Watch the info session.
Watch a recently recorded information session to get a preview of what you can expect when you join a live session.
Description of the video:
Good afternoon, everyone. As you're filtering n1. >> Good afternoon. >> Hello from Indianapolis. >> And just a quick note, I live in downtown Indianapolis. >> Actually right by one of our major hospitals in this time. There's quite a few ambulances that come along. So I use the headset. >> So you'd all, all listen to the external noise. >> So it does make me look like a bit of an airline pilot, but just know that that's helping you be able to hear me. >> So I think everybody's in from the waiting room and I will give it just another 30 seconds here. >> Well, we make sure everybody gets filtered in. >> All right. >> So good afternoon again. >> As I mentioned, I'm located here in downtown Indianapolis right by there at the hospital. Also, in order to make sure you can hear me, I'm wearing a headset to reduce external noise, so hopefully that will help you. >> My name is Susanna gower. >> I serve as the director of the business and medicine physician MBA program at the top rating to Kelly School at the Indian at a university campus. >> And actually here in Indianapolis as where we are based. >> Just a little bit about me as we get started here. >> And really, I'm intending for this to be a conversation between those of you who've come today as more of an open house than anything else for you to learn more about our physician MBA program and what our mission and vision is and how we can help serve you as you evolve as a physician leader. >> So in note of that conversation, if you look at the bottom of your screen, you'll see a Q and a box. >> And in that box, click on it. >> Throw any questions you'd like to me a little bit about me. >> I'm actually the, what you might call the founding director of the program, along with, of course, our faculty. >> I've been with the program since before it began, so I have a lot of perspective on its evolution. >> Also, so many stories about the success of how this program has revolutionized the health care industry through empowering our alumni and the tools they need to drive effective change in industry. So my background is also, I've worked in higher education for almost 25 years now directing both evening part-time MBA programs, traditional executive MBA programs. >> And now this program and all my education is also in higher education administration. >> So my perspective is one that can be very valuable as you're trying to assess. >> Ok. Is this the right time? >> Is this rate MBA program? >> What does the marketplace literally looked like? >> I can help you. >> Navigate all of that. >> So again, as we get started here, I'll give you some short introduction of the program, but please ask any questions as you go along. >> Rachel has also here. She's our assistant director for alumni and marketing, and she will be sort of answering questions that I don't answer live. She'll be answering them in the Q and a. So if you see some someone answering them, that's Rachel in the background here. >> So let's dig him with a brief introduction. But again, throughout any questions as you might have. And just to get started, of course, thank you all for joining us today. >> I definitely am excited to be spending this time with you and let me just move a few things off my screen. >> Okay, perfect. >> So let's talk a little bit about why, why should physicians get MBA's? >> And this you'll find a lot about my own passion for this topic. >> So as you all know, healthcare is undergoing incredible change and there's no time we need physician leadership more than this very time. And I don't think any of you are going to disagree with me that if we had better physician leadership, we would better be able to manage the situation that we're in right now. And hold on, pause for a brief moment. I think my slides are acting period. Oddly. If they aren't, if they are, I apologize. If they're not, then great for all of you. So so as you as I was saying this, you know, the current situation that we're in has made the argument that there is no better time for physician leadership, right? We wouldn't necessarily be in this situation if we had more physicians in the leadership role. >> And additionally, we understand that physicians must pay a key role in driving the change. >> As I've been talking with perspective physicians looking at those program, our current students, our alumni, everyone is saying wow, you know, if physicians were at the helm making these decisions, would we have so many of the crisis we have in things like PPE or lack of medications or staffing issues, right, that we're dealing with today. >> And so the conversation that we have here, Kelly, that we've had since the very beginning of this program is that the tools that you need to lead the health care industry are not necessarily the tools that you are given a medical school, right? Things like how do you optimize operations? How do you drive financial decision-making? So we're here to give you those tools, essentially teach you that language so that you can be the leader that you want to be to lead the industry. And I often hear our students, an alum, say, you know, they would go to administrative meetings, right? >> And try to represent the physician voice and find that they just didn't understand the vocabulary of the administrator, the professional or what have you that was presenting. >> And so the thing that this program has done more than anything else is taught them the language so that they can ask the questions that they want to ask to be empowered to lead and be the voice of patients. I mean, ultimately, for our faculty >> They believed that the change we need to see in healthcare needs to come from physician leadership because you all understand patient care. >> So and if you go back in history, right, the 19 fifties, it was like 80. Some odd percent of hospital CEOs were physicians. >> Today it's about 8%. >> And we want to see that pendulum swing back the other way. So then why do we started their physician MBA program here at Kelly? >> And why is this program ultimately the best match for physicians who are looking to learn that language a business. >> First off, we've designed the standard top ranked Kelly curriculum around the answer to what a physicians need to, notably the industry moving forward. >> So we took what we call a core curriculum, which is a standard language we use a lot in higher education. >> And core curriculum means we teach you the foundation that you would expect in any MBA programs. >> So things like finance, marketing, management, accounting, statistics, economics, there's sort of an A-plus that's pretty standard. And I'll go into it and a little bit more detail here in the future. >> But if you look across, you know, are number one ranked online MBA guard, number nine rank part-time MBA, et cetera. We all have the same core curriculum. And that's Kelly's grant that we have a core curriculum that teaches you all that you need to know in business. But what's distinctive is in our case, we actually say, Okay, you know, a standard MBA program. They are going to teach you everything you need to know to apply to every single industry, right? Which could mean that you get quite a bit of time thought you don't actually need. >> So in our case, we look at those core courses and we say, Alright, what to physicians ultimately need to know? >> And then additionally, we translate what you learn into the health care industry. >> So we'd look at the content to say what's most applicable here. >> But then additionally we say, Okay, we're learning. >> So let's take a marketing course, for example, you're learning what they call the five Ps of marketing, promotion, price, et cetera. But we actually go into the seven Ps of also service marketing and that facilities and people make a difference there. >> But then additionally we say, okay, well, this is how service marketing works. >> Now let's apply it to the healthcare industry and assess these theoretical ideas and the application of the healthcare industry. So we'll, you might look at a case from Apple, from the iPhone. >> And how is the Apple iPhone marketed? >> Look at all the best practices that Apple used. >> Because in fact, they may not have the best operating system, but everybody has an iPhone, right? Because they marketed it so well. >> And then we'll say, okay, great, you learned that. >> Now let's look at something like medical tourism in India. >> There's a great case on that. >> And apply those same principles that iPhone use to medical tourism in India, which then immediately makes it applicable to yourself. >> And why, why am I going into this? >> Because for a lot of MBA programs, they're not going to bridge that gap and translate the theory into the application and the health care industry for you. And so you still are sort of sitting in the back of the classroom, like you're sitting in an administrative meeting at your hospital or your health care system or or or what have you wherever you are. >> And still having that gap of OK, I understand that, but how does that apply to my situation? >> And so that is a key differentiator and our program is that we do that translation for you, bridge that gap for you, and we pull best practices from all industries because I'm sure this won't shock any of you. >> But maybe health care doesn't have it totally figured out. >> And so let's look at the banking industry, let's look at consumer goods industry, let's look at the services industry, right? >> There's a lot of places are, and especially when you're talking operations, we can look a lot at manufacturing as best practices. So we look across best-practices from all industries, teach you how to apply them to the healthcare industry. >> And additionally, we have a conversation, don't just teach you how the current healthcare industry works. >> That's, that's warm Master's in Healthcare Administration. >> You don't really necessarily need to know that either, right? >> You have an understanding of how it works and you know that it doesn't work as well as it should. So what we talk about is this is how it should work, that these are the theories and principles that could drive a more effective environment. And so it's a very nuanced conversation, but it's much more looking at how do we drive a more, a better system for all patients? >> Now one of the things we know best is at physicians learn through application of knowledge, right? The laying of hands. >> And so most of our courses are all problem-based learning. So we're going to ask you to bring in a project or a situation from your own work, from your own leadership, from your own situation, and solve it in the classroom. The classroom actually becomes sort of your business. Incubator impacts where you can constantly say, okay, this is an issue works, we're really facing and whatever environment you're in and you can keep bringing it to solve it from all the different vantage points of the curriculum. >> Additionally, we'll have you do projects on your team members organization. >> So say you're not an organization where you have a significant project that you want to solve, but your team member might be in a large administrative role with access to data and a real issues. >> So we'll have you solved problems and teams together. >> We also have you do consulting projects for outside organizations where you get to sit back and say, ha, OK, I see their issues. Let me make some recommendations for how to solve it, which is ultimately an excellent way to, to get that application of knowledge that helps you retain the information for long-term. We're constantly bringing in expert speakers, panelists into our classroom to have you get that vantage point from all aspects of the industry. >> So for example, we have a, another, what we call our class sessions coming up here next couple of weeks. Of course, it's virtual. >> And those speakers, we have speakers from a two different healthcare accounting firms. >> One who's talking about Coburn 19 and how to do that. >> All the new policies around reimbursement, especially as it relates to telemedicine and how to navigate that. >> And another, he's written a custom case all within our finance course. And so that's, that's an expert level of speakers that you don't normally see. >> Additionally, we wrap, each year we wrap the curriculum around with a speaker series of executives from across the industry, whether that be business executives or healthcare executives, who come talk with you one-on-one in in the classrooms About their vantage point from their experience and their leadership role. >> And that's, that's multiple times throughout the year we bring top-level executives. >> We also are constantly, we use a case based problem learning method where you're going to look at a case of a live situation that happened to a company and make recommendations for the solution. >> That's a very, very popular method used in business school, but it is a very applicable method. >> And you'll find looking at Inner Mountain, which many people talk about. >> Inner mountain write that there, the way that they do process improvement or operations is very innovative and really helps when you start to read those cases. >> Now, what are the things you find out? >> The Kelly physician MBA, if you talk to any of our students or our alumni, is that the thing they most, while they sack? But many things are quite passionate about it. >> So you've talked, any of our students are alum's, you're going to find that they are recommending the program to two. There isn't anybody who's not. >> I mean, it's, it's really quite humbling. >> In fact, tall of a set. >> Get the opportunity to work with them. But one of the things they often talk about is that they learn almost as much from the physicians who are in the classroom with them as they do from the expert faculty who are teaching the courses. So what we do is we create this diverse learning experience within the classroom where we bring him physicians. You know, it's somewhere between 3545 physicians over a year who come to us from all over the country from all different specialties, all different backgrounds, all different practice environments. >> And talk about, OK, how do you solve the problems that you're facing? And what you'll find is, you know, if you're talking to a GI physician for main and you're a pediatrician in Las Vegas, you might think, wow, what do we have in common when in fact you have quite a bit in common. >> And you could navigate your own state's issues and learn sort of from the person, I mean, how they've navigated at some of the payment models and so forth. >> So there's this huge learning that happened in spite forming that network, which Kelly has one of the largest, single largest living alumni networks of any business school in the US. >> And so being a part of then our physician MBA network, you're in a room with like-minded individuals, right? >> Physicians who say, hey, there's something more I want to know here and I want to be part of the change that needs to happen in the health care industry. >> So it's completely like-minded individuals. >> Then we put you in teams where you solve problems together and you learn so much from each other in that situation. Now an important point, of course is this is all lead expert faculty. So one of the reasons why you choose a top ranked business school, of course, is because the faculty at a top business school are, you know, the, the best they can be, right? They have research expectations on them. >> They come from the best possible training. >> They're doing consulting work. I mean, they are bringing all the cutting edge knowledge that you would expect. >> And in our case, that means that we have physicians, we have faculty who are doing research right at the intersection of business and medicine and bringing that research right into the classroom. >> But they're also expert teachers. >> I mean, being at a school wherever one of the top ranked online MBA programs means that in this pandemic Our faculty have been able to very quickly pivot to top quality online instruction because that's what they do best. >> So a few notes from our alumni. >> And first you should see on the screen as Dr. Mike Fletcher, who graduated in our very first cohort. >> And if you've been attending our Coben 19 webinar series, you heard from him just last week. >> He's a CMO at a larger regional hospital here outside of Indianapolis. And he talked a lot about what he learned in the program and how that's allowed him to lead his physician colleagues through this pandemic response and an organized, efficient manner. >> He's using communication models, how he's using technology to really drive the outcomes that he's looking to have. >> And you can see his quote here on the screen. >> These classes had direct relevance to the world of medicine in which I live every day. >> And the other quote here from Dr. David Golder, breath, who's a practice president in outside of Chicago. He talks about he graduated in our second cohort and that this experience was both life-altering and made them look at things in a different way. And he goes on in this quote to actually talk about how this program allowed him to represent his practice group in the health care system in a way he couldn't have other done before. >> So he was navigating that difference very clearly. >> Now they dig into our curriculum and don't forget, right at the bottom of the screen, there should be a Q and a button that you can throw any questions you might have at any point in time. >> But I'll just keep going because I, as you can tell, this is something I'm pretty passionate about. But don't hesitate to interrupt if there's something you want to ask a question about. >> So our curriculum specifically, you can see it here on the screen in front of you. It's a two-year or a 21 month curriculum. And the way that it's organized is the first year the curriculum is, is what we call that core. >> So you can see accounting, strategy, economics, statistics, marketing, finance, et cetera. >> And then in the second year, the program is where we've designed a specific set of courses around the intersection of business and medicine that really answer that question of what do you need to know to lead the industry moving forward? >> And when you're looking at the screen here, the red suitcases, those are courses that are distinctive solely to the Kelley physician MBA program. So side note, if you're looking at okay, you understand and there's no question we need better physician leadership, right? >> And in order to achieve better physician leadership and health care, you need to speak the language of business. >> So now you're looking at MBA programs. So if you're looking at MBA program, so I always tell you there are three things to look at to really understand what the mess matches for you. >> The first is who's teaching the courses? >> Are they experts in physician learning style, physician education and the business of medicine? The second is, who's in the classes with you? >> Are they people who you want in your network? >> Who will serve you in your career, who will be people you learn from as much as you learn from the faculty. >> And of course we're totally bias, but we believe that should be physicians in the classroom with you because they best can help you understand. >> And actually I can give you a whole side note story on that topic for my own educational background Then the third thing I always tell you to look at is the curriculum. If you're ever looking at any MBA program, print out the course list with all the course descriptions of credit hours. >> What have you lay him down side-by-side. You will see every time what the best match for is for you. >> And you'll find if you do that with our program, there are courses in our curriculum that you do not find in any other MBA program courses such as the role of health IT, medicine healthcare, Lean Six Sigma course, in which we actually give you a Lean Six Sigma green belt as a part of that executive coaching solely for physician leaders, our executive leadership series. So when you start looking at the screen in front of you, the red suitcases are courses that we have that are not in any other MBA program. >> And you start to see that's quite a differentiator. >> Now this side is, I just looked down and noted it. >> It's got one course. It's a little out of date there, the consumer healthcare behavior, we folded that into our marketing course. >> So it's still a topic that we cover. We've just changed the schedule around a little bit. >> Also other courses that I'm going to go into in more depth here in a second are applied courses. So we have courses in professional development, career management, or health care policy experience course in Washington DC, and then our Global Health Care course. >> So I see a question here that I'm going to dig into here in a moment, but it's great. >> Doctors I'm from I believe is how you say it. >> She actually works with a number of our alumni in Ohio. >> We're excited to have you here today who actually are fantastic outcomes themselves. They, they work together in the same cohort. >> And one moved up into a Chief Medical Officer role than her name is Jan holler. >> And then she hired two of her classmates to come along with her and help her lead the organization. >> So we love to hear that story. >> Doctors am Brahma asked the question of argue on quarters or semesters, and how many credit hours per quarter and semester. So if we go back here and look at the screen again, you'll see we have fall, winter, spring, summer, we are on quarters. So we are in for 12. >> We quarters and you take seven of them in total and then eat the credit hours you typically take. >> Is it, it works out kinda funky. >> And actually we have it very detailed on our website for you, but it's in your first year, you take 6.5 credit hours per quarter. >> So that's actually two classes plus the lecture series course. >> And that's every quarter you just take two classes. >> So for example, if we look at this first fall one, and I'm not sure if you can see my mouse, but I can show you. >> You take accounting, anatomy, and physiology of the US health care system and then the lecture series on the side. >> So there, so that's 6.5 credit hours per quarter. And then the second year you take a little bit more because you're taking the coaching course that runs the entire duration of the second year. >> We pair you one-on-one with an executive coach who is a PhD level professor or executive more accurately, who understand what physicians ultimate. >> Some of the challenges that physicians are facing and navigating, specifically culture, politics >> Dealing with conflict, trying to have that physician voice that is so powerful. >> And so that course runs the entire duration of your second year. So in your second year, you take 7.5 credit hours per 12 weeks or per 12 week quarter. >> And it's a 51 credit hour MBA Program, which is a really important differentiator. >> Remember I told you to look at those three things when looking at MBA. Who's teaching the courses, who's in the courses, and what's a curriculum? >> Often when you print out that curriculum, you do not find 51 credit hours where we are a full MBA program in the sense that that's the same number of credit hours as are, are very similar to our full-time MBA and our online MBA, but we deliver it more efficiently and effectively targeted to physicians. >> So, so I started to go into these applied learning opportunities, which are very, those are the red suitcase courses, right? >> I mentioned our executive coaching. >> That's actually for nine months. >> You get paired one-on-one with an executive coach who works with you. >> In fact, they, they launch off of our leadership course and in our leadership courts, which is actually led by our faculty chair, Dr. Dr. Christopher Porter, who is a very prominent leadership research professor in the industry. He has you right at the end of your course, a leadership development plan where you put together, this is your vision of how you want to evolve as a leader. >> Then your coach works with you on the application of that plan. >> Okay? >> These are the concepts you have for yourself. >> This is where you want to evolve. >> Let's put it into action. And so your coach works with you one-on-one to make that into action for nine months. >> Our global healthcare experience course is another very distinctive. >> And again, this is one, wherever you are the only MBA program in the US who has designed a course just for physicians to go abroad. >> Other MBA programs will tell you, Oh, absolutely. We go abroad and look at global health care, but it's not with physicians only. Write it all different people from all around the healthcare industry, which can really start to change the conversation of how does this apply to physician learning. >> And so in our case, it's offered every, it's an elective, so it's optional if you don't have that flexibility. >> But it's offered each the first week of March, last week of February, somewhere around that timeframe and our break between our quarters and we go we survey you to say, where would you want to go? What do you want to learn? Of course, with a pre-selected list of places that we have expertise in and then we go there. >> So, so far we've been to India, touch Cuba, which is fascinating to learn about preventative care. >> And Cuba, we've been to India to learn about medical tourism. Germany where we learned about the budget surplus they have in their health care budget. Italy, looking at their delivery model and especially their pharmaceutical pricing model, which is very interesting. >> Singapore, Malaysia, which is very interesting to watch. Singapore's response to the pandemic, having been there just last year, and then most recently we also went to we were just there right before >> All the border shut down, so forth went to Switzerland and the Netherlands learning about more their healthcare system, which is we often talk about, oh, there's only two types of systems, right? >> The US and Canada single-payer. In the model we have, in fact, there are a plethora of models. So we went to Switzerland in the Amsterdam to really learn more about their models, which are, Switzerland has a model that's much more transferable to what we're doing. >> So that's obviously an opportunity. >> You can do that in every year. >> The program plus it's open to our alumni. So in fact, when we were in Zurich, in Amsterdam, we had nine alum's of our program that traveled with us. >> Now our healthcare policy experience is what you might call our capstone experience. >> You know, the top of the chimney, the rock you put on top, Depends on the faculty member who you talk to. But it is a culminating experience within the curriculum. >> We take you to DC for five straight days and immerse you in the language, how is health care policy made? >> And where can the physician voice better be inserted into policy? >> And especially in this time, wouldn't that be great if we had more effective physician voices in health care policy. >> And so we spend that's, that's come to DC. >> We sit down with top executives, are top administrators, whether it be policymakers, lobbyists, what have you who are surrounding that piece of health care policy, and you walk away. >> And there's a great quote here on the screen from Virginia Dolan, who is Class of 2015, came in as a private practice pediatrician and now as a Medical Director of Population Health in Springfield, Illinois for Memorial Health Systems. >> Her quote, she used to think, what's the laws passed its done? And through the course you found that's just the beginning. >> And the weight places in which physicians have a voice in shaping the law. >> And the feedback on that course is so high. >> I mentioned already are Somerset CPAs and advisors. >> Executive leadership speaker series, which brings and executives from across the industry multiple times in a year. We also, of course, have a conversation about, okay, you're going to get this knowledge. You want to evolve yourself as a physician leader. So how, and that's a course on career management and professional development. We sit down with you one-on-one and work through your physician executive resume, which is totally different than your CV. >> We're talking about how do you leverage something like Linkedin for networking. >> In fact, it's 90. >> Some odd percent of positions are always listed and hired from LinkedIn, which most people do not know. We talk about how to work with healthcare recruiters. >> We talk about how to perform in a behavioral interview and how to have the executive presence. You need to have that impact. You want to be seen as a leader. >> You want. >> Now throughout it all, of course, we also offer CME and Mach two credits depending on your specialty. And so you can actually reroute your CME dollars to pay tuition in the program. >> And those CMEs are awarded on a quarterly basis. >> So at the end of each quarter you're seeing me transcript is updated. >> And so it's not there's a few physician MBA programs out there that say they offer CMEs. >> That's always done at graduation. So it doesn't offer you that same flexibility both in time and in financing. >> So and don't forget any questions you have. >> Do not hesitate to throw him down there. >> I can keep talking and talking and talking, but I love to answer questions you might have from your own specific perspective as we go here. >> So one of the things that is very distinctive about the program and the thing that our faculty are alumni consistently talk about is the flexibility within the program. >> When you're thinking about MBA programs, right? >> You do not have time. >> Time is your most precious commodity. >> And especially now with everything that's happening, time is, is particularly precious. >> And so we've thought through they answer to the question of, okay, how do you take a practicing physician or a physician in an administrative role or an emerging physician leader. >> And try to find the time to be able to have you learn this new language. >> And so our whole delivery model is considered that that question is designed for your flexibility. So the first thing is that it's really designed for the physician learning style. >> There's actually been studies done on how do you deliver CMEs effectively for the long-term retention of knowledge and practicing physicians, of course, because we study, you know, everybody say he's everything. >> And what they found is that it's not necessarily this didactic method that we might be in right now of just speaking and listening. >> But that in fact, in a physician learning style, the best way to ensure that retention of knowledge is to first recognize what you already know, its position, then introduce the new knowledge. Give you an opportunity to apply that knowledge and then reflect on it before you start again. And so then we built a delivery model around that learning style. We recognize what you know and introduce new knowledge in an online format, which Kelly as the number one ranked online MBA program for years and has had an online MBA program since 1989. >> So we know how to do online. >> Well, we first introduce that knowledge online. >> Then we have a residency session here in Indianapolis one weekend a month where you apply that knowledge and then you go back online where you reflect on what you learned. >> And then we start the learning style all over again. >> So you'll see our delivery model is made up of monthly in residence sessions are Friday, Saturday, eight to five here in Indianapolis, and that it does have a Friday night component. >> So you should typically expect each Friday night we have a speaker or a networking reception, or I had dinner with your team or the team from the other cohort. So we're always forcing some of that shared learning experiences. >> The residency sections are actually constantly rated by our alumni as one of the highlights of the program because they became this moment where you could practice the language that you're learning. >> What you don't get to do if you're just in an online environment as easily. >> And we've scheduled them in such a way that you can very easily finished your clinical, Scott, on Thursday night and come in to Indianapolis assertion at which Indianapolis as a destination city for conventions and conferences and so forth. >> We actually have the number one rated airport according to several airports review rankings. So they rank everything, so it's a very well easy to navigate airport. >> And then R classroom is only 20 minutes from the airport, so it's very easy to get here. >> And then we end class in time on Saturdays that you can get to the airport for 530 flight if you need to or drive home depending on where you're at. >> Now, the online sessions, those are those are done what we call asynchronously. So when you're online, you do not have to show up live at any specific point in time. You certainly can. A lot of faculty will hold a one hour class session on a weekly or bi-weekly basis. >> But if you're unable to make that, they record it and you can watch it on your own schedule. >> And you can expect to spend somewhere between ten to 14 hours a week. >> And that's what our physicians report. So when I say descend to 14 hours, that is actual hard time that they say they're spending. >> You're doing readings, you're doing case studies, you're in team meetings, you're doing discussion boards, writing responses, projects, et cetera. And there's typically something you do on a weekly basis so that the schedule truly is yes, we have one weekend every month to answer the question from Dr. mother that he just asked. >> And we'd have to attend one Friday, Saturday every month for 21 months. >> Absolutely. That is the model. >> All of our physicians come together on the same weekend every month. >> So depending on where you are in the coke curriculum, you're going to network with 35-40 physicians from multiple different cohorts. >> You'll have quite the network by the time you graduate, you'll come here once a month and for 21 months and then be done. >> And you'll find out this, this pandemic has really upset our second years who just very abruptly broke up with one another and are desperately missing each other. We're doing our residencies virtually and they're going quite well. And in fact, our students are reporting that they're really excited by how well it's going, but they miss each other because you find that that weekend that you're together is so valuable for your network, for your application, for being able to talk with faculty, et cetera, they are required. So our faculty will tell you attendance is a 100% required at every class session. Now is if life is going to happen right, with an average age of 45 in the program and everyone is a practicing physician. >> We understand over the course of 20 months there's going to be a conflict, there's going to be an issue. >> You've been asked to give a major research paper at a conference, a partner can't cover call schedules, what have you. And note that those those weekends are on our website there, planned way in advance or written in stone. We never touch them. So we're typically plan three years in advance so that you can play in your own life around them. You do have to miss a residency session, which can happen in a lot of people miss maybe one over the course of their program. >> Some don't miss any. >> But it's possible because we recognize your adults. This is going to happen, right? Apparent gets sick, kids get sick, etc. So if it happens, what you do is you work one-on-one with a professor to ensure that you've got the content that you miss rate because our physicians are not going to go get an MBA just simply for the degree you're here, for, the knowledge. >> And so we want to make sure that you get the knowledge that you miss. >> So you work one-on-one with a professor to ensure you get that content. >> Then you're on a steady team of five physician teach. And we do change teams every six months throughout the program. >> So your study team becomes that proverbial note-taker, shall we say, for you, they can do a presentation on your behalf. They can connect you into the virtually. >> If you've got time to be able to connected virtually, they can be that that backup for you. >> So it's definitely something that, you know, if life happens and that's going to happen to you, that's great. >> We can always work a solution around it, which I think is a really important side note at this point to always mentioned in some of our faculty love this more than others, but we really do have the viewpoint that we are, our mission is to change health care through physician leadership. >> So we are here to ensure that you get that education to be able to do so. >> And that may mean that ultimately our phrase of no doctor left behind is how we empower you. >> And so if you've got a massive residency, we're going to figure out how to make sure no doctor left behind. >> And some people joke about that and laugh about that. >> But that's ultimately our culture is how do we empower you here? >> Now there is a quote on the screen, Dr. share Wolf, who came in with a private OBGYN practice. And by the time she graduated, became vice-chair for the OBGYN department, Section Director of ambulatory services at Rush in Chicago. Her great quote here, the hybrid design of the program, the accessibility. As a professor, collegial nature, my group kept me on track, manage my time into her outcome story is on our website. >> And in fact, let me go on to the next screen here and you'll see a number of our alumni. >> But you can actually head to our website and right on our homepage we have a link to, and actually many of you have probably received it in emails from me to story after story after story of outcomes of this program and how this program has changed the trajectory and the impact path. >> The path of impact. >> Our graduates, and there's a few here on the screen. >> Sovereign Patel, who graduated in 2017. >> He took the program and launched his own business actually. >> And he does dashboard. >> It's a, it's an IT business working with dashboards for critical or chronic diseases and creates a way for the family members to be part of it in managing a chronic disease. >> Praveen, Roger Holly, who says this degree gave me the confidence to change my pathway practicing medicine. He's gone into concierge medicine. >> What's really interesting, and you can quickly find him online. >> Dr. Emory Nelson, who's last quote here on her ability to negotiate, particularly attorneys. She's now in senior leadership roles across Eli Lilly, headquartered here in Indianapolis and came out of Family Medicine and just her trajectory of leadership, husband a bright star since she completed the program. Now I mentioned we typically bring in some more 35 to 45 physicians. This is a profile of our, of our class that's graduating this year. 15 different states, 14 years experience pulse residency, average age of 44 from 35 different specialties. And you'll see some leadership roles. Typically birds represented here will have typically about, in a cohort will have about a third who are a 100% full-time practicing physicians and a 100% clinical medicine. Then we'll have about a third who have sort of one foot and clinical one foot, an administrative, so whatever role that might be. >> And then another third who are mostly administrative. So please, if you're listening to all this and going, why not in a leadership role? >> Is this right? No, no, no. Are it's easy for us to talk about all the ways in which you are graduates are moving into leadership and really having this great impact. But we're, we bring him physicians at any point in that leadership journey and help you realize the next >> Questions I always get OK. >> Let's, this is fabulous. Clearly, I need to choose Kelly. Kelly is the solution for learning this language I ultimately need. >> How do I pay for it? >> Now we have our comprehensive cost is about 85 thousand for the 21 months. >> And just to compare, if you're looking at top ranked MBA programs, and this is an executive style MBA. It's not an executive MBA, which executive MBAs are designed to be short in duration and thus have much less credit hours. >> For us. We're executive style with a full MBA program. >> So a standard Executive MBA tuition is right around a 185 thousand. >> So you'll see where we're very much price tin and an incredibly affordable. So this 85 thousand covers your tuition fee is technology, your student experience, support, all your residencies except for your travel expenses. Of course, the coaching, the lecture series all are networking events. On Friday nights, we do primers before you start the program. >> And both Microsoft Excel and Canvas, which is our learning management system. >> And then of course, your CME MOOC. >> It concludes quite a bit. >> We do encourage if you're coming from a distance that you of course budget for that. >> In that budget depends on really where you're coming from, but how do you pay for it? >> We'll of course take your money however you want to give it to us. >> That's what we say. >> You can paid on a monthly basis or a quarterly basis and annual basis. Whatever works best for you will find a solution for you. We do have scholarships, fellowships available, especially fellowships are funded through our school that help defray travel costs is one we have as well as help people who are, maybe especially in rural medicine, who you may not have as much access to resources, were really interested in partnering with people to have that impact. >> Additionally, we have an outside corporate fellowship scholarship funded by hall render, which is headquartered here in Indianapolis. >> It's a health care law firm. And additionally, our class of 2015, in every class actually has felt so passionately about the experience that they have that they give back to the program. >> And a class gift in our very first cohort started a scholarship actually in the program as a gift back to the program. >> We do encourage you also as you're thinking about, okay, how do I fund an MBA? >> First look at your employer. They all have tuition reimbursement programs. You might get the HR person looking at you a little bit sideways, like weight or physician, you're going to go back to school. >> Absolutely, you are. >> So they have a tuition program for that. >> You also want to look at your CME funding, cuz you can actually reroute your CME dollar to be reimbursed for the tuition in the program. >> And then if you have an exhausted your lifetime borrowing limit for federal loans, those are certainly available for financing. >> Payments don't start until six months after the program ends and they don't become a part of your states. >> So that's a nice flexibility. >> So we are accepting applications, Our always accepting applications. In fact, it's a rolling application process. >> So we accept applications through typically in the middle of July due to the current environment health care, we're actually extended that deadline to the first of August. >> And it's a very straightforward application process. If you want to take advantage of it, of course, you have to in order to be admitted, you have to have an MD or DO three years experience post residency. >> We don't have any standardized exams. >> We do ask for your medical school transcript, your CV, you write a short personal statement, provide us with three letters of recommendation. >> Once you have those, we do an admission interview and we're really looking for people who are on the trajectory of being those change agents that we want to see in the healthcare industry. >> And I can clearly articulate how an MBA would help them grow and thrive and their own leadership goals. >> So that's ultimately what we're looking for. >> So what are some good next steps? >> Obviously, we can have a conversation. >> My email addresses on the screen there. >> Submit your application at any time. >> We typically review applications just within a couple of weeks of your submission, as long as your recommenders Gim, through quickly enough, so it can be a very quick process for you to start making plans. >> So questions, what questions can I answer for you at this point? >> Hopefully that's given you the great overview of the program. >> I've given you some examples of how our alumni are incredibly successful in doing it. But also if you haven't go check out our website. >> We have a whole slew of units who 50 plus stories on our blog of outcomes from this program and how it's changing, how it's evolving the healthcare industry. >> At the bottom of your screen, you have a Q and a button. >> So if I haven't answered a question that you have, just type it in right there and I'd be happy to take it. >> At this point. >> I'm looking at who's in the room and it's fun because I've talked, I think I've exchanged emails or seen many of you across the ways several different times. >> Now, I know some of you are base here in Indianapolis. >> As I look at the list of who is here, do know that if you are here at the IU School of Medicine, there is a tuition reimbursement program that you can take advantage of and that's on the IU website. That's very beneficial. >> Additionally, if you're here at IU Health, We are the preferred MBA for physicians that are you house. >> So they actually offer reimbursement program and a much higher rate than any other MBA programs. >> So you want to look into that. >> So Dr. Ephrem asks, are there requirements from a seniority perspective? Do you need to be an associate or full professor? >> Great question. >> In fact, no, all we requires three years experience post residency. >> And we require that because we want you to have a perspective on what's wrong with the health care industry so that you can know how to fix it. >> But in fact, we're seeing people who are earlier in there. >> So there's, there's a plus two. >> Any point in time that you start this program, what we always find, the common refrain is, I should have done this earlier. I wish I had done this earlier. >> That is the common answer that I here. And so it really doesn't matter where you are on your leadership journey. >> As long as you can kind of answer that question of, Wow, this isn't working and there's gotta be a better solution. >> And so that's the perfect time to come in. >> And ultimately the best time for you to come is when you have time and you have the support, so time available to dedicate to the program to be successful. >> And you have the support of your family, your organization, your leadership, your partners, wherever you are at. >> That's the most important thing. >> Another question from Dr. Ephrem about >> We suspect that the covert financial impact might affect funds for tuition, CME, et cetera. >> We are not seeing that yet. >> Of course, it's still very early on what we do here from our, we have 80 some on physicians in the program right now and many, many alumni who I feel like I talk to our alumni sometimes more than I talk with our current students are physicians who are looking at the program. What we're finding is that the availability of funds is still very much there. That in fact we're seeing an uptake and interests in a program. >> It because I don't think any of you are going to disagree with me. >> If we had better physician leadership, perhaps we would, we would, we would be in a different position in response to a pandemic. >> So we're not seeing any of that. However, know that if this is a challenge for you, the university is ready to have that conversation about how do we help you make it affordable? And certainly for Indiana University, obviously, we've seen a lot of financial impact from covet 19. And so we're very much in the moment flexing to be responsive to whatever might happen. >> We're seeing actually a lot of financial impact from our undergraduate students specifically. So that's more that it's too early to tell the ultimate impact. But we are still seeing that organizations end physicians so have the financial flexibility to be able to pay for the program. >> Question from Dr. practice, CDO, maybe I don't know your name. Isn't there a little weird. >> So I'll just say 12 applications need to be submitted by if you want to start the next academic year. >> And what does academic year start? So it always our program always starts after Labor Day every fall. So the first Tuesday after Labor Day, that's when we always start. We typically have orientation sometime in the summer beforehand and then you start classes and you start classes online that first week of September. So if you want to start it always wherever you want to start, you want to get your application in by the middle of June for that September that you want to start. Right now, we're taking applications through August first. Typically, it's right around the first of July. >> We've extended that deadline. >> So if you're thinking, okay, I'm going to come in in September of 2021, then you would get your application to us by June first of 2021. So obviously, we're still accepting applications for fall for September of 2020, which is just five months from now, right? >> All of us have lessons of time. >> I don't remember. This is April, right? So then for this, if you're coming in September of 2020, you would get us your application by August first of 2020. So that's it's it's always a standard start dates hindered application date so that you can plan around it. >> Other questions I'm seeing to see if there are other questions that come up. >> Any other thoughts I should have? >> I feel like I've covered a lot of things that I typically talk about, but there's always things that I could not talk that I might have missed some Trying to think. >> Anything else. >> Let me throw up on my screen for all of you, my contact information right there, my phone number, which of course I'm working here from my home. >> You can reach my office number rings right to my cell phone, my email address, which is a great way to get a hold of me and I consider me a resource. I mean, even if you're just thinking about an MBA program to three years from now, I'm happy to start thinking about it. If you're trying to get your organization to help you pay for this, I'd be happy to sit down with you and say, here are some projects that we do in the program. You know, I mean, they even in the second course, you take a statistics course led by Carl Anderson, who he has you go into your practice environment and trod data out, whether it be from your EMR or what have you. >> Your practice manager can provide all that depending on your setting and look at where you might have issues in your delivery model as it relates to your practice. >> And so just even in the second course in the program, you immediately get a tool that allows you, I mean, imagine if you can work with big data looking at your EMR and saying, oh, hey, you know, we want to improve the wait time of this specific procedure. >> Kyle will give you the tools to do that. >> In fact, you do a project of that type and as class. >> And so that's a very easy argument to go back to your organization and say to them, hey, I wanted to do this MBA. >> I'm ultimately going to become a consultant for you. >> Last time I checked you pay consultants a lot more than this program costs. >> So I can sit with you and make up that argument for you to ask your organization for that assistance. >> So on that note, any other questions? >> If you do that? Q and a button is at the bottom of your screen, but otherwise, my email address is on the screen here, my phone numbers on the screen here. If there are any ways in which I can help, please let me know. >> But I hope to see your application soon if you haven't gotten my passion, I would love for every physician, whether it's this MBA program or any MBA program, to learn that language of business. And for us to have a health care industry that's driven by physician leadership, by physicians not just with a seat at the table, but at the head of the table. >> And the best way for you to do that is to learn the language of business. >> And I absolutely believe the best way for you to learn that languages here at the Kelly School with our faculty and with our alumni, our students, in our peer learning environment. >> So I look forward to many, many more conversations and thank you so much for joining us today and for the time you've given today. I hope you found this fruitful in your own exploration and journey as you learn about the Kelly physician MBA program. And I look forward to many more conversations that we have. >> Thanks again for joining us.