Starting off the New Year, host Eric Tower sat down with Mike Englehart, Senior Vice President of Medical Groups & Ambulatory Strategy at Trinity Health, for a conversation that dissects the health system perspective on population health. Mike shares the successful path that Trinity has walked since transitioning to a population health approach. He also touches upon the importance of partnering with physicians.
Prior to joining Trinity, Mike served as president and CEO of Presence Health in Chicago, one of the largest Catholic health systems in Illinois. There he led a financial turnaround that included securing a $500 million bridge loan that allowed for a $1 billion bond refinancing – one of the largest in the industry's recent history.
Some highlights from Eric’s conversation with Mike:
On partnering with non-owned health systems:
“There are very few health systems that can build and own everything underneath their portfolio. I think out of necessity you have to figure out who your partners are and fill in the gaps. Sometimes it’s a one-off transaction and sometimes they’re part of your total cost of care contract because you believe they’re part of the secret sauce.”
On adopting the population health mindset:
“It’s been embedded into the way that we talk about health care, but maybe four or five years ago, it was more of a painful conversation. Now I think it’s accepted and what you’re seeing is that the hospital presidents now are far more engaged. There is a new level of knowledge that has helped hospital presidents to think in more of a holistic manner about where is the best place for the care to be provided.”
On giving physicians a voice in determining measures of success:
“One of the things that we learned was that if you leave it up to the payors, there will be no less than 50 different measurements of success. And that is just too much for a small two or three-person independent physician group to manage. It’s just painful. There needs to be a true north as to how we measure and understand what success looks like. You don’t get that when you try to negotiate on your own. If you come together with the physicians, you’re able to get a consistency in what success looks like, how we measure it and what resources we can bring to bear.”