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Accelerating to Health 2.0 Senior Leader Virtual Forum

Accelerating to Health 2.0 Senior Leader Virtual Forum. August 29, 2018. Welcome Orest Holubec, SVP, Chief Communications Officer Reflection Orest Holubec Safety Story Preston Simmons, DSc., FACHE, COO Alaska Region Initiative Overviews: Reducing Clinical Variation

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Accelerating to Health 2.0 Senior Leader Virtual Forum

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  1. Accelerating to Health 2.0 • Senior Leader Virtual Forum • August 29, 2018

  2. Welcome • Orest Holubec, SVP, Chief Communications Officer • Reflection • Orest Holubec • Safety Story • Preston Simmons, DSc., FACHE, COO Alaska Region • Initiative Overviews: • Reducing Clinical Variation • Amy Compton-Phillips, M.D., EVP and Chief Clinical Officer • Care Delivery and Operations • Preston Simmons, DSc. • Feedback, Thank You, Closing • Orest Holubec • Amy Compton-Phillips, M.D. • Preston Simmons, DSc.

  3. Reflection

  4. Safety Story Reducing Maternal Mortality

  5. Virtual Engagement Forums OBJECTIVES • Discuss our future design as we journey toward Health 2.0 • Hear your feedback and suggestions • Drive awareness of communication tools and support resources • August Virtual Engagement Forum • (Today) EXPECTED OUTCOMES • Increased visibility into our most critical initiatives • Better understanding of Health 2.0 initiatives • Messaging and communications that you can share with your regional teams • Monthly Virtual Engagement Forums • (Planning) https://www.pollev.com/provpoll text PROVPOLL to 22333 once to join, then answer

  6. Recap: Our Journey to Health 2.0 Today • March • August • January • December 1 2 3 4 • Accelerating to Health 2.0 New Mission, Vision and Values • 2018 – 2022 • Integrated Strategic and Financial Plan Introduction to Health 2.0 https://www.pollev.com/provpoll text PROVPOLL to 22333 once to join, then answer

  7. Today’s Discussion: Modernization and Functional Excellence Modernization and Functional Excellence Revenue Growth Capital Efficiency Rev Cycle Optimization Payor Contracting Strategies Commercial Market Growth Care Delivery and Operations External Spend Excellence Enterprise Support Services Modernization Digital Transformation Reallocate Capital Divest in non-core assets Partnerships Diversification Ambulatory Diversification Pop Health Diversification Services & Digital Solution Reducing Clinical Variation Enterprise (Xnovate) https://www.pollev.com/provpoll text PROVPOLL to 22333 once to join, then answer

  8. Reducing Clinical Variation (RCV) Modernization and Functional Excellence Revenue Growth Capital Efficiency Rev Cycle Optimization Payor Contracting Strategies Commercial Market Growth Care Delivery and Operations External Spend Excellence Enterprise Support Services Modernization Digital Transformation Reallocate Capital Divest in non-core assets Partnerships Diversification Ambulatory Diversification Pop Health Diversification Services & Digital Solution • A discussion about Reducing Clinical Variation Reducing Clinical Variation Enterprise (Xnovate) https://www.pollev.com/provpoll text PROVPOLL to 22333 once to join, then answer

  9. RCV | Clinical Variation Is Prevalent Across Our System – and Within Ministries https://www.pollev.com/provpoll text PROVPOLL to 22333 once to join, then answer

  10. Trust Data Capacity Alignment Vision Networks of colleagues build infrastructure for change. Trust is build face-to-face. Accessible, intuitive data helps us to ask better questions and focus our efforts Clinical Value Improvement skills for everyone + EMR support and apps Finding win/win models among all stakeholders, including patients “Better Care at Lower Costs” “Thriving on Medicare Rates” RCV | PSJH Model for Change at Scale https://www.pollev.com/provpoll text PROVPOLL to 22333 once to join, then answer

  11. RCV | Translating Variation into Cost Improvement Goals Example: Direct Variable Cost for Elective Total Knee Replacements over time Estimate of direct variable costs coverage for Medicare At right: Average cost per case distribution if each provider moved 25% closer to the PSJH benchmark cost-effective practice each year 2021 2017 2018 2019 2020 $5M $9M $12M $14M Cumulative Margin Differential* *Includes only legacy Providence; St. Joseph adds roughly 40% more https://www.pollev.com/provpoll text PROVPOLL to 22333 once to join, then answer

  12. RCV | Accelerate to Health 2.0: Reducing Clinical Variation Workstreams https://www.pollev.com/provpoll text PROVPOLL to 22333 once to join, then answer

  13. PollEverywhere Results

  14. Care Delivery and Operations (CDO) Modernization and Functional Excellence Revenue Growth Capital Efficiency Rev Cycle Optimization Payor Contracting Strategies Commercial Market Growth External Spend Excellence Enterprise Support Services Modernization Digital Transformation Reallocate Capital Divest in non-core assets Partnerships Care Delivery and Operations • A discussion about Care Delivery and Operations Diversification Ambulatory Diversification Pop Health Diversification Services & Digital Solution Reducing Clinical Variation Enterprise (Xnovate) https://www.pollev.com/provpoll text PROVPOLL to 22333 once to join, then answer

  15. CDO | Program Overview https://www.pollev.com/provpoll text PROVPOLL to 22333 once to join, then answer

  16. CDO | Pharmacy Deep Dive https://www.pollev.com/provpoll text PROVPOLL to 22333 once to join, then answer

  17. CDO | Pharmacy Functional Evaluation • Capabilities of well-performing organization • Status of PSJH (system-level) Formulary and utilization management External distribution partnership Purchasing optimization Revenue maximization Analytics and tracking Governance and decision making

  18. CDO | Pharmacy Primary Areas of Opportunity • Pharmacotherapy Clinic Implementation$30-50M • Utilization Management $10-20M • Pharmacy AH2.0 Workstreams • Labor Utilization$3-6M • Purchasing Optimization$12-27M https://www.pollev.com/provpoll text PROVPOLL to 22333 once to join, then answer

  19. CDO | Pharmacy Savings Schedule • Annualized Savings Start Date (Changes Implemented) • $33-45M 1 Purchasing optimization is expected to capture $7-10M, while price arbitrage and bulk buys could add up to $6-9M more (Vizient will pursue price arbitrage) 2 Estimation based on 6-8% of assumed inpatient spend (based on assumption that proportion of IP spend at Swedish is consistent across the system)

  20. CDO | Pharmacy Workstream Teams https://www.pollev.com/provpoll text PROVPOLL to 22333 once to join, then answer

  21. CDO | Pharmacy RACI – PTC Implementation (example) https://www.pollev.com/provpoll text PROVPOLL to 22333 once to join, then answer

  22. CDO | Pharmacy340B Program Savings

  23. PollEverywhere Results

  24. Thank you!

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