The Future Is Bright for Intermountain and for Healthcare Charles W. Sorenson, MD, FACS President and CEO March 11, 2016

Helping people live the healthiest lives possible Our Mission Helping people live the healthiest lives possible SM

Our Vision Be a model health system by providing extraordinary care and superior service at an affordable cost

Key Priorities to get there Provide optimal care based on evidence Identify low-value procedures and treatments Optimize iCentra Provide TeleHealth- augmented primary care Provide excellent access to in-person care Be a leader in transparency Provide fully aligned incentives Demonstrate community benefit from cost savings Be a leader in healthy behavior Be a nationally preferred employer

Provide optimal care based on evidence Make meaningful progress in consistently identifying, developing, and applying evidence-based best practices in clinical and support areas. Apply high-reliability tools to a zero-harm aspiration. Adopt best practices derived from Intermountain experience, industry and clinical studies, and other industries.

low-value procedures and Identify low-value procedures and treatments Identify situations where currently provided services or procedures add risk or cost but don’t add commensurate patient benefit. Educate clinicians and patients on such situations in order to eliminate overtreatment.

“Virtually every family in the country has been subject to overtesting and overtreatment in one form or another.” Dr. Atul Gawande, The New Yorker, May 11, 2015

Optimize iCentra Implement iCentra across the entire delivery system. Physicians, other clinicians, and the revenue cycle will consistently use the system optimally to deliver best practices.

Provide TeleHealth-augmented primary care Implement TeleHealth in tight coordination with primary care, InstaCare, ERs, labs, and pharmacies.

Provide excellent access to in-person care Provide rapid access for patients requiring or preferring in-person care for primary care and urgent needs. Provide extended hours for these services.

Be a leader in transparency Provide trustworthy, transparent and actionable data on cost, quality, and service to physicians (initially) and to patients, members, and the general public.

Provide fully aligned incentives Align incentives among providers of care, patients, payors, and employers.

Demonstrate community benefit from cost savings Support for our long-term strategies will increase with effective communication that links our cost-saving efforts to our Mission, and to the benefit of those paying for healthcare. This is a key commitment of a not-for-profit organization and will minimize the chance for cynicism about Intermountain’s motives and healthcare in general.

Collaboration with Surgeons: Raising awareness of surgical supply costs 2014 Total direct cost savings:  $43 Million   2014 Total decrease in charges to patients and third-party payers: $38 Million

SelectHealth Share Employer Commitments Employee Commitments Provider Commitments SelectHealth Commitments All enjoy predictable benefits SelectHealth Share

Be a leader in healthy behavior Intermountain provides seamless tools to engage people in living healthier lives and using health services more appropriately. These tools include wearables, apps, and portals for people ranging from the healthy to those with multiple chronic diseases.

“It’s not that diabetes, heart disease, and obesity runs in your family…

“It’s not that diabetes, heart disease, and obesity runs in your family… It’s that no one runs in your family.”

Be a nationally preferred employer Intermountain will be a nationally preferred employer for candidates that attracts, develops, and retains diverse top talent, including physicians and other medical professionals.

The Triple Aim Better health Better care More affordable care Berwick, 2008 Dr. Don Berwick – triple aim (2008) Our approach to this is through shared accountability

The Quadruple Aim: care, health, cost and meaning in work By Rishi Sikka, Julianne M Morath, Lucian Leape British Medical Journal | June 2, 2015

The “Quadruple Aim” adds a fourth aim: Improving the experience of providing care. “…The core of workforce engagement is the experience of joy and meaning in the work of healthcare.” Kim Henrichsen, our CNO and VP of Clinical Operations, is leading the effort to apply evidence-based principles. Begins with living our values Increasing our focus on effective team-based care. Healthcare is too complex to be a solo sport. It is also too stressful to be a solo sport. Developing tools that help our caregivers follow best practices and reduce redundant busy work. O 

Key Priorities to get there Provide optimal care based on evidence Identify low-value procedures and treatments Optimize iCentra Provide TeleHealth- augmented primary care Provide excellent access to in-person care Be a leader in transparency Provide fully aligned incentives Demonstrate community benefit from cost savings Be a leader in healthy behavior Be a nationally preferred employer Key Priorities to get there

Key Priorities to get there Strategies requiring engaged physicians Provide optimal care based on evidence Identify low-value procedures and treatments Optimize iCentra Provide TeleHealth- augmented primary care Provide excellent access to in-person care Be a leader in transparency Provide fully aligned incentives Demonstrate community benefit from cost savings Be a leader in healthy behavior Be a nationally preferred employer Key Priorities to get there Strategies requiring engaged physicians

2015 Healing for Life Award Michael Profsky, RN Primary Children’s Hospital

Michael Profsky Video

Our origin guides our future

“Create a model system of not-for-profit healthcare” Victor L. Brown, Presiding Bishop The Church of Jesus Christ of Latter-day Saints Saints “There are now no limits on what you do except the limits that you put on yourself.”

Blog: Health systems at JP Morgan conference say they're still looking for deals By Melanie Evans  | January 11, 2016 At least one health system said it has no ambition to expand into new markets: Intermountain Healthcare … “The best way for Intermountain to grow is to grow in capability.”  

As you heard, the Board has approved building a new Intermountain Institute for Healthcare Leadership. You can see a rendering here. It is an early draft but it is sure to be an impressive addition to the Intermountain Medical Center campus. I am so honored to be part of this significant step forward for Intermountain, and to be a standard bearer for our cause as Founding Director. I believe this Institute will accelerate tremendously our ability to transform healthcare and I’m looking forward to helping further establish Intermountain as an authority in raising quality and lowering costs locally, nationally, and internationally