1. Leading Through Changing Times ACHE 2016 Strategic Plan & Update RICHARD D. CORDOVA, FACHE Chairman, Board of Governors

2. Are we Prepared for This Future? TodayFuture Focus Individual patientCommunity health Care Fragmented, episodic treatment Coordinated, longitudinal care Goals Treating sicknessAchieving wellness Rewards Volume driven (FFS)Value, outcomes driven Settings Institutional based – hospital oriented Community based – range of settings Leadership Managing departments/divisions Systems thinking, integrated processes 2

3. Futurescan Survey Results: What Practitioners Predict by 2020 Total per-patient revenue less than 2012–13 30% total revenue from non-fee-for-service 70% total revenue from government payments ACO or bundled payments 69% 71% 74% Healthcare Reform: Copyright 2015, Society for Healthcare Strategy & Market Development

4. Futurescan Survey Results: What Practitioners Predict by 2020 Transparency: Copyright 2015, Society for Healthcare Strategy & Market Development Consumers will comparison shop for elective procedures Price quotes for consumers will include costs of possible risks and complications Hospitals will provide prices in advance Clinicians will consider price in decisions about whether diagnostic tests are needed 94% 78% 91% 77%

5. Futurescan Survey Results: What Practitioners Predict by 2020 Provider Strategy: Copyright 2015, Society for Healthcare Strategy & Market Development Decentralized care or a decentralized system ACO or other population health entity Increase in hospital-employed physicians 88% 80% 90%

6. Futurescan Survey Results: What Practitioners Predict by 2020 Innovations in Primary Care: Copyright 2015, Society for Healthcare Strategy & Market Development 87% 93% 95% 75% Accountable care networks will be established in their area Electronic health information sharing between hospitals and ambulatory care will be established Patient care will be coordinated across settings Most patients will be enrolled in managed care

7. “If the rate of change on the outside exceeds the rate of change on the inside, the end is near.” ― Jack Welch

8. Our Challenges as Leaders: Facing New Players and Integrated Care Alliances, M&As, JVs Payers as Partners Acute to Post Acute Care (physicians are critical) Hospitals to Systems & Community-Based Resources Managing the full Continuum of Care

9. Our Challenges as Leaders: New Skills & Demands Innovation & Change Management Entrepreneurship Managing Population Health Ethical Challenges Managing Cultural Transformation

10. Transformation Strategy—Structure—Culture strategy structure alignmentalignment purpose, strategy, direction organization structure, capability, management processes, decision- making processes The highest levels of performance are achieved when the strategy, structure and culture are in alignment: culture mindset, behaviors, attitudes, beliefs executionexecution 10

11. Our Future Healthcare needs great leaders for our patients, community and society. Leaders who: Motivate and inspire Serve others Lead by example Collaborate Come from outside the traditional healthcare industry

12. Helping members make sense of the changing environment Identifying new solutions Preparing leaders to succeed ACHE’s Opportunities

13. ACHE’s Path Forward Prestige of credential Education Networking Career services New alliances New members New settings Strengthen and grow profession

14. Vision: To be the preeminent professional society for healthcare executives dedicated to improving health Vision: To be the preeminent professional society for healthcare executives dedicated to improving health ACHE’s Strategy Map

15. Vision: To be the preeminent professional society for healthcare executives dedicated to improving health Vision: To be the preeminent professional society for healthcare executives dedicated to improving health Mission: To advance our members and healthcare management excellence Mission: To advance our members and healthcare management excellence Integrity Lifelong Learning Lifelong Learning Leadership Diversity Foundation Core Values ACHE’s Strategy Map

16. Vision: To be the preeminent professional society for healthcare executives dedicated to improving health Vision: To be the preeminent professional society for healthcare executives dedicated to improving health Mission: To advance our members and healthcare management excellence Mission: To advance our members and healthcare management excellence Integrity Lifelong Learning Lifelong Learning Leadership Diversity Preserve and Enhance core offerings to drive continued recognition of ACHE as the preeminent organization and trusted partner for healthcare leadership growth Extend and Adapt ACHE offerings and brand position to meet the needs of the emerging market in healthcare leadership Innovate and Educate to deliver meaningful new solutions to healthcare leaders and those they serve Preserve and Enhance core offerings to drive continued recognition of ACHE as the preeminent organization and trusted partner for healthcare leadership growth Extend and Adapt ACHE offerings and brand position to meet the needs of the emerging market in healthcare leadership Innovate and Educate to deliver meaningful new solutions to healthcare leaders and those they serve Goals: Foundation Core Values ACHE’s Strategy Map

17. Desired Outcomes ✔ Increased membership and participation across the spectrum of healthcare leadership ✔ Increased brand awareness and perceived value among members and key constituents ✔ Higher levels of member engagement and satisfaction ✔ Greater impact on advancing effective and efficient healthcare

18. Goal 1: Preserve & Enhance A vibrant community Education & networking Board Certification Career support Core offerings and resources remain as ACHE continues to be your trusted partner for healthcare leadership growth

19. Goal 2: Extend & Adapt Meet the needs of emerging healthcare leaders across the continuum of care

20. Goal 2: Extend & Adapt Continue to foster greater diversity within healthcare leadership

21. Goal 3: Innovate & Educate Deliver meaningful, new solutions to healthcare leaders

22. Goal 3: Innovate & Educate Core Applied Transformational Foundational Knowledge Use of techniques/ skills Strategic Apply entity/ enterprise-wide leadership Change agent/ apply “population- wide” leadership Student Early (individual contributor) Mid (manager, director, VP) Senior (SVP, c-suite) Academic Preparation Identify emerging competencies

23. Goal 3: Innovate & Educate CareerEdge TM is an interactive career planning tool that results in a highly actionable career plan. Foster career planning

24. Goal 3: Innovate & Educate Identify trends, issues & opportunities Learn from one another Drive transformational change Convene thought leaders

25. For leaders who care: Engage with leaders across the continuum of healthcare Be committed to lifelong learning. Be active and support chapters –Education & networking Foster inclusion –Internships and postgraduate fellowships Tell us how we can help you

26. “The best way to predict the future is to create it.” —Peter Drucker

27. Top 10 Learnings: 1.Engage early 2.Be a life-long learner 3.Everything is temporary 4.Reinvent yourself 5.Be kind to your body 6.You are only as good as your team 7.Lead from your heart 8.Culture counts 9.Family first 10.Paint your own picture