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Healthcare: Fueling the Missoula Economy Jeff Fee, President

Healthcare: Fueling the Missoula Economy Jeff Fee, President. More than 135 Years of Tradition. In 1873, sixteen years before Montana statehood, the Sisters of Providence founded St. Patrick Hospital in Missoula

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Healthcare: Fueling the Missoula Economy Jeff Fee, President

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  1. Healthcare: Fueling the Missoula EconomyJeff Fee, President

  2. More than 135 Years of Tradition • In 1873, sixteen years before Montana statehood, the Sisters of Providence founded St. Patrick Hospital in Missoula • Today St. Pat’s is a 247 bed multi-specialty facility serving 7 primary counties and a referral center for 17 counties • Services here are recognized among the top 5% in US hospitals by several independent healthcare evaluators • Is the second largest employer in the city Sisters of Providence

  3. Lists of Service • International Heart Institute, recognized in the top 5% of cardiac programs in the country • Western Montana’s only Level II Trauma Center • Comprehensive Cancer program with medical and radiation oncology all under one roof. Recently awarded the Outstanding Achievement Award by the Commission on Cancer • Chronic Disease Prevention and Management Program –Cardiometabolic Risk Reduction Pilot, recently received PH &S President’s Award • 1 of only 3 certified air flight programs in MT with fixed and rotor wing aircraft • Comprehensive Neurosurgical, Stroke & Orthopedics programs • Bariatric Surgery Program • 24/7 Intensivist coverage in our critical care units • 279 physicians on staff, 105 employed physicians • da Vinci Robotics Surgery • Cardiac • GYN • Urology

  4. Emergency Services • St. Patrick Hospital is Western Montana’s only Level II Trauma Center • The Emergency Department was built in 1984 to serve 10,000 patient visits per year • 2008 seen in ED: 25, 502 - Trauma cases accounted for 31% of visits - Mental health disorders accounted for 7% of visits - Patients under the age of 18 accounted for 10% of visitors • ED Visits Projected to be over 33,000 by 2017

  5. Emergency Services The Emergency Department Facilities Plan includes the following additions: • Expanded capacity to serve our current and future patient demands • More technology to support our award winning • Level II Trauma Center, • Accredited Chest Pain Center • Accredited Stroke Center • Larger trauma rooms and better access for our staff to streamline time-critical care • Disaster preparedness to handle large scale infectious, toxic, biological and natural disasters • Improved Stroke Care to instantly proceed with lifesaving, brain-preserving treatment • Improved layout, design and equipment to improve speed, accuracy and safety of our treatment • Stronger regional emergency services to the19 smaller community hospitals with which we partner • Private treatment areas for our mental health patients • More efficient treatment of patients with minor illnesses and injuries, with 21 rooms and best-practice procedures

  6. Economic Impact of Healthcare • St Patrick Hospital: FTE = 1287 Head Count = 1650    • St Joseph Medical Center FTE = 179 Head Count = 235  • Volunteers:  230  Hours:   34,000  per year     (divided by 2080 = 16.35 FTE employees) • Total Payroll going into the economy $61,199,700 • 2008 Tax benefit for SPH of $2,481,621 and $278,221 for SJMC.

  7. Economic Impact of Healthcare • Signed physicians; 2007 (18), 2008 (26) and 2009 (11) YTD • Average home purchase price $450-500K • 2009 Employed Physician Salaries $14.4M • Annual Net Operating Revenues $258M • Annual Operating Expenses $246M • Typical capital reinvestment $10-25M/year • SPH Inpatient Discharges • PSA (Missoula and 6 surrounding counties) - 82.9% • Over 50% of SPH Discharges come from outside Missoula County • Out of State 4.8% • Tertiary Service Area (covers over 60% of the population of the state) - 9.1% • Other MT 3.2% • Average length of stay ~5 days=lodging and food to economy

  8. Outreach and Clinics • The current state of the U.S. health care system is broken (quality, cost, access). • These issues push us to make significant changes in the way we deliver health care for our patients. • Working toward the vision will allow us to influence the way health care is delivered, rather than waiting for others to decide how to change the system. • For example, payors are beginning to demand more value in health care. Our ability to demonstrate value (via quality and affordability) will position us for a successful future. • Cardiac • Butte, Kalispell, Helena, Anaconda, Deer Lodge • Primary CareClinics-Seeley, Polson, Florence, Stevensville, Lolo, Frenchtown • Rural ER Out Reach

  9. Economic Impact of Healthcare

  10. Community Benefit • Charity Care: Is free or discounted health services provided to persons who cannot afford to pay and who meet the criteria for financial assistance. • Government Sponsored Health Care: Includes unpaid costs of public programs- the shortfall created when a facility receives payments that are less than the cost of caring for public program beneficiaries; e.g. Medicaid, IHS, including negative margin programs such as behavioral health, emergency services and renal dialysis. • Community Benefit Services: Programs or activities carried out to improve community health that are subsidized by the hospital.

  11. Community Benefit 2008 2008- $21,551,000 2007 - $17,468,901 2006 - $14,572,059 2008 unpaid costs for providing Medicare - $20.9M 2007

  12. Changing Demographic • A aging demographic requires focus and growth on • certain medical service: • Cardiac • Cancer • Orthopedics and IP Rehabilitation

  13. As people of Providence, we reveal God’s love for all, especially the poor and vulnerable through our compassionate service. Respect  Compassion  Justice  Excellence  Stewardship VISION: Our ministry will be a transformational force for our communities by advancing health care excellence and access for all. Responsibility: Health Care Excellence Each person we serve receives the best possible outcome and has an exceptional experience. Responsibility: Access for All Every person within our communityeasily gets the care they need. Clinical Outcomes Strategies Compassionate Care Strategies Coordinated Care Strategies Affordability Strategies Results Results Results Results Mission Inspired  People Centered  Service Oriented Quality Focused  Financially Responsible  Growing to Serve

  14. 2009 Strategic Priorities • Maintain the integrity of our Mission • Quality Strategic Plan (zero preventable deaths or injuries, top decile for all publicly reported measures) • Ensure continued economic viability • Aggressively advocate for meaningful healthcare reform • Stabilize Primary Care Base and movement to an ambulatory strategy • Establish a comprehensive regional electronic medical record • Transforming Healthcare=Alternative medical models, medical home

  15. Questions and Comments

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