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The Essential Learning Series is an affordable online learning experience offering industry-specific training to help health care professionals level up their skill set and achieve career goals.

Each topic features three live, interactive modules, led by subject matter and industry experts, that explore insights and share peer-to-peer best practices. Participants also will review case studies and real-time industry updates to prepare them to develop and execute strategies in their own organizations. The curriculum clearly outlines learning objectives and outcomes required for participants to achieve content mastery and earn professional development credits.

The Essential Learning Series topics will encompass myriad content areas, including, but not limited to:

    • Human resources (workforce optimization).
    • Safety net financing.
    • Telehealth (health care information technology, HIPAA, electronic medical record management).
    • Health care analytics.

Upcoming Series

Mitigating Financial and Operational Care Delivery Challenges for Essential Hospitals


July 20, Aug. 7, and Aug. 17


2–3 pm ET


Take a deep dive into the financial, care delivery, and operational challenges facing essential hospitals in 2023. In this Essential Learning Series, learn how to build future-focused growth strategies, develop a “beyond acute-care” strategy to facilitate continuum of care, and gain tools to help your organization develop and execute consumer-centric value positions.

Sponsored by Guidehouse, an America’s Essential Hospitals corporate affiliate member, this three-module interactive series is imperative for essential health care financial, population health, and operations professionals.





All sessions are moderated by David Burik, Guidehouse partner and Center for Health Insights leader.

Module 1: How Essential Hospitals Can Reset for the Future | July 20

Arturo Saavedra, MD, PhD, dean, VCU School of Medicine.
Ted Day, executive vice president, strategic planning and business development, University Health System.

In a volatile health care market, essential hospital leadership agendas have grown more complex. This complexity is fueled by revenue degradation; increased labor and supply costs and shortages; digital transformation; and rising consumer expectations, among other challenges.

To advance their organizations, leaders seek to grow the top line and improve financial stability. However, amid staffing challenges, many systems struggle to build future-focused growth strategies, often taking siloed and fragmented approaches while payers and new entrants strategically accelerate at health systems’ expense.

Learn how providers can accelerate sustainable growth strategies by creating opportunities out of what would traditionally be deemed risks—value-based care, labor shortages, and digital expectations. Experts will discuss how organizations move to action by compiling a reset plan informed by detailed analyses and market, organizational, and competitive intelligence.

Module 2: Advancing a “Beyond Acute Care” Strategy to Solve Operational Challenges | Aug. 7

Donna Cameron, partner and clinical transformation leader, Guidehouse
Lisa Harris, MD, CEO, Sidney & Lois Eskenazi Hospital
Vernon R. Pertelle, project chair, Acute Hospital Care at Home, Palomar Health

Since the COVID-19 pandemic, new regulatory requirements, elongated prior authorization processes, and patients’ and families’ desire for more home health care options have exacerbated barriers to discharging patients to post-acute care.

In response to these multifaceted challenges, hospitals are developing a robust “beyond acute care” strategy to create a continuum of care through post-acute care collaboratives and innovative care models, such as acute hospital care at home and remote patient monitoring. A “beyond acute care” plan integrates comprehensive analytics to understand the root causes impeding transitions of care and prioritize initiatives to transform the continuum of care.

Discover the benefits of a successful “beyond acute care” strategy and learn where essential hospitals should focus to improve clinical outcomes and patient satisfaction, create market differentiation, and better manage the cost of care.

Module 3: Resetting Your Value Strategy for Sustainable Growth | Aug. 17

Dennis Butts, partner and health strategy and innovation leader, Guidehouse
Liz Popwell, Chief Strategy & Transformation Officer, Stony Brook Medicine
Chris Stanley, MD, President, Healthy Populations, Henry Ford Health

When there’s more focus on cost reduction than on consumer-defined value in health care, providers can lose sight of what people need and expect from health care: convenience, quality, and accessibility. By hitting reset on value-based program design, providers can demonstrate more effectively their total value proposition and ensure relevance in a world of disruptive innovation. To get there, leaders must disassociate value with a race to risk, adopt a broader view of patient centricity, and improve care access and convenience.

Learn how the move toward consumer-centric value positions your organization to be even more essential in the eyes of both consumers and payers.

Learning Objectives

Upon completion of this series, participants will be able to:

  • Outline sustainable growth strategies for essential hospitals.
  • Discuss methods to develop an action plan for growth.
  • Discuss how to use models such as home care and remote patient monitoring to provide the same quality of care as in-person treatment.
  • Describe how using a “beyond acute care” strategy can identify root causes impeding transactions of care and prioritize focus areas for improved clinical outcomes and patient satisfaction.
  • Outline strategies to develop value-based, patient-centered care.


Member: $149
Nonmember: $249

Refunds and Cancellations: Requests for refunds must be received in writing by July 13. No refunds will be granted after July 13. For more information regarding refund, complaint and/or program cancellation policies, please contact our offices at 202.585.0100 or by emailing  

Who Should Attend

  • Chief financial officers.
  • Chief operating officers.
  • Clinical operations professionals.
  • Revenue cycle managers.
  • Analysts.
  • Billing managers/directors.
  • Deputy directors.
  • General accountants.
  • Reimbursement managers/directors.


Contact Vashon Coehins, MA, manager of education, at


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