HFM has undergone a 10 year journey of transformation from a siloed organization focused on volume to an integrated care system focused on value, quality, and population health. This included restructuring strategy, processes, and culture around principles of providing the right care in the right setting to achieve the best long term outcomes. As a result, HFM has seen reductions in inpatient volume and costs while improving quality metrics, gaining market share, and achieving strong financial performance compared to competitors who maintained a volume-based approach. HFM's focus on prevention, wellness, and care coordination has also led to improved population health in the community.
HFM's Roadmap to Results NCHL PresentationMark Herzog
One of the top presentations at the 2012 National Center for Healthcare Leadership meeting in Chicago. Defines HFM's care system Core Beliefs, describes its organizational transformation to a Second Curve leader, and identifies key success factors in culture shaping and maximizing human capital
Clase 3 redes de proteccion social Esquema de gestión de las Redes Comunales ...Carlos Echeverria Muñoz
Clase 3 redes de proteccion social Esquema de gestión de las Redes Comunales ChCC
Curso de Redes de Protección Social para el Curso del CFT ProAndes del Curso para Técnicos Sociales
HFM's Roadmap to Results NCHL PresentationMark Herzog
One of the top presentations at the 2012 National Center for Healthcare Leadership meeting in Chicago. Defines HFM's care system Core Beliefs, describes its organizational transformation to a Second Curve leader, and identifies key success factors in culture shaping and maximizing human capital
Clase 3 redes de proteccion social Esquema de gestión de las Redes Comunales ...Carlos Echeverria Muñoz
Clase 3 redes de proteccion social Esquema de gestión de las Redes Comunales ChCC
Curso de Redes de Protección Social para el Curso del CFT ProAndes del Curso para Técnicos Sociales
OBJETIVOS GENERAL:
El objetivo del curso es entregar las competencias laborales pertinentes a la Gestión Financiera del Estado a nivel de la Salud Publica Hospitalaria, logrando traspasar las herramientas y normativas sectoriales sobre Finanzas Publicas y gestión de Fondos Públicos Fijos.
OBJETIVOS ESPECIFICOS:
• Reconocer y aplicar la normativa vigente de la LEY de Bases Generales de Administración del Estado.
• Reconocerá y podrá Estructura el gasto público, bienes públicos y externalidades en la gestión
• Proporcionar a los participantes no especializados en cada uno de los sistemas relacionados con la administración financiera pública un panorama general del alcance de cada uno de los sistemas y sus articulaciones desde la perspectiva de su integralidad.
• Proporcionar a los gestores públicos herramientas y habilidades que los ayuden a interactuar con el sistema de administración financiera y a interpretar y utilizar la riqueza de información que contiene.
• Proporcionar a los actores de la sociedad civil elementos que los ayuden a interpretar y aprovechar la riqueza de la información financiera pública como radiografía del accionar estatal y como instrumento de rendición de cuentas
MCD Healthcare Leader Predictions featuring Mark Herzog and Dr. Steven DriggersMark Herzog
Mark Herzog, CEO and President of Holy Family Memorial and Dr. Steven Driggers, Cheif Medical Officer of Holy Family Memorial provide their insights into how to effectively evolve healthcare facilities over the next ten years.
App cerâmica uma história contada cota confirmadaMarta Xavier
Apresentação do projeto Cerâmica uma História Contada, da artista plástica Hilda Salomão.
Hilda é uma das mais importantes e reconhecidas artista ceramista da Bahia.
Seu ateliê, em Salvador é referência para visitações, pautas dos mais variados veículos de comunicação local e nacional.
Estamos em fase de captação de patrocínio - anexo enviamos o DOU ref. a aprovação do projeto na Rouanet.
Release
Hilda Salomão é uma artista que se destaca no panorama da cerâmica na Bahia e no Brasil. Filha e neta de ceramistas, desde muito cedo se envolve com o universo das artes plásticas e, em especial, com a cerâmica. Em 2014, convidada pela curadoria da III Bienal da Bahia, e participou com o projeto mural aberto e exposição de suas obras no seu próprio atelier que fez parte do roteiro da Bienal . Sua principal obra para esse evento, a escultura “A Nordestina” integra hoje o acervo permanente do Museu de Arte Moderna da Bahia. "A qualidade e versatilidade caracterizam a arte das ceramistas baianas. Nos anos 70, iniciava Hilda Salomão, ¶lha e neta de ceramistas, que fez da arte do barro parte inseparável da sua vida. Propensa à experimentação, Hilda promoveu , no barro, a textura áspera dos seixos, sulcados de veios e nós, revelados em expressivos painéis, compostos como original pintura orgânica " - livro 50 anos de Arte na Bahia- Matilde Matos - 2008, página 338 - Reverência à Cerâmica .
O Livro inédito, Cerâmica uma História Contada, primeiro livro da artista, aprovado na lei Rouanet tem o apoio de uma cota confirmada do Banco do Nordeste o que o credência como uma obra importante para o cenário da cultura nacional.
Patrocinador - Benefício Fiscal
Para o patrocinador será uma grande oportunidade de visibilidade institucional, por se tratar do primeiro livro da artista.
A área cultural de edição de livros – onde está enquadrado este projeto – é especialmente incentivada pela Lei Rouanet (lei 9.87499), que determina o abatimento de 100% do valor investido até o limite de 4% do imposto de renda devido.
Clase 2 modelos de gestion control gestion y planificacion estrategica junaeb Carlos Echeverria Muñoz
Curso desarrollado en el año 2015 para la División de Control y Gestión la Juntan Nacional Escolar y Bebas Nacional ( JUNAEB) el curso realizado con 40 hrs cronológicas de clases y fue realizado para 28 Profesionales y Directivos de dicha Institución
OBJETIVOS GENERAL:
El objetivo del curso es entregar las competencias laborales pertinentes a la Gestión Financiera del Estado a nivel de la Salud Publica Hospitalaria, logrando traspasar las herramientas y normativas sectoriales sobre Finanzas Publicas y gestión de Fondos Públicos Fijos.
OBJETIVOS ESPECIFICOS:
• Reconocer y aplicar la normativa vigente de la LEY de Bases Generales de Administración del Estado.
• Reconocerá y podrá Estructura el gasto público, bienes públicos y externalidades en la gestión
• Proporcionar a los participantes no especializados en cada uno de los sistemas relacionados con la administración financiera pública un panorama general del alcance de cada uno de los sistemas y sus articulaciones desde la perspectiva de su integralidad.
• Proporcionar a los gestores públicos herramientas y habilidades que los ayuden a interactuar con el sistema de administración financiera y a interpretar y utilizar la riqueza de información que contiene.
• Proporcionar a los actores de la sociedad civil elementos que los ayuden a interpretar y aprovechar la riqueza de la información financiera pública como radiografía del accionar estatal y como instrumento de rendición de cuentas
The Top 10 Emerging Technologies 2016 list, compiled by the Forum’s Meta-Council on Emerging Technologies and published in collaboration with Scientific American, highlights technological advances its members believe have the power to improve lives, transform industries and safeguard the planet. It also provides an opportunity to debate any human, societal, economic or environmental risks and concerns that the technologies may pose prior to widespread adoption.
How do policy makers decide on user fee abolition? valéry ridde
This study used an innovative method, best-worst scaling, to identify the criteria valued by policy-maker to be most and least important in deciding on user fee abolition/reduction in Africa.
Building Health 2.0 Into the Delivery Systemscottshreeve
Today we will explore the current state of the movement, to assess how Health 2.0 is beginning to change the actual delivery of health care. We will discuss the state of the art with current thought leaders - from small independent clinics to large integrated delivery systems - who are adopting and adapting to enabling technologies that are part of a larger transformation to a next generation health system. We will also see presentations from three different platforms, who based on their collective recent media blitz, are clearly at the bleeding edge of a brave new world full of possibilities.
Maureen Bisognano: An international perspective: Leading for better health careThe King's Fund
Maureen Bisognano, President and CEO, Institute for Healthcare Improvement, gives an international perspective on leading for better healthcare at The King's Fund Second Annual NHS leadership and Management Summit.
OBJETIVOS GENERAL:
El objetivo del curso es entregar las competencias laborales pertinentes a la Gestión Financiera del Estado a nivel de la Salud Publica Hospitalaria, logrando traspasar las herramientas y normativas sectoriales sobre Finanzas Publicas y gestión de Fondos Públicos Fijos.
OBJETIVOS ESPECIFICOS:
• Reconocer y aplicar la normativa vigente de la LEY de Bases Generales de Administración del Estado.
• Reconocerá y podrá Estructura el gasto público, bienes públicos y externalidades en la gestión
• Proporcionar a los participantes no especializados en cada uno de los sistemas relacionados con la administración financiera pública un panorama general del alcance de cada uno de los sistemas y sus articulaciones desde la perspectiva de su integralidad.
• Proporcionar a los gestores públicos herramientas y habilidades que los ayuden a interactuar con el sistema de administración financiera y a interpretar y utilizar la riqueza de información que contiene.
• Proporcionar a los actores de la sociedad civil elementos que los ayuden a interpretar y aprovechar la riqueza de la información financiera pública como radiografía del accionar estatal y como instrumento de rendición de cuentas
MCD Healthcare Leader Predictions featuring Mark Herzog and Dr. Steven DriggersMark Herzog
Mark Herzog, CEO and President of Holy Family Memorial and Dr. Steven Driggers, Cheif Medical Officer of Holy Family Memorial provide their insights into how to effectively evolve healthcare facilities over the next ten years.
App cerâmica uma história contada cota confirmadaMarta Xavier
Apresentação do projeto Cerâmica uma História Contada, da artista plástica Hilda Salomão.
Hilda é uma das mais importantes e reconhecidas artista ceramista da Bahia.
Seu ateliê, em Salvador é referência para visitações, pautas dos mais variados veículos de comunicação local e nacional.
Estamos em fase de captação de patrocínio - anexo enviamos o DOU ref. a aprovação do projeto na Rouanet.
Release
Hilda Salomão é uma artista que se destaca no panorama da cerâmica na Bahia e no Brasil. Filha e neta de ceramistas, desde muito cedo se envolve com o universo das artes plásticas e, em especial, com a cerâmica. Em 2014, convidada pela curadoria da III Bienal da Bahia, e participou com o projeto mural aberto e exposição de suas obras no seu próprio atelier que fez parte do roteiro da Bienal . Sua principal obra para esse evento, a escultura “A Nordestina” integra hoje o acervo permanente do Museu de Arte Moderna da Bahia. "A qualidade e versatilidade caracterizam a arte das ceramistas baianas. Nos anos 70, iniciava Hilda Salomão, ¶lha e neta de ceramistas, que fez da arte do barro parte inseparável da sua vida. Propensa à experimentação, Hilda promoveu , no barro, a textura áspera dos seixos, sulcados de veios e nós, revelados em expressivos painéis, compostos como original pintura orgânica " - livro 50 anos de Arte na Bahia- Matilde Matos - 2008, página 338 - Reverência à Cerâmica .
O Livro inédito, Cerâmica uma História Contada, primeiro livro da artista, aprovado na lei Rouanet tem o apoio de uma cota confirmada do Banco do Nordeste o que o credência como uma obra importante para o cenário da cultura nacional.
Patrocinador - Benefício Fiscal
Para o patrocinador será uma grande oportunidade de visibilidade institucional, por se tratar do primeiro livro da artista.
A área cultural de edição de livros – onde está enquadrado este projeto – é especialmente incentivada pela Lei Rouanet (lei 9.87499), que determina o abatimento de 100% do valor investido até o limite de 4% do imposto de renda devido.
Clase 2 modelos de gestion control gestion y planificacion estrategica junaeb Carlos Echeverria Muñoz
Curso desarrollado en el año 2015 para la División de Control y Gestión la Juntan Nacional Escolar y Bebas Nacional ( JUNAEB) el curso realizado con 40 hrs cronológicas de clases y fue realizado para 28 Profesionales y Directivos de dicha Institución
OBJETIVOS GENERAL:
El objetivo del curso es entregar las competencias laborales pertinentes a la Gestión Financiera del Estado a nivel de la Salud Publica Hospitalaria, logrando traspasar las herramientas y normativas sectoriales sobre Finanzas Publicas y gestión de Fondos Públicos Fijos.
OBJETIVOS ESPECIFICOS:
• Reconocer y aplicar la normativa vigente de la LEY de Bases Generales de Administración del Estado.
• Reconocerá y podrá Estructura el gasto público, bienes públicos y externalidades en la gestión
• Proporcionar a los participantes no especializados en cada uno de los sistemas relacionados con la administración financiera pública un panorama general del alcance de cada uno de los sistemas y sus articulaciones desde la perspectiva de su integralidad.
• Proporcionar a los gestores públicos herramientas y habilidades que los ayuden a interactuar con el sistema de administración financiera y a interpretar y utilizar la riqueza de información que contiene.
• Proporcionar a los actores de la sociedad civil elementos que los ayuden a interpretar y aprovechar la riqueza de la información financiera pública como radiografía del accionar estatal y como instrumento de rendición de cuentas
The Top 10 Emerging Technologies 2016 list, compiled by the Forum’s Meta-Council on Emerging Technologies and published in collaboration with Scientific American, highlights technological advances its members believe have the power to improve lives, transform industries and safeguard the planet. It also provides an opportunity to debate any human, societal, economic or environmental risks and concerns that the technologies may pose prior to widespread adoption.
How do policy makers decide on user fee abolition? valéry ridde
This study used an innovative method, best-worst scaling, to identify the criteria valued by policy-maker to be most and least important in deciding on user fee abolition/reduction in Africa.
Building Health 2.0 Into the Delivery Systemscottshreeve
Today we will explore the current state of the movement, to assess how Health 2.0 is beginning to change the actual delivery of health care. We will discuss the state of the art with current thought leaders - from small independent clinics to large integrated delivery systems - who are adopting and adapting to enabling technologies that are part of a larger transformation to a next generation health system. We will also see presentations from three different platforms, who based on their collective recent media blitz, are clearly at the bleeding edge of a brave new world full of possibilities.
Maureen Bisognano: An international perspective: Leading for better health careThe King's Fund
Maureen Bisognano, President and CEO, Institute for Healthcare Improvement, gives an international perspective on leading for better healthcare at The King's Fund Second Annual NHS leadership and Management Summit.
Trends in Global Medical Device OEM Strategies and Issues for the Medical Dev...Tony Freeman
Presented at the February, 2013 mdmX Conference, Manning Advisors' Tony Freeman reviews issues facing the largest medical device manufacturers and implications for their supply chain.
Curtain raiser to an association of Pharma & Healthcare CIO's in France on the Digital Enterprise - covers multichannel communications, digital excellence, change management...
Similar to Inspired Caring: A Culture of Innovating for Health and Value (20)
Inspired Caring: A Culture of Innovating for Health and Value
1. INSPIRED CARING:
A Culture of Innovating For Health and Value
A COMMUNITY HEALTH SYSTEM’S 10 YEAR JOURNEY
Mark Herzog, FACHE
President & CEO
Laura Fielding,
Administrative Director
Organizational Development
4. First-Curve to Second-Curve Markets
HOW WILL HOSPITALS SUCCESSFULLY NAVIGATE THE SHIFT FROM
FIRST-CURVE TO SECOND-CURVE ECONOMICS?
VALUE Based
• Payment Rewards Population
THE GAP Value: Quality & Efficiency
VOLUME Based
• Quality Impacts Reimbursement
• Fee-for-Service Reimbursement
• Partnerships with Shared Risk
• High Quality Not Rewarded
• Increased Patient Severity
• No Shared Financial Risk
• IT Utilization Essential for
• Acute Inpatient hospital focus Population Health Management
• IT Investment Incentives Not • Scale Increases in Importance
Seen by Hospital
• Realigned Incentives,
• Stand-Alone Care Systems Can Encouraged Coordination
Thrive
• Regulatory Actions Impede AHA “Hospitals & Care Systems
Hospital-Physician Collaboration of the Future” Fall 2011
4
5. Core Beliefs
DRIVING HFM’S CARE SYSTEM DESIGN
RIGHT CARE - The most effective evidence based approach possible.
RIGHT SETTING - The most cost effective, safest, highest quality
and greatest value.
RIGHT OUTCOME - Achieve the greatest long term benefit to the
patient and society while minimizing physical and financial risk .
“Moving care to the right” is what makes HFM’s
process, outcomes and value unique.
5
6. THE PRICE IS RIGHT QUIZ!
How much might you pay, on average, for each of
the following (match the service with the
estimated price):
A hospital stay? $200
A doctors office visit? $2,000
An outpatient procedure? $20,000
Which of these is a cornerstone Doctor’s
of Population Health? Office Visit
6
7. HFM Inpatient & Outpatient Volume Trends
RELATED TO CHARGES
25% Reduction in Inpatient &
Outpatient Market Volume
5K
INPATIENT
VOLUME $65M
Total Charges 18% Decrease $55M
4K
(less price increases)
Since 2001 8% Increase
Since 2001
$45M
3K
OUTPATIENT
VOLUME 43% Decrease $35M
Since 2001
2001 2003 2005 2007 2009 2011
7
10/11/12
8. Inpatient Market Share
FOR THE TOTAL SERVICE AREA (HFM Transformation had minimal market impact)
22% REDUCTION IN INPATIENT
MARKET VOLUME SINCE 2002
60%
HFM 4.8% Market Share
Decrease Since 2002
40%
Aurora TR
0.1% Market Share
20% Decrease Since 2002
2.9% Market Share
Increase Since 2002
Aurora
0%
BayCare
2001 2003 2005 2007 2009 2011
8
9. HFM Care System Design
HOSPITAL PHYSICIANS SENIOR MISSION RECOGNITION
& NP/PA LEADERS FOCUS
90 bed 90 10 Senior Focus on Nationally
hospital Employed Leaders Wellness recognized
Providers & for Safety,
Prevention Innovation
& Thought
Leadership
5 Senior Focus on
35 bed 35 Leaders the Sick
hospital Employed Population Locally
Physicians Recognized
9
10. Leading in new ways
▪ Conscious effort to flatten the organization
57
49
44
10
6 5
2001 2006 2012
LEADERSHIP SENIOR LEADERS
•Overall Reduced:
-Network leadership by 27%
-Senior leadership by 50%
•Annual savings of $3.1 million from reduction
•Role of outside eyes
11. HFM’s Margin While Transforming to a
Second Curve Delivery Model
6.0%
5K
INPATIENT
VOLUME 4.0%
Gain From Operations (%)
2.0%
4K
8% Increase
Since 2001
0.0%
3K
OUTPATIENT
VOLUME 43% Decrease -2.0%
Since 2001
2001 2003 2005 2007 2009 2011
11
Source: WHA
12. Days Cash on Hand
$220
HFM
$200
$180
$160
$140
$120
$100
Aurora
$80
$60
2001 2003 2005 2007 2009 2011
12
13. While Competitors Talk This Game,
only HFM Walks the Talk Locally!
“Cost-Per-Episode vs. Unit Price
Too many health care purchasers focus on unit price, seeking to
save money with the lowest cost provider for X-rays, office visits
or surgical procedures. These initial “savings” are deceiving
because they don’t take into account the most significant piece
of the health care cost equation – how health care services are
utilized. Low unit-price providers can actually increase employer
costs if they order unnecessary tests or provide inefficient care
that delays healing or causes a relapse.”
As stated on a competitor’s website.
13
14. Inpatient vs. Outpatient Volume Trends
AURORA –TR & BAYCARE FOR TOTAL SERVICE AREA
70% Increase
Since 2001 $70M
6K
$60M
87% Increase
5K Since 2001
$50M
$40M
4K
Total Charges
(less price increases)
1% Decrease $30M
3K
OUTPATIENT
Since 2001
Volume
INPATIENT
2K
Volume
2001 2003 2005 2007 2009 2011
14
10/11/12
15. Regional Hospital Market Comparison
HFM’s leadership has kept the lid on the cost of high utilization
39% Market Volume 80K
Increase Since 2001
60K
Brown
County
30% Market Volume 40K
Increase Since 2001
Outagamie
County 8% Market Volume
Increase Since 2001
20K
Local Service
Area
2001 2003 2005 2007 2009 2011
15
16. Total Hospital Gross Charges 2001-2011
For the Total Service Area, Brown, and Outagamie Counties
$900M
217% Increase
Since 2001
$700M
148% Increase
Since 2001 $500M
$300M
Brown
Outagamie 110% Increase
Since 2001
Total Service Area $100M
2001 2003 2005 2007 2009 2011
12/19/12 Source - WHA
17. Total Hospital Gross Charges 2001-2011
For HFM and Aurora TR + BayCare in the Total Service Area
$110M
89% Increase
Since 2001
$90M
Excludes Open Heart
$70M
173% Increase
Holy Family
Memorial Since 2001
$50M
Aurora TR &
BayCare
$30M
2001 2003 2005 2007 2009 2011
12/19/12 Source - WHA
18. If HFM Were the Only Choice
UNCOVERING COST SAVINGS FOR MANITOWOC COMMUNITY
Amount our Community
Spent on Hospital Care $283 Million
If Manitowoc used
HFM ONLY - $255 Million
Reduced Cost for our
Community $28 MILLION!
That’s the power of “moving care to the right”!!
Assuming all hospital services were provided to
Total Service Area residents by HFM from 2001 - 2011
19. HFM’s CMS Value Based Purchasing
▪ Total Performance Score: 57
▪ Estimated Net Revenue Change: 0.1%
▪ Percentile Rank: 61
50%
25% 75%
0% 100%
Source: The Advisory Board Company
20. HFM’s CMS Readmission
Performance
▪ Estimated Penalty Percentage: 0%
▪ Estimated Net Revenue Change: $0
50%
Hospitals subject to 1%
Penalty Cap
25% 75%
Hospitals subject to
Penalty between 0%
and 1%
Hospitals Not Subject
0% 100% to Any Penalty
Source: The Advisory Board Company
21. UW Population Health Model
RANKINGS BASED ON THE FOLLOWING:
Policies & Health Health
Programs Factors Outcomes
FOUR TYPES OF HEALTH FACTORS MEASURED:
Health Behaviors
(30%)
1. Access to Care
Clinical Care (20%)
2. Quality of Care
Social & Economic
Factors (40%)
Physical
Environment (10%)
Source: Robert Wood Johnson Foundation and the University of Wisconsin Population Health Institute County Health Rankings model 2012 21
22. Manitowoc County Clinical Care Rank
POPULATION HEALTH
Health Behaviors
(30%)
Manitowoc’s Clinical Care
Rank out of 72 WI Counties:
Clinical Care (20%)
▪ 2010: 31
Social & Economic Factors
▪ 2011: 23 Improvement
(40%)
▪ 2012: 18 Since 2009!
Physical Environment
(10%)
Source: Robert Wood Johnson Foundation and the University of Wisconsin Population Health Institute 22
24. Where bars trump grocery stores
More Bars
Source: flowingdata.com
More Grocery Stores 24
25. Measuring “Quality” in Healthcare
One thing is clear:
Today there is no universal defining methodology or vendor
that purchasers, providers and patients agree on!
Data quality & reporting vary greatly. Oversimplifying is risky.
1. Purchasers, providers or patients who make a major decision on
solely one data source are not making a fully informed decision.
2. Two types of quality measurement firms:
I. Independent & objective, or
II. Aligned with purchasers as a negotiating tool
25
26. HIGH DEDUCTIBLE = CONSUMER DRIVEN
• Employers offer High Deductible Health Plans:
• Nationally 17% of employers offer HDHP; Deductibles range $3000 -
$4000 (Futurescan 2012)
• Locally 60+% of large local employers & nearly all small employers
offer HDHP, Deductibles range $5,000 - $10,000
• Insured population beset by the triple whammy of high
deductibles, stagnant wages, and fear of job loss
• Result is, they prefer “not to know”
• How will insurance exchanges fill the role of care coach for policy-
shopping consumers? Will they value provider continuity?
• Wellness/Prevention benefits dependent on employer HR leaders
27. High Deductible= Consumer Driven
Employers offer High Deductible Health Plans:
• Nationally 17% of employers offer HDHP; Deductible range $3000 - $4000
(Futurescan 2012)
• Locally 60+% of large local employers & nearly all small employers offer
HDHP; Many deductibles now range $5,000 - $10,000
Insured population beset by the triple whammy of high
deductibles, stagnant wages and fear of job loss.
• Result; they prefer “not to know”.
How will insurance exchanges fill the role of care coach for policy-
shopping consumers? Will they value provider continuity?
Wellness/Prevention benefits dependent on employer HR leaders.
28. An HDHP Word of Caution
▪ HDHP are generally effective if properly designed and
reflect an employee’s ability to fund the deductible, and
they are educated about and compliant with wellness &
preventive benefits.
▪ Considerable evidence exists that HDHP, combined with a
soft economy, frequently mean important care &
prevention forgone (mammo)
▪ Sign of the future: HFM’s Community Care program wrote
off nearly $450,000 to insured patients, almost all with
HDHP. (applied to bills to be written off because of
economic hardship)
28
29. HFM Employee Right Care Results
74.6
74.5
73.6
72.6
72.2
Avg Age 46 Avg Age 47 Avg Age 47 Avg Age 48 Avg Age 48
85% Female 84% Female 84% Female 85% Female 85% Female
2008 2009 2010 2011 2012 29
30. HFM Employee Right Care Results
7% Average of 1,500
participants
6%
5%
4%
3%
2%
No No No No
1% premium premium premium premium
increase increase increase increase
0%
2008 2009 2010 2011 2012
30
31. HFM Employee Right Care Results
Inpatient stays by individuals
covered under HFM’s health plan
Inpatient stays in 2002 124
Inpatients stays in 2012 - 91
33 Fewer Inpatient Stays
Average Hospital
Stay=$20k
32. Recent Recognition
▪ REGIONAL RECOGNITION
▪ 2010 New North Excellence in the Workplace
▪ 2009 Manitowoc Chamber Business of the Year
▪ TOP 2% NATIONALLY
▪ Solucient 100 Top Performance Improvement Leaders
▪ Top 25 Most Wired – Small & Rural Hospitals
▪ Healthcare Information & Management Systems –
Society Stage 6
▪ 4x Recipient of HealthGrades Excellence in Patient
Safety
32
HPOE is the AHA strategy for accelerating performance improvement.HPOE started by initially focusing on 4 topics: (preventing infections, harm, medication safety and patient flow).In the last few months HPOE added 2 more topics: care coordination and implementing HIT.The next topic for HPOE is improving efficiency.
Purpose: Show some of the more tangible ways HFM has changed as a response
Data on this graph represents both Inpatient and Outpatient in the: HFM Total Service Area (includes all hospitals/clinics in our Service AreaOutagamie County (All Clinics and Hospitals in that county)Brown County (all Clinics and Hospitals in that county)