Skaggs Regional Medical Center plans to adopt the Cox name

Press release, November 29, 2012:

An important milestone in the history of healthcare in the Branson area is made today as Skaggs Regional Medical Center plans to change its name to Cox Medical Center Branson, effective January 1, 2013. The Skaggs Board of Directors voted on the name change during its monthly board meeting this morning.

“The decision was not approached lightly,” says William K. Mahoney, Skaggs President and CEO. “Initially during the partner search, Skaggs Regional Medical Center Board of Directors indicated that no name change would be pursued. During due diligence, a letter drafted in the early 1960’s to the hospital’s board of directors by Marion B. Skaggs was discovered, indicating he wished to downplay the name Skaggs in connection with the hospital. Following the formal announcement of the agreement between CoxHealth and Skaggs in July, various internal stakeholders approached hospital administration and said they felt strongly that now is the time to change the facility name. Then, the Skaggs Board of Directors began reviewing a possible name change while maintaining respect for M.B. Skaggs’ donation and wishes.” 

A community survey was conducted by third party marketing research firm, H2R Market Research of Springfield. “It was clear by many of the comments made by community members in Taney and Stone counties that a name change would reflect our broader delivery of healthcare initiatives,” explains Mahoney. “The name Cox Medical Center Branson adds strength to an already dedicated medical facility that will secure healthcare for years to come.” 

“Skaggs and CoxHealth have a long history of shared values and beliefs,” says Steve Edwards, President and CEO of CoxHealth. “We have great respect for the leadership of Skaggs, and have deferred to the Skaggs Board to make this naming decision. As we embark on this new partnership, it is fitting that we do so acting as one entity, under one name. The significance of the Skaggs name and the legacy of the man who spearheaded the development of this hospital will not be forgotten. We are enthusiastic and optimistic about coming together to better serve our communities, and recognize this would not have been possible without the work of great men such as Lester E. Cox and M.B. Skaggs.” 

When Skaggs Community Hospital opened its doors in 1950, its name recognized a man who envisioned change and committed himself to ensuring healthcare existed for the residents of Branson. The Skaggs name will continue to be proudly honored. Options for memorializing and honoring the Skaggs family and original donors are currently being explored. “I believe the original donors of both facilities would be proud of the achievements made in healthcare for our area,” says Mahoney. “Adopting the name Cox Medical Center Branson provides better alignment between both institutions that proudly serve the Ozarks.”

Serving a need in Peru

Dr. John Washburn will soon leave his post in CoxHealth's urgent care to spend three years at a hospital that serves rural residents of the Andes. 

John Washburn had always known he wanted to use his talents to give back to others. It was on a mission trip in 2003 in the mountains of Peru that he came face to face with a level of need that inspired him to reach out on an international scale.

Hundreds of patients had lined up at a medical clinic and filled out forms describing their ailments. One man listed “broken arm” as his complaint and Dr. Washburn asked if he could take a look. The man rolled up his sleeve and the break was obvious as he bent his arm. Dr. Washburn asked how long it had been this way. “Two years,” the man replied.

“He told me it was really difficult to carry buckets and do his work every day with it broken,” Dr. Washburn says. “ I, naively, asked him why he hadn’t had it fixed and he told me ‘I walked two days to get here and there’s usually no care available here.’”

The clinic wasn’t set up to do surgery, so the man would have to wait a little longer for his arm to be fixed, but Dr. Washburn says he knew he wanted to return to Peru to help care for patients like this man: hard-working, rural people who often live their whole lives without ever being able to see a doctor.

“I wanted to be in a position to provide that care, high-quality care where there is so much need.”



In the coming weeks, Dr. Washburn will leave his post at CoxHealth’s urgent care to begin serving that need in Curahuasi, Peru. He’ll spend the next three years volunteering at Hospital Diospi Suyana (above), which sits at 9,000 feet and is surrounded by the 17,000-foot peaks of the Andes mountains.

The facility was founded by missionaries in 2007 to meet the health and spiritual needs of locals who are geographically isolated from many services – between 30 and 40 percent of the patients at the hospital travel more than 10 hours to get there.

Dr. Washburn will lend his expertise to a small team of volunteer doctors who work in the hospital. The facility has labs, medicine, ultrasound and CT technology – all donated – but physicians are the resource that frequently limits care. On weekends, 400-500 people line up to get tickets to receive care the following week; typically, the physicians are only able to see about 250 patients.

“The patients we can’t see leave empty-handed and have to come back the following week to wait in line. This is the sad situation for the poor who need health care in rural Peru,” Dr. Washburn says. “The patient needs don’t vary based on when doctors are available.”

Dr. Washburn and his wife, Crystal, are currently raising funds and as soon as they are fully funded – hopefully by the end of the year – they will make the move. The couple and their two young children will live in a town near the hospital, where they hope to find lodging “with a non-leaking roof, maybe with hot water and maybe with an indoor bathroom. Maybe.”

Once you’ve seen the need up close, Dr. Washburn says, those temporary inconveniences are a small price to be able to make a difference.

“I had been on missions in church when I was growing up and I realized early on that I have way more than most people do,” Dr. Washburn says. “God has blessed me with that and with the ability to help people.”

That perspective has played a key role in Dr. Washburn’s personal and professional development. After completing his undergraduate study in biology at Colorado State, he headed to Ross University School of Medicine in the West Indies, where he studied with medical students from all over the world. Alongside his medical training, he went on several mission trips – he and Crystal actually met on a mission to Serbia.

“I feel like it’s my responsibility to help those who are less fortunate. Of course, that can be done here in the U.S. and abroad. For me, personally, it’s abroad.”

The missions he participated in were almost always focused on regions where access to medical care is a major issue. Visiting physicians are often restricted by access to medications and limited facilities in temporary clinics. That’s what makes the hospital in Peru so appealing: it offers a centralized facility in the middle of an underserved region.

“The hospital is special – you have what you need to provide great care,” Dr. Washburn says. “It’s nice to feel like I can give good quality care and make a difference.” 

Providing a broad range of care has always appealed to him – it’s one of the things that attracted him to the Cox Family Medicine Residency – and Hospital Diospi Suyana offers ample opportunities. The 55-bed hospital is usually staffed with two pediatricians, one surgeon, one gynecologist and one urologist. Whoever is on call sees whatever cases come through the door.

“It’s very patient-focused. Working there teaches you to rely less on technology and more on clinical skills, which is important. It’s satisfying, but it can be scary. Here, there’s a specialist to call, there, it’s you and a handful of doctors. You rely on your gut instinct and go with it.”

He’s seen how much of a difference a handful of doctors can make. He recalls a tropical medicine rotation he did in Ecuador in 2009. When he arrived, he met a woman who had suffered a snakebite and had been undergoing treatment for a few weeks. Her foot was swollen, but she was able to walk and she was making progress. On that same day, he saw a patient who had been bitten a month earlier. She hadn’t been able to access treatment and she had just arrived on an emergency flight.

“I could smell the odor of decay. Flesh was falling off her leg and I could see the femoral artery pulsating. Her leg was essentially dead, but was still attached. It had to be amputated. She left without a leg while the woman who had access to the hospital was able to recover. That’s why the hospital is there.”

Dr. Washburn says seeing the life-changing care that is possible makes it clear that Peru is the place for him to make an impact. Even when the cases aren’t dramatic, being able to provide basic, daily care to people who have lived so long without it is especially satisfying.

“It’s completely different there, and yet it’s the same: people have back pain, knee pain, gastritis, and they need care. It’s cool to take care of people, knowing they’ve never seen a doctor before in their lives. It’s an honor to have their trust and it’s really a privilege to be able to care for them.”

Want to help? 

Dr. Washburn, like all the physicians at Hospital Diospi Suyana, will work on a volunteer basis and will raise his own funds to support himself during his stay. 

If you’d like to donate, visit sim.org/giveusa, click “support a missionary” and enter Dr. Washburn’s name.

CMN Hospitals at CoxHealth receives $45,155 grant from Kohl’s Cares to teach area children about heart health

Grant will be used to continue the Kohl’s CARDIAC Kids program, and identify children at risk for obesity and heart disease

Springfield, Mo., Nov. 20, 2012 — Children from Pleasant View Elementary in Springfield attended an assembly today to learn about staying heart healthy – in a kid-friendly way. It was the kick-off to a renewed partnership between Children’s Miracle Network Hospitals of CoxHealth and Kohl’s Cares that aims to identify children at risk for obesity and heart disease, and teach them and their families how to live a healthier lifestyle.

Childhood obesity has become an epidemic in the United States, and southwest Missouri is not immune. Poor eating habits, improper nutrition and a lack of exercise can lead to serious health problems as children grow. With the $45,155 donation from Kohl’s Cares®, CMN Hospitals is continuing the Kohl’s CARDIAC Kids program, which will work to fight the childhood obesity epidemic through a variety of fun events aimed at children ages 5-18 and their families. Through the program at-risk children and adolescents will be identified and will be able to participate in a number of fun events with their families, where they can learn more about living a healthy life.

Last year, the first year for the collaboration, nearly 2600 children and their families participated in Kohl’s CARDIAC Kids events, which included education and health screenings. Through the health screenings, 177 participating children were found to be overweight or at risk for becoming overweight and 190 children were found to be at risk for high blood pressure. These children and their families received follow-up education including healthy, kid-friendly recipes, exercises and more. Last year’s results will be compared to those obtained in 2013, and analyzed for trends.

“We know childhood obesity is a widespread and dangerous problem. Thanks to Kohl’s Cares®, we’re able to make a real impact on the health of area children, teaching them about exercise, nutrition and healthy choices in a fun and engaging way,” says Lauren Holland, CoxHealth Health and Wellness educator and Kohl’s CARDIAC Kids coordinator.

Kohl's commitment to CoxHealth and Children’s Miracle Network Hospitals is made possible through the Kohl's Cares® cause merchandise program. Through this initiative, Kohl’s sells $5 books and plush toys where 100 percent of net profit benefits children’s health and education programs nationwide, including hospital partnerships like this one. For more information, visit www.Kohls.com/Cares.

CoxHealth employee recognized for leadership in health care quality

The Missouri Association for Healthcare Quality has presented its “Missouri Quality Health Care Professional Award” to Arlo F. Stallion, administrative director of quality at CoxHealth.

The Missouri Association for Healthcare Quality presents the award annually to recognize professionals in quality management who have demonstrated significant accomplishments and contributions. The award was presented Thursday, Nov. 8, during an awards luncheon at the Missouri Hospital Association’s 90th Annual Convention & Trade Show in Osage Beach, Mo. 

Stallion is responsible for planning, coordinating and monitoring the effectiveness of clinical care at CoxHealth. She tracks and evaluates quality outcomes, cost effectiveness and patient centeredness of hospital services and works to align the hospital’s work with its quality-centered mission. 

Stallion is responsible for setting the direction of the quality programs at CoxHealth. In leading peer review, quality and performance improvement initiatives; she combines her clinical expertise and leadership skills to influence outcomes, systems and practices. She is a driving force behind the organization’s efforts to model national and state quality criteria established by the Malcolm Baldrige National Quality Award and the Missouri Quality Award. 

“Arlo’s leadership in quality improvement at CoxHealth has been immeasurable,” said Steven D. Edwards, president and CEO of CoxHealth. “She is an important voice in helping CoxHealth meet its mission of ‘providing the best for those who need us’ and is active at all levels of care and management – from the board of trustees to the patient’s bedside.” 

The Missouri Hospital Association is a not-for-profit association in Jefferson City that represents 154 Missouri hospitals. In addition to representation and advocacy on behalf of its membership, the association offers continuing education programs on current health care topics and seeks to educate the public about health care issues.

CoxHealth chaplain named associate member of national flight chaplains group

CoxHealth chaplain Larry Cooper, DMin, has been named as an associate member of the Association of Professional Flight Chaplains (APFC), an interfaith pastoral care organization that supports flight medicine crews and staff in emotional, physical and spiritual need. 

Founded in 2008, the organization provides members with tools and resources to support flight crews in their work. As CoxHealth’s associate member of the APFC, Cooper works with the Cox Air Care crew.

CoxHealth wins marketing, PR awards

CoxHealth has received statewide recognition for several public relations and marketing projects the health system produced this year.

The Show-Me Excellence Awards, presented annually by the Missouri Association for Healthcare Public Relations and Marketing (MAHPRM), recognize high achievement and superb quality in advertising, marketing, communications and public relations projects produced by hospitals and health care systems throughout the state.

CoxHealth won the following awards:

1st place, Crisis Communications, “CoxHealth Helps Victims of Homeless Shelter Fire” – The award recognized the overall communication plan surrounding the opening of Cox North to victims displaced in last winter’s fire at the Missouri Hotel. The award recognized outstanding performance in media relations, news coverage, social media and internal communications.

1st place, Internal Publications/Routine-electronic, “Connect Daily” – CoxHealth’s popular daily email publication took top honors in its first year.

1st place, Special Marketing or Public Relations Project, “Critical Care RN Recruitment Campaign” – This campaign was focused on recruitment of critical care providers to prepare for the opening of a new 27-bed Neurotrauma Intensive Care unit. The campaign, which included radio, print and web ads, helped double the applications for employment for the CCRN positions.

1st place, Writing, “An Inside Look at Steve Edwards’ First Day as CEO” – CoxHealth Connection editor Randy Berger took 1st place honors for the hour-by-hour account of a day in the life of CEO Steve Edwards. The piece originally appeared in the February issue of CoxHealth Connection and is one of 2012’s most-read posts on CoxHealth’s external blog.

2nd place, Advertising-Multimedia Campaign, “CoxHealth Express” – The award recognizes Marketing & Planning’s campaign that was designed to engage patient interest prior to the formal rollout of CoxHealth’s online patient express feature. The promotional campaign included video, print, radio and web ads, as well KY3 news pre-roll ads, and promotions on Facebook.

2nd place, Advertising-Multimedia Campaign-large, “We Believe in Miracles” – The campaign promoted the Children’s Miracle Network Hospitals’ 2012 telethon with radio and outdoor advertising. New this year was a 30-minute television special on CMN Hospitals, which aired more than 50 times throughout May on local stations and cable. Employees also received a DVD of the special in their homes.

2nd place, Video, “Power of Pink”— The video is Marketing & Planning’s creative way of reminding the public that getting mammograms is key for women in their 40s. the disco-themed music video was shown online and in local movie theaters; the audio appeared in a series of radio ads. The promotion advertised the Pink Ribbon Rally and luncheon and served to create overall awareness.

3rd place, Internal Publications/Routine-printed, “CoxHealth Connection” – CoxHealth Connection, our monthly employee publication, competes in a wide-ranging publications category, which includes bi-weekly newspapers and full-color glossy magazines. Connection routinely ranks with the leaders in our state; this year placing alongside Children’s Mercy’s “Take CARE” and BJC’s “BJC Today.”

The awards were presented at the Missouri Hospital Association’s 90th Annual Convention and Trade Show. A statewide panel of public relations and marketing professionals judged the entries in this year’s competition.

The awards competition is the only Missouri competition dedicated to hospital and health care public relations and communications efforts. With 22 categories, the competition included projects in media relations, advertising, publications, writing, photography, marketing, public relations and more.

Four leading not-for-profit health systems announce formal relationship to improve patient care, reduce health costs

NEWS RELEASE 
For immediate release
Oct. 24, 2012

Springfield, Mo. -- CoxHealth of Springfield, Mo., BJC HealthCare of St. Louis, Mo., Memorial Health System of Springfield, Ill., and Saint Luke’s Health System of Kansas City, Mo., today announced they have partnered together to create the BJC Collaborative. This new, multi-system Collaborative has been formed to achieve even higher quality care for the patients served by these health care organizations. 

With a footprint of 4,821 hospital beds spanning Missouri, Illinois and Kansas, and combined annual revenues of almost $7 billion, the members of the BJC Collaborative will focus on achieving savings; deploying clinical programs and services to improve access to and quality of health care for patients; lowering health care costs; and creating additional efficiencies that will be beneficial to patients and the communities served by the member organizations. 

Steven Edwards, President and CEO of CoxHealth, says the Collaborative will build upon the strengths of the four institutions. “The strength of our collaboration is in building upon the expertise of each member,” says Edwards. “Together we are stronger, and the benefits will be experienced by our patients in greater quality and safety, highly trained professionals and cost-effective care.” 

CoxHealth is Springfield, Missouri’s only locally owned, not-for-profit health system. It is accredited by The Joint Commission, distinguished as one of the nation’s Top 100 Integrated Health Care Systems (2006 – 2012), and recognized as a U.S. News and World Report Best Regional hospital. In FY 2011, CoxHealth provided more than $122 million in community benefit to serve the unmet needs of the community. Established in 1906, CoxHealth serves more than 900,000 people in a 25-county service area in southwest Missouri and northwest Arkansas, offering a comprehensive array of primary and specialty care including four hospitals and more than 65 clinics in 20 communities. The health system includes Oxford HealthCare (routinely the nation’s second largest hospital-based home health agency), Home Parenteral Services (home infusion therapy), CoxHealth Foundation, Cox College, Cox HealthPlans and more.

BJC HealthCare is a 13-hospital system with urban, suburban and rural hospitals serving eastern Missouri and southern Illinois. With nationally recognized adult and pediatric teaching hospitals affiliated with the Washington University School of Medicine, 28,000 employees, approximately 275 employed physicians, as well as behavioral health, corporate, home and community health services, BJC is among the largest non-profit health care organizations in the country. 

Memorial Health System is a three-hospital, non-profit health care organization serving Illinois patients in a 40-county region. With a teaching hospital affiliated with Southern Illinois University School of Medicine, two critical access hospitals, 6,000 employees, 75 employed physicians and mid-level providers, behavioral health and home services, Memorial Health System is the largest private employer in the greater Springfield area. 

Saint Luke’s Health System is the largest non-profit health care provider in the Kansas City metropolitan area. The system consists of 11 area hospitals and several primary and specialty care practices, and provides a range of inpatient, outpatient, and home care services. It has 9,700 employees and 318 employed physicians. Affiliated with the University of Missouri – Kansas City School of Medicine, Saint Luke’s is renowned for its programs in heart and stroke care, national honors including the Malcolm Baldrige National Quality Award, and consistent top rankings for high-quality health care by Kansas City consumers. Founded in 1882 as a faith-based, not-for-profit organization, Saint Luke’s Health System’s mission includes a commitment to the highest levels of excellence in health care and the advancement of medical research and education. 

The four systems that are part of this new Collaborative are leaders in their regions and have entered into this new relationship with a commitment to doing what is best for their patients. The Collaborative is buoyed by the tenets of the Patient Protection and Affordable Care Act that encourage partnerships and innovation to improve patient outcomes and reduce health care costs. Its members believe they are well positioned to work together to achieve economies of scale, learn from each other and share best practices that will ultimately lead to better patient outcomes, improve health care access and lower costs.

“This is a good day for BJC and a great day for patients served by each of our hospitals,” said Steven Lipstein, President and CEO of BJC HealthCare and Board Chairman of the Collaborative. “We are embarking on an innovative journey to work across systems and states in ways that have not been done before. We are confident that being able to learn from others and share what we know will be beneficial to all of our patients.” 

“The organizations in the BJC Collaborative share common values and a commitment to be national leaders for excellence in patient care,” said Edgar J. Curtis, President and CEO of Memorial Health System. “Through this collaborative, we will work together to treat more patients, lower our costs and deliver higher quality care. The BJC Collaborative will create many opportunities for us to grow and learn from one another.”

Melinda L. Estes, MD, President and CEO of Saint Luke’s Health System, says the Collaborative will provide numerous benefits for patients, staff and the communities served by Saint Luke’s. “This collaborative provides a unique opportunity for these leading regional health systems to leverage our combined knowledge and resources to ensure we continue to provide exceptional care for the communities we serve,” said Dr. Estes. “Because we share similar missions, we can work together to maximize value for our patients and expand the ways we deliver care.” Dr. Estes also serves as Vice-Chair of the Board for the Collaborative.

Opportunities that may be explored by the Collaborative include:

· Population Health Management – developing and sharing population health information & assessment, physician recruitment & engagement strategies, and accountable care organization & medical home development 

· Clinical and Service Quality – sharing best practices for performance improvement, 
staff development and training - including e-learning, management & leadership development, clinical skills training, clinical decision support, safety event reporting, and emergency preparedness 

· Capital Asset Management – expanding supply chain relationships, facilities design, clinical engineering, technology evaluation, energy conservation and facilities management 

· Financial Services – best practice sharing for capital resource analysis, treasury operations, revenue cycle, managed care contracting, business intelligence and actuarial expertise 

· Information Systems and Technology – sharing best practices for achieving Meaningful Use of Health IT, data center management, data warehousing, software applications, hardware configurations & emerging technologies, and data security & patient confidentiality. 

Working together on these and other initiatives that are imperative to achieving better patient outcomes and lower costs, the Collaborative will bring sustainable advantages for patients and families that can be replicated by systems across the country. 


Media inquires may be directed to: 

June Fowler at BJC HealthCare, jfowler@bjc.org, 314-286-2114 

Laurie Duff at CoxHealth, laurie.duff@coxhealth.com, 417-269-3070 

Ed McDowall at Memorial Health System, Mcdowall.Ed@mhsil.com, 217-788-4265 

Kerry O’Connor at Saint Luke’s Health System, koconnor@saint-lukes.org, 816-932-8646 


BJC Collaborative Q and A 

1. Why these four organizations? 

Answer: BJC, Cox, Memorial and Saint Luke’s are the leading and largest not-for-profit health systems in their respective regions. The territories they serve are adjacent, largely within the contiguous states of Illinois, Missouri and Kansas, but do not overlap. Each system brings a strong commitment to its unique mission and its local community, and all four systems are highly regarded for clinical quality, patient service, and responsible financial stewardship. 

All four systems have boards of trustees that are proactively anticipating the changes to come in American health care. We recognize that medical science and technology is advancing rapidly, making it more and more difficult for smaller health care organizations to keep pace. We anticipate that new payment models, such as accountable care organizations or specialty care bundles or other innovative approaches, will require higher levels of care coordination, sizable investments in information systems, and greater assumption of financial risk. All hospitals will be challenged in the years ahead to improve their outcomes and quality, while reducing the cost of medical care. 

These four systems have a history of creating larger clinical platforms that involve bringing previously independent hospitals together for the benefit of their respective communities. Together, these systems can achieve scale, a diverse and comprehensive offering of health care programs and services, and a focus on the population health in Southern Illinois, Missouri and Eastern Kansas that few other system groupings could replicate. 

2. Is this the first step toward merger? 

Answer: The four systems have not discussed merger. The new Collaborative signals a commitment to working together – under a structure that allows each member to maintain its unique identity, to preserve its independence, to serve the health care needs of their local communities - while at the same time, deriving both the quality-of-care and financial benefits that come from being part of a larger collaborative enterprise, enabling the four systems to share services, costs and best practices. 

3. Will there be leadership changes? 

Answer: No. Each system will continue to operate independently, with local governance and local leadership teams as presently constituted. Initially, the Collaborative will not have employees or a physical location. The CEO of each system and a representative of each system’s board will serve as the voting members of the board of directors of the Collaborative. The work of the Collaborative will be conducted through “operating committees.” Members of each system’s leadership team will be called upon to serve on these committees, bringing to the effort their unique expertise in areas of shared endeavor. 

4. How will health system employees be affected by this collaborative? 

Answer: Initially, the work of the Collaborative will be transparent to patients, families and the people who take care of them. The early years will be devoted to capturing opportunities to reduce or share costs in areas such as supplies, energy management, contracted services, equipment purchasing and maintenance, and information technology hardware and infrastructure. We will convene leadership roundtables to share best practices in areas such as regulatory compliance and employee lifelong learning and professional development. We will work together to find new approaches to improving patient care and service and making our hospitals even safer places to receive medical care. 

5. How will physicians be affected? 

Answer: Physicians from among the medical staffs at the four health systems who want to collaborate in the development of clinical programs and services will be encouraged to do so, and will be supported by the Collaborative. Importantly, the granting of medical staff credentials continues to be under the purview of each hospital’s board of trustees. 

6. Exactly how will this collaboration lead to better patient care? Reduced costs? 

Answer: Each of the four health systems has achieved superior quality scores in a number of clinical service areas. Comparing different approaches and measuring patient-specific outcomes will help us determine what works best and for whom. While BJC may have coined the phrase, each system is equally committed to “Making Medicine Better.” 

The four systems already have a proven track record of working together as members of VHA, Inc. VHA, and its group purchasing organization, Novation, have already afforded these four systems numerous cost reduction opportunities. The idea is to expand the list of what we can purchase together, what we can develop together, and what we can implement together to realize even greater economies of scale and improvements in service. 

7. Are you creating a new, combined purchasing organization? 

Answer: No. All four systems are presently members of VHA, and three of the four (excluding BJC) are owners of Mid-America Service Solutions, Inc. However, to the extent that the four systems can adopt standards for certain products, supplies, and equipment – and coordinate the timing of these purchases – there may well be additional opportunity for savings. Examples of opportunities to be explored could be food purchases or data center back-up services. We are already working on a list. 

8. What does this mean for BJC’s relationship with the Washington University School of Medicine? 

Answer: Each of the four systems involved have affiliations with Schools of Medicine: BJC with Washington University, CoxHealth with the University of Missouri-Columbia, Memorial Health System with Southern Illinois University, and Saint Luke’s with the University of Missouri-Kansas City. Our shared commitment to academic medicine and to education in the health professions 
is one of the key reasons we have selected one another as partners in this Collaborative. The Collaborative does not change any of these medical school affiliations. 

9. What does this mean for CoxHealth’s relationship with the University of Missouri-Columbia? 

Answer: Same answer as #8 above. 

10. What does this mean for Memorial Health System’s relationship with Southern Illinois University School of Medicine? 

Answer: Same answer as #8 above. 

11. What does this mean for Saint Luke’s Health System’s relationship with the University of Missouri-Kansas City? 

Answer: Same answer as #8 above. 

12. Will you have one EMR platform? 

Answer: Not for a very long time. Each of the four health systems has already made a sizable investment in different software applications that in the aggregate, make up an electronic medical record and allow each of the systems to qualify as a meaningful user of health information technology as defined by the federal government. However, over time, it is quite possible that as we need to replace existing hardware configurations, or upgrade communications systems and data centers, or replace technology platforms, we may migrate to common solutions for mutual benefit. 

13. Will telemedicine be a part of this collaborative? 

Answer: It is too early to identify which clinical programs and services have the greatest potential to benefit from our Collaborative. We will consult with clinicians at each of our respective systems, identify gaps in knowledge or service offerings, and then we will explore how best to meet each other’s needs. 

14. Can others join the Collaborative? 

Answer: Initially, we plan to spend our time working among these four health systems. In time, if we are successful together, others may benefit from what we have established. 

15. Does this mean CoxHealth will not be partnering with any other health systems in the future? 

Answer: CoxHealth will continue to have business relationships with other organizations. However, we are committed to working through this Collaborative in the priority areas we have identified to reduce costs, share best practices and improve quality. 

CoxHealth announces new alignment with Cerner to enhance delivery capabilities

News Release
Oct. 22, 2012

CoxHealth and Cerner have formed a strategic alignment, Si3 - The Star Initiative for Information Innovation – dedicated to transforming health information in our region, enhancing clinical processes and health care delivery capabilities, and positioning the health system for future growth and advancement.

Since 1997, CoxHealth and Cerner have partnered to implement clinical information systems, improve patient outcomes, and transform health care delivery through the use of the Cerner Millennium system. The new alignment will allow CoxHealth to rapidly advance its health care system, and deploy new capabilities to optimize resources, achieve efficiencies and cost savings. Cerner will assume operational and administrative responsibilities for the CoxHealth information technology environment via its Cerner ITWorksSM solutions and services, including remote hosting, monitoring and system performance capabilities. These capabilities will protect CoxHealth’s electronic health data, while ensuring high availability of systems.

“CoxHealth is excited to partner with Cerner on the Si3 strategic initiative for our community. Our collaboration will enable us to leap frog forward with advancement and innovation in our use of electronic health records (EHRs),” said Steven D. Edwards, president and CEO. “Through the Cerner alignment, CoxHealth will rapidly enhance its systems and processes to propel the organization’s capabilities for delivering value to patients.”

Clinician and patient benefits include:

• Improved quality of care through broader access to more complete cross-continuum health record information electronically;

• Integrated flow of data from medical devices directly into the electronic health record for contextual access to all clinical information;

• Increased efficiencies and streamlined workflows;

• Increased system speed, usability, and uptime, including increased first contact resolution with an enhanced help desk.

The strategic alignment positions CoxHealth for future growth within the region. With increased access to staffing and training, greater flexibility of skills and resources, and an Information Technology talent pool better poised to expand with the growing needs of the health system.

“Additionally, the effort will lay the foundation for CoxHealth to manage health care across the entire community. This will enable the community to proactively manage their health together with their care providers through electronic health records,” said Jake McWay, senior vice president and chief financial officer. “The alignment will emphasize a model of care that puts the patient at the center and ultimately builds efficiency, effectiveness and technological advancements of the CoxHealth system, while lowering the overall cost.”


Frequently Asked Questions 

Q: What is the Star Initiative for Information & Innovation (Si3)?

A: CoxHealth and Cerner have created a strategic alignment (Si3) to enhance the delivery of Health & Care through the innovative use of health care information and technology. Si3 will enable CoxHealth to advance the delivery of safe, secure and quality care using enriched clinical systems functionality, empower clinicians with the latest technological innovations and provide highly available health information systems to support optimal patient outcomes.

With the growing demands of health care, CoxHealth’s strategic direction is to continue to invest in key areas to stay ahead of the curve. The strategic alignment with Cerner will position CoxHealth for future growth within the community. It will increase access to staffing and training, drive greater flexibility of skills and resources, and position the talent pool to expand with the growing needs of CoxHealth.

Q: How will the Si3 partnership help improve health care for the community of Springfield and serve as a model for other communities?

A: The Si3 partnership will lay the foundation for CoxHealth to manage health care across the entire community, enabling the community to proactively manage their health together with their care providers through electronic health records. The alignment will emphasize a model of care that puts the patient at the center and ultimately builds efficiency, effectiveness and technological advancements of the CoxHealth operation.

The systems and support functions for clinicians and patients at CoxHealth will be a central focus, as we work to further “meaningful use” for federal government-mandated IT compliance requirements for electronic health records. At the same time, this alignment will optimize hospital, clinic and pharmacy workflows, patient scheduling and other operating efficiencies; and provide an improved digital infrastructure that connects all of the care system. With this new alignment, we commit to a significant improved delivery of IT systems.

Q: How will the partnership between CoxHealth and Cerner work?

A: With this partnership the Cerner and CoxHealth organizations become linked within Si3 utilizing tightly integrated strategies, goals and objectives. Si3 will bring members of the CoxHealth Information Technology staff to Cerner with the goal of providing the community enhanced health care IT delivery capabilities utilizing the best attributes that both CoxHealth and Cerner can provide.

Q: Will any jobs change with this arrangement?

A: Si3 will bring current members of the CoxHealth IT staff (143 employees) to Cerner, providing them with additional opportunities for career growth, training and advancement. We anticipate that Si3 will aid the local economy with increased job opportunities.

Q: How will the arrangement impact clinicians at CoxHealth?

A: Information technology continues to play an increasingly essential role in the practice of medicine. Si3 will promote innovation and optimization in clinical practice within the health system’s clinics, hospital, laboratories and diagnostic centers. This new alignment will advance the way health care is delivered with access to real-time information that enhances patient outcomes through evidence-based medicine, and creating efficiencies for health professionals by automating workflows.

Q: How will the CoxHealth – Cerner alignment benefit Skaggs?

A: CoxHealth’s partnership with Skaggs stipulates that the IT platforms will be integrated to maximize efficiencies and provide for the seamless delivery of health care. The CoxHealth-Cerner alignment will assist in this transition. The timeline for this transition has not been established, but will move at a reasonable pace that is appropriate for Skaggs.

About CoxHealth

CoxHealth is Springfield’s only locally owned, not-for-profit health system. It is accredited by The Joint Commission, distinguished as one of the nation’s Top 100 Integrated Healthcare Systems (2006-2012), and recognized as a U.S. News and World Report Best Regional Hospital. In FY 2011, CoxHealth provided more than $122 million in community benefit to serve the unmet needs of our friends and neighbors. Established in 1906, CoxHealth serves more than 900,000 people in a 25-county service area in southwest Missouri and northwest Arkansas, offering a comprehensive array of primary and specialty care including four hospitals and more than 65 clinics in 20 communities. The health system includes Oxford HealthCare (routinely the nation’s second largest hospital based home health agency), Home Parenteral Services (home infusion therapy), CoxHealth Foundation, Cox College, Cox HealthPlans and more.

CoxHealth Media Contact: Stacy Fender, Media Relations Coordinator, 417/269-4113, stacy.fender@coxhealth.com

About Cerner 

Cerner is contributing to the systemic change of health and care delivery. For more than 30 years Cerner has been executing its vision to make health care safer and more efficient. We started with the foundation of digitizing paper processes and now offer the most comprehensive array of information software, professional services, medical device integration, remote hosting and employer health and wellness services. Cerner systems are used by everyone from individual consumers, to single-doctor practices, hospitals, employers and entire countries. Taking what we’ve learned over more than three decades, Cerner is building on the knowledge that is in the system to support evidence-based clinical decisions, prevent medical errors and empower patients in their care.

Cerner® solutions are licensed by approximately 9,300 facilities around the world, including more than 2,650 hospitals; 3,750 physician practices covering more than 40,000 physicians; 500 ambulatory facilities, such as laboratories, ambulatory centers, cardiac facilities, radiology clinics and surgery centers; 800 home health facilities; 40 employer sites and 1,600 retail pharmacies.

Certain trademarks, service marks and logos (collectively, the “Marks”) set forth herein are owned by Cerner Corporation and/or its subsidiaries in the United States and certain other countries throughout the world. All other non-Cerner Marks are the property of their respective owners. Nasdaq: CERN. For more information about Cerner, please visit www.cerner.com, Twitter, Facebook and YouTube.

Cerner Media Contact: Megan Moriarty, (816) 888-2470, megan.moriarty@cerner.com

Cerner Investors Contact: Allan Kells, (816) 201-2445, akells@cerner.com

Halloween-themed Trivia Night to benefit Cox College

The CoxHealth Foundation will hold a Halloween-themed Trivia Night event Friday, Oct. 26, at the Knights of Columbus Hall, 2340 W. Grand, in Springfield. 

Proceeds from the event will benefit The CoxHealth Foundation’s Cox College of Nursing Fund. This fund helps the college provide students with the technology and educational resources they need to be successful as they pursue careers in health care. 

This fun team trivia event will be emceed by KY3’s Paul Adler and Maria Neider. The event will include a silent auction, a 50/50 raffle, prizes for the best costume/best theme table and more. 

Doors open at 6 p.m. and play starts at 6:30. Registration fee is $80 for a team of eight, and online registration is available at www.coxhealthfoundation.com/special-events. For more information, contact the CoxHealth Foundation at 269-7150. This is a popular event, and tables sell out quickly.

At CoxHealth, 'Best' is how we roll!

Keep an eye out in Springfield: Our streets are about to get more colorful! Festive “Best Hospitals” graphics will soon appear on three CU buses, each featuring CoxHealth employees and physicians from the five specialties recognized as “high performing” by U.S. News & World Report.