How the Medical Group Contributes to the Culture of Extraordinary Care

1. Measuring service standards. The Service Scorecard, a "dashboard" display of service measurements, helps Medical Group clinics identify how well they are meeting Intermountain’s standards of care.

2. Clinical employee communications training. For several years, physicians throughout the Medical Group have completed a half-day training seminar on patient communication skills. The seminar has been so successful that the Medical Group now offers similar training to all clinic employees. Communicating with Compassion is the new training program that gives employees the tools and techniques they need to interact more effectively with patients. The program is based on the "four Es" of communicating with patients: Engage, Empathize, Educate, and Enlist.

3. Innovation in healthcare models. The Medical Group is venturing into a more patient-centered model of care. Personalized Primary Care (formerly called the Medical Home model) gives patients better access to their clinician and encourages them to participate more in their own care, while also urging clinicians to be actively involved in referring patients to specialists.

In 2010, the Medical Group launched Personalized Primary Care pilot projects in Holladay Pediatrics and South Ogden Clinic. In 2011, we are bringing Personalized Primary Care into eight more primary care clinics: Bryner Clinic, Central Orem Clinic, Hillcrest Pediatrics, Internal Medicine Associates, Layton Clinic, North Ogden Clinic, River Road Internal Medicine, and Salt Lake Clinic. Personalized Primary Care engages a team of health professionals who help patients stay healthy and get the best care at the appropriate time. We have encouraged participating clinics to focus on three chronic conditions. Most have selected diabetes; other conditions of focus include depression, hypertension, asthma, and coronary artery disease.

4. Increasing service efficiency. The Medical Group is continually introducing quality improvement efforts into clinics and related operations through the 100% Participation program. The goal of 100% Participation is to streamline processes and improve the quality of service-not from Medical Group management, but on the initiative of all employees.

    An example: While discussing their plans for building a new facility, Salt Lake Clinic employees unearthed solutions to current challenges at the clinic as well. Through discussion and observation, the employees discovered that they could improve patient flow by changing their antiquated patient check-in process.

When Medical Group employees develop better, streamlined processes, they post them in the online Best Practices Library, thereby sharing their knowledge with other employees.

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