Lisa Bobby leads a team at Care Compass Network (CCN) that is 100% devoted to the successful engagement and collaboration of its partner organizations. She’s the Director of Operations and has been part of CCN since the summer of 2017. With over 30 years working in the healthcare field, prior to joining CCN, Lisa was the Director of Strategic Planning and Business Analysis at Our Lady of Lourdes Memorial Hospital. She also worked at UHS Hospitals and the Guthrie Health Care Systems. Having grown up in Virginia, Lisa traveled to Utah to attend Brigham Young University where she earned her Bachelor of Science degree in Environmental Health and minored in Public Relations. She went on from there to Tulane University where she received her Masters in Healthcare Administration followed by a two-year fellowship at Robert Packer Hospital in Sayre, Pennsylvania.
Lisa describes her team as the eyes and ears of the partner organizations as they relate to CCN. “Everything we do is to help develop and execute operational strategy to further a common community mission and vision,” Lisa explained. The team does this by convening partners, facilitating the sharing of best practices, and by exploring ways to optimize the delivery of care in meaningful ways. She acknowledges the significance of the team effort that CCN embodies. “We don’t do it alone. Each department is only successful when everyone is held accountable to each other, and most importantly, when we remember we are here to work collaboratively with partners to improve the health of the community.”
The Operations team is also responsible for what was formerly known as the Cohort Management Program, a network experiential program designed to serve the health care needs of the most vulnerable population. Through this program, partner organizations designed a care delivery model to provide support to individuals who may need help finding ways to get or stay healthy and use hospital services appropriately. Lisa explained that is a primary focus for her staff. “We’re always aiming to support partners in the integration of services into networks that best help patients.”
Four regional leads, three outreach engagement specialists and coordinators, and one workforce lead collectively have many responsibilities including administering contracts, ensuring effective communication from CCN, identifying and collaborating around regional strategy, and addressing issues to find resolutions. The team also coordinates lunch and learn programs and engages partners in value-based proposition work.
“Our work is all about how we can support partners in improving community health and well-being,” Lisa explains. She was fortunate to be one of the people that originally worked on the DSRIP program from its infancy. In the spirit of collaboration, everyone put their separate organizational interests aside and worked together toward the collective good. “Everyone was extremely committed,” Lisa recalled. “Each person and organization recognized that healthcare costs were not sustainable and agreed that system transformation needed to occur in order to improve the health status for our most vulnerable populations”.
Being part of the original conversations and work that led to the formation of CCN gives perspective as to how far the organization and the collaborative work has come in the last six years. “Today we are exactly where we knew we would be,” Lisa reflected adding that every organization in the nine-county region made a significant impact on the health status of its communities. Her passion for her work is evident in the manner in which she leads her team, striving to always foster an environment where staff can flourish and become the best versions of themselves. “The quality and integrity of the people I work with is nothing short of extraordinary.”