Intermountain health care is a no-profit oriented system of hospitals, clinics, doctors and surgery centers that responds to the health needs of south-Eastern Idaho and Utah. The chief medical services that this healthcare system bestows include sports medicine, cancer, orthopedics, women and newborns care, among others (Baker, 2008). This paper evaluates the performance of intermountain care system; it`s management approach in health care delivery and an outline of why this system operates in this manner.
Since its formation in 1975, intermountain health care system has been operating tremendously well. The system started with 15 hospitals and eight years later; the system had started a health insurance business. By 2002, the system had implemented integrated its services that made it to constantly earn top awards in the health industry. During this year, the system had already established counseling centers, more than 70 outpatient clinics, 25 health centers and 22 hospitals (Bohmer, Edmondson & Feldman). In addition, the system had incorporated distinguished information systems such as health evaluation logical processing system (HELP), clinical workstation (CW) and electronic medical record (EMR). These information systems eased the system`s operations to greater extents.
Moreover, the organization`s services are fairly distributed and organized in order to cater a variety of patients including those in the grassroots. Four regions are established which includes urban south, central, north and rural. Consecutively, the high number of physicians and their compensation mechanisms contributes to their full delivery of high-quality services to the patients. Additionally, the governance system and its selection mechanisms have greatly contributed to the overall realization of the health care system`s goals and objectives (Bohmer, Edmondson & Feldman).
The intermountain health care system employs an integrated clinical-care management approach in delivering health care services to both inpatient and outpatients. This approach involves both health physicians and the hospital administration working in collaboration in order to put in place a system that enhances gathering, storing and easy access of hospital data for each patient (Bohmer, Edmondson & Feldman). The individual patient`s data is then analyzed across all patients in an effort of developing necessary procedures that would assist the physicians in determining effective medical interventions for each patient. Intermountain health care system adopted this approach with the aim of enhancing the quality of their services, which in the long run ensures patient`s satisfaction and reduce costs (Lee, Shiba & Wood, 2004).
The integrated clinical care management approach has protocols that health physicians have to follow in order to achieve set objectives. In most cases, physicians in other organizations negate the protocols and claim that the latter deprive them from the traditional physicians` power, autonomy, prestige and power. Moreover, intermountain health care is a non-profit oriented organization, and this is against the purpose of most other health care organization. The ultimate aim of many organizations is reaping substantial returns out of it. In addition, the integrated care model that intermountain health care organization operate with requires high amounts of finances and other technical resources such as information technology and requires high levels of personnel and system association (Isenberg, 2001).
Baker G., R., (2008). High performing healthcare systems: Delivering quality by design. Toronto: Longwoods Pub. Corp.
Bohmer R., M., Edmondson A., C., & Feldman L., R., (2013). Intermountain Health Care. Harvard Business School Publishing, Boston.
Isenberg S., F., (2001). Managed care, outcomes and quality: A practical guide. New York, Ny: Thieme.
Lee T. H., Shiba, S., & Wood, R. C. (2004). Integrated management systems: A practical approach to transforming organizations. New York [u.a.: Wiley.