2010 HR Annual Report - Intermountain Healthcare

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2010 HR Annual ReportEmployee HealthImmunizationsTo protect our patients and our coworkers fromserious infections, Intermountain implemented anImmunization Policy in January 2010 for all employeesand volunteers. The new policy required all employeesand volunteers to meet the Intermountain HealthcareImmunization Requirements.immunizeWhat a success!The 2010 Immunize Intermountain Campaign was a great success. Becauseof employee efforts, Intermountain set the industry standard with ourImmunization Policy and vaccination rates. Intermountain was recognizedby The Joint Commission for being a model organization in protecting ourpatients and co-workers through vaccination.2010 Vaccination/Immunization RatesEmployeesVolunteersChicken Pox 99.7% 95%Hepatitis B* 91% 86%Influenza† 86% 76%did you know?In 2010 we conducted16,959 TB Tests and15,302 blood draws fortests and administered45,717 vaccinations!IntermountainMeasles 98% 87%Mumps 92% 85%Rubella 98% 86%Tdap 85% 63%6
2010 HR Annual ReportHR Training Approach and theRevenue Cycle Organization (RCO)In late 2008 the Revenue CycleOrganization (RCO) announcedplans to consolidate and realignreporting relationships andorganizational structures. The RCOvision included realignments inmanagement structures for PatientAccount Services (PAS), RevenueIntegrity, and Health InformationManagement (HIM). Changes inmanagement and line reportingrelationships from each of thehospitals to the central RevenueCycle management structurewere made. The new structurealigned over 1,400 FTE’s into anorganizational structure that’sbetter positioned to consistentlyserve the needs of our patients,and the Intermountain system.Facing challenges with the new realignmentThe new centrally aligned RCO management structurepresented several challenges as employees were asked to adaptto the new structure and culture. Pre-service Patient Accessand Billing services were collapsed into four regional locations.Regional Revenue Integrity teams expanded their scope ofresponsibility, and the HIM enterprise coding model continuedto require coders to expand their support from their homelocation to other locations in need of help.During all of this, Management continued to accept new rolesand accountability for new employees. RCO leadership waschallenged to create a culture that supported this new structurein a consistent way, giving management access to resources andtools that would help them deal with change and allow them toengage employees through the transition.transitioningThe transition of both managementand staff to the new RCOstructure was smooth with verylittle business interruption.This transition included severalphysical relocations, and changesin reporting relationships. Leaderswith expanded roles continue tothrive in the new environment,which is a direct result of thecollaborative work between theRCO, HR, EAP, and OrganizationalEffectiveness during the transition.• • •7
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2010 HR Annual Report - Intermountain Healthcare

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