Schedule

A highly interactive session in which prominent current and former general counsels from different parts of the country share their insights and experiences of leading during tumultuous times in health care. The panel will answer questions from the audience and each other about their own career paths and how to become an effective chief legal counsel. Topics to be discussed include:

• Career progression into the C-Suite
• Managing strategic risk from a broader perspective
• Effective management of outside counsel
• Partnering with business leaders to be an impactful thought leader with senior leadership and boards
• Recruiting, developing, and retaining talent
• Formulating a “lessons learned” strategy

Effective governance is central to organizational success, and requires strong relationships, structures, processes and culture. This session will explore best practices for:

• Building a high-performing Board (recruitment, assessment, refreshment)
• Fostering competence, engagement and accountability (onboarding, education, training)
• Optimizing board effectiveness (committees, conflicts, meeting management)
• Improving the trustee experience (to compensate or not to compensate? perqs, staff support)
• What are your key issues and what challenges have you been facing?

A panel of attorneys with decades of experience will lead an engaging discussion with session attendees on learnings and best practices to guide future staff and resource management. Topics will include:

• How the COVID Pandemic and societal changes disrupted law practice to open our minds to new ways of doing business, including a paradigm shift in client engagement, and staff and resource management
• How the adoption of new and emerging technology including Artificial Intelligence will likely be needed to support legal operations
• New and prevailing expectations for more work/life balance, including hybrid and remote work options
• The reality that In-House Departments must do more often with limited budgets while meeting client needs, which requires extensive legal staff training on company culture, strategy, and risk tolerance to facilitate business thought partnership and excellent legal analysis
• The increasing need to drive equity, inclusion, diversity and belonging in your legal department and client organization, and establishing EID expectations of outside counsel

• How much work should I keep in-house vs send to an outside firm?
• How should I engage outside counsel, and once retained, how do I manage that relationship?
• Should I create a pool of firms or stick with one firm? RFP case study at KU
• Benefits and challenges with working with outside counsel
• Billing review and lessons learned
• What are your key issues and what challenges have you been facing?

• Contract lifecycle management (CLM)–what is it and why you should care
• CLM software or bust–why you need to think about the technology supporting your contract management program and how it impacts performance and obligations within your organization
• Contract processes, policies, and procedures–how to implement the infrastructure to guide your contract management program and how to maintain it
• Using the contract management program data and infrastructure to leverage certain efficiencies, such as faster review times, agreement templates, provision libraries, etc.
• How to turn the above-referenced infrastructure and efficiencies into savings, both time and money!
• Finally, we want to hear from you! Does your department own the contract management process? What are your pain points with your internal customers in the contract management process? What contract management software do you utilize? If you could change one thing about your current contract management process, what would it be and why?

• Compliance in the news–overview of recent government guidance relating to Compliance Programs from HHS OIG, DOJ and New York OMIG
• Who’s on First? Roles and examples of how various Departments, e.g., Compliance, ERM, Privacy, Internal Audit, and Legal can be structured and discussion of respective opportunities/challenges
• It’s 2023- do you know where your business development folks are getting their market information (and how they are using it)?
• Looking under rocks- suggestions for how to move beyond classic pre-transaction diligence
• Getting unstuck in the weeds–collaboration between Compliance and Legal during contract review processes
• Joining forces–how Compliance and Legal collaborate on investigations and corrective actions, and how that collaboration changes when the investigation is privileged or involves a senior leader

The health care business is increasingly driven by metrics, and law departments are being asked to participate in operational excellence and continuous improvement. This session will explore how to:

• Choose metrics that drive performance and demonstrate value
• Align your metrics with the objectives of your organization
• Develop structures and processes for implementing, reviewing and managing your metrics
• Win the hearts and minds of the reluctant and skeptical
• What does success look like, how do we know when we’ve achieved it, and how do we communicate it?

Litigation continues to inject risk and cost for in-house counsel, and innovative ways to manage litigation are vital to improving efficiency. In this interactive session, we will explore:

• Early case assessment techniques using systematic, data driven techniques including fact assessments, legal assessments, jury testing, data analytics and litigation risk analysis to improve early decision-making and discovery decisions
• Process improvement techniques focusing on the right plan, the right team, the right way, the right cost, and the right tools to reach the right result. This includes better monitoring of budget, conversations and goals with outside counsel and updated results
• Creative and value-based fee agreements to add to more certain legal spend and how to help outside counsel understand how to value and engage in non-hourly billing agreements

• It’s not about any particular technology or vendor but about solving a problem that exists between your org and its goals
• How to drive optimization and allocate work at the right level by leveraging technology
• How to expand internal knowledge and obtain internal buy-in for legal technology
• What to consider when balancing legal technology in a financially constrained environment
• Pros and Cons (initial investment, implementation, ongoing cost) to consider when making make vs. buy decisions
• What obstacles are you facing in reaching your strategic goals?

Effective governance is central to organizational success, and requires strong relationships, structures, processes and culture. This session will explore best practices for:

• Building a high-performing Board (recruitment, assessment, refreshment)
• Fostering competence, engagement and accountability (onboarding, education, training)
• Optimizing board effectiveness (committees, conflicts, meeting management)
• Improving the trustee experience (to compensate or not to compensate? perqs, staff support)
• What are your key issues and what challenges have you been facing?

• How much work should I keep in-house vs send to an outside firm?
• How should I engage outside counsel, and once retained, how do I manage that relationship?
• Should I create a pool of firms or stick with one firm? RFP case study at KU
• Benefits and challenges with working with outside counsel
• Billing review and lessons learned
• What are your key issues and what challenges have you been facing?

• Contract lifecycle management (CLM)–what is it and why you should care
• CLM software or bust–why you need to think about the technology supporting your contract management program and how it impacts performance and obligations within your organization
• Contract processes, policies, and procedures–how to implement the infrastructure to guide your contract management program and how to maintain it
• Using the contract management program data and infrastructure to leverage certain efficiencies, such as faster review times, agreement templates, provision libraries, etc.
• How to turn the above-referenced infrastructure and efficiencies into savings, both time and money!
• Finally, we want to hear from you! Does your department own the contract management process? What are your pain points with your internal customers in the contract management process? What contract management software do you utilize? If you could change one thing about your current contract management process, what would it be and why?

• Compliance in the news–overview of recent government guidance relating to Compliance Programs from HHS OIG, DOJ and New York OMIG
• Who’s on First? Roles and examples of how various Departments, e.g., Compliance, ERM, Privacy, Internal Audit, and Legal can be structured and discussion of respective opportunities/challenges
• It’s 2023- do you know where your business development folks are getting their market information (and how they are using it)?
• Looking under rocks- suggestions for how to move beyond classic pre-transaction diligence
• Getting unstuck in the weeds–collaboration between Compliance and Legal during contract review processes
• Joining forces–how Compliance and Legal collaborate on investigations and corrective actions, and how that collaboration changes when the investigation is privileged or involves a senior leader

A panel of attorneys with decades of experience will lead an engaging discussion with session attendees on learnings and best practices to guide future staff and resource management. Topics will include:

• How the COVID Pandemic and societal changes disrupted law practice to open our minds to new ways of doing business, including a paradigm shift in client engagement, and staff and resource management
• How the adoption of new and emerging technology including Artificial Intelligence will likely be needed to support legal operations
• New and prevailing expectations for more work/life balance, including hybrid and remote work options
• The reality that In-House Departments must do more often with limited budgets while meeting client needs, which requires extensive legal staff training on company culture, strategy, and risk tolerance to facilitate business thought partnership and excellent legal analysis
• The increasing need to drive equity, inclusion, diversity and belonging in your legal department and client organization, and establishing EID expectations of outside counsel

The health care business is increasingly driven by metrics, and law departments are being asked to participate in operational excellence and continuous improvement. This session will explore how to:

• Choose metrics that drive performance and demonstrate value
• Align your metrics with the objectives of your organization
• Develop structures and processes for implementing, reviewing and managing your metrics
• Win the hearts and minds of the reluctant and skeptical
• What does success look like, how do we know when we’ve achieved it, and how do we communicate it?

• It’s not about any particular technology or vendor but about solving a problem that exists between your org and its goals
• How to drive optimization and allocate work at the right level by leveraging technology
• How to expand internal knowledge and obtain internal buy-in for legal technology
• What to consider when balancing legal technology in a financially constrained environment
• Pros and Cons (initial investment, implementation, ongoing cost) to consider when making make vs. buy decisions
• What obstacles are you facing in reaching your strategic goals?