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Healthcare Trustee Institute > Faculty Eric
Lister, MD, Co-Chair HTI, Managing Partner, Ki Assoc.
The Role of the Board in Creating a Culture of Quality
Eric
Lister is a physician and consultant to healthcare organizations.
His expertise lies in the development of leadership effectiveness
and organizational cohesion. This work focuses on building clarity
of purpose inside the Board, creating efficient and sustainable
structures and decision-making processes inside the executive
team, and developing crucial leadership skills throughout the
ranks of leadership.
Dr.
Lister’s clients have included physician groups, hospitals,
and large integrated systems across the country. He has been effective
in using the urgent challenges of the day – system integration,
network development, strategy implementation, clinical process
improvement – as laboratories for developing the very leadership
infrastructure essential to success. This work has involved organizational
assessment; retreat facilitation; providing counsel to senior
leadership; the ongoing facilitation of task groups; and extensive,
one-on-one coaching of physician leaders.
Dr.
Lister has published a wide variety of articles addressing health
care governance, the consultation process, and the development
of organizational cohesion. Initially trained as a psychiatrist
at Duke University and Harvard, Dr. Lister taught at Harvard and
Tufts Medical Schools, served as the Medical Director of a 65
bed psychiatric hospital, and was a founding partner of a large
group mental health practice now in its twenty-first year, before
embarking on his current consulting practice.
John
Butzel, Managing Partner, Olney Associates
Executive Evaluation and Compensation
Mr. Butzel received his bachelor's degree from Stanford University
in 1963 and master's degrees in hospital administration from the
University of Michigan in 1967.
From 1968 through 1981, Mr. Butzel had broad governmental, association
and hospital management experience, serving as a deputy assistant
commissioner in the New York City hospital system; as a
federal legislative and regulatory director at the American Hospital
Association; and as assistant administrator at Evanston
Hospital (IL) and chief operating officer at Children’s
Hospital of Michigan in Detroit and New England Medical Center
Hospital in Boston.
Since
1981, Mr. Butzel has been active as a management consultant in
executive compensation and related board consultation, organizational
analysis and design, and wage and salary administration, including
experience with point factor job evaluation, market pricing, merit
and step system salary administration, job family pay programs,
pay equity analysis and incentive compensation programs in not-for-profit
health care organizations.
In
1989, Mr. Butzel became co-owner and one of two Managing Partners
of Olney Associates. Mr. Butzel focuses his practice on
healthcare organizations, including current assignments at Cape
Cod Healthcare (MA), Glens Falls Hospital (NY), Concord Hospital
(NH), Roger Williams Medical Center (RI), Maine Hospital Association,
and Waterbury Hospital (CT). In addition, Mr. Butzel brings
consulting experience from other industries including education
(Andover Public School), government (Towns of Needham and Waltham),
publishing (Hemmings Motor News), and human services (Home for
Little Wanderers, Federated Dorchester Neighborhood Houses).
Donna
Cameron, J.D., Executive VP, General Counsel & Corporate Compliance
Officer, Lahey Clinic
The
Governing Body's Role in Understanding and Assuring Regulatory
Compliance
Donna
L. Cameron, J.D., is Executive Vice President, General Counsel
and Corporate Compliance Officer for Lahey Clinic Medical Center,
a nationally renowned integrated health care delivery system headquartered
in Burlington, Massachusetts. In addition to being responsible
for the provision of all legal and regulatory services required
by the Medical Center and its affiliates, Ms. Cameron is a member
of Lacey’s Senior Executive Management Team and serves as
Secretary to its Board of Trustees.
Immediately
prior to assuming her current position in 1992, Ms. Cameron had
served for two years as Vice President and General Counsel to
Healthsource, Inc., a publicly traded managed care company located
in Concord, New Hampshire. From 1985 - 1990, she had served as
Associate General Counsel for New England Medical Center, a major
academic medical center affiliated with Tufts University School
of Medicine. Prior to that, Ms. Cameron was associated with the
law firm of Herrick & Smith in Boston, where she, as a member
of its Corporate Department, had specialized in health care law.
Ms.
Cameron graduated from the University of Virginia Law School (where
she was a Hardy C. Dillard Fellow). For many years, Ms. Cameron
has been teaching health care law at local universities and is
frequently invited to be a guest speaker at national medical/legal
conferences.
Chris
Cutler, Cutler & Company
The Board's Duties in Evaluating Merger and Affiliation
Opportunities
Chris
Cutler’s career included a wide variety of positions in
hospital leadership and management, before he founded Cutler &
Company in 1991. As Principal of that organization, he has worked
with the governing bodies of hospitals, physician groups, healthcare
associations, and community organizations throughout the country.
His
current work addresses Trustee education and retreats, strategic
planning, and Board evaluation, as well as merger related activity.
He has worked at the insurer / provider interface, having been
instrumental in developing Massachusetts first PPO, and then serving
as Treasurer of that organization. Combining his interests in
hospital strategy, merger activity, and community agencies, he
has been particularly active in facilitating affiliation and merger
discussions between hospital clients and community providers such
as VNAs, hospices, and birthing centers.
Educated
at Harvard College and the University of Michigan, where he earned
a Masters Degree in Healthcare Administration, Mr. Cutler later
served on the faculty of the University of Minnesota. He is a
Fellow of the American College of Healthcare Executives.
Carolyn
Jacoby Gabbay, JD, Hutchins, Wheeler, & Dittmar
Negotiating the relationships that bring hospital strategy to
life - with partners,
provider groups, payers…
Carolyn
Jacoby Gabbay, who for many years chaired the Health Law Practice
Group at Hutchins, Wheeler, and Dittmar, has been active in health
law for decades. She has been the author / editor of the “Legal
Line” feature column published in the Healthcare Financial
Management Association’s Massachusetts Chapter monthly newsletter.
She has received the Follmer, Reeves, and Muncie Awards from that
organization.
Her
legal expertise extends to many areas of health law, including
accreditation, compliance, and fraud and abuse. She has worked
with physician groups, created physician compensation strategies,
and helped hospitals develop strategies for successfully working
with employed physicians.
Ms.
Jacoby Gabbay received her B.A. for Boston University, and went
on to graduate cum laude from the Boston University School of
Law. In addition to her associate membership in the American Academy
of Healthcare Executives, and membership in the Boston Bar Association
and the American Health Lawyers Association, she is active in
civic and community leadership.
Robert
Harrington, Director, Cambridge Management Grp.
Aligning governance activity with strategic imperatives
Bob
Harrington is a co-founder and owner of the Cambridge Management
Group, an advisory firm founded in 1985 that provides strategic
advice and assistance in implementation to hospitals and health
systems around the country. CMG focuses on engaging physician
leaders in priority setting through a physician-led, peer-reviewed,
process of structured dialogue.
CMG
works in three primary areas: assisting health care organizations
in the direction-setting process, implementing strategy, and increasing
physician participation in decision-making. Board involvement
is intrinsic to each. The firm has been successful in assisting
many of its clients in multiple cycles of strategy development
followed by physician-led implementation.
Mr.
Harrington, a graduate of Dartmouth College and the Harvard Business
School, began his career at the St. Luke’s – Roosevelt
Hospital Center in New York. He went on to create One-Care, a
developer of primary care practices in the Boston area, and then
joined A.P.M., at one time the country’s largest health
care consulting company, before leaving A.P.M. to found the Cambridge
Management Group
Lindalee
Lawrence, Principal, Lawrence Associates
Approaching Executive Compensation: What the Board Needs to Know
Lindalee
Lawrence is the founder and President of Lawrence Associates,
a compensation consultancy. Clients include hospitals, health
systems, group practices, and academic medical centers.
Lawrence
Associates works with Boards and senior executives to assure that
organizational approaches to compensation reflect and support
mission, values, and strategy. The firm helps its clients understand
regulatory strictures governing compensation, and competitive
pricing in the marketplace – both for executive salaries
and physician compensation.
Ms.
Lawrence attended the University of Pennsylvania and the Warton
School before joining the regulatory arm of the Commonwealth of
Massachusetts. She left state government to join KPMG, and worked
for them as the Boston Manager of Human Resource Consulting for
Healthcare, Government, and Financial Services Industries.
Robert
A. McGowan, Senior Principal, Bristol Mitretek Grp.
Alignment of Board, Medical Staff, & Administrative Leadership
Bob
McGowan is a principal and owner of The Bristol Group, Inc. His
expertise in organization and management supports his experience
in strategic planning, the formation of multi-hospital alliances
and mergers, management restructuring, operations improvement,
physician network development, and senior management team development.
His keen interest in governance has led him to help many boards
increase their overall effectiveness.
Many
of Bob's present efforts as an organizational strategist are focused
on coaching and advising organizational leaders and more closely
aligning key stakeholders on major strategic decisions. Attempting
to implement significant internal change often triggers conflict
-- both between board members and among board members, physicians,
and managers. Bob demonstrates well-developed conflict resolution
and consensus-building skills. He establishes an environment of
trust and openness allowing organizational leaders to address
difficult issues in a straightforward manner. His professional
integrity is recognized and respected by his clients.
Martin
Merry, MD, Associate Professor of Health Management and Policy,
University of New Hampshire
The Evolving Nature of Leadership in Health Care
An
early proponent of scientific approaches to health care quality,
Martin Merry has been on the national stage as a speaker in this
area for decades. He has published and lectured widely, working
as a consultant with hospitals, integrated systems, and group
practices to devise approaches to care delivery that import the
lessons of quality science. In addition, Dr. Merry has been at
the forefront of adapting the insights of complexity science to
health care delivery.
This
focus on quality has naturally evolved into extensive work in
the field of leadership – at the physician, executive, and
Board levels. Dr. Merry mines the “Six Sigma” approach
of industry to suggest ways in which today’s healthcare
leaders can lead substantive and lasting change in care delivery.
Martin
Merry, MD is the Associate Professor of Health Management and
Policy at the University of New Hampshire and Senior Advisor for
Medical Affairs at the N.H. Hospital Association and Foundation
for Healthy Communities.
Diane
Bissonnette Moes, J.D., Donoghue, Barrett & Singal
Understanding the organization's interface with government
Diane
Moes is an attorney at Donoghue, Barrett & Singal practicing
in the Health Care and Government Strategies Groups. Her experience
includes formation of and advice to health care entities regarding
business diversification strategies and regulatory compliance;
development of managed care strategies; formation of hospital/provider
networks; risk management; physician recruitment and practice
management activities; development of assisted living facilities;
analysis and advice on fraud and abuse, Stark II, reimbursement
and general corporate matters.
Ms.
Moes has extensive experience in the health care industry. She
worked as a lobbyist for the American Academy of Pediatrics in
Washington, D.C., as a director with the Massachusetts Hospital
Association in Burlington, and as a vice–president in charge
of strategic planning and marketing for Holy Family Hospital in
Methuen.
She
received her B.A. in Psychology/Elementary Education from the
University of Massachusetts, her M.S. in Counseling from the University
of Maryland, College Park and her J.D. from Suffolk University
Law School, where she is now an adjunct faculty member. She serves
as a trustee of the University of Massachusetts Memorial Health
Care system.
Rob
Reece, Senior VP, Cambridge Research Institute
Developing Organizational Strategy-Fulfilling the Board's Responsibility
Cambridge
Research Institute is a consulting firm specializing in strategy
and governance for hospitals and health systems. Their work focuses
on the creation of multi-institutional strategies and involves,
as well, the support of those strategies through efforts in leadership
and organizational development.
Mr.
Reece is particularly interested in working with his clients --
including professional associations, hospitals, and integrated
systems -- to developing the conceptual frameworks necessary to
guide thoughtful strategy development.
Mr.
Reece received his B.A. from Colgate University and an M.B.A.
from Rutgers. He joined C.R.I. in 1980.
Dan
Roble, J.D., Partner, Ropes & Gray Health Care Group
The Future of Health Care
Dan
Roble is a partner in the Health Care Group of Ropes & Gray
in Boston. Mr. Roble has practiced in all areas of health care
law and has represented the full spectrum of providers and payors.
He works extensively with hospitals and physicians in their formation
of integrated delivery systems, their relationships with managed
care plans, and their creation of joint ventures for the purpose
of managed care contracting, such as physician hospital organizations,
management service organizations, and foundations. He works with
academic medical centers with respect to reorganizations, mergers,
acquisitions, reconstituting their faculty practice plans, and
HIPAA compliance.
Mr.
Roble has had a long and abiding interest in health care reform
initiatives and issues. He served as counsel to the special subcommittee
which helped to develop the Universal Health Bill in Massachusetts
to provide health insurance for the uninsured He serves as a trustee
of and counsel to the Foundation for Accountability (FAcct), a
unique private/public partnership whose members include General
Motors and HCFA. FAcct is producing formats to provide information
on health care quality to consumers. He is a member of the Board
of Directors of Point Therapeutics, Inc., a biotechnology company,
and the American Society of Law, Medicine and Ethics.
After
graduation from Yale University in 1968, Dan attended Clare College,
Cambridge University, England, as a Mellon Scholar. He received
a Master's Degree in Economics in 1972 and then attended the University
of Virginia, from which he received a law degree in 1975.
Richard
A. Sheff, MD, VP of Consulting & Education, The Greeley Company
Assuring Patient and Employee Safety - the Role of the Board
Rick
Sheff, MD is the vice president of consulting and education at
The Greeley Company, a national leader in providing educational
and consulting services to hospitals around Medical Staff issues.
He has led the Greeley Company in developing an ever growing program
of national seminars as well as publications regarding quality,
credentialing, and Medical Staff leadership.
In
recent years, Dr. Sheff has developed the conflict resolution
and governance practices of T.G.C., resulting in diversifying
the client base of the organization and expanding from its core
interest in the effectiveness of the Medical Staff. T.G.C. works
with hospitals and hospital systems throughout the country, providing
leadership assessments, in-house seminars, retreats, external
peer review, and ongoing consultation services.
Dr.
Sheff attended Cornell University and studied at Oxford prior
to completing his medical degree at the University of Pennsylvania.
Before embarking on his consultation career, Dr. Sheff practiced
family medicine, was himself a Medical Staff leader, and directed
a Massachusetts I.P.A.
Nancy
Turnbull, Harvard School of Public Health
Understanding Health Care Finance-What the Board Needs to Know
Ms.
Turnbull is a faculty member at the Harvard School of Public Health,
where she directs the two-year master's program in health policy
and management and teaches courses in managed care policy and
provider payment systems. Her research interests include the financial
performance of health insurers, Medicare HMOs, and international
applications of managed care techniques.
Before
her foray into academia, Nancy worked for nine years for the Massachusetts
Division of Insurance, serving as First Deputy Commissioner and
also Deputy Commissioner for Health Policy. In 1995, Nancy served
as Acting CEO of Neighborhood Health Plan, an HMO founded by the
community health centers in Massachusetts. Earlier in her career,
she worked for five years in the Blue Cross Blue Shield system,
both at the Massachusetts plan and for the national association
in Chicago.
In
addition to her teaching and research activities, Nancy consults
to private organizations, consumer groups, and governmental agencies
on a range of issues, including strategic planning, managed care
contracting, HMO licensure, and health insurance regulation. She
served for several years as the chairperson of the Massachusetts
Nongroup Health Insurance Advisory Board, and is a currently a
member of several health policy advisory groups. Nancy has an
undergraduate degree in economics from Mount Holyoke College and
a M.B.A. in health care management from the Wharton School of
the University of Pennsylvania.
Marc
Voyvodich, President, Stroudwater NHG
Community Alliances and Community Health
Marc Voyvodich is President and founding partner of Stroudwater
NHG (formerly Northland Health Group). His primary focus is assisting
clients in the areas of provider network development, strategic
planning, risk contracting arrangements, and community health
plan development. Preceding the creation of Stroudwater NHG, Marc
was the first Executive Director of SYNERNET, a 20+ Hospital alliance
in northern New England, which provides shares services and serves
as a provider network for members.
As
a Program Officer at the Robert Wood Johnson Foundation, Marc’s
responsibilities included managing national programs in emergency
medicine, rural medical practice development, and new program
development. He also served as Assistant to the President of the
national Blue Cross/Blue Shield Association in Chicago.
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