Roundtables

Population Health Lessons From Hospitals in the U.S.' Healthiest Counties: 3 CEOs Share Successes get 50,000 of our members in North- ern California to quit smoking by the end of 2015. Another way we continue to evolve care is through the use of our electron- ic medical record system called KP HealthConnect. Our clinical experts can use KPHC to research trends in our most complex, chronically ill patients, identify successes and spread best practices in managing the contin- uum of their care. Lastly, our commitment to providing high-quality, affordable healthcare at the right place and at the right time continues to change the way we do business. Personalized, convenient care requires us to expand our services into less traditional settings, includ- ing e-mail your doctor, home visits, telephone, online and video visits, prescriptions by mail and preventive apps for mobile devices. Mr. Gintzig: We are pleased to see the nationwide shi toward a system of health, not just healthcare. For pa- tients, we are already leading the shi to a new model of care by forming an ACO. WakeMed Key Community Care is a physician-led effort in part- nership with the hospital to provide integrated, patient-centered care. is means coordination of care, more involvement in prevention as well as a more active role in helping people manage their overall health outside of the healthcare setting. From a business standpoint, we've invested signifi- cantly in evolving our organization to provide effective, accessible healthcare long into the future. Probably the best example of this is our implementation of the Epic electronic patient record system, which marks WakeMed's largest single information technol- ogy investment to date. In our view, electronic records are a vital part of patient-centered care and crucial to managing population health. Ms. Pollard: We no longer see our- selves as a standalone organization, but rather as part of the region's broader healthcare ecosystem. So, we work closely with area physicians, oth- er hospitals, nursing homes and rehab programs to help patients maintain their health. As a result, we have more conversations with care partners in or- der to ensure consistent quality, effect a seamless transition and, of course, to keep the patient at home or at the most appropriate level of care possible. In terms of our business, we continue to see the transition from inpatient to outpatient revenue. Currently, 75 percent of our revenue comes from outpatient services and I expect that to grow. Q: Describe the process surrounding population health planning at the hospital, if there is one. What are the most important focus areas? Ms. Coffey: Just as our focus on total health — integration, prevention, and empowerment — drives internal planning for our members, it also drives planning for improving the health of our community. For exam- ple, every three years we conduct an extensive community health needs assessments to better understand the changing demographics, challenges and needs within our community. e CHNA process informs our commu- nity investments and helps us develop strategies aimed at making long-term, sustainable changes. e process also allows us to deepen our relationships with community partners, including educational and governmental enti- ties, other nonprofit organizations and safety net clinics. rough these part- nerships, Kaiser Permanente strives to benefit the community by addressing issues and concerns that affect overall community health, such as healthy eating active living, mental health, substance abuse, and access to care. Kaiser Permanente is also very proud to partner with Partnership Health- Plan California a managed Medi-Cal care provider, to provide free and/or low cost coverage to more than 40,000 members in Marin, Sonoma, Napa and Solano Counties. Mr. Gintzig: Planning and decisions are made at all levels, from finance to quality to patient care and physician leadership. We're aligning our efforts to transform healthcare through partnerships and by helping our pa- tients take charge of their health. We are focused on the areas that are also challenging the healthcare industry as a whole: Increasing quality, safety and ser- vices, decreasing costs and shiing to a culture in which we try to keep people healthy and out of the hospital. rough coordinated care, innovative programs, robust acute and rehabili- tative services as well as community physician partnerships, we have a unique opportunity to help our neigh- bors get and stay healthy. Ms. Pollard: Population health man- agement can only occur with planning and cooperation within the region. Noyes is a collaborating institution of the University of Rochester (UR Medicine) and is a participant in the Accountable Health Partners network established by UR Medicine. AHP brings together academic and com- munity providers who work together to improve quality, access and cost ef- ficiency. Areas of focus for population health are the obvious ones of chronic disease management and preventive health services. Livingston County is a rural county with the primary indus-

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