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Monthly Newsletter· January 2015

tion mistakes, and preventable infections to name a few.

Healthcare Quality and the Bottom Line Submitted by Sara Dyer, Inland Hospital

Like all businesses, healthcare is working diligently to become more efficient and effective – using best-practices to increase value with fewer resources. But we’re taking it to the next level, making transformational change that will save employers, employees, and the healthcare system big dollars.

Here is one interesting example of how improved coordination of care improves quality, saves costs and improves quality of life. Our primary care practices recently reported when comparing the first quarters of 2013 and 2014, they identified that they prevented more than 600 costly, unnecessary visits to the ER by helping patients manage their illness before it became an emergency. How? With the addition of nurse care coordinators to our primary care teams, patients receive more one-on-one support -whether it’s following up on medications, or helping them make their next doctor’s appointment after a hospital discharge - this increased communication makes a difference.

As part of EMHS, a statewide health organization, Inland Hospital in Waterville is taking a “Triple Aim Plus One” approach. It includes improving the patient experience (quality, safety, and satisfaction), improving the health of key populations, reducing costs, and With more insurers and payers basing increasing the satisfaction of those who payments on quality, health outcomes, provide care. and patient satisfaction, the healthcare Insurers like Anthem Blue Cross and delivery system is changing to focus on Blue Shield are also part of the new quality not quantity, value not volume. healthcare model and are establishing That’s why Inland Hospital is proud new partnerships. Last month, EMHS that its focus on quality continues to be Beacon Health and Anthem BCBS nationally recognized. For the fourth launched Maine’s largest commercial time in five years, the Leapfrog Group, Accountable Care Organization (ACO). a national employer-based coalition As part of an ACO, Inland accepts rethat advocates for improvements in sponsibility for both the cost and quality healthcare, named Inland as a Top of care delivered to a specific populaRural Hospital. Leapfrog assesses how tion of patients, such as those with patients fare, resource use, and mandiabetes, or people in a certain geoagement structures that prevent errors. graphic area. With the addition of AnIn addition, Leapfrog awarded Inland them BCBS to EMHS’ ACO managewith an “A” grade (the highest score ment, we are now responsible for the possible) in their Hospital Safety Score, health of 100,000 people in Maine. which recognizes hospitals for their EMHS Beacon Health and EMHS mem- efforts to eliminate medical errors, bers like Inland track dozens of infections, and injuries. Employers can measures inlcuding diabetes manage- learn more about Leapfrog’s Hospital ment; flu immunizations; tobacco-use Safety Score program at and cessation interventions; To learn sion screening; and many others. The more about the EMHS Difference in hospital and practices also measure Care, visit readmission rates, fall risks, medicaDifferenceinCare.

Highlights in this Issue: P. 2: From the President’s Chair P. 3: Employer and Resource Events P. 4: Member Events Calendar P. 7: Member News P. 8: Member Spotlight: U.S. Cellular

Major League Fishing Summit Cup series taped in late August in the Belgrade, Oakland and China regions will be televised, on Outdoor Channel beginning Saturday, Jan.3rd: Saturdays 2 p.m. – 4 p.m. Sundays 4 p.m. – 6 p.m. Thursdays 10 a.m. - noon

Or watch them online at: There will also be an even longer web-based, pay-per-view version of the show available through Extended Cast on this site.

50 ELM STREET, WATERVILLE, ME 04901 • TEL: (207) 873-3315 • FAX: (207) 877-0087 • Jeff Corey, Chair of the Board • Kimberly N. Lindlof, President & CEO

Jan InTouch 2015  
Jan InTouch 2015