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Author: Chris Hadley

October 3rd, Kim Bimestefer, Executive Director, Colorado Dept. of Health Care Policy & Financing

October 3rd, Kim Bimestefer, Executive Director, Colorado Dept. of Health Care Policy & Financing

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State of the State: “Update on Medicaid and State Affordability Opportunities”

Kim Bimestefer, Executive Director, Colorado Department of Health Care Policy & Financing

Kim Bimestefer

Our next Denver Medical Study Group meeting offers an insightful presentation from Kim Bimestefer, Executive Director at the Colorado Department of Health Care Policy & Financing. Colorado is a nationally recognized leader in health care transformation, and following this last legislative session, our state is vigorously pursuing numerous paths to lower costs for health care consumers in Colorado.

Among the topics Executive Director Kim Bimestefer will address include updates on Colorado’s Medicaid program, the draft public option and drug importation. She will also discuss health care transparency in Colorado as a result of HB19-1001 and HB19-1320 along with opportunities in the delivery system and cost control priorities.

Join us for an enlightening conversation and opportunity to ask your questions!

Kim Bimestefer was appointed by Governor John Hickenlooper to serve as Executive Director for the Department of Health Care Policy and Financing on Jan. 8, 2018 and was also appointed by Governor Polis to continue in this role.  As Executive Director, Ms. Bimestefer oversees the operations and strategic direction of the Department, $10B or one-third of the state budget, Colorado Medicaid, Child Health Plan Plus (CHP+) and other Safety Net Programs.  These programs serve about 1.3 million Coloradans or about 22% of the state’s population. Ms. Bimestefer also helps frame and implement Healthcare policy for the state.

Ms. Bimestefer has been a senior healthcare executive for more than 25 years in not-for-profit, publicly-traded and sole-proprietorship organizations. She was the local Board Chair, President & General Manager for Cigna Mountain States (CO, WY, NM, UT), responsible for strategy, customer satisfaction, care management, provider contracting, growth and earnings. Prior to that role, she founded and built a $10 billion division inside Cigna to serve more than 1.3 million members across the country.

Ms. Bimestefer has received numerous industry awards for leadership in business and industry: Forbes Women Leaders Issue, one of seven western region leaders recognized for exemplary business leadership, June 2016; Colorado’s 25 Most Powerful Women in Business, Colorado Women’s Chamber, 2016; Outstanding Women in Business/Healthcare, Denver Business Journal, 2015; Women of Distinction, Girl Scouts of America, 2015.

Ms. Bimestefer is a Board member of Connect for Health, Prime Health, and the American Heart Association, and an Advisory Board member of Regis University Rueckert-Hartman College for Health Professionals and a Precious Child. In her current position, she appoints the Advisory Committee and the Administrator of the state’s All-Payer-Claim-Database. She is a popular expert keynote speaker and panelist on evolving health care topics, and an active supporter of healthcare entrepreneurs and innovators.   Ms. Bimestefer earned her bachelor’s degree cum-laude from Towson State University and her MBA cum laude from Loyola College of Maryland. She is also a graduate of the Wright Management Group and Darden School of Business, Executive Leadership Programs.

 

WHEN: Thursday, October 3rd from 11:30 to 2 p.m.

Lunch and Networking from 11:30 a.m. to 12:15 p.m.
Welcome and Introductions of Individual Attendees 12:15 p.m. to 12:20 p.m.
Recognition of Sponsors and Chris’ Comments 12:20 to 12:30 p.m.
Speaker’s Presentation including Q & A 12:30 p.m. to 2 p.m.

WHERE:  COPIC offices, 7351 Lowry Blvd., Denver, CO 80230

REGISTER:   RSVP for this month’s event by clicking the appropriate button below.

Click Here to Register

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Sponsored by:   

 

university of denver

 

Eide Bailly

September 4th, Jenny Reese, MD; Section Head, Pediatric Hospital Medicine, University of Colorado School of Medicine

September 4th, Jenny Reese, MD; Section Head, Pediatric Hospital Medicine, University of Colorado School of Medicine

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“Thinking Beyond Burnout, How Do We Promote Thriving and Flourishing for Health Care Providers?”

Jenny Reese, MD, Section Head, Pediatric Hospital Medicine, Associate Professor of Clinical Pediatrics, University of Colorado School of Medicine

Jenny Reese, MD

There has been significant attention drawn to the concept of burnout among health care providers, including prevalence, impact, cost, and outcomes for patients and health care providers. However, much less is published on the ways to mitigate burnout, and even more importantly, how to help individuals and systems thrive amongst the numerous challenges involved in working in health care.

Dr. Jenny Reese will present a brief background on what is known on the topic of burnout, and then draw on her experience as the Director of the University of Colorado School of Medicine Resilience Program to share what is being implemented and studied to not only mitigate burnout, but to promote individual flourishing, and provide team and system based interventions to support health care providers in their daily work challenges.

 3 Takeaways:

  1. Attendees will understand the definitions and prevalence of burnout, second victim, compassion fatigue and moral distress among health care providers
  2. Attendees will learn the evidence behind individual and system-based interventions that are being implemented and studied at University of Colorado School of Medicine and partnering hospitals
  3. Attendees will have a chance to practice some of the skills that are taught through the CU SOM’s “CU Flourish” Well-being Curriculum

 

 

Dr. Reese is an Associate Professor of Clinical Pediatrics, Section of Pediatric Hospital Medicine at the University Of Colorado School Of Medicine.  She is the Section Head and Medical Director of the Section of Pediatric Hospital Medicine.  She also serves as the leader for provider well-being at Children’s Hospital Colorado and the Department of Pediatrics, University of Colorado School of Medicine.

In 2015 Dr. Reese formed the University Of Colorado School Of Medicine Resilience Program for Faculty, Residents, and Fellows; and served as the director of this program through June, 2019. Since then, Dr. Reese has been an invited speaker for over 100 presentations on the topic of Resilience and Well-being for Health Care Providers, including departmental grand rounds, invited conferences, retreats and workshops. Promoting provider well-being is a passion for Dr. Reese, and she presents with an engaging, interactive, experiential style that leaves participants with tangible takeaways to apply to their own practice.

Her clinical time is spent as a pediatric hospitalist, and her administrative duties include quality and process improvement and clinical leadership, as well as developing and promoting programs that support wellness and resilience for health care providers.

Her undergraduate and medical school were completed at University of Washington, in Seattle, WA and her pediatric internship and residency were completed at the University of Colorado School of Medicine and Children’s Hospital Colorado.  Since finishing residency, she has worked at Children’s Hospital Colorado.  Her passions include being a mother to her two sons, ages 13 and 15; and running, cycling, golfing, cooking and traveling.

 

WHEN: Wednesday, September 4th from 12 noon to 2 p.m.

WHERE:  COPIC offices, 7351 Lowry Blvd., Denver, CO 80230

REGISTER:   RSVP for this month’s event by clicking the appropriate button below.

Click Here to Register

I will not attend this month’s event     

Sponsored by:   

Eide Bailly

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Digital Health – Perfectly Positioned Across Populations

Digital Health – Perfectly Positioned Across Populations

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By Dr. Bobbie Kite, University of Denver & Bobby Balke, University of Denver

The emergence of Digital Health technologies (Telehealth, Telemedicine, Virtual Health and Wearable Devices) in the U.S. is becoming rapidly prevalent to serve population health. Digital Health’s inherent ability to accommodate generational norms and values is its key.  As people become more mobile, its important telemedicine becomes entrenched so that healthcare delivery and health systems alike can:

  • accurately track the needs of the patient,
  • provide timely responses which many times are critical and
  • serve the greater good by providing data which informs new innovations and more efficient processes.

As a next step large scale participation will be the key to providing adequate sample sizes for more accurate data and to realize new innovations.  To accomplish this, we must first explore whether it’s likely that each generation will buy into these technologies.

 

Generation Z’ers

First, let’s begin with the Gen Z’ers (those born 1995 – 2015) inclination for being “wired,” have largely never known a world without electronic devices that provide seemingly infinite access to information.  Smartphones, Wi-Fi and Google are what older generations may consider innovations, but for a population which makes up 24.3% of the collective U.S. population, these have always been part of their life (Grace et al., 2017; U.S. Census, 2016).  Digital Health comes naturally to Z’ers, its helps to manage their lives and minimize trips to their physicians.  For instance, when a Gen Z’er does need medical advice, they are much more likely to seek attention from a provider virtually.

 

Millennials

Moving on, we turn to Millennials (those born 1981 – 1996). Similar to Gen Z’ers and projected to become the largest generation in 2019, they also embrace a life prevalent with technologies a generation that has championed the retail clinic for basic medical needs is also in the technological “sweet spot” we know today.  While Millennials weren’t necessarily born into the smartphone revolution, they still were at a perfect age to adapt and develop an affinity for the advances which made their lives not only easier, but innovations that didn’t disrupt their day-to-day break necking pace.  Pennic (2019) illustrates:

Nearly one-third (29 percent) of respondents have used some form of virtual care — up from 21 percent in 2017 — and almost half (47 percent) have used a walk-in/retail clinic. Further, consumers would prefer non-traditional methods over traditional ones for certain basic medical needs, including cold/virus treatment (65 percent vs. 48 percent), flu shots (62 percent vs. 54 percent) and checking vitals (59 percent vs. 54 percent).

Given that Millennials are projected to become the largest generation, coupled with the 24.3%t Gen Z population, a major challenge in institutionalizing telemedicine across generations is complete.  In turn, as the health industry conversation surrounding social determinants gains momentum, biometric data sent from these wearable devices to data warehouses and/or physicians monitoring patients provides information on not only who may or may not need care in a given moment but also with population health trends.  In fact, according to HIT Consultant (2019) who published Accenture Survey: Millennials and Gen Z Embracing Virtual Care Models (2019) state, “Half (51 percent) of all respondents said they use a wearable or mobile app to manage their lifestyle and healthcare conditions and more than half (53 percent) use virtual nurses to monitor health conditions, medications, and vital signs.”  But what’s in it for those Gen X’ers and Baby Boomers and are they likely to conform?

 

Generation X’ers

Gen X’ers (those born 1965 – 1980) sometimes called the “middle child” of generations, turns out to be a perfect label in this vein because they are incredibly adaptable.  For those of us who are middle children or parents of them, we likely understand how adaptable and resilient they must be for their survival.  Gen X’ers were young professionals at the inception of Personal Digital Assistants (PDA’s).  This generation’s need for convenience combined with their ability to adapt are both compelling for the emergence and prevalence of virtual care.  However, the “middle child” generation, or at least those who reside on the side of an old-fashioned need for human interaction, may or may not be as welcoming to seeing a doctor on the smartphones.  Let’s split the difference and for those are opposed to interfacing with doctor on a digital device and/or virtual doctor, would still likely find it convenient to don a wearable device since this is minimal hassle.

 

Baby Boomers

Last and perhaps the toughest sell for telemedicine are the Baby Boomers (those born 1946 – 1964).  It’s reasonable to assume this generation likely has the largest number of people that maybe will struggle with technology.  However, let’s remember that at least for the purposes of the topic surrounding telemedicine/virtual health, we really are only focusing on the capabilities of wearable devices which do not require a ton of technical savvy.  According to Ryback (2016), “Baby Boomers grew up making phone calls and writing letters, solidifying strong interpersonal skills. Yet as they got older, they actually became fluent in technology and now use cell phones and tablets.”  Additionally, let’s also remember that either the Gen X’ers, Millenials or even the Gen Z’ers will be charged as primary caregivers as the Baby Boomers get older requiring more care.  If a Baby Boomer would prefer to remain as independent for as long as possible by not being forced into geriatric care, Digital Health may be a critical key.  For instance, if a Baby Boomer is unable to drive but needs immediate care, it could either be triggered by a wearable device which transmits the need for care to a nurse who then dispatches medical professionals to the patient.

As with most things, there are always pros and cons depending on how we choose to steer our perspectives.  When it comes to these ground-breaking Digital Health innovations, it seems there is enormous potential to serve a large number of people across generations.  The generational characteristics may in some ways be generalizations, but that doesn’t mean they are not well-founded.  We would venture that even through this short argument it is conceivable the Digital Health benefits has potential across generational populations and a high likelihood of continued adoption and innovation.

 

Follow up questions to think about?

  • Did your generation summary resonate with you?
  • Are there ways you might want to engage more with Digital Health after reading this?
  • Do you see the potential for new ways to use Digital Health?

With these answers in mind, think about possible cost and time savings.

 

References

Facts and Trends. LifeWay. (2018, October 31). 10 Traits of Generation Z. Retrieved from https://factsandtrends.net/2017/09/29/10-traits-of-generation-z/

 

Pennic, J. (2019, February 15). Accenture Survey: Millennials and Gen Z Embracing Virtual Care Models.

Retrieved from https://hitconsultant.net/2019/02/12/accenture-survey-millennials-gen-z-virtual-care/#.XRx6OExFxpx

 

Ryback, R. (2016, February 22). From Baby Boomers to Generation Z. Retrieved from

https://www.psychologytoday.com/us/blog/the-truisms-wellness/201602/baby-boomers-generation-z

August 8th, Peter Kung, Vice President of Innovation and Virtual Health, SCL Health

August 8th, Peter Kung, Vice President of Innovation and Virtual Health, SCL Health

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The Innovation Imperative:  People Matter, Build a Tribe

August 8th, Peter Kung, Vice President of Innovation and Virtual Health, SCL Health

 

It is often said, culture eats strategy for breakfast.  In this conversation, we will explore how culture can also eat Innovation for breakfast and how one can help an organization to embrace Innovation by becoming a ‘Learning Culture.’ Today’s most profoundly impactful organizations are using a completely different operating model; they are lean, mean, learning machines.

Strategy/innovation and culture are among the primary levers in the never-ending quest to maintain organizational viability and effectiveness. The best leaders are fully aware of the multiple cultures within which they are embedded, can sense when change is required, and can deftly influence the process and to align the organization to its strategy and innovation mandates.

 3 Takeaways:

  • Understanding that We Are in ‘new ball game’
    Our Industry Continues to be Transformed
  • Defining Innovation
  • Becoming a ‘Learning’ Culture
    Case Study: Social Determinants of Health

 

Peter Kung serves as the Vice President of Innovation and Virtual Health for SCL Health. He is responsible for developing the full continuum of innovation and virtual health services; focusing on creating consumer-oriented solutions to improve access and experience, and forming new avenues for system growth.

Previously, he worked with UCLA Health System and Health Sciences in Los Angeles for 13 years, where he most recently served as the Director of Strategic Technologies. Kung earned his bachelor’s degree from the University of California, Irvine; a master’s degree in information systems and technology from Claremont Graduate University; and a MBA from the Anderson School of Management at UCLA.

 

WHEN: Thursday, August 8th from 12 noon to 2 p.m.

WHERE:  COPIC offices, 7351 Lowry Blvd., Denver, CO 80230

REGISTER:   RSVP for this month’s event by clicking the appropriate button below.

Click Here to Register

I will not attend this month’s event     

 

Hosted by:   

COPIC Financial Service Group, Ltd.

 

Sponsored by:   

Eide Bailly

May 22nd, Donna Lynne, Chief Operating Officer of Columbia University Medical Center and CEO of Columbia Doctors

May 22nd, Donna Lynne, Chief Operating Officer of Columbia University Medical Center and CEO of Columbia Doctors

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“Transforming Health Care in an Academic Medical Center”

Donna Lynne, DrPH, Chief Operating Officer of Columbia University Medical Center and CEO of Columbia Doctors

Donna Lynne

Academic medical centers (AMCs) are dealing with the same challenges their non-academic counterparts are—financial pressure from purchasers, managed care organizations and insurance companies, as well as from Medicare and Medicaid.  Regulations and compliance activities for AMCs are often more burdensome, and of course, since AMCs have the role of providing clinical care, research and training, as well as an inherent bias towards specialty care, their cost structure is higher.  This session will describe some of the strategies AMCs are using to thrive in today’s complex health care environment, from affiliations with community based hospitals, to ACO formation, and internal cost management strategies and efforts to develop more consistency and efficiencies in what are often decentralized systems.

Lessons from AMCs in NY and other states, including Colorado, will be highlighted.

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Donna Lynne, DrPH, is the Chief Operating Officer of Columbia University Medical Center and the CEO of Columbia Doctors, an 1800 faculty practice organization.  Until early 2019, she was Colorado’s 49th Lieutenant Governor and Chief Operating Officer. Prior to assuming her roles in Colorado state government, Dr. Lynne served as the executive vice president of Kaiser Foundation Health Plan Inc. and Kaiser Foundation Hospitals, and as group president responsible for its Colorado, Pacific Northwest and Hawaii regions – overseeing an $8 billion budget, 1.4 million members and 16,000 employees. She participated in numerous boards and commissions during her time at Kaiser Permanente, including the Denver Museum of Nature and Science, the Denver Public Schools Foundation Board and many others.

She is recognized as one of the top women business leaders in Denver and one of the top 25 Women in Healthcare in the nation. Dr. Lynne also spent 20 years working in various positions in New York City government including First Deputy Commissioner at the Office of Labor Relations, Director of the Mayor’s Office of Operations, and Senior Vice President of the New York City Health and Hospitals Corp.

She holds a bachelor’s degree in Economics and Political Science from University of New Hampshire, a Masters of Public Administration from George Washington University, and a Doctor of Public Health from Columbia University. In 2014, Dr. Lynne received an honorary doctorate of public service from the University of Denver, and in 2017 an honorary bachelor of science degree in nursing from Colorado Mountain College. She resides in Denver with her husband and enjoys activities such as climbing all of Colorado’s fourteeners, participating in Ride the Rockies and going on ski challenges around the world. Dr. Lynne has three children and two stepchildren.

 

WHEN: Wednesday, May 22nd at 5:30 p.m.  Heavy Hors’d’oeuvres from 5:30-6:30, Meeting from 6:30-8:00 p.m.

WHERE:  Children’s Hospital Conference Center, 13123 East 16th Avenue, Aurora, CO

REGISTER:   The cost for this event is $50. RSVP for this month’s event below.

Refunds are available provided you cancel at least five days prior to the event.


Registrant Name-Company Name
Registrant Email


I will not attend this month’s event     

Denver Medical Study Group will donate a portion of your registration fee for this event to the Medical Career Collaborative (MC2) sponsored by Children’s Hospital Colorado and Denver Health. If you would like to join us in supporting this program, please send us an email through the Contact button at the top of this page. 

 
The Medical Career Collaborative Program is an incredible way to engage students from under-represented groups in the healthcare workforce. Similar to the Denver Medical Study Group catering to all professions that touch healthcare in some way, the MC2 program is working on engaging students in both clinical and administrative paths so they have an opportunity to learn about available career paths in the medical field. For more information about this program, click here to download a PDF.

Sponsored by:

     Eide Bailly

University of Denver University College Logo

Hosted by:Children's Hospital w Broncos logo

 

Critical Access Hospital Assessment and Business Intelligence

Critical Access Hospital Assessment and Business Intelligence

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BY PAUL J. SCHULZ

March 22, 2019

Health care reform continues to reshape the landscape of how critical access hospitals will be paid in the future. Value-based reimbursement continues to expand, and forward-thinking critical access hospitals are acting now to prepare their facilities to receive maximum reimbursement once changes are implemented. Changes come with new challenges. One of the challenges we are striving to meet is the opportunity to leverage facility system data in combination with our assessment process to understand opportunities across the organization or within various departments.

Business Intelligence (BI) offers data pulls that are closer to real-time, improved visuals, and navigation functionality. The difference between spreadsheets and BI has been compared to the difference between a photo and a movie.

 

Operational Analysis Coupled with Business Intelligence

To help maximize future revenue, critical access hospitals can conduct an analysis of their operational efficiency and productivity by department. Recently, we have added the inclusion of BI processes pulling data from relevant systems and creating “real-time” views that keep the assessment fresh long after the final report.

Our analysis embeds benchmarks comparing productivity to other critical access hospitals. Benchmarks create “the mark” that helps you determine how your facility stacks up against local, regional and national peers. Even though they are not new, and some critical access hospitals have used them to help measure their financial performance, the process of conducting the analysis department by department and visually presenting the standard in BI may be new to some organizations. We can now pull current data from your facility and correlate that with reviews and observations to uncover inefficiencies and waste, improving operations for each department for the months to come.

Measuring productivity by statistical calculation shows where you stand now and helps you set operational goals. These goals, in turn, guide workflow and processes that improve staff efficiency, reduce costs and, when coupled with a holistic viewpoint to patient care, create a better patient experience. Benchmarks are not just about operational efficiency; they help you put the processes and practices in place that can generate improved patient satisfaction scores—another future determinant of revenue.

 

Benchmarking for Efficiency

When benchmarking, many factors come into play such as patient mix, technology investment, staff training, staff experience level, facility layout, physician practice patterns and volumes. All are important aspects of operations and can be difficult to assess and re-assess for movement toward a goal without conducting another assessment. Benchmarking was something once thought of as out of reach and cost prohibitive for critical access hospitals, but Eide Bailly continues to face challenges with new solutions and ideas with better tools or processes.

 

An Innovative Culture

The BI tool and assessment we work with establish a known current state and a future state which produces a delta (difference)—goals. Not having a consistent real-time data flow into these equations can lead to some frustration as variables change. What is the result of our ideas to change? How much further do we need to go? Are we seeing some cause and effect in the departments as one change possibly impacts others? Seeing the measures change after ideas are implemented helps reduce frustration and can help with innovation. This cause and effect learning process is key to help staff stay engaged and is what data-driven organizations can accomplish with the proper tools and set up.

 

Mobilizing Benchmark Data from Assessments

There are four primary components to mobilizing benchmark data from assessments: gathering the organization’s information, assessing the values and work flows, visualizing the information in BI and mobilizing the information into the organization.

Mobilizing the data is linking, or hardwiring, the information to pertinent points within the facility with a focus on aligning it to the strategy. Data without communication is relatively useless, so we work with you to help build a structure for communication, learning and growing. We use the assessment data as a baseline to the structure and the BI tool as the connector of data to daily work.

Benchmarks give you data to work against. Once an organization knows the benchmarks per department, they can start to ask questions: Why are we different than top performers? Is it our volumes? Is it staffing, training, processes, procedures? In the past, any sort of issue was typically dealt with by throwing more staff at it. This will no longer work as the Centers for Medicare and Medicaid (CMS) is not going to pay for inefficiency.

 

Start Benchmarking Today

The benchmarking process starts with learning. When you discover where you have been and where you are now, you can lay down the path to where you want to be in the future. The advent of better technologies has created a huge opportunity for critical access hospitals to begin to access this information and use it to make better and more informed decisions that impact an organization’s efficiency. This type of data will also enable you to meet patients’ growing demand for more information and better communication up front.

Changes to the reimbursement model are coming, and there has never been a better time to begin the journey to the operationally intelligent critical access hospital!

 

For more information, contact:

Bruce Kirkpatrick, CPA
Healthcare Tax Manager
Eide Bailly
303-689-8607
bekirkpatrick@eidebailly.com

March 21st, Gary Herschman, Attorney, Epstein Becker Green

March 21st, Gary Herschman, Attorney, Epstein Becker Green

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Private Equity in Healthcare:
What is it and How Will it Impact Colorado?

Gary W. Herschman, Attorney, Epstein Becker Green

     Gary W. Herschman

The pace of healthcare industry consolidations, including mergers and acquisitions, has dramatically increased in each of the last 3 years, and industry experts predict that this trend will be even more robust in 2019.  The key impetus for this trend is the desire to reduce out-of-control costs of healthcare in the U.S., by moving to a value-based reimbursement system which rewards the provision of quality, cost-effective and patient-centric healthcare services.  To be successful in achieving this objective, providers must invest large amounts of capital into advanced EMR and IT platforms, care management staff, care coordination capabilities, and less-expensive care-delivery settings.  This demand for substantial capital has favored larger organizations and their ability to benefit from economies of scale and sophisticated corporate infrastructure.

Thus, healthcare providers – such as hospital systems, physician groups, home health companies, and urgent care, retail and behavioral health clinics – have expanded in size through strategic consolidation and affiliation transactions, and will continue to do so for the foreseeable future.  Likewise, the demand is growing for healthcare EMR and information technology companies to develop software, apps and other IT platforms to assist providers in providing quality, cost-effective and consumer-friendly care.

Key “takeaways” from Gary’s presentation will be: (1) The Value of a Private Equity Partner; (2) Why are Practices Aligning with Investors? (3) Private Equity Investment Successes; and (4) Private Equity Trends in Physician Specialties.

WHEN: Thursday, March 21st from 12 noon to 2 p.m.

WHERE:  COPIC offices, 7351 Lowry Blvd., Denver, CO 80230

REGISTER:   RSVP for this month’s event by clicking the appropriate button below.

Click Here to Register

I will not attend this month’s event     

 

Hosted by:   

COPIC Financial Service Group, Ltd.

 

Sponsored by:   2018 Sponsor Thank you

Your business could be featured here in 2019. 
Contact
DenverMedicalStudyGroup@gmail.com
for Sponsorship Information

 

Event Recap: December 5th, Scott Becker, Publisher and Founder of Becker’s HealthCare

Event Recap: December 5th, Scott Becker, Publisher and Founder of Becker’s HealthCare

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Scott BeckerScott Becker, Publisher and Founder of Becker’s HealthCare and Becker’s Hospital Review joined us on December 5th at Children’s Hospital to discuss “Healthcare as a Zero-Sum Game–Who are the Winners and Losers Past and Future?”

Scott talked about some of the changes that have occurred in the past 3-5 years in the industry and some of the changes or “headwinds” coming in the next five to ten years including Pharma costs, Payors expanding into the provider markets, labor costs in the very intensive healthcare market, bricks and mortar —a Dinosaur?, big tech entering healthcare space, siphoning off of high profit ancillaries, and better paying commercial patients as patients go on to Medicare and employer clinics.

Below are some “shots” of Scott, D.U. Healthcare Mgmt Masters Program attendees (our sponsor) and other guests enjoying the meeting. We had a great turnout for Scott’s presentation–the largest since Donna Lynne spoke in December, 2016. Makes us wonder what 2019 will bring!!

Much thanks to Bobbie Kite, Academic Director, DU Healthcare Mgmt Masters Program and her students who volunteered to help with our meeting.!! Thanks everyone!

Chris Hadley
President and Founder
Denver Medical Study Group

 

Event Sponsor

Learn more about DU’s Healthcare programs by clicking on their logo. 

university of denver

January 23rd, Dr. Halee Fischer-Wright, President and CEO Medical Group Management Association

January 23rd, Dr. Halee Fischer-Wright, President and CEO Medical Group Management Association

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Back to Balance: The Art, Science, and Business of Medicine

Dr. Halee Fischer-Wright, President and CEO Medical Group Management Association

     Dr. Halee Fischer-Wright

Dr. Halee Fischer-Wright presents a unique prescription for fixing America’s healthcare woes based on her 30 years of experience as a physician and industry leader. The problem, Dr. Fischer-Wright asserts, is that we have lost our focus on what has always been at the heart of effective healthcare: strong relationships between patients and physicians, informed by smart science and enabled by good business, that create the trust necessary to achieve the outcomes we all want. Drawing from personal stories and examples from popular culture, supported by scientific studies and rock-solid logic, Dr. Fischer-Wright shows how the business and science of medicine can combine to achieve what she calls the art of medicine. She then details the three questions necessary to guide us toward true solutions and the five paradigm shifts crucial to bring the art, science and business of medicine Back to Balance … before it’s too late.

WHEN: Wednesday, January 23rd from 12 noon to 2 p.m.

WHERE:  COPIC offices, 7351 Lowry Blvd., Denver, CO 80230

REGISTER:   RSVP for this month’s event by clicking the appropriate button below.

Click Here to Register

I will not attend this month’s event     

 

Hosted by:   

COPIC Financial Service Group, Ltd.

December 5th, Scott Becker, Publisher and Founder of Becker’s HealthCare

December 5th, Scott Becker, Publisher and Founder of Becker’s HealthCare

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“Healthcare as a Zero-Sum Game–Who are the Winners and Losers Past and Future?“

Scott Becker, Publisher and Founder of Becker’s HealthCare and Becker’s Hospital Review; Healthcare Partner McGuireWoods, LLP

scott becker

Over the past several years, there have been dramatic changes in healthcare. These changes have occurred at such a rapid pace that they’ve been difficult to keep up with. The result has been a lot of winners and losers in healthcare!

What will be the impact as we go forward over the next five to ten years? How will it affect health systems, providers, pharma companies, payors and beneficiaries/patients? Who will be the winners and losers in the future? What are some of the headwinds facing the healthcare industry? How will you be affected?

That’s what our internationally recognized keynote speaker, Scott Becker, Becker’s Healthcare, will be sharing with us on Dec. 5th at Children’s Hospital. This is a “can’t miss” opportunity to learn what we can expect going forward. The “takeways” from Scott’s presentation will be: (1) gaining an understanding of who the winners and losers have been over the last several years and (2) getting a sense of who will likely survive and thrive over the next five to ten years and who will struggle and possibly fail.

Scott is the Publisher and Founder of Becker’s Healthcare and Becker’s Hospital Review.   Over the last 25 years, Becker’s Healthcare has grown into the digital leader in healthcare business news. It is constantly striving to be the Wall Street Journal of Healthcare. Scott has served as chair of the national health care practice at McGuireWoods for more than 12 years.   He is a graduate of Harvard Law School and a CPA.

 

WHEN: Wednesday, December 5th at 5:30 p.m.  Heavy Hors’d’oeuvres from 5:30-6:30, Meeting from 6:30-8:00 p.m.

WHERE:  Children’s Hospital Conference Center, 13123 East 16th Avenue, Aurora, CO

REGISTER:   The cost for this event is $50. RSVP for this month’s event below.

Refunds are available provided you cancel at least five days prior to the event.


Registrant Name-Company Name
Registrant Email


I will not attend this month’s event     

 

Sponsored by: University of Denver University College Logo

Hosted by:Children's Hospital w Broncos logo