Huron Consulting Group Releases Huron Healthcare Report Providing Perspectives from Leading Hospital Executives on Industry

  Huron Consulting Group Releases Huron Healthcare Report Providing
  Perspectives from Leading Hospital Executives on Industry Issues for 2013

 More Than 30 CEOs Share Insights on the Real Work of Transforming Healthcare

Business Wire

CHICAGO -- February 5, 2013

Huron Consulting Group (NASDAQ: HURN), a leading provider of business
consulting services, today announced the release of a new Huron Healthcare
report entitled, “Inventing the Future of Healthcare: Top CEOs on the Real
Work of Transforming the Healthcare Industry, Insights from the Huron
Healthcare CEO Forum.”

The report provides perspectives from more than 30 executives of the leading
hospital, health system and academic medical centers who participated in the
third annual Huron Healthcare CEO Forum. At the Forum, the CEOs discussed the
most pressing challenges, greatest opportunities, and strategies for
maintaining high performance in 2013 and beyond.

“Today’s healthcare market is incredibly dynamic and this industry has
experienced unparalleled change in the past few years,” said Gordon Mountford,
executive vice president, Huron Healthcare. “CEOs shared their thoughts and
perspectives on the current and future state of the healthcare industry, as
well as their strategies for coping with the current environment and adapting
new ways to thrive. Their commitment to making improvements in the quality and
affordability of care in this country is admirable.”

Key issues discussed by the CEOs at the Forum and featured in the report
include:

1) Transitioning Organizational Focus and Capabilities to Move from Volume to
Value: The transition to value-based care delivery will require significant
changes in culture, capabilities, and business structures.

“Everyone must work on changing their culture as we move from fee-for-service
to value-based payment models. It's like moving from our success on the first
curve to where we land on the second curve. The key question is, how do you
retain focus on core competencies for success while stimulating progress?” -
Dan Wolterman, president & CEO, Memorial Hermann Healthcare System

2) Lowering Costs while Improving Quality: Significantly reducing costs allows
organizations to make the capital investments needed to shift to value-based
approaches. One area of exploration is new business models that hold the
promise of lowering costs while improving quality.

“We know that incentives will soon begin to reward value-based and accountable
care. A few organizations are aggressively trying to manage the health of the
populations they serve because it's the right thing to do. In the not too
distant future, it is going to be imperative. It is extremely challenging
work.” - Patrick Charmel, president & CEO, Griffin Health Services Corporation

3) New Approaches to Care Delivery and Patient Relationships: A more
patient-centered approach to care delivery with a broad focus on wellness will
be imperative in a post-reform landscape.

“We are working on driving clinical quality up through primary care. Patient
access to primary care physicians is crucial. In addition to the clinical
benefits, patient satisfaction goes way up when patients have easy access to
their primary care physician.” - David Bernd, CEO, Sentara Healthcare, CEO
Forum Co-Chair

4) Stakeholder Alignment: Organizations well-positioned to thrive will align
economic and clinical efforts across the entire continuum of care with all
stakeholders – from physicians to board members to patients to frontline
staff. These stakeholders will all benefit from the common goals of quality,
efficiency and cost reduction.

“Doctors want to be connected; the challenge is to get strategic alignment.
That’s the culture shift that needs to happen over time – and it's a tough
one.” - Michael Dowling, president & CEO, North Shore-LIJ Health System, and
Huron Healthcare CEO Forum Chair

5) Leading and Engaging Stakeholders: The list of initiatives under way –
quality, cost-effectiveness, cost reduction initiatives, performance
improvement goals, workforce optimization, etc. – in hospitals at any one time
can overwhelm stakeholders. The key to engaging and leading stakeholders
involves setting clear priorities and making sure the organization stays
focused on those priorities.

“You can't do it all. You can't say ‘Our number one priority is…’ and then
list five things. We build our stakeholder messages around
patient-centeredness. We fit everything we’re doing under that umbrella. It
gives us the ability to help the organization feel there is not too much going
on, when clearly there is too much going on.” - David Feinberg, CEO &
associate vice chancellor, UCLA Hospital System and Health Sciences

Attendees at the Huron Healthcare CEO Forum represented a broad range of
organizations, from larger multi-hospital systems to academic medical centers
to smaller community hospitals, and across urban and rural communities. Huron
Healthcare’s CEO Forum report also shares valuable insights on transformative
leadership and innovation from the more than 30 CEO attendees, and from top
business leaders, Keith Banks, president of U.S. Trust, Bank of America
Private Wealth Management; Stanley M. Bergman, chairman and CEO, Henry Schein,
Inc.; and Philippe Dauman, president and CEO of Viacom Inc.

“As they continue to thoughtfully lead through the complexity and uncertainty
of today’s post-reform environment, hospital CEOs are truly shaping the future
of healthcare by improving the quality and affordability of care delivery,”
said Dr. Andy Ziskind, managing director and Clinical solutions leader, Huron
Healthcare.

Inventing the Future of Healthcare: Top CEOs on the Real Work of Transforming
the Healthcare Industry, Insights from the Huron Healthcare CEO Forum is
available for download at www.HealthcareCEOForum.com.

About Huron Healthcare

Huron Healthcare partners with clients to provide comprehensive performance
improvement solutions that improve quality, increase revenue, reduce expenses,
and increase physician, patient, and employee satisfaction across the
healthcare enterprise. Clients include national and regional integrated
healthcare systems, leading academic medical centers, community hospitals and
physician practices. Modern Healthcare ranked Huron Healthcare third on its
2012 list of the largest healthcare management consulting firms. Learn more at
www.huronconsultinggroup.com/healthcare or follow us on Twitter: @Huron.

About Huron Consulting Group

Huron Consulting Group helps clients in diverse industries improve
performance, comply with complex regulations, reduce costs, recover from
distress, leverage technology, and stimulate growth. The Company teams with
its clients to deliver sustainable and measurable results. Huron provides
services to a wide variety of both financially sound and distressed
organizations, including healthcare organizations, Fortune 500 companies,
leading academic institutions, medium-sized businesses, and the law firms that
represent these various organizations. Learn more at
www.huronconsultinggroup.com.

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Contact:

Huron Consulting Group
Jennifer Frost Hennagir, 312-880-3260
jfrost-hennagir@huronconsultinggroup.com
 
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