Date: December 12, 2013
Time: 2:00 p.m. - 3:30 p.m. EST
Questions? Please contact firstname.lastname@example.org
What happens when hospitals start buying local? What new opportunities emerge when doctors and public health advocates take the lead in developing entrepreneurial solutions to chronic illness and other challenges?
With $750 billion in combined annual purchasing power, the country’s 6,000 hospitals are an economic force whose business decisions reverberate throughout their communities. From the businesses hospitals turn to for common goods and services to the companies they chose to work with for contracts and other supplier relationships, hospitals are in a unique position to play a fundamental economic development role by supporting small businesses up and down the supply chain.
Similarly, smaller institutions also illustrate how health care’s impact can extend beyond typical job creation engines like life sciences and biotech. In many visionary cities and towns, doctor’s offices and health advocacy groups are leading the way in creating new economic opportunities by building healthier communities.
From inspired buying practices to social entrepreneurship, this webinar will show attendees:
J. Eric Mathis
Williamson Redevelopment Authority
J. Eric Mathis has been at the forefront of initiatives emphasizing health and wellness as a key component for economic revitalization. As an active member of the community, he is helping to develop a comprehensive project entitled Sustainable Williamson which has been a catalyst for the creation and implementation of the Central Appalachian Sustainable Economies (CASE) network, an interactive regional network of innovators cultivating new ideas and resources in central Appalachia to grow healthy communities.
Chief Administrative Officer
Steven D. Standley has served in senior leadership roles at University Hospitals in Cleveland, Ohio since July 2000. He currently serves as Chief Administrative Officer, a position responsible for system-wide master facilities planning, major construction projects, plant operations, biomedical engineering, operational effectiveness, sustainability programs, supply chain, shared services, marketing and communications, information technology, government affairs, nutrition and environmental services, and real estate. Mr. Standley was responsible for the Vision 2010 project including the construction of two new hospitals and thirty-six other major construction projects totaling over one billion dollars for the System.