the major vectors of innovation, leading applications of new technologies, and the business implications for

established providers.

After attending this presentation, you will learn key insights about:

• Investment outlook 2020: The emerging technologies and clinical models that will define the future of care delivery

• The market for precision medicine: Unpacking the business case for genetics, genomics, and personalized medicine

• The digital health system: The role of virtual care, mobile apps, and digital channels in the new growth playbook



Suggested Audience



Navigating the Future of Value Analysis


With declining reimbursement and the growth of accountable payment, hospital value analysis committees play an

expanding role in supply chain purchasing decisions. Today’s value analysis committees have more formalized

structures, highly sophisticated evaluation tools, and exert a greater organizational influence.

These changes mean medical suppliers must navigate a more complex set of stakeholders in the hospital related to

purchasing, a growing array of metrics for assessment, and aggressive standardization efforts. Within this new

landscape, suppliers must understand how to effectively engage with value analysis teams to support their commercial

strategy and avoid the threat of product commoditization.

This research highlights strategies suppliers can employ across a hospital’s value analysis process with the goal of

helping them more closely align their go-to-market approach with provider decision-making, ensure messaging will

resonate with key stakeholders, and differentiate their products and services.



Suggested Audience

Board members, senior executives, strategic planners, sales teams, and business development leaders


Playbook for Population Health


Lessons Learned on Operating the High-Performance Care Management Enterprise

Hospitals and health systems nationwide are charting the course to become population health managers. Executing on

this aim requires a fundamentally different care delivery model, one which delivers improved clinical outcomes for

patients as well as sustained financial value for the organization.

Faced with a challenging transition from fee-for-service medicine to value-based care, organizations are faced with a

multitude of investments ranging from new IT systems to an expanded care delivery network. Several of these

investments will impact how providers work with suppliers and service providers.

Successful population health managers have developed a disciplined investment blueprint to ensure financial success

accompanies broader clinical transformation. These institutions also don’t manage one population. They segment their

patients into three distinct populations, each requiring different goals, resources, and care delivery models:

• The highest-risk patient: The 3%–5% of the patient population that drives the majority of spending in any given year

due to the presence of at least one complex illness, multiple comorbidities, and psychosocial problems.

• The rising-risk patient: The 20%–30% of the population that has multiple risk factors, which can result in escalation into

the high-cost category if left unaddressed.

• The low-risk patient: The 70% of patients who are either healthy or have one well-managed chronic condition.

This presentation offers a four-step framework for managing these distinct patient populations and operating the

financially successful high-performing care management system.

In this presentation, you will learn how your provider partners:

• Identify the key investments required to build the population health infrastructure

• Understand how successful population health managers organize their care delivery networks

• Determine the most effective strategies for scaling care management across a population

• Redefine access and the point of care for patients at varying risk levels

• Identify tactics for engaging patients in improving their own health



Suggested Audience

Board members, senior executives, strategic planners, and sales teams


Population Health Care Model Implementation


One of the central challenges for population health managers is extending care management past high-cost patients in a

cost-effective manner. Hospital and health systems transitioning toward population health management typically begin by

focusing on the top 5% highest-cost patients. With these high-cost patients comprising nearly 50% of total costs, this is a

good place to start, but is insufficient for long-term financial success.

Achieving sustainable margins under population health management requires extending care management beyond this

cohort to the remaining 95% of the patient population.

However, faced with resource constraints, organizations must find ways to truly scale care management across groups of

rising-risk and low-risk patients. Health systems must also manage care for unconnected populations in the community.

This presentation offers a solution set for scaled care management, first by transforming primary care, systemizing care

management, and finally innovating community outreach to create a financially successful care management enterprise.

• Building the advanced medical home: First generation medical homes invested in practice IT and care managers, but

have struggled to bend the cost curve and expand panel size. Continued innovations within practice operations are

required to accommodate the increased panel sizes needed for scaled care management.

• Scaling system-level care management: Primary care transformation and care management must be aligned to

create a cohesive system that supports the use of technology to more efficiently manage care and engage patients.

• Activating unconnected populations: Attributed, unconnected patients must be identified and linked back to the care

management enterprise to meet unaddressed care needs and create a long-standing bond with the health system.


• Understand how to more efficiently use the ambulatory care team to attain operating efficiencies within the

medical home.

• Develop system-level care management infrastructure and staffing to support truly scaled care management.

• Determine how to efficiently leverage patient portals and other virtual care technology to achieve financial returns.

• Utilize the most appropriate community outreach strategy to meet the needs of an unconnected patient population.


Please allow 60–120 minutes for this presentation, including discussion.

Suggested Audience



The Shared Accountability Care Model


Keeping Patients Activated, In-Network, and Brand Loyal

Patient engagement is critical to success under population health management. After all, even a perfect business model,

operational model, or clinical model can be toppled if patients cannot control their clinical conditions. Today half of

American adults have at least one chronic condition—and half of those have poor rates of medication adherence. To

achieve success under population health management, providers develop short-term active programs that equip patients

for ongoing self-management.

Best in class systems design patient engagement strategies that are hardwired into workflows and scalable across large

groups. First, each member of the care team has a discrete role with concrete objectives. Next, care management teams

prioritize real-world education focused on building new skills. Finally, short-term active management steps help set up

patients for successful ongoing management.

This presentation will teach the three key phases of patient engagement:

• Recruit to Care Management: The primary care team plays a critical, but limited role, in identifying all care needs and

linking care plan steps to personally motivating goals. The team endorses the care plan and care management program.

• Equip Patients to Change Behaviors: The goal of behavior change is to build the patient’s confidence and skill set. For

providers, this means a clear process to onboard patients, teach real-world skills, and provide short-term support system

to reinforce new routines.

• Graduate to Self-Management: With patients well-equipped to self-manage, the care team’s role should be much

smaller. Instead, a robust network of self-management tools, caregivers, and community stakeholders offer long-term

encouragement for ongoing management.


• Identify the key barriers to patient engagement today

• Understand how to hardwire the patient engagement process into their organization

• Improve patient education to focus on real-world skill building

• Implement a scaled solution to long-term population health management



Suggested Audience



The Patient-Centered Ambulatory Facility


Designing for the New Health Care Consumer

In a market where patients are increasingly directing their own health care decisions for outpatient services, hospitals’

growth ambitions hinge on leveraging an expansive ambulatory network to attract and retain a better-informed,

cost-conscious consumer.

The right facility investments can strengthen consumer appeal and differentiate outpatient offerings from competition, but

providers must fundamentally rethink the design of the traditional medical office building to convert patient preference to

sustained brand loyalty. This presentation highlights the most innovative space configurations and design solutions to

meet consumer demands for access, convenience, and an exceptional patient experience within an ambulatory facility.

Facility, construction, and real estate professionals who would like to stay up to date on the latest provider trends and

attitudes should view this presentation.

In this presentation, you will learn how to:

• Streamline the patient journey through an outpatient clinic to minimize unnecessary wait time and improve

consumer satisfaction

• Support ongoing health and wellness by strengthening care management capabilities and accommodating

education and group visit space

• Expand primary care access with off-campus retail clinics, on-site employer health centers, and virtual medicine



Suggested Audience

Senior executives, facility planners, architects, designers, strategic planners


Changing Inpatient Dynamics


Across the board, provider organizations recognize that optimizing pharmaceutical management is a top opportunity to

reduce avoidable costs and improve patient outcomes. Senior pharmacy and population health leaders are now focused

on developing tools and strategies to better understand and evaluate the appropriate use of prescription drugs.

In addition to highlighting how organizations are striving for appropriate use, this in-person education session includes a

review of our latest survey results from over 130 provider pharmacy executives.


• The new goals health care stakeholders have fro pharmaceutical management

• The strategic shifts occurring in inpatient pharmacy management

• How population health dynamics are impacting inpatient pharmacy decisions and priorities



Suggested Audience

Board members, senior executives, physician leaders, strategic planners


Medication Strategy in the Ambulatory Setting


Compared to the inpatient setting, the world of ambulatory medications is much more complex and opaque. But leading

provider organizations are not shying away from the challenge. Learn how pioneering provider organizations are starting

to pull four key levers—prioritization, people, process change, and infrastructure—to evolve their ambulatory medication

strategies and better position their organizations to tackle the challenge of population health.

In addition, this in-person education session explores what provider pharmacy and population health executives want

from their pharmaceutical partners and the steps life sciences companies can take to develop more meaningful

relationships with provider customers.


• How physician contracting models may influence ambulatory clinicians’ medication selections

• The tactics risk-bearing provider organizations are using to understand and manage ambulatory prescribing decisions

• What population health leaders and provider pharmacy executives want from their pharmaceutical partners



Suggested Audience

Board members, senior executives, physician leaders, strategic planners


Post-Acute State of the Industry

Post-Acute Care

This presentation focuses on the latest industry developments, including how the recent election altered the outlook for

current and future reform in our health care system, and the regulatory and market forces that will impact post-acute

care. The presentation will review how post-acute care organizations are approaching their major challenges.


• Transition to value-based payments

• Respond to the rise in patient acuity

• Operate in narrowed acute/post-acute networks

• Navigate third-party vendors



Suggested Audience

Board members, senior executives, strategic planners, sales teams, and business development leaders


Cardiovascular Market Report 2017

Service Line Strategy: Cardiovascular Programs

Analysis of key market forces impacting CV services and guidance on how to adapt program strategy to maintain market

leadership in light of increasing mandates for value- based patient-centered care. Viewing this presentation will help you

align your message with the goals of CV service line leaders.

This presentation covers:

• 2017 payment updates and 5-year demand forecasts

• The impact of health care policy changes on CV providers (e.g., MACRA, readmissions penalties, site-neutral

payments)

• Insight into new innovations that will influence future CV care and service line strategy



Suggested Audience

Board members, senior executives, physician leaders, clinical leaders, ambulatory VPs, strategic planning

leaders, business development leaders


Imaging Market Update

Service Line Strategy: Imaging Programs

Key Forces Shaping Imaging Economics

The profitability of the imaging enterprise continues to face headwinds. To make the best strategic and operational

decisions for their programs, radiology leaders need to have an understanding of the reimbursement, regulatory and

market demand changes underfoot. Suppliers and service providers need to understand the top priorities of imaging

leaders in the broader health care system to help ensure products and services are tailored to meet evolving imaging

needs. This presentation will discuss the key regulatory updates and market forces impacting imaging.


• Overview of critical pressures confronting providers

• Outlook for inpatient, outpatient, and ED volumes

• Impact of reimbursement and regulatory changes



Suggested Audience

Board members, senior executives, physician leaders, strategic planner


Oncology State of the Union

Service Line Strategy: Oncology Programs

The 2016 election brought a change of leadership to Washington and statehouses across the country, calling into

question the future of value-based payment and health care financing. Beyond the election, 2016 was marked by a

number of significant changes to health care—MACRA was finalized, the first steps towards site-neutral payment were

solidified, and CMS’s first oncology-specific payment reform launched.

2017 promises to be just as eventful as the Trump administration promises to repeal the Affordable Care Act and

stakeholders grapple with rising drug costs, increasing consumerism, and a continued push towards population health.

This presentation will analyze the major market forces impacting your customer’s cancer program strategy.


• The impact of the 2016 election on health care oncology providers

• Updates on key reimbursement and regulatory changes

• How the health care marketplace is evolving

• Stakeholder responses to rising costs of care



Suggested Audience



State of the Health Care and IT Union

IT in the Changing Health Care Marketplace

Both the health care and IT industries continue to change rapidly. The health care industry is seeing new payment and

delivery models, along with increasing focus on consumers and patient engagement. Concurrently, technology is

improving exponentially, creating the potential for IT-enabled solutions that few would have believed possible only a few

years ago.

This session will:

• Highlight the current forces and trends transforming health care and describe elements of key strategies organizations

are implementing to survive and thrive in these tumultuous times

• Identify key developments and changes in technology that could help reshape the health care industry

• Provide examples of successful IT-driven innovations to meet the escalating demands for affordability, accessibility

and quality



Suggested Audience


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