Intermountain Trustee AN EMAIL BRIEFING FOR TRUSTEES

April 2017

INTERMOUNTAIN ISSUES AND INITIATIVES

CEO Shares Overview of Intermountain’s Contributions in First Report to Community Intermountain wants to be healthiest state with most affordable care

Intermountain Healthcare CEO Marc Harrison, MD, had three takeaway messages about Intermountain’s commitments in a report to the community he delivered April 4:

1. We want Utah to be the healthiest state with the most affordable care. 2. We have an intense focus on the individual lives we touch. 3. We’re well-positioned to improve healthcare worldwide.

Dr. Harrison shared his report with an audience of close to 1,000 caregivers, community partners, and government and business leaders who met live at Intermountain Medical Center and digitally at viewing locations in many Intermountain facilities. Here’s a summary of what Dr. Harrison discussed:

• Intermountain has a significant economic impact on Utah. There’s a really strong correlation between the economy and healthcare,” Dr. Harrison said. Utah has the best state economy in the U.S., and Harrison said the relatively low cost of healthcare here is an important factor in that success. The annual Medicare spending per beneficiary in Utah is among the lowest in the nation with close to the highest quality. Intermountain is accountable for 6.6 percent of Utah’s economy and 4.8 percent of the state’s tax revenue ($436.3 million).

• Our 39,000 caregivers make Intermountain Utah’s largest private employer. “One of my deepest beliefs is that we are all caregivers,” Dr. Harrison said. We’ve been recognized as an outstanding place to work by many national organizations, including Gallup, Forbes, and Computerworld.

• We’re financially stable. “We’re very fortunate to have great financial stability,” he said. We continue to be the highest-rated healthcare system in the nation in the bond market. • We work to enhance the environment. We’ve made great progress in improving the energy efficiency of our facilities, including reducing our water usage by 8.8 million gallons annually and saving 2.2 million kilowatt hours per year through new LED lighting.

• We vigorously support education. Intermountain provided $35.9 million to educate health professionals in 2016 and $6.6 million in tuition reimbursement to our caregivers. We also helped train 2,762 nurses last year. In addition, we provided $700,000 in scholarship funding over two years to seven Utah schools of higher education to enhance diversity in nursing and other jobs. “This is very important to us as we seek to have a vibrant and diversified workforce,” Dr. Harrison said.

• We’re meeting high-priority community health needs. Intermountain conducted a community health needs assessment of the communities served by our 22 hospitals, and identified four key prevention priorities: pre-diabetes, high blood pressure, depression, and prescription opioid misuse. “Intermountain has put these needs at the center of our strategy,” Dr. Harrison said. “We have systemwide goals around each item, which by the way bring no revenue and in fact often are very costly.”

• We collaborate with other community organizations. “Intermountain is big and we’re strong and we’re well-organized, but we neither can nor should do everything by ourselves,” Dr. Harrison said. We gave $13 million last year to 48 not-for-profit organizations to assist in the important work they’re doing.

• We’re improving patient safety. Through our Zero Harm efforts we’ve been able to increase the number of reported safety events by 26 percent and reduce the number of serious safety events by 30 percent. More than 28,000 of our caregivers have been trained in error prevention methods, including 99 percent of our leaders, and the rest of our caregivers will be trained soon. “This is outstanding work, but it’s work that’s never finished,” Dr. Harrison said.

• We’re a national quality leader. “About 30 years ago we learned that reduction of variability results in better outcomes and is often more affordable,” Dr. Harrison said. That led to the founding of our Clinical Programs, which use data to reduce variability by establishing best practices that are used throughout the enterprise. “I’m very proud of the innovation that’s come out of our Clinical Programs,” he said. Four examples: • The Cardiovascular Clinical Program has been able to reduce door-to-balloon time for STEMI heart attack patients in the Salt Lake Valley to less than 90 minutes 99.8 percent of the time. “No other hospital system in the U.S. has achieved this,” Harrison said. • The Neurosciences Clinical Program has reduced the average door-to-needle time for stroke patients at Intermountain Medical Center to just 35 minutes. TeleStroke services have helped bring the door-to-needle time for the rest of the system down to an average of 61 minutes and have extended advanced stroke care to rural areas. • The Behavioral Health Clinical Program has implemented a team-based care model that’s increased the rate of depression screening, improved outcomes, and reduced ED visits and hospital admissions. • The Women and Newborns Clinical Program has offered 390 TeleHealth neonatal consults since 2014 and prevented 54 patient transports. “We’re making sure only babies that need to leave their families and communities actually leave,” Dr. Harrison said. • We’re successfully focusing on improving the patient experience. Intermountain performs above the national average on our HCAHPS scores — and has done so since 2007.

• We’re a national model of affordability. We’ve reduced our costs steadily each year, saving the community close to $1 billion last year. “That, by the way, would have been extra revenue for us, but we look at it as money our community didn’t have to pay for their healthcare,” Dr. Harrison said. Some of those savings came from the Supply Chain, which saved $667 million over the last 10 years. Continuous Improvement efforts by caregivers also reaped $7.8 million in validated savings last year.

• We’re expanding access to care. We contributed $419.5 million in charity care last year to care for people in 249,000 cases who were unable to pay for the services they needed. We operate 52 community clinics, and we’ve had 41 major construction projects in the last five years that bring care closer to people. We’re also bringing care to the people through projects like TeleHealth, Connect Care, and a mobile clinic in rural Garfield and Piute counties.

• We’re focused on disease prevention. “Let’s stamp out chronic disease before it starts,” Dr. Harrison challenges. Intermountain is committed to work farther and farther upstream—before patients get sick—to improve health and prevent illness. Things we’re doing include our LiVe Well program and removing sugary snacks and drinks from Intermountain facilities. “It felt wrong to me to provide people with foods that aren’t good for them,” Dr. Harrison said. “We view this as the same as selling cigarettes in our hospitals, and we would never do that.”

• We’re active in clinical research. “We are a research organization and have about 1,500 studies, but we aren’t a university,” Dr. Harrison said. “Our research is focused primarily on improving care delivery.” We had 402 research studies published last year.

• We’re leading healthcare innovation worldwide. “We really think the way we do things is gaining traction and we’re really happy to share it with others,” Dr. Harrison said. Intermountain currently ranks among the top five healthcare systems for innovation. The Kem Gardner Transformation Center currently under construction will allow us to share our methods with healthcare leaders from around the world.

Dr. Harrison concluded his presentation by reading a letter from a man who recently received gall-bladder surgery at , and because he was out of work and didn’t have health insurance, he wasn’t asked to pay. The man wrote a note that said: “Thank you for how well I was treated by Intermountain medically and now financially.” Dr. Harrison said experiences like that demonstrate Intermountain’s impact not just on Utah, but on people’s individual lives. “In the end,” he said, “this is the most human endeavor of all.”

Watch the entire 60-minute presentation here. Intermountain Receives 2017 Hearst Health Prize for Improving Mental Health Care $100,000 award recognizes Intermountain’s Mental Health Integration program

Intermountain Healthcare is the winner of the 2017 Hearst Health Prize in recognition of our Mental Health Integration program—which embeds mental health screening and treatment within primary care and select specialty practices.

The Hearst Health Prize is an annual $100,000 award given by Hearst Health and the Jefferson College of Population Health of Thomas Jefferson University in recognition of outstanding achievement in managing or improving health in the U.S. The announcement was made at the 17th annual Population Health Colloquium in Philadelphia on March 28.

“The caregivers at Intermountain are grateful to receive this recognition and award,” says Marc Harrison, MD, Intermountain President and CEO. “It honors our commitment to our patients, their families, and the communities we serve. It honors our caregivers with whom our patients trust to provide the highest quality, effective, and affordable care.”

The Hearst Health Prize applications were evaluated by a panel of judges based on the program’s population health impact or outcome, demonstrated by measurable improvement; use of evidence-based interventions and best practices to improve the quality of care; promotion of communication, collaboration and engagement; scalability and sustainability; and innovation. Intermountain was selected as the winner out of an impressive list of finalists from across the country.

Brenda Reiss-Brennan, PhD, Intermountain’s Director of Mental Health Integration, accepted the award on behalf of Intermountain. Dr. Reiss-Brennan was also lead author of a 2016 article in the Journal of the American Medical Association (JAMA) that described Intermountain’s program and approach to team-based care. In an editorial about the Intermountain initiative in the same issue, Thomas Schwenck, MD, wrote, “The most significant consequence . . . of outcomes-based medical care and value-based reimbursement may be a profound change in the fundamental structure of the U.S. healthcare delivery system.”

More about Intermountain’s award-winning mental health program: Intermountain created a Mental Health Integration program in 2000 to make mental health evaluation and service part of the routine care for all patients, with an emphasis on primary care. It utilizes a team-based approach, built on evidence-based medicine, to help patients and their families manage the complexity of both mental and physical health. More than 100,000 patients were tracked over a 10-year period to observe their outcomes and interactions. Some results from the Team-Based Care program:

• Patients perceived physicians were more sensitive to their emotional or mental health concerns, explained things better, and provided better overall quality of care and services. • Rates of depression screening, diabetes management, and documentation of self-care plans all increased significantly. • Healthcare utilization decreased and patient health improved. • Cost savings of $115 were achieved for an investment of $22 (per patient per year). Watch a short video about Intermountain’s Mental Health Integration program.

“Intermountain Healthcare’s Mental Health Integration program is very impressive in its focus on clinical quality, improving outcomes, enhancing the patient experience and providing value,” says Gregory Dorn, MD, MPH, president of Hearst Health. “There’s much to learn from Intermountain’s success and one of the fundamental goals of the Hearst Health Prize is to proliferate these best practices so other programs and patients can benefit from this work.”

“Treatment and management of mental health conditions is a critical issue in the population health field and we congratulate the Intermountain Healthcare team for creating and implementing such an effective program,” says David Nash, MD, MBA, dean of the Jefferson College of Population Health.

Click to learn more about the Hearst Health Prize.

Intermountain Expands Top Leadership Team Changes to address evolving healthcare challenges, patient and community needs

Intermountain is welcoming three new members to its top leadership team, which will change its name from the “Management Committee” to the “Executive Leadership Team.”

The new members include Kim Henrichsen, RN, who will become Senior Vice President of Clinical Operations & Chief Nursing Executive; and Mikelle Moore, who will become Senior Vice President of Community Health and will take on an expanded role, including responsibility for Population Health. Pat Richards will join the team with her current title, President & Chief Executive Officer of SelectHealth. Additionally, the title of Mark Briesacher, MD, will become Senior Vice President & Chief Physician Executive and President, Intermountain Medical Group.

In addition to Marc Harrison, MD, President & CEO, the new Executive Leadership Team now includes (in alphabetical order):

• Rob Allen, Senior VP & Chief Operating Officer • Mark Briesacher, MD, Senior VP & Chief Physician Executive and President, Intermountain Medical Group • Joe Fournier, Senior VP & Chief People Officer • Kim Henrichsen, Senior VP, Clinical Operations & Chief Nursing Executive • Mikelle Moore, Senior VP, Community Health • Greg Poulsen, Senior VP & Chief Strategy Officer • Pat Richards, President & Chief Executive Officer, SelectHealth • Bert Zimmerli, Executive VP & Chief Financial Officer

“Each of these people brings functional expertise and valuable institutional knowledge to the table,” Dr. Harrison said. “Intermountain has always been fortunate to have excellent women and men in leadership positions, and we continue to value the wisdom that comes with homegrown experience and the fresh perspectives of leaders who’ve joined us from other organizations.” Why expand the leadership team? “In a nutshell, more voices at the strategy-setting level will help us better meet the challenges of a rapidly evolving healthcare landscape,” Dr. Harrison said. “Leadership teams for the past 42 years have grown Intermountain into a thriving, financially stable, mission-driven organization. The visionary and boundary-breaking leadership of those early teams has resulted in Intermountain’s growing national and international reputation. We’re part of a great organization. And we’re evolving.”

He added, “Nearly half of the people living in Utah will seek care from Intermountain this (and every) year. So it makes sense that not only the organization but also the people we serve will benefit from our having the perspectives of every constituency that intersects with healthcare. The team will now include operational, strategy, and finance leaders, and those who represent our caregivers, including the doctors and nurses who care for our patients, our SelectHealth members, and the people in our communities—including the underserved. The Executive Leadership Team now has members with direct responsibility for each of those groups.”

Decisions around these recent additions were made based on the functional expertise Intermountain needs to set effective strategies around safety, quality, the patient experience, stewardship, and access, all delivered through highly engaged caregivers.

Intermountain’s Board of Trustees and the long-standing members of the management team have expressed their enthusiastic support for these changes. Zimmerli, who’s been Intermountain’s Executive Vice President and Chief Financial Officer since 2003, said, “These are great additions, and we welcome them to the team. As the finance guy, I’ve always believed that if we take good care of the important things—our patients, our caregivers, our clinicians, and our communities— the finances will take care of themselves. This expansion of our Executive Leadership Team will help us do an even better job of taking care of people.”

We’re facing new horizons as we re-imagine healthcare. “We understand the challenges of continuing cost pressures and legislative uncertainties—and we also see amazing opportunities to make healthcare better,” Dr. Harrison said. “Thank you for all you’re doing to help shape healthcare and serve humanity in profound ways, and join me in congratulating Kim, Mikelle, and Pat in these new roles.”

‘One Intermountain’ Defines a Way of Being, Doing Patients, families can expect the very best every single time they seek care

“One Intermountain”—a phrase you may have heard recently—is used to describe the way our caregivers act like a system for the benefit of those we serve. According to Intermountain President and CEO Marc Harrison, MD, “at its essence, One Intermountain defines a way of doing our work that should signal to our patients and their families that they can expect the very best of what we have to offer every single time they seek care from Intermountain, no matter where they seek that care. It means acting like a system, and it also means more than that. Imagine our entire team working together and learning together—with a unified commitment to safety, quality, patient experience, access and stewardship—to give our patients what they want and need. Reaching out to them where they live, work, and play. That’s One Intermountain.” Dr. Harrison has said ways to align organizationally to support One Intermountain include shared services models, more consistent facility design, and aligned financial tools. Ways Intermountain can begin improving include making sure patients can be seamlessly referred and transferred from one Intermountain facility, physician, or service to the next.

The approach reinforces the message from Dr. Harrison’s Intermountain 2017 presentation on April 4.

UPDATES AND FEATURES

Surgeons Use 3D-Printer Technology to Save a Baby’s Life Now baby Ella’s expected to be able to run, play sports, and live an active life

Ella Knoell was born with a heart that contained some of the most complex defects ever seen at Primary Children’s Hospital. Less than a year later, she’s expected to be able to run, play sports, and live an active life without limits—thanks to an innovation that let doctors hold her heart in their hands long before surgery.

Ella is the first Primary Children’s Hospital heart patient to benefit from a 3D printer’s detailed model of her heart. Doctors used the model to better understand the intricacies of Ella’s heart before the surgery, then adjusted their surgical plans accordingly to ensure an extraordinary outcome.

“We’re thrilled with the 3D printing technology and the additional insight it can provide our care team,” said Jayson Argyle, Administrative Director of Cardiovascular and Imaging Services at Primary Children’s. “Although our traditional cardiac imaging methods are very good for the vast majority of our patients, there are situations—such as Ella’s case—when a patient’s anatomy is unique and can’t be clearly visualized. In these scenarios, printing up a 3D heart model and having surgeons hold it in their hands gives an extra level of confidence in the surgical preparation and approach.”

“Primary Children’s is always putting the child first,” Ella’s mother Katie said. “This 3D model is a phenomenal tool that will help make sure every child has a better chance for their surgery to be successful and their lives will be just as changed as Ella’s—and they’ll have the best outcome possible.”

Katie first learned of Ella’s heart defects during a fetal ultrasound. Katie was expecting twins, and one twin’s heart was developing on the wrong side of her chest. A fetal echocardiogram confirmed multiple complex congenital heart defects.

Once the twins were born, her Primary Children’s care team—including Jason Su, MD, Ella’s pediatric cardiologist; and Phil Burch, MD, Chief of Pediatric Cardiothoracic Surgery—were able to get a better glimpse of Ella’s heart by performing advanced cardiac imaging and having a 3D model of her heart printed. The 3D printout helped the doctors discover the possibility of a double-ventricle procedure, and ultimately, achieve a better outcome than either had imagined.

“Having something you can actually turn and rotate in your hand is very helpful,” Dr. Burch said.

Ella is now thriving. She and her twin are celebrating their first birthday—with many happy returns on the horizon. “That 3D print basically saved her life,” Ella’s father, Jason, said. “It’s what led to the surgery being successful.”

For more on Ella’s story, watch this KSL-TV story about her remarkable outcome.

Intermountain Partners with CHAMPS Oncology to Improve Cancer Care New partnership will improve cancer data collection, reporting requirements

CHAMPS Oncology, a leading national cancer registry services company, is partnering with Intermountain’s Oncology Clinical Program to help with the operation of our cancer registry, collect data, provide educational interventions, set and maintain the framework for accreditation, and produce advanced cancer analytics. CHAMPS Oncology has designed a customized cancer- registry system solution for Intermountain that will improve patient care by transforming cancer data into actionable information.

“Given the increasing challenges to fulfill case abstraction requirements, enhance cancer registrar on-boarding, training, and continuing education, coupled with expected increases in cancer incidence rates, we’re pleased to initiate a new business relationship with CHAMPS Oncology,” said Brad Bott, Director of Intermountain’s Oncology Clinical Program. “We’re looking forward to working together with CHAMPS Oncology to elevate our cancer registry activities to the highest level, while providing us with the timely and high-quality data we need to achieve our mission.”

Behavioral Health Network Helps People Get the Care They Need Intermountain collaborates to help patients access behavioral health resources

Intermountain is collaborating with community partners across the system to help uninsured and underserved patients access the behavioral health resources they need through a service called the Behavioral Health Network. The goal of the network is to help uninsured patients with behavioral health concerns get an appointment for affordable services within seven days.

Many people with behavioral health issues lack adequate insurance and income and may not have access to the consistent care they need. When they’re in a crisis, they need help right away. That’s why the Behavioral Health Network has brought together community organizations such as local mental health authorities, community health centers, and community-based not-for-profit organizations. This collaboration has paved the way for these organizations to better provide services to patients who need help.

“The network provides care for more than 8,000 patient visits annually,” said Lisa Nichols, Intermountain Community Benefit Director, who oversees the program. “Prior to the network, only 23 percent of uninsured patients discharged from an inpatient unit had a follow-up appointment within a week. Now over 80 percent receive care with seven days.”

The networks began at LDS Hospital about five years ago and are now operating in Sanpete, Sevier, Utah Valley, the Central Region, and Dixie. A network will be added in Cedar City later this year, and the Salt Lake-area network is expanding soon. Nichols said Intermountain hopes to have a network associated with all Intermountain hospitals by the end of 2019.

Meet Fellow Trustee Donna Lister Lister serves on the Cedar City Hospital Board of Trustees

Each month, we spotlight a trustee serving on an Intermountain board.

Donna Lister has served on Cedar City Hospital’s governing board for 11 years, currently serves as Chair for the Board Quality Committee, and is a member of the hospital’s medical staff.

Donna weaves her experience in clinical nursing and nursing education into every lecture given and student mentored. As an associate professor and Chair of the Department of Nursing at Southern Utah University, she helps students learn, grow, and develop the necessary skills to make a positive difference in the world as a nurse.

Donna grew up in Paragonah, Utah. She received her bachelor of science in nursing from the and her master of science in nursing from Brigham Young University. Upon completion of her studies, Donna was nationally certified by the American Nurses Credentialing Center as a Family Nurse Practitioner. She maintains licensure and practices as an Advanced Practice Registered Nurse in Family Practice in Parowan, Utah. Donna then earned her PhD in Education, with an emphasis in Higher Education, from Walden University. She is also a certified nurse educator (CNE).

With more than 30 years of experience as a clinical nurse, Donna has experienced various facets of nursing, including acute care, long-term care, public health, school and home health, administration, and quality assurance. This experience, combined with over 23 years in nursing education, enhances Lister’s teaching of nursing students.

She currently serves on the Cedar City Hospital Board of Trustees, the State Board of Nursing’s Education Committee, and the Advisory Committee for the Southern Utah Veterans Home in Ivins, Utah. Her areas of interest include nursing education and educational processes, rural health and populations, and current issues in nursing and health care. Eric Packer, CEO at Cedar City Hospital, said, “Donna has served on our governing board for 11 years, currently serves as the chair for the Board Quality Committee, and is a member of our medical staff with Allied Health professional privileges. Donna’s experience as a nurse practitioner and oversight of the Southern Utah University (SUU) Nursing program gives her a depth of knowledge and understanding that has been invaluable to our board. Donna understands healthcare trends and high-quality care. Donna is pleasant but also challenges the status quo to ensure our patients have an optimal experience in our facility.”

Donna’s good friend Deann Brown, who also grew up in Paragonah, is the nurse administrator at Garfield Memorial Hospital and a certified nurse midwife. “Ask SUU nursing students who one of their favorite instructors is and they will always tell you it’s Donna Lister,” said Brown. “Donna has always been a great example of professionalism and excellence, and this is reflected in how people respect and admire her. She cares about people and she cares about nursing. She has done much to further the profession of nursing in Utah and to assure that our voice is heard. The SUU nursing program has excelled under her leadership and will continue to grow and shine with Donna at the helm. Donna knows the value of hard work, quality and integrity; she lives them in every aspect of her life.”

In her spare time, Donna helps on her family ranch raising feed, crops, and cattle. She enjoys family time with her husband, children and grandchildren, gardening, baking, reading and writing.

INTERMOUNTAIN IN THE NEWS

General Motors Learns About Intermountain’s Continuous Improvement Success Team eager to see how we successfully implement alignment and engagement

Representatives from General Motors visited Intermountain Healthcare to see how we are successfully implementing Continuous Improvement practices in our work. The group of GM executives visited several Intermountain teams in March, including teams at McKay-Dee Hospital and , to learn what we’re doing.

“The GM team has identified Intermountain’s Continuous Improvement method as one of the best models they’ve seen to promote a culture of continuous improvement,” said Bryan Crowell, Intermountain’s AVP for Continuous Improvement. “They’ve sent two cohorts of executive leaders here to learn from us, and they’re sending additional leaders in May. They say they’re excited to test our methods in their organization.”

What did the GM visitors learn? “They observed daily improvements in action and were amazed at the alignment and engagement of our teams,” Crowell said. “Our caregivers explained how we use the framework of a huddle with a focus on leading measures to help teams identify gaps in processes and collaborate on improvement. The GM representatives were so impressed that we’ve seen such great results within a very short time. They were specifically impressed with the 13,000 improvement ideas we implemented last year, even when the majority of our hospitals didn’t start huddles and idea systems until August.”

Crowell says GM is just one of many organizations that have asked to see our Continuous Improvement method and teams in action. Other recent visitors have come from the Cleveland Clinic, Seattle Children’s Hospital, and Kaiser Permanente.

RESEARCH AT INTERMOUNTAIN

Intermountain Researchers Fill Prominent Role on World Stage More than 12,000 researchers, clinicians, and scientists come together

Clinicians and researchers from the Intermountain Medical Center Heart Institute had a major presence at the American College of Cardiology’s 66th annual Scientific Session in Washington, D.C.

Intermountain researchers presented eight abstract studies and oral presentations, and were part of several late-breaking studies during the four-day scientific session, which was attended by more than 12,000 cardiovascular researchers, clinicians, and scientists from around the world. In addition, the Intermountain Heart Institute had an informational booth in the conference’s exhibit hall.

“It’s always nice to have the results of our research and information about our program and services exposed to the world’s top cardiovascular researchers and clinical leaders,” said Don Lappé, MD, Chief of Cardiology of the Intermountain Medical Center Heart Institute. “Our program is held in very high regard by our colleagues from across the world.”

Depression Doubles Risk of Death Following Heart Disease Diagnosis Intermountain study’s take-away message: patients need to be continually screened

Depression is the strongest predictor of death in the first decade following a diagnosis of coronary heart disease, according to a major new study by researchers at the Intermountain Medical Center Heart Institute.

The study, which was presented at the American College of Cardiology’s 66th annual Scientific Session in Washington, D.C., found people with coronary heart disease who are diagnosed with depression are about twice as likely to die compared with those who aren’t diagnosed with depression.

“Our study shows it doesn’t matter if depression emerges in the short term or a few years down the road—it’s a risk factor that continually needs to be assessed,” said Heidi May, PhD, MSPH, a cardiovascular epidemiologist at the Intermountain Medical Center Heart Institute and the study’s lead author. “I think the take-home message is that patients with coronary disease need to be continuously screened for depression, and if they’re found to be depressed, they need to receive adequate treatment and continued follow-up.”

The research was funded by the Intermountain Research and Medical Foundation in May 2014 to help researchers further explore the association between depression and cardiovascular disease.

The research team analyzed health records from almost 25,000 Intermountain Healthcare patients tracked for an average of nearly 10 years after a diagnosis of coronary heart disease. About 15 percent of patients received a follow-up diagnosis of depression, a substantially larger proportion than the estimated rate of 7.5 to 10 percent in the general population.

AWARDS AND RECOGNITION

Intermountain CEO Named to List of 100 Great Healthcare Leaders Becker’s Hospital Review cites exemplary healthcare leaders in 2017 list

Becker’s Hospital Review has named Marc Harrison, MD, Intermountain’s President and CEO, to its 100 Great Healthcare Leaders to Know for 2017 list.

“Healthcare has been moving from volume to value-based care for the past decade,” the article states. “Now healthcare institutions need strong leadership to navigate the changing industry tides ... while continuing to promote higher quality care at a lower cost.”

Dr. Harrison, who became CEO at Intermountain last October, is a pediatric critical care intensivist by training. He was previously the Chief of International Business Development for Cleveland Clinic, where he developed and implemented the system’s international strategy. He also spent time as the CEO of Cleveland Clinic Abu Dhabi, which developed 12 Institutes, five Centers of Excellence, and more than 30 medical and surgical specialties under his leadership.

Primary Children’s, Intermountain Medical Center Recognized Nationally for Safety, Quality Hospitals earn prestigious 2016 John M. Eisenberg Award for Innovation in Patient Safety and Quality

Helping develop an effective way for handling patient handoffs has earned Primary Children’s Hospital, the Department of Pediatrics at the University of Utah School of Medicine, and the Shock-Trauma ICU at Intermountain Medical Center the prestigious 2016 John M. Eisenberg Award for Innovation in Patient Safety and Quality—which is one of the nation’s most notable patient safety awards. The Eisenberg Award is presented annually by The Joint Commission and the National Quality Forum. Raj Srivastava, MD, AVP of Research for Intermountain Healthcare and one of six members of the national I-PASS Executive Council, accepted the award at the forum’s annual conference in Washington, D.C.

Teams at Intermountain and the University of Utah School of Medicine, who collaborated with institutions across the country, were honored for their work to develop, test, and implement I-PASS, which is a package of interventions designed to standardize communications during patient handoffs. I-PASS is an acronym for each step of the handoff process: Illness severity, Patient summary, Action list, Situational awareness and contingency planning, and Synthesis by receiver.

Trustee Pamela Atkinson Receives 2017 Legacy of Life Award Dr. Kent Jones, Stephanie Horne Clark also receive Legacy of Life awards

Hundreds gave Intermountain trustee Pamela Atkinson a rousing ovation as she was presented with the Legacy of Life award from the Intermountain Research and Medical Foundation at a fundraising event in March.

The annual Legacy of Life Award and banquet “recognizes eminent leaders with Utah ties for their contributions to the well-being of mankind.” More than $140,000 was raised from the event, which will be used to advance cardiovascular and pulmonary health worldwide.

Atkinson, originally from England, previously served as Vice President of Mission Services at Intermountain Healthcare. She currently serves in various capacities with the state’s Homeless Coordinating Committee, the Refugee Advisory Board, and the Utah Coalition Against Pornography.

Others honored at the event were Kent Jones, MD, and Stephanie Horne Clark.

Dr. Jones a cardiovascular surgeon at Intermountain Medical Center, received the 2017 scientific Legacy of Life award. Dr. Jones completed the second heart transplant ever in the Intermountain West in 1985—the first ever at LDS Hospital. He served as chair of the Division of Cardiovascular and Thoracic Surgery for Intermountain Healthcare, LDS Hospital, and Intermountain Medical Center. He is also a clinical professor of surgery at the University of Utah and previously served as chair of the Division of Cardiovascular Surgery for Intermountain Healthcare.

Clark, director of private banking at Zions Bank, was honored at the same banquet with the Gold Caduceus Award. Clark’s video tribute described her as a visionary who has pioneered several groundbreaking projects for Zions Bank and the Intermountain Research and Medical Foundation, where she serves on the executive board. Among those initiatives, Stephanie has led the creation of housing for Bone Marrow Transplant patients and behavioral health projects that benefit Intermountain Healthcare.

More information is available here. Three Hospitals Named in Nation’s Top 100 Rural and Community Hospitals Cedar City, Garfield Memorial, and Sevier Valley hospitals make the list

Three Intermountain hospitals were named among the nation’s Top 100 Rural & Community Hospitals by iVantage Health Analytics and the Chartis Center for Rural Health: Cedar City Hospital, Garfield Memorial Hospital, and .

Cedar City Hospital also scored in the top 100 of rural and community hospitals on iVantage Health Analytics’ Hospital Strength Index. The Chartis Group and iVantage Health Analytics provide performance management solutions, advisory services, and research to rural facilities, community hospitals, and Critical Access Hospitals which provide care to more than 60 million Americans. Their Top 100 Rural and Community Hospitals index is the industry’s most comprehensive rating of rural providers, and measures hospitals across several pillars of hospital strength, including cost, charges, quality, outcomes, patient perspectives, and financial stability.

Michael Topchik, national leader of the Chartis Center for Rural Health, says, “Across the spectrum of performance indicators, there are rural providers that are writing the blueprint for success. Our analysis shows this group of top-performing providers exhibit a focused concern for their community’s needs.”

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