Three health system CEOs discuss key areas for growth over the next few years.
Carl S. Armato, President and CEO of Novant Health (Winston-Salem, N.C.): "Novant Health has one of the largest medical groups in the country. We believe that in order to continue to grow our footprint, which currently consists of more than 1,380 physicians, nearly 24,000 team members at 530 locations including 14 medical centers and hundreds of outpatient facilities and physician clinics, we must establish true partnerships with our physicians. We also strongly believe that we need to offer our consumers new services and experiences that resonate most with them. This includes offering one-on-one education, 24/7 access to providers through video visits and assigned care coordinators to meet the growing demand of all patient populations. Key to this model's success is coordinated care, with physicians, nurses, pharmacists, dietitians, social workers, referral coordinators and others working together as a team to give patients the personalized care they want and need. Ultimately, this type of care provides value — safe, more affordable care with better outcomes — and is centered on the individual patient's unique needs.
"At Novant Health, it is our overall business strategy that we will grow our revenue from $4 billion to $10 billion in 10 years by becoming a nationally recognized, super-regional health system that delivers a transformative consumer experience, seamless access and the highest levels of quality and safety across multiple, distributed points of care."
Thomas Jackiewicz, Senior Vice President and CEO of Keck Medicine of the University of Southern California (Los Angeles): "The vision and strategy for growth at Keck Medicine of USC is based on building its reputation as a tertiary and quaternary provider, partnering with community hospitals and local medical groups and being Los Angeles' destination for treating the very sickest patients. Keck has set up unique partnerships to support the area's diverse healthcare communities by providing high-complexity care at a fixed cost and guaranteed quality. Having the highest demonstrable quality is the linchpin for our success."
Stephen Klasko, MD, President and CEO of Thomas Jefferson University and Jefferson Health (Philadelphia): "Over one year, it is a matter of living in a twilight zone between fee-for-service and fee-for-value. While everyone talks about moving from volume to value over the next year, most of our income is from fee-for-service, so we have to live with being penalized for doing the right thing. Over five years, at Jefferson we are counting on a combination of millennials who value technology over loyalty beginning to access healthcare as well as doubling down on our 'from Blockbuster to Netflix' strategy of moving care out to where people are. This requires a combination of providing university-level care in our community hospitals, telehealth, partnerships with companies like IBM Watson Health and bringing hospitality back to the hospital business."