New Jersey Healthcare Executive Leadership Academy
Phone: 609.896.1766 x258
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Achieving high-quality and high-value healthcare in New Jersey by building collaborative and individual leadership skills among physicians, hospitals, health systems and health plans.
ABOUT THE PROGRAM
Q: Why should you join this effort?
A: The most stubborn problems in healthcare delivery in New Jersey cannot be solved by any one sector working in isolation. Solutions must be developed collaboratively among clinicians and healthcare executives from hospitals, post-acute providers and insurers. We believe there is much to gain from understanding the unique perspectives and insights of those delivering care, paying for care and running facilities. This is an unprecedented opportunity to build your own leadership capacity by working alongside other high level professionals in the healthcare sector.
Q: How does it work?
A: The commitment is for six months. During that time participants will work in both individual and group formats. The Institute begins and ends with a one and a half day retreat. In between are four 4-hour in person sessions and five online sessions. For group projects, participants will be grouped into triads consisting of a physician, a health insurance executive and a hospital or post-acute provider executive. Each group will work on a project that can be implemented within their organization.
Q: How does the program focus on current issues in healthcare in New Jersey?
A: Each leadership class will build leadership skills through a focus on a substantial healthcare problem facing New Jersey. The first class will focus on improving care at the end of life. New Jersey has particularly poor outcomes in end of life care compared to other states and the nation as a whole. Group projects, case studies, and individual and group learning modules through the course will teach leadership through the lens of improving healthcare delivery at the end of life.
Q: Who can participate?
A: Participation in the New Jersey Healthcare Executive Leadership Academy is limited to organizational leaders and physicians with program and/or patient care accountability in medical practices, hospitals, post-acute providers and health plans operating in New Jersey. Participants must commit to completing all requirements of the six-month program.
Q: How much is the tuition rate?
A: Tuition is currently set for $7,500 for the initial cohort.
FUNDING & CONSULTATION
Special thanks to our consultants from The Daniel Hanley Center for Health Leadership who have guided us in developing a successful program that meets the needs of the healthcare industry in New Jersey.
2018 SCHEDULE (Tentative)
This program has been planned and implemented in a collaborative partnership between the Medical Society of New Jersey, the New Jersey Hospital Association, and the New Jersey Association of Health Plans.
Development of the New Jersey Healthcare Executive Leadership Academy has occurred as a result of a broad based needs assessment conducted by MSNJ, NJHA, and NJAHP. This initiative builds on two years of collaborative work among the three organizations, each representing the key pillars of the healthcare delivery system in New Jersey. They questioned how they can come together to work collaboratively across the table and eventually decided to develop an executive leadership academy with the ultimate purpose of building a strong cadre of healthcare leaders. A survey was developed and administered to the Board of Trustees of each organization. The survey revealed that there was strong perceived need for more collaborative leadership among the healthcare industries. Upon the review of the findings, there were a considerable amount of discussion among the boards, eventually leading to the formation of a steering committee consisting of members from each of the three stakeholder’s boards.
The project partners have invested many hours of work and planning to build a leadership development opportunity that will build skills through multiple perspectives on solving healthcare problems statewide. Each leadership class will build leadership skills through a focus on a substantial healthcare problem facing New Jersey. Group projects, case studies, individual and group learning modules through the course will teach leadership against the concepts of improving healthcare delivery at the end of life. The first class will focus on improving care at the end of life. New Jersey has particularly poor outcomes in end of life care compared to other states and the nation as a whole.
The Dartmouth Atlas of Healthcare provides evidence that strongly supports the conclusion that end-of life care provided in New Jersey is both quantitatively and qualitatively different than that provided in other states. For more than 20 years, the Dartmouth Atlas Project has documented variations in how medical resources are distributed and used in the United States. Often the results are glaring. The project uses Medicare data to provide comprehensive information and analysis about national, regional and local markets, as well as individual hospitals and their affiliated physicians.
The Dartmouth Atlas study demonstrates across multiple measures that New Jersey patients experience more aggressive care at the end of life without evidence to suggest that there is corresponding medical benefit. In fact, across many measures New Jersey patients receive more aggressive care than in any other state, ranking first in order of magnitude of resource consumption, often by large margins. In many instances the difference between the state with the highest resource consumption and the state with the lowest resource consumption exceeds a factor of 2:1. That means that by some measures patients in New Jersey receive more than twice as much care than is provided in other states. The reason for this is not clear.
In the table below the measures in which the care in New Jersey exceeds the cost or intensity of all other states is summarized. It is difficult to avoid the conclusion that care provided to Medicare beneficiaries in New Jersey nearing the end of life is significantly more intense than that provided in other states. It is important to note, however, that the Dartmouth Atlas data does not measure the medical outcomes of care, but only measures the resources that are consumed. One might debate that New Jerseyans receive better care and have better outcomes as a result of the practice patterns, but there is little evidence to support the proposition.
The academy is aimed at meeting the professional development needs of physicians, hospital and insurance executives – those who are taking on new executive management roles, as well as more experienced physician and executive leaders who are more engaged in operational and policy decision-making. The academy will allow the participants to understand how health plan, hospital and physician perspectives are applied to solving problems in healthcare delivery. There is consensus among the members of the steering committee that this multiple stakeholder approach will not only build leadership skills, but create new relationships that will benefit our state in the future.
i. The Dartmouth Atlas of Healthcare (http://www.dartmouthatlas.org), 2001-2006 data
ii. The New Jersey Hospital Association (http://www.njha.com/media/85145/NJHA_PolstBlueprint.pdf), 2010
FOR MORE INFORMATION, CONTACT
Lawrence Downs, Esq.
Executive Director, NJHELA
Marlene M. Kalayilparampil, MHA
Project Director, NJHELA
(609) 896-1766, ext. 258
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