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Henry Mayo Newhall hospital is a 357-bed acute care hospital located in Santa Clarita, California. With nearly 2,000 employees, the organization has continued to expand healthcare services to create the ideal patient-centered experience. With a Level II Trauma Center, an Advanced Primary Stroke Center and a number of other national designations, its dedicated teams have cared for patients in the Santa Clarita Valley area since 1975.
As the Henry Mayo leadership team began shifting to a value-based care model in 2017, a fragmented culture among physicians in the community posed a number of challenges.
Henry Mayo’s team set out to build a trusted partnership with clinicians that would result in increased collaboration, higher physician satisfaction scores, shared cost savings and patient retention.
To address the issues, teams successfully formed a clinically integrated network (CIN) and a Hospital Quality Efficiency Program (HQEP) contract, resulting in $7 million dollars saved during the first two years of the program, higher physician satisfaction scores and decreased 30-day readmission rates.
Henry Mayo strives to provide the best quality of care to an aging population, and its physician teams – comprised of small practices, independent physician groups and other trusted partners – are an integral part of a patient’s journey. With physician satisfaction scores below the national median, leaders needed to reverse the trend with a standardized approach that would better facilitate collaboration and continuous quality improvements.
Leaders determined that in order to grow Henry Mayo’s offerings successfully – without sacrificing its core values of quality and teamwork – physicians needed a sustainable way to partner as one aligned team.
The natural progression, then, was toward a value-based care model that would enable teams to effectively manage patients and foster shared savings.
As the hospital sought to engage physicians differently in a new model, it brought in Premier as a trusted partner to create a physician-led entity and an internally focused, value-based arrangement. Premier’s Provider Network Strategy team, comprised of thought-leading industry experts, worked closely with Henry Mayo and medical groups in the community to create a CIN and HQEP.
Premier’s consultants immediately identified performance improvement needs and utilized proven, data-driven approaches to build a successful physician network in Henry Mayo’s competitive healthcare market.
Key initiatives included:
Henry Mayo values its relationships with community physicians, and Premier’s implementation of a shared network model and a competitive HQEP contract enabled leaders to achieve the true physician-led partnership and competitive edge they were looking for.
Learn how Premier consultants can enable your transition to value-based arrangements and build high-performing provider networks.
Looking for more? Find out how Premier's Physician Enterprise team helped University of Louisville Physicians grow visits by 10 percent and achieve $6 million in combined savings and revenue enhancements.
This content also ran in Modern Healthcare.
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