, By Howard Larkin, March 14, 2016
"Meeting patient needs efficiently is a continuous journey for provider networks t was an ambitious decision even for an organization as big and robust as Intermountain Healthcare: to lower its target for patient care revenue by $700 million. But, leaders decided, if Intermountain was going to get ahead of the shift from fee-for-service to value-based care, that’s what needed to happen for it to control its own destiny. Rationing or withholding care beneficial to patients was a nonstarter. Instead, Intermountain leveraged its pioneering work in clinical process improvement and advanced IT to transform itself. Using a global budgeting approach that could serve as a model for health systems across the country, Intermountain revamped operations throughout its Salt Lake City-based system, which includes 22 hospitals, a health insurance subsidiary and about 1,400 employed physicians at more than 185 clinics serving most of Utah and southern Idaho. The result: Intermountain is on track to meet that $700 million target in 2016 — 12 percent below its past income trend."