A Transformative Community-Based Regional Healthcare Partnership - June 10, 2020 - NHRMC Future
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
A Transformative Community-Based Regional Healthcare Partnership June 10, 2020 Making healthcare remarkable
Introduction to Novant Health
Novant Health Executive Team
Carl Armato Tanya Blackmon Jesse Cureton Frank Emory Eric Eskioglu, MD
President & EVP & Chief Diversity and EVP & Chief Consumer Officer EVP & Chief Administrative EVP & Chief Medical Officer
Chief Executive Officer Inclusion Officer Officer
Fred Hargett Jeff Lindsay Denise Mihal Pam Oliver, MD Angela Yochem
EVP & Chief Financial EVP & Chief Operating EVP & Chief Nursing and EVP & President, EVP & Chief Digital Officer
Officer Officer Clinical Operations Officer Novant Health Physician Network
3
The mission
that drives us and
the values that
guide us
4
Relentless Pursuit to
Deliver Remarkable
E V E R Y PAT I E N T, E V E R Y D I M E N S I O N , E V E R Y E N C O U N T E R
• Extreme Personalized Patient Care
• Unprecedented Access via Consumer Channel of Choice
• Patient Centered, Connected & Integrated Care Delivery
• Deeply Connected to the Communities We Serve
• Highest Standards of Safety & Quality
• Intentional Focus on Population Health and Achieving
Health Equity
5
6 6
By the numbers 7
Highest Standards of
Safety & Quality
8
Our people
philosophy
At Novant Health, people are our business. We
85 th
treat each other with respect and compassion.
percentile
We embrace the differences in our strengths
while fostering an environment of inclusion,
empowerment, inspiration and courage.
We always remember, our business TEAM MEMBER ENGAGEMENT
is the care of all people, starting
with our team members.
9
Early adopter of an
High-Performing Operations Across
operating model that Multiple Markets
intentionally balances a
high-degree of local
decision-making and
strong local clinical
delivery capacity, with Winston- Eastern North Northern
Charlotte MedQuest
Salem Carolina Virginia
recognition of the need to
optimize certain functions
across broader geographies
216 Clinics 339 Clinics 26 Clinics 31 Clinics
38 centers
5 Hospitals 6 Hospitals 1 Hospital 3 Hospitals
$2.1B $2.7B $184M $437M $69M
Physician and Ambulatory Services
Operating Infrastructure
Management Infrastructure
Economies of Scale, Skill, Scope and Structure
10 Clinic numbers as of April 2020Novant Health Financial Strength
Largest
RATINGSDIRECT
private not-for-profit health
system based in NC
North Carolina Medical Care Commission
Novant Health, Inc.
“Stable enterprise profile and strong financial profile trends, namely
29,233 689 15 consistent healthy operating performance and a falling debt load”
“Novant Health has been successful in developing, constructing, and
operating new and upgraded facilities in recent years and anticipates
team members locations medical centers continued capital investment”
“Growing volumes across most of its service lines and acute care facilities,
which it partially attributes to its favorable low-cost and high-quality status
with local payors”
“Balance sheet that has improved dramatically in recent years creating
cushion for the system's COVID-19 response and some capacity for
$5.4 $4.6 ‘AA’ additional debt”
“Should Novant Health be chosen as New Hanover Regional Medical
billion billion category ratings Center's partner, we believe management is well-positioned to successfully
integrate NHRMC into the system”
revenue generated net assets as of from all three
WWW.STANDARDANDPOORS.COM/RATINGDIRECT May 13, 2020
in 2019 Dec. 31, 2019 rating agencies
11Significant Resources including Substantial Liquidity & Debt Capacity
Disciplined growth strategy, coupled with recent capital allocation and deleveraging initiatives, position Novant Health to honor its
original proposal despite the COVID-19 pandemic.
REVENUE NET ASSETS
$3.6B $5.4B ~$4.6 billion as of Dec. 31, 2019 $4,586
$3,930 $4,039
($ in millions) $3,448
$2,889
$2,558 $2,665
$2,163
2012 2019
4.7% Average operating income
margins from 2012 – 2019 12.0% Average OCF margins
from 2012 – 2019 2012 2013 2014 2015 2016 2017 2018 2019
D E B T - T O - C A P I TA L I Z AT I O N CASH ON HAND
23% as of Dec. 31, 2019 231 Days cash on hand representing ~ $3.2 billion in cash
and marketable securities
12 CAGR = compound annual growth rate; OCF = operating cash flowMulti-Pronged Approach to Increasing Access
Organic Strategic Capital New Partners
Growth Innovations Investments
Partnering with Specialized Providers to Expand Access
Investing in Our Markets to Meet the Unmet Needs of Our Communities
and Maximize Care Quality for Our Patients
HVI Oncology Mint Hill
Huntersville Rowan Cancer Center
13Creating Change Through Community Partnerships
Michael Jordan Novant Health/Winston-
Salem State Community
gives $7M assist to Care Cruiser
Novant Health
Novant Health and Movement
Mortgage's foundation partnered to open a 6,500-
square-foot medical office in west Charlotte
The center has the capacity to serve up to 10,000
patients annually
Project Care
Congregational Approach
to Risk reduction and
Mobile Mammography Empowerment
100%
1,327
Women received free Provides health & wellness of participants in
mammography screenings services to members of 2017 saw a
and clinical breast exams Winston-Salem’s African decrease in
American community who average blood
are at high risk of chronic pressure and total
diseases cholesterol levels
14Novant Health Provided $993 Million in Community Benefit in 2019
C L O S I N G T H E H E A LT H D I S PA R I T I E S M AT E R N A L A N D I N F A N T H E A LT H
GAP ON CHRONIC CONDITIONS
8,494 Screenings for chronic diseases
through vascular screenings,
5,732 Community members received
education about infant care, childbirth
preparation and smoking cessation
mammograms and women’s heart during pregnancy and infant CPR
risk assessments
DIABETES PREVENTION COMMITMENT TO CHARITY CARE
964 3,611 4,547 $153M 300%
People were Community members Team member hours Charity care provided to
members of free were educated on spent on diabetes Novant Health will commit to increasing
diabetes support diabetes prevention at prevention and patients in 2019 NHRMC’s charity care program from 200% to
groups senior centers, community management 300% of the Federal Poverty Level
clinics, fitness centers and
Novant Health facilities
15Behavioral Health Services are a Critical Component of Health Equity
HopeWay is a unique residential treatment facility geared
toward those struggling with mental health issues
In 2019 Novant achieved
a 95% compliance in our
medical group for opioid 900+
prescriptions of less than suicides estimated as being prevented
Initiated depression screenings as part of regular patient
two weeks post-surgery visits in 2018 – over 2 million screenings, identified 80,000+
cases of major depressive disorder and started treatment
16Achieving Health Equity in our Communities
NH Approaches Diversity, Inclusion & Equity as a Culture Change Strategy
Novant Health’s commitment to health equity is fueled by its mission and core values
Mission Vision Values
Novant Health exists to improve the health of We, the Novant Health team, will deliver the Diversity and Inclusion | Teamwork | Courage
communities, one person at a time. most remarkable patient experience in every Personal Excellence | Compassion
dimension, every time.
Diversity, Inclusion, & Equity is a shared driver
GOAL 3
GOAL 1 GOAL 2
Leader in
Provider of Choice Employer of Choice
18
Health EquityDIVERSITY DEFINED INCLUSION DEFINED
Diversity is the similarities and differences of people found in our Inclusion is intentionally engaging human
workforce and marketplace (community). Diversity includes many differences and viewing such differences as
characteristics that may be visible such as race, age, genderand strengths in both patients and team members.
appearance, and it also includes less visible characteristics such as The key to inclusion is that we value the
personality, ethnicity, religion, job function, life experience, sexual perspectives and life experiences of each
orientation, gender identity, geography, ability, regional differences, person. These actions build an environment that
work experience and family situation – all of which make us similar fosters mutual respect, trust and commitment.
to and different from one another.
195
Diversity and Inclusion Listening Tour
Tanya Blackmon, EVP & chief diversity and inclusion officer, spent seven months
traveling to speak with nearly 700 team members and members of the community.
8 THEMES EMERGED BASED ON THE FEEDBACK, WE WILL:
1 Strength of Novant Health Establish a clear vision and strategic plan
2 The executive team based on the themes from the listening tour
and our mission, vision and values.
3 Communication: clarity and expectations
4 Organizational culture Embed diversity and inclusion throughout
Novant Health based on the strategic plan
5 Accountability for an inclusive culture.
6 Talent management
Develop system metrics for supplier diversity,
7 Education: awareness and skill building healthcare equity, community outreach and
an inclusive culture.
8 Patient diversity, access and equity
20EQUALITY
W H AT I S H E A LT H E Q U I T Y ?
“We are all in
the same storm,
but not the same EQUITY
boat.”
~ Latino COVID-19 Survivor
21Aligning Health Equity with our Community Needs
“…the attainment of the highest level of health for all people…”
~ Healthy People 2020
Health Disparity Health Care Disparity
Refers to a higher burden of illness, injury, Refers to differences between groups in
disability or mortality experienced by one health coverage, access to care and
population group relative to another group quality of care…
Informed by individual experience Informed by historical design,
structural bias
22H E A LT H E Q U I T Y
A strategic approach to making “remarkable” real
Proactive
Data Analysis
Interconnectivity and
Patient Safety & Quality System-wide Implementation Gap/Disparity
Revealed
Community Integration Ongoing/ CLOSING
Continual
Monitoring THE GAP
Confirmation
Equitable Access
Strategic Execution
and Performance
Prioritization
Management
23 * Race, Ethnicity and Language, Gender, Age, Payor, Sexual Orientation/Gender IdentityWe are Connecting With Our Communities
intentional
about providing
programs and
services in and
throughout our
community —
Community Patient and Family Business Resource
beyond the four Engagement Advisory Councils Groups
walls of our Advisory Boards
facilities
24Community Economic Development
2006
Began adding MBE contractors
2009
Began adding MBE contractors
Program established in 2006
2011
Selected Compass/Morrison/Thompson
2012
Hospitality for food services (worth $50 million)
Began reporting Tier 2 spend
Spent $1B with WMBE
2013 (Women and Minority Owned Business
Awarded office supplies contract to APD
(MBE) (worth $6 million) Enterprises) which has promoted economic
2014 2014 growth in our communities.
Launched partnership with HSDA, First medical office building completed by
Novation and the Tuck School of Business MBE general contractor (RJ Leeper
at Dartmouth Construction)
2016 Received Vizient supplier
Completed first JV project – NHMMC
Women’s Center (RJ Leeper and
Rodgers Builders)
2017 diversity award in 2019
Launched $5 million loan guarantee
program with M&F Bank
2018 2018
Selected World Wide Technology for Awarded office supplies and furniture
consulting and software (over $6 million YTD) to Guy Brown (MBE) $8 million)
2019 2019
Automation of supplier diversity reporting Established Supplier DIAC
with Supplier Gateway Work Group
25Health Equity long-term goal | Closing the gap (2019-2021)
The focus of the long-term goal is to increase the percentage
of Asian and Hispanic/Latina patients (two of the fastest
growing populations) who receive mammograms.
72% Target for Hispanic/Latina
71% Target for Asian women
While the long-term goal will focus on reducing the healthcare
disparity gap, we will, at the same time, strive to increase the
percentages of all women who receive mammograms.
76% Target for all women
26Novant Health is a Leader in Health Equity
Highlights from a few key areas show gaps are closing and lives are being saved
Cultural Competency Education Family Connects Delivers In-Home
for MDs Elevates HCAHPS Support to New Mothers
Closing the Gap in Pneumonia Readmissions Ensuring Healthy Pregnancies at Brunswick
in African Americans
18%
17%
16%
14%
13%
12%
11%
10%
2016 2017
African-Americans Caucasians
27Testimonial
Elwood Robinson, PhD
Chancellor, Winston-Salem State University
Novant Health Board of Trustees member
28Novant Health Clinical Enterprise
Physicians are the
Cornerstone of
Our Organization
30Provider Development and Organizational Leadership
PHYSICIAN COUNCILS PHYSICIAN LEADERSHIP DEVELOPMENT AND WELLNESS
Various forums that allow our physician Novant Health Leadership and Resiliency Program
community to provide input
~1,000 physicians and >3,000 team
members have attended the NH Leadership
and Resiliency Programs FOCUS TOPICS:
Annual
Advisory • Strategic vision
planning
councils Retreat focuses on
summits • Operational precision
• Self-improvement
• Crucial conversations
• Team leaders
• Bettering patient relationships • Provider communication
• Ethics and professionalism
97th
percentile
Participants’ scores in engagement and
alignment (up from 60th percentile)
Thriving
ODYSSEY and Launch Onboarding Programs Together
Provider town Best practice
halls committees
Advanced onboarding experience and professional
development programs for new physicians and APPs
31Multi-pronged Approach to Physician Partnerships
Novant Health deploys a variety of programs for working with physicians as different
markets can have varying characteristics and preferences
Novant Health is firmly
committed to
maintaining existing
provider partnerships,
including partnerships
with Wilmington Novant Health
Medical Group
Community
Connect
ChoiceHealth AXIA
Physician Solutions
Health and
EmergeOrtho
Clinically Medicare Shared Service Line
Integrated Network Savings Program Co-Management
32Novant Health Medical Group by the Numbers
Clinic Growth: 2003 – 2019 Provider Growth: 2003 – 2019
800 2000
605 1596
600 1500
1050
350
400 1000
1112
416
200 93 500
0 143 400
0
Dec-03 Dec-11 Dec-19 Dec-03 Dec-11 Dec-19
Locations Physicians APCs excludes
Advance locums
Practice Provider Excludes Locums
Human Experience
93.0% Patient Satisfaction 86.5%
Provides high-quality care Likelihood of
4-year average 4-year average
and service 2016-2019 recommending practice 2016-2019
Currently serve NHMG clinics complete
We average 1 new 4.4 million >5,500,000
NHMG clinic patients, 1.1 million of
each week which have a NHMG
encounters
each year
primary care provider
33Intense Focus on Clinical Quality and Patient Safety
7.0
Hospital acquired infections per 1000 inpatient discharges - system Nationally Recognized for Quality of Care
HAIs per 1000 inpatient discharges
6.13
6.0
2017 Full Year
5.0 5.19
4.0
2018 Full Year
3.0 3.30
2019 Full
2.0 Year
2.33
1.0
0.0
2015 2Q 2017 3Q 2017 4Q 2017 1Q 2018 2Q 2018 3Q 2018 4Q 2018 1Q 2019 2Q 2019 3Q 2019 4Q 2019
Baseline
CLABSI CAUTI MRSA C.diff 2017 Full Year 2018 Full Year 2019 Full Year
Our sophisticated, data-driven approach
Predictive risk tools in the
Provider dashboards Cost and utilization
60 active EHR for 30-day Quality and cost data Decision
showing quality dashboard for all value-
patient registries readmissions/one-year by provider support
performance based payor arrangements
admission risk
34Quality & Patient Safety are Novant Health’s
Only Health System
Top Priorities
in NC recognized as Novant Health
“Top Hospital” by # of System Affiliates
9/12
with ‘A’ Leapfrog Grade
Leapfrog
Selected Flagship Facility Presbyterian Medical Center
Magnet Designation
CMS Star Ratings 4
8 Magnet CMS Rating vs. National Avg.
designated Hospitals Mortality National Standard
Safety of Care Above
Readmission Above
Patient Experience National Standard
CMS quality metrics
Effectiveness of Care National Standard
at or above in-state
Timeliness of Care National Standard
competitors
Efficient Use of Med. Imaging Above
35Leveraging Technology for Better Outcomes
ADD PHOTO
36Drone Distribution System
Add photo
37COVID-19 Dashboard Demonstration
39
40
41
42
43
44
Educational and Clinical Partnership
Serving New Hanover County &
Southeastern North Carolina
June 2020
45Who we are: nationally recognized for leading, teaching and caring
Our mission is to improve the health and wellbeing of
North Carolinians and others whom we serve.
We accomplish this by providing leadership and excellence in the interrelated areas of
patient care, education, and research.
SCHOOL RANKINGS
#1 Medicine - Primary Care
#1 Pharmacy Nobel Prizes
#2 Public Health for Science
#3 Nursing
North Carolina
#1 Healthcare Employer
#5 Overall Employer
UNC Health
46Our vision: a transformative partnership to serve the people of
southeastern North Carolina
Train more medical students and other health professionals at NHRMC
by:
- expanding the UNC School of Medicine Branch Campus and
- developing a UNC Health Sciences Campus
Expand patient opportunity to enroll in clinical trials closer to home
Create a strong pipeline for future health professionals through enhanced
academic excellence in health sciences, research and joint degree programs
Enhance relationship with NHRMC to provide ongoing high quality and
complex care for children UNC Health
47How: local partnerships and an increased investment in the
regional clinical workforce
Grow to 30 medical students per class
Build health sciences campus with
Expand education SEAHEC, UNC Wilmington, Cape Fear Community College and
and the community
develop research infrastructure UNC Chapel Hill - Dentistry, Pharmacy and Allied Health
Joint degree programs e.g. MD/MBA
Bolster research capabilities and local access to clinical trials
Create a regional pediatric referral center at NHRMC
Partner with local clinicians to improve access for children
Build regional children’s specialty
care hub in Wilmington Enhance children’s care with additional subspecialties
Tap into UNC Children’s expertise with remote consults and
coordinated care when needed
UNC Health
48Why: this partnership will greatly enhance the region for
decades to come
Improve the health of the region by improving access to high quality care, close to home
Grow the pipeline of a high quality health professionals for the future
Create new jobs, and make the region an even more attractive option for students & trainees
Enhance the profile of the region by making it a destination for health care and education
UNC Health
49NHRMC Partnership Vision
Shared Mission, Vision and Values
Novant Health exists to improve
NHRMC aspires to lead our
M I S S I O N S TAT E M E N T the health of our communities,
community to outstanding health
one person at a time
NHRMC is an industry leader in a new era of
We, the Novant Health team, will deliver the
healthcare delivery. Our thriving community
VISION most remarkable patient experience, in
serves as a national model of achieving
every dimension, every time
excellence for all
Compassion Compassion
Teamwork Teamwork
Communication VA LU ES Diversity and inclusion
Ownership Courage
Personal excellence
51Addressing the Needs of Southeastern North Carolina
As the flagship facility and leader of a regionally-focused, integrated delivery network, NHRMC will be the core
component and driver of an accelerated regional growth strategy, serving as the catalyst for expanding the
communities we serve along the seaboard of North Carolina and potentially portions of South Carolina
Strength to strength
partnership
Culture is everything
Regionalization
People first
Duplin
Expanded medical Bladen H
Onslow
education Pender
Columbus
H
Brunswick
NHRMC PSA
Local governance H
New Hanover
NHRMC SSA
Economic development H NHRMC Facility
H Novant Health Facility
52Positioning NHRMC as a Regional Destination Medical Center
NHRMC will be the local leader of the formative stages of a significant regional expansion strategy,
enabling it to be a critical partner with substantial influence and resources as we jointly develop
Coastal community expansion strategic plans
strategy
Service line development & extension,
including destination centers Integrated Regional Network
Coordinated, joint planning
Unique opportunities to optimize, New Hanover
Pender Memorial Brunswick Medical
accelerate capital plan Regional Medical
Hospital Center
Center (Flagship)
Physician recruitment & engagement Expanded UNC Health Medical Education Partnership
Continuation of Existing Provider Partnerships
Superior safety & quality
New Shared Services Center & Corporate Department
Increased roles & responsibilities for Full Resources of Novant Health
Senior Leadership Team
53Novant Health is Committed to Partnering with NHRMC
Proposal Achieves Every Strategic
Objective, Delivering Value to All
Stakeholders Patients Physicians Employees The County
Improving access to care & wellness Driving quality of care across continuum
Advancing the value of care Growing level & scope of care
Achieving health equity Investing to ensure financial security
Engaging staff Strategic positioning
Partnering with providers Governance
54Relentless Pursuit to Deliver Remarkable and
Achieve Excellence for AllYou can also read
