neshs webinar 12 17 2009 presentation handout

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Berkshire Marketing Group

NESHS WebinarSeries

MACNULTY CONSULTING, LLC

Best Practices in Linking Strategic Planning and Best Practices in Linking Strategic Planning and Business Intelligence to Improve PerformanceBusiness Intelligence to Improve Performance

December 17, 2009December 17, 2009

“Plan, Measure & Act!”

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Pat Salem, M.B.A.Vice President, Healthcare Planning & [email protected]

Amy MacNultyPresidentMACNULTY CONSULTING, [email protected]

Presentation Collaborators & Colleagues

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Mitch Ocampo, MCSD, MCDBA, MCTPractice Director, Microsoft BIBITadvisors617.359.8194 [email protected]

AgendaAgenda

1. Results Oriented Enterprise Planning and Implementation

2. Closed‐Loop Planning – BI: “Plan, Measure & Act!”

3. Best Practices of BI and Dashboards: Tools, Techniques & Mindset: “One Stop Reporting Platform”

4. Partners Case Study

Questions & Answers

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? ? ? ?If you have questions during the presentation, please submit them using the Q&A option at the top of your screen.

We will address them at the conclusion of today’s event.

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Organizing a Strategic Planning Process: Organizing a Strategic Planning Process: Typical PhasesTypical Phases

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Phase 2Strategic Thinking

Evaluate strategic alternatives & define a preferred future

Phase 1Strategic Assessment

Build the fact base to support decision‐making

Phase 3Strategic Planning

Define means to achieve desired future position

Interviews, surveys and focus groupsAssessment of current positionPortfolio modelPlanning assumptions and key uncertainties

Identification of key issues and critical success factorsReview of mission/ vision/valuesDevelopment of future vision and metrics

Definition of goals and strategiesFramework for tactical planningStrategic financial planCommunications plan

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Why PlanWhy Plan??Understanding of key uncontrollable issues likely to impact the organization in the future

Environment, market, competition

Establish position in light of these key uncontrollablesStrengths and weaknesses

Determine optimal alternative strategic directions

Build consensus for an appropriate strategic direction among stakeholders

Identify measures for success

Plan, Measure and Act!

Planning process will result in the development of a plan document.Planning process will result in the development of a plan document.

Raising the Bar: Best Practices for Healthcare Raising the Bar: Best Practices for Healthcare Strategic PlanningStrategic PlanningHow would you rate your organizations strategic planning performance against following best practices?

Linked to all parts of organizationEvolving, flexible and continuously improvingCommunication throughout the processAdherence to essential strategic planning componentsFinancial analysis and outcomes secondary to strategic thinkingDiverse competencies (vs. single core competency) drive the planning process, i.e. key areas of competitive advantageAction plans and strategic thinking at business unit level are emphasizedInnovation and creativity are emphasizedPerformance management and knowledge management programs are incorporated into strategic planning processStrategic planning changes from static to dynamic process

Source: Raising the Bar: Best Practices for Healthcare Strategic Planning, Alan M.Zuckerman, HS&S, SHSMD Benchmarking Study, 2007. 8

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Strategic Thinking and Strategic Planning are Not the Same Thing

Strategic ThinkingStrategic Thinking Strategic PlanningStrategic PlanningGetting from here to there

Evaluating alternative paths to reach future state

Resource allocation

Laying the course

Conceptualizing the end game

Future state definition

Naming assumptions

Combination of dialogue, discussion, and debate

Strategic Planning ContinuumStrategic Planning Continuum

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Traditional Goal Oriented

Scenario Planning

Alignment Dynamic

Source: HBR, Putting Leadership Back into Strategy

Models of Strategic Planning

Linear‐ Top Down

Match Resources to Capabilities

Environmental Scan and Optimize Response

Align Mission and Performance

Collaborative with focus on Strategic Thinking

Opportunities for Success:Focus on dynamic process than solutions will increase commitmentLink to management cycle for effective implementationCombine planning discipline with increased capacity for creative thinkingBuild on strengths and identify opportunities to differentiate: “we are the best because…”

Opportunities for Success:Focus on dynamic process than solutions will increase commitmentLink to management cycle for effective implementationCombine planning discipline with increased capacity for creative thinkingBuild on strengths and identify opportunities to differentiate: “we are the best because…”

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Understanding Understanding Strategic IssuesStrategic Issues

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Where Do You Get Information?Where Do You Get Information?

What are your biggest data challenges?

Where have you been “creative?”

How do you decide what information to share with others in a planning process?

When do you report back on progress?

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Quantitative Data Problems and PitfallsQuantitative Data Problems and PitfallsProblem Potential Solution

Data limited to inpatient services

Lacking primary market research

Out of date data

Reluctance to believe what the information tells us

Analysis paralysis

Inability to turn data into information

“Connect the dots”

Just do it

Use what you have

Involve the right people

Agree “what you need to know”

Import expertise

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Qualitative PerspectivesQualitative PerspectivesMethod Benefits Limitations

One-on-One Interviews

More "confidential" than focus groups

Allows for in-depth exploration of topics with each participant

Interviewer bias is possible

Time intensive (expensive)

Limited number of people can be involved

Focus Groups

Allows more to participate

Can begin process of building consensus

Can explore reasons behind responses

Potential for “group think”

Not possible to explore topics in depth with each participant

Written Surveys: On-line/ Telephone

Good way to get input from large numbers of internal or external constituents

On-Line can be less expensive than phone surveys and easy to tabulate

Biased sample Typically low response rates

Generally not possible to explore reasons behind responses

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Developing Elements of Developing Elements of the Strategic Planthe Strategic Plan

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Planning HorizonPlanning HorizonReach agreement about your planning timeframe

Mission

Time

Vision

Goals

Tactics Tactics Tactics

1 Year Operating Plan

3 years?5 years?10 years?

Strategies

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Working DefinitionsWorking DefinitionsMission A long-standing statement describing an organization’s core purpose

or reason for being.

Values Intrinsic beliefs an organization cherishes above all others.

Vision A statement describing an organization’s desired future position.

Goals Desired end results toward which effort is directed.

Strategic Metrics Measures and targets used to create clarity around desired outcome of the strategic plan and to monitor progress.

Strategies Carefully designed plans for deploying resources to attain a favorable position.

Tactics Specific steps to achieve strategies.

Management Metrics Indicators that management monitors to measure performance on tactical steps.

Resource Requirements/Budget Financial and non-financial needs to support implementation.

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Strategic MetricsStrategic Metrics

Strategicmetrics can be developed at the vision or goal level

Managementmetrics are developed at the strategy and tactic levels

Strategic Metrics Measures and targets used to create clarity around desired outcome of the strategic plan and to monitor progress

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Competing on AnalyticsCompeting on Analytics

Champion Analytics from the TopCreate a Single Analytics InitiativeFocus Your Analytics EffortEstablish an Analytics CultureHire the Right PeopleUse the Right Technology

Source: Competing on Analytics, Thomas H.Davenport, HBR, 2005.

“Use sophisticated

data-collection technology and

analysis to wring every last

drop of value from all your

business processes.”

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Performance ManagementPerformance Management

Balanced Scorecard◦ Measures to help monitor strategy implementation and performance

Link Performance to StrategyHealthcare Executive Dashboard◦ Financial Perspective◦ Patient Perspective◦ Internal Processes◦ Learning & Growth

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Strategic MetricsStrategic Metrics

Helpful HintsLimit the number of measuresEmphasize outcome measures over process measuresUse a balanced set of measuresEnsure that measures are clear and the data are readily availableRecognize data limitationsAvoid measure “creep”

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Translating the Plan Translating the Plan Into ActionInto Action

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Tactical PlanningTactical PlanningEven good strategy isn’t enoughMust determine capability for implementing strategy◦ Timeliness – Is there so much to do that effective plan implementation is unlikely? ◦ Affordability – Can we afford the plan, in terms of operating expense and capital expense?◦ Availability of human resources – Do we have the people with the right skills to implement the plan?

Who will do What by When With What Resources to produce What Results

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After the Plan is DoneAfter the Plan is Done

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Three Types of Links NeededThree Types of Links Needed

1. Functional links◦ Strategic plan with long‐term financial plan

Critical for avoiding the dreaded “Shelf‐itis”

2. System plan to operating entity plan3. Links of plans with varying time horizons

Strategic Plan

Annual Business Plan

Service Line Plans

Functional Plans

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Communicating the PlanCommunicating the Plan

Provide feedback to all stakeholders involved in the processProvide sufficient information to support plan implementationProtect key strategic information from competitors ◦ How much of the plan is shared? Support employee morale◦ Employees often the best ambassadors

◦ Use multiple communications vehicles

Everyone does NOT need to receive the same level of plan detail!

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Monitoring Plan ImplementationMonitoring Plan Implementation

Frequency of reviews a function of plan time horizons and the level at which the review is taking placeRemember, this is a strategic plan◦ Reviews in the early stages of the planning horizon focus on actions, not outcomes◦ Later reviews assess both actions and outcomesManagement reviews typically occur on a semi‐annual basisBoard reviews should occur at least annually

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Questions to AskQuestions to Ask

Do we have the correct goals categories? Are they still realistic? Do they need to be changed?Is appropriate progress towards goal achievement being made?

If not, is the issue one of strategy or execution? How do you know?

Do the strategies or timelines require adjustment?

Are action steps being implemented in a timely and effective fashion?

If not, is the issue one of resources, execution, inappropriate steps or unforeseen issues/complexity?

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Is your Plan on Target?Is your Plan on Target?

Using Business Intelligence to ACT Using Business Intelligence to ACT like a metricslike a metrics‐‐driven organization driven organization

Pat Salem, VP Planning & BI, BITadvisors

From strategy to execution & measurement

Strategy

Insight Decisions

Real-time “actionable”information; aligning actions with strategyMonitor key strategic metrics, quality, financial & operational performance.Report across data sourcesExecute across the continuum care network

““Closing the Planning LoopClosing the Planning Loop””

Any Business Application

Any Data Source

Ad Hoc Reporting & Analytics

Dashboards, & Scorecards

Performance Management

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What is Business Intelligence?What is Business Intelligence?

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Business Intelligence (BI) technologies help an organization collect, integrate, analyze and interpret business information to support better decision‐making.

BI often uses metrics or key performance indicators (KPIs) to assess the present state of business and to prescribe a course of action, such as % Operating Margin, ALOS, FTE / Adjusted Occupied Bed.

How we How we ““dodo”” reporting todayreporting today……....““The Report Life CycleThe Report Life Cycle””

Call IT 911!!Call IT 911!!

Get data Get data extractsextracts

Into AccessInto Access…… Out to Excel..& PivotOut to Excel..& Pivot

Into Power PointInto Power Point

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Schematic of BI Tool SetSchematic of BI Tool Set

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Executive ManagementDashboards, Scorecards, KPIs

Front Line EmployeesOperational or Standard Reports

Information Discovery and DeliveryInformation Discovery and Delivery

Business AnalystsAd-Hoc Queries, On-line Analytical Processing (OLAP)

IT

Business User

Business User

BI Creators

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DASHBOARDS and AD HOC Reports DASHBOARDS and AD HOC Reports –– What can they do?What can they do?

Dashboards provide organizations the ability

to track performance of KPIs

Visualizations align actions with strategy

Alerts organizations to exception conditions

Users can drill down to detail to see root cause

Ad hoc reports provide users with a self-serviceenvironment

Mangers can create reports from scratch or simply update existing reports

Intuitive analysis via ad-hoc reports “on the fly”

Quick adoption rate …ease of use

TRUST... Business Intelligence provides accurate & consistent information, for users to make timely business decisions

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Data Lineage & ConsistencyData Lineage & Consistency

Nursing

Log Sheets

Financial

ReportService

Report

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Healthcare Drivers for BIHealthcare Drivers for BI

ARRA & HITECH act provide incentives to stimulate EMR adoption.

Economic challenges / capital constraints – focus on financial performance & dashboards.

Healthcare consumerism is fueling the need for transparency of hospital quality & cost data.

Cost shifting spurs patients to become more involved in the healthcare purchasing decision.

Hospitals face growing demand for services and declining reimbursements.

CMS & private payers are moving toward “value‐driven healthcare.”

The number of P4P initiatives is increasing.

New emphasis on public reporting of quality data via “report cards”.

HCAHPS / patient satisfaction used as a proxy for quality performance.

Hospitals face increased competition from new “retail” providers, e.g. Minute Clinic, Wal‐Mart, Target, Rite Aid….

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BI for the BI for the ““Continuum of CareContinuum of Care””

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Retail Clinics

Home Care

CHCMD Office

Acute Hospital

SDC

LTCHospital

Rehab SNF Hospice

Ambulatory Care

Acute Care

Post Acute Care

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BI Portal for Health Information Exchange BI Portal for Health Information Exchange

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REGULATORYAGENCIES

SUPPLIERS

MDS & OTHERPROVIDERS

BI for BI for ““DisparateDisparate”” HC systemsHC systems

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Finance AncillaryDepart

ClinicalInitiatives HRPhysician External

Data

• GL / AR• Budgeting• Planning• Medical

Records• Registration• Materials

(Supply Chain) • Payroll• Patient Billing

• DecisionSupport

• BI /Data Warehouse

• ED• O.R.• Pharmacy• Radiology• PACS• Cath Lab• Laboratory• Pathology

• Time andAttendance

• Credentialing• Scheduling• MD Billing• MD A/R• RVU• PQRI

• Meditech• Eclipsys• Siemens• McKesson• IDX • Lawson

D i v e r s e A p p l i c a t i o n s a n d S y s t e m s • SAP• BOBJ• Eclipsys• McKesson• Trendstar• Peoplesoft• Cognos

• TEIC• Midas +• Eclipsys• Siemens• Cerner• Allscripts• Eclinical• GE Centricity

• McKesson • Siemens• Cerner• Emergsoft• Meditech• MISYS• Mediware• IDX• GE

• Kronos• ADP• API

IT

• Quality Measures

• EMR• CPOE• BPOC• Disease

Surveillance • Laboratory• Pharmacy

• WebMD/Healthshare

• Press Ganey• HCAHP• AHRQ• Claritas• Solucient

• IDX • Siemens• McKesson• Meditech

• Utilization• Mkt. analysis

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Enterprise Healthcare DashboardsEnterprise Healthcare Dashboards

Quality Management Strategic Initiatives

Volume Tracking Financial Performance

Patient Satisfaction Supply Chain Management

Staffing Productivity Operations/Business Processes

Emerging trends in the healthcare industry

have accelerated the need to access more

timely, accurate and reliable data.41

Executive Balanced Scorecard Executive Balanced Scorecard

Provides:

Board level insight into key strategic metrics

Actual vs. Goal for: financial, patient, internal processes and growth

Automated data collection / analytical processes for organizational performance scorecard.

Historical trends and ability to drill down into hierarchical detail to conduct root cause analysis.

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Disease Management Disease Management ‐‐ Diabetes SurveillanceDiabetes Surveillance

Provides:Conduct real‐time diabetic surveillanceConnect directly to your EMR, practice management, and financial systemsMonitor alerts for patients with elevated HgA1c levels (Hg A1c>9%)Facilitates UDS reporting under HRSAIdentify patients that have not had an annual eye / foot exam or flu shot.Drill‐down by site, provider & payer to view patient clinical detail “on the fly”Track Hg A1c historical trends and quality performance by payerImprove diabetic patient quality outcomes by identifying high‐risk patients Track and reduce healthcare racial disparities

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Patient Census TrackingPatient Census Tracking

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Provides:Patient census, occupancy, and bed tracking data.The ability to connect to the hospital's ADT system, and real‐time inpatient and ED census monitoringAutomated inpatient census tracking, % occupancy, and emergency department volume by service.Census alerts anticipate patient flow bottlenecks, identify pending discharges, and improve staffing efficiency.

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Case Study ‐ Radiology

Mitch Ocampo, MCSD, MCDBA, MCTPractice Director, Microsoft BI

MGH ImagingMGH ImagingImaging in four main locations10 Radiology Divisions (Neuro, Body, Chest)10 Main imaging groups (CT, MR, US, Xray…)2000 Employees in Imaging

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MGHMGH’’s Goals s Goals

Strategic PlanningWhere are we gaining or losing business and whyHow can we serve patient population and referring physicians

Tactical OperationsUtilization trendsTechnologist & resource productivityPhysician productivity

Goals ContGoals Cont……………………..

Monitor patient quality outcomesComply with patient safety & regulatory requirementsAdhere to quality and safety programsTrack compliance Conduct research on utilization & patient outcomesInnovation and best practices for Radiology “BI”

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ChallengesChallenges

Multiple data‐sourcesMultiple versions of truthHard to gain access and use dataResource bottleneck for report writers

Technology DecisionsTechnology Decisions

BuildRadiology centric view of the worldCost vs benefits of owning the technologyIMAP

BuyCost of Product/solutionMissing functionalityCost of Consultants

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RoadmapRoadmap

Build the data modelDetermine the look and feel of dashboardDetermine how to fill the “quadrants” of the dashboardDevelop graphs and scorecards


MGH Radiology Dashboard

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Hand Hygiene


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Question & Answer SessionQuestion & Answer Session

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If you have questions, please submit them using the Question’s Pane in your

GoToWebinar toolbar.If we are unable to address your question during today’s live session,

a presenter will follow-up with you afterward. 65

HandoutsHandouts

Case Studies & Dashboard ExamplesCase Studies & Dashboard Examples

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Boston Medical Center uses BI to Analyze Nursing Boston Medical Center uses BI to Analyze Nursing Operations, Outpatient metrics, and Quality of Operations, Outpatient metrics, and Quality of CareCare

The ChallengeMajor changes in the healthcare industry◦ Pay‐for‐performance◦ Transparency of quality and safety data◦ Patient empowerment

Driving cost down◦ Improve quality and safety of care◦ Avoid healthcare associated infections◦ Reduce length of stay

Using data and analysis for improving process and outcomesSolution

CDW for integrated data analysisStrategic and Operational Dashboards with Business Objects

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Benefits / ImpactBMC Corporate Dashboard (VSSC)◦ Individual Physician scorecard for credentialing

Nursing Dashboard◦ Hospital, specialty group and unit levels◦ Insight to staffing costs◦ 10 key metrics

Outpatient Dashboard◦ Department, clinic group, location, service, major billing code levels◦ 3 key metrics◦ Los, discharges, empty beds

Access to care◦ Department, clinic location, provider group, provider levels◦ 6 key metrics

Financial reports◦ About 40 financial reports of Lawson data

Boston Medical Center uses BI to Analyze Nursing Operations, Outpatient metrics, and

Quality of Care

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Gaylord Hospital & MEDITECHGaylord Hospital & MEDITECHEDGE deployment for EDGE deployment for ““RealReal--TimeTime”” Patient Patient Census & Bed Tracking DashboardCensus & Bed Tracking Dashboard

The ChallengeExecutives needed a unified picture of Gaylord's patient population data that would transcend the artificial segmentation created by the two EMR systems and MEDITECH.Goal to analyze, track and report on patient utilization, revenue, quality, and costs across the entire continuum of careManually managing over 30 Crystal Reports within the hospital each month

SolutionCensus data that formerly updated only at midnight now updates automatically every 5 minutes via a dashboard.No more time wasted manually manipulating spreadsheets and slides just to get a visual representation of data.Deployed Crystal Reports against the MEDITECH sql data repository.

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Community Health Center (CHC) Alliance & EMR Community Health Center (CHC) Alliance & EMR DataDataEDGE deployment for Patient Quality Dashboard EDGE deployment for Patient Quality Dashboard

The ChallengeCompiling, aggregating and analyzing GE Centricity EMR dataNeed to benchmark patient quality data for network of 80 CHCs inFlorida.Production reporting for Crystal Reports; scheduling and security.

SolutionDashboard “Quick Start” for Edge deployment.Quality dashboard for Diabetes and Hypertension tracking.

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QuickVitalSigns QuickVitalSigns –– Executive Balanced Scorecard Executive Balanced Scorecard

Target Market:

CEOs, CFOs and the Board of Trustees

Provides:

Board level insight into key strategic metrics

Actual vs. Goal for: financial, patient, internal processes and growth

Automated data collection / analytical processes for organizational performance scorecard.

Historical trends and ability to drill down into hierarchical detail to conduct root cause analysis.

Problem Addressed: Analysts manually compile their scorecard in a static Excel format.

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QuickVitalSigns QuickVitalSigns –– Physician Manpower ProfilerPhysician Manpower Profiler

Problem Addressed: Strategic Planners and Physician Relation staff need accurate & timely medical staff credentialing, utilization, and MD need projection data for program planning & MD recruitment.

Provides:

Medical Staff credentialing data at your fingertips: status, location, age and FTE etc…

Visual “Insight” into utilization trends by service, sub‐specialty, and physician e.g. discharges, O.R. cases

Dynamic MD Manpower planning tool keeps your MD supply up‐to‐date, and provides “what‐if”capabilities for Mkt. Share and Census scenarios.

Comparison of Actual vs. Budgeted data, with flexible time period views (month, Qtr, Yr.).

Automated data collection / analytical processes for dashboard information delivery.

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QuickVitalSigns QuickVitalSigns –– CMS Core MeasuresCMS Core Measures

Provides:Consolidated quality data.A reporting repository for CORE measures & HCHAP benchmarked satisfaction scoresHistorical trends for annual, quarterly and monthly periods.Visual color coded alerts to identify variance in performance against

targets.The ability to drill down from the dashboard level to perform "root cause analysis".

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QQuickVitalSignsuickVitalSigns‐‐ Disease Management Disease Management Diabetes SurveillanceDiabetes Surveillance

Provides:Conduct real‐time diabetic surveillanceConnect directly to your EMR, practice management, and financial systemsMonitor alerts for patients with elevated HgA1c levels (Hg A1c>9%)Facilitates UDS reporting under HRSAIdentify patients that have not had an annual eye / foot exam or flu shot.Drill‐down by site, provider & payer to view patient clinical detail “on the fly”Track Hg A1c historical trends and quality performance by payerImprove diabetic patient quality outcomes by identifying high‐risk patients Track and reduce healthcare racial disparities

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QuickVitalSigns QuickVitalSigns –– Patient Census Patient Census TrackingTracking

Provides:Patient census, occupancy, and bed tracking data.The ability to connect to the hospital's ADT system, and real‐time inpatient and ED census monitoringAutomated inpatient census tracking, % occupancy, and emergency department volume by service.Census alerts anticipate patient flow bottlenecks, identify pending discharges, and improve staffing efficiency.

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Physician Manpower ProfilerPhysician Manpower Profiler

Problem Addressed: Strategic Planners and Physician Relation staff need accurate & timely medical staff credentialing, utilization, and MD need projection data for program planning & MD recruitment.

Provides:

Medical Staff credentialing data at your fingertips: status, location, age and FTE etc…

Visual “Insight” into utilization trends by service, sub‐specialty, and physician e.g. discharges, O.R. cases

Dynamic MD Manpower planning tool keeps your MD supply up‐to‐date, and provides “what‐if”capabilities for Mkt. Share and Census scenarios.



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QuickVitalSigns QuickVitalSigns –– Practice Management DashboardPractice Management Dashboard

Problem Addressed: Healthcare administrators need accurate, timely, and “actionable” information to manage their ambulatory facilities.

Provides:

Practice management overview at your fingertips

Visual “Insight” into key metrics: Financial, Utilization, Productivity, Coding, Quality



Interactive and intuitive features provide users with the ability to navigate and drill down into hierarchical detail: Physician, Payer, CPT

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Provides:Incorporates the HITECH quality measures required for “Meaningful Use” to date…Historical trends for annual, quarterly and monthly periods.Visual color coded alerts to identify variance in performance against targets.The ability to drill down from the dashboard level to perform root cause analysis “on the fly”Dashboard can either sit on top of existing EMR & other data sources

ORJumpstart Quality reporting during EMR implementation, or before EMR selection via a quality data repository 79

QuickVitalSigns QuickVitalSigns –– EMR Meaningful Use DashboardEMR Meaningful Use Dashboard

BITBITadvisorsadvisorsHealthcare Business Intelligence SpecialistsHealthcare Business Intelligence Specialists

Premier professional services organization focused on Data Management, Business Intelligence, and Project Management across the United States and Canada

Proven best practices and methodology :

Data Warehousing and Reporting; Corporate Performance Management;Enterprise Application Integration;Project ManagementDashboards & Scorecards

Over 500 successful implementations in New England, leveraging solution accelerators for industry verticals (Healthcare)

80And beyond……

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Technology PartnersTechnology Partners

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Pat Salem, M.B.A.Vice President, Healthcare Planning & [email protected]

Amy MacNultyPresidentMACNULTY CONSULTING, [email protected]

Presentation Collaborators & Colleagues

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Mitch Ocampo, MCSD, MCDBA, MCTPractice Director, Microsoft BIBITadvisors617.359.8194 [email protected]

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MacNulty Consulting, LLCMacNulty Consulting, LLC

ServicesStrategic Planning Physician AlignmentCommunity Needs AssessmentRegulatory Planning

Amy MacNultyWith over 24 years of healthcare experience in Strategic Planning, Physician Strategies and Regulatory Planning, Amy is a recognized leader in facilitation and providing panning support for strengthening relationships between hospitals and physicians. Her client

engagements range from strategic planning to strengthening physician-hospital relationships to clinical services business planning.

Formerly as Senior Principal and Northeast Region Manager for Noblis, a nationally recognized science, technology, and strategy organization, she effectively combined her strategic planning, organizational development, and program design skills to manage a broad range of planning projects. Prior to her work at Noblis, Amy was Managing Principal and Owner of The Bristol Group, Inc. responsible for implementing firm-wide marketing activities, expanding the client base and developing new service offerings. 83

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neshs webinar 12 17 2009 presentation handout

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