Dana L Jacoby
BSM Consulting, USA
Dana Jacoby has more than fifteen years of experience in healthcare with roles in sales, operations, consulting, and management.
Dana has been involved in change management, operations, and strategic planning in 30 of the 35 major medical markets in the United States. In addition she has conducted training and business development in European and Asian medical markets. She has been responsible for business planning with management, staff, and physicians at 17 top tier hospitals as ranked by U.S. News and World Report.
Ms. Jacoby holds a Bachelor of Science degree from Louisiana State University in Baton Rouge and a Master of Management from Tulane University in New Orleans. In addition, she holds a Master of Health Systems from the University of Medicine and Dentistry in Newark, NJ and is a Wharton Fellow at Wharton University in Philadelphia, PA.
Market forces in healthcare have created substantial regulatory, legislative, and reimbursement changes that have impacted urology group practices and health systems. Although group operations vary considerably, the majority of groups have struggled with the development of a strong culture, eff ective decision making, and consensus building around shared resources, income, and standardized care. Creating a sustainable business model requires urology group leaders to allocate appropriate time and resources to address these issues in a proactive manner. Th is presentation will outline collaboration strategies for creating eff ective culture, governance and leadership while providing practical suggestions on how to optimize urology group practice performance. Research suggests that successful urology groups and medical institutions have outstanding physician leaders who recognize the importance of creating a common culture built around a strong mission, vision, and set of values. Physicians must understand the value of developing a compensation plan and cultural structure that eff ectively aligns the incentives of the group in achieving long-term objectives. Principles of governance to be covered as a part of the discussion: • Trust, transparency, and communication. Proven methods to reduce the ineffi ciencies of stymied communication. • Physician-Hospital Interdependence. How to best achieve respective economic and clinical goals through collaboration and integration. • Aligning fi nancial incentives. Delivering cost-eff ective, high-quality care consistent with best practices to produce shared incentives • Quality-Identify and measure relevant indicators • Shared Leadership, Physician-driven and professionally managed clinical enterprise solutions
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