Senior Vice President and Chief Transformation Officer
|Location:||Oklahoma City, Oklahoma|
|Category:||Life Sciences/Healthcare : Consumer Health|
TITLE: Senior Vice President and Chief Transformation Officer (CTO)
COMPANY: INTEGRIS Health
REPORTING RELATIONSHIP: The CTO reports to the President & Chief Executive Officer, INTEGRIS Health.
INTEGRIS Health, the largest Oklahoma-owned not-for-profit health system in the state, is known for innovation and unparalleled quality offering advanced treatment options and specialties found nowhere else in the region. The $2.1B, 10,000-caregiver integrated delivery system includes hospitals, rehabilitation centers, physician clinics, virtual care, and hospice and home health agencies. INTEGRIS Health operates more than 1,800 licensed beds in 20 hospitals. INTEGRIS Health has more than 82 specialties and sub-specialties among its Medical Group and affiliated physicians. INTEGRIS Medical Group employs 605 providers and has 179 primary and specialty care clinics.
The roots of INTEGRIS Health can be traced all the way to the early beginnings of statehood. INTEGRIS Bass Baptist Health Center, as it’s known today in Enid, opened in 1910, INTEGRIS Baptist Medical Center opened in 1959 when it began as Baptist Memorial Hospital. In 1994, The Oklahoma Healthcare Corporation merged with Baptist Healthcare of Oklahoma, to form a new organization named Oklahoma Health System. One year later, Southwest Medical Center merged with the newly formed system and the organization was renamed INTEGRIS Health. The new organization quickly grew in the mid-’90s as it expanded into a state-wide health system through a series of mergers with hospitals across the state. It has since grown into the largest Oklahoma-owned not-for-profit health system in the state. Today, corporate headquarters are located in Oklahoma City. INTEGRIS Health and its affiliated entities are recognized as leaders in providing quality health care to Oklahoma for more than 100 years.
INTEGRIS Health is led by President and Chief Executive Officer, Timothy Pehrson. Pehrson joined INTEGRIS Health in 2018 after an 18-year accomplished and distinguished career at Intermountain Healthcare where he led the creation and implementation of the Intermountain Operating Model, a method to drive a culture of continuous improvement. Pehrson has brought system’s thinking to INTEGRIS Health, developing and implementing the INTEGRIS Leadership Operating System (iLOS), which drives caregiver engagement to continuously improve. Pehrson’s 30-year career in health care includes work at two health plans, and three health systems, all of which have health plans. This has created his deep passion for improving peoples’ health and for creating safe, high quality and affordable health care.
MISSION: To improve the health of the people and communities we serve
VISION: Most Trusted Name in Health Care
VALUES: Love, Learn, Lead
INTEGRIS Medical Group
INTEGRIS Medical Group (IMG) offers the most comprehensive physician and provider network in Oklahoma. With clinics ranging from Miami to Clinton and everywhere in between, IMG helps cover your family with the care it needs. Offering the most trusted name in health care, and an integrated network, your records are available to all INTEGRIS physicians. IMG is proud to provide primary care and specialty doctors in the communities we serve. Our clinics provide medical care for all ages, through highly qualified providers who are supported by a team of friendly and professional staff.
INTEGRIS Health Partners
INTEGRIS Health Partners (IHP) is a clinically integrated network of nearly 1500 physicians. IHP has contractual shared savings arrangements with health plans to improve quality and value to health plan members.
The mission of the Senior Vice President and Chief Transformation Officer (CTO) is to:
- Build and partner to create an INTEGRIS Ambulatory Division, including urgent care, surgical, and imaging centers.
- Grow the Physician Enterprise and strengthen its alignment to support INTEGRIS’ Mission and Vision.
- Expand and develop INTEGRIS virtual capabilities and digital front door (DFD) strategies.
- Develop INTEGRIS’ population health capabilities to “swim upstream” on premium and eventually, to create a health plan (build/partner).
This critical new leadership position is responsible for a broad portfolio that includes the following departments/functions: Ambulatory Division; Population Health Services; Physician Enterprise, including the 605-provider medical group (IMG) and the 1500-physician clinically integrated network (IHP); Employee Health Plan; TeleHealth; Digital Front Door; Medicare Advantage, Medicaid Plans, and INTEGRIS Risk Partners.
- Serve as a key transformational change agent and champion during the continuing transition to value-based care. In so doing, the SVP will serve as a collaborative leader, team player, and relationship builder within INTEGRIS, with all INTEGRIS affiliates, and externally in the community/marketplace.
- Provide leadership and accountability for the strategic, operational, human resource and financial aspects of the Ambulatory Division, the Physician Enterprise and for Population Health.
- Play a lead role in the identification, assessment, and evaluation of strategic business development opportunities (joint-ventures, partnerships, M&A, etc.) to help grow the ambulatory network and overall clinical enterprise.
- In partnership with key physician executives and administrative leaders, oversee the management of the employed medical group and clinically integrated network. Ensure clinical operations are as efficient as possible in order to achieve the best in high quality/low cost care.
- Help drive growth and innovation in existing businesses while developing strategies and executing on new business and service offerings (moving to value, transformation of care, etc.). Serve as key advisor focusing on expanding INTEGRIS’ ambulatory offerings to grow the INTEGRIS footprint.
- Develop plans to increase profitability of current ambulatory programs through growth and revenue enhancement.
- Continuously improve outcomes using the INTEGRIS Leadership Operating System.
- Achieve and exceed budgeted outcomes in enrollment, cost, quality, health and satisfaction for the Population Health business model.
- Understand the local payor landscape and market drivers. Pursue opportunities to advance clinical integration in concert with payors.
- Accountable for decisions that have significant impact on financial or operational performance across the health system.
Safety is zero harm to patients and caregivers
- Achieve Safety goals as outlined in fiscal year executive incentive plan and other Safety KPIs.
- Drive a culture of continuous safety in the Medical Group as measured by half of caregivers implementing ideas to solve safety and quality concerns.
Quality is evidence-based, highly reliable care leading to top performance nationally
- Achieve Quality goals as outlined in the fiscal year executive incentive plan and other Quality KPIs.
- Achieve targets for Quality KPI’s in the Medical Group.
- Develop and execute a plan to take appropriate HEDIS measures to top quartile performance by the end of FY21 and FY22 respectively.
Experience is remarkable and personalized service that leads to lasting loyalty
- Achieve Experience goals as outlined in the fiscal year executive incentive plan and other Experience KPIs.
- Deliver CGCAHPS scores in all clinics at or above the top decile results nationally.
- Achieve Press Ganey results for all measured departments at or above the top quartile nationally.
- Attain a clinic average of 4.5 stars or better for online reputation as measured by Reputation.com.
Access is care and information received when, where and how customers want it
- Achieve Access goals as outlined in fiscal year executive incentive plan and other Access KPIs.
- Implement an artificial intelligence module to predict no-show and same day cancellations by fifty percent.
- Improve provider productivity, slot utilization and number of days to appointment by 20 percent across IMG.
- Deliver 15 percent of all appointments being scheduled on-line by the end of FY21.
Affordability is caregivers increasing value by appropriately reducing costs
- Achieve Affordability goals as outlined in the fiscal year executive incentive plan and other Affordability KPIs.
- Complete IMG Provider Compensation redesign philosophy structure by the end by FY21.
- Improve IMG efficiency by increasing productivity by 1.5% annually.
- Stabilize the new Core Clinical relationship and achieve target savings.
Engaged Caregivers are inspired to continuously improve outcomes in all Pillars
- Achieve Engaged Caregivers goals as outlined in the fiscal year executive incentive plan and other Engaged Caregivers KPIs.
- Achieve IMG idea implementation targets.
- Gain broader physician adoption and participation in the INTEGRIS Leadership Operating System as measured by 50 percent of IMG physicians participating in daily huddles.
Smart Growth is advancing INTEGRIS’ position as a market leader and most trusted partner for health.
- Achieve Smart Growth goals as outlined in the fiscal year executive incentive plan and other Smart Growth KPIs.
- Deliver on the Physician Alignment strategies:
- Expanding IMG’s PCPs and key specialists
- Strengthening IHP’s relationship with INTEGRIS through implementing Epic connect, developing a single signature group, and by increasing INTEGRIS’ share in risk upside contracts.
- Developing new physician alignment vehicles (such as MSO services or a Federated employment group).
- Implement clinic status changes (Rural and Provider-based) to the medical group in target areas and groups.
- Develop and implement a plan to roll INTEGRIS’ ACO into a mega ACO with the LifeCare network.
- Create an IMG physician person power to be synced up with the INTEGRIS Medical Staff Person Power plan.
- Create and execute a plan to increase the number of INTEGRIS urgent, surgical, and imaging centers.
- Expand and develop INTEGRIS virtual capabilities and digital front door (DFD) strategies.
Develop INTEGRIS’ population health capabilities to swim upstream on premium and eventually, to create a health plan (MA, D2E, Medicaid, Exchange, Commercial).
EDUCATION AND EXPERIENCE
The Chief Transformation Officer will possess the following:
- Master’s Degree in Business, Healthcare Administration, Public Health or another related field, or a MD/DO is required.
- A minimum of ten years of experience in health care leadership, preferably in one or more of the following areas: business development or strategy, ambulatory services, medical group management or population health management, or the ability to demonstrate comparable knowledge. Prior experience in highly matrixed health care system is necessary for success.
- Ability to interact and negotiate effectively at the executive level in a complex environment with a diverse range of constituencies, including hospital executives, employed and private community physicians, federal/state health officials, commercial insurers and public/private employers.
- Demonstrated success in developing business plans and actionable strategies, including the structuring and execution of business partnerships and acquisitions that achieve “win-win” results.
Korn/Ferry shall provide equal employment opportunity to all qualified candidates, and will refer candidates without regard to race, color, religion, national origin, sex, age, disability, veteran status or any other legally protected basis.