Priorities are defined to help Intermountain achieve our Mission and Vision

Transcription

1 Priorities are defined to help Intermountain achieve our Mission and Vision At the recent Senior Leadership Team Conference for Intermountain s top 350 leaders, Charles W. Sorenson, MD, Intermountain s President and CEO, shared 10 priorities for Intermountain Healthcare during the next five years. These priorities describe areas of focus that will help the organization achieve our Mission (helping people live the healthiest lives possible) and our Vision (to be a model health system by providing extraordinary care and superior service at an affordable cost).

2 The 10 priorities shared by Dr. Sorenson are not in rank order they are all important. Further, these aren t the only priorities Intermountain will focus on. The management team has identified more than 30 priorities, all of which are important. The descriptions of the 10 priorities are as follows: 1. Consistently evidence-based. This refers to Intermountain s historic commitment to providing care demonstrated to be effective and to following best practices. This leads to improved care and lower costs. 2. Community benefit from cost savings. When health systems and physicians provide high-quality, affordable care, patients and communities benefit. Intermountain is committed to providing and demonstrating such benefits. 3. Fully aligned incentives. We are aligning incentives among the major participants in healthcare providers, patients, payers, and employers so that all are encouraged to seek highly effective care. 4. TeleHealth-augmented primary care. TeleHealth refers to a range of communication services, including face-to-face video connections and the sharing of data and images. Intermountain is integrating TeleHealth capabilities with care delivery in a variety of settings, including primary care clinics, InstaCares, and pharmacies. Convenient, affordable access to a provider 24/7 through a computer or mobile device can improve care, efficiency, and the patient experience. 5. Excellent access to in-person care. We seek to provide rapid access and extended hours for patients coming in-person for care. This too contributes to clinical quality, lowers costs, and improves the patient experience. 6. Identify and eliminate low-value procedures and treatments. As we identify medical interventions that add risk or cost but not commensurate patient benefits and as we work to eliminate

3 commensurate patient benefits and as we work to eliminate overtreatment we improve patient safety and outcomes. Safer, more effective care also helps keep costs more affordable. 7. Leader in transparency. This means providing trustworthy, transparent, and actionable data on cost, quality, and service to physicians, patients, members, and the public. Transparency enhances performance, outcomes, and community trust in Intermountain. 8. Nationally preferred employer. Intermountain will be a nationally preferred employer for candidates and will attract, develop, and retain diverse top talent, including physicians and other medical professionals. 9. Optimize icentra. Intermountain s new electronic health record, practice management, and revenue cycle system is being implemented region by region; the first go live was in part of the North Region in February, and the next implementation will be at McKay-Dee Hospital and the rest of the North Region beginning Oct. 24. icentra brings numerous benefits, including enhanced support for quality care, best practices, patient safety, teamwork, compliance, accurate coding, mobile access, and patient engagement. Intermountain is working with users not only to implement icentra but also to continually improve the icentra product and functionality. 10. Leader in healthy behavior. Our mission is to help people live the healthiest lives possible. We are committed to empowering people to optimize their health through a wide range of approaches, tools, and services. For each of these priorities, Intermountain has defined parameters, benefits, development that has occurred to date, development that is to come, and how we might measure success. In the coming months through this newsletter and other communication channels we will share more details about each priority area.

4 Why don t elephants get cancer and how can the answer help humans? Why elephants rarely get cancer is a mystery that has stumped scientists for decades. A new study led by Joshua Schiffman, MD, a pediatric oncologist at Intermountain s Primary Children s Hospital, may have found the answer. His research, which received funding from the Intermountain Foundation and Primary Children s Foundation, was published recently in the Journal of the American Medical Association (JAMA). Dr. Schiffman and his colleagues confirmed that elephants have up to 40 copies of a gene named TP53, which encodes a well-defined tumor suppressor. By comparison, humans have only two copies of this gene. A deeper understanding of this difference could pave the way for a new frontier of cancer research and treatment for children. Cancer affects so many families across this country, and unfortunately it s becoming more common, especially among children, said Katy Welkie, CEO of Primary Children s Hospital. We re hopeful this research will lead to new prospects for improved treatments for pediatric cancer. Dr. Schiffman s research caught the attention of the circus entertainment company Ringling Bros. and Barnum & Bailey and its Center for Elephant Conservation. The recently launched Ringling Bros. Children s Fund announced it will donate more than $500,000

5 Bros. Children s Fund announced it will donate more than $500,000 to Primary Children s Hospital Foundation to support cancer research and care for children. News of the research and donations received prominent coverage in leading media outlets, including Newsweek, Slate, Discovery News, Good Morning America, and many others. For additional information on the project and the Ringling Bros. Center for Elephant Conservation, click here. For information on donating to the pediatric cancer research fund, click here. The business case for transitioning now to high-value care is presented in a new national article Why should health systems start making the shift now to value-based care when so much payment still occurs on a fee-for-service basis? This question is answered in a new article by Intermountain s Executive Vice President and Chief Operating Officer, Laura S. Kaiser, FACHE, and her coauthor, Thomas H. Lee, MD, Chief Laura S. Kaiser, Medical Officer at Press Ganey Associates. The FACHE article was published Oct. 8 on a website sponsored by the Harvard Business Review and the New England Journal of Medicine titled the HBR-NEJM Insight Center. The article, Turning Value-Based Healthcare into a Real Business Model, presents the business case for Intermountain s Shared Accountability approach and similar strategies designed to improve population health using a value-based care model. It lists reasons why health systems and physicians should start transforming care now rather than later: because high-value approaches are more

6 sustainable, more sought-after, and more responsible they re the right thing to do and because it takes time for providers to gain experience with the new models. What are the benefits of a high-value strategy? The article also cites examples at Intermountain and other systems of clinical quality improvements that contribute to enhanced value. Read the entire article by clicking here. National healthcare leader visits Intermountain Simulation Center Dr. Karen DeSalvo uses an ultrasound in the Intermountain Simulation Center at LDS Hospital. Karen DeSalvo, MD, MPH, MSc, Acting Assistant Secretary for Health for the U.S. Dept. of Health and Human Services and the National Coordinator for Health Information Technology, described Intermountain to a U.S. Senate committee as a highly successful system that uses data to reduce cost and improve quality. The comment came while Dr. DeSalvo was testifying before the U.S. Senate Committee on Health, Education, Labor and Pensions on Oct. 1, the day after she toured the Intermountain Simulation Center and Center for Disaster Preparedness at LDS Hospital and met with Intermountain leaders.

7 The Intermountain mention was made during an exchange with Sen. Elizabeth Warren (D-MA) about the link between interoperability and delivery system reform/value-based payment. Sen. Warren and Dr. DeSalvo spoke about how interoperability of health IT can help advance delivery system reform, making the right data available to providers and patients. DeSalvo described the concepts as tightly linked. She said, System after system that is highly successful, whether in Massachusetts or, I was just at Intermountain yesterday, they can show you clearly, when they have better data, better dashboards, knowing where they re going, it helps reduce cost and improve quality. In a thank-you message to Intermountain leaders following her visit, Dr. DeSalvo wrote, Intermountain is an important beacon for so many health systems. And so inspiring to us as we do our work. Please keep doing that great work so we can learn from you and partner with you. A look at the services provided by our Integrated Care Management Department Integrated Care Management is the Intermountain department that focuses on improving healthcare connections, transitions, and handoffs for patients, their families, and the communities where they live. Our goal is to help people find and access exactly the right kind of care when they need it. This supports our Shared Accountability

8 of care when they need it. This supports our Shared Accountability goal to deliver better outcomes affordably, said Teresa Garrett, Assistant Vice President of Integrated Care Management. An update on key projects Integrated Care Management is pursuing: Community Care Management is a community outreach model, not an actual facility. In this model, Intermountain reaches out to serve patients with complex or extensive healthcare needs. The staff includes a nurse, social worker, and a community health navigator; these staff members make home visits to patients and create a plan of care with each patient s goals in mind. Through regular check-ins, staff members help patients learn to manage their health needs and connect them with a personal safety net of community services. Comprehensive Care Clinic is a clinic on the Intermountain Medical Center campus. Staff members include doctors, nurses, pharmacists, social workers, and others who help patients with complex or extensive healthcare needs by providing extra help in accessing care and focusing on reducing emergency department visits and hospitalizations. Intermountain Health Answers is a call center that offers two main services: 1) Follow-up phone calls to patients within hours of their discharge from our hospitals or emergency departments; and 2) an inbound nurse advice line for SelectHealth and uninsured patients who have health questions, need help, or need access to care. United Way s partnership involves a community search tool supported by Integrated Care Management. The tool gives care managers and people throughout Utah access to the United Way s database, which is an online list of community resources and services. A skilled nursing facility (SNF) quality initiative involves referrals of discharged hospital patients who need care for a limited time before they can live independently. Integrated Care Management establishes relationships with SNFs that achieve

9 Management establishes relationships with SNFs that achieve high ratings from the Centers for Medicare and Medicaid Services (CMS) and meet other criteria. Together with SelectHealth, Integrated Care Management works closely with SNFs to ensure key quality standards are met. The initiative improves patient outcomes and helps avoid readmissions. Palliative care is offered by seven Intermountain hospitals, as well as by Intermountain Homecare and Hospice. A Palliative Care Steering Committee is working to improve inpatient services and implement outpatient services. Primary Children s Hold On To Dear Life program celebrates 25 years of promoting child safety Intermountain s Primary Children s Hospital is celebrating the 25th anniversary of its Hold On To Dear Life public service campaign by remembering the lives saved. The child advocacy campaign initially focused on seat belt safety and has since expanded to include car seat safety, child abuse prevention, Spot the Tot back-over prevention, drowning prevention, gun safety, reminders to never leave children alone in a car, window safety, pedestrian safety, and ATV safety. Since the program began in 1990, Utah has seen a 55 percent decrease in motor vehicle deaths involving children, a 40 percent decrease in the number of children who ve been hospitalized for motor vehicle accidents, and a 62 percent increase in seat belt usage. Between 1990 and 1994, an average of 64.2 children were killed in

10 Between 1990 and 1994, an average of 64.2 children were killed in motor vehicle accidents each year. That average dropped to 28.4 children annually between the years 2009 and Awards and recognition Intermountain again named to list of Healthcare s Most Wired Intermountain again has been named to the 2015 HealthCare s Most Wired list, based on a study conducted by Hospitals & Health Networks, the American Hospital Association (AHA), and the College of Healthcare Information Management Executives (CHIME). Intermountain has been named among the nation s most technologically savvy hospital systems in 16 of the 17 years the survey has been conducted. The Most Wired survey of hospitals and health systems nationwide is based on four categories: infrastructure, business and administrative management, clinical quality and safety, and clinical integration. Although an organization may have many advanced capabilities, in order to be designated as one of America s Most Wired it is required to meet specific requirements of analytic structure that have been implemented in the four categories. Two specific accomplishments that helped Intermountain earn the designation for 2015: Increased data security. Because of the increasing number of patient data breaches in organizations around the country, this year s survey emphasized privacy and security. Intermountain s Information Systems implemented a 24/7 Security Operations Center this year and collaborated with the privacy team to develop and test an incident response plan. Patient engagement. This year s survey also looked at patient portal adoption and the tools organizations make available to patients for self-management of chronic conditions like diabetes. Intermountain s Health Hub app and the myhealth portal are examples of efforts to engage patients in their health through technology.

11 YWCA Utah honors Linda Leckman, MD Linda Leckman, MD YWCA Utah recently honored Linda Leckman, MD, Intermountain Medical Group CEO, as a 2015 Outstanding Achievement Award winner for her leadership in medicine and health. Dr. Leckman was one of three women recognized by the YWCA for their accomplishments, for the ways in which they empower and inspire others, and for strengthening the community and the state. Dr. Leckman has served as the Medical Group s CEO since 1996, and before that, she was President of the Alta View Hospital Medical Staff and Chair of the Department of Surgery at Alta View and Cottonwood hospitals. In nominating her for the award, Bert Zimmerli, Intermountain s Executive Vice President and Chief Financial Officer, said, Linda has played a leading role in shaping Intermountain s culture, championing policies that empower employees, and providing an environment where employees can succeed both professionally and in their personal lives. She is esteemed as a strong supporter of professional development, work/life balance programs and benefits, continuing education, and other opportunities for a rewarding work environment. Zimmerli said Dr. Leckman has served as a mentor and role model to countless women within Intermountain, including many who are serving in leading management roles. She was also recognized as a compelling advocate for Intermountain programs, including those that support charity services for patients who are unable to pay and clinics serving uninsured, low-income, and homeless patients.

12 Two Intermountain leaders receive state honors Katy Welkie, RN Mark Moody, FACHE In October at its annual conference, the Utah Hospital Association (UHA) presented its Distinguished Hospital Executive Award for 2015 to Katy Welkie, RN, Administrator and CEO of Primary Children's Hospital. Welkie was recognized for her 32-year career at Primary Children s and continued dedication to the motto, The Child First and Always. She also was recognized for her leadership through periods of growth and expansion and for her focus on quality improvement. Welkie leads the hospital's Zero Harm patient safety initiative to reduce and eliminate preventable errors. At the same event, Utah Healthcare Executives (UHE), the local chapter of the American College of Healthcare Executives, presented its Young Careerist Award to Mark Moody, FACHE, Regional Assistant Operations Officer for the South Salt Lake Region of the Intermountain Medical Group. Utah Business honors 11 Intermountain Healthcare Heroes Utah Business magazine recently honored its 2015 Healthcare Heroes, a group of healthcare professionals who provide quality care, pioneer new technologies and processes, reach out to the community, and raise the standards of care in Utah. Of the 27 honorees for 2015 across nine categories, 11 honorees are from Intermountain Healthcare 10 individuals and one team:

13 Innovation in Healthcare: Sam Brown, MD, Director, Center for Humanizing Critical Care at Intermountain Medical Center. Lifetime Achievement: Bill Hamilton, MD, Medical Director Administrative Services for Intermountain s Central Region. Administrative Excellence: Suzanne Anderson, RN, MSN, Nurse Administrator, Intermountain Medical Center. Administrative Excellence: Tim Pehrson, CEO, McKay-Dee Hospital; Regional Vice President, North Region; Vice President, Continuous Improvement, Intermountain Healthcare. Physician: Robert Hoesch, MD, PhD, Medical Director, Intermountain Neurosciences Institute and the Neurosciences Clinical Program, Intermountain Medical Center. Physician: Finn Bo Petersen, MD, Program Director, Intermountain Center for Hematological Malignancies, LDS Hospital Blood and Marrow Transplant and Acute Leukemia Program. Healthcare Practitioner: Kismet Rasmusson, DNP, FNP, Intermountain Medical Center. Volunteer: Shahab Saeed, Vice President and COO of Questar Energy Services; Chair, Intermountain Healthcare Central Region Board of Trustees; member, Intermountain Healthcare Board of Trustees; member, Intermountain Research and Medical Foundation board. Healthcare Educator: SarahAnn Whitbeck, Director of Continuing Medical Education, Intermountain Healthcare. Community Outreach: Delia Rochon, Director, Community Benefit/Behavioral Health Programs, Intermountain Healthcare. Corporate Achievement: Intermountain Homecare & Hospice.

14 Read more information about each winner and why they were named a 2015 Healthcare Hero here. Six Intermountain hospitals receive quality awards HealthInsight, a not-for-profit organization focused on improving health and healthcare in three western states (Nevada, New Mexico, and Utah), recently presented its 2015 Hospital Quality Award to 11 Utah hospitals, including six Intermountain hospitals: Bear River Valley Hospital, The Orthopedic Specialty Hospital (TOSH), McKay-Dee Hospital, Park City Medical Center, Riverton Hospital, and Valley View Medical Center. The awards are based on hospitals performance on 20 inpatient and outpatient process-of-care measures and a national survey of patient experiences of hospital care. These elements are weighted and combined to create a single, overall performance ranking. Hospitals at or above the 75th percentile nationally receive the HealthInsight Quality Award. Three Intermountain hospitals receive Consumer Choice Awards National Research Corporation (NRC), the nation s largest patient satisfaction measurement firm, again named three Intermountain hospitals as recipients in their respective geographic markets of the annual Consumer Choice Award. Intermountain Medical Center was co-recipient (with University Health Care) in the Salt Lake City area, McKay-Dee Hospital was the winner for the Ogden area, and Utah Valley Regional Medical Center was honored in the Provo-Orem area. Intermountain facilities have received this same recognition for several consecutive years. Salt

15 received this same recognition for several consecutive years. Salt Lake City, Ogden, and Provo-Orem are the only Utah markets studied by NRC. The award is given to the most-preferred hospitals based on consumer perceptions as measured in NRC s Market Insights survey. Each year, the study surveys more than 300,000 households representing consumers in the contiguous 48 states and the District of Columbia, including approximately 2,000 Utah residents. According to NRC, the survey is the nation s largest and most comprehensive study of its kind. Logan Regional Hospital named a Patient-centered Care Champion twice National Research Corporation (NRC) also recognized top-performing organizations at its annual Patient-centered Care Symposium last month in Washington, D.C., and honored Intermountain s Logan Regional Hospital as a Patient-centered Care Champion in two separate categories: physical comfort and respect for patient preferences. One hospital was selected as a champion for each of eight designated adult inpatient dimensions of patient-centered care: access to care, continuity and transition, coordination of care, emotional support, information and education, involvement of family and friends, physical comfort, and respect for patient preferences. Life Flight receives Aviation Safety Award At the recent Air Medical Transport Conference, Intermountain s Life Flight medical transport service received the 2015 Vision Zero Aviation Safety Award. Presented by Airbus Helicopters, the award recognizes a program or company that has demonstrated a commitment to aviation safety, spotlights specific safety initiatives, and encourages the sharing of ideas so others in the

16 safety initiatives, and encourages the sharing of ideas so others in the industry may learn from them. An industry committee judges the competition. Life Flight was selected in recognition of its development of safety risk assessment tools to help guide flight decisions and flight crew status. The tools help evaluate the health, well-being, and readiness of flight crew members. Since it began service in 1978, Life Flight has transported more than 90,000 patients by helicopter, fixed-wing, and ground ambulance to hospitals across Utah and the Intermountain West. Intermountain s air medical teams include adult, pediatric, neonatal, and respiratory specialists. Why it s important to refer to Intermountain Healthcare by our proper name When Intermountain Healthcare adopted its new brand in 2005, we started using Intermountain as the short form of our name. Consistently referring to our organization as Intermountain (the communities we serve) and Healthcare (what we provide) reinforces our mission of helping people live the healthiest lives possible. Our research shows people hold a higher perception of Intermountain Healthcare when they hear Intermountain or Intermountain Healthcare instead of the more impersonal acronym, IHC. Moreover, the national media have traditionally known us as Intermountain, and when we changed the spelling of Healthcare to one word Intermountain Healthcare the acronym IHC no longer applied. (While some legal documents still contain the acronym, we no longer use it in our communications or in our speech.)

17 So trustees and all audiences are encouraged to avoid the term IHC and to always refer to our organization by its correct name: either Intermountain Healthcare or Intermountain. Visit the online Trustee Resource Center to see recent TV ads and videos Videos from Intermountain Healthcare s media campaigns are featured on the Trustee Resource Center at intermountaintrustee.org. Learn about the Advanced Training Program, Precision Genomics, Simulation Center, and other advances at Intermountain by visiting the website. To see the ads, click here or go to intermountaintrustee.org, click on What s New, and then Current Media Campaigns. You can also find other resources on the site, including: Annual Report Trustee Conference presentations Trustee newsletter articles and archive In-depth information about Intermountain Trustee roles and responsibilities

18 Trustee roles and responsibilities Overview of our healthcare initiatives Innovation efforts that improve healthcare delivery Frequently asked questions If you have questions or comments about Intermountain Trustee, please Contact Us. FOR SUBSCRIPTION CHANGES OR PROBLEMS VIEWING THIS , please contact the Intermountain Healthcare Communications Dept. at (801) or reply to Please note that the design of the newsletter may appear differently in different programs. To see the original design, please view the newsletter in your web browser by clicking on the link in the top right corner Intermountain Healthcare, 36 South State Street, Suite 2200, Salt Lake City, UT unsubscribe