C-Suite Conversations

What healthcare leaders need to know now

Delaware Valley ACO's Katherine Schneider uses population health to improve patients' lives, one at a time

By | May 16 th,  2017 | chief executive officer, Healthcare, Medecision, population health, accountable care organization, Main Line Health, Middlesex Health system, Modern Healthcare, president, Blog, CEO, clinical imformatics, clinical integration, clinician, community benefits, Delaware Valley ACO, Katherine Schneider, physician executive, AtlantiCare, family medicine, Jefferson Health, Top 25 Women in Healthcare | Add A Comment

 

One in a series of interviews with Modern Healthcare's Top 25 Women in Healthcare for 2017. Furst Group and NuBrick Partners, which comprise the companies of MPI, sponsor the awards.

 

Katherine Schneider, MD, the president and CEO of the Delaware Valley ACO in the Philadelphia region—an accountable care organization owned by Main Line Health and Jefferson Health—has long been ahead of the game in whatever pursuit she has chosen.

 

She was part of the first group of U.S. physicians to earn subspecialty certification in clinical informatics. She led the implementation of value-based payment models at Middlesex Health System in central Connecticut, long before “value-based” was a common adjective in the healthcare lexicon. She was the senior vice president of health engagement at AtlantiCare, leading its pioneering move to accountable care and co-designing a value-based insurance benefit for 10,000 employees. She also served as executive vice president and chief medical officer for Medecision, which provided population health technology for health systems and health insurers.

 

That’s a lot of trailblazing but, to Schneider, it’s just a steady progression along the path of transforming care.

 

“Whether you call it community benefits, clinical integration, population health or accountable care, this concept of a health system being responsible for more than just transactional care is really what this is all about.”

 

Major achievements started early for Schneider, who skipped from sixth to ninth grade as an adolescent, ending up in college at 15 and in medical school four years later.

 

“When I was 11, we moved from New York City to Austria due to my father’s work,” she says. “I went from a very good private school in Manhattan to a very small, hands-on international school.

 

“I had the threat of ending up at an Austrian convent school hanging over me,” she jokes, “so I did really well.”

 

Though she was much younger than her medical-school classmates, she can’t resist some more self-deprecation.

 

“Yes, I was 19 when I went to medical school, but I made up for it because I spent nine years in medical and graduate school,” she says of the combination MD-PhD program she enrolled in. “To make a long story short, I became much more interested in public health and policy. So, I actually switched into the epidemiology program at Columbia University.”

 

She also chose family medicine, not one of the higher-paying specialties.

 

“Family medicine seemed to me a great fit for someone interested in population health and policy,” Schneider says. “It’s womb to tomb, broad clinical experience.”

 

That made giving up the practice of medicine difficult when she eventually had the opportunity to potentially impact more lives in a different kind of role. Not that she doesn’t have some regrets about not seeing patients anymore.

 

“I do miss it,” she admits. “But there are a lot of really good doctors out there. I was a good doctor too, but I have a skill set that not a lot of people have, which is a combination of the population-health aspects and the clinical experience. I’m seeing opportunities to transform the healthcare system to improve population health outcomes. That’s been my career niche since the day I finished my residency training.”

 

Schneider finds her role leading one of the nation’s leading ACOs to be inspiring, but also challenging at times.

 

“I was recently at a fireside chat featuring Michael Dowling, the CEO of Northwell Health, and he said that, to be in healthcare, you have to be an optimist but you almost have to be chronically unhappy with the status quo.”

 

Schneider says she wouldn’t describe herself as an optimist, but says she “is pretty resilient and determined,” traits she learned from her mother who fought—and beat—tuberculosis as a young woman. “What I learned from my mom is the power of perseverance against the odds.”

 

The perseverance these days comes from battling that persistent status quo—part of the marching orders for an ACO—where so many factions in healthcare have lobbyists to protect their interests, even when change can streamline care or bring about better outcomes.

 

“What one person calls waste is someone else’s lunch,” she says. “If you’re going to get waste out of the system—even through innovation—that’s still taking money away from someone and they’re going to fight it tooth and nail. We’re not going to solve this problem unless we’re willing to admit that and take it on.”

 

Schneider, for one, is ready to wade into the fray.

 

“I truly believe that we can do better and that most of us want to do better to serve our community and our country.”

 

 

SIDEBAR: In a sea of data, the power of stories

 

Katherine Schneider is a national leader in clinical informatics, but she’s a big believer in the power of stories. That’s why she and her team at Delaware Valley ACO open their meetings with a value-based story of impacting the life of a patient or a provider.

 

“You can talk all you want about care management and Triple Aim but, ultimately, if you can tell the story of how you’ve changed a patient’s life or a physician’s practice, people get it,” she says.

 

One example: A 92-year-old woman has been to the emergency room numerous times because she can’t get out of her bathtub. She calls her friends from the tub, who call 911. Over and over. Delaware Valley steps in and, within 24 hours, has connected her to free services in her community that come in and install grab bars and railings and retrofit her home. She doesn’t need to call for help anymore.

 

“Not everything we do is that simple,” Schneider cautions. “We also work with some extremely overwhelming, complex patients and make some small wins for them. A win is not like a cell in a spreadsheet. It’s not a graph on a PowerPoint. It’s really in the stories.”

 

 

Top 25 Minority Executives in Healthcare--Ketul Patel: A sense of mission fuels the best leaders in healthcare

By | December 22 nd,  2016 | CHI Franciscan Health, chief executive officer, Top 25 Minority Executives in Healthcare, Hackensack University Medical Center, health system, Kenya, Modern Healthcare, SafetyFirst Initiative, Blog, Catholic faith, Catholic Health Initiatives, clinician, collaborative, leadership, mission, safety, Ketul Patel, patient experience, quality | Add A Comment

 

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

 

Every month or two, CEO Ketul J. Patel journeys to the convent where the Sisters of St. Francis live and spends some time with the religious women who provide the missional context of the organization Patel leads, CHI Franciscan Health in Tacoma, Wash., part of the Catholic Health Initiatives system.

 

“I leave energized every single time I go there because of the amount of passion they have for this organization,” he says. “I have always felt that faith-based organizations have an extra touch of focus and mission than others. I couldn’t have asked for a better set of sisters to work with.”

 

Patel was raised in the Hindu faith but went to Catholic grade schools and high school growing up in Johnstown, Penn., 60 miles east of Pittsburgh. In an earlier role, he also worked for several years at a Catholic hospital in Chicago run by another group called the Sisters of St. Francis, this one based in Indiana.

 

“The Catholic faith has made a pretty substantial imprint into not only my career, but my life,” he says. “It’s given an extra allure to this type of organization for me.”

 

It’s also given a sense of urgency to the strides Patel hopes to make in reshaping CHI Franciscan and the other CHI hospitals he oversees as senior vice president of divisional operations for the Pacific Northwest Region. His goal, he says, is to have a top-performing organization with a mission-based focus on quality, safety and patient experience.

 

“We want to have a system of the most talented providers and innovative services in the Pacific Northwest,” Patel says. “Because of that, we just went through a significant structural reorganization to focus on those areas.”

 

Chief among the changes is the SafetyFirst Initiative, what Patel calls “a system-wide effort aimed at eliminating all preventable safety events.”

 

“We’ve branded it throughout the entire CHI system, and we’re seeing declines in serious safety events at all of our hospitals that have implemented SafetyFirst. It’s something our clinical staff is very proud of.”

 

The sense of service that Patel believes is a necessity for healthcare leaders comes from his parents, he says. Patel was born in Kenya, as were both his parents. His father is a retired physician. His mother, who passed away last year, was a nurse.

 

“When my father was practicing in Kenya, he would take my mom, brother and me to some remote areas of East Africa and provide care,” Patel remembers. “A lot of it was done under the umbrella of what was then the Lions Club.

 

“I have some very vivid memories – people who were missing hands, people with significant diseases with no access to care. The impact of that was substantial and that’s what prompted and inspired me to get into this type of role.”

 

His family moved to the U.S. in 1979 when Patel was eight. His brother went into medicine – he now heads cardiac surgery at the University of Michigan – and Patel started pre-med courses to head down the same path at Johns Hopkins. He also took a job as a research assistant to Nobel laureate Christian Anfinsen and, while it was a wonderful experience, he says, he couldn’t summon the same enthusiasm for it that he had for a couple health administration classes he took. He was reluctant to tell his parents he didn’t want to be a clinician.

 

“I thought it was going to be one of the toughest conversations I ever had with my father,” Patel says now, chuckling. “Instead, my father said, ‘We’ve been waiting for you to say this. All these years, we didn’t think you wanted to be a doctor.’ ”

 

The move to the administrative side has been a good fit. Patel got his first VP role at 26 and hasn’t looked back. He came to CHI Franciscan from Hackensack University Health Network and Hackensack University Medical Center in New Jersey, where he served as executive vice president and chief strategy and operations officer.

 

Patel says his leadership style has evolved in his 20 years in administration. “You have to be a born leader, to some extent, but I think your leadership style and your abilities change as you are exposed to different areas and experienced with varying challenges.”

 

But one absolute imperative, he says, is to be a collaborative leader.

 

“People support what they help to create,” he says. “If a staff member feels they’re part of a decision-making process that is helping to move the organization in a certain direction, they’re going to unite behind that.”

 

He says he especially loves the ideas that come from clinicians. “They’re the ones who are at the bedside.”

 

Besides, he says, his parents always loved to tease him about the importance of the front-line staff.

 

“I’d be on the phone with them and my dad would say, ‘By the way, just remember that the only reason you have a job is because doctors bring patients to your doorstep.’ Then my mom would get on the phone and say, ‘Don’t listen to your dad. The only people who know what’s going on with the patients are the nurses.’

 

“I give them a lot of credit for that.”

 

 

A sense of mission drives Ketul Patel at CHI Franciscan Health

By | August 10 th,  2016 | CHI Franciscan Health, chief executive officer, Top 25 Minority Executives in Healthcare, Hackensack University Medical Center, health system, Kenya, Modern Healthcare, SafetyFirst Initiative, Blog, Catholic faith, Catholic Health Initiatives, clinician, collaborative, leadership, mission, safety, Ketul Patel, patient experience, quality | Add A Comment

 

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

 

Every month or two, CEO Ketul J. Patel journeys to the convent where the Sisters of St. Francis live and spends some time with the religious women who provide the missional context of the organization Patel leads, CHI Franciscan Health in Tacoma, Wash., part of the Catholic Health Initiatives system.

 

“I leave energized every single time I go there because of the amount of passion they have for this organization,” he says. “I have always felt that faith-based organizations have an extra touch of focus and mission than others. I couldn’t have asked for a better set of sisters to work with.”

 

Patel was raised in the Hindu faith but went to Catholic grade schools and high school growing up in Johnstown, Penn., 60 miles east of Pittsburgh. In an earlier role, he also worked for several years at a Catholic hospital in Chicago run by another group called the Sisters of St. Francis, this one based in Indiana.

 

“The Catholic faith has made a pretty substantial imprint into not only my career, but my life,” he says. “It’s given an extra allure to this type of organization for me.”

 

It’s also given a sense of urgency to the strides Patel hopes to make in reshaping CHI Franciscan and the other CHI hospitals he oversees as senior vice president of divisional operations for the Pacific Northwest Region. His goal, he says, is to have a top-performing organization with a mission-based focus on quality, safety and patient experience.

 

“We want to have a system of the most talented providers and innovative services in the Pacific Northwest,” Patel says. “Because of that, we just went through a significant structural reorganization to focus on those areas.”

 

Chief among the changes is the SafetyFirst Initiative, what Patel calls “a system-wide effort aimed at eliminating all preventable safety events.”

 

“We’ve branded it throughout the entire CHI system, and we’re seeing declines in serious safety events at all of our hospitals that have implemented SafetyFirst. It’s something our clinical staff is very proud of.”

 

The sense of service that Patel believes is a necessity for healthcare leaders comes from his parents, he says. Patel was born in Kenya, as were both his parents. His father is a retired physician. His mother, who passed away last year, was a nurse.

 

“When my father was practicing in Kenya, he would take my mom, brother and me to some remote areas of East Africa and provide care,” Patel remembers. “A lot of it was done under the umbrella of what was then the Lions Club.

 

“I have some very vivid memories – people who were missing hands, people with significant diseases with no access to care. The impact of that was substantial and that’s what prompted and inspired me to get into this type of role.”

 

His family moved to the U.S. in 1979 when Patel was eight. His brother went into medicine – he now heads cardiac surgery at the University of Michigan – and Patel started pre-med courses to head down the same path at Johns Hopkins. He also took a job as a research assistant to Nobel laureate Christian Anfinsen and, while it was a wonderful experience, he says, he couldn’t summon the same enthusiasm for it that he had for a couple health administration classes he took. He was reluctant to tell his parents he didn’t want to be a clinician.

 

“I thought it was going to be one of the toughest conversations I ever had with my father,” Patel says now, chuckling. “Instead, my father said, ‘We’ve been waiting for you to say this. All these years, we didn’t think you wanted to be a doctor.’ ”

 

The move to the administrative side has been a good fit. Patel got his first VP role at 26 and hasn’t looked back. He came to CHI Franciscan from Hackensack University Health Network and Hackensack University Medical Center in New Jersey, where he served as executive vice president and chief strategy and operations officer.

 

Patel says his leadership style has evolved in his 20 years in administration. “You have to be a born leader, to some extent, but I think your leadership style and your abilities change as you are exposed to different areas and experienced with varying challenges.”

 

But one absolute imperative, he says, is to be a collaborative leader.

 

“People support what they help to create,” he says. “If a staff member feels they’re part of a decision-making process that is helping to move the organization in a certain direction, they’re going to unite behind that.”

 

He says he especially loves the ideas that come from clinicians. “They’re the ones who are at the bedside.”

 

Besides, he says, his parents always loved to tease him about the importance of the front-line staff.

 

“I’d be on the phone with them and my dad would say, ‘By the way, just remember that the only reason you have a job is because doctors bring patients to your doorstep.’ Then my mom would get on the phone and say, ‘Don’t listen to your dad. The only people who know what’s going on with the patients are the nurses.’

 

“I give them a lot of credit for that.”

 

 

Page 1/1