By Marc Harrison, MD
To remain viable in a dynamic market and to remain a forever organization, we must continue to grow. We have a significant market share in Utah, so there are legal limits to how much we can grow in the state. Utah families need a vibrant and competitive healthcare market, and healthy competition also keeps us on our toes in our own backyard.
Given our limitations for growth within Utah, we’ve found ways to grow in a couple different ways. First, we’ve leveraged technology to serve rural hospitals and clinics across the region through our virtual hospital and direct-to-consumer telehealth services (Connect Care). This hasn’t only helped patients receive more affordable care much closer to home, it has helped strengthen the economic engine of rural communities across eight states.
Second, we’ve grown by partnering with financially strong organizations that align with our values and mission. We want partners that are committed to our model of keeping people and communities healthy rather than the volume-driven approach that drives up costs for consumers. We did that last year by acquiring HealthCare Partners Nevada. And just last week, Saltzer Health became our latest partner. Their strengths and successes will help lift our entire organization—across all geographies and roles.
Growth helps spread our costs while increasing sources of revenue, but it isn’t enough. I don’t know of anyone who thinks healthcare isn’t too expensive. We can’t keep asking the people we serve to pay more—especially with so many families experiencing increased financial stress over the last several months. We must continue to take costs out of the whole system, and this isn’t an either/or strategy— we must do both. So from the consumer and business perspectives, cost reductions will always be a core part of our growth and care delivery strategy.
COVID-19 validated our model that focuses on keeping people well and caring for them in the least expensive, least restrictive way possible. Those systems that rely too heavily on fee-for-service are in real trouble. While we chose to pivot over the last several years, many other systems chose the status quo. Meanwhile, consumers are demanding better care for less. By shrinking from the task at hand, these other health systems are now simply shrinking. Because we didn’t shrink from the task at hand over the last few years, we’re in a perfect position to better meet consumer demands and grow.
We’re on our front foot—pioneering a sustainable model of care and playing offense by searching for more people to serve. That’s the Intermountain and Utah way; unapologetically seeking new ways to be in greater service of others.
I’m proud of what we’re creating together and of what we’re leading together. This all started in Utah more than 45 years ago with that clear vision of being a model health system. Let’s maintain that focus on how we can keep people and communities healthy for much less.