Presentation delivered by Scott Kashman, MHA, FACHE, Market President & CEO, St. Dominic Health Services & St. Dominic Hospital at the marcus evans National Healthcare CXO Summit October 16-18, 2022 in Boston MA

1. National Healthcare CXO Summit
Engaged Leader: Navigating Change to Create a
Healthy Team and Community
October 17, 2022

2. Five Takeaways:
1. Share “THE WHY” and Provide Awareness
2. Develop a “Wellness Wheel”
3. Develop a Leadership Framework and Operating Model
4. Start Locally: Leverage through your organization
5. Start with Yourself

3. Why Are American Lives Getting Shorter?

4. Top U.S. 5 Causes of Death 2022
• Heart Disease
– 30.3 million cases per year
– 647,000 deaths per year
• Cancer
– 1.8 million cases per year
• Covid-19
– 94 million cases
– 1.04 million deaths
– 12.8 deaths in MS
• Unintentional Accident
Injuries
– 6% of all deaths per year
– 200,000 number of deaths
– Ages 1-44 years old
– 3.16 million per year
• Stroke
– 795,000 per year

5. Obesity Trends Among U.S. Adults
• 10 states prevalence of Obesity > 10 %
• No states prevalence of obesity ≥ 15 %
• No states prevalence of obesity < 20 %
• 7 states prevalence of obesity 20%-24%
• 23 states prevalence of obesity 25%-30%
• 18 states prevalence of obesity > 30%
• 2states(Mississippi&WestVirginia)
prevalence of obesity > 35%
2022
2013
• 1 state… prevalence of obesity < 25%
• 14 states… prevalence of obesity ≥ 25%-29%
• 27 states… prevalence of obesity ≥ 30%-35%
• 7 states … prevalence of obesity ≥ 35%-39%
• 1 state (Mississippi) prevalence of obesity
40 %7 states … prevalence of obesity ≥
35%-39%
• 1 state (Mississippi) prevalence of obesity
40 %
Source: Johnson, Robert: “Methodology and Data Sources "
1990

6. Top 10 Most Expensive Chronic Diseases for Healthcare
1. Heart Disease and Stroke
2. Diabetes
3. Arthritis
4. Alcohol-Related Health Issues
5. Cancer
6. Obesity
7. Alzheimer’s Disease
8. Smoking-Related Health Issues
9. Tooth Decay
10. Epilepsy
Source:“Xtelligent Healthcare Media:2022"

7. Six Leadership Learnings over the last 3 years:
• Organizational Culture:
Unified, trusted, collaborative, kind and transparent.
• Health Outcomes:
Ensuring the quality and safety of our staff and patients.
• Staff-Wellbeing:
Empowering and supporting staff through mental and physical fatigue.
• Financial Viability:
Develop crisis-specific, short-term and long-term financial plans
• Leadership Framework & Operating Model:
Data-Driven action plans and open communication.
• Future of Healthcare:
Includes delivery, payment models, economic incentives, leadership, and community
engagement(public/private partnerships).

8. Some Things Are Beyond Our Control

9. Hospital Supplemental Payments

10. Jackson Water Crisis
• The US Environmental
Protection Agency
invested water crisis that
has affected roughly
150,000 residents of
Jackson, MS

11. Hurricane Ian:
At least 106 people deceased At least 40,600 people
displaced
Wind speed:155 mph
Category 4 Storm Flooding
Depth: 12 ft
Hurricane Ian was a large, deadly and
destructive storm that caused widespread
damage across Western Cuba and the Southeast
United States, especially the states of Florida
and South Carolina.
Sources: www.usa.gov

12. What’s Your Plan?

13. Wellness Wheel

14. Jackson Market Leadership Framework
Culture:
Healthy Team & Community
Operational
Priorities
Strategic
Initiatives
Governance
Governance includes the
structure, success measures,
and data used to oversee the
Jackson Market’s strategic and
operational priorities.
Operational Priorities are the
measurable actions, plans,
and timelines specific to the
Jackson Market taken in order
to achieve our annual LEM
Goals. Implementation plans
are “by design.”
Strategic Initiatives are specific
to the Jackson Market in
alignment with the FMOLHS
Strategic Priorities which
include:
• Integrated Operating
Company
• Operating Excellence
• Smart Growth
The culture of a healthy team &
community includes Leadership’s
commitment to the organization’s
mission and values, talent
management, DEI, self-care, and
organizational and process
design in the Jackson Market.

15. Jackson Market Operating Model
Priority Focus Area:
The
WHY
Why is this
important?
Why now?
Who will be the
leaders(s) and
co-leaders(s)?
Leader(s)
Goal &
Timeline
What do we want to
accomplish and by
when?
Which Annual Goal(s)?
How will this be
communicated?
Current
Performance
What are our current
performance
metrics?
Recommendations
& Expected Impact
What will we do in the
short-term? Immediate
mid-term? 90-180 days
long-term? >180 days
What are the learnings?
Other recommendations for
continuous improvement?
The
Issue
What are the
current issues or
challenges?
Any additional
insight?
Source of
Truth
What data systems
will we use?

16. Leadership In Practice
1/3 of our patients
are malnourished
the
world
is
fighting
about masking

17. White House:
National Strategy on Hunger and Nutrition
• Pillar 1:
Improve Food Access and Affordability: End hunger by
making it easier for everyone-including individuals in urban,
suburban, rural, and tribal communities, and territories-to
access and afford food.
• Pillar 2:
Integrate Nutrition and Health: Prioritize the role of
nutrition and food security in overall health-including
disease prevention and management-and ensure that our
health care system addresses the nutrition needs of all
people.
• Pillar 3:
Empower All consumers to Make and Have Access to
Healthy Choices: Foster environments that enable all people
to easily make informed, healthy choices, increase access to
healthy food, encourage healthy workplace and school
policies, and invest in public education campaigns that are
culturally appropriate and resonate with specific
communities.
• Pillar 4:
Support Physical Activity for All: Make it easier for
people to be more physically active-in part by ensuring that
everyone has access to safe places to be active-by increasing
awareness of the benefits of physical activity and conduct
research on and measure physical activity.
• Pillar 5:
Enhance Nutrition and Food Security Research: Improve
nutrition metrics, data collection, and research to inform nutrition
and food security policy, particularly on issues of equity, access,
and disparities.

18. Pathway to Discovery
Healthy Living
Cardiac
Rehab
Post
Surgical
Care
Walk/Run
In Nature
Stress
Management

19. CCH Specific Funds Raised/CCH Specific Donor Count

20. Driving Quality:

21. Operating Expenses

22. Cape Coral Hospital: 7-year Financial History

23. Creating Systemic Change: Hospital Operations & Transfer Center
• Our Motto: “Keep The PACE”
• Purpose Statement: Streamline patient flow and advance innovation
through data-driven insights and technology with the purpose of
expanding our ministry by improving patient and team member
experience.
• The PACE is a collaborative environment dedicated to keeping pace and
avoiding bottlenecks. Our work is about making each patient’s health and
healing journey-from admission to discharge-exceptional and restorative in
every way.
• Why “PACE”?
• Patient-Focused
• Advanced Access
• Collaborative Coordination
• Efficiency and Experience

24. The 10 Principles of Personal Leadership
1. Be in the Moment
2. Be Authentic & Humanistic
3. 3. Volunteer Discretionary Effort Constantly
4. Model High Performance – Be the Catalyst
5. Respect & Leverage Separate Realities – Be the
Bridge
a commitment to continuous improvement
6. Be Curious vs. Judgmental
7. Look in the Mirror First – Be Accountable
8. Have Courageous Conversations – Be the Love
9. Provide Timely, Clear & Specific Performance
Expectations and Feedback
10. Teach, Coach & Mentor – Spend at Least Half of
Your Time Developing Others – Be the Guide
Remember, “It’s about progress, not perfection!”
Source: ©2013 LeadQuest Consulting, Inc.

25. “Faith is taking the first
step even when you
don’t see the whole
staircase.“
Martin Luther King, Jr.

26. Summary Takeaways:
1. Share “THE WHY” and Provide Awareness
2. Develop a “Wellness Wheel”
3. Develop a Leadership Framework and Operating Model
4. Start Locally: Leverage through your organization
5. Start with Yourself