Helen Macfie, PharmD, Chief Transformation Officer
As chief transformation officer of MemorialCare Health System, a nonprofit system with six hospitals, two medical groups, a health plan, and outpatient centers in California, Macfie works on strategic planning, performance health, and population health. She began working at the health system in 2005, and says her position evolved over time, starting with a focus on performance improvement and strategic planning, and adding population health in 2012.
“With the evolving complexity in healthcare, the drive toward population health and The Triple Aim, and the overall need for strategic planning rigor, this newer role is one that a number of leading organizations have incorporated to help knit together all the performance initiatives,” Macfie says.
Her role, which focuses on system transformation, performance improvement, clinical quality, patient safety, patient-family experience, and strategic planning, helps streamline the growing complexity of healthcare services, she says. “The role serves on our executive team, partnering with the executives across the system to drive transformation, not for the hospital only.”
The transformation department includes employees who work solely on performance, including best practices, lean management, and risk and clinical integration specialists. Macfie also manages ACO specialists that work with the organization’s medical foundation, and other employees deployed across the health system.
Joel M. Farran, Chief Brand Officer
Recognizing that the customer base for health plans is expanding, Health Care Service Corporation (HCSC) promoted Farran from senior vice president of strategy and corporate relations to chief brand officer in January 2018. HCSC operates Blue Cross and Blue Shield plans in Illinois, Montana, New Mexico, Oklahoma and Texas.
“We are not an insurance carrier just about transactions, and to add value we realize that we need to provide data, information, and insight to all of our customers,” Farran says, adding that these customers include consumers, employers, and government agencies.
The branding department is new to HCSC, but includes traditional functions such as marketing, public affairs, communications, and advertising. Farran says he is bringing together functional communications used in each department to create a unified, proactive voice for the organization. “We recognize that there are a lot of other areas that we need to be connected to, including the customer journey,” Farran says.
The branding department is also working to improve customer perception, he says. “The reforming healthcare market, advancement of technology, and the growth of consumerism forced us to think more broadly about how all of our stakeholders view us,” Farran says. “With so many touchpoints today, and even more in the future, every time we touch one of our customers we need to make sure we can give them the information and services they need.”
Donna Marbury is a writer in Columbus, Ohio.