Peter Boland

Understanding Healthcare Reform.
· What it means (including myths and misconceptions)
· How current reform efforts (government and commercial) are different from efforts in the 1990s
· Why this era of reform will not go away regardless of legislation and political differences
· How will it impact each organization and market segment (employers, hospital systems, medical groups, pharmaceutical companies, device vendors)
· How to translate market chaos and uncertainty into practical strategies and meaningful responses (window of opportunity)

Transitioning Payment Systems and Financial Incentives from Volume to Value.
· Where the money is now and where is it going
· Why the federal government has given up on fee for service (FFS), why it is dying, and what this means to the organization
· How financial risk is being transferred to individuals and providers, what this means, and why it will accelerate
· Why taking more risk may be good for high performing providers and reinforces intrinsic incentives
· How to line up being accountable for care and being paid for doing the right thing at the right time (through episodic payment and taking global risk along continuum of care)

Accepting Accountable Care as the New Normal.
· How accountable care organizations (Medicare’s shared savings program) differs from accountable care relationships and models (commercial initiatives)
· What accountable care means for individuals, payers and providers
· Why it represents a sea change in thinking, expectations, products and business relationships
· How performance-based measures radically change business-as-usual practices

Changing Role and Clout of Consumers.
· How Boomers are changing healthcare (demographic imperative) delivery, products, and services
· What end-of-life care means for economy and non-Boomers
· How bio-medicine and technology are changing the everyday landscape of healthcare delivery
· Why consumer preferences will dictate healthcare spend and care models in the future (impact on providers and health plans)
· Why most care will shift to where the patient is (home and community) and away from hospitals and facilities
· Why and how post acute care is one of the “next big things” in healthcare (transition care management)

Current Trends Driving Market Dynamics.
An analysis of the selected factors that affect healthcare, its costs, and how it behaves in the markets:

· Cost Escalation: Impact of $2.5T illness care system on economy, societal choices, and affordability; Why economics will force radical cost reduction, hospital downsizing, and physician aggregation; How customer-supplier-provider relationships will change to meet new market demands for efficiency, price points, and choice

· Value: What value means to different players; How and why the market is shifting to a new definition (total cost of care in relation to outcomes and definable quality); What providers have to gain from adopting a market-driven and patient-centric orientation; What health plans are hearing from “influences” leaders and how insurers are responding; How to align medical treatment, patient engagement and shared decision making with organizational values and clinical culture

· Government: Why it is moving away from FFS; Where CMS is headed in terms of strategy, financing, and innovation; Future of Medicare FFS and Medicare Advantage; How federal leadership is shaping the commercial market

· Health Plans: What market leaders are doing to reengineer products and services; Why collaboration is required with former adversaries (providers); What they will look like in five years; The race against time and the threat of single payer as the solution to cost escalation; How mutual distrust of providers is shifting towards trust and transparency; Examples of innovation in technology, care management, medical informatics, and tiered networks

· Hospital Organizations: How the healthcare recessions and over-utilization will force radical change; How to reposition assets, brand, and mission; Examples of innovation in management, business practices, and physician alignment

· Physician Organizations: Why the rush towards hospital employment and implications for both parties; The myth of physician-hospital alignment; How physician culture is changing and adapting to team-based identity and performance standards; Impact of changing role of primary care and how to incorporate medical homes concept as a clinical strategy; Examples of medical group innovation in strategy, operations, and treatment regimens

· Employers (Self-Funded and Insured): Why employer demands will predominate and drive market dynamics in the future; Role of value-based purchasing and impact on providers; Emergence of direct contracting (bypassing insurers); Role of Health Insurance Exchanges (employers may stay in the game or opt out); Examples of employer innovation on cost management, quality initiatives, benefits redesign, and patient choice

· New Threats/Opportunities: Why Wal-Mart and Safeway Health signal a strategic change among employers in their approach to health benefits; How leading second-generation provider systems have vertically integrated physician and hospital operations to achieve economies of scale; Why single-year contracts are giving way to five-year partnerships; How lean production programs have removed 25% of hospital operating costs; Why some health plans are horizontally integrating by buying physician organizations; How technology is enabling “care without walls” and delivering on the promise of “anytime, anywhere, any device” health services; How the healthcare recession is threatening the bottom line of hospitals and suppliers

· Wild Cards Scenarios (Unforeseen Events That Have the Potential to Reframe Assumptions about Healthcare Strategies and Operations): Impact of international sovereign debt or banking crisis; Outbreak of a multi-nation Middle East war; Impact of severe of double-dip recession or municipal bankruptcies; role of Republican-dominated Congress on healthcare reform implementation; Determination of Supreme Court on constitutionality of individual mandate requirement of healthcare reform law; Impact of employers choosing to exit healthcare benefits provision and use Health Insurance Exchanges in 2014; Exodus of numerous health insurers from the indemnity market; Increased rate of physician retirements; Closure of numerous rural and urban hospitals; Domestic natural disaster or terrorist attack

Travels From


Local Fee Range
$15,001.00 to $20,000.00

West Coast Fee Range
$15,001.00 to $20,000.00

East Coast Fee Range
$15,001.00 to $20,000.00

This specific fee falls within this range. Ranges are presented as a guideline only. Speaker fees are subject to change without notice. For an exact quote, please contact your Leading Authorities representative.

A dynamic speaker who tells the audience what they need to hear - not just what they want to hear. His analysis is creative, insightful and ahead of the curve. In our experience, he hits the mark every time and really gets audiences thinking. Dennis Wessman President Washington G-2 Reports

Peter shared with our membership some novel ideas about making healthcare more patient-centered again - while maintaining fiscal solvency. His remarks were hard hitting and constructive, and his visuals are fantastic. John C. Lewin, MD, Chief Executive Officer, California Medical Association

Incredible performance! Peter nailed the topic. Everyone in the room came away with a much better figon where the next big business opportunities are in healthcare. He challenged the audience to think "out of the box" - and they responded. Paul W. Nice, CPA, FACHE, National Director e-Health Alliances, Oracle Corporation

Peter was the top-rated speaker at both our East Coast and West Coast Health Internet Congress programs held in 2000. Satish Kavirajan, Managing Director, TCBI

A dynamic speaker who tells the audience what they need to hear - not just what they want to hear. His analysis is creative, insightful, and ahead of the curve. In our experience, he hits the mark every time and gets audiences thinking. Dennis Weissman, President, Washington G-2 Reports

"Embrace change and plan now for how to do business in the future. Don't try to hang onto the past ... It's gone." That was Peter's take-home message. His prescription is a thought-provoking call to action. John Cooper, Market Development Manager, Glaxo Wellcome

Peter's program touched all the "hot buttons" that are creating tremendous challenges for healthcare trustees and executives today. He made complicated issues understandable and outlined ways to take constructive action. Nancy Ensign, Executive Director, The Health Trustee Institute

A great headliner for a discriminating audience, Peter's talk created a buzz that lasted throughout the three-day event. He delivered an effective speech and his name helped draw a larger than expected attendance. Our conference was a success in every way. Richard L Snader, Associate Director, Southern California Healthcare System

Peter gives new perspective on the changes going on in the industry. More importantly, he presents practical ideas of what to do in the face of so much change. His presentation style is unique and exciting.. . the lights are lowered and the audience is swept away in a world of powerful images and ideas. He combines a touch of theater with a serious educational message - and it works! Brad Sher, Managed Care Director

Peter helped our Board of Directors work through a major leadership change. He quickly focused a divided board on what needed to be done and how to proceed. His facilitation skills, political judgment, and credibility enabled us to reach a difficult consensus. Getting our team moving in the right direction was the turning point. John F. Bookout, Chairman of the Board Methodist Healthcare System, Houston, TX

Peter helped attendees think more strategically. His insights, critiques, and market knowledge made a valuable contribution to our conference. David Hoskinson, Vice President, Managed Care Catholic Healthcare West, San Francisco, CA

Peter always stretches our managers' and our company's thinking. He combines industry expertise with a unique blend of insight, intelligence, and an inquisitive and provocative approach. While facilitating Company strategy and planning sessions, he challenges participants to first think strategically, then create and execute effective plans. Michael E Henry, President and CEO, CAPP Care

Peter is a skilled moderator and facilitator. His opening remarks set the stage for lively and informative discussions. He provided impartial "outsider" observation of the current situation at Kaiser Permanente which was invaluable in helping us to refocus our efforts. Catherine Stickney, Director National Health Services Contracting

Refreshing! Peter avoids the tendency of many speakers to recite collective fiction. He is pragmatic, direct, and able to integrate the perspectives of patients, purchasers, and providers. Audiences are treated to deliberate thinking about where healthcare is going and - because Peter offers practical solutions - they are motivated to act! Robert Kisabeth, MD, Director, Mayo Clinic Medical Laboratories, Rochester, MN

Peter shared with our membership some novel ideas about making healthcare more patient-centered again -while maintaining fiscal solvency. His remarks were hardhitting and constructive, and his visuals are fantastic. John C. Lewin, MD, Chief Executive Officer California Medical Association

Specialists can't keep doing business as usual - and Peter told us why, thoughtfully and convincingly. He pointed to a challenging future that is both demanding and optimistic. He does a superb job delivering a difficult and threatening message: specialists must change how they think and how they practice in order to survive. The good news is that Peter gives practical ideas about how to do it.David G. Tinkelman, MD, President, Joint Council of Allergy, Asthma, and Immunology, Chicago, IL

Peter facilitated a very productive brainstorming session. He knew what information to draw out of our group and what ideas to develop to help us reach a conclusion. It was great to have a mediator who kept us focused on our goal, without bias or prejudice. Glenn Lawson, Medical Group Management Association, Orange County, CA

Peter gave concrete and tangible suggestions about how physicians can take charge of they way they deliver healthcare. He counteracted the "gloom and doom" prophecies that physicians often hear by pointing out the opportunities ahead. Carol Rau, Public Aflairs Director, Fresno Medical Society, Fresno, CA