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Abstract
This paper identifies successful strategies that acute-care health systems can adopt in order to improve quality, access, care integration and margin by collaborating with their post-acute care partners. It also highlights the lessons learned and pitfalls to avoid. In addition, 28 structural and cultural variables uncovered in national research of top-performing acute-care health systems are compared and contrasted with post-acute care systems. The authors of this paper are two healthcare leaders: one of them is President and CEO of Flagler Health System, in St. Augustine, Florida, USA, and the other a former President and CEO of a management company that managed senior living organisations and is currently consulting/coaching with health systems on post-acute care strategies.
The full article is available to subscribers to the journal.
Author's Biography
Ray Johnson is managing principal of the High-Impact Practice, which provides a wide array of aggressive margin improvement strategies and implementation coaching for large, complex projects, process or change initiatives. As a former HCA hospital CEO and CEO of a management company serving the seniors market, he brings a unique set of skills and experiences in operations improvement, growth, physician health system integration and strategy optimisation to the field. He is an expert in identifying root causes of issues and translating complex problems into clear, actionable steps that align with strategic goals. Known for his ability to build high-performing teams that adapt to change quickly and are inspired to increase patient satisfaction and improve outcomes and margins, he leads with a keen understanding of how to add value by eliminating waste and enabling technology. With over 30 years of healthcare experience, he brings expertise in healthcare operations for hospitals and health systems ranging in size from 25 beds to a multi-hospital system including academic and community hospitals. He brings experience and skills in the following areas: strategy alignment and rationalization, labour and non-labour high-impact strategies, value-based clinical/physician-health system integration, senior living market opportunity realization, senior team implementation accountability coaching, and board education and alignment. He has served in multiple hospital leadership positions throughout his career in healthcare. He served as chairman of a risk retention insurance company that provided general and professional liability insurance to the senior living provider market and is a licensed nursing home administrator. He received his MBA in marketing and management from the University of North Florida and his BS degree from the University of Florida, USA.
Jason Barrett is President and CEO of Flagler Health+. An expansion of Flagler Hospital, which has been caring for the residents of St. Johns County since 1889, Flagler Health+ is a total care enterprise that aims to advance the physical, social and economic health of Northeast Florida communities. He has held many positions at Flagler since joining the organisation in 2003 — Executive Vice President and Chief Administrative Officer, Chief Integration Officer and Executive Vice President of Strategy and Chief Operating Officer. Before joining Flagler, Barrett was the Service Line Administrative Director, Neuroscience Institute, at Shands Jacksonville. He has a Bachelor of Health Science, Health Administration (1995) and a Master of Business Administration (2000) from the University of North Florida. Additionally, he has a Master of Science in Systems and Engineering Management from Texas Tech University (2009). He also has a Lean Management Certification (2012). Jason serves on a number of boards in St. Johns County.
Citation
Johnson, Ray and Barrett, Jason (2019, March 1). Improving health systems profitability through senior living partnerships: A strategic approach. In the Management in Healthcare: A Peer-Reviewed Journal, Volume 3, Issue 4. https://doi.org/10.69554/ENUJ3159.Publications LLP