Chief Operating Officers
The Members formally convene two times per year, spring and fall, for a two-day interactive session. Participants identify the issues they want to explore and the experts they want to hear from. A typical two-day Roundtable seminar will feature 3-5 speakers (outside speakers and/or Members themselves) making presentations on recent trends and innovative projects.
Issues may include topics such as:
The participants also enjoy the cross-pollination of ideas during Open Discussion sessions. Members are encouraged to present the issues/problems they are currently facing so that fellow Members can advise one another as peer consultants. During these interactive discussions, Members share new innovations and projects-in-process using a "grand rounds" format.
- How is each of the healthcare system's constituents being impacted by Health Care Reform?
are organizations doing internally with their hospitals, externally
with the payor community, and politically within the states in response
to Health Care Reform?
- How are organizations approaching their capital planning processes, given the future outlook?
- What are the Members doing around Accountable Care Organizations?
- What are the Members doing around Value Based Purchasing?
- What are the successful integration strategies and physician employment models being implemented across the country?
- Capacity management--both physical plant/bed capacity, as well as, labor capacity and availability. Any helpful survival hints for a major campus renovation? How do we meet the demands of increased patient volumes with limited physical capacities, and sky-rocketing ED and inpatient demands?
- What are some strategies for addressing financial viability including cost reduction, resource consumption, and revenue enhancement? What are the best new ideas to increase revenue?
- How do we get accurate updates and impact predictions on the new technologies driving and shaping our industry?
- How do we re-design our systems to ensure quality on a corporate-wide basis? How can we be sensitive to the increasing expectation among consumers and purchasers that they will have meaningful outcomes data made available to them?
All Roundtable Meetings are skillfully facilitated to avoid wandering discussions and to promote productive dialogue and the efficient use of time spent "around the table." The "think tank" approach of the Roundtable provides a very high quality educational experience one cannot easily find elsewhere.
The Roundtable Dues, Attendance and Guest Policy
Tuitions at these meetings are covered by yearly membership dues. Meeting attendance must be a high priority. A Member is strongly encouraged to send an appropriate substitute in the event he or she is unable to attend a scheduled Roundtable Meeting.
A Member may bring one guest to any Meeting, particularly an individual who is considering membership. Guest registrations are made in advance (at no additional charge)--limited to four total per Roundtable Meeting.
In order to cover the costs of
the semi-annual meetings, including speaker fees, appropriate research,
and operating expenses, Members pay $2,995 for two consecutive
View Our Membership List
Scheduled Meetings of The Healthcare Roundtable for Chief Operating Officers
April 9--10, 2015
Omni Houston Galleria Hotel
October 21--23, 2015
Kansas City Marriott Country Club Plaza
Kansas City, Missouri
“I find the combination of speakers who are “in the know” as well as best practices directly from my colleagues to be very helpful. The size of the group allows me to know my colleagues and be able to contact them between sessions which is priceless, especially when I want to get feedback on a situation or idea.”
--Judy Blauwet, Sr. VP Hosp. Operations, Avera McKennan Hospital, Sioux Falls, SD
“The Healthcare Roundtable has been an
outstanding opportunity for our hospital to regularly benchmark with
other great hospitals around the country. We currently have all senior
vice presidents and several directors as members in their disciplines.
It not only provides immeasurable value to our hospital's performance,
but, also serves as great reward and recognition and to retain our very
--Patrick Jordan, Chief Operating Officer, Newton-Wellesley Hospital, Newton, MA