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2016 Top 25 Minority Executives in Healthcare--Trent Haywood: Clinical leaders essential in move to value-based care

By | December 6 th,  2016 | Blue Cross Blue Shield Association, chief medical officer, Community Health Management, population health, Top 25 Minority Executives in Healthcare, Trent Haywood, Modern Healthcare, Blog, Centers for Medicare and Medicaid Services, health disparities, healthcare costs, leadership, physician executive, Lawton, VHA | Add A Comment

 

Classic content: One in a series of interviews with Modern Healthcare's Top 25 Minority Executives in Healthcare for 2016.

 

Trent Haywood has multiple titles after his name – an MD as well as a JD. But to find respect and cohesion among his leadership-team peers as he moved into a role as a physician executive, he says his biggest lesson was to check his degrees at the door.

 

“Someone gave me advice early on that, if you’re going to transition away from the bedside, you have to become comfortable no longer being called ‘Dr. Haywood’ but just ‘Trent,’ ” says the chief medical officer of the Blue Cross Blue Shield Association. “Being viewed as ‘the doctor’ has great social capital, but it prevents other executives from really getting to know you and sharing with you as a peer.”

 

But make no mistake – Haywood says he believes that more clinician executives are needed precisely because of their unique qualifications to bring the value to value-based care and to balance patients’ needs and concerns with healthcare finances.

 

“The business is evolving,” he says. “The model used to be ‘the suits and the scrubs.’ The suits did their thing, and the rest of us in scrubs did our thing. It was very siloed, and as long as you stayed on your side of the fence, it worked well.

 

“The model is changing. You have a new generation of clinicians who are going back and getting additional degrees. I think it’s going to continue to be the norm where you’re going to have many more clinicians in leadership roles.”

 

 

Haywood says his experience was easier than a lot of physician executives because he was able to wear both hats on a weekly basis for a seven-year period while he worked at the Centers for Medicare and Medicaid Services.

 

“On the weekends, all I was doing was focusing on individual patients as they came through the door of the ER. Then, during the week, I would be back at CMS flying all around the country trying to make a difference on a national level. My situation was unique; I was fortunate.”

 

Haywood’s own influences in leadership included his parents. His father Stanley, who recently passed away, had the longest tenure on the Lawton, Okla., city council in history. His mother Charlotte led the young people’s program for many years at the church the family attended.

 

“I learned early on from my mother that if you want maximum output, you have to take the time to invest in people,” he says. “You also have to delineate which people you are going to invest your time in.”

 

Haywood’s father coached him in athletics and impressed upon him the importance of teamwork over individual accolades. “If everyone showed up for practice, they were going to get into the ballgame, regardless of ability,” he remembers. “He put the onus on the team to think beyond ourselves and how we were going to approach the game in a team-based manner.”

 

In the same way, Haywood notes, payers and providers are going to need to work together as a team to help renovate the U.S. healthcare system. As someone who has worked as the deputy chief medical officer for the government (CMS), and chief medical officer for a major provider association (VHA) before coming to BCBSA, he thinks the convergence can’t happen soon enough.

 

“You’re going to see more and more collaboration across the board within a population-based framework,” Haywood says. “If I want to manage a population, then I need to understand more acutely where that population is going in terms of specialists and which ones are performing better for my population.”

 

But the talk between payers and providers needs to evolve beyond healthcare delivery, he says. Affordability is critical when many families live paycheck to paycheck with little savings, and that is reflected in BCBSA’s push for transparency in healthcare costs, Haywood adds.

 

“We don’t want families paying for waste in the system, and so that’s led to the issue of transparency. And the purpose is affordability – how can we make healthcare affordable for a family?”
Haywood has been using BCBSA’s new Community Health Management hub tool to take a deep dive into the data that affects healthcare consumers at the ZIP code level. For example, he recently dug into the statistics to show how something that many people take for granted – access to a car – affects population health, with many people in struggling neighborhoods unable to maintain nutritional health because they lack transportation.

 

“We need to get into the communities and do a better job of population health at the community level,” he says. “We need to find answers to questions like: What are the characteristics of a population? What are the environments in which we find those populations? And what are the behavior patterns of those communities?”

 

Like his father, the city councilman, Haywood hopes to make a difference on the local level – by guiding BCBSA policy on a national scale.

 

“Most healthcare decisions happen outside the four walls of a clinical setting,” Haywood says. “I’m excited that we’re going to transition to more of a preventive healthcare model instead of a disease-based model.”

 

 

BCBSA's Trent Haywood: Clinical executives essential in move to value-based care

By | June 24 th,  2016 | Blue Cross Blue Shield Association, chief medical officer, Community Health Management, population health, Top 25 Minority Executives in Healthcare, Trent Haywood, Modern Healthcare, Blog, Centers for Medicare and Medicaid Services, health disparities, healthcare costs, leadership, physician executive, Lawton, VHA | Add A Comment

 

One in a series of interviews with Modern Healthcare's Top 25 Minority Executives in Healthcare for 2016.

 

Trent Haywood has multiple titles after his name – an MD as well as a JD. But to find respect and cohesion among his leadership-team peers as he moved into a role as a physician executive, he says his biggest lesson was to check his degrees at the door.

 

“Someone gave me advice early on that, if you’re going to transition away from the bedside, you have to become comfortable no longer being called ‘Dr. Haywood’ but just ‘Trent,’ ” says the chief medical officer of the Blue Cross Blue Shield Association. “Being viewed as ‘the doctor’ has great social capital, but it prevents other executives from really getting to know you and sharing with you as a peer.”

 

But make no mistake – Haywood says he believes that more clinician executives are needed precisely because of their unique qualifications to bring the value to value-based care and to balance patients’ needs and concerns with healthcare finances.

 

“The business is evolving,” he says. “The model used to be ‘the suits and the scrubs.’ The suits did their thing, and the rest of us in scrubs did our thing. It was very siloed, and as long as you stayed on your side of the fence, it worked well.

 

“The model is changing. You have a new generation of clinicians who are going back and getting additional degrees. I think it’s going to continue to be the norm where you’re going to have many more clinicians in leadership roles.”

 

 

Haywood says his experience was easier than a lot of physician executives because he was able to wear both hats on a weekly basis for a seven-year period while he worked at the Centers for Medicare and Medicaid Services.

 

“On the weekends, all I was doing was focusing on individual patients as they came through the door of the ER. Then, during the week, I would be back at CMS flying all around the country trying to make a difference on a national level. My situation was unique; I was fortunate.”

 

Haywood’s own influences in leadership included his parents. His father Stanley, who recently passed away, had the longest tenure on the Lawton, Okla., city council in history. His mother Charlotte led the young people’s program for many years at the church the family attended.

 

“I learned early on from my mother that if you want maximum output, you have to take the time to invest in people,” he says. “You also have to delineate which people you are going to invest your time in.”

 

Haywood’s father coached him in athletics and impressed upon him the importance of teamwork over individual accolades. “If everyone showed up for practice, they were going to get into the ballgame, regardless of ability,” he remembers. “He put the onus on the team to think beyond ourselves and how we were going to approach the game in a team-based manner.”

 

In the same way, Haywood notes, payers and providers are going to need to work together as a team to help renovate the U.S. healthcare system. As someone who has worked as the deputy chief medical officer for the government (CMS), and chief medical officer for a major provider association (VHA) before coming to BCBSA, he thinks the convergence can’t happen soon enough.

 

“You’re going to see more and more collaboration across the board within a population-based framework,” Haywood says. “If I want to manage a population, then I need to understand more acutely where that population is going in terms of specialists and which ones are performing better for my population.”

 

But the talk between payers and providers needs to evolve beyond healthcare delivery, he says. Affordability is critical when many families live paycheck to paycheck with little savings, and that is reflected in BCBSA’s push for transparency in healthcare costs, Haywood adds.

 

“We don’t want families paying for waste in the system, and so that’s led to the issue of transparency. And the purpose is affordability – how can we make healthcare affordable for a family?”
Haywood has been using BCBSA’s new Community Health Management hub tool to take a deep dive into the data that affects healthcare consumers at the ZIP code level. For example, he recently dug into the statistics to show how something that many people take for granted – access to a car – affects population health, with many people in struggling neighborhoods unable to maintain nutritional health because they lack transportation.

 

“We need to get into the communities and do a better job of population health at the community level,” he says. “We need to find answers to questions like: What are the characteristics of a population? What are the environments in which we find those populations? And what are the behavior patterns of those communities?”

 

Like his father, the city councilman, Haywood hopes to make a difference on the local level – by guiding BCBSA policy on a national scale.

 

“Most healthcare decisions happen outside the four walls of a clinical setting,” Haywood says. “I’m excited that we’re going to transition to more of a preventive healthcare model instead of a disease-based model.”

 

 

Quality, safety fuel Pujols McKee's drive at The Joint Commission

By | October 6 th,  2014 | chief medical officer, Furst Group, Healthcare, Penn Presbyterian Medical Center, physician engagement, Top 25 Minority Executives in Healthcare, executive, Modern Healthcare, patient-centered care, patient safety, physician, Ana Pujols McKee, Blog, diversity, leadership, The Joint Commission, quality | Add A Comment

 

One in a series of profiles of Modern Healthcare’s Top 25 Minority Executives in Healthcare (sponsored by Furst Group)

 

Ana Pujols McKee’s passion for quality and safety existed long before she joined The Joint Commission as executive vice president and chief medical officer. She previously served as the CMO and associate executive director of Penn Presbyterian Medical Center, in Philadelphia, and as a clinical associate professor of medicine at a teaching hospital in Philadelphia. Pujols McKee has championed for years the need for transparency and patient-centered care.

 

“I’ve had my own personal experience with injury as a patient, and I think what began to propel me in this area were some of the unfortunate patient injuries I had to deal with as a chief medical officer. Seeing up close how deep the injury extends to the patient and family is truly overwhelming,” she says.

 

The physicians and nurses who are involved in an incident when a patient is harmed suffer too, she is quick to add.

 

“What we don’t always talk about is what we now refer to as ‘the second victim,’ and that’s the clinician and staff that are injured as well. It’s a tough situation.”

 

Being able to make strides in that area, Pujols McKee says, has been one of the highlights of her career.
“When you work at an organization and you start to see those injuries decrease, and you start to see your infection rate come down and you start to see (patient) fall rates come down, there is nothing more rewarding than that – to know that you’re making a difference.”

 

From the time she was a child, she says, she knew she wanted to not only become a doctor but to run a large clinic – “all those altruistic dreams of taking care of people and making people well,” she says with a chuckle.

 

Pujols McKee’s prospects on the surface looked daunting – the world in which she grew up had some prejudicial obstacles blocking her way. She remembers constantly visiting a high school counselor to obtain information on college admission, only to have the woman continually tell her that she was busy or had no guidance for her.

 


“One day, I walked in on her as she was sitting in a circle with students who all were white, along with a gentleman in a suit,” she relates. “She jumped up from the chair and started to dismiss me when the gentleman said, ‘No, let her come in. Remember? I told you I was looking to recruit minority students.’ ”

 

It was, she says, a devastating experience, but not uncommon. “I have been told similar stories from many people of color. I’m not unique in any way. This is the way things were back then – and I believe they are, in some situations, not very changed.”

 

Besides being a driven student, Pujols McKee says, her parents were a strong cheering section. In her Puerto Rican family, her father was an electrician and her mother was a teacher. Together, they taught her the importance of perseverance as she grew up in the South Bronx.

 

“If I came home and said, ‘They closed the door on me, Dad!’, my dad would say, ‘Go right back out and open it.’ ”

 

She is hopeful that the changing face of The Joint Commission, which she joined in 2011, opens many doors for hospitals to achieve their full potential.

 

“When I got to The Joint Commission and I started to see how Dr. (Mark) Chassin, our president, was transforming our organization, I found it extremely exciting,” Pujols McKee says. “He has boldly said that accreditation is really the floor for transformation. We want to help organizations go above and beyond that.”

 

To that end, The Joint Commission enterprise has expanded its offerings by adding a new affiliate to its portfolio, the Center for Transforming Healthcare, to help health care organizations improve patient safety through the use of Robust Process Improvement™ tools including Lean Six Sigma and change management. The commission also partnered with the American College of Physician Executives to begin an academy for chief medical officers.

 

“One of the things I’m doing at The Joint Commission is leading a strategic initiative to support our physician leaders and provide them with the skills and resources that they need,” she says. “We recognize the need to support physician leaders as critical since, when we see a high-performing organization, we almost consistently see a high level of physician engagement.”

 

Pujols McKee’s own journey from clinician to C-suite executive has been typical of physician leaders, she says – one that included some growing pains.

 

“In today’s world, there’s so much transition that has to occur in an organization from the administrative to the clinical side,” she says. “I think we’re coming close to a time when it’s almost impossible to make that transition without being mentored or being part of a succession plan that includes spending time with finance, quality, and the operations team.”

 

Such transitions, she says, need to thoughtfully include more diverse leaders to improve healthcare and to more accurately represent the diverse communities they serve.

 

“The pipeline for future physician leaders has a fair number of women, but in terms of African-Americans and Latinos, the outlook is not very promising. There are some who believe that until we improve diversity in health care leadership, disparities in health care are not going to be fully addressed.”

 

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