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

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

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

4. 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

5. 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.

6. 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.

7. “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

8. 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.

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

10. 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.

11. 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.

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

13. 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.

14. 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

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

17. 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.

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

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

20. 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.

21. 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

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

23. 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 

24. 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

25. 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

26. 2015 Healing for Life Award Michael Profsky, RN Primary Children’s
Hospital

27. Michael Profsky Video

28. Our origin guides our future

29. “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.”

30. 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.”

31. 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