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Providence St. Joseph Health’s’ ‘tight, loose, tight’ management style

In an NEJM Catalyst article, Amy Compton-Phillips, M.D., executive vice president and chief clinical officer for Providence St. Joseph Health, based in Renton, Wash., and serving large parts of the western U.S., describes how her organization’s simple model has led to substantive change there in managing complex, seemingly intractable health-care problems.

Among her remarks:

“Since 2015, Providence St. Joseph Health has employed a simple model for leading complex change at scale. The simple concepts that we used to achieve meaningful change can be summarized into five essential foci: Vision (the ‘Why’), Trust (the ‘Who’), Data (the ‘What’), Capacity (the ‘How’), and Alignment (the ‘What’s In It For Me?’). PSJH has applied this change model along with a ‘tight, loose, tight’ management style, which serves to standardize a few critical elements across the system while allowing each local group to customize implementation based on their context, environment, and innovation.”

To read her article, please hit this link.


Dealing with vast distances in health care

In a NEJM Catalyst piece, Amy Compton-Phillips, M.D., executive vice president and chief clinical officer for Providence St. Joseph Health, the big western U.S. hospital chain, discusses how to “decouple care from geography {especially in the vast and sparsely settled sections of the mountain West} so that we can break that constraint. To do this, we have to have a different business model than today. We can’t just be a hospital system.” Instead, she says, Providence is building business verticals, such as for the physician enterprise, ambulatory care and home and community services.

NEJM says:

“Providence is working on retrieving data to create a sustainable business model for this digital health care; with headquarters in Seattle, Amazon.com and Microsoft are down the street, meaning there are a lot of data scientists in the area. Providence is leveraging these data scientists to embed AImachine learning, and data science, and in terms of capacity is investing in tools that decouple care from geography, including a variety of apps.”

“The health system’s telemedicine network includes, for example, a Telestroke program in 100 hospitals. With telemedicine, Providence has been able to work around the conundrums that come with regulatory differences in different states. In addition to access to care, they’ve also developed online health professions education at the University of Providence, providing long-distance learning and simulation and matching up resources to where they’re needed so that students can stay in their rural communities rather having to move to a city,” NEJM reports.

To read and hear the full article, please hit this link.


3 systems’ precision-medicine-program challenges

Health systems with precision-medicine programs have  faced  many challenges—including a lack of physician engagement with genomics and the need for new tech tools.

A study published  in the latest issue of Health Affairs looks at the precision-medicine efforts of three major health systems: Providence St. Joseph Health, Intermountain Healthcare and Stanford Health Care.

To read the Health Affairs abstract on the article, please hit this link.

To read Fiercehealthcare’s take on the  study, please hit this link.

 


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