Becker's Hospital Review

27 POPULATION HEALTH 27 CEO/STRATEGY St. Luke's Health System to cut positions, add 300 in redesign By Kelly Gooch B oise, Idaho-based St. Luke's Health System confirmed it will eliminate positions and create about 300 new ones as it redesigns the organization under a new population health model. e system, which serves communities across Idaho, told Becker's interested employees can ap- ply for the newly created positions, and it won't know the number of people affected until the end of January. "It could be 30 people impacted, it could be 100. We won't know for a couple of months given the number of options impacted employ- ees will have," said hospital spokesperson Ani- ta Kissée. "We encourage our employees to apply, and hope many will remain with us, but when all of this settles at the end of January, we anticipate our organization may be less than 1 percent smaller." "People may opt not to take a new position and choose to take a severance instead," she said. As part of the organizational redesign, St. Luke's eliminated the site administrator position. Ms. Kissée said three site administrators were pro- moted to population health vice president. "e new population health vice president roles are critical to our organization redesign because they will be responsible for a bigger-picture view, rather than site-by-site," she added. St. Luke's has also put two leaders — a practicing physician and an administrator — in charge of its 11 service lines. ey will play key roles in the system's strategy moving forward. Ms. Kissée said more changes are in the works, affecting the system's Centers for Excellence, Of- fice of Strategy Results, operational governance, and systems and processes. "Being able to operate more efficiently is a key component of St. Luke's organizational de- sign work," said Chris Roth, St. Luke's senior vice president and COO. "Healthcare costs across the board are too high. By lowering our own costs, St. Luke's has the opportunity to re- duce waste, realize savings and reinvest those back into improving outcomes and lowering costs for patients." n Former Cleveland Clinic executive gets prison time in $2.7M fraud scheme By Ayla Ellison T he former executive director of Cleveland Clinic Innovations, the development and commercialization arm of Cleveland Clinic, was sentenced Dec. 19 to 30 months in prison for his role in a fraud scheme, according to the U.S. Department of Justice. Federal prosecutors brought charges in September 2017 against Gary Fingerhut, and he pleaded guilty one month later to his role in a conspira- cy to defraud Cleveland Clinic out of more than $2.7 million. Mr. Fingerhut was the executive director of Cleveland Clinic Innovations for about two years before his employment was terminated in June 2015. During his time at CCI, Mr. Fingerhut hired Wisam Rizk to serve as a con- sultant and then chief technology officer of Interactive Visual Health Re- cords, which was created to develop a visual medical charting concept into a marketable product. Mr. Fingerhut and Mr. Rizk were prohibited from receiving financial benefit or having financial interests in the companies Cleveland Clinic did busi- ness with, unless expressly approved by the Clinic. Mr. Rizk worked with others to incorporate a shell company, known as iS- tarFZE, and used the shell company to submit a bid to Cleveland Clinic to design and develop IVHR's software. He did not disclose his financial interest in iStarFZE to Cleveland Clinic, and he rewarded Mr. Fingerhut financially for not disclosing the fraud scheme. Between August 2012 and November 2014, Mr. Fingerhut accepted nearly $469,000 in payments from Mr. Rizk. In addition to his prison term, Mr. Fingerhut was ordered to pay $2.78 mil- lion in restitution for defrauding Cleveland Clinic. Mr. Rizk pleaded guilty to his role in the fraud scheme and is awaiting sentencing. n Meet the 1st hospitals to join Humana's national value-based network By Morgan Haefner C leveland Clinic Florida in Weston and Cincinnati-based TriHealth are among the first hospitals to join Humana's national value-based Hospital Incentive Program, which reimburses hospitals based on quality improvement and performance metrics. Unveiled in April 2018, the insurer's national Hospital Incentive Program pertains to hospitals treating Humana's commercial members. The pro- gram will compensate hospitals based on three key areas: patient experi- ence, patient safety and patient outcomes. Here are the first four participating hospital systems: 1. Cleveland Clinic Florida 2. Jackson Health System (Miami) 3. TriHealth 4. WellStar Health System (Marietta, Ga.) n

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