On May 10th and 11th, Dr. David Adinaro will present at Becker’s Health IT + Clinical Leadership 2018. As part of an ongoing series, Becker’s is talking to healthcare leaders who plan to speak at the conference, which will take place May 10-11th 2018 in Chicago.
To learn more about the conference and Dr. Adinaro’s session, click here.
Question: As a leader, what is the best investment you made in your own professional development in the past five years?
Dr. David J. Adinaro: While there are many things that have helped me develop, the closest one to an investment was higher education. I realized that if I wanted to grow beyond my comfort zone, [which was in] clinical medicine, I needed to go back to school. For me, that was getting a master’s [degree] in healthcare systems engineering from Lehigh University. It led directly to my first hospital-level position as a chief medical informatics officer, which led to considerable growth and opportunity.
Q: What change in reimbursement is your organization feeling most acutely and how is it affecting your 2-5-year strategic plan?
DJA: The stalling growth in revenue despite rising operational expenses — or revenue compression — occurred much more quickly than expected and has not entirely been the result of value-based purchasing that we expected. The challenge has forced us to focus on both revenue opportunities — like new programs, increasing [case-mix index] and decreasing losses from denials — and operational improvements, including renegotiating contracts for services and supplies, improving length of stay and value analysis strategies.
Q: Describe one of your best colleagues. What it is that person does/brings that makes them indispensable to your organization?
DJA: I work with so many great colleagues who possess similar characteristics that make them so valuable. First and foremost, they are collaborative and flexible. [They are also] able to find common ground across departments or divisions. They are not afraid to lead, [or] to have a perspective, advocate a position and make decisions. Finally, they are “”big picture”” people, [meaning they are] not focused only on the task at hand but how [that task] could impact the whole institution.
