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Innovation and integration

CWF Scorecard: Grand Junction remains steady
In the Commonwealth Fund’s 2016 Scorecard on Local Health System Performance, Grand Junction didn’t budge from its 2012 ranking: 69 of 306. For access, it ranked 271; prevention and treatment, 36; avoidable hospital use and cost, 4; and healthy lives, 50. (Scorecard)

Wanted: A common language
People want care that is effective and high value, Murray Ross of Kaiser writes. “But the devil is in the details when it comes to defining what those terms mean.” To reach a common understanding, “we need to understand what constitutes value, to whom, and under what circumstances.” (Health Affairs Blog)

EHRs and population health: Expect even more changes
Electronic health records help clinicians manage the health of populations in ways that were unimaginable not so long ago. But that’s just the beginning: Expect the role of EHRs in population health management to expand as technology evolves and reimbursements are increasingly tied to value. (Medical Economics)


Meet Stephanie Motter, MSN, RN, CEO of Monument Health

Monument Health–Mesa County, Colo.’s most comprehensive clinically integrated network–tapped Stephanie Motter, MSN, RN, as its CEO. Before joining Monument Health, she served as vice president, quality & clinical strategy at DaVita and practiced as a nurse practitioner in the Denver and Boston areas. Here, she discusses her new role and goals. 

How has your experience prepared you for your new role?

Motter: The experience of providing direct patient care gives me the perspective to understand patients’ needs, as well as those of the family and caregivers. I consider this vital, because putting patients at the center of care–and engaging them in their own care–is fundamental to Monument Health’s philosophy.

That experience also means I appreciate the clinician’s perspective. What’s important to providers? How do they think? Interact with patients? What’s their workflow? Because I understand those issues, I’m able to sit at a table with clinicians, talk about clinical guidelines, metrics and processes, about EHRs, about workflow.

DaVita has a very intentional culture: community first, company second. Coming from that helps me appreciate the importance of alignment and building consensus with stakeholder groups. At Monument Health, we understand we must put the good of the community, of the network, first.  

What makes Monument Health uniquely suited to Mesa County? 

Motter: Mesa County has a tradition of innovation and collaboration, and we intend to build on that. We take independent, disparate groups and bring them together into a formal and distinctly integrated network. Monument Health is pulling together the good and making it great.

And we are here to serve Mesa County. We want to come together with employers and community leaders to understand their unique needs and develop solutions collaboratively, and we want feedback on how those solutions are making a difference.

What are your top three goals for the next 12-24 months? 

Motter: First, with my team, I plan to establish Monument Health as a community supporter–as an important resource for the community.

Second, I look forward to building the network, in terms of both members and practices.

Finally, I want to better understand local health care workforce development needs and begin to address those needs. We must ensure there’s no shortage of nurses, care coordinators or techs, and one way to do that is to nurture development of nurses who are part of the community. That makes recruitment easier and improves retention.

Emplhealth-iconoyers, employees and community

Business has power to transform health care
“Businesses as well as public sector entities can play a lead role in mitigating political hyperpartisanship and special interests by working directly with local health care providers to define, secure, and execute to transparent standards. Pragmatism can prevail,” authors note in a recent Harvard Business Review article. (Harvard Business Review)

To improve employee health, make it personal
What motivates people to improve their health? Among other things, personalization, according to a recent survey of those in workplace wellness programs. “The ‘one size fits all’ approach […] has proven ineffective in engaging employees,” says NBGH’s Brian Marcotte. (PatientEngagementHIT)

Beyond weigh-in: What to ask of employee wellness programs
Considering an employee health program? Ask three questions, counsels Dr. Kerry Kuehl: Is it evidence-based? Does it account for multiple conditions and outcomes? Is it designed to produce a culture of healthy change? “You want something that’s not just smoking cessation or weight loss.” (Portland Business Journal)

Tooresources-iconls and Information

Issue brief on clinically integrated networks explores how rising costs, consumer demand for improved quality and the need for care coordination have accelerated development of CINs: issue brief.

Health care spending: The 2016 National Health Expenditures Report, produced by the Office of the Actuary at the Centers for Medicare & Medicaid Services: CMS data

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eNewsbrief Archives

January 2017

The First. Achieve. Health. monthly e-newsbrief spotlights the research, trends and people driving positive change in health care delivery. It's…

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November 2016

November 2016

Interview: Michael Thompson, president and CEO, National Alliance and former PwC principal, discusses bending the cost curve, employee engagement and rebooting wellness.
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October 2016

October 2016

Interview: Sharon Raggio, LPC, LMFT, MBA, president and CEO of Mind Springs Health, on reconnecting the mind and the body, and the barriers to making that happen.
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September 2016

September 2016

Interview: Lisa Martin, senior director of human resources at Hilltop Community Resources, on engaging employees and the importance of culture and education.
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August 2016

August 2016

Interview: Monument Health's new CEO, Stephanie Motter, MSN, RN, on her new role, preparation and experience, and the top three goals for the next 12-24 months.
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