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The Compassus Story March
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Tenure within Compassus Officer Leadership Team
New Bees (1-2 years) = 12 people Mid-timers (3-7 years) = 13 people Old-timers (8+ years) = 12 people CEO + Direct Reports to CEO 6 Direct report to Corina Direct report to Jeff Direct report to Steve Direct report to Tony 3 Direct report to Dennis Direct report to Kathy 2 Direct report to Kurt Direct report to Russ 1 7 Total COLT = 37
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Acquired Hospice Advantage 2016 Acquired Signature 2016
2015 Acquired Hospice Advantage 2016 Acquired Signature 2016 Acquired Optum Palliative and Hospice Care 2014 Acquired Life Choice Hospice 2014 Acquired Hospice Care of California 2006 Acquired Community Hospices of America (CHA) 2008 Acquired Samaritan Care 2006 Company Founded
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Compassus Growth x x x x x x Revenue $470 million Optum 8,500 ADC
550 500 450 400 350 300 250 200 150 100 Revenue $470 million x Optum 12/16 x 8,500 ADC Signature 5/16 Advantage 5/15 3,200 FTEs x Life Choice 11/14 83 Programs 20 DeNovos Revenue $180 million Revenue $90 million x x 1,800 ADC 3,400 ADC 900 FTEs x 1,300 FTEs 30 Programs 24 Programs 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
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Size Creates Relevance
Size matters We become relevant to national health care players We influence industry standards We have sufficient scale for investment in innovation Growth rate matters Organic growth (expanding access) is a measure (a consequence) of operating excellence Organic growth is the most efficient use of our invested capital allowing for aggressive innovation Profitable growth is required to provide market-level returns on invested capital
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2017 & Beyond Organic growth drives our success & relevancy
Organic growth enhanced by our national partnerships No major acquisitions in 2017 Potentially large & targeted acquisitions beyond 2017
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Our Future Direction Organization Dynamics
“Big Rock” strategies for the executive team
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Traditional Task-oriented Organization View
Task Line Objectives Policy Process Structure
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Shifting from “objectives” to “Vision” – but internally focused
Task Line Vision Policy Process Structure
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“Vision” Through the eyes of Our Constituents
Task Line Vision as expressed by our constituents Policy Process Structure
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Strategy, Tactics and Performance Metrics
Strategies & Tactics Task Line Vision expressed by our constituents Policy Process Structure Performance metrics
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The “Energy Line” - Shift in Mindset
Recognition of Vitality & Authenticity of an Organization Energy Line Strategies & Tactics Task Line Vision expressed by our constituents Policy Process Structure Performance metrics
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Organizational purpose
Individual purpose Organization vitality Driven by the Power of Higher Purpose Organizational purpose Energy Line Strategies & Tactics Task Line Vision expressed by our constituents Policy Process Structure Performance metrics
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Organizational purpose
Individual purpose Team, leadership, culture & values create the foundation – everywhere, all the time. Organizational purpose Energy Line Strategies & Tactics Task Line Vision expressed by our constituents Policy Process Structure Performance metrics Team Leadership Values and culture
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What Leaders Do… Higher Purpose
Align on the exact language of Our Higher purpose. Linking Higher Purpose to Organization Purpose & Vision Keep the network of conversations alive that link individual colleague purpose to Compassus purpose. Vision expressed by our constituents Create a vision expressed through the eyes of our most important constituencies…patents & families; referral sources; colleagues; shareholders; governmental agencies). Culture, Leadership, Performance Management Continue to create a culture of authentic leadership and disciplined management (Examples: skillful conversations, Cycle of Accomplishment).
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What Leaders Do… Policies, Processes & Structure
Evolve policies, processes and organizational structure as we grow and innovate. Big Rock Strategies Identify and track accomplishment against three “Big Rock” strategies for every Corporate Officer. Operating Metrics Manage operating performance against clearly defined metrics.
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Executive Team Big Rock Strategies
Organization Development Quality and Service Strategic Relationships
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Organizational purpose
What is OD at Compassus? Organization Development Implementation of OD Individual purpose Organizational purpose OD Strategies & Tactics Vision Leadership Development OD Metrics Policy, Process, Structure Values and culture
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Why Organization Development is Critical
OD, in general, and leadership specifically are what make everything else possible. Our immediate task is adapting to the implications of growing from $200 million to $500 million in about two years – and blending multiple cultures/processes. AND to maintain excellence as we grow … while achieving our Vision in the eyes of our constituents
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Organization Development - 2017
Deepen alignment around Purpose and Vision. Fully integrate our combinations with respect to leadership skills, culture/values and process. Conduct an assessment to get objective Organization Development data from our extended leadership group (250 leaders). We would like 100% participation! Use the assessment data to compare our current reality against our vision, then set Organization Development priorities and plans to close the gap in 2017 & beyond
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Quality & Service Create an outcome-base clinical model
Methodologies to drive person / patient-centered goals Benchmark point-of-care services Develop meaningful scoring for the purpose of continuous improvement and internal and external reporting Shape the future of quality measurement across healthcare
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The Vision Patient & family care beyond simply blocking the negatives…
Answering the quality/cost imperative from payers and government Enhance Colleague engagement & fulfillment Milestone Events National Quality Measure Conference The Quality of Life Score National Medical Director Conference
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Optum Partnership Exclusive End-of-Life Partnership Agreement
Hospice Preferred Provider Agreement Optum Goals Reduce End-of-Life Costs Improve End-of-Life Care Position for Possible Carve-In Compassus Goals Referrals Incremental ADC by December 2017 Proof Case for Other Health Plans Access to United
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Optum Partnership Features
Optum Corporate Endorsement Inclusion in Optum Communication Structure Clinical Governing Board Local Meetings Data Exchange Patient Rosters Hospice Utilization Quality Measures Clinical Collaboration Algorithms for Improve Patient Identification Process Improvement Clinical Meetings at the Practice Level
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Genesis Corporate Account Team to Work in Collaboration/Support of Divisional Structure Goal for 2017 – 500 Incremental ADC by December 2017 (600 now) Situation analysis of current state Continue to build out strategic plan Overlap of Genesis and Optum ISNP facilities Data exchange and reporting
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Creating Momentum in a Self-reinforcing System
Organization Development Strategic Relationships Quality & Service
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